Park Service
Agency Needs to Better Manage the Increasing Role of Nonprofit Partners Gao ID: GAO-03-585 July 18, 2003Two types of nonprofit organizations, cooperating associations and friends groups, provide substantial support to the national parks. GAO was asked to report on (1) the number of park units supported by nonprofits and the amount of their contributions, (2) the revenue-generating activities of nonprofits and how they compete with park concessioners, (3) factors that contribute to competition between nonprofits and for-profit concessioners, and (4) how park managers are held accountable for meeting goals for nonprofit financial support.
Cooperating associations and friends groups help support 347 (90 percent) of our national parks. Their contributions totaled over $200 million from 1997-2001 and were an important supplement to federal appropriations. These organizations also have additional assets totaling about $200 million, which could become available for future donation to the parks. The primary revenue-generating activities of cooperating associations are selling educational materials in park bookstores and providing educational services to park visitors. In contrast, friends groups generally rely on donations and membership dues to generate revenue. Accordingly, only cooperating associations directly compete with concessioners or other local for-profit businesses. In some parks, the sales and services provided by cooperating associations have caused conflicts between park management, the associations, and concessioners. There are three major factors that contribute to conflicts between associations and concessioners: (1) Park Service policies encourage an expanding reliance on nonprofit organizations; (2) the broad discretion local park managers have in deciding the role and scope of association activities has permitted expanded sales and service activities by cooperating associations; and (3) the agency has a financial incentive to use cooperating associations because they provide a higher return on sales revenue. To minimize conflicts and better ensure that park managers consistently apply agency policies in making decisions about whether and how to use cooperating associations and concessioners, Park Service guidelines call for individual park managers to develop "Commercial Services Plans." However, these plans are rarely developed or used. In addition, even though one of the agency's key goals is to increase its reliance on partnerships with nonprofit organizations, the Park Service does not have a process for holding local park managers accountable for meeting contribution goals.
RecommendationsOur recommendations from this work are listed below with a Contact for more information. Status will change from "In process" to "Open," "Closed - implemented," or "Closed - not implemented" based on our follow up work.
Director: Team: Phone:GAO-03-585, Park Service: Agency Needs to Better Manage the Increasing Role of Nonprofit Partners
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Report to the Chairman, Subcommittee on National Parks, Recreation, and
Public Lands, Committee on Resources, House of Representatives:
July 2003:
Park Service:
Agency Needs to Better Manage the Increasing Role of Nonprofit
Partners:
GAO-03-585:
GAO Highlights:
Highlights of GAO-03-585, a report to the Chairman, Subcommittee on
National Parks, Recreation, and Public Lands, Committee on Resources,
House of Representatives
Why GAO Did This Study:
Two types of nonprofit organizations, cooperating associations and
friends groups, provide substantial support to the national parks. GAO
was asked to report on (1) the number of park units supported by
nonprofits and the amount of their contributions, (2) the revenue-
generating activities of nonprofits and how they compete with park
concessioners, (3) factors that contribute to competition between
nonprofits and for-profit concessioners, and (4) how park managers are
held accountable for meeting goals for nonprofit financial support.
What GAO Found:
Cooperating associations and friends groups help support 347 (90
percent) of our national parks. Their contributions totaled over $200
million from 1997-2001 and were an important supplement to federal
appropriations. These organizations also have additional assets
totaling about $200 million, which could become available for future
donation to the parks (see table).
The primary revenue-generating activities of cooperating associations
are selling educational materials in park bookstores and providing
educational services to park visitors. In contrast, friends groups
generally rely on donations and membership dues to generate revenue.
Accordingly, only cooperating associations directly compete with
concessioners or other local for-profit businesses. In some parks, the
sales and services provided by cooperating associations have caused
conflicts between park management, the associations, and
concessioners.
There are three major factors that contribute to conflicts between
associations and concessioners: (1) Park Service policies encourage an
expanding reliance on nonprofit organizations; (2) the broad
discretion local park managers have in deciding the role and scope of
association activities has permitted expanded sales and service
activities by cooperating associations; and (3) the agency has a
financial incentive to use cooperating associations because they
provide a higher return on sales revenue. To minimize conflicts and
better ensure that park managers consistently apply agency policies in
making decisions about whether and how to use cooperating associations
and concessioners, Park Service guidelines call for individual park
managers to develop ’Commercial Services Plans.“ However, these plans
are rarely developed or used.
In addition, even though one of the agency‘s key goals is to increase
its reliance on partnerships with nonprofit organizations, the Park
Service does not have a process for holding local park managers
accountable for meeting contribution goals.
What GAO Recommends:
GAO recommends that the National Park Service (1) require that parks
offering commercial sales and services develop Commercial Services
Plans, (2) ensure that Commercial Services Plans (a) explain the roles
of concessioners and nonprofits in providing visitor services and (b)
provide rationale for decisions specifying that nonprofits will
provide new visitor services, (3) develop and maintain an accurate
list of nonprofit groups serving the parks, and (4) require nonprofits
to report key financial information.
The Association of Partners For Public Lands, representing nonprofits,
and the National Park Hospitality Association, representing
concessioners, agreed with GAO‘s recommendations. The Department of
the Interior did not provide comments on this report.
www.gao.gov/cgi-bin/getrpt?GAO-03-585.
To view the full report, including the scope and methodology, click on
the link above. For more information, contact Barry T. Hill at (202)
512-9775 or hillbt@gao.gov.
[End of section]
Contents:
Letter:
Results in Brief:
Background:
Parks' Reliance on Nonprofits Is Substantial and Increasing:
Nonprofit Organizations Operate in Most Parks:
Revenue-Generating Activities of Cooperating Associations Sometimes
Compete with Those of Park Concessioners:
Several Factors Contribute to Competition and Potential Conflicts
between Associations and Concessioners:
Park Service Cannot Hold Local Park Managers Accountable for Meeting
Contribution Goals:
Conclusions:
Recommendations for Executive Action:
Agency Comments and Our Evaluation:
Appendixes:
Appendix I: Scope and Methodology:
Appendix II: Statutory Provisions Relating to Cooperating Associations
and Friends Group Activities at National Parks:
Appendix III: National Parks Affiliated with Cooperating
Associations, Friends Groups, and/or Merchandise Concessioners:
Appendix IV: Cooperating Association Revenue, Donations, and Net Assets
(1997-2001):
Appendix V: Friends Group Revenue, Donations, and Net Assets
(1997-2001):
Appendix VI: Parks with General Management and Commercial
Services Plans:
Appendix VII: Comments from the Association of Partners for Public
Lands:
GAO Comments:
Appendix VIII: Comments from the National Park Hospitality Association:
GAO Comments:
Tables:
Table 1: Parks Served by Nonprofit Organizations:
Table 2: Number of Nonprofit Organizations Serving National Parks:
Table 3: Parks Served by Five Cooperating Associations:
Table 4: Comparison of Average Recreational Visitation and Operating
Budgets in Parks Served by Five Largest Versus All Other Cooperating
Associations:
Table 5: Cooperating Associations' and Friends Groups' Revenue and
Contributions by Fiscal Year:
Table 6: Incorporation Dates at Six Parks:
Table 7: Examples of Nonfinancial Assistance Provided by Nonprofit
Organizations:
Table 8: Cooperating Association Revenue Growth from Visitor
Convenience Items and Other Revenue Sources:
Table 9: Parks Served by Associations and Merchandise Concessioners:
Table 10: Cooperating Associations' Revenue Increases from Fiscal Year
1997-2001:
Table 11: Cooperating Associations' and Merchandise Concessioners'
Contributions and Revenues (Fiscal Year 1997-2001):
Table 12: Top 10 Cooperating Associations by Average Annual Revenue
(1997-2001):
Figures:
Figure 1: Cooperating Association Revenue Sources--Fiscal Year 2001:
Figure 2: Map of Charleston Harbor Area and Fort Sumter
National Monument:
Figure 3: Lookout Studio (Concession Store) on Grand Canyon Rim:
Figure 4: Kolb Studio (Association Store) on Grand Canyon Rim:
Abbreviations:
EIS: Environmental Impact Statement:
GAO: General Accounting Office:
MRFY: Most Recent Fiscal Year:
NM: National Monument:
NMP: National Military Park:
NP: National Park:
[See PDF for image]
[End of figure]
Letter July 18, 2003:
The Honorable George Radanovich
Chairman,
Subcommittee on National Parks, Recreation, and Public Lands
Committee on Resources
House of Representatives:
Dear Mr. Chairman:
The needs of America's parks are not met with federal dollars alone.
Although the national parks are primarily a public responsibility,
parks have benefited for many years from other sources of support. In
particular, individuals, corporations, and nonprofit organizations
have donated time and money to enhance the U.S. National Park Service's
mission of promoting and protecting the parks.
Because federal funding for the Park Service has not kept pace with
such needs as visitor services and maintenance requirements,[Footnote
1] the Congress and the Park Service are seeking expanded funding from
other sources. One such source, the Recreational Fee Demonstration
Program,[Footnote 2] allows parks to charge and retain visitor
recreation fees. Similarly, the Park Service is attempting to increase
the support it receives from nonprofit organizations and for-profit
businesses--concessioners--that provide merchandise and services to
park visitors under Park Service contracts. To help accomplish this
objective, the Park Service has established agencywide and park-
specific plans and goals that encourage local park managers to work
with these organizations to increase the donations and services
provided by nonprofits as well as the fees paid to the Park Service by
concessioners. Some concessioners are concerned that these park
initiatives are resulting in nonprofit organizations expanding into
sales and services that have traditionally been provided by
concessioners.
In this context, you asked us several questions about the scope and
roles of the two most common types of nonprofit organizations that work
with the parks: cooperating associations and friends groups.
Cooperating associations support parks by providing educational
services to park visitors largely through sales and information
assistance at bookstores. Friends groups support park operations by
raising funds for specific park projects such as construction and
maintenance projects. In addition, both cooperating associations and
friends groups provide volunteer services such as maintaining trails
and painting historic structures. As agreed with your office, we are
reporting on (1) the number of national park units supported by
cooperating associations and friends groups and the amount of
contributions these groups made to the parks, (2) the revenue-
generating activities of cooperating associations and friends groups
and the extent to which these activities compete with park
concessioners, (3) factors that contribute to competition and potential
conflicts between nonprofits and concessioners, and (4) how local park
managers are held accountable for meeting agency goals for nonprofit
financial contributions. In addition, you asked that we cite the
specific statutory authorities for nonprofit operations in national
parks.
Our work involved the development of an original database that is based
in part on a GAO survey of friends group organizations working with
parks throughout the system. We obtained financial information on about
two-thirds of the friends groups queried, including all of those with
annual revenue over $25,000 that were required to file tax reports.
Among other things, the database we compiled includes the name,
location, park affiliation, and contribution amounts of every
cooperating association and each friends group that responded. To help
determine if, and how, nonprofit organizations compete with for-profit
businesses serving park visitors, we visited six parks that have
partnerships with such organizations.[Footnote 3] These parks were
selected based on the scale of their nonprofit and concession
operations and, in two cases, because of known concessioner concerns
about the activities of nonprofit organizations in those parks. Details
of the scope and methodology of our review are presented in appendix I.
Results in Brief:
Cooperating associations and friends groups directly support 347
(90 percent) of the 385 units that comprise the national parks system.
From 1997 through 2001, these organizations have contributed over
$200 million to affiliated parks for educational purposes. These
nonprofits also donated substantial amounts of volunteer services for
trail maintenance, staffing visitor information kiosks, cleaning
campgrounds, and other similar activities. Over these 5 years,
financial contributions from cooperating associations totaled about
$138 million, increasing from about $19 million in 1997 to $36 million
in 2000, but dropping to $30 million in 2001. Although not inclusive of
all friends groups, the financial information we obtained from tax data
and groups responding to our survey shows contributions totaling about
$71 million over 5 years, steadily increasing from about $8 million in
1997 to over $17 million in 2001. In addition to the contributions
already made to parks, cooperating associations and friends groups hold
some assets in reserve. These additional assets, totaling about
$200 million in 2001, include endowments, investments, and property and
are potentially available for future donations to the parks.
Of the two types of nonprofit organizations, only cooperating
associations sell merchandise or engage in other revenue-generating
activities within parks that compete with park concessioners. At 84 of
the 323 parks where they are present, cooperating associations sell
merchandise or provide services that are the same as or similar to
those offered by concessioners. In contrast, friends groups do not
compete for business with concessioners because they generally do not
raise funds by selling merchandise within parks or by providing visitor
services but by soliciting donations from individuals or organizations.
At 3 of the parks we visited--the Grand Canyon National Park (NP),
Gettysburg National Military Park (NMP), and Fort Sumter National
Monument (NM)--competition between the cooperating associations and
concessioners or other local businesses led to conflicts. For example,
Grand Canyon NP officials allowed the local cooperating association to
sell visitor convenience items like film and disposable cameras. In
letters to the park management, park concessioners asserted that
permitting these sales is inconsistent with Park Service guidelines
because cooperating association sales are supposed to be limited to
educational or interpretational merchandise. The concessioners believe
that this situation provides for unfair competition from a nonprofit
organization. Competition between cooperating associations and
concessioners was not a problem at the other three parks we visited. In
fact, at two parks these organizations collaborated to meet visitor
needs.
There are three factors that contribute to competition and occasional
conflicts between cooperating associations and concessioners. First,
the Park Service's goal of increasing the amount of financial
contributions from cooperating associations provides for inherent
conflicts between the associations and concessioners. To increase
contributions, cooperating associations must increase the revenue they
generate from park visitors, just as concessioners do. One way of doing
this is for cooperating associations to expand their sales and services
into areas traditionally supported by concessioners. Indeed, at 3 of
the 6 parks we visited this is already occurring. Second, the Park
Service gives local park managers broad discretion to decide whether
nonprofit organizations and concessioners are permitted to operate at a
park. Park managers also decide the kind of sales and services that are
permitted by cooperating associations and concessioners. Sometimes the
rationale for these decisions is not clear and this contributes to
conflicts among park management, cooperating associations, and
concessioners. Third, there are financial incentives for park managers
to use cooperating associations instead of concessioners in instances
where either one could provide needed services. For example, at the
Grand Canyon, the park received about 36 percent of cooperating
association gross revenue compared to about 4 percent of gross revenue
from concessioners. To minimize conflicts and better assure that park
managers consistently apply agency policies in making decisions about
whether and how to use cooperating associations and concessioners, Park
Service guidelines call for individual park managers to develop
"commercial services plans." Among other things, these plans are
intended to reduce conflicts by clarifying their respective roles and
responsibilities within a park. However, only 3 of the 84 parks where
both cooperating associations and concessioners sell merchandise have
developed commercial services plans. According to Park Service
officials, these plans are rarely used because resource limitations
within the agency have relegated them to a low priority.
The Park Service does not have a process for holding local park
managers accountable for meeting nonprofit contribution goals. Even
though one of the agency's key goals is to increase its reliance on
partnerships with nonprofit organizations, the Park Service does not
collect the information needed to measure either the agency's or local
park managers' reliance on these groups or to establish contribution
goals and measure progress in meeting these goals. For cooperating
associations, the Park Service collects only aggregate information on
the amount of contributions. Even though individual parks have specific
goals for increasing the amount of contributions made by cooperating
associations, the Park Service does not consistently or systematically
track contributions on a park-by-park basis. For friends groups, the
Park Service does not collect any information on the amount of
contributions made to parks--either in the aggregate or on a park-by-
park basis. In fact, the Park Service does not maintain an accurate,
up-to-date list of friends groups currently working with the agency or
the specific parks that they serve. Lacking this basic management
information, the agency is unable to establish meaningful goals for
local park managers and cannot monitor friends group contributions on
an agencywide or park-by-park basis. Park Service and nonprofit
officials expressed concern that collecting and reporting detailed
information on the amount of nonprofit financial contributions made to
parks could lead to offsetting reductions in congressional
appropriations made available to the agency.
This report contains recommendations directed at minimizing conflicts
between the Park Service, concessioners, and cooperating associations
as well as for improving the agency's accountability in managing
nonprofit contributions. The Association of Partners For Public Lands,
representing park cooperating associations and friends groups, and the
National Park Hospitality Association, which represents park
concessioners, agreed with our recommendations. We also requested
comments from the Department of the Interior but none were provided.
Background:
The National Park System is a network of natural, historic, and
cultural treasures. The system's 385 park units include 56 areas that
are formally titled "national parks," as well as many other
designations.[Footnote 4] As the network's federal manager, the
National Park Service is charged with conserving "the scenery and the
natural and historic objects and the wild life therein and to provide
for the enjoyment of the same in such manner and by such means as will
leave them unimpaired for the enjoyment of future generations." In
short, the agency has the difficult task of balancing resource
protection with providing for appropriate public use, including meeting
the needs of nearly 300 million park visitors each year--
responsibilities that entail considerable management and financial
challenges.
To manage this diverse system, the 385 park units are arranged within
seven regional offices. These offices offer administrative or
specialized support not always available at the local parks. However,
the true hub of the system's management is the park superintendent.
Superintendents oversee each park unit, and the agency relies heavily
on their judgment for most decisions affecting local park operations.
For financial support, the Park Service depends primarily upon federal
funding. The agency's fiscal 2003 annual appropriation totaled over $2
billion, supplemented by financial support from admission and user fees
collected at park sites, franchise fees paid by over 600 park
concessioners, and private donations. Nonetheless, federal funding has
not kept pace with increasing responsibilities. Accordingly, the Park
Service has launched several initiatives seeking expanded supplemental
support, including one promoting increased partnering with nonprofit
and other private organizations.
Nonprofit organizations have a long history of partnering with the Park
Service. Since the agency was created in 1916,[Footnote 5] the Park
Service has developed partnerships with nonprofit organizations, as
well as for-profit concessioners, to help serve its mission. These
partners supply important financial and nonfinancial assistance, in
effect, supplementing congressionally appropriated funds available for
park use. The Park Service is authorized by statute to accept donations
and to enter into agreements with nonprofit organizations and other
fundraising partners.[Footnote 6]
The two types of nonprofit partners discussed in this report are
cooperating associations and friends groups. Cooperating associations
are corporate entities with boards of directors and an executive
director responsible for day-to-day management. The Park Service
requires that cooperating associations operate as tax-exempt
organizations[Footnote 7] and employs a standardized cooperating
association agreement identifying the specific federal statutes (see
app. II) and agency policies that govern agency and association
responsibilities. There is no specific legal definition or federal
statute for friends groups; most are local volunteers organized for a
specific purpose or interest in a particular park. The Park Service
does not require friends groups to operate as tax-exempt entities or to
have formal partnership agreements with the agency, unless these groups
raise funds for the parks. Moreover, the Park Service does not have a
standard agreement governing friends group operations or specific
policy guidance for friends groups. Guidelines for park fund-raising
activities are the primary source of park policy covering friends group
activities. Although other nonprofit organizations also provide
services and conduct commercial activities, such as guided hiking and
rafting trips at park sites, these organizations are not included in
this review.
Park concessioners are a third type of Park Service partner discussed
in this report. Concessioners provide such services as lodging, food,
and guided services, and sell merchandise at park stores. Generally,
concessioners are private, for-profit entities. Concessioners operate
under Park Service contracts or permits that require them to pay a
franchise fee to the park where they operate and that specify agency
oversight functions and concessioner responsibilities.
Parks' Reliance on Nonprofits Is Substantial and Increasing:
Cooperating associations and friends groups support 90 percent of the
nation's 385 national parks. Parks are increasingly reliant on support
from these organizations; contributions from these organizations went
from about $27 million in fiscal year 1997 to over $47 million in
fiscal year 2001, totaling over $200 million during this period. In
addition, cooperating associations and friends groups have accumulated
funds and other assets--such as land, buildings, and equipment--worth
more than $200 million that could become available for future park
donations. Nonprofits also provide considerable nonfinancial
assistance such as volunteer services.
Nonprofit Organizations Operate in Most Parks:
A cooperating association or a friends group supports park programs and
operations in 347 (90 percent) of the nation's 385 national parks. Of
the 347 parks, 136 have both types of nonprofit organizations, 187 have
only a cooperating association, and 24 have only a friends group (see
table 1). Thus, cooperating associations support about 84 percent of
the nation's parks and friends groups support about 41 percent.
Table 1: Parks Served by Nonprofit Organizations:
Organization: Cooperating association or friends group; Parks served:
347; Percentage of all parks: 90.
Organization: Cooperating association & friends group; Parks served:
136; Percentage of all parks: 35.
Organization: Cooperating association only; Parks served: 187;
Percentage of all parks: 49.
Organization: Friends group only; Parks served: 24; Percentage of all
parks: 6.
Source: National Park Service and GAO.
[End of table]
The Park Service does not maintain an accurate database of friends
groups or complete financial information on cooperating associations
working with the parks. As a result, we constructed a database using
existing Park Service data, tax records that are available on nonprofit
organizations, and friends group responses to a GAO survey. Appendix
III lists each national park that is affiliated with a cooperating
association and/or friends group.
Since 2001, an estimated 215 nonprofit groups--66 cooperating
associations and 149 friends groups--have worked with 347 parks across
the country. Cooperating associations often serve multiple parks while
friends groups are typically associated with a single park.[Footnote 8]
Table 2 shows the number of each type of organization and the number of
parks served.
Table 2: Number of Nonprofit Organizations Serving National Parks:
Type of organization: Cooperating association; Number of organizations:
66[A]; Number of parks served: 323.
Type of organization: Friends group; Number of organizations: 149;
Number of parks served: 160.
Source: National Park Service and GAO.
[A] In 2001, 2 associations merged, reducing the number of such
organizations to 65; however, Park Service 2001 data reports were for
66 organizations.
[End of table]
Moreover, much of the support provided by nonprofit organizations is
concentrated in a few large cooperating associations that serve many
different parks. As table 3 shows, 5 cooperating associations serve
about 58 percent of all 385 national parks, or 70 percent--225 of 323-
-of all parks served by cooperating associations.
Table 3: Parks Served by Five Cooperating Associations:
Cooperating association: Eastern National; Number of parks served: 127;
Percent of all national parks: 33.
Cooperating association: Western National; Number of parks served: 56;
Percent of all national parks: 15.
Cooperating association: Alaska Natural History; Number of parks
served: 19; Percent of all national parks: 5.
Cooperating association: Parks and History; Number of parks served: 14;
Percent of all national parks: 4.
Cooperating association: Northwest Interpretive; Number of parks
served: 9; Percent of all national parks: 2.
Cooperating association: Totals; Number of parks served: 225; Percent
of all national parks: 58.
Source: National Park Service and cooperating associations.
[End of table]
One of the key characteristics of these large cooperating associations
that serve multiple parks is that they have the ability to serve
smaller, less visited park units that might not be able to otherwise
provide bookstores or educational services. For example, Eastern
National operates some bookstores as an educational service to visitors
even though the stores are not profitable. Eastern National can do so
because it operates at 127 parks and shares money from its more
profitable locations with its less profitable locations. This shared
donation approach allows the association to operate bookstores at small
locations like the Charles Pinckney National Historic Site (29,272
visitors in 2001) that are not as commercially viable as other parks.
On average, as table 4 shows, the five large cooperating associations
operate in parks with lower visitation and operating budgets than other
associations.
Table 4: Comparison of Average Recreational Visitation and Operating
Budgets in Parks Served by Five Largest Versus All Other Cooperating
Associations:
Dollars in millions.
Cooperating association category:
Largest (5); Parks served by associations: Number: 225; Parks served by
associations: Percent: 70; Average park visitation[A]: Number:
783,000; Average park visitation[A]: Percent: 65; Average park
operating budget (FY 2003): $3.9.
All others (61); Parks served by associations: Number: 98; Parks served
by associations: Percent: 30; Average park visitation[A]:
Number: 932,000; Average park visitation[A]: Percent: 35;
Average park operating budget (FY 2003): 8.8.
All 66 associations; Parks served by associations: Number: 323; Parks
served by associations: Percent: 100; Average park
visitation[A]: Number: 828,000; Average park visitation[A]: Percent:
100; Average park operating budget (FY 2003): 5.4.
Source: National Park Service and GAO.
[A] We used calendar year 2001 visitation data because they were
available in electronic form from the National Park Service's
Statistical Abstract for 2001.
[End of table]
Nonprofit Financial Contributions Have Dramatically Increased:
Nonprofit contributions to the park system doubled from fiscal years
1997 through 2000, before dropping in 2001. Specifically, as table 5
shows, the total contributions by cooperating associations and those
friends groups for which we were able to obtain data rose from about
$27 million in 1997 to about $53 million in 2000, before dropping to
about $47 million in 2001. Cumulatively, these contributions are
substantial. Cooperating associations and friends groups contributed
over $200 million to support park programs and projects from 1997
through 2001. Table 5 also shows that revenues from both types of
nonprofit organizations followed a pattern similar to that of
contributions, increasing from about $110 million in 1997 to about
$178 million in 2000, but dropping to $148 million in 2001. The
decrease in contributions and revenues in 2001 may be related to
decreased park visitation or other negative commercial effects
following the terrorist attacks of September 11, 2001, as agency
officials speculate, or to the general economic downturn and
corresponding reduction in charitable giving that has occurred across
the United States. In addition, during the 1997-2001 fiscal year
period, the Golden Gate National Parks Association made large
contributions.[Footnote 9] These varied considerably from year to year
and help explain the fluctuation in cooperating association
contributions (see app. IV).
Table 5: Cooperating Associations' and Friends Groups' Revenue and
Contributions by Fiscal Year:
Dollars in millions.
Fiscal year[A]:
1997; Contributions: Cooperating associations[B]: $19.0;
Contributions: Friends groups[C]: $7.7; Contributions: Total: $26.7;
Revenue: Cooperating associations: $89.4; Revenue: Friends
groups[C]: $20.3; Revenue: Total: $109.7.
1998; Contributions: Cooperating associations[B]: 22.6; Contributions:
Friends groups[C]: 15.0; Contributions: Total: 37.5; Revenue:
Cooperating associations: 99.5; Revenue: Friends groups[C]: 43.0;
Revenue: Total: 142.5.
1999; Contributions: Cooperating associations[B]: 30.8; Contributions:
Friends groups[C]: 13.7; Contributions: Total: 44.5; Revenue:
Cooperating associations: 110.4; Revenue: Friends groups[C]: 55.8;
Revenue: Total: 166.3.
2000; Contributions: Cooperating associations[B]: 35.8; Contributions:
Friends groups[C]: 16.9; Contributions: Total: 52.7; Revenue:
Cooperating associations: 121.2; Revenue: Friends groups[C]: 56.4;
Revenue: Total: 177.6.
2001; Contributions: Cooperating associations[B]: 30.1; Contributions:
Friends groups[C]: 17.3; Contributions: Total: 47.4; Revenue:
Cooperating associations: 108.8; Revenue: Friends groups[C]: 39.2;
Revenue: Total: 148.0.
Total; Contributions: Cooperating associations[B]: 138.3;
Contributions: Friends groups[C]: 70.6; Contributions: Total: 208.8;
Revenue: Cooperating associations: 529.2; Revenue: Friends
groups[C]: 214.8; Revenue: Total: 744.
Sources: National Park Service, GAO, Urban Institute, and Guidestar.com
Web site (Philanthropic Research, Inc.).
Note: Totals may not add due to rounding.
[A] For cooperating associations, the fiscal year corresponds with the
federal fiscal year, as per Park Service reporting requirements. For
friends groups, the fiscal year corresponds with each group's tax year
or, if tax statements were not available, to the year corresponding to
financial statements.
[B] Association financial contributions include a dollar value assigned
to information assistance that association staff provide to visitors.
The Park Service allows cooperating associations to claim up to
50 percent of association sales staff salaries for information
assistance provided to park visitors. In 2001, 25 percent ($7.4
million) of association contributions were for information assistance
provided by sales staff.
[C] Friends group figures represent the two-thirds of the active groups
we identified.
[End of table]
Although contributions and revenues from both cooperating associations
and friends groups increased considerably over the 5-year period, the
increase in friends group contributions and revenues is most dramatic.
This increase may be explained by recent increases in the number of
friends groups as well as by the relative newness of friends groups
compared to cooperating associations. According to Park Service data,
the number of cooperating associations changed little from 1996 to
2001, rising from 64 to 66 and then dropping to 65 as 2 associations
merged. In contrast, friends groups are recent additions to the park
scene and are expanding more rapidly throughout the park system. While
the Park Service does not have historical data on friends groups, in
the six parks we visited the years of incorporation for friends groups
operating in these parks generally ranged from 1988 to 2001, with only
one dating to 1959. By comparison, the years of incorporation for
cooperating associations ranged from 1923 to 1961 (see table 6).
Moreover, while the median date of incorporation for associations also
is 1941, the median incorporation date for the friends groups is 1995.
