EXPERIENCE YOUR AMERICATM

National Park Service

U.S. Department of the Interior

Golden Gate National Recreation Area 

San Francisco, California 
National Park Service

U.S. Department of the Interior

Golden Gate National Recreation Area

San Francisco, California 

GOLDEN GATE

NATIONAL RECREATION AREA

REPORT to the Community

1

Parks for people

Golden Gate National Recreation Area, Muir 

Woods National Monument, and Fort Point 

National Historic Site—together, known as the 

Golden Gate national parks—offer a national 

park experience to a diverse urban population 

while preserving and interpreting the parks’ 

outstanding natural, historic, 

scenic, and recreational resources. 

These are parks for all people—

parks as dynamic as the Bay Area 

community that surrounds them, 

as varied as the visitors who travel 

the world over to see their sights. 
2

From the Superintendent

About the Parks

Major Milestones

Overview of Park Operations 

Financial Report

Partnerships

Leveraging Support 

Spotlight on Key Initiatives

Looking Ahead

Getting Out & Getting Involved

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Cont

ent

s

2014 REPORT TO THE COMMUNITY
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What began as an experiment over 40 years ago—to provide national park experiences and programs to urban 

populations— has certainly come of age. The Golden Gate 

national parks—Muir Woods National Monument, Fort Point 

National Historic Site, and Golden Gate National Recreation 

Area—provide spectacular places for inspiration, learning, and 

enjoyment. They are not only iconic destinations for people 

from around the world; they are an integral part of the quality 

of life in the Bay Area.

This Report to the Community is a summary of our efforts as 

stewards of these parks from 2011 to mid-2014. We hope you 

find it helpful and informative.

In 2013, the Golden Gate national parks saw more visitors than 

any other park in the National Park Service system—nearly 17 

million. Our community of 7 million Bay Area neighbors—and 

many national and international visitors—frequent the parks 

throughout the year. The popularity of the parks presents many 

opportunities, but also comes with challenges in balancing the 

preservation and enjoyment of those areas. The National Park 

Service mission includes both goals: protect and preserve resources for future generations, and enhance the enjoyment of 

today’s visitors.

Here at Golden Gate, we are fortunate to have one of the finest 

park staff teams in the National Park Service. And our numerous park partners, particularly the Golden Gate National Parks 

Conservancy, significantly enhance our efforts to accomplish 

much more than would be possible with government funding 

alone. 

As you will see in the following pages, these parks are so much 

more than statistics or financial statements. The parks have become part of the heart and soul of the Bay Area community. 

As we prepare for the Centennial of the National Park Service 

in 2016, we ask for your continued interest and participation 

in creating a future for the Golden Gate national parks that 

inspires the next generation of park stewards and ensures that 

these parks remain relevant in the years to come. Together, we 

have much more to do.

from the superintendent

Frank Dean 

Superintendent
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*Total acreage within the parks’ legislated boundaries. Some portions of the parks are managed by interagency partners, such as the California 

Department of Parks and Recreation and the City and County of San Francisco. Accounting for those arrangements, the Golden Gate national parks 

actively manage roughly 20,000 acres.

With a founding mission of bringing parks 

to the people, the Golden Gate national 

parks serve the dual purpose of providing a haven for outdoor recreation while also preserving 

some of the most spectacular scenic, natural, and 

historic sites along the California coast.

For some visitors, these parks represent a gateway to the national park system, with internationally treasured destinations such as Alcatraz 

and Muir Woods easily accessible from anywhere 

in the bustling Bay Area. For others, the parks 

provide a daily retreat from urban living, whether through a walk on a ridge-top or a jog along 

the coast. With 35 distinct sites across three counties, the parks offer countless opportunities for 

visitors to explore and enjoy their public lands.

In addition to these recreational benefits, the 

parks are home to a wealth of biodiversity, from 

endangered coho salmon to the colorful cones 

of lupine flowers that blanket the hills. Included 

within the UNESCO Golden Gate International 

Biosphere Reserve, the park lands span more 

than 80,000* acres, encompassing 19 ecosystems 

in 7 distinct watersheds. 

Beyond these natural wonders, the parks also 

boast an abundance of cultural and historic assets: Native American settlement sites overlap 

with remnants of Spanish exploratory missions 

while World War II-era military fortifications line 

the coast. With 5 National Historic Landmark Districts and 13 National Register properties within 

the parks’ boundaries—as well as one of the 

largest museum collections in the National Park 

Service—the parks serve as a living monument to 

the rich history of this region and its people. 

This fusion of natural wonders, historic legacy, 

and varied recreational opportunities makes for 

a fascinating study in the relationship between 

people and their public lands. But it is more than 

the setting that distinguishes these parks. Composed of noncontiguous properties throughout 

a populous urban corridor, the parks face opportunities and challenges unlike those of more 

traditional national park environments. This 

particular composition has shaped park operations in meaningful ways. It drives a deep commitment to partnership and community engagement as central tenets of the parks’ stewardship 

strategy, and has inspired an appreciation for 

flexibility, creativity, and innovation in managing 

these lands. 

The National Park Service’s vision is of thriving 

parks that balance recreation with responsibility. 

Everyone who visits these parks—once in a lifetime or every day—is part of making that vision 

a reality, today and for years to come. 

about the 

golden gatE national parks

 National Park Service 

 U.S. Department of the Interior

The National Park Service exists to preserve unimpaired the natural and cultural 

resources and values of the national park 

system for the enjoyment, education, and 

inspiration of this and future generations. 

It cooperates closely with partners and 

volunteers to achieve this mission.

Founded in 1916 through the passage of 

the National Park Service Organic Act in 

Congress, the National Park Service oversees the 401 national park units that span 

the United States, including the three 

administered jointly here. All told, the 

area within the national park system totals 

more than 84 million acres and hosts upwards of 270 million visitors each year. 

The National Park Service is a bureau of 

the Department of the Interior and makes 

its headquarters in Washington, D.C. It employes over 20,000 people nationwide. 
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80

80

580

280

280

101

101

101

101

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1

1

1

1

1

North

0 10 Kilometers

0 10 Miles

Golden Gate NRA

legislative boundary 

Golden Gate NRA water

legislative boundary

Other public land

Samuel P. Taylor

State Park

Point Reyes

National Seashore

Angel Island

State Park

Rosie the Riveter /

WWII Home Front

National Historical

Park

Farallon National

Wildlife Refuge

Gulf of the Farallones

National Marine Sanctuary

Monterey Bay

National Marine Sanctuary

San Francisco 

Maritime National 

Historical Park

Mount Tamalpais State Park

Marin Municipal

Water District

San Francisco

Peninsula

Watershed

SAN PABLO

BAY

SAN

FRANCISCO

BAY

PA C I F I C

O C E A

N

Tomales Bay

Olema Valley

Bolinas Lagoon

Marin Headlands

Fort Point

Cliff House

Ocean Beach

Fort Funston

Mori Point

Rancho Corral

de Tierra

Phleger Estate

Muir Beach

Stinson Beach

Muir Woods

Alcatraz

Milagra Ridge

Sweeney Ridge

Presidio

Petaluma

Tomales

San

Rafael

San

Mateo

Berkeley

Pacifica

Half Moon Bay

SAN

FRANCISCO

Novato

Vallejo

Richmond

16,834,558 

annual visitors in 2013—

the most of any of the 401 

National Park Service units

1,995,313

square feet of building 

space, including 366 historic 

structures

2,300species of 

plants, animals, and other organisms

according to the BioBlitz 

2014 count

370inventoried archeological sites, with 

an estimated 130 more still 

to be unearthed

287 National Park Service employees, 

including permanent and 

seasonal staff (not including 

the U.S. Park Police)

