Strategic Plan Review

Introduction

This report is an evaluation of the Trust for Public Land’s 2021 progress toward the 2020-2025 Strategic Plan . We provide quantitative results against Strategic Plan objectives, directional assessments of organizational progress toward visionary goals, and anecdotal examples of how the Strategic Plan catalyzed mission outcomes.

The underlying concept of the 2020-2025 Strategic Plan is that integrating TPL functions and pursuing strategies that work at multiple scales will create leveraged mission outcomes . In this second annual report of the Strategic Plan, we will focus on scale—how we have approached increasing scale in the past year, and the opportunities and barriers to achieving scale in the next three years of the Plan .

It is important to note the national context in which TPL worked in 2021 . As the world faced the second year of the COVID-19 pandemic, TPL continued to work remotely and under constraints that hindered business as usual, including community-based design, negotiations, and donor meetings . At the same time, social upheaval from long-simmering racial injustices and political strife unseen for a century posed both a distraction and an opportunity to raise the relevance of our mission and the issue of racial inequities . Across the country, these multiple stressors caused the “great resignation” and TPL was not immune. We experienced 25% turnover—not only from staff leaving for jobs in our field but from people reassessing their lives and making different choices . There were many changes within TPL as well . Our Research and Innovation team and Commitment Leads were combined to form the Land and People Lab under the leadership of Dr . Howie Frumkin . The 10-Minute Walk Program was reconstituted in PAGR with a new grant from the JPB Foundation. Field Programs reorganized to engage and empower more leaders in achieving mission and financial outcomes critical to our vision for a thriving TPL. We finalized our Organizational Values and took measures to take care of our staff and stay competitive in the marketplace, with additional flexibility, time off, and attention to HR and onboarding .

Despite the epidemiological, social, and political challenges facing the country, the organizational changes, and the problems inherent in pursuing new strategies, TPL had an amazing year. We’ve invested in more, better marketing, and launched our refreshed brand that strategically positions TPL to reach and engage future donors . As the results below will show, we continued to grow our accomplishments and impact. TPL’s financial performance was outstanding, and we grew our philanthropy and brand to new and exciting levels .

We should be proud of what we accomplished in 2021 . While we still have obstacles to overcome to meet our Strategic Plan goals, and there is much work ahead to achieve the scale of impact to which we aspire, we have undeniably established a foundation for future success and growth .

The Strategic Plan established quantitative goals for each of the four Initiatives . These goals were deliberately set to stretch the capabilities of TPL, yet still be attainable if TPL is able to secure the necessary resources and adopt ways to scale our work . The 2021 Strategic Plan Dashboard in Appendix I shows how we have performed against the quantitative goals of our plan . Some Initiative highlights:

• Parks Initiative: Through 2021, TPL completed 8 park development projects (51% of goal) . With the renewal of funding for the 10-Minute Walk Program, we have refocused our policy, advocacy, and technical support functions to better advance our Parks vision . With 5 new mayors signing on, 300 cities are now a part of the 10MW .

Through our policy, funding, and planning support work,

TPL has supported 41 cities over the past year to accelerate 10MW access to quality parks .

• Schoolyards Initiative: In 2021, TPL completed 19 new

Community Schoolyards bringing the 2- year total to 27 .

We now have new schoolyard projects underway in 12 school districts and have catalyzed a total of 10 school districts (50% of goal) to work toward district-wide strategies . The Schoolyards Initiative has become our most philanthropically-successful program, generating high levels of support at the national, state, and local level . • Lands Initiative: Over the past two years, TPL worked with communities across the country to complete 119 land conservation projects (24% of goal) creating more than 191,000 acres (19% of goal) of public land . In 2021,

TPL increased land protection staff capacity by 32% and we have identified more than 1.2 million acres of at-risk lands that we are working to protect in partnership with communities . While we are unlikely to meet the 5-year goals, we are on track to achieve the annual performance suggested by the Strategic Plan . In addition, we added $226 million in state and local public funding for land conservation despite 2021 being an off-cycle election year . Finally, in 2021 we launched the Black History and

Culture Program and began to re-launch TPL’s Tribal and

Indigenous Lands Program .

• Trails Initiative: The results of the Trails Initiative continue to defy easy quantification. However, we know we have completed 45 trail-related projects over 2 years . In addition, we have developed exciting new partnerships with the International Mountain Bike Association and the

National Park Service, among others that promise dramatic gains in our trails work soon .