Contributing to the establishment of new friends groups is recent
legislation that directed the National Park Foundation to design a
program fostering fund-raising at individual park units and specified
that program implementation include assisting in the creation of local
nonprofit groups.[Footnote 10]
Table 6: Incorporation Dates at Six Parks:
Park: Badlands NP; Date of incorporation: Cooperating
association: 1961; Date of incorporation: Friends group: None.
Park: Fort Sumter NM; Date of incorporation: Cooperating
association: 1948; Date of incorporation: Friends group: 2001.
Park: Gettysburg NMP; Date of incorporation: Cooperating
association: 1948; Date of incorporation: Friends group: 1959,
1989, 1998[A].
Park: Grand Canyon NP; Date of incorporation: Cooperating
association: 1932; Date of incorporation: Friends group: 1995.
Park: Yellowstone NP; Date of incorporation: Cooperating
association: 1933; Date of incorporation: Friends group: 1996.
Park: Yosemite NP; Date of incorporation: Cooperating
association: 1923; Date of incorporation: Friends group: 1988.
Source: Guidestar.com Web site (Philanthropic Research, Inc.).
[A] Three friends groups are affiliated with Gettysburg NMP: Gettysburg
Battlefield Preservation Association (1959), Friends of the National
Parks at Gettysburg (1989), and Gettysburg National Battlefield Museum
Foundation (1998).
[End of table]
The importance of nonprofit support varied considerably across parks.
For example, Golden Gate NP received over $10 million in aid in fiscal
year 2001, the highest contribution by a cooperating association that
year, while Voyageurs NP received $3,233 from its cooperating
association, the lowest financial contribution to a park that year.
Similarly, one friends groups affiliated with the Statue of Liberty NM
contributed over $8 million to the park, while 34 friends groups
reported zero financial contributions to their affiliated parks in
fiscal year 2001.[Footnote 11] Appendixes IV and V provide detailed
revenue and contribution information for cooperating associations and
friends groups, respectively.
Nonprofits Have Additional Assets That Are Available for
Future Donation:
In addition to the financial contributions they make to parks each
year, cooperating associations and friends groups also hold over
$200 million in accumulated net assets that are potentially available
for future contributions to parks. According to tax data for 2001,
friends groups retained over 60 percent of these accumulated assets.
More precisely, the net assets of friends groups totaled $125 million
in 2001, according to data collected for over two-thirds of the groups,
including the largest friends groups (see app. V). In comparison, net
assets held by cooperating associations, according to 2001 tax data,
were $78 million (see app. IV). These assets represent the accumulated
monetary assets (such as cash, stocks, or bond investments) and
nonmonetary assets (such as land, buildings, and equipment) of the
organizations. The monetary component of these assets often consists of
restricted and unrestricted accounts. Restricted accounts typically
represent funds that have been earmarked for specific future projects,
such as a park construction project or an endowment to fund future
maintenance costs of a capital project. Unrestricted accounts usually
represent funds that are currently available for any expenses related
to a park project. For example, the friends group associated with
Acadia NP has net assets of about $14 million, including $13 million in
restricted accounts for 2001. The funds in the restricted accounts are
for such things as an endowment to fund future maintenance of the
carriage road in Acadia NP and an endowment to support future Acadia
Youth Conservation Corps activities in the park. Further, information
we obtained based on available tax records from 1998 through 2000
indicates that friends groups are adding substantial amounts to their
accumulated assets each year. Specifically, they retain about
40 percent of their revenue or about $20 million annually.
Nonprofit Organizations Provide Nonfinancial Support to Parks:
In addition to contributions of funds, buildings, equipment, and other
assets, cooperating associations and friends groups also provide
volunteer services that are of considerable value. Nonprofit members of
both cooperating associations and friends groups recruit and organize
volunteers for park projects and promote support for parks in local
communities. Some friends groups, such as the Appalachian Trail
Conference, make little if any direct financial contributions but have
a substantial volunteer base engaged in volunteer stewardship programs
at the parks. The Appalachian Trail Conference reported that its
4,500 volunteers contributed 187,475 hours to trail work in fiscal year
2000. The exact number of volunteers for all park-affiliated nonprofit
organizations is not known. However, many groups have thousands of
members and volunteers. Of these, the Statue of Liberty-Ellis Island
Foundation, Inc., is the largest friends group donor within the
national park system and has close to 160,000 members; other groups
responding to our friends group survey averaged 3,700 members and
volunteers. Table 7 provides examples of nonfinancial contributions
made by selected nonprofit organizations.
Table 7: Examples of Nonfinancial Assistance Provided by Nonprofit
Organizations:
Organization: Friends of Acadia; Nonfinancial assistance: Contributed
about 8,000 volunteer hours for trail and carriage road maintenance in
2000.
Organization: Golden Gate National Parks Association; Nonfinancial
assistance: Organized school children and other volunteers to help
plant 100,000 native plants. Over 10,000 volunteers participated in
association projects during 2001.
Organization: Blue Ridge Parkway Foundation; Nonfinancial assistance:
Over 30 foundation volunteers participated in repairing trails as part
of a trail maintenance vacation week in 2001.
Organization: Friends of the Great Smoky Mountains National Park;
Nonfinancial assistance: On an ongoing basis, its volunteers assist
with the search for new species in the park, including collection,
sorting, and identification.
Organization: Friends of the National Parks at Gettysburg, Inc;
Nonfinancial assistance: On designated days in June and September 2001,
over 200 volunteers painted fences and historic structures, removed
brush, and rebuilt historic fence lines.
Source: Cooperating associations and friends groups.
[End of table]
In addition to volunteer service, at least two nonprofit organizations
are legislatively authorized to provide operational and management
services in parks. Specifically, the Theodore Roosevelt Inaugural Site
Foundation was authorized in 1980[Footnote 12] to assist the Secretary
of the Interior in "the operation, maintenance, management, development
and interpretation of the Theodore Roosevelt Inaugural National
Historic Site."[Footnote 13] More recently, The Island Alliance, a
private nonprofit organization, was designated by the Congress as a
financial support partner for the Boston Harbor Islands Recreation
Area, a unit of the national park system established in 1996.[Footnote
14]
Revenue-Generating Activities of Cooperating Associations Sometimes
Compete with Those of Park Concessioners:
The primary revenue-generating activities of cooperating associations
are selling educational materials in park bookstores and providing
educational services to park visitors. These activities, together with
growing association sales of visitor convenience items such as film and
disposable cameras, are responsible for 90 percent of association
revenue. At many of the parks with cooperating associations,
concessioners also provide park-related merchandise for visitor
consumption, as well as visitor services and convenience items.
Generally, the educational attributes associated with association sales
and services distinguish them from concessioner sales and services.
However, this is not always the case. In fact, in three of the six
parks we visited, competition between cooperating associations and
concessioners or local businesses led to conflicts. In contrast,
friends groups generally do not compete with concessioners because they
rely primarily on donations and membership dues to generate revenue.
Selling Educational Materials and Providing Services Are the Main
Revenue-Generating Activities of Cooperating Associations:
Cooperating associations exist to support the educational, scientific,
historical, and interpretive activities of the National Park Service.
Accordingly, association activities are intended to provide the public
with educational materials related to the parks and to generate revenue
for other association programs and activities that support the agency.
Associations support park programs by making direct purchases on behalf
of the parks and by providing funds for use by park staff. Typically,
each park has a standard agreement with an affiliated cooperating
association. This agreement documents and clarifies the association's
scope of responsibility and permitted activities and is often
supplemented to address association services specific to a park. Local
park managers are responsible for overseeing association activities
including ensuring that sales and services are consistent with the
terms of the agreement and assuring that association support is
appropriately targeted.
Cooperating association activities focus on supporting parks by
providing visitors with educational materials and services. The main
revenue-generating activity of associations is operating bookstores
that sell educational and other merchandise, often at park visitor
centers. Cooperating associations reported generating revenue of
$109 million in fiscal year 2001. As figure 1 shows, of this amount,
90 percent came from sales and services to park visitors. Over
$84 million (78 percent) was raised through the sale of educational
materials--primarily books. About $10 million (9 percent) was from
educational program services such as audio tours and organized
backcountry hiking and camping activities. Association operated "field
institutes" frequently provide these educational program services.
Field institutes are a part of cooperating associations that focus on
providing visitors with active learning experiences within a park.
Another $3 million (3 percent) came from sales of visitor convenience
items--items that are not educational and that the Park Service
describes as necessary for the comfort and convenience of visitors.
These items include beverages, aspirin/antacids, insect repellent, sun
screen, film, disposable cameras, and stamps. The remaining 10 percent
of association revenues came from fund-raising, membership fees, and
park donation boxes.
Figure 1: Cooperating Association Revenue Sources--Fiscal Year 2001:
[See PDF for image]
Note: Educational materials and convenience item sales include Web-
based sales as well as sales from stores that are not on park property.
[End of figure]
In addition, some associations support the needs of the parks they
serve in other, nontraditional ways. For example, associations may act
as concessioners, generating income by operating park concession
contracts. This is the case at Mt. Rushmore NM, where the cooperating
association has a 20-year concession contract for constructing and
operating a parking facility at the site. Under these circumstances,
associations are required to report this revenue to the park service as
concession contract revenue. As such, these revenues are not included
in figure 1. However, these circumstances are exceptional and do not
occur frequently.
A description of the sales and services offered by cooperating
associations at the six parks we visited will help clarify the revenue-
generating activities that occur throughout the system. Associations at
each of the six parks operated a bookstore, and five of the six
associations also sold merchandise via a park-affiliated Web site. At
three parks, a field institute was a significant part of the
association's educational service program. At Grand Canyon NP, for
example, the Grand Canyon Field Institute offered exploratory tours
where visitors could learn about the canyon's geology, ecology, and
Native American and pioneer history. This institute also provided park-
related educational materials to elementary classrooms across the
United States. Two of the six associations provided other services--one
provided a guided park tour and one operated the park's wilderness
reservation system.
Except for visitor convenience items, we found that the merchandise
sold and the services provided at each of the six parks visited were
generally related to the educational mission of the cooperating
associations and to park themes. Cooperating association bookstores
carried a wide variety of park-related publications, maps, videos, and
theme-related merchandise intended to enhance visitor understanding,
appreciation, and knowledge of parks. For example, at areas managed by
Fort Sumter NM staff, the cooperating association operated four
bookstores with educational books and items related to Civil War
occurrences in the Charleston, South Carolina area. At Yosemite NP, the
association sold books, Native American artifacts and jewelry, and
CD-ROMs that were generally consistent with its educational mission and
park themes. Cooperating association Web sites generally offered the
same merchandise as the bookstores. Although our examination of the
items being sold at association bookstores and Web sites at the six
parks we visited revealed a few items that were not clearly related to
the association's educational mandate, these were low volume and low
cost items that were not financially significant. For example, the
association sold magnets at Ft. Sumter, and slinkys and hula hoops at
the Eisenhower National Historic Site. In commenting on our report, the
association's executive director noted that magnet sales were
discontinued at this store. The director stated that hula hoops and
slinkys are sold with interpretive text and help connect visitors to
the lifestyle of the 1950s, which is a park interpretive goal.
Like merchandise sales, we found that the services provided by
cooperating associations at the six parks we visited were educational
and consistent with park themes. Some of these services generated
substantial revenue for individual parks. For example, at Gettysburg
NMP, the local association operates the "Electric Map" and "Cyclorama"
mural painting. The Electric Map orients visitors to the park by
depicting the progress of the 3-day Gettysburg battle, while the
historic mural depicts the cavalry battle known as "Pickett's Charge"
in a 360-degree panorama. In fiscal 2000, these operations generated
revenue of $758,183 and $320,475, respectively, of which the
association donated about 40 percent to the park. Associations,
however, also provide services that generate little or no revenue or
profit. At Yosemite NP, for example, the cooperating association
operated the park's backcountry reservation program and worked with
concessioners to rent bear-resistant food canisters to visitors having
backcountry reservations. All association receipts from this program
were used to purchase more canisters. The park received no revenue from
this activity.
Revenue-Generating Activities of Cooperating Associations and
Concessioners Are Not Always Distinct and Sometimes Lead to Conflicts:
Generally, the educational and thematic attributes of association sales
items and services distinguish them from concessions sales items and
services. However, this is not always the case. Sometimes the sales and
services of associations and concessioners as well as other for-profit
businesses are in direct competition with one another. At three of the
six parks we visited, sales and services by associations and for-profit
concessioners and other businesses were not clearly distinguished and
this led to conflicts among these organizations. At the other three
parks we reviewed, there were no apparent conflicts between
associations and concessioners or other for-profit businesses.
At Some Parks Competition between Cooperating Associations and
Concessioners Leads to Conflict:
The three parks with conflicts were Grand Canyon NP, Fort Sumter NM,
and Gettysburg NMP. In each instance, the conflicts resulted from local
park managers' decisions to permit associations to sell goods or
services that had been traditionally provided by concessioners or other
for-profit businesses. At Grand Canyon and at Fort Sumter, the
conflicts involved association and concessioner sales. At Gettysburg,
the conflict involved services provided by the association and a local
business that, like concessioners, depended on park visitors for its
survival.
At Grand Canyon NP, three concessioners operated stores throughout the
park that sold, among other things, film, disposable cameras, and a
variety of other visitor convenience items to the millions of people
that annually visit the park. These items were traditionally sold by
the concessioners and were an important part of their business.
However, in 2001, park managers began allowing the Grand Canyon
Cooperating Association to sell visitor convenience items, including
film and disposable cameras, at the association's new bookstore. As a
result, the association's sales of these items went from zero in 2000
to over $50,000 during a 7-month period in 2001. This change caused
considerable concern among park concessioners, whose collective film
sales total over $1.5 million. Representatives of each of the three
park concessioners believe that park management's decision allowing
association sales of visitor convenience items resulted in unfair
competition that would adversely affect their profitability. At the
time of our review, each concessioner estimated that film sales had
decreased considerably. One concessioner told us that film sales
decreased by $140,000 and another stated that, while overall sales
declined by 9.5 percent, film sales deceased by 10.5 percent.
The concessioners' concerns were based on three factors. First, the
association's point of sale is located at the initial gathering place
for most park visitors, which provides a marketing advantage that
concessioners believe reduces their business. Second, because visitor
convenience items are neither educational nor characteristic of a Grand
Canyon theme, concessioners view these items as inconsistent with an
association's traditional scope of sales and educational mission. And
third, because concessioners could not compete for operating the new
bookstore at this location, they believe the association received
favorable treatment that placed them at a competitive advantage. On the
other hand, park managers and the cooperating association Executive
Director pointed out that locating the association bookstore at the
visitor center area was consistent with the park's General Management
Plan. Further, park officials told us that bids were not solicited on
the bookstore operation because the bookstore was intended to serve an
educational purpose--an activity consistent with the association's
mission and its agreement with the Park Service. They also noted that
the cooperating association was willing to fund the building's
construction. In commenting on a draft of this report, the new
association executive director stated that the conflict with
concessioners was overstated and that the association has a strong
working relationship with park concessioners.
The situation at Fort Sumter NM is similar to that at Grand Canyon NP.
At Fort Sumter there are two locations where merchandise is
sold.[Footnote 15] The largest of these is a bookstore operated by the
cooperating association in the recently opened visitor center in
Charleston, South Carolina. Because this center is the main departure
point for visiting Fort Sumter, it has generated considerable increases
in association sales revenue. Moreover, according to park plans, in the
future it may be the only commercial location serving Ft. Sumter
visitors. The other sales location is a small store at the fort (see
fig. 2).
Figure 2: Map of Charleston Harbor Area and Fort Sumter
National Monument:
[See PDF for image]
[End of figure]
When the bookstore in the Charleston visitor center opened in 2001, the
park manager permitted sales of educational and theme-oriented
merchandise traditionally sold by associations as well as visitor
convenience items. Prior to the opening of the new bookstore, visitor
convenience items were sold by the store at the fort. This store was
operated by a concessioner during the peak season--March 15th through
Labor Day--when the park gets about 65 percent of its visitors, and by
the cooperating association during the remaining months. Park plans
envisioned this store closing when the new visitor center opened in
Charleston and, in August 2000, several months before the new bookstore
opened, the park discontinued all concessioner sales operations at the
fort. However, the park manager subsequently decided that there was a
need for educational and theme-related merchandise at the fort[Footnote
16] and determined that the association would operate the store at the
fort on a year-round basis, including selling visitor convenience
items. The concessioner questioned the decision to close the concession
store at the fort because the association store remains open there and
sells items similar to what the concessioner sold. The concessioner
also believed that park officials should have afforded for-profit
businesses an opportunity to compete for the bookstore operation in the
new visitor center. This situation has contributed to conflict between
the concessioner and park management. From park management's
perspective, the decision to have the association provide all of the
sales at both the fort and the Charleston visitor center was consistent
with the long-term plans for the park[Footnote 17] and the
association's educational agreement. According to park plans, these
decisions were made to de-emphasize commercial activities at the park,
to reduce the time spent by staff in supervising concession sales
operations, and to focus merchandise sales on the park's educational
and interpretive goals.
Because the conflicts at both the Grand Canyon and Fort Sumter involved
increased association sales of visitor convenience items, we examined
convenience item sales data for the 323 parks with cooperating
associations to determine if the increases at these parks were part of
a trend throughout the national park system. As table 8 shows, revenue
from the sales of visitor convenience merchandise is expanding more
rapidly than other sources of association revenue. These sales
increased by 55 percent (from $2.06 to $3.19 million) between 1997 and
2001, while revenue from other sources increased only about half as
much--about 21 percent.
Table 8: Cooperating Association Revenue Growth from Visitor
Convenience Items and Other Revenue Sources:
Revenue category: Visitor convenience; 1997:
$2.06; 2001: $3.19; Increase: $1.13; Percent increase: 55.
Revenue category: Other revenues; 1997: 87.3;
2001: 105.6; Increase: 18.3; Percent increase: 21.
Source: National Park Service.
[End of table]
These data indicate that this sales trend is occurring nationwide. In
addition, five of the seven regional directors in the Park Service told
us that cooperating associations were expanding sales of visitor
convenience merchandise in their regions.
Table 9 provides some contextual information on the potential scope of
conflicts that could occur between cooperating associations and
concessioners at the parks. Specifically, the table provides national
data on parks where both associations and concessioners sell
merchandise to visitors.
Table 9: Parks Served by Associations and Merchandise Concessioners:
Park category: National parks; Number: 385; Average visitation per park
(2001): 807,000.
Park category: Parks with cooperating associations; Number: 323;
Average visitation per park (2001): 828,000.
Park category: Parks with merchandise concessioner; Number: 91; Average
visitation per park (2001): 1,925,000.
Park category: Parks with both associations and merchandise
concessioner; Number: 84; Average visitation per park (2001):
1,971,000.
Source: National Park Service.
[End of table]
Source: National Park Service.
Table 9 shows that 84 of 91 parks having at least one concessioner that
sells merchandise to visitors also have cooperating associations that
sell merchandise and provide services to visitors. The table also shows
that merchandise concessioners typically operate in parks with high
visitation. Accordingly, competition is more likely in the largest
parks. Appendix III provides a complete list of parks that have
cooperating associations and merchandise concessioners.
The third park we visited where a conflict was evident was Gettysburg
NMP. This conflict involved the cooperating association and a local
for-profit business that, like concessioners, derived its revenue from
visitors to the park. In contrast to the conflicts at Grand Canyon and
Fort Sumter, the conflict involved competition over providing tour bus
service, not the sale of merchandise. Specifically, with the approval
of park management, the cooperating association initiated a bus tour in
2001 that directly competes with locally operated bus tours. Further,
because the association is affiliated with the park, this tour is
permitted to pick up and drop off its customers at the park's main
visitor center--unlike the privately run for-profit tours. Neither of
the local businesses that provided battlefield tours is permitted to
pick up or discharge at the visitor's center. Instead, their tours
operate primarily from their offices in the commercial district of the
town of Gettysburg--a few blocks from the visitor center.
One of the local businesses contends that the association-administered
bus tour service was unnecessary because similar tour services were
already available to visitors. This business owner also was concerned
because the association tour originates at the park visitor center and,
as a result, has an important competitive advantage. Further, although
park officials informally discussed the tour service with this business
owner, the owner is concerned because the Park Service did not
advertise and solicit bids for this new service and, thus, denied the
business the opportunity to bid and compete for providing the service.
Finally, this owner asserts that his business has already experienced
adverse financial consequences as a result of the association tour, but
because of difficulty in isolating the effects of this new service,
cannot provide documentation supporting his assertion. In contrast, two
other parks we visited, Yellowstone and Fort Sumter, also offered
guided tours for visitors. In both instances, the tours were operated
by for-profit businesses--concessioners--under contract with the
respective parks.
According to the park manager at Gettysburg, the association began
operating the tour service at his request in order to enhance the
educational and interpretive services offered to park visitors. Park
managers told us that they require the cooperating association to use
licensed park guides to provide narration and interpretation for
customers on these tours and that this arrangement improves the quality
of service provided to park visitors. Because park officials believed
the tour service was consistent with the association's agreement with
the park, they decided that a concession contract and bid solicitation
process was not necessary.
Not All Concessioners Were Concerned about Competition from
Cooperating Associations:
While conflicts between cooperating associations and concessioners and
similar for-profit businesses existed at some of the parks we visited,
they did not exist at others. In fact, at two of the six parks we
visited--Yosemite NP and Yellowstone NP--these organizations worked
collaboratively to enhance visitor service. At a third park, Badlands
NP, the association operated a small bookstore. Both association and
park officials stated that the concessioner at Badlands had minor
concerns about this association's sales.[Footnote 18]
Yosemite is a good example of where competing entities work together to
serve overall park interests. Although the association and concessioner
sometimes sold competing merchandise, officials of these entities
agreed that there was a good understanding of their respective roles at
the park and there were no noteworthy problems among the entities. In
fact, there were a number of coordinated efforts between the
association and concessioner. The following activities demonstrate
collaborative activities at the park:
* The concessioner's chief operating officer is also a member of the
cooperating association board of trustees.
* The association arranges for artists to provide classes for visitors
at an art activity center operated by a concessioner.
* At park wilderness centers the association issues permits and sells
several visitor convenience items that are useful in the park's
backcountry--backpacking stoves, fuel canisters for the stoves, water
filters, and spades. The association buys these items from the
concessioner.
* The association and the concessioner are involved in providing
backcountry visitors with bear-resistant food canisters. Previously,
bear-resistant canisters were available only by purchase from a
concessioner. The association and concessioner reached an agreement
that provides for canister rentals from either the association or the
concessioner and allows visitors to return canisters rented at a
concession store to locations operated by the association.
* According to the association's Executive Director, the concessioner
is the biggest wholesale purchaser of the association's publications.
Friends Groups Generate Revenue Chiefly by Soliciting Donations:
Because soliciting donations from individuals, corporations, and
foundations is their chief revenue-generating activity, friends groups
typically do not sell goods or services within the national park
system. Accordingly, these groups generally do not compete for business
with concessioners or other for-profit businesses that serve the parks.
However, there are some exceptions where the boundaries distinguishing
these two kinds of organizations are indistinct.
Typically, friends groups raise revenue through fund-raising campaigns
to support a local park project.[Footnote 19] To raise funds on behalf
of the Park Service, agency policy requires that friends groups have an
agreement signed by a local park manager, usually the park
superintendent, and the president or chief executive officer of the
friends group. Under this policy, national fund-raising campaigns or
fund-raising campaigns with a goal of $1 million or more require the
approval of the Park Service Director. Fund-raising campaigns also
require an approved fund-raising plan detailing techniques, timing,
staff needs, strategy, and costs. Park Service policy states that fund-
raising plans will not be approved if overhead costs--which include
fund-raising and administrative expenses--are projected to exceed
20 percent of revenues over the life of the campaign. The primary
sources of friends group revenue are:
* Direct Fund-raising Activities:
* Federal & State Grants:
* Merchandise Sales[Footnote 20]
* Special Events:
* Membership Fees:
* Park Donation Boxes:
The precise proportion of revenue that friends groups derive from these
various sources is not known. The Park Service does not collect such
data, and available federal tax data do not provide detailed
information related to these revenue sources. However, the tax data
that are available suggest that fundraising is by far the most
important source of friends group revenue. A prominent ongoing fund-
raising effort is the National Park Foundation's Proud Partner of
America's National Parks campaign. The foundation recognizes in
numerous publications that five corporations--American Airlines,
Discovery Communications, Inc., Ford Motor Company, Kodak, and TIME
magazine--are "Proud Partners of the National Parks". In return, these
corporations have committed $85 million in cash and resources over a 3-
year period.
Friends group tax reports show that several have received federal or
state grants. The Theodore Roosevelt Inaugural Site Foundation, for
example, reported a federal grant in connection with its legal mandate
to support management functions at the Theodore Roosevelt Inaugural
National Historic Site. Similarly, the Friends of the National Parks at
Gettysburg received a $1 million grant from the Commonwealth of
Pennsylvania to restore a state memorial in Gettysburg. One friends
group's tax report recorded revenue from the sale of personalized state
license plates as a government grant.
Revenue generation through merchandise sales by friends groups is
limited and occurs mostly outside park boundaries. None of the friends
groups at parks we visited conducted sales activities within the parks.
One of three friends groups at Gettysburg NMP, however, receives
10 percent of the gross revenue from a park bus tour operated by the
cooperating association and a local bus company, although the friends
group does not provide a service in return. More typical of friends
group sales are those by the group at the Virgin Islands NP, which
offers T-shirts, license plates, and park-related merchandise at its
office outside the park, on its Web site, and through local stores in
St. John, Virgin Islands.[Footnote 21] Similarly, the friends group at
Great Smoky Mountains NP reported selling items such as hats, T-shirts,
specialty license plates, and other merchandise with its logo outside
park boundaries, at its offices in Tennessee and North Carolina,
through its Web site, and at festivals.
Friends groups also generate revenue membership fees, through special
events, and park donation boxes. Many friends groups offer fee-based
memberships that provide member benefits. For example, at Yellowstone
NP, a friends group offers memberships beginning at $25; it reported
having over 8,000 members or volunteers. Paying members receive a free
subscription to the group's biannual newsletter, a copy of the annual
report, and have their names displayed in the Yellowstone NP Honor Book
at the Old Faithful Visitor Center for 1 year. Special fund-raising
events hosted by friends groups usually consist of a one-time
entertainment for which attendees are charged a fee. For example, in
2000, a friends group at Great Smoky Mountains NP raised over $133,000
through special events that included dinners, concerts, and hikes.
Similarly, at Acadia NP the friends group netted about $250,000 through
a special auction held in 2001.
The development of data on friends group revenues is complicated by a
blurring of the functional and organizational boundaries between some
friends groups and associations. Although both types of organizations
work to help the Park Service meet its mission, distinctions between
cooperating associations and a friends groups are not always clear as
evidenced by several "hybrid" groups that serve the parks. For example,
the association at Golden Gate NP combines cooperating association and
friends group functions under the same organization. The nonprofit
organization at Mt. Rushmore NM created a subsidiary group to allow
distinct bookstore and fund-raising and concession contract operations.
And at Rocky Mountain NP, one nonprofit organization conducts fund-
raising activities and a second operates a bookstore. These distinct
nonprofit organizations are administratively linked, however, sharing
the same Board of Directors.
Several Factors Contribute to Competition and Potential Conflicts
between Associations and Concessioners:
Three primary factors contribute to competition and conflicts between
cooperating associations and concessioners and other for-profit
businesses that serve the parks. First, Park Service policies intended
to increase association support for parks lead to expanded association
sales and services that compete with for-profit businesses for sales
and services. Second, park managers have broad discretion in deciding
the scope of park sales and services as well as whether cooperating
associations and/or for-profit businesses operate in a park. In some
cases, the rationale for expanding cooperating associations' operations
was not clear and contributed to conflicts among park management,
cooperating associations, and concessioners. Third, cooperating
associations return a higher percentage of their sales and service
revenue to the parks compared to for-profit businesses, giving park
managers a financial incentive to expand association operations. The
Park Service recognizes the balancing act that is needed to manage the
roles of cooperating associations and businesses that serve parks
visitors, and agency policy encourages park managers to develop and
implement plans addressing these roles. Among other things, these
plans--called Commercial Services Plans--are intended to reduce
conflicts in parks by clarifying the roles and competitive
relationships of associations and concessioners and providing a more
predictable business environment for them. However, these plans are
rarely developed or used.
Policies Encouraging Increased Financial Support from Cooperating
Associations Also Promote Increased Competition:
Park Service policies and plans encourage park managers to generate
increased financial support from cooperating associations and
concessioners. The Park Service's strategic and annual performance
plans[Footnote 22] set programmatic and financial goals designed to
substantially increase donations from cooperating associations as well
as the amount of franchise fees from concessioners. For cooperating
associations to provide increased financial support to parks, they must
expand profit-making activities including the sale of merchandise. This
promotes increased competition between cooperating associations and
concessioners for park visitor dollars.