91 miles of bay and ocean shoreline from 

Marin to San Mateo 

The Parks By the Numbers
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major milestones

A snapshot of recent parkwide 

achievements
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RANCHO CORRAL DE 

TIERRA A 4,000-acre parcel 

acquired from the Peninsula 

Open Space Trust in 2011, 

this expansive tract in San 

Mateo County represents 

one of the largest single 

land additions in the parks’ 

history. To date, the National Park Service has completed an interim trail plan 

and launched a community engagement program 

complete with a newsletter, 

community meetings, trail 

maps, and volunteer work 

days. Substantial additional 

investments are planned for 

the years ahead.

LOWER REDWOOD CREEK RESTORATION Current efforts on this 

major ecosystem restoration project concluded in December 2013 

with the reopening of Muir Beach. The overhaul included relocation 

of the parking lot to the edge of the floodplain, construction of new 

picnic and restroom facilities, and rerouting of beach access via a pedestrian bridge and trail that allow for native dune restoration. These 

enhancements have restored fragile habitat for endangered species 

like coho salmon and California red-legged frog and contributed to 

improved water quality in the area. The project supports a larger vision to restore the Redwood Creek Watershed driven by the Redwood 

Creek Watershed Collaborative and the newly-formed Tamalpais 

Lands Collaborative. The Golden Gate national parks are proud to be 

a part of both initiatives alongside a number of important partners.

MARIN HEADLANDS 

ACCESS IMPROVEMENTS

This $20 million roadway repair 

project in the Marin Headlands, 

conducted over several years 

in close collaboration with the 

Federal Highway Administration, brought 11 miles of critical 

public thoroughfares into top 

condition with improvements to 

roadway surfaces, drainage, and 

directional signage. In addition 

to restoring natural and cultural 

landscapes, the resulting system 

better integrates public transit 

options and provides safer access for cyclists and pedestrians 

while still maintaining the roads’ 

historic character.

GENERAL MANAGEMENT PLAN The completion of this long-range 

planning document concludes a multi-year public process. The plan, 

informed by years of research, public comment, and detailed analysis, 

provides an overarching framework to guide park management well 

into the future. 
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ALCATRAZ PRESERVATION 

AND STEWARDSHIP In partnership with the Parks Conservancy, 

the parks established an Alcatraz 

Stewardship Program to respond 

to complex, critical historic preservation needs on the island. Recently completed projects include 

the stabilization of the cliff below 

the Warden’s House and restoration of historic metalwork on the 

Dock Guard Tower. These projects 

build upon earlier work, such 

as stabilizing and restoring the 

iconic Water Tower, and lay the 

foundation for ongoing improvements that will span the next 

several years on the island.

ACCESSIBILITY IMPROVEMENTS The Golden Gate national parks 

are committed to integrating accessibility into the fiber of park services, from facilities to education. In recent years, the parks have introduced three-dimensional tactile topographic models at Muir Woods, 

Muir Beach, and Lands End provide a new way for visitors to experience the landscape; upgraded trails and pathways throughout the 

parks; and made primary brochures available in large print, Braille, 

and Audio Described formats. These efforts are just the beginning.

BIOBLITZ Over the past year, the 

parks mobilized for the first–ever 

parkwide BioBlitz event—a 24–

hour species count carried out 

in partnership with the National 

Geographic Society and Golden 

Gate National Parks Conservancy. 

The event took place in March of 

2014 and drew over 300 scientists 

and 2700 youth volunteers to 

work through rain and shine conducting 250 inventories, including 

an exploration of Muir Woods 

redwood canopy.

DAILY OPERATIONS Despite lean staffing, the parks’ operating divisions 

maintained trails, cleaned restrooms, serviced electrical and water infrastructure, and tended lawns and gardens to keep the park lands in excellent condition. They also provided law enforcement and safety services for 

nearly 300 National Park Service employees and 17 million visitors. 
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LANDS END LOOKOUT This 

award-winning visitor facility, 

perched on the edge of a bluff 

overlooking the Pacific Ocean, 

is the most visible element of 

a concerted effort to revitalize Lands End undertaken over the 

last several years. In 2014, the Eagle’s Point section of the Lands End trail was also rehabilitated in 

a stunning makeover.

POINT BONITA BRIDGE This 132-foot sus-

pension bridge leading out to the famed 

Point Bonita Lighthouse reopened in 

2012 after more than two years of repair. Faithfully reconstructed to maintain the 

original historic character, the bright new 

structure beckons visitors out to the light-

house across the steep cliff face below. 

ART IN THE PARKS This pro-

gram, formalized in partnership 

with the Parks Conservancy and 

Headlands Center for the Arts, in-

troduces an assortment of events 

and exhibits to bring visual and 

performing arts—and the people 

who love them—into the parks. 

The program builds on past proj-

ects like the Di Suvaro outdoor 

sculpture exhibit at Crissy field, Shakespeare in the Park at Fort 

Point by the We Players, and the Dream Rocket Youth Art Project. 

Upcoming attractions include a 

multi-media exhibition on Alca-

traz by celebrated artist and activ-

ist Ai WeiWei.

Golden Gate Bridge 75th 

Anniversary Improve-

ments In 2012, the Golden Gate 

Bridge celebrated its 75th anni-

versary with a series of events and 

activities held on and around this 

famous landmark. In preparation 

for the festivities, the National 

Park Service worked with key 

organizing partners—the Golden 

Gate Bridge District, the Presidio 

Trust, the Parks Conservancy, and 

the City and County of San Fran-

cisco—to provide enhanced infra-

structure and exciting program-

ming for the thousands of visitors 

who joined in the spectacle. No-

table outcomes included opening 

the Golden Gate Bridge Pavilion 

visitor center and completing trail 

improvements on the Presidio 

Coastal Trail and the Golden Gate 

Bridge Overlook, with support 

from the Trails Forever campaign. 

