PLATINUM2023

National Park Foundation

The official charity of America’s national parks.

aka NPF   |   Washington, DC   |  http://www.nationalparks.org

Mission

As the official nonprofit partner of the National Park Service, the National Park Foundation generates private support and builds strategic partnerships to protect and enhance America's national parks for present and future generations.

Ruling year info

1981

President & CEO

Mr. William Shafroth

Chief Operating Officer

Mr. Dieter Fenkart-Froeschl

Main address

1500 K Street Suite 700, NW

Washington, DC 20005 USA

Show more contact info

EIN

52-1086761

NTEE code info

Fund Raising and/or Fund Distribution (T12)

IRS filing requirement

This organization is not required to file an annual return with the IRS because it is an arm of a state or local government.

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Communication

Programs and results

What we aim to solve

SOURCE: Self-reported by organization

Over a century ago, private citizens proved that individuals could make a difference by providing philanthropic dollars to support the national parks. Today, the National Park Foundation champions a legacy of private philanthropy, directly supporting the work of the National Park Service (NPS) and its key partners. This is in direct response to some critical needs. The NPS is faced with budget constraints at all levels, including at the programmatic level and in the physical assets it owns. It has one of the largest portfolios of assets in the federal government which require constant upkeep. In addition, as the population continues to grow more diverse, many Americans have not had an opportunity to experience these national treasures. The Foundation seeks to not only protect these national treasures for current and future generations, but also to engage all Americans by creating opportunities that foster life-long connections to parks.

Our programs

SOURCE: Self-reported by organization

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

Protect National Parks

As the official nonprofit partner of the National Park Service (NPS), the National Park Foundation (NPF) supports projects and programs across the system. Through our work, we protect our natural, cultural, and historical heritage and connect people to all that the parks have to offer. Through our Protect pillar, we support work to enhance, preserve, and restore the natural and historical resources stewarded by NPS and enhance the visitor experience for the over 300 million annual visitors to national parks. Our investments include acquiring private inholdings in national parks, restoring trails and historic structure, conserving wildlife and habitats, making parks more sustainable in their use of natural resources, and ensuring parks are more inviting reliant for current and future visitor use.

Population(s) Served

As the official nonprofit partner of the National Park Service (NPS), the National Park Foundation (NPF) supports projects and programs across the system. Through our work, we protect our natural, cultural, and historical heritage and connect people to all that the parks have to offer. Through our Connect pillar, NPF is dedicated to creating meaningful opportunities for people to visit and connect with our national parks and the programs they offer. Our investments include reaching underrepresented audiences, increasing diversity and inclusion, creating digital experiences, connecting audiences to introductory experiences, fostering lifelong connections, and building strong partnerships. Some of our programs include the Find Your Park/Encuentra Tu Parque public engagement movement, our Open Outdoors for Kids initiative, Service Corps, and Strong Parks, Strong Communities.

Population(s) Served

Where we work

Awards

Best Charities in America 2017

Independant Charities of America

Anniversary 2017

PR News Platinum PR Awards

Public Service-Multi-Format Campaign 2016

Obie Awards

Affiliations & memberships

Better Business Bureau Wise Giving Alliance - Organization 2017

National Trust For Historic Preservation 2017

Society for Human Resource Management 2017

American Association for State and Local History 2011

Association of Donor Relations Professionals 2017

American Rivers 2013

Association of Prospect Researchers for Advancement - Member 2017

Boys and Girls Clubs of America 2017

Combined Federal Campaign 2017

Major League Baseball 2011

Land Trust Alliance 2017

Blue Ridge Parkway Association 2017

Horizon Interactive Award 2017

American Advertising -ADDY 2017

Webby Awards, Honoree for Best Use of Photography 2017

AIGA 50 Award 2018

W3 Silver Award 2017

MarCom Awards, Honorable Mention 2017

Engage for Good Golden Halo Award 2019

Silver Halo Award 2020

Our results

SOURCE: Self-reported by organization

How does this organization measure their results? It's a hard question but an important one.

Number of overall donors

This metric is no longer tracked.
Totals By Year
Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Total revenue earned to support advocacy efforts

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Total number of grants awarded

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Number of organizational partners

This metric is no longer tracked.
Totals By Year
Type of Metric

Output - describing our activities and reach

Direction of Success

Increasing

Total dollars received in contributions

This metric is no longer tracked.
Totals By Year
Population(s) Served

Adults

Type of Metric

Input - describing resources we use

Direction of Success

Increasing

Context Notes

Includes Government Grants.

Goals & Strategy

SOURCE: Self-reported by organization

Learn about the organization's key goals, strategies, capabilities, and progress.

Charting impact

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

As the second century of the National Park Service begins, parks face new challenges including increased congestion, a growing maintenance backlog, a myriad of resource management needs, and the need to engage existing and new audiences via innovative tools and technologies. Critical needs are centered around the Foundation’s four core areas of focus:

1. Enhance the visitor experience: Increased visitation at some of the busier national parks coupled with a growing backlog of infrastructure needs require modern infrastructure, creative solutions and innovative new strategies to address congestion, interpretation, and recreation.