The Park Service has set a goal of increasing cooperating association
support by 35 percent between 1997 and 2005. As table 10 illustrates,
between fiscal years 1997 and 2001 revenues increased about 22 percent-
-from about $89.36 million in fiscal year 1997 to about $108.78 in
fiscal year 2001.
Table 10: Cooperating Associations' Revenue Increases from Fiscal Year
1997-2001:
Dollars in millions.
Educational materials sales; 1997: $67.23; 2001: $84.47; Change:
$17.24; Percentage Increase: 26.
Educational program services; 1997: 9.91; 2001: 10.20; Change: .29;
Percentage Increase: 3.
Fund-raising; 1997: 5.77; 2001: 6.91; Change: 1.14; Percentage
Increase: 20.
Visitor convenience items; 1997: 2.06; 2001: 3.19; Change: 1.13;
Percentage Increase: 55.
Memberships; 1997: 1.26; 2001: 2.13; Change: .87; Percentage Increase:
69.
Other; 1997: 2.43; 2001: 1.89; Change: -.54; Percentage Increase: -22.
Total; 1997: 89.36; 2001: 108.78; Change: 19.42; Percentage Increase:
22.
Source: National Park Service.
Note: Totals may not add due to rounding.
[End of table]
Table 10 also shows that $18.37 million (about 95 percent) of this
revenue increase has come from activities that are most like those of
concessioners--merchandise sales of educational materials and visitor
convenience items. Accordingly, this trend contributes to increased
competition with concessioners. This trend is likely to continue as the
Park Service and cooperating associations try to meet their increased
revenue goals for 2005.
Park Service policies and plans also have established goals for
increasing revenue from concessioners. Specifically, the agency's goal
is to increase franchise fees paid by concessioners from about
4 percent of gross revenue in fiscal year 2000 to about 10 percent by
2005. While the mechanisms for concessioners achieving this goal are
varied and complex, getting this done could involve increased
concessioner offerings of their most profitable merchandise to park
visitors. To the extent that concessioners and the associations are
each vying for visitor dollars or offering similar merchandise, this
would lead to increased competition.
Further, the Park Service encourages concessioners to sell merchandise
that is educational and consistent with park-related themes. Although
there is no agencywide list of preferred merchandise, the Park
Service's Management Policies 2001 encourages concessioners to offer
items for sale that foster awareness and understanding of a park. In
this regard, the 2001 policy directs each park with a concessioner to
have a gift shop mission statement that ensures concessioners sell
merchandise reflecting information about the park. For example, at the
Grand Canyon, one concessioner's gift shop mission statement states
that "to the greatest extent possible, merchandise will have an
identifiable relationship to Grand Canyon National Park" and identifies
several park themes, such as the park's geology and history, that serve
as a guide for implementing this objective. While this increased
emphasis on concessioners selling more educational and theme-related
merchandise may help provide visitors with a better park experience, it
also promotes greater competition among associations and concessioners.
According to some concession officials at the parks we visited, this
emphasis by the Park Service makes concessioner sales venues more like
those of cooperating associations. On the other hand, concession
officials at other parks we visited stated that this change did not
pose serious competitive issues.
In a broader context, the issue of competition between for-profit and
nonprofit organizations is a long-standing one that is not limited to
the Park Service. As we have previously reported,[Footnote 23]
representatives of for-profit businesses believe that the revenue-
generating activities of nonprofit organizations exceed the traditional
role of these organizations, and that the nonprofits receive a
competitive advantage by virtue of their nonprofit tax status and other
benefits. On the other hand, representatives of nonprofits believe
certain nontraditional activities further their nonprofit purposes by
generating additional revenue to fund these purposes. Although the
Congress has attempted to address this issue in the past, it remains
contentious.[Footnote 24]
Park Service policy recognizes that a "delicate balance" exists between
associations that have traditionally served an educational mission and
concessioners that provide "necessary and appropriate" visitor
services. Concessioners at two of the parks we visited, a local
business at a park without a merchandising concessioner, and officials
from the national organization representing park
concessioners,[Footnote 25] contended that this delicate balance has
become unsteady, and expressed concern that cooperating association
operations are expanding into areas traditionally served by
concessioners or for-profit businesses. They were unsure of the bounds
on association sales activity and believed some association merchandise
and services duplicated or replaced merchandise and services available
in or near parks, were inconsistent with nonprofit educational
mandates, and placed for-profits in increased financial jeopardy. Park
Service regional directors generally agreed that the roles of both
associations and concessioners are changing and that the distinction
between what associations and concessioners sell has become less clear.
Park Managers Have Broad Discretion in Deciding to Expand Cooperating
Association Sales and Services and Do Not Always Provide
Transparent Rationale:
In practice, park managers determine whether a cooperating association
or concessioner will operate in a park. They also determine the scope,
mix, and appropriateness of the sales and services that are provided.
In this regard, local managers are also responsible for monitoring
nonprofit operations, ensuring that association sales and services do
not conflict with the contractual rights of concessioners, and
minimizing potential conflicts with concessioners. However, the
rationale for decisions on these matters was not always transparent,
which contributed to conflicts among park management, cooperating
associations, and concessioners.
At each of the three parks we visited where there were conflicts--Grand
Canyon, Fort Sumter, and Gettysburg--cooperating associations
merchandise sales or services were expanded without concessioners or
other local for-profit businesses having an opportunity to compete to
provide these operations. Further, in each instance, the sales and
services at the center of these conflicts were to be provided at prime
locations within each park and the decision was made without providing
a transparent rationale. In two cases, park officials decided to allow
associations to provide new sales or services without addressing the
decision in park plans. The following paragraphs provide a snapshot of
the circumstances at each of these three parks.
At the Grand Canyon, park officials requested that the association
construct a bookstore adjacent to a new visitors center on the South
Rim of the Canyon--by far, the most popular and heavily visited area of
the park. The association raised $1.8 million for the project, gave the
store property to the Park Service, and assumed responsibility for
operating the store. As previously discussed, park managers permitted
the association to sell traditional, park-related educational
merchandise as well as visitor convenience items. Concessioner
officials at the Grand Canyon told us that, in their opinion, providing
them an opportunity to compete to operate the bookstore would have been
a more balanced approach. Further, the officials told us that a double
standard is applied by park managers that is advantageous to the
cooperating association. As evidence of this concern, the concessioners
cited how signage restrictions are applied differently for
concessioners than for the cooperating association. On the south rim of
the canyon, a store operated by the concessioner was not permitted to
post any outside signage or displays, while an adjacent store operated
by the cooperating association was permitted to do so (see figs. 3 and
4). In commenting on these pictures, the current cooperating
association executive director stated that the signage outside the
association's bookstore was justified because, unlike the concession
store, the bookstore was not visible from the major visitor contact
area. However, in our view, this does not justify different signage
standards for concessioners and associations. Moreover, these displays
do not make the store visible from where it was previously invisible.
Finally, the sandwich board displayed outside this store, advertised an
association bookstore that is located elsewhere in the park.
Figure 3: Lookout Studio (Concession Store) on Grand Canyon Rim:
[See PDF for image]
[End of figure]
Figure 4: Kolb Studio (Association Store) on Grand Canyon Rim:
[See PDF for image]
[End of figure]
At Fort Sumter, the long-term plan for the development of the park
specified that the concessioner-operated sales facility at the Fort
would be relocated to a new visitor's center. In a commercial services
plan designed to implement the long-term plan, park officials decided
that the cooperating association would operate the new sales facility
at the visitor's center, that the cooperating association could sell
visitor convenience items as well as educational merchandise, and that
no other merchandise facilities would be permitted. In accordance with
the park's commercial services plan, park managers did not provide the
existing park concessioner an opportunity to operate the new sales
facility. However, although both the long-term and implementation plans
envisioned closing the sales facility at the Fort, this has not
happened and the association operates two stores--one at the new
visitors center and a second at the Fort. The park concessioner
believes there should have been a bid solicitation process for
operating the new facility--particularly since the cooperating
association is selling noneducational visitor convenience items that
had been sold by the concessioner.
At Gettysburg, the local park manager permitted the association to
manage a new, narrated bus tour for park visitors without giving for-
profit businesses an opportunity to compete to provide this service.
According to the owner of a competing local for-profit business near
the park's visitor center, the association-managed tour presents unfair
competition because there was no public advertisement or discussion of
the park's proposal to initiate the association tours, nor was there a
bid solicitation process that afforded for-profit businesses an
opportunity to contract to provide this service. According to park
officials, their decision to allow the cooperating association to
manage a new tour from the visitor's center instead of a concessioner
or other for-profit business was made for several reasons, including
their belief that the association would provide the best educational
service to visitors; and that associations require less park resources
to administer and allow changes that are responsive to the needs of
park management.
Financial Incentives Encourage Increased Use of Cooperating
Associations by Parks:
Cooperating associations can provide a much higher return to parks
than concessioners. This ability is not surprising since, as nonprofit
organizations, they enjoy a number of important financial advantages
over for-profits. Most park officials that we spoke with said that
financial advantage was not a factor in deciding whether an association
or a concessioner provides sales and services. Rather, they described
service to park visitors as the most important criterion. However, park
officials at Gettysburg did tell us that associations' higher financial
return to parks was a factor in their decision to allow a cooperating
association to operate a new bus tour. In commenting on a draft of this
report, nonprofit organizations stated that although associations
provide a higher return to the parks, this provides only a minimal
incentive for park superintendents to select a cooperating association
over a concessioner.
Park Service data show that cooperating associations contribute a
considerably higher percentage of total revenue to the parks than
concessioners. Over 5 fiscal years, 1997 through 2001, association
contributions averaged 26 percent of revenue. In contrast, the
concessioners that sold merchandise paid the Park Service an average of
about 4 percent of revenue over the same period (see table
11).[Footnote 26]
Table 11: Cooperating Associations' and Merchandise Concessioners'
Contributions and Revenues (Fiscal Year 1997-2001):
Dollars in millions.
Cooperating associations; 5-Year contribution:
$138.3; 5-Year revenues: $529.2; Average contribution rate (percentage
of revenue): 26[A].
Merchandise concessioners; 5-Year contribution:
148.0; 5-Year revenues: 3,325.9; Average contribution rate (percentage
of revenue): 4[B].
Source: National Park Service.
[A] This contribution rate does not include nonprofit revenues that are
retained or accumulated for future contributions to the parks.
Approximately one-fourth of association contributions are the estimated
value of information assistance provided by nonprofit sales staff.
[B] These concessioners also provide nonmerchandise sales or services.
This percentage includes all such concessioner sales.:
[End of table]
For example, the cooperating association at the Grand Canyon NP gave
about 36 percent of its gross revenue to the park. The concessioners
paid about 4 percent of sales revenue to the park during this period.
Also, local parks retain 100 percent of association contributions, but
keep only 80 percent of concession payments, consistent with
legislation that was enacted in 1998.[Footnote 27]
Cooperating associations generally provide a higher return to parks
than concessioners owing, in large part, to associations' nonprofit
status and charitable mission as well as to park policies that support
association operations. The following factors provide associations with
a considerable financial advantage when providing sales or services
compared with concessioners:
* All cooperating associations are tax-exempt organizations under the
Internal Revenue Code. Thus, they do not pay federal income taxes on
funds collected to meet their nonprofit purpose.
* In most states, associations that are exempt from federal taxes do
not have to pay state income tax on funds collected to meet their
nonprofit purpose.
* Associations that are exempt from federal taxes may obtain exemptions
from state and local sales taxes. Such exemptions apply to the
purchases of the association. In a few states, associations also may be
exempted from collecting state and local sales taxes on the sale of
merchandise.
* Association sales and service revenues are substantially enhanced
through donations and memberships fees from individuals and
organizations wishing to support park activities.
* Volunteers often provide association services and may staff bookstore
operations, thereby reducing association salary expenses.
* Association profits must be used to support the parks and are not
shared with stockholders or company owners.
* Association Boards of Directors generally are not salaried.
* Parks routinely provide free sales areas and other facilities to the
associations. For example, the parks provide bookstore space within
visitor centers and support association field institutes by providing
free facility space for classrooms and for instructor and participant
housing.
* Parks provide free services that reduce overall association operating
costs and overhead expenses. These services may include routine
maintenance, garbage collection, interior work, repair services, and
such utilities as water, heat, and air conditioning (to the extent
these are required for the operation of the building for government
purposes).
* Park staff sometimes assist in operating association bookstores. This
assistance occurs after regular association operating hours, during
off-season periods when the association may not have full-time staff,
and at locations with low visitation where the association cannot
afford to employ full-time staff.
We did not attempt to quantify the value of tax-exempt status and park
assistance to associations. However, Park Service, association, and
concessioner officials agree that the nonprofit tax-exempt status is an
association's paramount financial advantage.
Although cooperating associations usually enjoy financial advantages in
competing with concessions, not all associations are profitable. For
example, according to Park Service officials, the cooperating
association that serves the 14 Park Service sites in Washington, D.C.,
has had serious financial problems. This association provides
educational materials to visitors at facilities like the Washington
Monument and Lincoln Memorial and has estimated debts exceeding
$800,000. Further, according to its new executive director, the
association lost money in 8 of the past 10 years. While other factors
contributed to these losses, the director told us that one reason the
association has not made money is that it could not sell many
profitable items in its bookstores because Park Service officials
viewed the items as competing with the sales of park concessioners.
Park Service Does Not Use Planning Tools Available to Better Define and
Manage the Roles of Nonprofits and Concessioners:
The Park Service is aware of the competitive tensions and potential
conflicts that can exist between cooperating associations and
concessioners within a park. To minimize conflicts, help ensure that
agency policies are consistently followed, and provide a more
systematic basis for making decisions about commercial sales and
services in parks, Park Service guidance suggests that individual park
managers develop Commercial Services Plans.
Essentially, Commercial Services Plans are publicly available documents
that, among other things, are intended to establish a predictable
business environment in parks by better defining the roles of
cooperating associations, concessioners, and other for-profit
businesses in providing sales and services to park visitors. These
plans also are intended to clarify what kind of sales and services are
to be provided by the various commercial interests in a park. In brief,
the plans rationalize a park's approach to providing visitor sales and
services and provide a decision-making framework that is transparent to
the public, visitors, and commercial stakeholders at the park. To
facilitate the development of this planning tool, the Park Service
provides local park managers with guidelines, standards, and
assistance.
However, despite agency guidance and the benefits associated with
Commercial Services Plans, they are rarely used. Data gathered from
Park Service regional offices show that these plans were developed at
only 3 of 84 parks (4 percent) where both cooperating associations and
concessioners provide sales and services (app. VI has a complete list
of these parks and the status of their plans). Moreover, we visited two
of the six parks that had developed plans--Fort Sumter and Yosemite--
and found that the plans did not meet the agency's standards. At
Yosemite, the plan was more than 10 years old and was based on an
outdated management plan for the development of the park. Moreover, the
plan did not describe the commercial activities of the cooperating
association. The Fort Sumter plan, developed in 2000 and containing
considerable detail, did not address the current scope of cooperating
association operations because these had expanded beyond what the plan
envisioned.
Park Service officials told us that the primary reason Commercial
Services Plans were not developed or up to date was because park
resources are limited and preparing the plans is not among the agency's
highest priorities. At Yosemite NP, for example, park officials
believed an updated plan would be helpful but that the plan also would
require an Environmental Impact Statement (EIS). They expected that
preparing the EIS would cost extensive park resources and viewed this
cost as a major obstacle. Further, Commercial Services Plans must be
consistent with the long-term management plans for the parks. These
long-term plans--known as General Management Plans--are frequently out
of date.[Footnote 28] In fact, over 25 percent of parks either do not
have a General Management Plan or have a plan that is more than 20
years old. As a result, developing or updating Commercial Services
Plans could also require that General Management Plans be updated. For
example, at two of the six parks we visited the General Management
Plans were more than 20 years old and needed updating. Updating and
developing these plans would require a major resource commitment by the
agency. Appendix VI provides a complete list of the status of General
Management Plans.
Park Service Cannot Hold Local Park Managers Accountable for Meeting
Contribution Goals:
The Park Service does not have an effective process for holding local
park managers accountable for meeting nonprofit contribution goals,
even though one of the agency's strategic goals is to increase the
amount of contributions it receives from nonprofit organizations. The
Park Service's Strategic Plan FY 2000-FY 2005 establishes contribution
goals for cooperating associations and friends groups. The agency has
identified these goals as critical to accomplishing the mission of the
Park Service. For cooperating associations, the agency's goal is to
increase the amount of donations and services by 35 percent from
$19.0 million in the fiscal 1997-baseline year to $25.6 million by
2005. For friends groups and other sources, the goal is to increase
cash and in-kind donations from $14.5 million in fiscal 1998 to
$50.0 million by 2005. These long-term strategic goals are broken into
annual agencywide performance targets and used to establish
contribution goals for each park unit.
However, the Park Service does not collect the information needed to
determine whether these goals are being met and to accurately measure
nonprofit support. For cooperating associations, the Park Service
collects only aggregate information on the amount of association
contributions. Consequently, agency managers cannot always track
contributions on a park-by-park basis because, as discussed previously,
cooperating associations usually serve multiple parks. Specifically,
about 40 percent of all cooperating associations operate in more than
one park and six of the 10 largest revenue-generating cooperating
associations operate in more than one park. Table 12 lists the 10
largest associations and the number of parks served.
Table 12: Top 10 Cooperating Associations by Average Annual Revenue
(1997-2001):
Dollars in millions.
Eastern National; Average annual revenue: $21.08; Parks served: 127.
Golden Gate National Parks; Average annual revenue: 19.20; Parks
served: 3.
Western National; Average annual revenue: 8.79; Parks served: 56.
Grand Canyon; Average annual revenue: 5.69; Parks served: 1.
Parks and History; Average annual revenue: 4.87; Parks served: 14.
Jefferson National Parks; Average annual revenue: 4.43; Parks served:
3.
Great Smoky Mountains Natural History; Average annual revenue: 4.26;
Parks served: 1.
Arizona Memorial Museum; Average annual revenue: 3.33; Parks served: 3.
Yellowstone; Average annual revenue: 2.72; Parks served: 1.
Yosemite Natural History; Average annual revenue: 2.27; Parks served:
1.
Source: National Park Service and selected cooperating associations.
[End of table]
As table 12 shows, the Eastern National cooperating association serves
127 parks. However, the Park Service collects information only on the
total contributions made by Eastern National and not on the amount of
contributions made to each of the 127 park units it serves.
Accordingly, collecting and reporting only aggregate contribution
information for Eastern National and other associations that serve
multiple park units precludes the agency from establishing meaningful
performance goals, evaluating the performance of local managers against
the goals, and holding managers accountable for meeting established
contribution goals.
Although the Park Service collects some information on the
contributions made by cooperating associations, it does not routinely
collect any information on the amount of contributions made to parks by
friends groups--either in the aggregate or on a park-by-park basis. In
fact, the Park Service does not maintain an accurate, up-to-date list
of friends groups currently working with the agency or of the specific
parks they serve. Lacking this basic management information, the agency
is unable to establish meaningful goals for local park managers or to
monitor friends group contributions on an agencywide or park-by-park
basis.
According to Park Service and nonprofit officials, more complete
information on cooperating associations and friends groups is not
collected and reported for two key reasons. First, because nonprofits
are voluntary partners in assisting the agency in performing its
mission and already must meet a wide range of administrative
requirements, both agency and nonprofit officials are reluctant to
initiate additional requirements for collecting and reporting
information. Second, both agency and nonprofit officials are concerned
that collecting and reporting detailed information on the amount of
contributions could lead to offsetting reductions in the amount of
congressional appropriations made available to the agency.
Conclusions:
Between 1997 and 2001 cooperating associations substantially increased
their financial support to parks. A major reason for this increased
support is the additional revenue that cooperating associations
generated from expanded sales of educational materials, services, and
visitor convenience items. Friends group contributions also have
dramatically increased, in large part because the number of these
groups rose as did the scope of their fund-raising activities. These
increased nonprofit donations are good news for the Park Service and
the national park system because they supplement the appropriated funds
provided by the Congress. However, the expanding presence and scope of
cooperating association sales and service activities is causing some
conflicts at parks where concessioners or other local, for-profit
businesses are competing for similar sales and services. Given the
conflicts we found at three of six parks we reviewed and the agency's
continuing emphasis on increasing the amount of nonprofit support for
the national park system, we believe these conflicts will become more
common.
Several other factors add to the likelihood of increased conflict,
especially at parks having both association and concessioner sales and
services. Specifically, agency policies that encourage concessioner
sales and services that are related to park themes, and agency
decisions permitting increased visitor convenience item sales by
cooperating associations, blur the distinction between concessioner and
association activities. Local park managers' broad discretion in
determining whether concessioners or cooperating associations provide
needed sales and services and the substantial financial incentive for
using cooperating associations also heighten the likelihood of
conflict. In light of these circumstances, it is not surprising that
park managers are expanding cooperating association roles. In the final
analysis, these decisions may be in the best interest of the parks;
however, the process for making these decisions does not serve to
minimize conflicts because it does not provide a transparent rationale
or give concessioners or other local for-profit businesses an
opportunity to compete for new sales and services.
The Park Service understands the competitive tensions that exist
between concessioners and cooperating associations. To help minimize
conflicts, park managers are advised to develop Commercial Services
Plans. These plans are intended to provide a logical and consistent
basis for decisions, reflect public comments, and provide a more
predictable commercial environment in the parks, which would give
businesses greater confidence in their long-term decisions. However,
these plans are only rarely developed or used. As a result, the basis
for park decisions is not always clear, and public accountability is
diminished.
Moreover, because the Park Service does not collect accurate or
complete information on the contributions it receives from its
nonprofit partners--either agencywide and on a park-by-park basis--it
cannot hold park managers accountable for meeting strategic
contribution goals. Further, without better and more complete
information the agency cannot establish meaningful performance goals or
monitor progress against these goals.
Recommendations for Executive Action:
In order to (1) minimize conflicts among the Park Service, cooperating
associations, and concessioners, (2) better ensure that decisions about
providing commercial sales and services are made more consistently and
that logical criteria are followed, (3) provide a predictable
commercial environment in the parks, and (4) enhance public
accountability for its decisions, we recommend that the Secretary of
the Interior require the Director of the National Park Service to:
* revise its policy regarding Commercial Services Plans so that all
parks offering visitor sales and services are required to develop these
plans and:
* ensure that Commercial Services Plans include (1) an explanation of
the roles and responsibilities of both concessioners and cooperating
associations in providing visitor sales and services in a park unit and
(2) rationale for decisions that specify associations or other
nonprofits will provide new visitor sales or services and that do not
afford concessioners and other local, for-profit businesses an
opportunity to compete.
To establish meaningful contribution goals and to improve the
accountability of park managers in meeting agency goals, we recommend
that the Secretary of the Interior require the Director of the National
Park Service to:
* develop and maintain an accurate and up-to-date list of friends
groups on a park-by-park basis and:
* require cooperating associations and friends groups to report key
financial information on a park-by-park basis.
Agency Comments and Our Evaluation:
We provided the Department of the Interior, the Association of Partners
For Public Lands (representing park cooperating associations and
friends groups), and the National Park Hospitality Association
(representing park concessioners), with copies of a draft of this
report. The Association of Partners For Public Lands and the National
Park Hospitality Association generally agreed with the recommendations
and contents of this report. The Association of Partners For Public
Lands' comments are included in appendix VII. In addition, the
Association provided technical and clarifying comments that we
incorporated into the report as appropriate. The National Park
Hospitality Association's comments are in appendix VIII. The
association suggested additional recommendations. However, we believe
these are not warrented based on the information and analysis in the
report. The Department of the Interior did not provide comments on the
report.
As agreed with your office, unless you publicly announce its contents
earlier, we plan no further distribution of this report until 30 days
from the date of this letter. At that time, we will send copies of this
report to appropriate congressional committees and other interested
parties. We will also make copies available to those who request them.
In addition, this report will be available at no charge on the GAO Web
site at http://www.gao.gov.
If you or your staff have any questions about this report, please call
me or Cliff Fowler at (202) 512-3841. Key contributors to this report
were Michael Krafve, Paul Lacey, Peter Oswald, and Mona Sehgal.
Sincerely yours,
Signed by:
Barry T. Hill:
Director, Natural Resources and Environment:
[End of section]
Appendixes:
Appendix I: Scope and Methodology:
We examined activities of two types of nonprofit organizations commonly
found at parks: (1) cooperating associations and (2) friends groups.
Although other nonprofit organizations also provide services and
conduct commercial activities such as guided hiking and rafting trips
at park sites, based on the subcommittee's letter and discussions with
subcommittee staff, these organizations were not included in the scope
of this review.
To identify the number of parks supported by nonprofit organizations
and these organization's contributions, we obtained annual reports of
cooperating association's aid and revenue from the National Park
Service's Division of Interpretation and Education. We obtained the
National Par Service's most recent directory of friends groups (1998-
1999) from the Park Service's Partnership Office and contacted groups
listed in the directory. To determine which groups were active, we
telephoned all groups listed in the directory. For groups that could
not be reached, we confirmed with the associated parks whether the
group was still active. We also obtained organizational information
from representatives of nonprofit groups, including the National Park
Foundation, and National Park Service officials. We identified 149
friends groups, although it is possible that there are other groups
that we were not able to identify. Contribution amounts and other
nonprofit financial information used in this report are based on
several sources. We received data on cooperating associations for 1997-
2001 from the Park Service; these data are based on annual reports that
all cooperating associations are required to submit to the Park
Service. Tax data for 1998-2000 were purchased from the Urban
Institute, which contracts with the Internal Revenue Service to
digitize data on tax-exempt organizations;[Footnote 29] these data were
based on tax returns submitted by nonprofit organizations with revenues
over $25,000. Tax data were also obtained from the GuideStar Web site
operated by Philanthropic Research Inc.; these data consisted of
electronically scanned tax reports for friends groups and cooperating
associations with revenues over $25,000. We also surveyed identified
friends groups, as described below.
We did not verify that information in the annual reports and tax
returns was correct. We relied heavily on self-reported donation and
tax data from tax-exempt organizations; however, we previously
reported[Footnote 30] that because potential donors look at what
percentage of expenses go to the charitable purpose rather than
management and fund-raising, nonprofit organizations have an incentive
to report management and fund-raising costs as charitable expenses.
Thus, there may be some over reporting of charitable contributions and
underreporting of management and fund-raising costs. In this regard, we
noted significant differences in reported tax information by two of the
largest cooperating associations, Eastern National and Parks and
History. Eastern National reports that about 20 percent of its
expenditures are for charitable purposes and about 80 percent is used
to cover the costs of materials, selling, and administrative expenses;
Parks and History reports that about 90 percent of its expenditures are
charitable expenses.
Data from the Park Service on cooperating associations were not
comparable with tax data from the Urban Institute and GuideStar because
of differences in reporting periods and accounting practices. We
assessed the reliability of the electronic data we received from the
Park Service and the Urban Institute through tests to determine obvious
problems with completeness or accuracy. We determined that the data
were reliable enough for the purposes of this report.
In addition, we conducted a survey of active friends groups regarding
their financial information. We mailed the survey to all 149 identified
groups in June 2002 and conducted several follow-ups by telephone and
e-mail to encourage responses; we completed data collection in November
2002. Of the 149 groups surveyed, 79 returned responses (53 percent).
Survey data were supplemented with tax data for an additional 23
groups, resulting in 102 of 149 groups (68 percent) with available
financial data. Where possible, survey data were compared to tax data
and any discrepancies were resolved through discussion with the groups.
Figures presented in this report represent the two-thirds (68 percent)
of identified friends groups for which we had either tax data or survey
data, and dollar amounts should be considered a minimum estimate of the
totals for all friends groups.
To identify the revenue-generating activities of nonprofits in the
parks, and factors that contribute to cooperating association and
concessioner competition and conflicts, and to assess how park managers
are held accountable for meeting park service goals for nonprofit
contributions, we (1) reviewed Park Service documents, plans, and
policies; (2) obtained information from each of the Park Service's
seven regional offices; and (3) met with National Park Service
officials, the Association of Partners For Public Lands[Footnote 31]
the National Park Foundation, the National Park Hospitality
Association, and the Friends Alliance.[Footnote 32] We also met with
park, nonprofit, and concessioner officials at Gettysburg NMP,[Footnote
33] Fort Sumter NM,[Footnote 34] Grand Canyon NP, Badlands NP,[Footnote
35] Yosemite NP, and Yellowstone NP and discussed a nonprofit-managed
concession contract with park and association officials at Mt. Rushmore
NM. We chose to visit Grand Canyon, Yosemite, and Yellowstone national
parks because their cooperating association and concession operations
were among the largest in the park system; Gettysburg NMP and Fort
Sumter NM to explore concessioner and local business concerns about
nonprofit activities in these parks; and Badlands NP for perspective on
a smaller nonprofit operation. Because these parks were not a random
sample, they may not be representative of the system as a whole. We
obtained data identifying merchandising concessioners, along with fees
paid to the parks, from the Park Service's Concession Management
Division.,
We conducted our work from October 2001 to April 2003 in accordance
with generally accepted government auditing standards.
