Environmental Quality Protection, Beautification

Scenic America

Preserving and Enhancing America's Visual Character



Scenic America preserves and enhances the visual character of our country.

Ruling Year



Mr. Mark Falzone

Main Address

727 15th Street NW, Suite 1100



scenic; conservation; preservation; trees; landscapes; scenic byways; utility under grounding; visual pollution





Cause Area (NTEE Code)

Environmental Beautification (C50)

Natural Resource Conservation and Protection (C30)

Botanical, Horticultural, and Landscape Services (C40)

IRS Filing Requirement

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Programs + Results

What we aim to solve

Scenic America is the only national nonprofit whose sole purpose is to safeguard the scenic qualities of America’s roadways, countryside and communities. Based in Washington, D.C., the organization currently has 51 state and local chapters and affiliates and more than 40,000 members and supporters around the country. Scenic America works to foster citizen engagement in scenic conservation issues by advocating for policies that encourage scenic beauty at the local, state and national levels by providing research and educational and technical assistance, and by assisting in the formation of chapter organizations.

Our Sustainable Development Goals

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Our programs

What are the organization's current programs, how do they measure success, and who do the programs serve?

SOURCE: Self-reported by organization

Scenic America

Where we work

Our Results

How does this organization measure their results? It's a hard question but an important one. These quantitative program results are self-reported by the organization, illustrating their committment to transparency, learning, and interest in helping the whole sector learn and grow.

SOURCE: Self-reported by organization

Number of policies formally established

Population(s) served


Type of Metric

Outcome - describing the effects on people or issues

Direction of Success


Context notes

Scenic America is thrilled to announce that on September 22, 2019, President Trump signed into law the “Reviving America’s Scenic Byways Act of 2019."

Charting Impact

Five powerful questions that require reflection about what really matters - results.

SOURCE: Self-reported by organization

What is the organization aiming to accomplish?

What are the organization's key strategies for making this happen?

What are the organization's capabilities for doing this?

How will they know if they are making progress?

What have they accomplished so far and what's next?

Scenic America is seeking to protect the value of the country’s transportation infrastructure and the character of our communities that we, as a nation, have created with taxpayer dollars. We should not enable blight to deplete these public assets. In order to accomplish this, we advocate for the following policy goals: 1. Advocating for our country's scenic byways 2. Support for our nation's parks and open space 3. Fighting against visual blight on our highways 4. Undergrounding unsightly overhead wires Taking dramatic charge of the visual environment can be a job creator and a property values sustained. Studies have shown that higher visual standards result in higher assessed values. Investment in scenic preservation and enhancement should be seen as an integral part of our national and local policymaking. In the end, taking pride in our places will affirm our best instincts by integrating beauty into the lives of all Americans. In addition, our long-term goal is to change the mindset of society to better appreciate scenic resources. To that end, we sponsor educational programs to instill scenic values in our country's youth.

Having the nationwide strength and identity of the Scenic America brand solidly behind each affiliate can leverage extraordinary opportunities. In particular, it will facilitate the generation of revenue from local philanthropic sources. Affiliates can draw upon and benefit from the fundraising expertise of the national office without having to expend vital and already limited resources. With the hub supporting the spokes, the result will be a more vibrant and robust organization protecting the scenic beauty of America. Scenic America combines policy expertise with effective advocacy and communications. Our advocacy work includes direct lobbying and mobilizing grassroots and grasstops supporters. One of the key technologies Scenic America employs in our communication strategy is state-of-the-art constituent relationship management (CRM) software, a tool that will allow us to communicate in fast and powerful ways with our supporters, funders, public officials and the media.

We have a visionary Board of Directors that wrote a 44-page policy paper, "Taking the Long View: A Proposal for Realizing America the Beautiful." This important document lays out the next decades on progress that should be made regarding scenic beauty. We also have very talented staff. Mark Falzone was selected to serve as President of Scenic America in April 2017. Prior to Scenic America, he served as Deputy Director of the National Immigration Forum, and before that was a five-term elected member of the House of Representatives in Massachusetts. As a member of the National Conference of State Legislatures he was twice elected to the Executive Committee. Mark holds a Bachelor of Arts degree from Boston College and a Master of Public Administration degree from the Harvard University John F. Kennedy School of Government. Since Mr. Falzone came aboard to lead Scenic America, we have successfully (and rapidly) leveraged our assets to bring policy change to Capitol Hill. In a time of divided and gridlock in Washington, D.C., Scenic America was able to work on a bipartisan basis to author legislation that was signed into law by the president in 2019.

Organizationally, we have clear goals set in a Board-approved five year strategic plan. Additionally, the Board sets annual goals for the organization. In turn, the President creates a work plan that guides the organization's day-to-day work that aligns with the strategic plan and annual goals. Every year we evaluate ourselves to be sure we are meeting annual goals and accomplishing items in the strategic plan.

Stopped the construction of thousands of billboards around the country. Providing technical assistance to tens of thousands of citizens, community groups and public officials across America. Helped to establish the National Scenic Byway Program, which has resulted in the designation of 150 roads and 25,000 miles of scenic byways. Our recent victories include the presidential signing of the “Reviving America’s Scenic Byways Act of 2019,” which reopens the nomination process for National Scenic Byways. This is a major victory, the first time our organization has shepherded a bill from its writing, through passage in Congress, to presidential signing and enactment as law. Scenic advocates in the Houston business community convinced city officials to pass a ban on new billboards in 1980. Since that time the city has gone from 15,000 billboards to fewer than 1,500. Other select accomplishments: We helped establish the Journey Through Hallowed Ground encompassing important Civil War sites throughout Pennsylvania, Maryland and Virginia. Developed 51 state and local affiliates around the country. Scenic Philadelphia commissioned a study which found that homes in that city within 500 feet of a billboard are worth $31,000 less on average than those further away, and each additional billboard within a census tract reduced home values by nearly $1,000. Helping to stop new billboard construction in more than 1,000 communities nationwide.

External Reviews


Scenic America

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The people, governance practices, and partners that make the organization tick.

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Board Leadership Practices

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SOURCE: Self-reported by organization


Does the board conduct a formal orientation for new board members and require all board members to sign a written agreement regarding their roles, responsibilities, and expectations?

Not Applicable


Has the board conducted a formal, written assessment of the chief executive within the past year?

Not Applicable


Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year?

Not Applicable


Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership?

Not Applicable


Has the board conducted a formal, written self-assessment of its performance within the past three years?

Not Applicable