AMERICA’S CUP The 34th install-

ment of this hugely popular sail-

ing competition took place in Sep-

tember 2013 on the San Francisco 

Bay. The National Park Service 

worked diligently to prepare for 

the influx of spectators, conduct-

ing thorough environmental and 

cultural impact assessments prior 

to the event and ensuring that 

natural habitats and cultural re-

sources were adequately protect-

ed for the duration of the races. 
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Overview

of park

Operations
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PArk Divisions ^Interpretation & 

Education

^Visitor & Resource Protection

^Cultural Resources

^Natural Resources

^Environmental & Safety Programs

^Facility Management 

^Planning & Compliance ^Project Management ^Business Management ^Communications & Partnerships ^Administration

Although the Golden Gate national parks are com-

prised of three separate na-

tional park units—Golden Gate 

National Recreation Area, Muir 

Woods National Monument, 

and Fort Point National Historic 

Site—they are administered 

from a central headquarters at Fort Mason with key staff located at various sites throughout the parks. This allows for 

integrated cultural and natural 

resource protection while also 

facilitating a seamless visitor 

experience across all sites. 

The staff of dedicated National 

Park Service professionals is 

organized into 11 divisions, each 

responsible for a specific func-

tional area. The pages ahead 

provide an overview of each di-

vision’s primary activities, along 

with noteworthy achievements 

from the latest fiscal year. 
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Interpretation & Education

Telling the Parks’ Story

The Interpretation and Education division is the 

parks’ front line to the public. With a mission 

of providing opportunities for transformative 

national park experiences, the team engages 

local schools in curriculum-based education 

and delivers community outreach programs to 

diverse audiences, including those who have 

not traditionally visited their national parks. 

Rangers lead formal interpretive programs, 

staff visitor centers, and provide interpretive 

media and materials that help visitors find 

meaning and reflect on the breadth of the 

parks’ natural and cultural resources. 

In 2013, the Interpretation and Education team 

finalized its Long Range Interpretative Plan, 

a document that will guide the division for 

years to come. This ambitious plan positions 

the Golden Gate national parks as a model for 

national parks in urban areas and a center for 

interpretation, education, and stewardship.

Additionally, the Interpretation and Education 

division launched a series of “Healthy Parks, 

Healthy People” programs; developed universally accessible tactile models at Lands End, 

Muir Woods, and Muir Beach; became regular 

participants in the annual San Francisco Chinese New Year parade; launched the Student 

Opportunity Center and Academic Internship 

program with San Francisco State University 

and City College of San Francisco; and created 

the Park Youth Collaborative with the Parks 

Conservancy and the Presidio Trust.

Visitor & Resource Protection

Safeguarding the Parks

The Visitor and Resource Protection division 

consists of the law enforcement professionals 

who keep the parks safe. Patrolling the park 

lands and beaches, responding to alerts, and 

coordinating security for large-scale events 

such as America’s Cup, this division of rangers, firefighters, lifeguards, forensic experts, 

electronics specialists, and investigators serve 

as protectors of the parks and the people who 

enjoy them. 

In 2013, the Visitor and Resource Protection division developed a set of innovative programs 

to amplify their impact. The first of these, the 

Problem Solving Unit, creates issue-specific 

task forces that allow rangers to delve deeper 

into persistent problems that the entire division faces. Another, the Special Operations 

program, complements this effort by allowing 

rangers to design, plan, and execute special 

programs to tackle division priorities, such as 

promoting bicycle safety or stemming the tide 

of car break-ins in the parks. 

To strengthen its relationship with the parks’ 

residents and neighbors, the division also developed a Geographic Leadership program that 

matches rangers to designated areas within the 

parks. This program creates a long-term point 

of contact for any ongoing projects or issues 

that might arise in a specified location and 

helps to build a trusted National Park Service 

presence within the community. 
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Cultural Resources

Stewards of the Parks’ Heritage

The Cultural Resources division is responsible 

for managing, protecting, and promoting the 

parks’ myriad cultural treasures, helping share 

the layered history of these lands with the 

public, and ensuring that the parks’ heritage is 

preserved for generations to come. Serving in a variety of roles such as project man

-

agers, consultants, and partner liaisons, the 

Cultural Resources team assists with preserva-

tion planning parkwide and leads the National 

Historic Preservation Act Section 106 review.

The division has professional staff in six cultural 

resource disciplines: history, historic structures, 

cultural landscapes, museum management, 

archeology and ethnography. Together, they 

ensure the proper identification, evaluation, 

preservation, and appropriate visitor use of 

the parks’ historic places, structures, records, 

and other resources that tell the story of this 

remarkable place. 

In 2013, the Cultural Resources team cata-

logued over 400,000 objects and conducted 

115 project reviews to ensure compliance with Section 106 of the National Historic Preservation Act. They delivered several presentations 

to school and professional groups on topics of 

cultural and historical relevance and created 

new history and culture pages for the National 

Park Service website. They also supported reha-

bilitation work on Alcatraz, including compiling 

40 years of archeological data in preparation 

for upcoming projects. Finally, they managed 

the parks’ work with the Concrete Preservation 

Institute, a partnership with a non-profit orga-

nization and the concrete industry. Natural Resources

Protecting the Parks’ Natural Wonders 

The team of science professionals that make 

up the Natural Resources division is responsible 

for monitoring, protecting, and restoring the 

health of the habitats and ecosystems of the 

parks’ biologically diverse and fragmented 

lands. 

They do so by providing technical expertise and 

project management across all divisions, ensur-

ing compliance with the National Environmen-

tal Policy Act, and working closely with park 

partners to manage community-based natural 

resource stewardship programs. 

In 2013, the Natural Resources team collabo-

rated with a number of partners on the resto-

ration of lower Redwood Creek at Muir Beach. 

They also worked on forest restoration at the 

Phleger Estate, endangered plant habitat 

restoration on the Presidio, removal of nonnative trees to restore endangered mission 

blue butterfly habitat at Hawk Hill in the Marin 

Headlands, removal of eucalyptus trees from 

endangered California red-legged frog habitat 

in the Redwood Creek watershed, and wetland 

restoration at Rodeo Beach.

Beyond these restorations, Natural Resources 

staff conducted monitoring and management 

of the parks’ threatened and endangered 
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species and eradicated non-native bullfrogs. 

In conjunction with San Francisco State University, they initiated a project at Muir Woods 

to map and assess the health of the coast 

redwood forest using LiDAR imagery data. 

They also partnered with seven other agencies and organizations to host our annual Science Symposium to review park and Bay Area 

ecosystem research.

Environmental & Safety Programs

Champions for Safety and Sustainability

Comprised of professionals in energy efficiency, public health, waste management, and 

employee safety, the Environment and Safety 

Programs team provides foundational support 

for all divisions in working towards the safest 

possible workplace, parks, and planet. 

The Environmental and Safety Programs division’s impact spreads beyond the Golden Gate 

national parks through its role as a regional 

resource center and seat of the Network Safety 

Office. Serving 9 parks that span the greater 

Bay Area from Point Reyes National Seashore to 

Pinnacles National Monument, this office provides specialized training and support to bolster safety standards throughout the network.

Important successes of 2013 include completing 

the final stages of clean-up work in the Presidio—the culmination of 15 years of painstaking 

restoration and rehabilitation work that the 

division managed alongside our partners at 

the Presidio Trust—as well as developing and 

implementing a new public health program 

that manages food safety at temporary events 

and permanent food service establishments 

throughout the parks. The team also installed 

a water bottle refill station at the Golden Gate 

Bridge Pavilion as part of an ongoing effort to 

eliminate plastic bottles in the parks. 