[End of section]
Appendix II: Statutory Provisions Relating to Cooperating Associations
and Friends Group Activities at National Parks:
16 U.S.C. § 1:
Establishes the National Park Service and the basic mission of the
agency: "to conserve the scenery and the natural and historic objects
and the wild life therein and to provide for the enjoyment of same in
such manner and by such means as will leave them unimpaired for the
enjoyment of future generations.":
16 U.S.C. § 1a-2 (g):
Authorizes the Secretary of the Interior to enter into contracts,
including cooperative arrangements, with respect to conducting living
exhibits, interpretive demonstrations, and park programs.
16 U.S.C. § 1b(5):
Authorizes the Secretary of the Interior to provide, on a reimbursable
basis, supplies and equipment to persons that render services or
perform functions that facilitate or supplement the activities of the
Park Service.
16 U.S.C. § 1g:
Authorizes the Park Service to enter into cooperative agreements that
involve the transfer of Park Service appropriated funds to state, local
and tribal governments, other public entities, educational
institutions, and private nonprofit organizations for the public
purpose of carrying out National Park Service programs pursuant to 31
U.S.C. § 6305.:
16 U.S.C. § 3:
Authorizes the Secretary of the Interior to issue rules and regulations
for use and management of park areas.
16 U.S.C. § 6:
Authorizes the Secretary of the Interior to accept donations of lands,
other property, and money for the purposes of the National Park System.
16 U.S.C. § 17j-2(e):
Authorizes the use of Park Service appropriations for the services of
field employees in cooperation with nonprofit scientific and historical
societies engaged in educational work in the parks.
16 U.S.C. § 18f:
Authorizes the Secretary of the Interior to accept donations and
bequests of money or other personal property, and use and administer
these for the purposes of increasing the public benefits from museums
within the National Park System.
16 U.S.C. § 19e:
Establishes the National Park Foundation, a charitable and nonprofit
corporation, to accept and administer gifts of real and personal
property for the benefit of, or in connection with, the National Park
Service, its activities, or its services.
16 U.S.C. § 19jj-4:
Authorizes the Secretary of the Interior to accept donations of money
or services to meet expected, immediate, or ongoing response costs
concerning destruction, loss, or injury to park system resources.
16 U.S.C. § 462(e):
Authorizes the Park Service to enter into contracts and cooperative
agreements with associations and others to protect, preserve, maintain,
or operate any historic or archaeologic building, site, object, or
property in the National Park System.
16 U.S.C. § 464:
Authorizes the Secretary of the Interior, in administering historic
sites, buildings, and objects of national significance, to cooperate
with and seek and accept the assistance of any federal, state, or
municipal department or agency; any educational or scientific
institution; or any patriotic association or individual.
31 U.S.C. § 6305:
Authorizes federal agencies to use cooperative agreements when (1) the
principal purpose is to transfer a thing of value to the recipient to
carry out a public purpose and (2) substantial involvement is expected
between the agency and the recipient when carrying out the activity
contemplated in the agreement.
[End of section]
Appendix III: National Parks Affiliated with Cooperating Associations,
Friends Groups, and/or Merchandise Concessioners:
National parks: Abraham Lincoln Birthplace National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Acadia National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Adams National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Agate Fossil Beds National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Alagnak Wild River;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Alibates Flint Quarries National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Allegheny Portage Railroad National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Amistad National Recreation Area;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Andersonville National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Andrew Johnson National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Aniakchak National Monument;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Aniakchak National Preserve;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Antietam National Battlefield;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Apostle Islands National Lakeshore;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Appalachian National Scenic Trail;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Appomattox Court House National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Arches National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Arkansas Post National Memorial;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Arlington House--The Robert E. Lee Memorial;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Assateague Island National Seashore;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Aztec Ruins National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Badlands National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Bandelier National Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Bent's Old Fort National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Bering Land Bridge National Preserve;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Big Bend National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Big Cypress National Preserve;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Big Hole National Battlefield;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Big South Fork National River & Recreation Area;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Big Thicket National Preserve;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Bighorn Canyon National Recreation Area;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Biscayne National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Black Canyon of the Gunnison National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Blue Ridge Parkway;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Bluestone National Scenic River;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Booker T. Washington National Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Boston African American National Historic Site;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Boston Harbor Islands National Recreation Area;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Boston National Historical Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Brices Cross Roads National Battlefield Site;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Brown v. Board of Education National Historic Site;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Bryce Canyon National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Buck Island Reef National Monument;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Buffalo National River;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Cabrillo National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Canaveral National Seashore;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Cane River Creole National Historical Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Canyon de Chelly National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Canyonlands National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Cape Cod National Seashore;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Cape Hatteras National Seashore;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Cape Krusenstern National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Cape Lookout National Seashore;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Capitol Reef National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Capulin Volcano National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Carl Sandburg Home National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Carlsbad Caverns National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Casa Grande Ruins National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Castillo de San Marcos National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Castle Clinton National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Catoctin Mountain Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Cedar Breaks National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Chaco Culture National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Chamizal National Memorial;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Channel Islands National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Charles Pinckney National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Chattahoochee River National Recreation Area;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Chesapeake & Ohio Canal National Historical Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Chickamauga & Chattanooga National Military Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Chickasaw National Recreation Area;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Chiricahua National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Christiansted National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: City Of Rocks National Reserve;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Clara Barton National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Colonial National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Colorado National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Congaree Swamp National Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Constitution Gardens;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Coronado National Memorial;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Cowpens National Battlefield;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Crater Lake National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Craters of the Moon National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Cumberland Gap National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Cumberland Island National Seashore;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Curecanti National Recreation Area;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Cuyahoga Valley National Recreation Area;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Dayton Aviation Heritage National Historical Park;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: De Soto National Memorial;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Death Valley National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Delaware National Scenic River;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Delaware Water Gap National Recreation Area;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Denali National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Denali National Preserve;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Devils Postpile National Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Devils Tower National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Dinosaur National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Dry Tortugas National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Ebey's Landing National Historical Reserve;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Edgar Allan Poe National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Edison National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Effigy Mounds National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Eisenhower National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: El Malpais National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: El Morro National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Eleanor Roosevelt National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Eugene O'Neill National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Everglades National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Federal Hall National Memorial;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Fire Island National Seashore;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: First Ladies National Historic Site;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Florissant Fossil Beds National Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Ford's Theatre National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Fort Bowie National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Fort Caroline National Memorial;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Fort Clatsop National Memorial;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Fort Davis National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Fort Donelson National Battlefield;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Fort Frederica National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Fort Laramie National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Fort Larned National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Fort Matanzas National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Fort McHenry National Monument & Historic Shrine;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Fort Necessity National Battlefield;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Fort Point National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Fort Pulaski National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Fort Raleigh National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Fort Scott National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Fort Smith National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Fort Stanwix National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Fort Sumter National Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Fort Union National Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Fort Union Trading Post National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Fort Vancouver National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Fort Washington Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Fossil Butte National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Franklin Delano Roosevelt Memorial;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Frederick Douglass National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Frederick Law Olmsted National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Fredericksburg & Spotsylvania County Battlefields
Memorial National Military Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Friendship Hill National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Gates Of The Arctic National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Gates Of The Arctic National Preserve;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Gateway National Recreation Area;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Gauley River National Recreation Area;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: General Grant National Memorial;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: George Rogers Clark National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: George Washington Birthplace National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: George Washington Carver National Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: George Washington Memorial Parkway;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Gettysburg National Military Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Gila Cliff Dwellings National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Glacier Bay National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Glacier Bay National Preserve;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Glacier National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Glen Canyon National Recreation Area;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Golden Gate National Recreation Area;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Golden Spike National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Governor's Island National Monument;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Grand Canyon National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Grand Portage National Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Grand Teton National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Grant-Kohrs Ranch National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Great Basin National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Great Egg Harbor Scenic & Recreational River;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Great Sand Dunes National Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Great Sand Dunes National Preserve;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Great Smoky Mountains National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Greenbelt Park;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Guadalupe Mountains National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Guilford Courthouse National Military Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Gulf Islands National Seashore;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Hagerman Fossil Beds National Monument;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Haleakala National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Hamilton Grange National Memorial;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Hampton National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Harpers Ferry National Historical Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Harry S Truman National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Hawaii Volcanoes National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Herbert Hoover National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Hohokam Pima National Monument;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Home of Franklin D. Roosevelt National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Homestead National Monument of America;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Hopewell Culture National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Hopewell Furnace National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Horseshoe Bend National Military Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Hot Springs National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Hovenweep National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Hubbell Trading Post National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Independence National Historical Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Indiana Dunes National Lakeshore;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Isle Royale National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: James A. Garfield National Historic Site;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Jean Lafitte National Historical Park & Preserve;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Jefferson National Expansion Memorial;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Jewel Cave National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Jimmy Carter National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: John D. Rockefeller, Jr., Memorial Parkway;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: John Day Fossil Beds National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: John Fitzgerald Kennedy National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: John Muir National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Johnstown Flood National Memorial;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Joshua Tree National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Kalaupapa National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Kaloko-Honokohau National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Katmai National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Katmai National Preserve;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Kenai Fjords National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Kennesaw Mountain National Battlefield Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Keweenaw National Historical Park;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Kings Canyon National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Kings Mountain National Military Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Klondike Gold Rush National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Knife River Indian Villages National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Kobuk Valley National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Korean War Veterans Memorial;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Lake Chelan National Recreation Area;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Lake Clark National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Lake Clark National Preserve;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Lake Mead National Recreation Area;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Lake Meredith National Recreation Area;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Lake Roosevelt National Recreation Area;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Lassen Volcanic National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Lava Beds National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Lincoln Boyhood National Memorial;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Lincoln Home National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Lincoln Memorial;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Little Bighorn Battlefield National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Little River Canyon National Preserve;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Little Rock Central High School National Historic Site;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Longfellow National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Lowell National Historical Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Lyndon B. Johnson National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Lyndon Baines Johnson Memorial Grove on the Potomac;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Maggie L. Walker National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Mammoth Cave National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Manassas National Battlefield Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Manzanar National Historic Site;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Marsh--Billings National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Martin Luther King Jr., National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Martin Van Buren National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Mary McLeod Bethune Council House National Historic
Site;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Mesa Verde National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Minidoka Internment National Monument;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Minute Man National Historic Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Minuteman Missile National Historic Site;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Mississippi National River & Recreation Area;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Missouri National Recreation River;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Mojave National Preserve;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Monocacy National Battlefield;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Montezuma Castle National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Moores Creek National Battlefield;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Morristown National Historical Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Mount Rainier National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Mount Rushmore National Memorial;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Muir Woods National Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Natchez National Historical Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Natchez Trace National Scenic Trail;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Natchez Trace Parkway;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: National Capital Parks;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: National Mall;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: National Park of American Samoa;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Natural Bridges National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Navajo National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: New Bedford Whaling National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: New Orleans Jazz National Historical Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: New River Gorge National River;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Nez Perce National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Nicodemus National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Ninety-Six National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Niobrara National Scenic Riverway;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Noatak National Preserve;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: North Cascades National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Obed Wild and Scenic River;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Ocmulgee National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Oklahoma City National Memorial;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Olympic National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Oregon Caves National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Organ Pipe Cactus National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Ozark National Scenic Riverways;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Padre Island National Seashore;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Palo Alto Battlefield National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Pea Ridge National Military Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Pecos National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Pennsylvania Avenue National Historic Site;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Perry's Victory & International Peace Memorial;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Petersburg National Battlefield;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Petrified Forest National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Petroglyph National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Pictured Rocks National Lakeshore;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Pinnacles National Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Pipe Spring National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Pipestone National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Piscataway Park;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Point Reyes National Seashore;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Potomac Heritage National Scenic Trail;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Poverty Point National Monument;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Prince William Forest Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Pu'uhonua o Honaunau National Historical Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Puukohola Heiau National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Rainbow Bridge National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Redwood National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Richmond National Battlefield Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Rio Grande Wild and Scenic River;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Rock Creek Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Rocky Mountain National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Roger Williams National Memorial;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Rosie the Riveter WWII Home Front National Historic
Park;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Ross Lake National Recreation Area;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Russell Cave National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Sagamore Hill National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Saguaro National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Saint Croix Island International Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Saint Croix National Scenic Riverway;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Saint Paul's Church National Historic Site;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Saint-Gaudens National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Salem Maritime National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Salinas Pueblo Missions National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Salt River Bay National Historical Park & Ecological
Preserve;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: San Antonio Missions National Historical Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: San Francisco Maritime National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: San Juan Island National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: San Juan National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Santa Monica Mountains National Recreation Area;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Saratoga National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Saugus Iron Works National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Scotts Bluff National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Sequoia National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Shenandoah National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Shiloh National Military Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Sitka National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Sleeping Bear Dunes National Lakeshore;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Springfield Armory National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Statue Of Liberty National Monument;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Steamtown National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Stones River National Battlefield;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Sunset Crater Volcano National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Tallgrass Prairie National Preserve;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Thaddeus Kosciuszko National Memorial;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Theodore Roosevelt Birthplace National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Theodore Roosevelt Inaugural National Historic Site;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Theodore Roosevelt Island;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Theodore Roosevelt National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Thomas Jefferson Memorial;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Thomas Stone National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Timpanogos Cave National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Timucuan Ecological & Historic Preserve;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Tonto National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Tumacacori National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Tupelo National Battlefield;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Tuskegee Airman National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Tuskegee Institute National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Tuzigoot National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Ulysses S. Grant National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Upper Delaware Scenic and Recreational River;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: USS Arizona Memorial;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Valley Forge National Historical Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Vanderbilt Mansion National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Vicksburg National Military Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Vietnam Veterans Memorial;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Virgin Islands Coral Reef National Monument;
Cooperating associations: No;
Friends groups: No;
Merchandise concessioners: No.
National parks: Virgin Islands National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Voyageurs National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Walnut Canyon National Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: War In The Pacific National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Washington Monument;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Washita Battlefield National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Weir Farm National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Whiskeytown-Shasta-Trinity National Recreation Area;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: White House;
Cooperating associations: No;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: White Sands National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
National parks: Whitman Mission National Historic Site;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: William Howard Taft National Historic Site;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Wilson's Creek National Battlefield;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Wind Cave National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Wolf Trap Farm Park for the Performing Arts;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Women's Rights National Historical Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Wrangell--St. Elias National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Wrangell--St. Elias National Preserve;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Wright Brothers National Memorial;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: No.
National parks: Wupatki National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Yellowstone National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Yosemite National Park;
Cooperating associations: Yes;
Friends groups: Yes;
Merchandise concessioners: Yes.
National parks: Yucca House National Monument;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Yukon--Charley Rivers National Preserve;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: No.
National parks: Zion National Park;
Cooperating associations: Yes;
Friends groups: No;
Merchandise concessioners: Yes.
Source: National Park Service and GAO.
[End of table]
[End of section]
Appendix IV: Cooperating Association Revenue, Donations, and Net
Assets (1997-2001):
Cooperating association revenue (1997-2001):
Cooperating association: Alaska Natural History Association;
Revenue 1997: $1,418,753;
Revenue 1998: $1,532,706;
Revenue 1999: $1,571,455;
Revenue 2000: $1,531,346;
Revenue 2001: $1,687,269.
Cooperating association: Arizona Memorial Museum Association;
Revenue 1997: 2,618,276;
Revenue 1998: 2,720,534;
Revenue 1999: 2,871,385;
Revenue 2000: 3,666,271;
Revenue 2001: 4,794,228.
Cooperating association: Badlands Natural History Association;
Revenue 1997: 339,240;
Revenue 1998: 364,467;
Revenue 1999: 381,401;
Revenue 2000: 402,451;
Revenue 2001: 351,226.
Cooperating association: Bent's Old Fort Historical Association;
Revenue 1997: 123,971;
Revenue 1998: 128,205;
Revenue 1999: 120,976;
Revenue 2000: 127,808;
Revenue 2001: 106,426.
Cooperating association: Big Bend Natural History Association;
Revenue 1997: 449,398;
Revenue 1998: 428,833;
Revenue 1999: 431,011;
Revenue 2000: 435,754;
Revenue 2001: 452,197.
Cooperating association: Black Hills Parks and Forests Association;
Revenue 1997: 178,953;
Revenue 1998: 207,926;
Revenue 1999: 209,492;
Revenue 2000: 183,980;
Revenue 2001: 190,941.
Cooperating association: Bryce Canyon Natural History Association;
Revenue 1997: 1,028,129;
Revenue 1998: 1,058,597;
Revenue 1999: 974,541;
Revenue 2000: 956,093;
Revenue 2001: 870,065.
Cooperating association: Cabrillo National Monument Foundation;
Revenue 1997: 458,680;
Revenue 1998: 478,919;
Revenue 1999: 543,704;
Revenue 2000: 577,965;
Revenue 2001: 553,037.
Cooperating association: Canyonlands Natural History Association;
Revenue 1997: 1,187,237;
Revenue 1998: 1,282,924;
Revenue 1999: 1,438,862;
Revenue 2000: 1,362,918;
Revenue 2001: 1,464,718.
Cooperating association: Capitol Reef Natural History Association;
Revenue 1997: 493,540;
Revenue 1998: 496,634;
Revenue 1999: 493,450;
Revenue 2000: 482,707;
Revenue 2001: 463,650.
Cooperating association: Carlsbad Caverns--Guadalupe Mountains
Association;
Revenue 1997: 1,038,607;
Revenue 1998: 1,064,904;
Revenue 1999: 1,088,802;
Revenue 2000: 1,031,613;
Revenue 2001: 955,262.
Cooperating association: Colorado National Monument Association;
Revenue 1997: 199,260;
Revenue 1998: 184,241;
Revenue 1999: 201,025;
Revenue 2000: 188,068;
Revenue 2001: 191,836.
Cooperating association: Crater Lake Natural History Association;
Revenue 1997: 243,479;
Revenue 1998: 231,326;
Revenue 1999: 238,871;
Revenue 2000: 223,621;
Revenue 2001: 279,516.
Cooperating association: Craters of the Moon Natural History
Association;
Revenue 1997: 193,291;
Revenue 1998: 187,698;
Revenue 1999: 211,207;
Revenue 2000: 176,952;
Revenue 2001: 168,605.
Cooperating association: Death Valley Natural History Association;
Revenue 1997: 894,761;
Revenue 1998: 959,973;
Revenue 1999: 857,938;
Revenue 2000: 806,604;
Revenue 2001: 752,113.
Cooperating association: Devils Tower Natural History Association;
Revenue 1997: 112,546;
Revenue 1998: 265,514;
Revenue 1999: 267,030;
Revenue 2000: 283,139;
Revenue 2001: 265,254.
Cooperating association: Dinosaur Nature Association;
Revenue 1997: 578,558;
Revenue 1998: 564,192;
Revenue 1999: 573,521;
Revenue 2000: 66,438;
Revenue 2001: 550,750.
Cooperating association: Eastern National;
Revenue 1997: 18,247,596;
Revenue 1998: 19,825,301;
Revenue 1999: 21,864,468;
Revenue 2000: 22,028,685;
Revenue 2001: 23,438,700.
Cooperating association: Florida National Parks Association;
Revenue 1997: 736,840;
Revenue 1998: 778,587;
Revenue 1999: 833,865;
Revenue 2000: 867,842;
Revenue 2001: 960,632.
Cooperating association: Fort Clatsop Historical Association;
Revenue 1997: 168,354;
Revenue 1998: 244,112;
Revenue 1999: 268,225;
Revenue 2000: 284,018;
Revenue 2001: 311,768.
Cooperating association: Fort Frederica Association;
Revenue 1997: 104,002;
Revenue 1998: 107,028;
Revenue 1999: 72,886;
Revenue 2000: 60,665;
Revenue 2001: 59,059.
Cooperating association: Fort Laramie Historical Association;
Revenue 1997: 220,525;
Revenue 1998: 219,163;
Revenue 1999: 213,262;
Revenue 2000: 216,871;
Revenue 2001: 232,613.
Cooperating association: Fort Union Association;
Revenue 1997: 66,523;
Revenue 1998: 52,477;
Revenue 1999: 67,923;
Revenue 2000: 67,087;
Revenue 2001: 63,235.
Cooperating association: G. Washington Carver Birthplace District
Association;
Revenue 1997: 38,741;
Revenue 1998: 47,089;
Revenue 1999: 52,287;
Revenue 2000: 48,671;
Revenue 2001: 73,420.
Cooperating association: George Washington Birthplace NM Association;
Revenue 1997: 64,635;
Revenue 1998: 67,688;
Revenue 1999: 71,812;
Revenue 2000: 81,377;
Revenue 2001: 91,532.
Cooperating association: Glacier Natural History Association;
Revenue 1997: 929,607;
Revenue 1998: 926,579;
Revenue 1999: 1,049,464;
Revenue 2000: 1,025,750;
Revenue 2001: 1,066,902.
Cooperating association: Glen Canyon Natural History Association;
Revenue 1997: 387,781;
Revenue 1998: 424,675;
Revenue 1999: 424,524;
Revenue 2000: 452,037;
Revenue 2001: 339,562.
Cooperating association: Golden Gate National Parks Association;
Revenue 1997: 13,286,123;
Revenue 1998: 14,750,587;
Revenue 1999: 21,695,810;
Revenue 2000: 30,188,799;
Revenue 2001: 16,099,944.
Cooperating association: Grand Canyon Association;
Revenue 1997: 5,743,000;
Revenue 1998: 6,598,000;
Revenue 1999: 5,655,000;
Revenue 2000: 5,535,000;
Revenue 2001: 4,912,000.
Cooperating association: Grand Teton Natural History Association;
Revenue 1997: 1,381,821;
Revenue 1998: 1,384,336;
Revenue 1999: 1,325,820;
Revenue 2000: 1,355,075;
Revenue 2001: 1,272,971.
Cooperating association: Great Basin Natural History Association;
Revenue 1997: 93,123;
Revenue 1998: 93,207;
Revenue 1999: 92,664;
Revenue 2000: 87,500;
Revenue 2001: 83,146.
Cooperating association: Great Smoky Mountains Natural History
Association;
Revenue 1997: 3,682,513;
Revenue 1998: 3,971,125;
Revenue 1999: 4,363,811;
Revenue 2000: 4,857,324;
Revenue 2001: 4,431,113.
Cooperating association: Harpers Ferry Historical Association;
Revenue 1997: 412,530;
Revenue 1998: 565,428;
Revenue 1999: 478,202;
Revenue 2000: 513,823;
Revenue 2001: 514,990.
Cooperating association: Hawaii Natural History Association;
Revenue 1997: 2,060,169;
Revenue 1998: 2,116,614;
Revenue 1999: 2,188,811;
Revenue 2000: 2,187,261;
Revenue 2001: 2,030,498.
Cooperating association: Historic Hampton, Inc;
Revenue 1997: 191,215;
Revenue 1998: 848,385;
Revenue 1999: 376,021;
Revenue 2000: 209,291;
Revenue 2001: 420,240.
Cooperating association: Isle Royale Natural History Association;
Revenue 1997: 142,576;
Revenue 1998: 162,226;
Revenue 1999: 160,232;
Revenue 2000: 164,312;
Revenue 2001: 154,438.
Cooperating association: Jefferson National Parks Association;
Revenue 1997: 4,750,141;
Revenue 1998: 3,994,342;
Revenue 1999: 4,004,649;
Revenue 2000: 4,562,507;
Revenue 2001: 4,837,703.
Cooperating association: Joshua Tree National Park Association;
Revenue 1997: 379,862;
Revenue 1998: 466,665;
Revenue 1999: 437,107;
Revenue 2000: 458,831;
Revenue 2001: 540,371.
Cooperating association: Kennesaw Mountain Historical Association;
Revenue 1997: 174,276;
Revenue 1998: 182,653;
Revenue 1999: 217,804;
Revenue 2000: 236,324;
Revenue 2001: 224,679.
Cooperating association: Lake States Interpretive Association;
Revenue 1997: 70,839;
Revenue 1998: 76,570;
Revenue 1999: 92,913;
Revenue 2000: 82,394;
Revenue 2001: 73,236.
Cooperating association: Lassen Loomis Museum Association;
Revenue 1997: 74,563;
Revenue 1998: 73,800;
Revenue 1999: 83,290;
Revenue 2000: 112,754;
Revenue 2001: 109,075.
Cooperating association: Lava Beds Natural History Association;
Revenue 1997: 92,800;
Revenue 1998: 90,482;
Revenue 1999: 80,076;
Revenue 2000: 82,773;
Revenue 2001: 83,807.
Cooperating association: Mesa Verde Museum Association;
Revenue 1997: 974,063;
Revenue 1998: 1,106,710;
Revenue 1999: 949,795;
Revenue 2000: 812,220;
Revenue 2001: 972,272.
Cooperating association: Mount Rushmore History Association;
Revenue 1997: 335,139;
Revenue 1998: 470,715;
Revenue 1999: 599,974;
Revenue 2000: 623,448;
Revenue 2001: 585,604.
Cooperating association: Northwest Interpretive Association;
Revenue 1997: 1,104,248;
Revenue 1998: 1,191,663;
Revenue 1999: 1,194,081;
Revenue 2000: 1,318,844;
Revenue 2001: 1,182,421.
Cooperating association: Ocmulgee National Monument Association;
Revenue 1997: 65,382;
Revenue 1998: 50,451;
Revenue 1999: 77,155;
Revenue 2000: 70,297;
Revenue 2001: 64,741.
Cooperating association: Oregon Trail Museum Association;
Revenue 1997: 105,369;
Revenue 1998: 102,196;
Revenue 1999: 112,452;
Revenue 2000: 114,283;
Revenue 2001: 107,776.
Cooperating association: Parks and History Association;
Revenue 1997: 901,842;
Revenue 1998: 5,813,160;
Revenue 1999: 6,400,936;
Revenue 2000: 6,029,329;
Revenue 2001: 5,190,742.
Cooperating association: Petrified Forest Museum Association;
Revenue 1997: 502,978;
Revenue 1998: 480,723;
Revenue 1999: 479,290;
Revenue 2000: 515,451;
Revenue 2001: 547,577.
Cooperating association: Pipestone Indian Shrine Association;
Revenue 1997: 336,517;
Revenue 1998: 353,490;
Revenue 1999: 373,577;
Revenue 2000: 355,418;
Revenue 2001: 315,161.
Cooperating association: Point Reyes National Seashore Association;
Revenue 1997: 596,314;
Revenue 1998: 541,440;
Revenue 1999: 818,444;
Revenue 2000: 1,002,357;
Revenue 2001: 925,840.
Cooperating association: Redwood Natural History Association;
Revenue 1997: 233,164;
Revenue 1998: 277,590;
Revenue 1999: 437,060;
Revenue 2000: 346,016;
Revenue 2001: 347,488.
Cooperating association: Rocky Mountain Nature Association;
Revenue 1997: 1,239,099;
Revenue 1998: 1,297,746;
Revenue 1999: 1,394,231;
Revenue 2000: 1,434,519;
Revenue 2001: 1,321,566.
Cooperating association: Roosevelt-Vanderbilt Historical Association;
Revenue 1997: 533,652;
Revenue 1998: 290,839;
Revenue 1999: 278,440;
Revenue 2000: 278,214;
Revenue 2001: 282,558.
Cooperating association: San Francisco Maritime Park Association;
Revenue 1997: 0;
Revenue 1998: 0;
Revenue 1999: 0;
Revenue 2000: 355,958;
Revenue 2001: 338,421.
Cooperating association: Sequoia Natural History Association;
Revenue 1997: 851,538;
Revenue 1998: 841,227;
Revenue 1999: 989,603;
Revenue 2000: 1,107,155;
Revenue 2001: 1,263,304.
Cooperating association: Shenandoah National Park Association;
Revenue 1997: 604,659;
Revenue 1998: 557,200;
Revenue 1999: 596,205;
Revenue 2000: 624,237;
Revenue 2001: 625,832.
Cooperating association: Steamtown Museum Association, Inc;
Revenue 1997: 342,905;
Revenue 1998: 450,816;
Revenue 1999: 416,374;
Revenue 2000: 530,821;
Revenue 2001: 358,971.
Cooperating association: Theodore Roosevelt Nature Association;
Revenue 1997: 237,515;
Revenue 1998: 258,853;
Revenue 1999: 258,533;
Revenue 2000: 268,583;
Revenue 2001: 266,614.
Cooperating association: Valley Forge Park Interpretive Association;
Revenue 1997: 344,595;
Revenue 1998: 408,074;
Revenue 1999: 482,527;
Revenue 2000: 662,893;
Revenue 2001: 686,234.
Cooperating association: Weir Farm Heritage Trust;
Revenue 1997: 98,646;
Revenue 1998: 113,500;
Revenue 1999: 123,396;
Revenue 2000: 351,596;
Revenue 2001: 237,981.
