Learn about the Connecticut Trust for Historic Preservation

The Connecticut Trust for Historic Preservation is a non-profit, state-wide membership organization, with a thirty-three-member board, three of whom are appointed by the governor. It was established by special act of the Connecticut General Assembly in 1975. The Trust’s office is the Eli Whitney boardinghouse (c. 1827) in Hamden, CT which it bought and restored in 1989. 

Click HERE to meet the CT Trust staff.

Click HERE to meet the CT Trust board and advisory council. 

The following strategic plan demonstrates the Trust’s commitment to preservation activity
statewide. The Connecticut Trust’s primary ways to reach individuals are:
• The field service work of the Connecticut Circuit Riders,
• Granting programs,
• Web sites, www.cttrust.org, www.connecticutbarns.org, www.towngreens.com and
www.historicdistrictsct.org.
• The bi-monthly news letter, Connecticut Preservation News, along with Historic Properties
Exchange,
• The Barns survey project and special projects that require communication, as with
advocacy, events, and awards.

In order to enlist and inform allies in the preservation of historic resources, the Trust:
• Through the Circuit Rider program provides non-profit groups and municipalities with
hands-on preservation services attuned to their specific community.
• Awards grants for preservation planning projects and for barns stabilization.
• Serves as a key advocate for historic preservation in state and local government.
• Holds training workshops for members of historic district commissions.
• Runs seminars for real estate professionals and those interested in restoration of historic
houses.
• Protects properties through preservation easements.

Connecticut Trust for Historic Preservation
MISSION STATEMENT
The Connecticut Trust for Historic Preservation protects and nourishes the vitality of significant buildings, landscapes and communities.

Visions:
•Historic preservation activity results in economic growth in Connecticut, through job creation and leveraging public and private investment.
•Historic places are preserved and used to enhance community character and preserve our cultural heritage.

Goal I: Through grants, field service and direct advocacy clearly show the value of historic preservation to Connecticut’s economy, environment and civic identity.
Objectives:
Work with ten Preservation Leadership towns/cities over a two year period on economic development strategies that focus on historic preservation.
Continue to build local capacity for preservation through the field services program.
Encourage use of financing opportunities that contribute to economic revitalization in communities.

Goal II: Build leadership for historic preservation in public policy; expand legislative and municipal outreach.
Objectives:
Enhance and continue preservation relationships with the Connecticut Commission on Culture and Tourism, the Connecticut Humanities Council and other state agencies and the National Trust for Historic Preservation.
Ensure state funds for historic preservation grants.
Participate in coalitions advocating public policies shaping the state’s growth.

Goal III: Become a principal conduit of information for historic preservation, historic architecture and landscapes in Connecticut.
Objectives:
Coordinate and develop plans and projects that build the Trust as a center for the compilation and dissemination of information on historic architecture and landscapes, including town greens, barns, architecture in towns across the state and architectural styles specific to Connecticut.

Goal IV: Increase community interest in and action for historic preservation.
Objectives:
Develop a plan for building relationships within various colleges and universities with public history/historic preservation programs.
Continue annual Awards of Merit program and add Barns Award in 2011.

Goal V: Increase the capacity of the CT Trust to accomplish its mission.
Objectives:
Strengthen and expand current fund-raising efforts and develop new major donor campaign aimed at existing donors and focused on designating donor funds from a menu of program options.
Add new trustees with diverse skills, backgrounds and perspectives; cultivate new trustees from municipal outreach project.
Fix infrastructure needs at the Trust’s office at Eli Whitney Boarding House, by 2011.

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