Lands Initiative: In November 2021, we closed on the Phase II Kootenai Forestlands Conservation Project protecting 27,289 acres in Montana .

As noted in the 2020 report, our metrics continue to evolve, and we cannot yet measure everything we would like . Our current data systems need significant investment to capture our work more effectively . Rather than eliminate metrics we cannot yet capture, we continue to list them in the dashboard as they warrant consideration by staff in the coming year .

Again, we assessed each initiative in six key areas, detailed in the table below . These results can be compared with the same table from last year . We have highlighted important indicators of progress as follows:

• Strategies to achieve short-term goals: By investing in capacity as well as new programs like Black History and

Culture and Tribal and Indigenous Lands, we are making progress against short-term Strategic Plan goals . In 2022, we are driving goal-setting and attainment further down in the organization, so that each state and department has a measurable target and performance measure that shows quantitative contributions to the overall Strategic

Plan goals .

• Strategies to achieve long-term goals: We continue to grow strategies that shift our organizational focus from activities (i .e ., projects) to programmatic outcomes that deliver long-term results for ever- greater numbers of people . We discuss scale extensively later in the report .

• Clarity on the role of TPL: The strategic plan has allowed us to better define our unique role in conservation, parks, and open space . Our new brand better articulates the case for our relevance and why our mission matters—connecting everyone to the outdoors to solve the outdoor equity gap. We have improved as an organization over the past two years and this is an outcome of the work of everyone at TPL—from the Field to PAGR, to

Marketing and Philanthropy .

• Staff capabilities, collaboration, and communication: As noted later in the report, we are developing capacity in support of the Strategic Plan and guided by the Business

Model Review . In addition, through the DEI Action Plan, we are preparing to make investments in onboarding, training, and career development to strengthen our staff capabilities and skills .

Health Commitment: TPL partnered with CityHealth to incorporate greenspace policies and investment into the package of recommended policies for 75 largest cities . This partnership began in January 2021 and brings together a diverse cadre of TPL Staff .

• External support: Our Philanthropy efforts have had continuous success . This team is delivering results at increasingly higher programmatic levels, allowing us the strategic flexibility we need to achieve large- scale results . We are also experiencing more incoming partnership interest from like-minded corporations that support our revenue and marketing goals . In addition, we are building political support based on our organizational differentiators, allowing us to be more effective at the policy level and in gaining political support for important programs and projects .

• Partnerships: In 2021, we continued to create new partnerships and strengthen existing ones in support of our

Strategic Plan . We engaged with the Aspen Institute with a focus on climate solutions for our Schoolyards . We built new relationships and enhanced existing partnerships with tribes and tribal organizations. We explored potential partnerships with different organizations, for example, with KaBoom! around parks delivery and data .

Parks

Lands

• Build best-in-class parks projects

• Build new vision for 10MW Program focusing on identifying high-impact policies and best practices for accelerating parks

• Build ambitious cross-functional goals into work plans, and support more integrated TPL support/services to maximize impact in cities

• Expand capacity through sharing staff across geographies and establishing learning processes

• Advocate for parks as core use of community recovery and revitalization funding decisions • Shift from activities focus to impacts focus for greater scale

• Focus more specifically than broad

“10MW” access gap

• Advocate and support equity-based public funding

• Continue to build the data, tools, knowledge, and resources needed to advance park access and quality

• Establish policy agenda that clearly defines TPL recommendations for city action and partner support • TPL Parks works to close the park equity divide, focusing on access and quality as key components of achievement

• Align decision making, leadership, and collaboration across departments (10MW,

Land and People Lab, Field, ConFin, FA)

• Reinforce TPL’s role as a thought leader via the Land and People Lab creation and

PAGR policy leadership

• Reinforce TPL as city assistance leader through Field and 10MW

• Grow impact by leveraging new public funds and filling gaps left by competitivepeers by hiring new protection staff.

• Grow leadership and fundraising in-focus areas of Black History &

Culture, Community Forests, Tribal and

Indigenous Lands, etc.

• Identify significant geographies where

TPL can lead and support community conservation visions • Grow newer focus areas to enhance our competitive advantage, invest in staff to support with expertise

• Increase philanthropic support through focus area- based fundraising

• Develop a regionally relevant and nationally significant Decision Support tool to increase project identification • Manage internal tension: # of projects/ acres/revenue vs. longer more complex community-based work

• Increase national role in developing and sharing best practices in community conservation; policy, funding, collaborations, execution

Schoolyards

Trails

• Expand to new geographies where the climate, health, equity, and education needs are the greatest.