Cooperating association: Western Maryland Interpretive Association;
Revenue 1997: 0;
Revenue 1998: 0;
Revenue 1999: 0;
Revenue 2000: 444,532;
Revenue 2001: 655,051.
Cooperating association: Western National Association;
Revenue 1997: 8,781,645;
Revenue 1998: 8,358,187;
Revenue 1999: 9,194,241;
Revenue 2000: 8,913,794;
Revenue 2001: 8,711,832.
Cooperating association: Yellowstone Association;
Revenue 1997: 2,346,813;
Revenue 1998: 2,518,248;
Revenue 1999: 2,841,343;
Revenue 2000: 2,727,027;
Revenue 2001: 3,169,563.
Cooperating association: Yosemite Natural History Association;
Revenue 1997: 2,188,303;
Revenue 1998: 2,208,260;
Revenue 1999: 2,150,884;
Revenue 2000: 2,324,083;
Revenue 2001: 2,494,346.
Cooperating association: Zion Natural History Association;
Revenue 1997: 1,576,119;
Revenue 1998: 1,541,639;
Revenue 1999: 1,619,067;
Revenue 2000: 1,690,705;
Revenue 2001: 1,607,507.
Total;
Revenue 1997: $89,357,339;
Revenue 1998: $99,457,439;
Revenue 1999: $110,433,205;
Revenue 2000: $121,172,479;
Revenue 2001: $108,782,129.
Source: National Park Service.
[End of table]
Cooperating association: Cooperating Association and Net Assets[A].
Cooperating association: Alaska Natural History Association;
Donations 1997: $163,702;
Donations 1998: $173,626;
Donations 1999: $161,261;
Donations 2000: $335,262;
Donations 2001: $397,028;
Net assets: $2,160,429.
Cooperating association: Arizona Memorial Museum Association;
Donations 1997: 378,855;
Donations 1998: 289,067;
Donations 1999: 461,537;
Donations 2000: 1,249,999;
Donations 2001: 877,403;
Net assets: 4,109,933.
Cooperating association: Badlands Natural History Association;
Donations 1997: 75,560;
Donations 1998: 73,574;
Donations 1999: 66,189;
Donations 2000: 62,192;
Donations 2001: 72,236;
Net assets: 600,544.
Cooperating association: Bent's Old Fort Historical Association;
Donations 1997: 11,918;
Donations 1998: 13,685;
Donations 1999: 9,526;
Donations 2000: 10,964;
Donations 2001: 14,064;
Net assets: 45,909.
Cooperating association: Big Bend Natural History Association;
Donations 1997: 75,223;
Donations 1998: 294,260;
Donations 1999: 67,730;
Donations 2000: 77,128;
Donations 2001: 88,756;
Net assets: 358,372.
Cooperating association: Black Hills Parks and Forests Association;
Donations 1997: 17,388;
Donations 1998: 15,998;
Donations 1999: 25,525;
Donations 2000: 14,150;
Donations 2001: 14,342;
Net assets: 152,027.
Cooperating association: Bryce Canyon Natural History Association;
Donations 1997: 139,711;
Donations 1998: 292,972;
Donations 1999: 346,017;
Donations 2000: 339,849;
Donations 2001: 501,896;
Net assets: 561,406.
Cooperating association: Cabrillo National Monument Foundation;
Donations 1997: 88,251;
Donations 1998: 69,355;
Donations 1999: 74,267;
Donations 2000: 129,293;
Donations 2001: 114,969;
Net assets: 450,009.
Cooperating association: Canyonlands Natural History Association;
Donations 1997: 140,962;
Donations 1998: 188,886;
Donations 1999: 232,709;
Donations 2000: 267,781;
Donations 2001: 302,420;
Net assets: 956,672.
Cooperating association: Capitol Reef Natural History Association;
Donations 1997: 74,961;
Donations 1998: 93,939;
Donations 1999: 88,842;
Donations 2000: 93,045;
Donations 2001: 87,511;
Net assets: 262,086.
Cooperating association: Carlsbad Caverns--Guadalupe Mountains
Association;
Donations 1997: 233,676;
Donations 1998: 192,387;
Donations 1999: 171,825;
Donations 2000: 187,487;
Donations 2001: 102,458;
Net assets: 945,092.
Cooperating association: Colorado National Monument Association;
Donations 1997: 25,542;
Donations 1998: 25,285;
Donations 1999: 26,148;
Donations 2000: 32,582;
Donations 2001: 23,628;
Net assets: 154,210.
Cooperating association: Crater Lake Natural History Association;
Donations 1997: 30,148;
Donations 1998: 24,725;
Donations 1999: 28,536;
Donations 2000: 28,879;
Donations 2001: 65,570;
Net assets: 301,316.
Cooperating association: Craters of the Moon Natural History
Association;
Donations 1997: 41,435;
Donations 1998: 52,385;
Donations 1999: 54,811;
Donations 2000: 48,700;
Donations 2001: 42,833;
Net assets: 161,568.
Cooperating association: Death Valley Natural History Association;
Donations 1997: 139,492;
Donations 1998: 168,897;
Donations 1999: 152,655;
Donations 2000: 158,296;
Donations 2001: 70,282;
Net assets: 786,974.
Cooperating association: Devils Tower Natural History Association;
Donations 1997: 51,279;
Donations 1998: 50,845;
Donations 1999: 59,939;
Donations 2000: 63,620;
Donations 2001: 57,510;
Net assets: 344,207.
Cooperating association: Dinosaur Nature Association;
Donations 1997: 92,239;
Donations 1998: 96,494;
Donations 1999: 101,440;
Donations 2000: 29,062;
Donations 2001: 96,169;
Net assets: 580,329.
Cooperating association: Eastern National;
Donations 1997: Cooperating Association 3,620,835;
Donations 1998: 3,904,053;
Donations 1999: 5,176,672;
Donations 2000: 4,669,363;
Donations 2001: 4,961,095;
Net assets: 7,715,736.
Cooperating association: Florida National Parks Association;
Donations 1997: 125,036;
Donations 1998: 163,203;
Donations 1999: 149,317;
Donations 2000: 92,031;
Donations 2001: 154,193;
Net assets: 539,941.
Cooperating association: Fort Clatsop Historical Association;
Donations 1997: 17,422;
Donations 1998: 17,700;
Donations 1999: 18,873;
Donations 2000: 16,758;
Donations 2001: 20,753;
Net assets: 225,056.
Cooperating association: Fort Frederica Association;
Donations 1997: 55,570;
Donations 1998: 29,008;
Donations 1999: 38,251;
Donations 2000: 43,056;
Donations 2001: 19,718;
Net assets: 137,779.
Cooperating association: Fort Laramie Historical Association;
Donations 1997: 28,530;
Donations 1998: 23,598;
Donations 1999: 51,091;
Donations 2000: 29,349;
Donations 2001: 42,393;
Net assets: 244,057.
Cooperating association: Fort Union Association;
Donations 1997: 8,893;
Donations 1998: 6,903;
Donations 1999: 6,713;
Donations 2000: 8,536;
Donations 2001: 14,783;
Net assets: 145,474.
Cooperating association: G. Washington Carver Birthplace District
Association;
Donations 1997: 6,187;
Donations 1998: 6,950;
Donations 1999: 11,015;
Donations 2000: 11,131;
Donations 2001: 8,339;
Net assets: 40,402.
Cooperating association: George Washington Birthplace NM Association;
Donations 1997: 12,980;
Donations 1998: 15,166;
Donations 1999: 13,980;
Donations 2000: 14,811;
Donations 2001: 13,974;
Net assets: 71,722.
Cooperating association: Glacier Natural History Association;
Donations 1997: 69,183;
Donations 1998: 125,919;
Donations 1999: 174,995;
Donations 2000: 149,604;
Donations 2001: 146,582;
Net assets: 958,479.
Cooperating association: Glen Canyon Natural History Association;
Donations 1997: 106,331;
Donations 1998: 87,905;
Donations 1999: 91,569;
Donations 2000: 87,321;
Donations 2001: 81,528;
Net assets: 182,116.
Cooperating association: Golden Gate National Parks Association;
Donations 1997: 3,392,340;
Donations 1998: 4,887,468;
Donations 1999: 11,227,534;
Donations 2000: 14,482,576;
Donations 2001: 10,233,779;
Net assets: 17,477,392.
Cooperating association: Grand Canyon Association;
Donations 1997: 1,584,000;
Donations 1998: 2,006,000;
Donations 1999: 1,765,000;
Donations 2000: 3,399,000;
Donations 2001: 1,417,000;
Net assets: 3,304,000.
Cooperating association: Grand Teton Natural History Association;
Donations 1997: 215,438;
Donations 1998: 414,971;
Donations 1999: 201,907;
Donations 2000: 312,812;
Donations 2001: 243,989;
Net assets: 1,807,870.
Cooperating association: Great Basin Natural History Association;
Donations 1997: 9,960;
Donations 1998: 14,938;
Donations 1999: 10,501;
Donations 2000: 11,106;
Donations 2001: 17,133;
Net assets: 83,785.
Cooperating association: Great Smoky Mountains Natural History
Association;
Donations 1997: 615,473;
Donations 1998: 766,919;
Donations 1999: 1,385,480;
Donations 2000: 661,598;
Donations 2001: 935,234;
Net assets: 1,450,212.
Cooperating association: Harpers Ferry Historical Association;
Donations 1997: 37,318;
Donations 1998: 69,896;
Donations 1999: 128,675;
Donations 2000: 112,716;
Donations 2001: 126,291;
Net assets: 330,363.
Cooperating association: Hawaii Natural History Association;
Donations 1997: 314,615;
Donations 1998: 351,958;
Donations 1999: 435,938;
Donations 2000: 485,982;
Donations 2001: 436,017;
Net assets: 1,404,580.
Cooperating association: Historic Hampton, Inc;
Donations 1997: 23,098;
Donations 1998: 738,003;
Donations 1999: 267,523;
Donations 2000: 132,366;
Donations 2001: 179,135;
Net assets: 523,109.
Cooperating association: Isle Royale Natural History Association;
Donations 1997: 15,677;
Donations 1998: 22,450;
Donations 1999: 21,302;
Donations 2000: 25,371;
Donations 2001: 24,691;
Net assets: 147,621.
Cooperating association: Jefferson National Parks Association;
Donations 1997: 1,870,371;
Donations 1998: 964,172;
Donations 1999: 736,200;
Donations 2000: 900,788;
Donations 2001: 1,073,501;
Net assets: 2,205,718.
Cooperating association: Joshua Tree National Park Association;
Donations 1997: 53,396;
Donations 1998: 98,935;
Donations 1999: 94,636;
Donations 2000: 84,628;
Donations 2001: 106,462;
Net assets: 187,905.
Cooperating association: Kennesaw Mountain Historical Association;
Donations 1997: 19,243;
Donations 1998: 31,458;
Donations 1999: 40,000;
Donations 2000: 37,329;
Donations 2001: 53,624;
Net assets: 63,218.
Cooperating association: Lake States Interpretive Association;
Donations 1997: 7,613;
Donations 1998: 14,474;
Donations 1999: 38,199;
Donations 2000: 9,752;
Donations 2001: 3,233;
Net assets: 100,252.
Cooperating association: Lassen Loomis Museum Association;
Donations 1997: 22,927;
Donations 1998: 14,812;
Donations 1999: 17,000;
Donations 2000: 17,000;
Donations 2001: 16,564;
Net assets: 102,571.
Cooperating association: Lava Beds Natural History Association;
Donations 1997: 11,115;
Donations 1998: 18,000;
Donations 1999: 20,986;
Donations 2000: 16,943;
Donations 2001: 18,700;
Net assets: 80,609.
Cooperating association: Mesa Verde Museum Association;
Donations 1997: 135,339;
Donations 1998: 156,807;
Donations 1999: 100,488;
Donations 2000: 99,398;
Donations 2001: 195,075;
Net assets: 557,475.
Cooperating association: Mount Rushmore History Association;
Donations 1997: 62,607;
Donations 1998: 26,753;
Donations 1999: 52,720;
Donations 2000: 74,497;
Donations 2001: 103,572;
Net assets: 3,085,548.
Cooperating association: Northwest Interpretive Association;
Donations 1997: 220,674;
Donations 1998: 230,334;
Donations 1999: 262,487;
Donations 2000: 184,979;
Donations 2001: 227,290;
Net assets: 1,892,814.
Cooperating association: Ocmulgee National Monument Association;
Donations 1997: 23,033;
Donations 1998: 18,993;
Donations 1999: 20,148;
Donations 2000: 29,630;
Donations 2001: 15,010;
Net assets: 41,353.
Cooperating association: Oregon Trail Museum Association;
Donations 1997: 13,300;
Donations 1998: 16,830;
Donations 1999: 17,454;
Donations 2000: 24,148;
Donations 2001: 8,864;
Net assets: 75,510.
Cooperating association: Parks and History Association;
Donations 1997: 96,195;
Donations 1998: 563,161;
Donations 1999: 919,941;
Donations 2000: 662,014;
Donations 2001: 579,345;
Net assets: (166,087).
Cooperating association: Petrified Forest Museum Association;
Donations 1997: 201,352;
Donations 1998: 170,276;
Donations 1999: 172,147;
Donations 2000: 170,262;
Donations 2001: 168,038;
Net assets: 298,848.
Cooperating association: Pipestone Indian Shrine Association;
Donations 1997: 7,366;
Donations 1998: 5,459;
Donations 1999: 4,648;
Donations 2000: 3,469;
Donations 2001: 23,976;
Net assets: 194,172.
Cooperating association: Point Reyes National Seashore Association;
Donations 1997: 186,781;
Donations 1998: 247,523;
Donations 1999: 451,113;
Donations 2000: 533,514;
Donations 2001: 678,872;
Net assets: 816,321.
Cooperating association: Redwood Natural History Association;
Donations 1997: 48,811;
Donations 1998: 90,796;
Donations 1999: 149,023;
Donations 2000: 59,889;
Donations 2001: 84,197;
Net assets: 325,969.
Cooperating association: Rocky Mountain Nature Association;
Donations 1997: 398,314;
Donations 1998: 415,918;
Donations 1999: 404,366;
Donations 2000: 407,754;
Donations 2001: 338,747;
Net assets: 821,454.
Cooperating association: Roosevelt-Vanderbilt Historical Association;
Donations 1997: 38,918;
Donations 1998: 42,227;
Donations 1999: 37,129;
Donations 2000: 37,880;
Donations 2001: 97,418;
Net assets: 238,187.
Cooperating association: San Francisco Maritime Park Association;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 21,854;
Donations 2001: 21,767;
Net assets: 1,022,136.
Cooperating association: Sequoia Natural History Association;
Donations 1997: 149,569;
Donations 1998: 177,262;
Donations 1999: 188,421;
Donations 2000: 251,370;
Donations 2001: 321,240;
Net assets: 872,512.
Cooperating association: Shenandoah National Park Association;
Donations 1997: 77,039;
Donations 1998: 73,198;
Donations 1999: 100,781;
Donations 2000: 93,325;
Donations 2001: 110,156;
Net assets: 544,919.
Cooperating association: Steamtown Museum Association, Inc;
Donations 1997: 43,147;
Donations 1998: 40,954;
Donations 1999: 46,545;
Donations 2000: 78,982;
Donations 2001: 67,435;
Net assets: 251,922.
Cooperating association: Theodore Roosevelt Nature Association;
Donations 1997: 38,624;
Donations 1998: 42,248;
Donations 1999: 36,141;
Donations 2000: 36,635;
Donations 2001: 35,781;
Net assets: 162,787.
Cooperating association: Valley Forge Park Interpretive Association;
Donations 1997: 50,436;
Donations 1998: 66,244;
Donations 1999: 83,739;
Donations 2000: 99,009;
Donations 2001: 54,224;
Net assets: 457,491.
Cooperating association: Weir Farm Heritage Trust;
Donations 1997: 192,332;
Donations 1998: 123,877;
Donations 1999: 159,188;
Donations 2000: 251,169;
Donations 2001: 236,151;
Net assets: 149,250.
Cooperating association: Western Maryland Interpretive Association;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 7,600;
Donations 2001: 15,162;
Net assets: 114,043.
Cooperating association: Western National Association;
Donations 1997: 1,799,325;
Donations 1998: 2,102,022;
Donations 1999: 2,186,619;
Donations 2000: 2,332,953;
Donations 2001: 2,273,226;
Net assets: 8,860,562.
Cooperating association: Yellowstone Association;
Donations 1997: 580,591;
Donations 1998: 412,584;
Donations 1999: 504,090;
Donations 2000: 686,897;
Donations 2001: 515,259;
Net assets: 3,000,151.
Cooperating association: Yosemite Natural History Association;
Donations 1997: 297,574;
Donations 1998: 369,612;
Donations 1999: 381,967;
Donations 2000: 460,094;
Donations 2001: 352,671;
Net assets: 1,181,546.
Cooperating association: Zion Natural History Association;
Donations 1997: 318,035;
Donations 1998: 257,545;
Donations 1999: 258,368;
Donations 2000: 282,484;
Donations 2001: 281,696;
Net assets: 1,050,117.
Cooperating association: Total;
Donations 1997: $19,003,255;
Donations 1998: $22,561,862;
Donations 1999: $30,789,837;
Donations 2000: $35,830,022;
Donations 2001: $30,082,958;
Net assets: $78,310,050.
Source: National Park Service and tax data.
[A] Net asset information is for the latest year available (2001).
[End of table]
[End of section]
Appendix V: Friends Group Revenue, Donations, and Net Assets
(1997-2001):
Friends group: Friends Group Revenue (1997-2001):
Friends group: Accokeek Foundation;
Revenue 1997: $1,047,413;
Revenue 1998: $1,025,997;
Revenue 1999: $894,861;
Revenue 2000: $2,282,104;
Revenue 2001: $1,325,704.
Friends group: Appalachian Trail Conference;
Revenue 1997: N/A;
Revenue 1998: 3,309,149;
Revenue 1999: 3,919,121;
Revenue 2000: 4,534,507;
Revenue 2001: N/A.
Friends group: Assateague Coastal Trust;
Revenue 1997: 57,903;
Revenue 1998: 63,846;
Revenue 1999: 88,411;
Revenue 2000: 82,381;
Revenue 2001: 148,564.
Friends group: Big Thicket Association;
Revenue 1997: 11,240;
Revenue 1998: 6,904;
Revenue 1999: 102,157;
Revenue 2000: 175,200;
Revenue 2001: 64,130.
Friends group: Blue Ridge Parkway Foundation;
Revenue 1997: 22,636;
Revenue 1998: 115,639;
Revenue 1999: 136,855;
Revenue 2000: 216,096;
Revenue 2001: 250,207.
Friends group: Chesapeake and Ohio Canal Association, Inc;
Revenue 1997: 48,386;
Revenue 1998: 43,775;
Revenue 1999: 47,419;
Revenue 2000: 51,516;
Revenue 2001: 44,271.
Friends group: City of Rocks Historical Association;
Revenue 1997: 0;
Revenue 1998: 10,761;
Revenue 1999: 8,843;
Revenue 2000: 13,200;
Revenue 2001: 1,782.
Friends group: Custer Battlefield Historical and Museum Association;
Revenue 1997: N/A;
Revenue 1998: 84,997;
Revenue 1999: 28,612;
Revenue 2000: 84,306;
Revenue 2001: 93,344.
Friends group: Cuyahoga Valley Association;
Revenue 1997: 1,544,203;
Revenue 1998: 1,494,256;
Revenue 1999: 1,468,358;
Revenue 2000: 210,863;
Revenue 2001: 136,780.
Friends group: Death Valley 49ers;
Revenue 1997: 84,258;
Revenue 1998: 84,875;
Revenue 1999: 116,704;
Revenue 2000: 87,808;
Revenue 2001: 0.
Friends group: Denali Foundation;
Revenue 1997: N/A;
Revenue 1998: 662,676;
Revenue 1999: 533,602;
Revenue 2000: 1,216,985;
Revenue 2001: N/A.
Friends group: Eastern Kenai Peninsula Environmental Action
Association;
Revenue 1997: N/A;
Revenue 1998: 0;
Revenue 1999: 0;
Revenue 2000: 0;
Revenue 2001: 0.
Friends group: Eleanor Roosevelt Center at Val-kill;
Revenue 1997: 210,044;
Revenue 1998: 386,307;
Revenue 1999: 329,359;
Revenue 2000: 652,744;
Revenue 2001: 0.
Friends group: Eugene O'Neill Foundation, Tao House;
Revenue 1997: 32,938;
Revenue 1998: 19,200;
Revenue 1999: 23,822;
Revenue 2000: 55,368;
Revenue 2001: 94,153.
Friends group: Fire Island Lighthouse Preservation Society, Inc;
Revenue 1997: N/A;
Revenue 1998: 153,604;
Revenue 1999: 214,102;
Revenue 2000: 158,936;
Revenue 2001: 152,727.
Friends group: First Flight Centennial Foundation;
Revenue 1997: N/A;
Revenue 1998: 356,494;
Revenue 1999: 444,519;
Revenue 2000: 440,801;
Revenue 2001: N/A.
Friends group: Flagstaff National Monuments Foundation;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: 2,495.
Friends group: Fredrick W. Vanderbilt Garden Association;
Revenue 1997: N/A;
Revenue 1998: 35,790;
Revenue 1999: N/A;
Revenue 2000: 37,245;
Revenue 2001: N/A.
Friends group: Freedom Trail Foundation;
Revenue 1997: N/A;
Revenue 1998: 253,897;
Revenue 1999: 469,079;
Revenue 2000: N/A;
Revenue 2001: N/A.
Friends group: Friends of Acadia;
Revenue 1997: 1,187,673;
Revenue 1998: 1,051,077;
Revenue 1999: 9,089,511;
Revenue 2000: 2,585,303;
Revenue 2001: 157,650.
Friends group: Friends of Andersonville;
Revenue 1997: N/A;
Revenue 1998: 167,567;
Revenue 1999: 50,963;
Revenue 2000: 70,610;
Revenue 2001: N/A.
Friends group: Friends of Bandelier;
Revenue 1997: 16,646;
Revenue 1998: 13,192;
Revenue 1999: 15,779;
Revenue 2000: 14,420;
Revenue 2001: 13,326.
Friends group: Friends of Big Bend National Park;
Revenue 1997: 23,578;
Revenue 1998: 32,839;
Revenue 1999: 45,594;
Revenue 2000: 81,723;
Revenue 2001: 10,200.
Friends group: Friends of Big Hunting Creek;
Revenue 1997: 0;
Revenue 1998: 0;
Revenue 1999: 0;
Revenue 2000: 0;
Revenue 2001: 0.
Friends group: Friends of Carl Sandburg at Connemara;
Revenue 1997: 8,861;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: 9,703;
Revenue 2001: 5,141.
Friends group: Friends of Canaveral;
Revenue 1997: 6,040;
Revenue 1998: 365;
Revenue 1999: 1,450;
Revenue 2000: 7,441;
Revenue 2001: 625.
Friends group: Friends of the Chickamauga & Chattanooga NMP;
Revenue 1997: N/A;
Revenue 1998: 117,031;
Revenue 1999: 36,831;
Revenue 2000: N/A;
Revenue 2001: N/A.
Friends group: Friends of Congaree Swamp;
Revenue 1997: N/A;
Revenue 1998: 8,798;
Revenue 1999: 18,278;
Revenue 2000: 216,263;
Revenue 2001: 20,600.
Friends group: Friends of Edison National Historic Site;
Revenue 1997: N/A;
Revenue 1998: 116,740;
Revenue 1999: 86,841;
Revenue 2000: 90,791;
Revenue 2001: N/A.
Friends group: Friends of Fire Island National Seashore;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: 1,164.
Friends group: Friends of Fort Union Trading Post;
Revenue 1997: 27,818;
Revenue 1998: 45,254;
Revenue 1999: (14,511);
Revenue 2000: 192,262;
Revenue 2001: 171,188.
Friends group: Friends of Fort Vancouver National Historic Site;
Revenue 1997: 36,376;
Revenue 1998: 4,470;
Revenue 1999: 3,250;
Revenue 2000: 10,478;
Revenue 2001: 19,666.
Friends group: Friends of Gateway, Inc;
Revenue 1997: 114,005;
Revenue 1998: 116,243;
Revenue 1999: 50,485;
Revenue 2000: 126,598;
Revenue 2001: N/A.
Friends group: Friends of Glacier Bay;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: 2,639.
Friends group: Friends of Grand Portage;
Revenue 1997: 7,608;
Revenue 1998: 5,880;
Revenue 1999: 6,075;
Revenue 2000: 6,970;
Revenue 2001: 6,710.
Friends group: Friends of Great Smokey Mountains National Park;
Revenue 1997: 506,173;
Revenue 1998: 896,385;
Revenue 1999: 1,044,606;
Revenue 2000: 1,577,048;
Revenue 2001: 1,704,130.
Friends group: Friends of Haleakala National Park, Inc;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: N/A.
Friends group: Friends of Harpers Ferry National Historical Park;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: Yes.
Friends group: Friends of Homestead;
Revenue 1997: N/A;
Revenue 1998: 400;
Revenue 1999: 769;
Revenue 2000: 2,214;
Revenue 2001: 15,537.
Friends group: Friends of Hopewell Furnace National Historical Site;
Revenue 1997: 3,568;
Revenue 1998: 3,641;
Revenue 1999: 0;
Revenue 2000: 1,247;
Revenue 2001: 1,197.
Friends group: Friends of Hubbell Trading Post NHS;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: 8,447.
Friends group: Friends of Independence National Historical Park;
Revenue 1997: 458,265;
Revenue 1998: 304,472;
Revenue 1999: 228,881;
Revenue 2000: 313,187;
Revenue 2001: Yes.
Friends group: Friends of Indiana Dunes, Inc;
Revenue 1997: N/A;
Revenue 1998: 53,353;
Revenue 1999: 61,130;
Revenue 2000: 57,521;
Revenue 2001: N/A.
Friends group: Friends of Kennesaw Mountain National Battlefield Park;
Revenue 1997: 13,103;
Revenue 1998: N/A;
Revenue 1999: 48,977;
Revenue 2000: 0;
Revenue 2001: Yes.
Friends group: Friends of Meridian Hill;
Revenue 1997: N/A;
Revenue 1998: 222,148;
Revenue 1999: 747,620;
Revenue 2000: N/A;
Revenue 2001: N/A.
Friends group: Friends of Peirce Mill;
Revenue 1997: 7,125;
Revenue 1998: 59,329;
Revenue 1999: 76,472;
Revenue 2000: 105,328;
Revenue 2001: 50,490.
Friends group: Friends of Perry's Victory and International Peace
Memorial, Inc;
Revenue 1997: 69,440;
Revenue 1998: 66,946;
Revenue 1999: 61,707;
Revenue 2000: 36,093;
Revenue 2001: 20,555.
Friends group: Friends of Pinnacles;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: N/A.
Friends group: Friends of Saguaro National Park;
Revenue 1997: N/A;
Revenue 1998: 43,852;
Revenue 1999: 55,752;
Revenue 2000: 112,091;
Revenue 2001: 57,886.
Friends group: Friends of Stones River National Battlefield;
Revenue 1997: 1,541;
Revenue 1998: 430;
Revenue 1999: 1,074;
Revenue 2000: 1,985;
Revenue 2001: 955.
Friends group: Friends of the Claude Moore Colonial Farm at Turkey
Run, Inc;
Revenue 1997: N/A;
Revenue 1998: 638,059;
Revenue 1999: 434,227;
Revenue 2000: N/A;
Revenue 2001: Yes.
Friends group: Friends of the Cape Cod National Seashore, Inc;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: 27,999.
Friends group: Friends of the Dunes, Inc;
Revenue 1997: 17,595;
Revenue 1998: 17,293;
Revenue 1999: 14,556;
Revenue 2000: 65,139;
Revenue 2001: 80,289.
Friends group: Friends of the Florissant Fossil Beds, Inc;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: N/A.
Friends group: Friends of the Gateway Parks Foundation, Inc;
Revenue 1997: 33,164;
Revenue 1998: 32,190;
Revenue 1999: 504;
Revenue 2000: 199,830;
Revenue 2001: N/A.
Friends group: Friends of the Longfellow House;
Revenue 1997: 28,800;
Revenue 1998: 28,200;
Revenue 1999: 125,800;
Revenue 2000: 96,170;
Revenue 2001: 169,000.
Friends group: Friends of the National Parks at Gettysburg;
Revenue 1997: N/A;
Revenue 1998: 1,220,128;
Revenue 1999: 1,261,871;
Revenue 2000: 1,455,471;
Revenue 2001: 2,256,694.
Friends group: Friends of the Sleeping Bear Dunes;
Revenue 1997: 52,875;
Revenue 1998: 31,608;
Revenue 1999: 15,932;
Revenue 2000: 20,463;
Revenue 2001: 15,269.