Facility Management

Caretakers of Park Lands and Buildings

Maintaining the 20,000 acres of park land that 

the Golden Gate national parks actively manage is no small feat. That acreage is almost 

equal in size to the city of San Francisco and requires the same upkeep and service provisions 

as would any such complex municipality. Facility 

Management provides that care. 

Custodians of these public lands, the Facility Management team rehabilitates, repairs, 

replaces, and in all ways tends to the astounding array of physical assets contained within 

the parks—including 1.9 million square feet of 

building space, over 120 miles of trails, and 41 

water and waste water treatment systems.

In 2013, Facility Management played a key role 

in Project Headlands, replacing most of the 

potable water lines in the Marin Headlands. 

They also leveraged the considerable resources 

of the Golden Gate community by managing nearly 15,000 hours of maintenance work 

through volunteer programs and through a 

partnership with the Federal Bureau of Prisons. 

Finally, the team completed restroom upgrades 

at Stinson Beach, Muir Woods, Battery Wallace, 

and Rodeo Beach.
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PLANNING &COMPLIANCE

Mapping the Parks’ Future

Through interdisciplinary collaboration, the 

Planning and Compliance division works with 

other divisions and a diverse range of external 

stakeholders to bring innovative plans to life— 

from initial concept to formal park project.

The division is responsible for long-range 

transportation planning and land acquisition, 

in addition to ensuring appropriate environ-

mental compliance and record keeping for 

numerous near-term resource management 

and maintenance projects. Park planners also 

collaborate with external partners in adjacent 

public lands, working closely with local govern-

ments, agencies, and public interest groups on 

issues that cross jurisdictional bounds.

In 2013, this team moved the General Manage-

ment Plan into its final stage, bringing the end 

of this multi-year effort into sight. They also 

worked on key implementation plans includ-

ing the Alcatraz Ferry Embarkation project 

and initiated public involvement stages for 

the Muir Woods Parking and Shuttle Reserva-

tion System. Other near-term projects include 

a variety of signature Trails Forever projects, 

such as the Vista Point Trail; Fire Management 

and interim trail plans in the newly acquired Rancho Corral de Tierra; and projects in the Redwood Creek watershed. Division staff also supported efforts with City 

of San Francisco and other local agencies to 

plan for the Ocean Beach corridor, which faces 

serious challenges due to sea level rise.

Project Management

Bringing Park Improvements Home

The Project Management division has three 

primary objectives: to steward the parks’ 

most complex projects from approval to full 

implementation; to assist the rest of the park 

staff in meeting best practice standards in 

the projects they undertake; and to lead the 

parks’ annual Servicewide Comprehensive Call 

for project funding.

Created in 2011 to respond to a need for 

coordinated oversight on projects that cross 

division lines, this newest park office takes 

projects on at the design phase and shepherds 

them through completion, coordinating with 

various park divisions and external agencies 

as well as ensuring alignment with the Parks 

Conservancy on joint undertakings. They also 

set best practices for project management 

across the parks. 

In 2013, the Project Management division fo-

cused significant attention on improvements 

on Alcatraz, concluding stabilization projects 

on the cliff below the Warden’s House and 

the Dock Guard Tower. They also completed 

work on Project Headlands (Phase II), Fort 

Baker Reservoir, and the Presidio Coastal Trail 

and finalized project designs for Satterlee 

Road, Alcatraz Guardhouse Complex/Sallypo-

rt and Quartermaster’s Warehouse, and Pier 

2 rehabilitation. Other achievements included 

finalizing a Letter of Agreement with the 

Presidio Trust and the Parks Conservancy, an 

important step in bringing the new Presidio Visitors Center to fruition. 
16

Business Management

Facilitating Innovative Park Uses

The Business Management division oversees 

in-park partnerships, lands and real estate 

transactions, and special park uses. It also 

contributes to the Golden Gate national parks’ 

financial sustainability by securing and managing approximately $20 million a year in nonappropriated revenue that can be invested 

directly back into the parks. 

The division manages the parks’ portfolio of 

in-park partnerships, ranging from concessioners and lessees providing food or overnight 

accommodations to nonprofit organizations 

providing educational programs. The team also 

advances regional collaboration and public 

benefits through formalizing shared commitments with adjacent agencies. Additionally, it 

facilitates special park uses that run the gamut 

from international athletic events to independent film shoots and family reunions. Through 

these efforts, the Business Management team 

enables a wide array of opportunities for public 

recreation and enjoyment of the park lands.

In 2013, this team formalized more than a dozen agreements with new or existing partners 

and facilitated several million dollars of partner 

investment in preservation and maintenance 

of park facilities. The division also issued more 

than 870 Special Use Permits, paving the way 

for hugely popular events like America’s Cup 

and the Avon Walk for Breast Cancer. 

Furthermore, the Business Management division helped administer investments of nearly 

$10 million from concession franchise fees and 

recreation fees into projects that improve the 

day-to-day visitor experience in our parks. 

Communications & Partnerships

Voice of the Parks 

With a constituency of over 7 million engaged 

citizens in the parks’ surrounding vicinity—as 

well as millions more who visit from around the 

world—the Communications and Partnerships 

division plays a vital role in building relationships between parks and the people they serve. 

The Communications and Partnerships division 

serves as the Parks’ primary liaison with media 

outlets, citizens’ groups, and elected officials in 

adjoining jurisdictions. By disseminating information on park policies, issues, and activities, 

the division works to promote awareness and 

garner support within the broader community. To ensure that communications flow both 

ways, the Communications and Partnership 

division supports public meetings and other 

forums for community input and involvement. 

In addition to managing public communications through traditional platforms and social 

media, this team also oversees the parks’ government and legislative affairs. 

 

The Communications and Partnership division 

also collaborates closely with the parks’ largest partner, the Golden Gate National Parks 

Conservancy, and is responsible for communications with other major park partners on key 

projects and initiatives. 

Administration

Engine of the Parks’ Operations 

The Administration division is the behind-thescenes engine that keeps the parks running. 

Encompassing Budget, Contracting, and Information Technology (IT) functions, the Administration Office acts as an essential service center 

for all of the other park divisions, ensuring they 

receive the information and support they need 

to keep their work moving forward. 

The budget office tracks parkwide spending on the mix of funds that the parks receive 

from various sources, mapping the inflow and 

outflow of this intricate financial operation. 

Contracting leads the park staff in navigating 

the federal procurement process, facilitating 

everything from the smallest micro-purchases 

to the largest construction projects. IT keeps 

the parks’ complex network of technological 

infrastructure running smoothly from initial 

setup to end-of-life, providing essential troubleshooting along the way.