2. Conserve and preserve natural and cultural resources: More than a thousand plants and animals in national parks are considered rare or endangered, and for many species these parks provide their sole remaining refuges. As the climate changes and rising seas reshape parks, the Foundation strives to protect these creatures and their landscapes. Similarly, as historic sites come under increased pressure from development, the Foundation aims to protect and preserve these important pieces of American history.

3. Connect people to parks: National park visitation does not reflect the diversity of America. To remain relevant to future audiences, parks need to reach all audiences, remove barriers to access, and encourage all people to visit a national park. Engagement with the outdoors is a good example. The time spent in unstructured outdoor play for children has declined 50 percent over 20 years. In other words, over the span of a generation, American children have begun spending half as much time outdoors. The Foundation seeks to reverse this trend and create a culture of environmental stewardship in America’s youth.

4. Connect partners to parks: There are 400+ organizations across America working to support and supply the national parks with volunteers, educational resources, or financial resources. The Foundation possesses unique leverage as the national partner of NPS to strengthen park partners and maximize collective impact on national parks.

To address the challenges identified above, the Foundation has aligned its four core strategies to guide fundraising and programmatic efforts. These efforts are designed to:

1) Enhance the visitor experience (e.g., build resilient infrastructure, improve the digital experience, etc.)

2) Conserve and preserve the natural, cultural and historic resources for current and future generations (e.g., research, protect, restore, and interpret park wildlife, habitat and history)

3) Connect people to parks to foster a diverse ecosystem of park lovers and champions (e.g., inspire all Americans to experience parks, connect and engage all audiences through a continuum of engagement which focuses on programs designed for every stage of life)

4) Connect partners to parks to enrich the national park support network (e.g., develop and nurture lifelong connections between partners and parks, partner with key stakeholders to build networks to accomplish shared goals and multiply the impact of philanthropy, volunteerism, and other support)
Through these efforts, the National Park Foundation has committed to (a) look for projects that make an immediate and/or long-lasting benefit to the parks, (b) consider traditional and unconventional approaches to complex projects, and (c) evaluate decisions and measure results of completed projects.

The Foundation’s national scope and reach, its unique access to the National Park Service (NPS), and its well-resourced donor community (including a highly effective Board), allow for the development, fundraising and implementation of projects that have significant reach and impact across the parks.

The Foundation invested in a highly collaborative strategic planning process with the NPS to identify priorities and how the Foundation plans to deliver against its mission. This has provided a process of alignment with the Department of Interior, the NPS, the Board, donors, and partner communities to ensure that the Foundation’s priority areas meet critical needs and have adequate executive and donor support.

This work is supported by dedicated staff who work to support the national parks and to implement the strategic plan. Finally, the Foundation maintains excellent fiduciary standing as evidenced by clean annual audits and robust policies and procedures for financial management.

The Foundation’s Centennial fundraising campaign, in effect from October 2013 through September 2018 to commemorate the National Park Service’s (NPS’s) 100th anniversary, raised more than $550 million from more than 1 million individual donors. These funds are being used to help NPF carry out its core mission to connect people with their national parks and to protect those parks for generations to come. Accomplishments include:
•Natural Resources and Lands: The Centennial Campaign added more than 94,000 acres of new land to the national park system. In addition, funding has been deployed into the field to protect and restore natural habitats across NPS. Some examples of this include (i) removing more than 300,000 invasive Lake Trout from Yellowstone Lake and its contributing rivers, (ii) researching and restoring more than 400,000 acres across the NPS system, (iii) removing debris from hundreds of miles of coastal parks, and (iv) researching, studying and protecting wildlife throughout the NPS system.
•Cultural and Historic Places: Funds from the Centennial Campaign were used to restore, rehabilitate and give new life to some of the NPS’s most iconic structures in Washington, DC. (Washington Monument, Lincoln Memorial, Arlington House, Belmont-Paul). The Foundation has also helped seed fund two new national monuments (Pullman National Monument, Stonewall National Monument), marking significant moments in both African American history and the history of the LGBTQ community, respectively. Additional funding is advancing preservation projects and dynamic digital storytelling in the field of African American history and culture.
•Connecting People to Parks: Find Your Park/ Encuentra Tu Parque, the joint public awareness campaign of NPF and NPS, has played a significant role in increasing overall park visitation from 274 million annual visits in 2013 to more than 318 million annual visits in 2018. In addition, Centennial Campaign funds helped expand educational opportunities for visitors of all ages.
•Connecting Partners to Parks: A priority of NPF has been to strengthen the capabilities of local philanthropic partners (i.e. Friends Groups) and build a robust community of national park champions. Centennial Campaign dollars were used to grow the management and philanthropic capacity of these partners and to convene several meetings of the Friends Alliance, a gathering of more 200 Friends Groups, to share ideas, find solutions, identify common priorities, and strategize with NPS, NPF, and local partners all at the same table.
The momentum continues as NPF aspires to sustain the level of activity and awareness built by the Centennial Campaign. Alignment with the NPS and park partners remains a priority as NPF recognizes the need to work collaboratively in support of common priorities. This alignment will help achieve a margin of excellence designed to protect America’s treasures and engage the next generation of park stewards & supporters.