Friends group: Friends of the Virgin Islands National Park;
Revenue 1997: 112,889;
Revenue 1998: 2,352,971;
Revenue 1999: 167,028;
Revenue 2000: 454,717;
Revenue 2001: 560,671.
Friends group: Friends of the William Howard Taft Birthplace;
Revenue 1997: 16,664;
Revenue 1998: 214,710;
Revenue 1999: 26,473;
Revenue 2000: 19,120;
Revenue 2001: 12,989.
Friends group: Friends of Valley Forge;
Revenue 1997: 8,484;
Revenue 1998: 5,438;
Revenue 1999: 7,559;
Revenue 2000: 15,937;
Revenue 2001: 7,901.
Friends group: Friends of Voyageurs National Park;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: 5,000;
Revenue 2000: 5,600;
Revenue 2001: 3,500.
Friends group: Friends of Wilderness Battlefield;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: 7,135;
Revenue 2000: 8,850;
Revenue 2001: 14,751.
Friends group: Gettysburg National Battlefield Museum Foundation;
Revenue 1997: 0;
Revenue 1998: 2,002,000;
Revenue 1999: 1,514,177;
Revenue 2000: 404,971;
Revenue 2001: 1,985,549.
Friends group: Glen Echo Park Foundation;
Revenue 1997: 51,685;
Revenue 1998: 129,717;
Revenue 1999: 170,528;
Revenue 2000: 188,738;
Revenue 2001: N/A.
Friends group: Grand Canyon National Park Foundation;
Revenue 1997: N/A;
Revenue 1998: 2,931,536;
Revenue 1999: 2,264,957;
Revenue 2000: 681,825;
Revenue 2001: 1,551,725.
Friends group: Historic Hampton, Inc;
Revenue 1997: 185,202;
Revenue 1998: 827,943;
Revenue 1999: 360,821;
Revenue 2000: 195,172;
Revenue 2001: 410,972.
Friends group: Indiana Dunes Environmental Educational Consortium;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: 587,619.
Friends group: Island Alliance;
Revenue 1997: 154,695;
Revenue 1998: 547,189;
Revenue 1999: 832,838;
Revenue 2000: 947,821;
Revenue 2001: 933,232.
Friends group: John Muir Memorial Association;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: 110,319;
Revenue 2000: 98,513;
Revenue 2001: 0.
Friends group: Lassen Volcanic Park Foundation;
Revenue 1997: N/A;
Revenue 1998: 128,688;
Revenue 1999: 277,615;
Revenue 2000: 41,055;
Revenue 2001: 129,867.
Friends group: Lowell Regatta Festival Charitable Foundation;
Revenue 1997: 439,766;
Revenue 1998: 461,479;
Revenue 1999: 452,316;
Revenue 2000: 693,601;
Revenue 2001: N/A.
Friends group: Los Compadres de San Antonio Missions National
Historical Park;
Revenue 1997: 332,149;
Revenue 1998: 246,817;
Revenue 1999: 605,425;
Revenue 2000: 462,287;
Revenue 2001: 376,676.
Friends group: Mesa Verde Foundation;
Revenue 1997: N/A;
Revenue 1998: 11,647;
Revenue 1999: 198,818;
Revenue 2000: 53,319;
Revenue 2001: 153,074.
Friends group: Minute Man National Park Association;
Revenue 1997: 70;
Revenue 1998: 2,691;
Revenue 1999: 10,278;
Revenue 2000: 63,245;
Revenue 2001: 14,544.
Friends group: Natchez Trace Parkway Association;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: N/A.
Friends group: New Jersey Historical Garden Foundation;
Revenue 1997: 15,767;
Revenue 1998: 6,880;
Revenue 1999: 9,192;
Revenue 2000: 9,681;
Revenue 2001: 8,871.
Friends group: Old Fort Militia;
Revenue 1997: 30;
Revenue 1998: Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: 11,250.
Friends group: Rocky Mountain National Park Association;
Revenue 1997: 528,795;
Revenue 1998: 979,771;
Revenue 1999: 1,110,533;
Revenue 2000: 1,118,387;
Revenue 2001: 852,375.
Friends group: Saint-Gaudens Memorial;
Revenue 1997: 164,745;
Revenue 1998: 951,257;
Revenue 1999: 303,957;
Revenue 2000: 267,440;
Revenue 2001: 60,962.
Friends group: Salem Partnership;
Revenue 1997: N/A;
Revenue 1998: 261,420;
Revenue 1999: 129,802;
Revenue 2000: 227,060;
Revenue 2001: 247,287.
Friends group: Sandy Hook Foundation, Inc;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: 202,452.
Friends group: Santa Monica Mountains and Seashore Foundation;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: 237,588;
Revenue 2000: 0;
Revenue 2001: N/A.
Friends group: Save Historic Antietam Foundation;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: 27,585;
Revenue 2000: 37,142;
Revenue 2001: N/A.
Friends group: Saves the Dunes Conservation Fund;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: 111,392.
Friends group: Sequoia & Kings Canyon National Park Foundation;
Revenue 1997: 89,298;
Revenue 1998: 90,674;
Revenue 1999: 95,217;
Revenue 2000: 380,106;
Revenue 2001: 162,433.
Friends group: Statue of Liberty--Ellis Island Foundation, Inc;
Revenue 1997: 7,062,698;
Revenue 1998: 9,916,221;
Revenue 1999: 14,615,664;
Revenue 2000: 12,544,590;
Revenue 2001: 6,946,356.
Friends group: Great Basin National Park Foundation;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: 36,949;
Revenue 2000: 47,166;
Revenue 2001: N/A.
Friends group: The Glacier Institute;
Revenue 1997: 146,828;
Revenue 1998: 168,968;
Revenue 1999: 228,694;
Revenue 2000: 255,999;
Revenue 2001: 289,746.
Friends group: Theodore Roosevelt Association;
Revenue 1997: 423,531;
Revenue 1998: 892,768;
Revenue 1999: 445,642;
Revenue 2000: 597,091;
Revenue 2001: 445,975.
Friends group: Theodore Roosevelt Inaugural Site Foundation;
Revenue 1997: 279,672;
Revenue 1998: 304,013;
Revenue 1999: 358,711;
Revenue 2000: 424,448;
Revenue 2001: 413,416.
Friends group: Thomas Alva Edison Preservation Foundation;
Revenue 1997: N/A;
Revenue 1998: 1,259,265;
Revenue 1999: 367,135;
Revenue 2000: 9,344,177;
Revenue 2001: N/A.
Friends group: Voyageurs Region National Park Association;
Revenue 1997: 94,207;
Revenue 1998: 122,657;
Revenue 1999: 110,585;
Revenue 2000: 121,691;
Revenue 2001: 117,068.
Friends group: Wilson's Creek National Battlefield Foundation;
Revenue 1997: 17,940;
Revenue 1998: 122,456;
Revenue 1999: 70,388;
Revenue 2000: 96,251;
Revenue 2001: 290,205.
Friends group: Yellowstone Park Foundation;
Revenue 1997: 481,028;
Revenue 1998: 1,002,614;
Revenue 1999: 1,079,286;
Revenue 2000: 2,478,951;
Revenue 2001: 4,417,258.
Friends group: Yosemite Foundation;
Revenue 1997: 4,051,309;
Revenue 1998: 3,655,130;
Revenue 1999: 7,040,784;
Revenue 2000: 5,597,487;
Revenue 2001: 7,976,218.
Friends group: National Park Foundation:;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: N/A.
Friends group: South Florida National Parks Trust;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: N/A;
Revenue 2001: 1,616,346.
Friends group: The Glacier Fund;
Revenue 1997: N/A;
Revenue 1998: Revenue 1999: N/A;
Revenue 2000: 118,840;
Revenue 2001: 217,590.
Friends group: African American Experience Fund;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: 155,024;
Revenue 2000: 168,606;
Revenue 2001: 555,022.
Friends group: Outside Las Vegas Fund;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: 174,308;
Revenue 2001: 85,744.
Friends group: USS Arizona Memorial Fund;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: 241,977;
Revenue 2001: 213,491.
Friends group: Greater Washington National Parks Fund;
Revenue 1997: N/A;
Revenue 1998: N/A;
Revenue 1999: N/A;
Revenue 2000: 73,638;
Revenue 2001: 57,700.
Friends group: Total;
Revenue 1997: $20,336,727;
Revenue 1998: $43,002,977;
Revenue 1999: $55,830,271;
Revenue 2000: $56,416,216;
Revenue 2001: $39,173,741.
Source: GAO survey and tax data.
[End of table]
Friends group: Friends Group Donations (1997-2001) and Net Assets[A]:
Friends group: Accokeek Foundation;
Donations 1997: $0;
Donations 1998: $0;
Donations 1999: $0;
Donations 2000: $0;
Donations 2001: $0;
Net assets MRFY: $2,965,658.
Friends group: Appalachian Trail Conference;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 4,500;
Net assets MRFY: [Empty].
Friends group: Assateague Coastal Trust;
Donations 1997: 100;
Donations 1998: 750;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 72,838.
Friends group: Big Thicket Association;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 160,132;
Donations 2001: 98,522;
Net assets MRFY: 124,977.
Friends group: Blue Ridge Parkway Foundation;
Donations 1997: 88,593;
Donations 1998: 71,631;
Donations 1999: 47,065;
Donations 2000: 3,000;
Donations 2001: 3,500;
Net assets MRFY: 178,157.
Friends group: Chesapeake and Ohio Canal Association, Inc.;
Donations 1997: 28,779;
Donations 1998: 26,625;
Donations 1999: 11,589;
Donations 2000: 11,707;
Donations 2001: 25,599;
Net assets MRFY: 72,517.
Friends group: City of Rocks Historical Association;
Donations 1997: 0;
Donations 1998: 1,026;
Donations 1999: 800;
Donations 2000: 135;
Donations 2001: 7,200;
Net assets MRFY: 11,226.
Friends group: Custer Battlefield Historical and Museum Association;
Donations 1997: [Empty];
Donations 1998: 89,164;
Donations 1999: 15,158;
Donations 2000: 76,116;
Donations 2001: 88,136;
Net assets MRFY: 275,938.
Friends group: Cuyahoga Valley Association;
Donations 1997: 0;
Donations 1998: 1,025,560;
Donations 1999: 1,200;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 161,375.
Friends group: Death Valley 49ers;
Donations 1997: 8,200;
Donations 1998: 17,600;
Donations 1999: 33,223;
Donations 2000: 7,809;
Donations 2001: 12,151;
Net assets MRFY: 174,276.
Friends group: Denali Foundation;
Donations 1997: [Empty];
Donations 1998: 533,473;
Donations 1999: 410,843;
Donations 2000: 1,002,706;
Donations 2001: [Empty];
Net assets MRFY: 408,436.
Friends group: Eastern Kenai Peninsula Environmental Action
Association;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 0.
Friends group: Eleanor Roosevelt Center at Val-kill;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 332,837.
Friends group: Eugene O'Neill Foundation, Tao House;
Donations 1997: 250;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 76,509.
Friends group: Fire Island Lighthouse Preservation Society, Inc.;
Donations 1997: [Empty];
Donations 1998: 151,572;
Donations 1999: 118,406;
Donations 2000: 148,317;
Donations 2001: 154,411;
Net assets MRFY: 372,072.
Friends group: First Flight Centennial Foundation;
Donations 1997: [Empty];
Donations 1998: 330,186;
Donations 1999: 87,126;
Donations 2000: 76,632;
Donations 2001: [Empty];
Net assets MRFY: [Empty].
Friends group: Flagstaff National Monuments Foundation;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 602.
Friends group: Fredrick W. Vanderbilt Garden Association;
Donations 1997: [Empty];
Donations 1998: [Empty];
Donations 1999: [Empty];
Donations 2000: [Empty];
Donations 2001: [Empty];
Net assets MRFY: 56,634.
Friends group: Freedom Trail Foundation;
Donations 1997: [Empty];
Donations 1998: 124,392;
Donations 1999: 245,148;
Donations 2000: [Empty];
Donations 2001: [Empty];
Net assets MRFY: (32,935).
Friends group: Friends of Acadia;
Donations 1997: 399,838;
Donations 1998: 392,981;
Donations 1999: 350,188;
Donations 2000: 485,887;
Donations 2001: 630,901;
Net assets MRFY: 13,745,972.
Friends group: Friends of Andersonville;
Donations 1997: [Empty];
Donations 1998: 17,708;
Donations 1999: 13,503;
Donations 2000: 38,907;
Donations 2001: [Empty];
Net assets MRFY: 543,500.
Friends group: Friends of Bandelier;
Donations 1997: 12,803;
Donations 1998: 11,442;
Donations 1999: 3,477;
Donations 2000: 19,397;
Donations 2001: 0;
Net assets MRFY: 26,369.
Friends group: Friends of Big Bend National Park;
Donations 1997: 11,595;
Donations 1998: 48,835;
Donations 1999: 61,300;
Donations 2000: 1,250;
Donations 2001: 1,650;
Net assets MRFY: 17,435.
Friends group: Friends of Big Hunting Creek;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 0.
Friends group: Friends of Carl Sandburg at Connemara;
Donations 1997: 5,864;
Donations 1998: [Empty];
Donations 1999: [Empty];
Donations 2000: 3,704;
Donations 2001: 2,400;
Net assets MRFY: 4,346.
Friends group: Friends of Canaveral;
Donations 1997: 205;
Donations 1998: 212;
Donations 1999: 3,464;
Donations 2000: 5,769;
Donations 2001: 527;
Net assets MRFY: 3,510.
Friends group: Friends of the Chickamauga & Chattanooga NMP;
Donations 1997: [Empty];
Donations 1998: 194,811;
Donations 1999: 20,395;
Donations 2000: [Empty];
Donations 2001: [Empty];
Net assets MRFY: 166,726.
Friends group: Friends of Congaree Swamp;
Donations 1997: 50;
Donations 1998: 363;
Donations 1999: 50;
Donations 2000: 350;
Donations 2001: 0;
Net assets MRFY: 255,761.
Friends group: Friends of Edison National Historic Site;
Donations 1997: [Empty];
Donations 1998: 19,780;
Donations 1999: 45,068;
Donations 2000: 16,213;
Donations 2001: [Empty];
Net assets MRFY: 28,023.
Friends group: Friends of Fire Island National Seashore;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: [Empty].
Friends group: Friends of Fort Union Trading Post;
Donations 1997: 8,893;
Donations 1998: 11,404;
Donations 1999: 7,790;
Donations 2000: 35,023;
Donations 2001: 642;
Net assets MRFY: 505,214.
Friends group: Friends of Fort Vancouver National Historic Site;
Donations 1997: 500;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 16,230.
Friends group: Friends of Gateway, Inc.;
Donations 1997: 100,512;
Donations 1998: 61,822;
Donations 1999: 60,991;
Donations 2000: 140,928;
Donations 2001: [Empty];
Net assets MRFY: 25,366.
Friends group: Friends of Glacier Bay;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 1,800;
Net assets MRFY: 27,379.
Friends group: Friends of Grand Portage;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 292;
Donations 2001: 0;
Net assets MRFY: 5,528.
Friends group: Friends of Great Smokey Mountains National Park;
Donations 1997: 304,704;
Donations 1998: 298,277;
Donations 1999: 745,221;
Donations 2000: 972,213;
Donations 2001: 788,005;
Net assets MRFY: 801,020.
Friends group: Friends of Haleakala National Park, Inc.;
Donations 1997: 0;
Donations 1998: 5,851;
Donations 1999: 8,525;
Donations 2000: 25,312;
Donations 2001: 12,945;
Net assets MRFY: [Empty].
Friends group: Friends of Harpers Ferry National Historical Park;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 0.
Friends group: Friends of Homestead;
Donations 1997: 150;
Donations 1998: 475;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 30;
Net assets MRFY: 14,396.
Friends group: Friends of Hopewell Furnace National Historical Site;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 40;
Donations 2001: 0;
Net assets MRFY: 3,744.
Friends group: Friends of Hubbell Trading Post NHS;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 566;
Net assets MRFY: 9,486.
Friends group: Friends of Independence National Historical Park;
Donations 1997: 317,356;
Donations 1998: 285,385;
Donations 1999: 199,750;
Donations 2000: 199,750;
Donations 2001: [Empty];
Net assets MRFY: 389,348.
Friends group: Friends of Indiana Dunes, Inc.;
Donations 1997: [Empty];
Donations 1998: 12,517;
Donations 1999: 24,938;
Donations 2000: 32,828;
Donations 2001: [Empty];
Net assets MRFY: 218,314.
Friends group: Friends of Kennesaw Mountain National Battlefield Park;
Donations 1997: 98,640;
Donations 1998: [Empty];
Donations 1999: 80,339;
Donations 2000: 0;
Donations 2001: [Empty];
Net assets MRFY: 0.
Friends group: Friends of Meridian Hill;
Donations 1997: [Empty];
Donations 1998: 67,128;
Donations 1999: 124,997;
Donations 2000: [Empty];
Donations 2001: [Empty];
Net assets MRFY: [Empty].
Friends group: Friends of Peirce Mill;
Donations 1997: 4,437;
Donations 1998: 51,401;
Donations 1999: 39,757;
Donations 2000: 42,079;
Donations 2001: 0;
Net assets MRFY: 193,081.
Friends group: Friends of Perry's Victory and International Peace
Memorial, Inc.;
Donations 1997: 13,449;
Donations 1998: 11,796;
Donations 1999: 11,600;
Donations 2000: 100,110;
Donations 2001: 26,801;
Net assets MRFY: 85,907.
Friends group: Friends of Pinnacles;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 0.
Friends group: Friends of Saguaro National Park;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 21,392;
Donations 2000: 45,615;
Donations 2001: 45,018;
Net assets MRFY: 88,859.
Friends group: Friends of Stones River National Battlefield;
Donations 1997: 305;
Donations 1998: 200;
Donations 1999: 1,482;
Donations 2000: 75;
Donations 2001: 1,488;
Net assets MRFY: 1,395.
Friends group: Friends of the Claude Moore Colonial Farm at Turkey
Run, Inc.;
Donations 1997: [Empty];
Donations 1998: 236,641;
Donations 1999: 267,447;
Donations 2000: [Empty];
Donations 2001: [Empty];
Net assets MRFY: [Empty].
Friends group: Friends of the Cape Cod National Seashore, Inc.;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 6,955;
Net assets MRFY: 113,023.
Friends group: Friends of the Dunes, Inc.;
Donations 1997: 11,783;
Donations 1998: 2,666;
Donations 1999: 2,944;
Donations 2000: 54,370;
Donations 2001: 2,325;
Net assets MRFY: 151,198.
Friends group: Friends of the Florissant Fossil Beds, Inc.;
Donations 1997: [Empty];
Donations 1998: 3,745;
Donations 1999: 845;
Donations 2000: 2,000;
Donations 2001: 2,000;
Net assets MRFY: 6,629.
Friends group: Friends of the Gateway Parks Foundation, Inc.;
Donations 1997: [Empty];
Donations 1998: 44,052;
Donations 1999: 19,259;
Donations 2000: 202,120;
Donations 2001: [Empty];
Net assets MRFY: 3,963.
Friends group: Friends of the Longfellow House;
Donations 1997: 31,800;
Donations 1998: 29,800;
Donations 1999: 19,600;
Donations 2000: 154,240;
Donations 2001: 19,800;
Net assets MRFY: 193,368.
Friends group: Friends of the National Parks at Gettysburg;
Donations 1997: 84,137;
Donations 1998: 295,730;
Donations 1999: 272,088;
Donations 2000: 921,263;
Donations 2001: 646,152;
Net assets MRFY: 1,667,178.
Friends group: Friends of the Sleeping Bear Dunes;
Donations 1997: 30,627;
Donations 1998: 13,815;
Donations 1999: 20,305;
Donations 2000: 12,847;
Donations 2001: 0;
Net assets MRFY: 23,889.
Friends group: Friends of the Virgin Islands National Park;
Donations 1997: 71,098;
Donations 1998: 150,185;
Donations 1999: 246,022;
Donations 2000: 247,777;
Donations 2001: 246,266;
Net assets MRFY: 1,783,796.
Friends group: Friends of the William Howard Taft Birthplace;
Donations 1997: 0;
Donations 1998: 50,937;
Donations 1999: 186,934;
Donations 2000: 120,400;
Donations 2001: 12,134;
Net assets MRFY: 22,108.
Friends group: Friends of Valley Forge;
Donations 1997: 2,552;
Donations 1998: 4,013;
Donations 1999: 6,297;
Donations 2000: 2,061;
Donations 2001: 0;
Net assets MRFY: 154,284.
Friends group: Friends of Voyageurs Nat. Park;
Donations 1997: 1,400;
Donations 1998: 1,600;
Donations 1999: 3,000;
Donations 2000: 500;
Donations 2001: 0;
Net assets MRFY: 10,410.
Friends group: Friends of Wilderness Battlefield;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 100;
Donations 2000: 100;
Donations 2001: 100;
Net assets MRFY: 14,239.
Friends group: Gettysburg National Battlefield Museum Foundation;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 35;
Donations 2001: 0;
Net assets MRFY: 4,159,107.
Friends group: Glen Echo Park Foundation;
Donations 1997: 19,316;
Donations 1998: 42,426;
Donations 1999: 111,786;
Donations 2000: 141,949;
Donations 2001: [Empty];
Net assets MRFY: 483,901.
Friends group: Grand Canyon National Park Foundation;
Donations 1997: [Empty];
Donations 1998: 1,404,009;
Donations 1999: 902,756;
Donations 2000: 225,658;
Donations 2001: 206,666;
Net assets MRFY: 4,077,070.
Friends group: Historic Hampton, Inc.;
Donations 1997: 0;
Donations 1998: 738,003;
Donations 1999: 267,523;
Donations 2000: 132,366;
Donations 2001: 179,135;
Net assets MRFY: 834,292.
Friends group: Indiana Dunes Environmental Educational Consortium;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 98,575;
Net assets MRFY: 187,829.
Friends group: Island Alliance;
Donations 1997: 107,449;
Donations 1998: 12,988;
Donations 1999: 480,689;
Donations 2000: 598,670;
Donations 2001: 515,309;
Net assets MRFY: 616,147.
Friends group: John Muir Memorial Association;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 370;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 399,912.
Friends group: Lassen Volcanic Park Foundation;
Donations 1997: 21,195;
Donations 1998: 100,009;
Donations 1999: 7,198;
Donations 2000: 208,769;
Donations 2001: 104,840;
Net assets MRFY: 209,598.
Friends group: Lowell Regatta Festival Charitable Foundation;
Donations 1997: 370,411;
Donations 1998: 426,148;
Donations 1999: 422,448;
Donations 2000: 591,132;
Donations 2001: [Empty];
Net assets MRFY: 122,929.
Friends group: Los Compadres de San Antonio Missions National
Historical Park;
Donations 1997: 96,625;
Donations 1998: 301,582;
Donations 1999: 461,199;
Donations 2000: 100,585;
Donations 2001: 0;
Net assets MRFY: 349,563.
Friends group: Mesa Verde Foundation;
Donations 1997: 0;
Donations 1998: 250;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 330,697.
Friends group: Minute Man National Park Association;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 14,041;
Donations 2001: 0;
Net assets MRFY: 71,888.
Friends group: Natchez Trace Parkway Association;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: [Empty].
Friends group: New Jersey Historical Garden Foundation;
Donations 1997: 6,130;
Donations 1998: 2,250;
Donations 1999: 5,497;
Donations 2000: 2,380;
Donations 2001: 1,000;
Net assets MRFY: 59,388.
Friends group: Old Fort Militia;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 300;
Donations 2001: 100;
Net assets MRFY: 11,281.
Friends group: Rocky Mountain National Park Association;
Donations 1997: 320,787;
Donations 1998: 324,906;
Donations 1999: 617,632;
Donations 2000: 2,579,573;
Donations 2001: 267,429;
Net assets MRFY: 1,328,117.
Friends group: Saint-Gaudens Memorial;
Donations 1997: 99,645;
Donations 1998: 125,827;
Donations 1999: 92,019;
Donations 2000: 2,200;
Donations 2001: 208,986;
Net assets MRFY: 2,093,614.
Friends group: Salem Partnership;
Donations 1997: [Empty];
Donations 1998: 450,060;
Donations 1999: 181,292;
Donations 2000: 98,786;
Donations 2001: 269,934;
Net assets MRFY: 28,154.
Friends group: Sandy Hook Foundation, Inc.;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: [Empty];
Donations 2001: 83,184;
Net assets MRFY: 129,021.
Friends group: Santa Monica Mountains and Seashore Foundation;
Donations 1997: [Empty];
Donations 1998: [Empty];
Donations 1999: 208,604;
Donations 2000: 14,021;
Donations 2001: [Empty];
Net assets MRFY: 21,362.
Friends group: Save Historic Antietam Foundation;
Donations 1997: [Empty];
Donations 1998: 41,195;
Donations 1999: 22,934;
Donations 2000: [Empty];
Donations 2001: [Empty];
Net assets MRFY: 51,024.
Friends group: Saves the Dunes Conservation Fund;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 115,782.
Friends group: Sequoia & Kings Canyon National Park Foundation;
Donations 1997: 69,644;
Donations 1998: 189,304;
Donations 1999: 245,878;
Donations 2000: 169,427;
Donations 2001: 0;
Net assets MRFY: 203,697.
Friends group: Statue of Liberty--Ellis Island Foundation, Inc.;
Donations 1997: 2,441,742;
Donations 1998: 3,763,190;
Donations 1999: 3,405,344;
Donations 2000: 4,240,431;
Donations 2001: 8,194,628;
Net assets MRFY: 48,556,212.
Friends group: Great Basin National Park Foundation;
Donations 1997: [Empty];
Donations 1998: [Empty];
Donations 1999: 29,424;
Donations 2000: 18,142;
Donations 2001: [Empty];
Net assets MRFY: 35,800.
Friends group: The Glacier Institute;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 151,664.
Friends group: Theodore Roosevelt Association;
Donations 1997: 4,533;
Donations 1998: 703;
Donations 1999: 611;
Donations 2000: 837;
Donations 2001: 1,399;
Net assets MRFY: 1,994,864.
Friends group: Theodore Roosevelt Inaugural Site Foundation;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 220,893.
Friends group: Thomas Alva Edison Preservation Foundation;
Donations 1997: 0;
Donations 1998: 0;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 10,108,011.
Friends group: Voyageurs Region National Park Association;
Donations 1997: 300;
Donations 1998: 1,000;
Donations 1999: 0;
Donations 2000: 0;
Donations 2001: 0;
Net assets MRFY: 23,495.
Friends group: Wilson's Creek National Battlefield Foundation;
Donations 1997: 600;
Donations 1998: 525;
Donations 1999: 495;
Donations 2000: 150;
Donations 2001: 12,169;
Net assets MRFY: 564,995.
Friends group: Yellowstone Park Foundation;
Donations 1997: 315,024;
Donations 1998: 424,094;
Donations 1999: 531,407;
Donations 2000: 436,858;
Donations 2001: 1,477,818;
Net assets MRFY: 6,081,204.
Friends group: Yosemite Foundation;
Donations 1997: 2,155,458;
Donations 1998: 1,912,673;
Donations 1999: 1,905,335;
Donations 2000: 1,758,548;
Donations 2001: 2,269,801;
Net assets MRFY: 11,964,636.
Friends group: National Park Foundation:;
Donations 1997: [Empty];
Donations 1998: [Empty];
Donations 1999: [Empty];
Donations 2000: [Empty];
Donations 2001: [Empty];
Net assets MRFY: [Empty].
Friends group: South Florida National Parks Trust;
Donations 1997: [Empty];
Donations 1998: [Empty];
Donations 1999: [Empty];
Donations 2000: [Empty];
Donations 2001: 0;
Net assets MRFY: 1,610,622.
Friends group: The Glacier Fund;
Donations 1997: [Empty];
Donations 1998: [Empty];
Donations 1999: [Empty];
Donations 2000: 27,148;
Donations 2001: 55,595;
Net assets MRFY: 159,829.
Friends group: African American Experience Fund;
Donations 1997: [Empty];
Donations 1998: [Empty];
Donations 1999: 0;
Donations 2000: 129,000;
Donations 2001: 494,043;
Net assets MRFY: 77,950.
Friends group: Outside Las Vegas Fund;
Donations 1997: [Empty];
Donations 1998: [Empty];
Donations 1999: [Empty];
Donations 2000: 10,000;
Donations 2001: 19,740;
Net assets MRFY: (33,809).
Friends group: USS Arizona Memorial Fund;
Donations 1997: [Empty];
Donations 1998: [Empty];
Donations 1999: [Empty];
Donations 2000: 4,000;
Donations 2001: 0;
Net assets MRFY: 625,290.