In addition to their efforts to keep the parks’ 

operations functioning efficiently on a day-today basis, the Administration office focused for 

much of 2013 on upgrading critical tracking 

and reporting systems that helped bring the 

parks up to modern standards. 
17
18

Financial Report

Like many 

Federal agencies, the 

National Park Service has faced 

budgetary challenges in recent years. Over the last decade, Congressional 

appropriations to national parks—

known as Operation of the National 

Park Service (ONPS) Funds—have 

remained flat even as operational 

costs have increased. Furthermore, in 

Federal Fiscal Year 2013 (October 1, 

2012 to September 30, 2013) the au-

tomatic government spending cuts 

known as the “sequester” went into 

effect—reducing the National Park Service’s budget by nearly 5% for the 

year. Federal budget challenges con-

tinued into fiscal year 2014, which 

opened with a 16–day government 

shutdown that closed all national 

parks across the country. 

The sequester reductions and gov-

ernment shutdown inevitably affect-

ed the Golden Gate national parks’ 

operations. Despite the austere 

financial environment, however, the 

parks were able to accomplish many 

key priorities, due in part to the nonappropriated revenues we generate. 

These non-appropriated funds come 

from a variety of sources, including 

park entrance and use fees, conces-

sion operations, leased facilities, and 

special events—and are reinvested 

directly back into park operations 

and improvements. The parks also 

received special funding for specific 

critical-need construction projects; 

road and highway improvements; 

and natural resource damage assess-

ments like the one awarded follow-

ing the 2007 Cosco Busan oil spill. Federal budget challenges may per

-

sist, but the Golden Gate national 

parks continue to focus on sound fis-

cal management, operating efficien-

cies, and opportunities for collabora-

tive park stewardship.
19

The FY 2013 

financial report 

reflects several 

sources of rev-

enue. The parks 

appropriated 

funds (ONPS) 

largely cover the 

costs of daily 

operations of 

the parks for our 

nearly 17 million 

visitors. Addi-

tional revenue 

sources supple-

ment these op-

erational funds 

to enable large 

scale infrastruc-

ture and capital 

projects, includ-

ing maintenance 

projects at Alca-

traz and other 

sites throughout 

the parks. These 

nonONPS funds 

can often be car-

ried over in order 

to complete com-

plex projects that 

span multiple 

fiscal years.

GOLDEN GATE NATIONAL PARKS FINANCIAL SUMMARY

(dollars in thousands)

CATEGORY

Appropriations and Revenues

Recurring Revenue:

Operation of the National Park Service 24,552 - 24,552

Concessions Franchise Fees - 7,442 7,442

Leasing - 4,614 4,614

Recreation Entrance Fees and Passes - 4,078 4,078

Special Events and Miscellaneous Revenues - 2,740 2,740

Donations and Grants - 915 915

Cost Reimbursements - 867 867

Total Recurring Revenue $ 24,552 $ 20,656 $ 45,208

Non-Recurring Revenue:

Natural Resource Damage Assessment - 3,388 3,388

Special Projects - 2,477 2,477

Federal Lands Highways Program - 2,235 2,235

Line-Item Construction & Seismic Safety - 1,250 1,250

Sub-Total Appropriations and Revenues $ 24,552 $ 30,006 $ 54,558

Less Assessments (280) - (280)

Total Appropriations and Revenues $ 24,272 $ 30,006 $ 54,278

Obligations and Expenditures

Program Services:

Facility Operations and Maintenance 7,370 4,244 11,614

Interpretation and Education 3,294 1,222 4,516

Visitor and Resource Protection 3,496 631 4,127

Planning, Projects and Compliance 892 2,604 3,496

Natural Resource Management 1,191 1,399 2,590

Cultural Resource Management 1,019 995 2,014

Special Events - 2,055 2,055

Structural Fire and Emergency Services 763 635 1,398

Environmental and Safety Programs 671 490 1,161

Utilities and Radio System 1,214 1,181 2,395

Total Program Services $ 19,910 $ 15,456 $ 35,366

Management, Administration and Business Services 4,358 1,609 $ 5,967

Facility Improvements and Construction - 8,086 8,086

Total Obligations and Expenditures $ 24,268 $ 25,151 $ 49,419

Fiscal Year Ended September 30, 2013

ONPS OTHER TOTAL
20

Partnerships

T he Golden Gate national parks are part of 

a larger ecosystem—a network of people, 

places, and programs that together bring these 

public lands to life. The commitment to amplifying impacts through strategic partnerships 

is central to the parks’ identity, and permeates 

every aspect of park operations. 

Studio space for artists-in-residence, an environmental science center for teachers and students, and affordable lodging in pristine park 

settings—these are but a few examples of the 

incredible array of services that the nearly 30 

in-park partners* provide. Other local partners, 

such as Good Samaritan Family Resource Center, 

National Japanese American Historical Society, 

and For-Site Foundation help reach audiences 

throughout the community who might not otherwise experience the parks’ diverse offerings. 

All told, these partners provide programs and 

services to millions of visitors—nearly 4.5 million 

in 2013—and help create outcomes beyond any 

organization’s individual capacity. The Golden 

Gate national parks are fortunate to count on 

their contributions.

In 2013, those contributions took many forms. 

Fort Mason Center broke ground on a $20 million historic preservation project for the Fort 

Mason Pier 2 shed, one of the largest partner 

preservation projects on a single facility in the 

Golden Gate national parks’ history. To foster imagination in young minds, the Bay Area 

Discovery Museum launched its Center for 

Childhood Creativity which raises awareness and 

offers tools to parents. NatureBridge piloted 

a teacher training program with San Francisco 

State University for over 125 student teachers, 

many of whom benefitted from scholarships that 

NatureBridge awarded to support the program.

All told, park partners provide programs 

and services to millions of visitors—

nearly 4.5 million in 2013.

In-park partners also joined forces with each 

other on initiatives and activities. For example, 

the Marine Mammal Center hosted the esteemed International Association for Aquatic 

Mammal Medicine at Fort Baker’s Cavallo Point 

Lodge, while Slide Ranch provided farm-based 

educational programs to A Home Away from 

Homelessness youth participants. 

The Golden Gate National Parks Conservancy

No single partner is 

more vital to the success 

of the parks than the 

Golden Gate National 

Parks Conservancy. 

Established in 1981, the 

Parks Conservancy is 

the non-profit membership association created 

to help preserve the Golden Gate national parks, 

enhance the experience of visitors, and build a 

community dedicated to protecting the parks 

for future generations. The Parks Conservancy 

delivers acclaimed stewardship and educational 

programs within the parks, including the Golden Gate Raptor Observatory, the Institute at the 

Golden Gate, and the Crissy Field Center. 

The Parks Conservancy accomplishes its work 

by facilitating generous contributions from 

individuals, corporations, and philanthropic 

foundations. It also generates earned income 

by operating park bookstores and cafes, creating educational products, and providing park 

tours. Our flagship partner and most steadfast 

supporter, the Parks Conservancy is a national 

leader in fostering community engagement to 

support national parks, and the Golden Gate 

national parks benefit greatly from its efforts.

*The term “in-park partners” refers to those organizations that 

occupy facilities within the parks. 
21

★ ★ ★ OCEAN RID

E

RS

OF MARIN ★ ★ ★

GOLDEN GATE DAIRY STABLES

A Home Away from Homelessness provides 

safe and supportive spaces and programs for 

homeless and formerly homeless youth and 

families. 