• Develop new models of program delivery not reliant on office location: joint use agreements, technical assistance, statewide policy, catalyst funding, resulting in greater impact at scale • Grow district and state scale delivery thought-leadership

• Use updated metrics to change expectations scale of impacts

• Strengthen the evidence- base through evaluation of field projects and disseminate best practices. • Leverage reputation as confident implementers into leadership in the schoolyards movement through thought leadership, standard-setting, advocacy, resource creation, and technical assistance

• Pilot place-based collaboration with new partners (IMBA et al.)

• Claim leadership role nationally through execution, research, and data analytics

• Build relationship w/NPS to develop project leads on National Trails System

• Develop funding model and partners to

“activate” land protection projects with great trails.

• Leverage federal funding in new DOT programs for trails and parks. • Build health & equity frame for trails

• Fund and deploy national trail mapping expertise to create thought-leadership on trail access, competitive advantage in trails space

• Develop economic benefits case for rural trails • Better define TPL’s unique leadership role leveraging real estate, community capacity, and national scope of mapping

• Pilot deeper community-based engagement surrounding trail development beyond land protection role

• Become the “go-to” land conservation group for grassroots trails groups when treasured trails are threatened

• Strengthen organization-wide priorities around parks

• Improve cross- organizational learning, support, and leadership

• Increase technical leadership in FAST • Diversify support for non-project park work

• Position the Land and People Lab to take on a leadership role in capturing our expertise (i.e., academic partnerships to study project outcomes)

• Explore partnership opportunities to meet impact needs (such as programming)

• Build coalitions and pursue partnerships that advance advocacy for equitable park funding • NRPA

• ULI

• CPA

• NPS

• RCC

• C&NN

• NLC

• USCM

• Hire staff to enable us to hit community and acres goals

• Develop philanthropy support for more strategic Lands outcomes (beyond bucks/acres) • New focus areas mean new or deeper partnerships, growth potential in identity or issue-based groups rather than conservation peers

• Stronger national collaboration on community landscape opportunities

• Build increased capability to develop schoolyards practice area for scale, technical excellence

• Build capacity to engage in school policy and financing in states and tribal locations. • Increase clarity of roles in relationship w GSA and

C&NN, to grow our national role and avoid redundancy

• Externalize our portfolio of expertise by sharing our tools and resources with others

• Replicate learning group akin to schoolyards to support trail growth and shared learning

• Expand staff capacity to amplify community benefit of trails work beyond land protection

• Expand capability to execute NPS LWCF projects along

National Trails System • No significant private national funding solicited (as expected)

• Significant growth in place-based funding

• Funding relationships w/ NPF, ATC, NPCA • LWCF Coalition

• NPF

• NPS

• NTHP

• NLC

• DOD

• Tribes

• C&NN

• GSA

• NSBA

• Aspen Institute

• Healthy Schools

Network

• ATC

• IMBA

• PNTS

• NPS

• SCA

We continued to make investments and organizational changes to improve the adoption of Strategic Plan priorities and deliver Plan outcomes. These are summarized below.

Strategic Initiatives:

• What we did: We restructured the initiative leader positions to better focus on strategy development, cultivating partnerships, and fundraising . In 2020, only the

Schoolyards Initiative Director was a full-time position; the other three leaders were in “hybrid” positions . This year, we made all four Initiative Directors into full- time roles . This change facilitated better focus and strategic development for the initiatives .

• What’s next: This year we will finalize the communication plan for the Initiatives for more visibility within the organization to better facilitate plan integration. These positions also serve on the advisory committee for the

Land and People Lab, strengthening the collaboration between departments .

Federal Affairs:

• What we did: Our continued work allowed us to secure $900 million for LWCF again in 2021 . This accomplishment was made possible by TPL’s advocacy that led to the passage of the Great American Outdoors Act in 2020 . We helped advocate and inform priorities within ORLP, securing $110 million . The Federal Affairs team worked tirelessly on earmarks and securing funding for TPL projects from LWCF . We drafted the Parks, Jobs, and Equity Act (PJEA) and had it introduced in both the House and Senate . We worked with members of Congress to get important provisions from PJEA included in the Build Back Better legislation . The creation of the Parks Coalition focused on the passage of PJEA, led and managed by TPL, continues to advocate for increased funding for ORLP, the passage of the Outdoors for All Act, and the inclusion of PJEA in any future climate package .