Friends group: Greater Washington National Parks Fund;
Donations 1997: [Empty];
Donations 1998: [Empty];
Donations 1999: [Empty];
Donations 2000: 0;
Donations 2001: 29,850;
Net assets MRFY: 53,727.
Friends group: Total;
Donations 1997: $7,667,479;
Donations 1998: $14,958,693;
Donations 1999: $13,740,067;
Donations 2000: $16,874,980;
Donations 2001: $17,332,725;
Net assets MRFY: 124,651,867.
Source: GAO survey and tax data.
[A] Net assets are for the most recent fiscal year (MRFY), which for
most friends groups is 2001; however, when 2001 data were not
available, the net assets are based on 2000 data.
[End of table]
[End of section]
Appendix VI: Parks with General Management and Commercial Services
Plans:
National park: Abraham Lincoln Birthplace National Historic Site;
General Management Plans (GMP): Year developed: 1963;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Acadia National Park;
General Management Plans (GMP): Year developed: 1992;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: Yes;
Commercial Service Plans (CSP): Stage of CSP: Done in 2000.
National park: Adams National Historic Site;
General Management Plans (GMP): Year developed: 1996;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Agate Fossil Beds National Monument;
General Management Plans (GMP): Year developed: 1966;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Alagnak Wild River;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Alibates Flint Quarries National Monument;
General Management Plans (GMP): Year developed: 1978;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Allegheny Portage Railroad National Historic Site;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Amistad National Recreation Area;
General Management Plans (GMP): Year developed: 1987;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Andersonville National Historic Site;
General Management Plans (GMP): Year developed: 1981;
General Management Plans (GMP): Year updated (complete/due): 1988;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Andrew Johnson National Historic Site;
General Management Plans (GMP): Year developed: 1965;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Aniakchak National Monument;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Aniakchak National Preserve;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Antietam National Battlefield;
General Management Plans (GMP): Year developed: 1992;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Apostle Islands National Lakeshore;
General Management Plans (GMP): Year developed: 1989;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Appalachian National Scenic Trail;
General Management Plans (GMP): Year developed: 1981;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Appomattox Court House National Historical Park;
General Management Plans (GMP): Year developed: 1977;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Arches National Park;
General Management Plans (GMP): Year developed: 1989;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Arkansas Post National Memorial;
General Management Plans (GMP): Year developed: 1975;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Arlington House - The Robert E. Lee Memorial;
General Management Plans (GMP): Year developed: 1967;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Assateague Island National Seashore;
General Management Plans (GMP): Year developed: 1988;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Aztec Ruins National Monument;
General Management Plans (GMP): Year developed: 1989;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Badlands National Park;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Bandelier National Monument;
General Management Plans (GMP): Year developed: 1976;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Bent's Old Fort National Historic Site;
General Management Plans (GMP): Year developed: 1994;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Bering Land Bridge National Preserve;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Big Bend National Park;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Big Cypress National Preserve;
General Management Plans (GMP): Year developed: 1992;
General Management Plans (GMP): Year updated (complete/due): 2004;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Big Hole National Battlefield;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Big South Fork National River & Recreation Area;
General Management Plans (GMP): Year developed: 1981;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Big Thicket National Preserve;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Bighorn Canyon National Recreation Area;
General Management Plans (GMP): Year developed: 1981;
General Management Plans (GMP): Year updated (complete/due): 1990;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Biscayne National Park;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): N/A;
CSP: Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Black Canyon of the Gunnison National Monument;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Blue Ridge Parkway;
General Management Plans (GMP): Year developed: 1971;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): N/A;
CSP: Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Bluestone National Scenic River;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Booker T. Washington National Monument;
General Management Plans (GMP): Year developed: 2000;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Boston African American National Historic Site;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Boston Harbor Islands National Recreation Area;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Boston National Historical Park;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Brices Cross Roads National Battlefield Site;
General Management Plans (GMP): Year developed: 1987;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Brown v. Board of Education National Historic Site;
General Management Plans (GMP): Year developed: 1996;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Bryce Canyon National Park;
General Management Plans (GMP): Year developed: 1987;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Buck Island Reef National Monument;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Buffalo National River;
General Management Plans (GMP): Year developed: 1975;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Cabrillo National Monument;
General Management Plans (GMP): Year developed: 1996;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Canaveral National Seashore;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Cane River Creole National Historical Park;
General Management Plans (GMP): Year developed: 2001;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Canyon de Chelly National Monument;
General Management Plans (GMP): Year developed: 1990;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Canyonlands National Park;
General Management Plans (GMP): Year developed: 1978;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Cape Cod National Seashore;
General Management Plans (GMP): Year developed: 1998;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Cape Hatteras National Seashore;
General Management Plans (GMP): Year developed: 1984;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Cape Krusenstern National Monument;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Cape Lookout National Seashore;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): 2001;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: Start in 2003.
National park: Capitol Reef National Park;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Capulin Volcano National Monument;
General Management Plans (GMP): Year developed: 1964;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Carl Sandburg Home National Historic Site;
General Management Plans (GMP): Year developed: 1971;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Carlsbad Caverns National Park;
General Management Plans (GMP): Year developed: 1996;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Casa Grande Ruins National Monument;
General Management Plans (GMP): Year developed: 1958;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Castillo de San Marcos National Monument;
General Management Plans (GMP): Year developed: 1974;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Castle Clinton National Monument;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Catoctin Mountain Park;
General Management Plans (GMP): Year developed: 1967;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Cedar Breaks National Monument;
General Management Plans (GMP): Year developed: 1984;
General Management Plans (GMP): Year updated (complete/due): 1989;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Chaco Culture National Historical Park;
General Management Plans (GMP): Year developed: 1985;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Chamizal National Memorial;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Channel Islands National Park;
General Management Plans (GMP): Year developed: 1984;
General Management Plans (GMP): Year updated (complete/due): 2004;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Charles Pinckney National Historic Site;
General Management Plans (GMP): Year developed: 1994;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Chattahoochee River National Recreation Area;
General Management Plans (GMP): Year developed: 1990;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Chesapeake & Ohio Canal National Historical Park;
General Management Plans (GMP): Year developed: 1976;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Chickamauga & Chattanooga National Military Park;
General Management Plans (GMP): Year developed: 1988;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Chickasaw National Recreation Area;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Chiricahua National Monument;
General Management Plans (GMP): Year developed: 2001;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Christiansted National Historic Site;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: City Of Rocks National Reserve;
General Management Plans (GMP): Year developed: 1996;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Clara Barton National Historic Site;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Colonial National Historical Park;
General Management Plans (GMP): Year developed: 1993;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Colorado National Monument;
General Management Plans (GMP): Year developed: 1976;
General Management Plans (GMP): Year updated (complete/due): 2004;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Congaree Swamp National Monument;
General Management Plans (GMP): Year developed: 1988;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Constitution Gardens;
General Management Plans (GMP): Year developed: 1974;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Coronado National Memorial;
General Management Plans (GMP): Year developed: 1976;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Cowpens National Battlefield;
General Management Plans (GMP): Year developed: 1975;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Crater Lake National Park;
General Management Plans (GMP): Year developed: 1977;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Craters of the Moon National Monument;
General Management Plans (GMP): Year developed: 1992;
General Management Plans (GMP): Year updated (complete/due): 2004;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Cumberland Gap National Historical Park;
General Management Plans (GMP): Year developed: 1979;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Cumberland Island National Seashore;
General Management Plans (GMP): Year developed: 1984;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: Yes;
Commercial Service Plans (CSP): Stage of CSP: Completed.
National park: Curecanti National Recreation Area;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Cuyahoga Valley National Recreation Area;
General Management Plans (GMP): Year developed: 1977;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Dayton Aviation Heritage National Historical Park;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: De Soto National Memorial;
General Management Plans (GMP): Year developed: 1966;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Death Valley National Park;
General Management Plans (GMP): Year developed: 2001;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Delaware National Scenic River;
General Management Plans (GMP): Year developed: 1987;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Delaware Water Gap National Recreation Area;
General Management Plans (GMP): Year developed: 1987;
General Management Plans (GMP): Year updated (complete/due): 2000;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Denali National Park;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Denali National Preserve;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Devils Postpile National Monument;
General Management Plans (GMP): Year developed: 1941;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Devils Tower National Monument;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Dinosaur National Monument;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Dry Tortugas National Park;
General Management Plans (GMP): Year developed: 2001;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: Yes;
Commercial Service Plans (CSP): Stage of CSP: Completed.
National park: Ebey's Landing National Historical Reserve;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Edgar Allan Poe National Historic Site;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Edison National Historic Site;
General Management Plans (GMP): Year developed: 1977;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Effigy Mounds National Monument;
General Management Plans (GMP): Year developed: 1991;
General Management Plans (GMP): Year updated (complete/due): 1999;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Eisenhower National Historic Site;
General Management Plans (GMP): Year developed: 1987;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: El Malpais National Monument;
General Management Plans (GMP): Year developed: 1990;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: El Morro National Monument;
General Management Plans (GMP): Year developed: 1965;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Eleanor Roosevelt National Historic Site;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Eugene O'Neill National Historic Site;
General Management Plans (GMP): Year developed: 1991;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Everglades National Park;
General Management Plans (GMP): Year developed: 1979;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Federal Hall National Memorial;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fire Island National Seashore;
General Management Plans (GMP): Year developed: 1977;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: First Ladies National Historic Site;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Florissant Fossil Beds National Monument;
General Management Plans (GMP): Year developed: 1985;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Ford's Theatre National Historic Site;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Bowie National Historic Site;
General Management Plans (GMP): Year developed: 2001;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Caroline National Memorial;
General Management Plans (GMP): Year developed: 1971;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Fort Clatsop National Memorial;
General Management Plans (GMP): Year developed: 1995;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Davis National Historic Site;
General Management Plans (GMP): Year developed: 1962;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Donelson National Battlefield;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Frederica National Monument;
General Management Plans (GMP): Year developed: 1964;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Laramie National Historic Site;
General Management Plans (GMP): Year developed: 1993;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Larned National Historic Site;
General Management Plans (GMP): Year developed: 1994;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Matanzas National Monument;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort McHenry National Monument & Historic Shrine;
General Management Plans (GMP): Year developed: 1968;
General Management Plans (GMP): Year updated (complete/due): 1988;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Necessity National Battlefield;
General Management Plans (GMP): Year developed: 1991;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Point National Historic Site;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Pulaski National Monument;
General Management Plans (GMP): Year developed: 1971;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Raleigh National Historic Site;
General Management Plans (GMP): Year developed: 1966;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Fort Scott National Historic Site;
General Management Plans (GMP): Year developed: 1993;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Smith National Historic Site;
General Management Plans (GMP): Year developed: 1978;
General Management Plans (GMP): Year updated (complete/due): 1985;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Stanwix National Monument;
General Management Plans (GMP): Year developed: 1967;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Sumter National Monument;
General Management Plans (GMP): Year developed: 1998;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: Yes;
Commercial Service Plans (CSP): Stage of CSP: Completed.
National park: Fort Union National Monument;
General Management Plans (GMP): Year developed: 1985;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Union Trading Post National Historic Site;
General Management Plans (GMP): Year developed: 1978;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Vancouver National Historic Site;
General Management Plans (GMP): Year developed: 1977;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fort Washington Park;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fossil Butte National Monument;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): 1988;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Franklin Delano Roosevelt Memorial;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Frederick Douglass National Historic Site;
General Management Plans (GMP): Year developed: 1967;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Frederick Law Olmsted National Historic Site;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Fredericksburg & Spotsylvania County Battlefields
Memorial National Military Park;
General Management Plans (GMP): Year developed: 1992;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Friendship Hill National Historic Site;
General Management Plans (GMP): Year developed: 1981;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Gates Of The Arctic National Park;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Gates Of The Arctic National Preserve;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Gateway National Recreation Area;
General Management Plans (GMP): Year developed: 1979;
General Management Plans (GMP): Year updated (complete/due): 1995;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Gauley River National Recreation Area;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: General Grant National Memorial;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: George Rogers Clark National Historical Park;
General Management Plans (GMP): Year developed: 1967;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: George Washington Birthplace National Monument;
General Management Plans (GMP): Year developed: 1969;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: George Washington Carver National Monument;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: George Washington Memorial Parkway;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Gettysburg National Military Park;
General Management Plans (GMP): Year developed: 1999;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Gila Cliff Dwellings National Monument;
General Management Plans (GMP): Year developed: 1965;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Glacier Bay National Park;
General Management Plans (GMP): Year developed: 1984;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Glacier Bay National Preserve;
General Management Plans (GMP): Year developed: 1984;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Glacier National Park;
General Management Plans (GMP): Year developed: 1999;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Glen Canyon National Recreation Area;
General Management Plans (GMP): Year developed: 1979;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Golden Gate National Recreation Area;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Golden Spike National Historic Site;
General Management Plans (GMP): Year developed: 1978;
General Management Plans (GMP): Year updated (complete/due): 1987;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Governor's Island National Monument;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Grand Canyon National Park;
General Management Plans (GMP): Year developed: 1995;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Grand Portage National Monument;
General Management Plans (GMP): Year developed: 1973;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Grand Teton National Park;
General Management Plans (GMP): Year developed: 1976;
General Management Plans (GMP): Year updated (complete/due): 1991;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Grant-Kohrs Ranch National Historic Site;
General Management Plans (GMP): Year developed: 1993;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Great Basin National Park;
General Management Plans (GMP): Year developed: 1993;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Great Egg Harbor Scenic and Recreational River;
General Management Plans (GMP): Year developed: 2000;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Great Sand Dunes National Monument;
General Management Plans (GMP): Year developed: 1977;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Great Sand Dunes National Preserve;
General Management Plans (GMP): Year developed: 1977;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Great Smoky Mountains National Park;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Greenbelt Park;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Guadalupe Mountains National Park;
General Management Plans (GMP): Year developed: 1976;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Guilford Courthouse National Military Park;
General Management Plans (GMP): Year developed: 1968;
General Management Plans (GMP): Year updated (complete/due): 1997;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Gulf Islands National Seashore;
General Management Plans (GMP): Year developed: 1978;
General Management Plans (GMP): Year updated (complete/due): 1983;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: Start in 2003.
National park: Hagerman Fossil Beds National Monument;
General Management Plans (GMP): Year developed: 1996;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Haleakala National Park;
General Management Plans (GMP): Year developed: 1995;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Hamilton Grange National Memorial;
General Management Plans (GMP): Year developed: 1995;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Hampton National Historic Site;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Harpers Ferry National Historical Park;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Harry S Truman National Historic Site;
General Management Plans (GMP): Year developed: 1999;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Hawaii Volcanoes National Park;
General Management Plans (GMP): Year developed: 1975;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Herbert Hoover National Historic Site;
General Management Plans (GMP): Year developed: 1970;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Hohokam Pima National Monument;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Home of Franklin D. Roosevelt National Historic Site;
General Management Plans (GMP): Year developed: 1977;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Homestead National Monument of America;
General Management Plans (GMP): Year developed: 1999;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Hopewell Culture National Historical Park;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Hopewell Furnace National Historic Site;
General Management Plans (GMP): Year developed: 1964;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Horseshoe Bend National Military Park;
General Management Plans (GMP): Year developed: 1964;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Hot Springs National Park;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Hovenweep National Monument;
General Management Plans (GMP): Year developed: 1953;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Hubbell Trading Post National Historic Site;
General Management Plans (GMP): Year developed: 1972;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Independence National Historical Park;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Indiana Dunes National Lakeshore;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): 1997;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Isle Royale National Park;
General Management Plans (GMP): Year developed: 1999;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: James A. Garfield National Historic Site;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Jean Lafitte National Historical Park & Preserve;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): 1995;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: Start in 2003.
National park: Jefferson National Expansion Memorial;
General Management Plans (GMP): Year developed: 1964;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Jewel Cave National Monument;
General Management Plans (GMP): Year developed: 1994;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Jimmy Carter National Historic Site;
General Management Plans (GMP): Year developed: 1993;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: John D. Rockefeller, Jr., Memorial Parkway;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: John Day Fossil Beds National Monument;
General Management Plans (GMP): Year developed: 1979;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: John Fitzgerald Kennedy National Historic Site;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: John Muir National Historic Site;
General Management Plans (GMP): Year developed: 1990;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Johnstown Flood National Memorial;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Joshua Tree National Park;
General Management Plans (GMP): Year developed: 1995;
General Management Plans (GMP): Year updated (complete/due): 2000;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Kalaupapa National Historical Park;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Kaloko-Honokohau National Historical Park;
General Management Plans (GMP): Year developed: 1994;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Katmai National Park;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Katmai National Preserve;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Kenai Fjords National Park;
General Management Plans (GMP): Year developed: 1984;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Kennesaw Mountain National Battlefield Park;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Keweenaw National Historical Park;
General Management Plans (GMP): Year developed: 1998;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Kings Canyon National Park;
General Management Plans (GMP): Year developed: 1971;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Kings Mountain National Military Park;
General Management Plans (GMP): Year developed: 1974;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Klondike Gold Rush National Historical Park;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Knife River Indian Villages National Historic Site;
General Management Plans (GMP): Year developed: 1977;
General Management Plans (GMP): Year updated (complete/due): 1986;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Kobuk Valley National Park;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Korean War Veterans Memorial;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lake Chelan National Recreation Area;
General Management Plans (GMP): Year developed: 1995;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lake Clark National Park;
General Management Plans (GMP): Year developed: 1984;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lake Clark National Preserve;
General Management Plans (GMP): Year developed: 1984;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lake Mead National Recreation Area;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lake Meredith National Recreation Area;
General Management Plans (GMP): Year developed: 1985;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lake Roosevelt National Recreation Area;
General Management Plans (GMP): Year developed: 2000;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lassen Volcanic National Park;
General Management Plans (GMP): Year developed: 1981;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lava Beds National Monument;
General Management Plans (GMP): Year developed: 1996;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lincoln Boyhood National Memorial;
General Management Plans (GMP): Year developed: 1981;
General Management Plans (GMP): Year updated (complete/due): 2004;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lincoln Home National Historic Site;
General Management Plans (GMP): Year developed: 1970;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lincoln Memorial;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Little Bighorn Battlefield National Monument;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Little River Canyon National Preserve;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Little Rock Central High School National Historic
Site;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Longfellow National Historic Site;
General Management Plans (GMP): Year developed: 1978;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lowell National Historical Park;
General Management Plans (GMP): Year developed: 1981;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lyndon B. Johnson National Historical Park;
General Management Plans (GMP): Year developed: 1999;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Lyndon Baines Johnson Memorial Grove on the Potomac;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Maggie L. Walker National Historic Site;
General Management Plans (GMP): Year developed: 1987;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Mammoth Cave National Park;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Manassas National Battlefield Park;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Manzanar National Historic Site;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Marsh-Billings National Historical Park;
General Management Plans (GMP): Year developed: 1999;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Martin Luther King Jr., National Historic Site;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): 1994;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Martin Van Buren National Historic Site;
General Management Plans (GMP): Year developed: 1970;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Mary McLeod Bethune Council House National Historic
Site;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Mesa Verde National Park;
General Management Plans (GMP): Year developed: 1979;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Minidoka Internment National Monument;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Minute Man National Historic Park;
General Management Plans (GMP): Year developed: 1990;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Minuteman Missile National Historic Site;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): 2004;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Mississippi National River & Recreation Area;
General Management Plans (GMP): Year developed: 1995;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Missouri National Recreation River;
General Management Plans (GMP): Year developed: 1999;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Mojave National Preserve;
General Management Plans (GMP): Year developed: 2001;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Monocacy National Battlefield;
General Management Plans (GMP): Year developed: 1979;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Montezuma Castle National Monument;
General Management Plans (GMP): Year developed: 1975;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Moores Creek National Battlefield;
General Management Plans (GMP): Year developed: 1969;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Morristown National Historical Park;
General Management Plans (GMP): Year developed: 1976;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Mount Rainier National Park;
General Management Plans (GMP): Year developed: 2001;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Mount Rushmore National Memorial;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): 1990;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Muir Woods National Monument;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Natchez National Historical Park;
General Management Plans (GMP): Year developed: 1994;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Natchez Trace National Scenic Trail;
General Management Plans (GMP): Year developed: 1987;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Natchez Trace Parkway;
General Management Plans (GMP): Year developed: 1987;
General Management Plans (GMP): Year updated (complete/due): 1998;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: National Capital Parks;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: National Mall;
General Management Plans (GMP): Year developed: 1974;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: National Park of American Samoa;
General Management Plans (GMP): Year developed: 1998;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Natural Bridges National Monument;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Navajo National Monument;
General Management Plans (GMP): Year developed: 1965;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: New Bedford Whaling National Historical Park;
General Management Plans (GMP): Year developed: 2000;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: New Orleans Jazz National Historical Park;
General Management Plans (GMP): Year developed: 1999;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: New River Gorge National River;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Nez Perce National Historical Park;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Nicodemus National Historic Site;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Ninety-Six National Historic Site;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Niobrara National Scenic Riverway;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Noatak National Preserve;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: North Cascades National Park;
General Management Plans (GMP): Year developed: 1988;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Obed Wild and Scenic River;
General Management Plans (GMP): Year developed: 1995;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Ocmulgee National Monument;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Oklahoma City National Memorial;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Olympic National Park;
General Management Plans (GMP): Year developed: 1976;
General Management Plans (GMP): Year updated (complete/due): 2004;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Oregon Caves National Monument;
General Management Plans (GMP): Year developed: 1998;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Organ Pipe Cactus National Monument;
General Management Plans (GMP): Year developed: 1998;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Ozark National Scenic Riverways;
General Management Plans (GMP): Year developed: 1984;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Padre Island National Seashore;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): 1997;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Palo Alto Battlefield National Historic Site;
General Management Plans (GMP): Year developed: 1998;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Pea Ridge National Military Park;
General Management Plans (GMP): Year developed: 1963;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Pecos National Historical Park;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Pennsylvania Avenue National Historic Site;
General Management Plans (GMP): Year developed: 1975;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Perry's Victory & International Peace Memorial;
General Management Plans (GMP): Year developed: 1965;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Petersburg National Battlefield;
General Management Plans (GMP): Year developed: 1965;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Petrified Forest National Park;
General Management Plans (GMP): Year developed: 1993;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Petroglyph National Monument;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Pictured Rocks National Lakeshore;
General Management Plans (GMP): Year developed: 1981;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Pinnacles National Monument;
General Management Plans (GMP): Year developed: 1976;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Pipe Spring National Monument;
General Management Plans (GMP): Year developed: 1978;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Pipestone National Monument;
General Management Plans (GMP): Year developed: 1965;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Piscataway Park;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Point Reyes National Seashore;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Potomac Heritage National Scenic Trail;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Poverty Point National Monument;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Prince William Forest Park;
General Management Plans (GMP): Year developed: 1999;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Pu'uhonua o Honaunau National Historical Park;
General Management Plans (GMP): Year developed: 1977;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Puukohola Heiau National Historic Site;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Rainbow Bridge National Monument;
General Management Plans (GMP): Year developed: 1993;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Redwood National Park;
General Management Plans (GMP): Year developed: 2000;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Richmond National Battlefield Park;
General Management Plans (GMP): Year developed: 1996;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Rio Grande Wild and Scenic River;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Rock Creek Park;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Rocky Mountain National Park;
General Management Plans (GMP): Year developed: 1976;
General Management Plans (GMP): Year updated (complete/due): 1987;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Roger Williams National Memorial;
General Management Plans (GMP): Year developed: 1973;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Rosie the Riveter WWII Home Front National Historic
Park;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): 2004;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Ross Lake National Recreation Area;
General Management Plans (GMP): Year developed: 1988;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Russell Cave National Monument;
General Management Plans (GMP): Year developed: 1963;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Sagamore Hill National Historic Site;
General Management Plans (GMP): Year developed: 1963;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Saguaro National Park;
General Management Plans (GMP): Year developed: 1988;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Saint Croix Island International Historic Site;
General Management Plans (GMP): Year developed: 1998;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Saint Croix National Scenic Riverway;
General Management Plans (GMP): Year developed: 1998;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Saint Paul's Church National Historic Site;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Saint-Gaudens National Historic Site;
General Management Plans (GMP): Year developed: 1996;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Salem Maritime National Historic Site;
General Management Plans (GMP): Year developed: 1975;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Salinas Pueblo Missions National Monument;
General Management Plans (GMP): Year developed: 1984;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Salt River Bay National Historical Park and Ecological
Preserve;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: San Antonio Missions National Historical Park;
General Management Plans (GMP): Year developed: 1999;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: San Francisco Maritime National Historical Park;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: San Juan Island National Historical Park;
General Management Plans (GMP): Year developed: 1978;
General Management Plans (GMP): Year updated (complete/due): 2004;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: San Juan National Historic Site;
General Management Plans (GMP): Year developed: 1985;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Santa Monica Mountains National Recreation Area;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Saratoga National Historical Park;
General Management Plans (GMP): Year developed: 1969;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Saugus Iron Works National Historic Site;
General Management Plans (GMP): Year developed: 1968;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Scotts Bluff National Monument;
General Management Plans (GMP): Year developed: 1998;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Sequoia National Park;
General Management Plans (GMP): Year developed: 1971;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Shenandoah National Park;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Shiloh National Military Park;
General Management Plans (GMP): Year developed: 1981;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Sitka National Historical Park;
General Management Plans (GMP): Year developed: 1998;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Sleeping Bear Dunes National Lakeshore;
General Management Plans (GMP): Year developed: 1979;
General Management Plans (GMP): Year updated (complete/due): 2003;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Springfield Armory National Historic Site;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Statue Of Liberty National Monument;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Steamtown National Historic Site;
General Management Plans (GMP): Year developed: 1988;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Stones River National Battlefield;
General Management Plans (GMP): Year developed: 1999;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Sunset Crater Volcano National Monument;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Tallgrass Prairie National Preserve;
General Management Plans (GMP): Year developed: 2000;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Thaddeus Kosciuszko National Memorial;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Theodore Roosevelt Birthplace National Historic Site;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Theodore Roosevelt Inaugural National Historic Site;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Theodore Roosevelt Island;
General Management Plans (GMP): Year developed: 1967;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Theodore Roosevelt National Park;
General Management Plans (GMP): Year developed: 1987;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Thomas Jefferson Memorial;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Thomas Stone National Historic Site;
General Management Plans (GMP): Year developed: 1990;
General Management Plans (GMP): Year updated (complete/due): 1995;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Timpanogos Cave National Monument;
General Management Plans (GMP): Year developed: 1993;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Timucuan Ecological & Historic Preserve;
General Management Plans (GMP): Year developed: 1996;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Tonto National Monument;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Tumacacori National Historical Park;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Tupelo National Battlefield;
General Management Plans (GMP): Year developed: 1987;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Tuskegee Airman National Historic Site;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Tuskegee Institute National Historic Site;
General Management Plans (GMP): Year developed: 1988;
General Management Plans (GMP): Year updated (complete/due): 2004;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Tuzigoot National Monument;
General Management Plans (GMP): Year developed: 1975;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Ulysses S. Grant National Historic Site;
General Management Plans (GMP): Year developed: 1995;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Upper Delaware Scenic and Recreational River;
General Management Plans (GMP): Year developed: 1987;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: USS Arizona Memorial;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Valley Forge National Historical Park;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Vanderbilt Mansion National Historic Site;
General Management Plans (GMP): Year developed: 1976;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Vicksburg National Military Park;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Vietnam Veterans Memorial;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Virgin Islands Coral Reef National Monument;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Virgin Islands National Park;
General Management Plans (GMP): Year developed: 1984;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: Yes;
Commercial Service Plans (CSP): Stage of CSP: Completed.
National park: Voyageurs National Park;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Walnut Canyon National Monument;
General Management Plans (GMP): Year developed: 1958;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: War In The Pacific National Historical Park;
General Management Plans (GMP): Year developed: 1983;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Washington Monument;
General Management Plans (GMP): Year developed: 1989;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Washita Battlefield National Historic Site;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Weir Farm National Historic Site;
General Management Plans (GMP): Year developed: 1995;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Whiskeytown-Shasta-Trinty National Recreation Area;
General Management Plans (GMP): Year developed: 2000;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: White House;
General Management Plans (GMP): Year developed: No;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: White Sands National Monument;
General Management Plans (GMP): Year developed: 1975;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Whitman Mission National Historic Site;
General Management Plans (GMP): Year developed: 2000;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: William Howard Taft National Historic Site;
General Management Plans (GMP): Year developed: 1981;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Wilson's Creek National Battlefield;
General Management Plans (GMP): Year developed: 1977;
General Management Plans (GMP): Year updated (complete/due): 2002;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Wind Cave National Park;
General Management Plans (GMP): Year developed: 1994;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Wolf Trap Farm Park for the Performing Arts;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Women's Rights National Historical Park;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): 1991;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Wrangell - St. Elias National Park;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Wrangell - St. Elias National Preserve;
General Management Plans (GMP): Year developed: 1986;
General Management Plans (GMP): Year updated (complete/due): 2005;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Wright Brothers National Memorial;
General Management Plans (GMP): Year developed: 1997;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Wupatki National Monument;
General Management Plans (GMP): Year developed: 1982;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Yellowstone National Park;
General Management Plans (GMP): Year developed: 1974;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
National park: Yosemite National Park;
General Management Plans (GMP): Year developed: 1980;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Yucca House National Monument;
General Management Plans (GMP): Year developed: 1961;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Yukon-Charley Rivers National Preserve;
General Management Plans (GMP): Year developed: 1985;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: N/A.
