SEPTEMBER 17TH, 2020 National Park Partners COMMISSIONED BY Glacier National Park Table of Contents Point Reyes National Seashore Executive Summary ������������������������������������������������������������������������� 3 Introduction ���������������������������������������������������������������������������������� 5 Methodology ��������������������������������������������������������������������������������� 8 450-plus partners generate over $600 million in park related revenue �������� 10 Partners help parks thrive in myriad ways �������������������������������������������� 14 COVID-19 has substantially challenged partners �����������������������������������20 Partners articulate common needs in fundraising and capacity building ������ 24 Recommendations ������������������������������������������������������������������������� 27 Appendix A: Acknowledgements �������������������������������������������������������30 Appendix B: Glossary of terms ���������������������������������������������������������� 33 Appendix C: List of organizations by type �������������������������������������������� 34 Appendix D: Process details for Form 990 analysis ��������������������������������� 42 Appendix E: Survey questions ����������������������������������������������������������� 45 Executive Summary Tonto National Monument This report provides a comprehensive por- A robust, growing community of over 450 trait of the diverse set of partners that support park partners reported over $600 million in national parks. Park partners play a variety of estimated park related revenue and over 8,500 roles in support of national parks and designa- park related employees. Park related revenue, tions, which includes national heritage areas, the portion of organizations’ revenues aligned national trails, and national rivers (generalized with national parks, increased by over 40% as “parks” hereafter). Partners educate youth between 2013 and 2018, with nearly 30% more and other visitors; preserve land, species, and groups reporting revenues of more than $1 mil- habitat; repair, preserve, and maintain build- lion in 2018 (most recent tax year available for ings and historic structures; restore trails analysis). The estimated number of employees and waterways; and remove invasive plants, engaged in this work increased by more than among other roles. Park partners help protect 60% during this same period, owing largely to these special places for future generations and more activity by service corps organizations, provide current visitors with the world-class which hire people to work in parks. experiences they have come to appreciate and expect at parks. Partners help parks thrive in myriad ways, including providing over $400 million in esti- We engaged in an extensive research process to mated annual direct and in-kind support to the update the last Park Partners Status and Trends National Park Service (NPS) and engaging over Report, conducted in 2015, which reviewed the 100,000 volunteers. Estimated support to NPS landscape of national park partners. We gath- increased by nearly 60% between 2013 and 2019. ered and analyzed tax forms and surveyed part- Partners contribute through direct activities such as ners to gather detailed and current information running education programs and preserving land from the community. The report is organized and historic facilities, and indirectly through support around four broad conclusions about the such as scientific study and helping raise the profile partner community. of parks. Additionally, partners are active advocates for the national parks at all levels of government. Redstone | National Park Partners Report 3 EXECUTIVE SUMMARY In 2020, COVID-19 substantially impacted are now increasingly urgent, and partners have many partners. Some partners reduced their paid identified additional areas where support is staff, cut support to NPS, and are revisiting their needed. A five-year plan allows for the growth business models. These impacts are expected to needed to help the community become more extend at least through 2021. While most partners responsive and resilient. that applied for federal assistance received it, the funding was insufficient to prevent major impacts 2. Strengthen the National Park Service’s on partner budgets. Many partners have seen an knowledge and appreciation of philanthropy increase in attention to national parks since the and continue to improve NPS’s processes emergence of COVID-19, but they lack sufficient and rules to enhance collaborative partner- resources to manage the expected influx. ships. Director’s Order 21 brought some clarity and improvements in the relationship between Partners identified important areas where they NPS and partners. Continued progress to need additional support and tools. Currently, streamline processes and celebrate philan- fundraising is the top priority for park partners, thropy in parks would help NPS and partners to though many also expressed interest in capacity work together to keep projects moving quickly building in areas such as communications; diver- and smoothly. With the recent passage of the sity, equity, and inclusion; and strategy. Partners Great American Outdoors Act, generating $6.5 value collaboration and networking within the billion over the next five years for deferred community and seek more virtual events to do so. maintenance, the opportunity for collaboration They highlight administrative hurdles and slow and partnership has never been been higher. turnaround times as challenges in working with NPS, as well as a need for better understanding of 3. Amplify the park partner community’s philanthropy by NPS staff. resources to benefit national parks through a nationwide collective campaign. A collec- While partners are contributing to parks in tive fundraising campaign can unify the impressive and varied ways, with the right partner community around shared goals, such resources, the partner community could do even as protecting and preserving nature and history, more to support parks. We suggest the follow- creating inspiring and relevant visitor experi- ing three actions to create a brighter future for ences, and building a vibrant parks commu- park partners and the parks and park visitors nity. NPS, the National Park Foundation (NPF), they support: the Friends Alliance, donors, and the broader partner community can accomplish more 1. Create a five-year plan to build the capacity by bringing the full energy, creativity, and of the park partner community, particularly resources of the park community together to small and medium-sized organizations, with amplify the community’s impact. a focus on fundraising, communications, DEI, and strategy. Partners have appreciated Park partners are crucial to helping parks thrive. and benefited from previous capacity building Better understanding and supporting park part- such as webinars, peer groups, and mentorship. ners will ensure the ongoing stewardship of parks Longstanding needs for fundraising supports for future generations. Redstone | National Park Partners Report 4 Introduction Fort Sumter National Monument, Dawn Kish Since their inception, National Purpose of the report Parks have been at the center of the American experience� They remind This report provides several key insights that us of who we are and where we have together create a portrait of the park partner community. It aims to help us all better under- been� They inspire us with stories of stand the organizations that comprise the our past, leave us in awe of our sur- community, the role they play, and the issues roundings and our history, and bring they face. The report describes the scale of the us together, serving as the common community, its impact on parks and designa- ground that we share as a nation� tions, and the community’s needs. By combining multiple methods of analysis, the report aims to A robust community of partners supports these describe both the variability of the community national parks and designations, helping parks and the nuances of the work that partner organi- thrive now and for future generations. For each zations perform. of the important roles that parks fill in our society – as places for recreation, introspection, The report is offered as a resource for all mem- community gathering, learning, historic pres- bers of the park partner community. It offers a ervation, research, and more – partners often glimpse into the challenges, needs, and priori- provide support that makes them possible or ties of aligned organizations. It describes the enhances our experience. issues the community faces and opportunities for partnership, capacity building, and support. Redstone | National Park Partners Report 5 INTRODUCTION For the National Park Service (NPS) specifically, k Coordinating Entities are designated, often the report provides a comprehensive summary by Congress, as the organization responsi- of the value that partners bring and how NPS ble for maintaining a national heritage area, can continue to build new partnerships and national trail, or national river. strengthen existing ones. k Other Organizations include service corps organizations, environmental and historical What is a park partner? education partners, land trusts, and miscella- neous other partners. For this report, we defined the park partner community broadly – we include all groups that See Appendix C: Groups by category for a list of support national parks and designations, regard- groups that comprise each category. While