• What’s Next: In March, Congress passed a FY22 spending bill that secured nearly $84 million in funding for TPL projects, including $16 million in earmarks for 8 targeted

TPL Projects . The Federal Affairs team will host a series of webinars to disseminate information across the organization regarding accessing new funding programs in the

Infrastructure Investment and Jobs Act and how to develop successful earmarks . With more Federal funding on the table than ever before our Federal Affairs team will focus on providing TPL and, especially, our community-based partners with the opportunity to access these funds .

Trails Initiative: We helped the Town of Hanover, NH acquire the 254-acre Mink Community Forest, but we also worked with the town to raise a trails activation fund that allowed for a new trailhead parking area, kiosks, and a one mile loop trail to be built immediately after the acquisition closed . TPL’s Trails Initiative is committed to delivering a broader range of community open space benefits including great trails close to home.

• What we did: We began an intentional effort to change the type of ballot measures we pursue and lead . We started prioritizing measures that include equity provisions and/or fund natural climate solutions . It will take a time to change the mix in our ballot measure pipeline, but the work has begun . We helped design and sought voter support for eight park, climate, and land conservation ballot measures in six communities . We secured $731 million for parks and land conservation through budget measures and legislative efforts . Measure 1A in

Arapahoe County, Colorado, was approved making permanent the current county sales and use tax . This tax is estimated to generate $28 million in annual revenue over the next twenty years, dedicated to maintaining parks and wildlife areas, trails, water conservation projects, and local farms .

• What’s next: Our Conservation Finance Team will continue the pivot to focusing on measures involving equitable park funding, natural climate solutions, and TPL

Field priorities .

Marketing Communications:

• What we did: On March 1, 2022, we launched TPL’s new brand to reach new future donors. While not specifically identified in the Strategic Plan, this work is vital to the evolution of TPL to meet the vision for the organization in the Plan and expand our donor base for a sustainable future .

• What’s next: The new tpl .org goes live this summer, and the new brand marketing campaign will go live this fall,

Marketing is leading a “Year of Storytelling” effort to support the new messaging and positioning of the brand with staff and volunteers . This work will prepare us for, 2023, when we celebrate TPL’s 50th anniversary .

Cross-Cutting Efforts:

• What we did: We undertook several cross-cutting efforts that will deliver mission results in line with the Strategic Plan . We launched the Black History and

Culture program including development of a portfolio of charismatic projects, launching an advisory committee, and raising significant funding. We also prioritized the

Equitable Communities Fund, resulting in raising major private funding for both the fund and for individual projects (including a $2 million grant from the Doris

Duke Charitable Foundation) . This effort funded a grants manager position in Federal Affairs and directly funded several ECF projects . We also relaunched TPL’s Tribal and Indigenous Lands Program, building on our historic work in this area and including multiple TPL departments currently doing that work .

• What’s next: In 2022, we intend to update and revise the

Equitable Communities Fund as an evergreen strategy along with commencing direct granting to community partners and the development of a national strategy for building partner networks (housed in the Land and People Lab). We will hire our first Director of Black History and Culture . Finally, we will develop and implement a comprehensive Tribal and Indigenous Lands strategy and hire a director to lead implementation .

Schoolyards Initiative: Our Community Schoolyards Campaign reached 2 .5m future donors in fall 2021 . The campaign included two new reports, a Park Bench Chat featuring leaders in park equity and education, a petition calling on Congress to deepen their investment in schoolyards, and media coverage in outlets like ABC News and Grist .

• What we did: We completed the Diversity, Equity, and

Inclusion evaluation and reviewed recommendations for a DEI plan . The evaluation highlighted investments that are needed to build organizational skill sets for the

Strategic Plan . In addition, we formally launched the Next

Generation of Land Conservation Professionals effort and hired and began onboarding 14 new early-career Project

Associates .

• What’s next: We will complete the DEI Action Plan with broad organizational engagement and begin implementation of the plan in 2022 . Many of the actions in the plan will both improve TPL’s DEI performance (an important strategic goal), build staff skills, and organizational culture to better adopt the Strategic Plan . This includes hiring a Chief People and Culture Officer. The Next Generation

Land Conservation Professionals work is transitioning to training, development, and mentoring to build a cohort that is ready to contribute at a high-mission level . • What we did: As reported last year, our Business Model

Review and other activities highlighted the need for a robust modernization of our data systems. In 2021, we contracted for an IT Roadmap that would identify, prioritize, and outline the investments needed to ensure our systems supported the work we need to accomplish to achieve the Strategic Plan .