Financials

National Park Foundation
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Operations

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

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lock

Connect with nonprofit leaders

Subscribe

Build relationships with key people who manage and lead nonprofit organizations with GuideStar Pro. Try a low commitment monthly plan today.

  • Analyze a variety of pre-calculated financial metrics
  • Access beautifully interactive analysis and comparison tools
  • Compare nonprofit financials to similar organizations

Want to see how you can enhance your nonprofit research and unlock more insights? Learn More about GuideStar Pro.

National Park Foundation

Board of directors
as of 03/22/2023
SOURCE: Self-reported by organization
Board chair

Mr. Rick James

Al Baldwin

Chairman, Baldwin & Sons

John L Nau

President & CEO, Silver Eagle Distributors, LP

Tom Goss

Chairman, Goss LLC

Rhoda Altom

President, Milestone Properties

Thomas Brown

Karen Swett Conway

Randi Fisher

Co-Founder, Pisces Foundation

Andrea J. Grant

President, Enviromental Communications Associates

Melinda Stearns

Co-Founder, The Stearns Family Charitable Foundation

Cynthia Fisher

Founder and Managing Director, WaterRev, LLC

William O Hiltz

Senior Managing Director, Evercore

Rick L. James

Chairman, Metal Technologies, Inc.

Patricia Arvielo

President, New American Funding

Steven A. Denning

Chairman, General Atlantic

John DeStefano

Principal, Utility Strategic Advisors

Lisa Eccles

President and COO George S. and Dolores Dore Eccles Foundation

Melani Walton

Co-Founder Rob & Melani Walton Foundation

The Honorable Deb Haaland

Secretary, U.S Department of the Interior

Barbara Neal

William Pickard

Chairman & Founder Global Automotive Alliance

Brenda Potterfield

Co-Founder MidwayUSA

William Grayson

Managing Director RBC Wealth Management

Joseph Landy

Managing Director Warburg Pincus

Sean Maloney

Stephen Chazen

CEO & President Magnolia Oil

Board leadership practices

SOURCE: Self-reported by organization

GuideStar worked with BoardSource, the national leader in nonprofit board leadership and governance, to create this section.

  • Board orientation and education
    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? Yes
  • CEO oversight
    Has the board conducted a formal, written assessment of the chief executive within the past year ? Yes
  • Ethics and transparency
    Have the board and senior staff reviewed the conflict-of-interest policy and completed and signed disclosure statements in the past year? Yes
  • Board composition
    Does the board ensure an inclusive board member recruitment process that results in diversity of thought and leadership? Yes
  • Board performance
    Has the board conducted a formal, written self-assessment of its performance within the past three years? Yes

Organizational demographics

SOURCE: Self-reported; last updated 9/29/2022

Who works and leads organizations that serve our diverse communities? Candid partnered with CHANGE Philanthropy on this demographic section.

Leadership

The organization's leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male
Sexual orientation
Decline to state
Disability status
Decline to state

The organization's co-leader identifies as:

Race & ethnicity
White/Caucasian/European
Gender identity
Male
Sexual orientation
Decline to state
Disability status
Decline to state

Race & ethnicity

Gender identity

Transgender Identity

Sexual orientation

No data

Disability

No data

Equity strategies

Last updated: 10/04/2022

GuideStar partnered with Equity in the Center - an organization that works to shift mindsets, practices, and systems to increase racial equity - to create this section. Learn more

Data
  • We review compensation data across the organization (and by staff levels) to identify disparities by race.
  • We ask team members to identify racial disparities in their programs and / or portfolios.
  • We analyze disaggregated data and root causes of race disparities that impact the organization's programs, portfolios, and the populations served.
  • We disaggregate data to adjust programming goals to keep pace with changing needs of the communities we support.
  • We employ non-traditional ways of gathering feedback on programs and trainings, which may include interviews, roundtables, and external reviews with/by community stakeholders.
  • We have long-term strategic plans and measurable goals for creating a culture such that one’s race identity has no influence on how they fare within the organization.
Policies and processes
  • We have a promotion process that anticipates and mitigates implicit and explicit biases about people of color serving in leadership positions.
  • We seek individuals from various race backgrounds for board and executive director/CEO positions within our organization.
  • We help senior leadership understand how to be inclusive leaders with learning approaches that emphasize reflection, iteration, and adaptability.
  • We measure and then disaggregate job satisfaction and retention data by race, function, level, and/or team.
  • We engage everyone, from the board to staff levels of the organization, in race equity work and ensure that individuals understand their roles in creating culture such that one’s race identity has no influence on how they fare within the organization.