Aim High brings future stewards of nature to 

learn, explore, and restore native habitat at 

its Reach for a Dream Environmental Home.

Bay Area Discovery Museum is an indoor 

and outdoor museum where children ages 6 

months to 8 years play, discover, and create.

Bay Area Paragliding Association oversees 

safe paragliding within the park.

Concrete Preservation Institute supports the 

training and education of college students, 

youth, and veterans through hands-on con-

crete preservation work.

Fellow Feathers promotes the sport of hang 

gliding and supports preservation of the Fort 

Funston flying site.

San Francisco Unified School District’s Envi-

ronmental Science Center at Fort Funston is a 

teacher resource center and educational site 

for students of environmental studies. 

Fort Mason Community Garden is a public 

garden nestled inside Fort Mason.

Fort Mason Center engages and connects 

people with arts and culture on a historic 

waterfront campus. Headlands Center for the Arts is a multidis

-

ciplinary arts center dedicated to supporting 

artists, the creative process, and the develop-

ment of innovative ideas and artwork. 

The Marine Mammal Center rescues and reha-

bilitates sick and injured marine mammals and 

inspires their global conservation. Miwok Stables Center provides public pro

-

grams, trail rides, boarding, and other eques-

trian activities in Tennessee Valley.

NatureBridge teaches environmental educa-

tion in nature’s classroom to inspire a personal 

connection to the natural world and respon-

sible actions to sustain it. 

Ocean Riders of Marin offers sustainable 

horse boarding and preserves the history and 

legacy of its Muir Beach site. 

Pacific Leadership Institute takes outdoor 

education and teamwork to new heights us-

ing adventure challenge courses and trainings 

to teach leadership and life skills.

Point Bonita YMCA provides environmental 

education that connects youth and families to 

nature, science, wellness, and community.

Presidio Riding Club is a cooperative eques-

trian organization that provides environmen-

tally sound horse care and public programs. 

San Francisco Conservation Corps offers 

young people opportunities to develop 

academic abilities and marketable job skills 

through service work. 

Slide Ranch plants kids in nature through 

hands-on educational activities at its teaching 

P

farm and coastal wild lands in Marin. 

rogrammatic Partners
22

Alcatraz Cruises provides roundtrip ferry transportation to Alcatraz 

Island, including opportunities for 

visitor orientation and education.

The Cliff House Restaurant in the 

Sutro Historic District offers elegant 

dining overlooking the Pacific Ocean. 

Cavallo Point—the Lodge at the 

Golden Gate features unique historic 

and contemporary lodging in the 

heart of Fort Baker.

The Ember Ridge Equestrian Center,

located on the edge of Rancho Corral 

de Tierra, provides access to miles of 

scenic trail riding. Hostelling International is a nonprofit 

organization that provides affordable 

lodging at historic Fort Mason and 

Fort Barry.

Louis’ Restaurant is a family-run res-

taurant in the Sutro Historic District. 

Moss Beach Ranch is a full service 

equestrian boarding and training 

facility located in San Mateo County.

Muir Woods Trading Company pro-

vides responsible retailing and sus-

tainable food service. 

Ocean View Farms is a small horse 

boarding facility situated within Ran-

cho Corral de Tierra.

Public Agency Partners

In addition to programmatic 

and commercial service 

partners, the National Park Service is fortunate to work 

closely with a wide range of 

public agencies, including 

the Presidio Trust and the 

California Department of 

Parks and Recreation. The 

parks’ work would not be 

possible without the collab-

oration of these and other 

important agencies.

Commercial Service Providers

Renegade Ranch is a boarding facility 

in Montara that works to bring out 

the best in horses. 

The Siren Canteen on Stinson Beach 

offers organic, sustainable foods with 

views of the Pacific Ocean. 
23

Leveraging Support

T he Golden Gate national parks have always been grounded in the belief that we can do more together. 

This commitment to robust partnerships and volunteer 

programs dates back to the parks’ founding, and has 

never been more vital to the successful operations of 

these parks than it is today. The benefits the parks and 

visitors receive from the work of partner organizations 

and volunteers cannot be fully quantified, but these estimates of 2013 contributions offer an approximation of 

the significant scale of that support. 

The Golden Gate National Parks Conservancy, the parks’ 

leading partner, furnished nearly $30 million in restoration and stewardship of park resources; interpretation 

and visitor services; and youth, volunteer, and community 

programs. Collectively, the parks’ other non-profit partner organizations also provided nearly $30 million in programs to a diverse array of visitors throughout the Marin 

Headlands and San Francisco, while maintaining over 1 

million square feet of building space in the more than 

200 park buildings they occupy. Furthermore, commercial 

operators—like those providing ferry service to Alcatraz, 

food and retail at Muir Woods, dining at the Cliff House 

restaurant, and lodging at Fort Baker—delivered visitor 

services worth over $74 million throughout the year.

Finally, much of the work accomplished throughout the 

parks could not have been done without volunteers who 

generously supplied over 455,000 hours in 2013, equating to over $8 million of donated labor. Volunteerism has 

been a cornerstone of the Golden Gate national parks for 

decades and continues to fuel the spirit of collective stewardship for which these parks are known. 

Taken together, these contributions represent at least a 

dollar and a quarter for every dollar appropriated to the 

parks in federal operating funds. The parks would not be 

able to provide the same level of high-quality experiences 

without this sustained support. 

GOLDEN GATE NATIONAL PARKS

ESTIMATED VALUE OF IN-KIND SUPPORT AND VISITOR SERVICES

(dollars in thousands)

CATEGORY

Aid-to-Park from Golden Gate National Parks Conservancy1 $ 29,832

In-Kind Support from Other Nonprofit Partners2 $ 29,670

Estimated Cost Avoidance from Nonprofit and Commercial Partners3 $ 4,459

Estimated Value of Volunteer Support4 $ 8,085

Total Estimated Value of In-Kind Support $ 72,046

Visitor Services Delivered by Concessioners & Lessees5 $ 73,977

Total Leveraged Support $ 146,023

Fiscal Year Ended 

September 30, 2013

VALUE

2

 Estimated cost of services delivered by non-profit partners operating in the parks. Any payments to the National Park Service 

have been excluded as these are captured in the financial statement. 

3

 Estimated cost of facility maintenance and improvements performed by third-party occupants that benefit the National Park 

Service.

4

 Calculated according to NPS standards, based on 455,221 hours at a rate comparable to a GS-05/01 temporary employee 

salary.

5

 Revenues resulting from services delivered by commercial operators in the parks. Any payments to the National Park Service 

have been excluded as these are captured in the financial statement. 

1

 Aid-to-Park from the Golden Gate National Parks Conservancy for 2013 is as reported in their annual report, which follows 

NPS reporting guidelines and includes some support to other public agency partners.
24

KEY initiatives 

Spotlight

Exploring key parkwide 

initiatives leading up to 

the National Park Service 

Centennial in 2016
25 

As the second century of the National Park Service 

approaches, the Golden Gate national parks are energized by the opportunity to help redefine what a 21st 

century national park can be. The early days of the national park system were characterized by formation and 

expansion—establishing protected areas and developing 

the infrastructure to manage them. At this juncture, the 

National Park Service must explore an evolving role in 

society, one that prioritizes personal engagement, sophisticated stewardship, and innovative contributions to 

address pressing threats to our natural world. 