• What’s next: The IT Roadmap project will be completed in spring, 2022 . With new cash reserves available for investment, we expect to prioritize systems investments and begin implementation . An ad hoc committee of the

Board of Directors along with a wide staff engagement strategy are helping shape the implementation plan .

Climate Commitment: A Climate Smart Cities partnership across the Chicago-Calumet River watersheds will identify where parks and green infrastructure can build climate and community resilience .

The 2020-2025 Strategic Plan contains the basic assumption that TPL will increasingly leverage our mission accomplishments to effectuate greater change at a nationwide scale. How do we define “achieving scale?” Throughout the history of TPL, we have curated a portfolio of on-the-ground projects whose completion delivered results to a served population for the scale of the project (for example for those living within a 10-minute walk of the project) . In addition, TPL used tools intended to reach more people with results . Conservation Finance ballot initiatives created funding for parks and open space at the city, county, and state scale; “greenprints” and parks plans created data and analysis that supported others’ work to deliver on-theground results .

The Strategic Plan suggests that TPL will continue, or increase, the delivery of on-the-ground results for people and communities . At the same time, however, we will increasingly seek to create large-scale results and create systems change that will dramatically increase the benefits of parks and open space for millions more people than can be achieved through on-the-ground projects alone .

Definition, Achieving Scale: Scale is achieved when impact grows at a geometrically faster rate than the investment of incremental resources. At TPL, this means that organizational growth should deliver mission results at a much higher rate than the internal growth of funding.

This does not mean we need to change the organization to be exclusively policy-focused or that we should eliminate on-the-ground programs . Rather, the implied assumption is that TPL will integrate the different tools and programs to leverage each with the others, always seeking to grow impact . This requires a “theory of change” that includes all facets of TPL and delineates how each contributes to and builds from the others to constantly grow our impact . This conceptualization of a common theory of change across TPL is the current work of leadership .

Today, we are placing the basic building blocks of an integrated, aligned organization built to use our history, experience, and technical expertise to deliver ever-more leveraged results . The following are examples of recent changes and new functionalities that will deliver those outcomes .

Land and People Lab: At the end of 2021, the following functions were combined into a new organizational unit— Research and Innovation, Conservation Economics, and National Programs (consisting mostly of the Strategic Commitments) . Now led by recently-hired SVP Dr . Howard Frumkin, the newly named, Land and People Lab represents TPL’s commitment to evidence-based leadership in the conservation and parks fields. The Land and People Lab will draw on the wealth of knowledge and experience gained from on-the-ground projects at TPL, rigorous evaluation of TPL results, and cutting edge academic research to drive our field projects to be best-in-class examples, inform our policy agenda, and provide our peers and partners with the top information available for implementing parks and open space solutions .

Community Commitment: Through funding received from the Doris Duke Charitable Foundation, we were able to introduce the Community Partner Network to our DDCF ECF community partners . The Network is a peer-topeer driven network that will build on Partner leadership, provide technical assistance, and establish new connections among participants who may not otherwise know each other .

This year, the Land and People Lab will solidify their strategy to advance TPL thought leadership and establish initial objectives and goals . In 2022, the Land and People Lab also created an internal advisory committee consisting of Field staff and Initiative Directors to strengthen national and local mission delivery . We are developing a strategy to integrate the Strategic Commitments (Community, Equity, Health, and Climate) into all Initiative strategies . Finally, we are developing a robust project evaluation discipline, beginning with our Schoolyards work . This strategy will improve local TPL outcomes, and, potentially, will allow TPL to influence the entire parks and open space sector through adoption of TPL evaluation protocols as a professional standard .

A New Approach to Federal Affairs: For a majority of TPL’s history, the role of Federal Affairs was to ensure adequate federal funding for conservation (i .e ., permanent authorization and full funding for LWCF) and to acquire those funds for specific TPL projects. Under SVP Bill Lee, Federal Affairs still seeks funding for TPL projects, but now also develops new targeted funding sources, works to ensure that legislated funds are not only used to advance TPL interests but are also available and accessible to marginalized communities . Federal Affairs promotes policy positions that either advance TPL goals or break down barriers that reduce our effectiveness . This new approach requires increased linkages among PAGR, Field Programs, and the Land and People Lab, as well as partnerships and alliances outside TPL .