National park: Zion National Park;
General Management Plans (GMP): Year developed: 2001;
General Management Plans (GMP): Year updated (complete/due): N/A;
Commercial Service Plans (CSP): CSP: N/A;
Commercial Service Plans (CSP): Stage of CSP: In process.
Source: Regional responses to GAO survey.
[End of table]
[End of section]
Appendix VII: Comments from the Association of Partners for Public
Lands:
ASSOCIATION OF PARTNERS FOR PUBLIC LANDS:
June 13, 2003:
Peter J. Oswald:
U.S. General Accounting Office Natural Resources and Environment 441 G
Street, NW:
Washington, DC 20548:
Supporting Education and Stewardship:
2401 Blueridge Avenue Suite 303:
Wheaton, MD 20902 Phone: 301 946 9475 Fax: 301 946 9478 E-mail:
appl@appl.org. Website: www.appl.org:
Dear Mr. Oswald:
The Association of Partners for Public Lands (APPL) and the National
Park Friends Alliance appreciate the opportunity to review and respond
to this draft GAO report that highlights the valuable programs and
services nonprofit organizations provide to the National Park Service
(NPS). The report responds to the questions GAO was charged to address,
is well-prepared, and provides recommendations and data that have the
potential to be useful to the NPS, its nonprofit partners, and
concessionaires.
For decades, individual cooperating associations and friends
organizations have remained constant in their support, responding to
changing needs of national parks and their visitors. As this report
acknowledges, these mission-based nonprofits are essential and
increasingly valuable partners to the NPS, providing significant
services in addition to monetary contributions. While these
organizations are proud of the financial resources and percentage of
revenues returned to the NPS in direct benefits, their impact and value
cannot be measured by sheer dollars. Other benefits, perhaps much more
important. include connecting people to their nation's natural and
cultural heritage - and building citizen constituents that will care
for and steward these resources for generations to come. Unfortunately,
both the Government Performance Results Act (GPRA) goals of the NPS and
the GAO review focus largely on meeting monetary goals.
Cooperating association activities help the NPS illustrate to the
public what is culturally and naturally significant about each park,
and why. The principal value and educational mission of cooperating
associations is to provide quality educational products and services to
park visitors through the sale of interpretive items at retail
facilities, usually located in the visitor centers. These products and
services enhance visitor understanding and appreciation of the park and
the purposes for which it was established.
The role of these cooperating associations has expanded over more than
70 years of service, as the associations have learned that there is
more than one way (i.e. through books) to help a visitor make a
connection with a place. As new methods of learning have developed and
become
mainstream, new and more diverse interpretive products have been
offered for all age groups and experience levels of learners.
The report addresses concerns that the NPS's desire to increase visitor
services through work with nonprofit organizations, while at the same
time desiring to increase the quality of products and services offered
by concessionaires, can lead to conflicts between nonprofit
organizations and concessionaires operating in the same parks. While
this is accurate, we have found that such conflicts are minimal. Most
cooperating associations and concessionaires have positive
relationships and often collaborate on sales or services. Our hope is
that the congressional committee will take time to review the report
and learn more about the great partnerships between the National Park
Service, cooperating associations and friends organizations.
APPL and Friends Alliance Input - Who Was Involved:
APPL and the National Park Friends Alliance have cooperated with GAO
over the course of this review, and GAO has encouraged input from these
nonprofit associations. APPL's executive director, board members, and
individual association members have met with GAO reviewers individually
and in forums at meetings. APPL and the Friends Alliance have provided
verbal and written information through telephone contact, mail, and
electronic mail.
This response to the draft GAO review represents input coordinated by
APPL's executive director from APPL's board of directors, APPL members,
and the National Park Friends Alliance executive committee.
What We Concur With in the Report:
APPL and the National Parks Friends Alliance support all four of the
GAO recommendations in the report. Associations have always been
willing participants in planning to meet visitor needs. APPL's
membership is willing and ready to work toward the goal of providing a
system that helps to provide a transparent rationale for decision
making by park managers to provide the greatest benefit to the public.
Thus, we endorse the concept noted in the report as the "Commercial
Services Plan," but recommend a change in terminology to "Visitor
Services Plan." Our reason is that the NPS is there to provide public
benefit - not commercial opportunities, and that association services
are in the first place educational and sometimes fee-based
(commercial). We recognize, however, that this is the terminology
currently used by the NPS and thus used in the GAO report.
We appreciate the effort spent by GAO to update the listing of
nonprofit friends organizations serving the parks and to garner
information on the combined value of these organizations to the parks.
We endorse reporting of financial and visitor service information in a
format useful to the NPS, designed in such a manner as to streamline
the reporting process so that cooperating associations and friends
organizations use the same reporting format. APPL and the Friends
Alliance members are interested in assisting the NPS in creating such a
format that will provide
relevant information. It is our understanding other public lands
agencies are also looking at the best manner in which to gather and
manage similar information. We hope these agencies can work together to
benefit from this consistency.
General Concerns or Clarifications:
APPL supports the GAO recommendations for NPS management of information
and procedures relating to nonprofit and concessions activities.
However, we have some concern with the draft title of the report, which
is not necessarily reflective of the content or intent of the
recommendations. The role of nonprofit partners is clear in their
missions and in their agreements with the NPS. As the report implies,
the agency needs to better integrate and manage information on the
value and contributions of its nonprofit and commercial partners, for
the purpose of fulfilling its own mission of engaging the public in the
enjoyment, understanding and protection of our natural and cultural
heritage. We recommend changing the title to Agency Needs to Better
Manage Information on the Increasing Role of Nonprofit Partners.
The report addresses a perspective that there are conflicts between
nonprofits and concessionaires, and that nonprofits have the potential
to take business that is assumed to be rightfully that of
concessionaires. However, these conflicts are limited. More often,
positive relationships exist between concessionaires and nonprofits,
and many conflicts are avoided through the work of the superintendents
who respond proactively before concerns rise to the level of conflict.
A limited number of parks were visited by GAO - three because there
were complaints from concessionaires. As the report acknowledges, this
sampling is not necessarily indicative of the scope of cooperating
association operations and concessions relationships in the National
Park system.
Cooperating associations help to educate the public on the importance
of preserving and protecting our collective heritage, by providing
quality educational products. This service to visitors cannot be
measured simply by the amount of donations given to the NPS. The value
includes the number of contacts made with visitors that reinforce the
theme and purpose of the park, the number of site-specific publications
now in print because of cooperating association efforts, the
educational seminars, field institutes, and educational events that
connect people to their parks.
We further believe the report does not adequately acknowledge that
federal and state law regulates nonprofit organizations. Such
regulation provides important guidance and is a "check" on cooperating
association and friends operations, requiring them to operate according
to their tax-exempt mission and define when their earned income
activities are "outside of mission" or require Unrelated Business
Income Tax (UBIT). In some instances, cooperating associations operate
concession activities because for-profit companies have turned down the
opportunity to run these operations due to lack of sales potential and
inadequate profitability (for example, during off-peak seasons). When
nonprofit associations do so, it is with a concessions permit and they
pay the franchise fee. While the growth in the sale of such visitor
convenience items may be increasing percentage-wise, it still
represents less than 3% of cooperating association revenues overall.
Cooperating associations are proud of their high levels of
contributions to parks, and acknowledge that money is a quantifiable
way of demonstrating they are doing their job of reaching the widest
audience possible for their interpretive mission. Increasing support
can mean that cooperating associations are becoming more efficient in
they way they do business. While it is an advantage of the unique
relationship between the park and the association that allows a higher
percentage return, the incentive for park superintendents to select a
cooperating association over a concession based only on percentage
return is minimal.
We also wish to comment on the references in the report to net assets
of $200 million that are available for future contributions to parks.
In reality, some net assets are the operating reserves and inventory of
the association, and by nature not available for immediate donation.
Other funds held in reserve for special projects may be available for
future donations.
Specific Comments by Page or Regarding Sites Visited by GAO:
APPL has provided page-specific comment or clarification on some
statements contained in the draft GAO review. These have been
summarized separately and provided to GAO as an addendum for their
consideration as the draft report is edited.
The executive director of Grand Canyon Association and the president of
Eastern National both responded with comments specific to the parks
where they have cooperating association operations referenced in the
GAO report. Their comments are also included as an addendum to this
letter. It is our understanding that GAO has now addressed these
comments in the body of the report.
Conclusion:
Nonprofits work in a partnership environment where organizations of
similar purpose generally collaborate through a setting of "mutual
benefit." Thus, NPS discretion and choice in this partnership
environment is not unusual, but fitting. The recommendations in the GAO
report have been put forth in such a way as to augment, or improve
decision-making and management of information by NPS regarding
nonprofit organizations. APPL acknowledges these recommendations, and
will support the NPS in implementing them in a manner that is
beneficial to helping the agency achieve its goals for providing
interpretive and educational services to the public.
Sincerely,
Donna L. Asbury
Executive Director:
Signed by Donna L. Asbury:
The following are GAO's comments on the Association of Partners for
Public Lands' letter dated June 13, 2003.
GAO Comments:
1. We agree that NPS must better manage information on nonprofits, and
this is one of our recommendations. We do not agree that the report
title should be changed as proposed because the change would not
capture another issue that our report and recommendations address --the
need to better manage the increasing role of nonprofits in providing
visitor convenience items and services. Problems in these areas led to
conflicts at three of the parks we visited. Moreover, our
recommendation that parks develop commercial services plans is directed
at managing the roles of nonprofits in the parks.
2. The association correctly points out, as we likewise observed in the
report, that our observations at six parks cannot be generalized to the
system as a whole. However, because association sales of convenience
items are growing more rapidly than other association revenue items
(table 8), we are concerned that the likelihood of conflicts between
associations and concessioners may also increase. Positive
relationships between associations and concessioners are discussed in
the section "Not All Concessioners Were Concerned about Competition
from Cooperating Associations," on pp. 25 - 26.
3. We agree that cooperating associations provide benefits to visitors
that are not measured by the amount of donations to the Park Service.
We identified nonfinancial benefits that associations provide in a
distinct report section on p. 14 and noted that association activities
are focused on providing visitors with educational materials and
services on p. 16. In addition, examples of nonfinancial assistance are
in table 7.:
4. This effort focused on the National Park Service's role in
partnering with nonprofits. We do cite prior GAO efforts that examined
IRS oversight of nonprofits. For example, we cite TAX-EXEMPT
ORGANIZATIONS: Additional Information on Activities and IRS Oversight,
(GAO/T-GGD-95-198), which found compliance and administrative
difficulties with Unrelated Business Income Tax reporting (see p. 32).
5. We added the association's view to the discussion on p. 36. As
stated in this section, we believe cooperating associations offer a
considerable financial advantage, owing to the associations' nonprofit
status and other park support. However, we did not attempt to quantify
the value of these advantages or to measure their effect on park
decision makers.
6. We agree that net assets are intended to cover operating reserves
and are not held exclusively for future contribution. We added the
clarification that these assets are "potentially" available (pp. 3 and
13) and "could become" available (p. 7) for contribution. To the extent
that nonprofit assets exceed operating expenses and other liabilities,
net assets can only be used for their tax-exempt purpose, which for
most of the nonprofits discussed in this report, is solely to benefit
national parks.
7. Detailed technical and clarifying comments were incorporated into
the report as appropriate.:
[End of section]
Appendix VIII: Comments from the National Park Hospitality Association:
National Park Hospitality Association:
June 18, 2003:
Mr. Barry T. Hill:
Director, Natural Resources and Environmental United States General
Accounting Office:
441 G Street, NW, #7100 Washington, DC 20548:
Dear Mr. Hill:
Thank you for this opportunity for the National Park Hospitality
Association (NPHA) to review and comment on the proposed General
Accounting Office report entitled Park Service: Agency Needs to Better
Manage the Increasing Role of Nonprofit Partners (GAO-03-585).
The draft report is comprehensive and does an excellent job of
identifying and discussing the existing conflicts and concerns with
concessioners and cooperating associations. This is the first time that
the industry has seen a full overview of the national parks cooperating
associations and the Friends Groups activities and contributions.
The report also is right on target noting that this situation will
continue to deteriorate without improved National Park Service (NPS)
definitions, enforcement and controls over the concessions and
cooperating associations activities. Without NPS action, these
conflicts will only get worse, not better over time.
NPHA Supports Development of Park Commercial Services Plans:
The National Park Hospitality Association agrees with the GAO report's
conclusions that the National Park Service should be required to move
more quickly on developing Commercial Services Plans (CSP). The plans
will set out a framework for commercial activities in the individual
parks and provide a guideline for business planning.
However, NPHA is concerned that the planning process for commercial
services will remain a longer term goal for the park managers. Although
the NPS guidelines call for individual park managers to develop CSPs,
these plans are rarely developed or used. As stated in the draft report
only 6 out of 84 parks developed Commercial Services Plans and 2 out of
the 6 did not meet the agency's standards.
Commercial Services Plans can be only one part of the solution. With
the fact that so few parks have developed CSPs, it is a clear
indication that NPS finds these plans a low priority.
Local Park Superintendents Play Key Role:
The National Park Service task and the GAO Report confirm that the
local park superintendent has the responsibility of managing the
operational activities of both concessions and cooperating
associations. Most of the oversight of these operations is also left up
to the park superintendent guided by provisions of Director's Order #
32 and Reference Manual (RM # 32) on Cooperating Associations.
One of the major challenges facing NPS managers is the decentralized
nature of the operations and management. NPS relies on the individual
park superintendent for both authorizing and implementing the national
policy for concessioners and cooperating associations in the local park
unit. This individualized approach allows for various interpretations
of the provisions of DO # 32 across the park system.
Closer oversight of the DO # 32 policy implementation by NPS WASO staff
in the individual park unit would be helpful.
NPS Director's Order #32 Differentiate Commercial and Non-Profit
Activities:
NPS uses Director's Order # 32 (DO #32) and the accompanying Reference
Manual (RM # 32) to define the overall national policy guidance for
cooperating associations and governs the activities of nonprofits for
education and interpretation activities, and also defines educational
and not for profit activities. Also, issues relating to the submittal
and approval of appropriate products for sale by associations is
covered in this document. The National Park Hospitality Association
strongly supports keeping DO # 32 as the national policy framework, and
not replacing this guidance by relying solely on the costly and time
consuming effort of developing individual CSPs at each park site.
The report could do more to reinforce existing association requirements
under Director's Order # 32. Rather than saying NPS should do more in
the future, the report should address what NPS has not done or isn't
doing under the current regulations governing cooperative associations.
RM # 32 clearly states the NPS responsibility to respect concessioner's
contractual rights. On page 36 of RM # 32, for example, it says "when
the service determines it necessary for the comfort and convenience of
visitors, and concessioners are not presently providing such services,
the service may allow associations to sell visitor convenience items."
And "associations may not be authorized to sell convenience merchandise
until and unless any concessioner's preferential rights have been fully
respected.":
Yet the last paragraph of the same section on page 37 specifically
excludes competition between concessions and cooperating associations
in the same building or facility; it leaves open the opportunity that
competing items can be authorized to be sold by cooperating
associations not in the same building as the concessioner.
Much stronger recommendations are needed so there is an understanding
that the cooperating associations will not sell the same merchandise as
concessioners. The NPS needs to improve the division between
merchandise sold by concessions under the provisions of concessions
contracts and that which the non-profits sell as interpretive and
educational.
Cash Contributions of Cooperating Associations Not Clear:
One additional suggestion would be to break out the actual cash
contribution percentages from the reported annual contributions to the
NPS by the cooperating associations and the Friends Groups since the
gross figures contain the salaries and operating expenses.
Recommendations:
1. GAO should continue to emphasize the importance of DO #32 to govern
the activities of nonprofits and concessions.
2. The definition of interpretive materials and goods and products in DO
#32 should be carefully defined and adhered to so there is not the
continued crossover into soft goods merchandise, jewelry and general
souvenir items that the concessioners have under contract.
3. Before any additional service or products are offered to the
cooperating association or to the Friends of the Park, the park
superintendent should be instructed to insure that the Park Concession
Specialist and the concessioner first meet to mutually agree that the
present concession contract is not being violated by any of the
proposed new services or products offered to the non-profit
associations.
4. Concessioners must remain vigilant in the policing of the components
and guarantee of their own contracts to avoid the encroachment of the
non-profits into their areas of business awarded under the concessions
contract.
5. GAO should consider a recommendation that would require approval of
the NPS Director before the Park Superintendent authorizes the sale or
expansion of visitor services by non-profits to ensure that the park
superintendent is accountable for the Friends and Cooperating
Association activities as well as the provisions of the
concessionaires' contract. This effort would strengthen the park level
oversight functions and have these new services/products request
reviewed by WASO with the approval of the NPS Director to assure that
the overall policy is maintained and not abdicated as is presently the
case.
6. Encourage concessioner involvement as ex officio members of
cooperating associations' board of directors.
Again, the National Park Hospitality Association greatly appreciates
the thoroughness of this study by the General Accounting Office and
thanks GAO for the opportunity to offer comments and suggestions to the
draft report.
Sincerely,
Andrew N. Todd, Chairman:
National Park Hospitality Association:
Signed by Andrew N. Todd:
The following are GAO's comments on the National Park Hospitality
Association's letter dated June 18, 2003.
GAO Comments:
1. We agree that Commercial Services Plans will require time to develop
and implement and that development and implementation may be difficult
because of resource constraints or because General Management Plans
must first be prepared or updated. In this regard, we note on p. 1 that
federal funding for the Park Service has not kept pace with such needs
as visitor services and maintenance requirements. On p. 40, we note
that Park Service officials told us that Commercial Service Plans were
not developed because park resources are limited and there are higher
priorities. We also note that Commercial Services Plans must be
consistent with long-term plans - General Management Plans - and while
the National Parks and Recreation Act of 1978 requires that each park
unit maintain an up-to-date General Management Plan, these are
frequently out of date. Although progress in developing and
implementing Commercial Services Plans is necessarily dependent upon
the availability of agency resources and its consideration of other
agency priorities, we believe the likelihood that concessioner and
nonprofit conflicts will become more common (see p. 42) supports
placing greater emphasis on Commercial Services Plans.:
2.As is clear from the heading on p. 33, the section "Park Managers
Have Broad Discretion in Deciding to Expand Cooperating Association
Sales and Services and Do Not Always Provide Transparent Rationale"
already discusses the considerable autonomy park managers have at the
local level. This was an important factor in our recommending that
these managers provide rationale for decisions involving the scope,
mix, and appropriateness of association and concessioner sales and
services (see p. 44). Because we did not examine the advantages and
disadvantages of the Park Service's decentralized structure, we cannot
address the need for increased headquarters' or regional oversight of
park managers.:
3. We did not identify instances where the contractual rights of
concessioners were not respected. In addition, D.O. # 32 makes
reference to the preferential rights of concessioners. The National
Parks Omnibus Management Act of 1998 (P. Law 105-391) prohibits the
Secretary of the Interior from granting a preferential right to a
concessioner for most new contracts or services. Although D.O. # 32
could be updated for consistency with current law, we are not making
this recommendation because we did not identify problems related to the
outdated wording.:
Moreover, the contracts that we examined as part of our work usually
did not give concessioners "exclusive" rights to sell or provide
services. In fact, contract language in some cases specifies that
concessioners are not granted "an exclusive or monopolistic right, to
provide public accommodations, facilities, and services.":
The Association correctly points out that the Reference Manual for D.O.
# 32 specifies that associations may be authorized to sell visitor
convenience items when "concessioners are not presently providing such
services". This same instruction later specifies that a concessioner
and an association generally will not carry on duplicative, competitive
operations "in the same building." Although the Park Service may wish
to reexamine these provisions, we did not make this recommendation
because, in some cases, concessioners and associations may need to
provide similar services at a park. For example, prior to the new
visitor center facility opening at Fort Sumter NM, the merchandise
concessioner chose not to operate its store during the off-season.
During this period, the association operated that facility, providing
visitor convenience items in addition to interpretive materials.:
4. Table 5 notes that association financial contributions include a
dollar value assigned to information assistance provided by association
staff to visitors and that the Park Service allows associations to
claim up to 50 percent of association sales staff salaries. However, we
agree that additional detail would provide a clearer picture of the
composition of association contributions. We added language to tables 5
and 11 that 25 percent of association contributions were for
information assistance. We also added that information assistance is a
primary type of park support to the discussion on p. 2.:
5. The issues addressed in this report do not provide a basis for
making these recommendations.:
6.Associations have appointed concessioner officials to their Boards
of Directors. This was the case, for example, at Grand Canyon NP and
Yellowstone NP. We believe that deciding who should serve on its Board
of Directors is a decision best left to the private cooperating
association.:
(360137):
FOOTNOTES
[1] U.S. General Accounting Office, National Parks: Difficult Choices
Need to Be Made About the Future of the Parks, GAO/RCED-95-238
(Washington, D.C.: Aug. 30, 1995); and U.S. General Accounting Office,
National Park Service: Efforts to Identify and Manage the Maintenance
Backlog, GAO/RCED-98-143 (Washington, D.C.: May 14, 1998); and The
National Parks Business Plan Initiative, a partnership of the National
Parks Conservation Association and the National Park Service, 2001.
[2] The Congress established the recreational fee demonstration program
in 1996. It has provided over $900 million in additional revenue to
parks since that time.
[3] The six parks we visited were the Badlands National Park, South
Dakota; Fort Sumter National Monument, South Carolina; Gettysburg
National Military Park, Pennsylvania; Grand Canyon National Park,
Arizona; Yellowstone National Park, Wyoming; and Yosemite National
Park, California.
[4] National park system units include national parks, as well as
numerous military parks, national monuments, national historic sites,
recreation areas, and many other designations. In this report we use
the terms parks or national parks to encompass all units of the
national park system regardless of designation. Several units were
added to the park system since 2001; these units were not included in
our study.
[5] Act of August 25, 1916, 39 Stat. 535 (commonly referred to as the
National Park Service Organic Act).
[6] See appendix II for information on the key statutes authorizing
donations and agreements.
[7] Cooperating agreements require associations to obtain tax-exempt
status under section 501(c)(3) of the Internal Revenue Code. This
section provides that organizations granted tax-exempt status must
operate exclusively for charitable, religious, or educational purposes.
As tax-exempt organizations, associations enjoy certain benefits that
for-profit organizations do not. In particular, tax-exempt
organizations are required to pay federal income taxes only on
unrelated business income. They are also exempt from many state and
local taxes, under state law.
[8] Six National Park Foundation friends groups were recently created
and these are an exception. These six groups are associated with 49
parks.
[9] The Golden Gate Parks Association became the Golden Gate Parks
Conservancy on March 1, 2003.
[10] The National Park Foundation has established 6 new friends groups
serving 49 parks as authorized in section 701 of the National Parks
Omnibus Management Act of 1998 (Pub.†L. No. 105-391, 112 Stat. 3497,
3520 (1998)).
[11] According to data from 102 friends groups from GAO survey, Urban
Institute, and Guidestar.com Web site (Philanthropic Research, Inc.).
[12] Pub. L. No. 96-607, 94 Stat. 3541 (1980).
[13] The Theodore Roosevelt Inaugural Site Foundation receives a
portion of its funding through government grants to carry out its
statutorily authorized management responsibilities.
[14] The Island Alliance reports that it is the "first and only private
nonprofit organization formally designated by the Congress as a partner
in the development of a new national park with the specific
responsibility of raising and generating monies from the private
sector." Pub. L. No. 104-333, 110 Stat. 4232 (1996) established the
Boston Harbor Islands Recreation Area and specified that the park
should be managed in collaboration with nonfederal groups.
[15] The cooperating association also operates bookstores at Fort
Moultrie and the Charles Pinckney National Historic Site. Park
officials at Fort Sumter NM also are responsible for managing these
locations.
[16] This decision was made to provide association merchandise to park
visitors who reached the fort from Patriots Point (see fig. 2).
Patriots Point continues to serve as a departure point for fort
visitors although park plans envisioned discontinuing service from this
location. As a result, visitors from Patriots Point did not have access
to association materials available at the visitor center bookstore.
[17] A General Management Plan was published in 1998 to guide overall
use of the park. This plan emphasized the use of additional
partnerships and volunteers. It also anticipated closing the sales
operation at the fort and moving it to the new visitors center.
[18] The concessioner abruptly discontinued its relationship with the
park shortly before our visit.
[19] The National Park Foundation is unique among fund-raising partners
in that it is chartered by the Congress to support parks across the
United States (Pub. L. No. 90-209, 81 Stat. 656 (1967), codified at 16
U.S.C. § 19e).
[20] Park Service policy allows friends groups to sell items within a
park with the approval of the cooperating association and park
superintendent. Cooperating associations also may sell items on behalf
of friend groups. However, such arrangements are infrequent.
[21] According to the Virgin Islands NP superintendent, the friends
group operated an information kiosk inside the park, where they also
sold merchandise. This practice was discontinued upon the advice of the
Park Service's Solicitors Office and, for the past 2 years, the
cooperating association has operated the kiosk.
[22] The Government Performance and Results Act of 1993 (Pub. L. No.
103-62, 107 Stat. 285) requires federal agencies to prepare
these plans. In addition, the National Parks Omnibus Management Act of
1998 (Pub. L. No. 105-391) requires that each park unit prepare
strategic and annual performance plans that reflect the policies,
goals, and outcomes of the Park Service's plan and make them available
to the public.
[23] U.S. General Accounting Office, Tax Policy: Competition Between
Taxable Businesses and Tax-Exempt Organizations, GAO/GGD-87-40BR
(Washington, D.C.: Feb. 27, 1987); and U.S. General Accounting Office,
Competition Between Tax-Exempt Organizations and Taxable Businesses,
GAO/T-GGD-88-43 (Washington, D.C.: June 28, 1988).
[24] U.S. General Accounting Office, Tax Exempt Organizations:
Additional Information on Activities and IRS Oversight, GAO/
T-GGD-95-198 (Washington, D.C.: June 29, 1995).
[25] The National Park Hospitality Association represents park
concessioners at the national†level.
[26] Concessioner fees include franchise fees and payments to "special
accounts." Special accounts are payments set aside for specific
purposes like improving park-owned buildings and infrastructure that a
concessioner uses in providing services.
[27] Prior to 1998, all franchise fees paid by concessioners were
deposited into the general fund of the Treasury. Under the National
Parks Omnibus Management Act of 1998 (Pub. L. No. 105-391), 80 percent
of these fees are available without further appropriation for use at
the local park and 20 percent are for uses throughout the national park
system.
[28] General Management Plans are the basic park guidance document. The
National Parks and Recreation Act of 1978 (Pub. L. No. 95-625, 92 Stat.
3467, 3518), codified at 16 U.S.C. §1a-7, requires that each park unit
maintain an up-to-date General Management Plan. Park Service guidance
anticipates that these plans will be revised every 10-15 years.
[29] Public charities under Internal Revenue Code Section 501(c)(3) are
required to file annual financial returns with the Internal Revenue
Service. Larger charities--with gross receipts of $100,000 or more--are
required to file a "Return of Organization Exempt From Income Tax (IRS
Form 990); smaller charities--with gross receipts less than $100,000
and total assets of less than $250,000--are allowed to file an
abbreviated Form 990-EZ; and charities with gross receipts of $25,000
or less, are not required to file.
[30] U.S. General Accounting Office, Tax-Exempt Organizations:
Improvements Possible in Public, IRS, and State Oversight of Charities,
GAO-02-526 (Washington, D.C.: Apr. 30, 2002).
[31] The Association of Partners For Public Lands is a nonprofit
organization that represents member groups, including most cooperating
associations, at a national level. Voting members must have a formal
agreement as a "cooperating" or "interpretive" association with a
public land management agency to operate a sales outlet and provide
interpretive materials to visitors. Formerly known as the Conference of
National Park Cooperating Associations, the Association of Partners For
Public Lands also provides management and operations training for its
members and for agency personnel.
[32] The Friends Alliance is a loosely formed network consisting of the
largest friends groups.
[33] The Eisenhower NHS and Gettysburg NMP are jointly managed.
[34] The Park Service's Fort Sumter NM staff manage Fort Sumter, Fort
Moultrie, and the Charles Pinckney NHS.
[35] We did not meet with the concessioner at Badlands NP. Shortly
before our visit, the concessioner ceased operating because of
financial problems. These problems were not related to cooperating
association activities.
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