The Golden Gate national parks are well positioned to 

carry out this mandate. With long-term guidance from 

the General Management Plan and an overarching vision 

from the Servicewide Call to Action Centennial challenge, 

the parks have identified several priority areas to emphasize in order to meet the demands of the next century.

In addition to operational improvements within the 

National Park Service—such as employee development 

and workplace safety—these priorities include several 

outward-facing initiatives designed to help us engage 

with the diverse 21st century audiences that make up our 

nation and our community. 

From promoting health to reducing our carbon footprint, 

these are areas in which the parks have already begun to 

invest and which will continue to guide decision making 

in the years to come. 

Key Initiatives SPOTLIGHT 

^ In our Back Yard

Connecting Urban Populations 

to Natural Places

^ Parks for the future

Building the Next Generation of 

Park Stewards

^ It’s good for you!

Promoting Health and Wellness 

in the Parks

^ Sustainability

Making the Parks Part of the 

Solution
26

Like much of the world, America is urbanizing 

quickly. Over half of the world’s population 

count themselves as urban dwellers already, and 

by 2030 it is estimated that more than 85% of 

Americans will live in cities. As this trend towards 

urbanization gathers steam, so too does the 

growing emphasis on finding ways for the natural environment to coexist comfortably with its 

human neighbors. 

The National Park Service recognizes that national parks in urban areas play an important role in 

this process. The Call to Action Centennial goals 

outline two initiatives in particular that aim to 

capitalize on the potential of urban parks to 

Connecting 

urban 

populations 

to natural 

places

in our back Yard

>>
27 

serve as a gateway to the great outdoors, while 

still fulfilling their foundational mission of pres-

ervation. The first, “In My Back Yard,” focuses 

on raising awareness of and access to outdoor 

recreation experiences close to home, while the 

second, “Parks for People,” seeks to engage local 

populations in natural resource conservation. At the Golden Gate national parks, people have 

always been part of the story. For decades, hikers, bikers, joggers, dog walkers, beach combers, 

and countless other outdoor enthusiasts have 

made the parks a recreation mecca. The National 

Park Service also provides and supports opportu-

nities specifically designed to introduce people 

to new experiences in the parks. Permitting a 

broad spectrum of events and activities is one 

clear example: Nearly 1 million people visited the 

Golden Gate national parks in 2013 to partici-

pate in events of all sizes, from family picnics to 

the San Francisco Marathon and America’s Cup. 

Another is the “Roving Ranger,” a reconfigured 

bread truck-turned-mobile trail head that serves 

as a visitor center on wheels to provide informa-

tion and educational programming inside and 

outside the parks. Furthermore, partnerships 

with organizations like the Pacific Leadership 

Institute, which introduces over 6,000 urban 

youth to national parks annually through its Fort 

Miley Adventure Challenge Course, deepen and 

diversify the avenues for public engagement 

within the parks. 

The parks also work to foster a sense of collabo-

ration with neighboring communities by facili-

tating stewardship and public engagement. For 

example, the parkwide Habitat Restoration and 

Stewardship program involves over a thousand 

volunteers each year in removing invasive species 

and restoring native landscapes, while the recent 

BioBlitz event drew more than 9,000 participants 

to collectively catalogue the parks’ staggering 

biodiversity. In the newest park lands in San Ma-

teo, 4 community forums and volunteer days in 

2013 brought the community together to work 

for restoration. Public meetings—the parks held 

over a dozen in 2013—allow citizens to add their 

voices to the decision making process and stay 

informed about park projects. 

Nearly 1 million people visited the 

Golden Gate national parks in 2013 to 

participate in events of all sizes, from 

family picnics to the San Francisco 

Marathon and America’s Cup. 

The parks’ urban setting is woven into our iden-

tity, and we recognize the integral role that local 

communities have played in the creation, devel-

opment, and ongoing enhancement of these 

protected lands. Looking ahead to the second 

century of the National Park Service, the Golden 

Gate national parks will continue to support 

the goal of helping people connect to the great 

outdoors and discover the untold wonders right 

in their own back yards. 
28

No effort to engage the public would be 

complete without special attention to 

youth, and at the Golden Gate national parks, 

youth programming has become a hallmark. 

The parks make every effort to expand opportunities for young people to enjoy their public 

lands, in keeping with the Department of the 

Interior’s Youth Initiative as well as the Call 

to Action Centennial goals. Recognizing that 

national parks have not historically reached 

all sectors of the population, the Golden Gate 

national parks invest specifically in connecting with underserved segments of the youth 

population to ensure equal access for all. 

Building 

the next 

generation 

of park 

stewards

PARKS FOR THE FUTURE
29 

The parks take a “Ladder of Engagement” approach, a guiding philosophy for forging a lifelong relationship 

between young people and national 

parks. This relationship often begins 

with students, who visit the parks 

through formal educational programs 

like Parks as Classrooms, which provides 

park-based learning experiences relevant to urban youth. Young people 

also experience the parks through 

the range of service learning events, 

youth development programs, and 

self-guided tours offered in conjunction 

with park partners. Each year, the parks 

reach more than 60,000 young people 

through these efforts. 

The parks also support academic internships through the new National Parks 

Student Opportunity Center. In these 

positions, college students gain valuable 

hands-on experience and deepen their 

understanding of the parks. In the last 

two years, nearly 60 academic interns— 

the majority of whom came from 

underrepresented populations within 

the community— have graduated from 

the program.

Of course, none of the parks’ youth programming would be possible without 

the close collaboration of park partners. 

The Crissy Field Center in particular—

operated in partnership with the Parks 

Conservancy and the Presidio Trust—

hosts a wide range of youth-centered 

programming from summer day camps 

and overnight camping trips to leadership development programs like I-YEL

(Inspiring Young Emerging Leaders) and 

Urban Trailblazers. The Center stands 

out for its commitment to providing the 

majority of its programming at low or 

no cost to participants, making it possible to engage young people who have 

traditionally had little access to their 

national parks. 

Each year, the parks reach more 

than 60,000 urban youth through 

educational programming.

To improve the way in which we coordinate, deliver, and evaluate these 

programs, the parks recently partnered 

with the Parks Conservancy and the 

Presidio Trust to create the Park Youth 

Collaborative. This Collaborative will 

establish indicators to measure program 

impacts and ensure that our approach 

to youth engagement remains effective 

and relevant even in changing times. 

The deep commitment to working with 

young people of all backgrounds, combined with dedication to examining and 

improving upon results, has earned the 

Golden Gate national parks a reputation as a leader in forging new paths for 

youth engagement. Strengthening this 

work will continue to be a top priority in 

the years ahead.