10-Minute Walk: With the completion of the first Parks for People Plan in 2014, the 10-minute walk became the foundation for our parks strategy . In the past seven years, we have continued to focus on using the concept of a 10-minute walk to a park to catalyze a movement to create new and better parks across the nation . In 2021, the 10-Minute Walk Program was restructured to focus on identifying and sharing high- impact policies and best practices that can influence more progress in our parks agenda . By moving this team into PAGR, we are now aligning the work with our federal strategies and Conservation Finance .

Furthermore, the 10MW Program and the Parks Initiative were directly integrated by promoting Bianca Shulaker as director for both . This integration has already resulted in better coordination with Field Programs; the Program is leveraging field experience with parks while also generating on-the-ground opportunities for field teams.

Parks Initiative: In July 2021, Cook Park was completed in the heart of Atlanta’s Vine City neighborhood- the former home to Dr . Martin Luther King Jr . and several other civil rights leaders. It transformed 16 acres of flood plane into an innovative and vibrant new park.

Reorganized Field Management: We promoted six leaders to Regional VPs, and promoted all state directors to the position of AVP in September . These promotions signaled the increased responsibility and authority given to these individuals for delivering the results of the Strategic Plan . Field Programs serves TPL to the highest degree by delivering best-in-class projects and programs, creating the conditions for continuous experimentation and learning, building new and exciting local relationships, and integrating across TPL to promote organization-wide success. The new management roles empower field leaders to seek new and innovative ways of achieving results and to generate needed financial performance that allows TPL to grow into evermore efficacious organization.

These four examples are not the only ways that TPL is seeking to achieve greater scale . The TPL Brand Refresh, led by CMO I Ling Thompson, aligns TPL’s outward facing identity with our focus on scale and systems change . The Philanthropy team, led by Pat Watson, is developing strategies to increase our philanthropic revenue to $100 million per year in support of the growth assumptions of the Strategic Plan . Our Finance, IT, and HR functions, led by Jim Obendorf, are developing plans for new systems and approaches to support a TPL that is reoriented toward scaled outcomes. The entire organization is being retooled to deliver large-scale change far into the future . We made incredible progress toward the goals of the Strategic Plan in 2021 . We will meet and exceed many of our quantitative targets, and for the goals where we might fall short, we are approaching the performance level suggested by the goals . Moreover, we continue to take action and evolve TPL to further align our work with the Strategic Plan .

The Strategic Plan, though, is not just a set of integrated activities and goals . Behind the plan is an implicit vision for a changed, highly-effective organization that not only delivers great results but creates systems change across the country to improve the lives of all Americans . These deep organizational and system changes are difficult to assess . However, we are having success and are building an organization that will lead our sector for decades to come.

Prepared by: Jeff Danter Shannon Gudal Dashboard by: Linda Hwang Lindsey Withers

Equity Commitment: In Southern California, TPL is partnering with Pacoima Beautiful and other community groups to address infrastructure, climate resilience, and park needs in the historically underserved, disinvested neighborhood of Pacoima . This work was made possible through a $23 million grant .

Strategic Plan Initiatives Output Metrics: Jan 1, 2020–December 31, 2021

Initiative Metric Goal 2020 2021 % Completed

Overall

Lands

Parks

School-yards

Trails

Engage more than 300 communities

Improve quality of life for more than 85 million people

Complete 500 regionally and nationally significant land protection projects, including community forests, national parks and forests, wildlife management areas, and working lands

Permanently protect 1,000,000 acres of land

Permanently protect 1,000 miles of rivers and streams 300 99 33%

85M 63.92M 75%

500 68 51 24%

1,000,000 84,333 107,652 19%

1,000 118 233.9 35%

Empower and engage 200 communities through conservation plans and economic studies for land protection

Secure $900 million annually through a permanent and fully funded Land and Water Conservation Fund to include significant increases in federal and state conservation funding through new and existing sources.

Secure $10 billion in public funding through ballot measures or legislative efforts to support land conservation and climate work of The Trust for Public Land and our partners across the country. 10B 2.33B .226B 26%

Work in 50 cities to advance the 10-minute walk to a quality park

Secure $6 billion in public funding through ballot measures or legislative efforts for parks, green schoolyards, and trails/greenways work of The Trust for Public Land and our partners across the country. 200 13 2 8%

900M 900M n/a 100%

50

26 41 134%

6B .95B .51B 24%

Create 35 new high-quality parks, collaborating with communities through our signature participatory design process. (excludes community schoolyards) 35 10 8 51%

Raise the public’s awareness of the power of parks to strengthen communities through outreach including the 10 Minute Walk campaign, the ParkScore® index, and National Walk to a Park Day. (based on media hits) n/a 133 178 n/a

Open 50 community schoolyards.

50

8 19 54%

Have community schoolyards in the pipeline in 20 school districts, connecting hundreds of thousands of people to nature and to each other and doubling the number of districts currently benefiting from schoolyard transformations.

20

9 3 60%

Inspire 20 school districts to develop district-wide

Complete trail-related work in 50 communities

Complete 96 trail-related projects

Completed trail development/construction projects

Completed land protection projects that protect existing trails or could lead to future trails

20

50

96

2

23

3

20 8 50%

37 74%

22 47%

2

20

Create 20 new commuter trails/greenways

20

0 0 0%

Other potential metrics

Schoolyards # of schoolyards designed to increase vigorous activity levels (they have playgrounds and/or sports courts)

Schoolyards # of schoolyards designed by representative population of community members

Schoolyards # of schoolyards designed to decrease ambient temperatures

Schoolyards # of schoolyards designed to manage stormwater

Schoolyards # of schoolyards designed to include places for mental relaxation

# of cities with new TPL community schoolyards that can deliver extra positive outcomes for:

Schoolyards Health, climate, and equity combined

Schoolyards Vulnerable populations (%s of PoC, low income, pop with less than high school education, pop in linguistic isolation)

Schoolyards Health (rates of mental distress and lack of physical activity) Schoolyards

Schoolyards Park need (%s of public schools and people in high park need areas) Schoolyards

Schoolyards Urban heat (%s of public schools in severe urban heat islands)

Schoolyards Stormwater (impaired streams, combined sewers, consent decrees, % impervious cover)

Schoolyards Education (free and reduced lunch and/or attendance)

Schoolyards # new policies that reference schoolyards and/or outdoor learning

Trails Specifics/breakouts on miles of trails protected or constructed (or future trails)

Acronym Definition

10MW 10-Minute Walk Notes

The 10-Minute Walk, also known as the 10- Minute Walk to a Park. This measurement of access occurs across TPL work, analysis, and messaging. TPL has trademarked this term.

10MW P 10-Minute Walk Program

ATC Appalachian Trail Conservancy

AVP Associate Vice President The 10-Minute Walk Program refers to a “grass tops”parks-advocacy movementto ensure that everyonein theUnited Stateslives within aten- minute walk to a high-quality park or green space, focused on engaging Mayors.

Nonprofit organization

TPL staff title

BHAC Black History and Culture (sites/program) TPL program and fundraising initiative

C&NN Children and Nature Network Nonprofit organization

CCPE Center for City Park Excellence Internal to TPL

CPA City Parks Alliance Nonprofit organization

DAI Decision-maker, Advisor, Informed

DOD Department of Defense TPL decision-making tool

Federal Government department

ECF Equitable Communities Fund

FAST Field Advisory and Support Team

GSA Green Schoolyards America TPL program and fundraising initiative

TPL team

Nonprofit organization

IMBA International Mountain Biking Association Nonprofit organization

LWCF Coalition Land and Water Conservation Fund Coalition Coalition of stakeholders (including TPL) that supports the LWCF

NLC National League of Cities Nonprofit organization

NPCA National Parks and Conservation Association Nonprofit organization

NPF National Parks Foundation Foundation working closely with NPS

NPS National Park Service Federal Government Agency

NRPA National Recreation and Parks Association Nonprofit organization

NSBA National School Boards Association Nonprofit organization

NTHP National Trust for Historic Preservation Nonprofit organization

PNTS Partnership for the National Trails System Nonprofit organization

RCC Reimagining the Civic Commons

SCA Student Conservation Association Nonprofit organization

Nonprofit organization

SVP Senior Vice President TPL staff title

R&I Research and Innovation

SDs State Directors TPL department

TPL staff

ULI Urban Land Institute

USCM United States Conference of Mayors Nonprofit organization

Nonprofit organization

USDM Urban Sustainability Directors Network Nonprofit organization