BRENNA CRUZ, ACADEMIC INTERN

San Francisco State University sophomore Brenna 

Cruz has lived in the Bay 

Area just over a year, but 

never realized that the national parks were part of 

the community. “I didn’t 

even know we had a national park here,” Brenna 

explains—not until her 

roommate picked up a 

flyer about the parks’ academic internship program 

from the Roving Ranger 

during one of its trips to 

campus. Brenna applied 

to an opening in her field 

of study, photojournalism, and was selected for 

the job from a competitive pool of applicants. 

Now, she manages the 

parks’ photo library, 

coordinates volunteer 

photographers (including the rush for real time 

updates during the 24-

hour BioBlitz event), and 

contributes her own photos for use on the parks’ 

social media sites. “No 

other internship could 

have taught me so much 

about the parks—how 

they impact my daily life 

in ways I didn’t even realize—while also giving me 

the opportunity sharpen 

my own photography 

skills and learn to use 

industry-standard software like Photoshop and 

Lightroom.” The experience she has gained at the 

parks, Brenna adds, will 

prove useful for her ultimate career aspirations of 

being a photo editor at a 

major publication. 

Brenna is one of 39 academic interns serving in 

the parks in 2014 through 

this innovative program 

to help young people 

envision and build careers 

in public service.
30

T he Bay 

Area has long been at the 

forefront of healthy eating and 

lifestyle trends, and the Golden Gate na-

tional parks make it a priority to uphold 

the region’s reputation as a leader in 

these areas. 

In 2011, we joined forces with the Insti-

tute at the Golden Gate, an initiative of 

the Parks Conservancy, to bring together 

health care professionals, business lead-

ers, environmentalists, and government 

officials—including National Park Service 

Director Jon Jarvis—for the first-ever 

Promoting 

Health and 

Wellness in 

the Parks

it’s good for You!

>>
31 

Healthy Parks, Healthy People U.S. conference. The conference sparked a movement within the parks to set an example 

for healthy living and provide more 

opportunities for the public to join in. In 

the years since, the Golden Gate national 

parks have helped drive this movement 

forward by promoting health and well-

ness through outdoor recreation and 

leading a national campaign to provide 

sustainable and nutritious foods through-

out the national park system. 

The first step was launching the Healthy 

Parks, Healthy People: Bay Area Collab-

orative in conjunction with the Institute 

at the Golden Gate, the San Francisco 

Health Department, and a multitude 

of local public health providers. Since 

the program’s inception in 2013, new 

park visitors from the Mission, Bay View 

Hunters Point, Chinatown, and other San 

Francisco neighborhoods have traveled 

to the park every first Saturday of the 

month to partake in fitness activities 

provided in English, Spanish, and Canton-

ese. As a result of this program, hundreds 

of first-time park users are taking steps 

to improve their health and get to know 

their public lands. 

In addition to this monthly wellness series, 

the parks also play a leadership role in 

the Parks Prescription Program, in which 

doctors prescribe physical activity in local 

parks. Championed by the Institute at the 

Golden Gate, the Parks Prescription idea 

has taken root in recent years to combat 

skyrocketing rates of chronic diseases 

and reduced levels of physical activity. By 

collaborating with health professionals to 

incorporate outdoor physical activity into 

preventative care regimens, Park Pre-

scriptions takes advantage of the varied 

fitness opportunities that these parks 

naturally provide. 

Through these programs, the parks actively advance the National Park Service’s 

health and wellness priorities, outlined in 

the Call to Action, while supporting the 

President’s “America’s Great Outdoors” 

initiative and the First Lady’s “Let’s Move” 

Campaign to combat childhood obesity.

Beyond fitness, the Golden Gate national 

parks have been advocating for healthy 

eating ever since pioneering nutritious, 

sustainable food practices through the 

contract with the Muir Woods Café. 

Today, as the National Park Service spot-

lights healthy eating through its “Eat Well 

and Prosper” initiative, the Muir Woods 

Café is regularly cited as the model for 

the new concession standards introduced 

nationwide in 2013. These standards 

enshrine the principles of local and 

organic sourcing, sustainable packaging, 

and responsible waste management first 

exhibited here. 

Through all of these changes, the Golden 

Gate national parks are demonstrating 

how national parks can be a force for 

positive change in our communities—one 

hike and one healthy snack at a time.
32

I

n delicate ecosystems like those at the 

Golden Gate national parks, the effects 

of climate change pose a significant chal-

lenge. To meet this challenge, the parks are 

taking a proactive stance to prepare for the 

consequences of rising temperatures while 

also working to mitigate human impact. Led by an interdisciplinary parkwide task 

force—the “Green Team”—we are adapting 

park operations, educating visitors about 

the risks of the global warming trend, and 

monitoring the parks’ many fragile habitats 

to protect them from adverse effects. 

Making 

the Parks 

Part of the 

Solution SUSTAIN

ABILITY
33 

The effort starts close to home. In recent years, 

the parks have shifted increasingly towards a 

carbon-neutral position across all operations. As a result of enrolling in Marin Clean Energy’s Deep Green program, the parks now generate 

100% of the energy used in Marin County from 

renewable sources. In addition to this supply, 

wind turbines and solar panels installed across 

the parks have begun to produce clean energy 

to supplant traditional sources. In 2013, an 

ambitious solar project on Alcatraz came online 

—it now provides more than half of the total 

energy used on the island—and solar panels 

were installed on other park buildings in accor-

dance with historical preservation guidelines. 

Through all of these changes, the parks use of 

renewable energy has increased to almost 60% 

of total energy consumption. A commitment to clean energy also means 

reducing reliance on petroleum. To do that, 

the parks replaced 79% of sedans with hybrid 

or electric vehicles, leading to a 5% decrease in 

gasoline usage across our fleet. To help others 

do the same, the parks have installed electric 

vehicle charging stations at Muir Woods and 

Crissy Field. Between these two stations, up to 

four electric vehicles can recharge—for free—

at any given time.

Because landfills are an important source of 

greenhouse gas, the parks have also dem-

onstrated an strong commitment to waste 

diversion—preventing waste through source 

reduction, recycling, reuse, or composting. By 

following strict standards in park operations—

including phasing out the use of plastic water 

bottles, providing Green Event Guidelines to 

special permit holders, and requiring major 

construction projects to commit to at least 75% 

waste diversion, the parks have made major 

strides in waste reduction. 

Renewable sources account for almost 60% 

of the parks’ total energy consumption

.

Finally, through a number of alternative trans-

portation projects in the planning stages or 

underway, the parks are working to expand 

and promote viable public transportation op-

tions to reduce the number of cars on the road 

and limit the impact of park operations on the 

ecosystems around us. 
34

Looking Ahead

A glimpse at what’s on the horizon 
35

I

n addition to ongoing work on key initiatives, the parks are gearing up 

for a busy few years with special projects and day-to-day park manage-

ment. Operations divisions will continue to provide the core foundation of 

maintenance, administration, and law enforcement that enables all other 

work in the parks, and notable future projects will include: 

SAFETY

Park staff will tackle upcoming safety initia-

tives such as implementing a Visitor Accident 

Review Board to identify risk vulnerabilities 

and developing specialized trainings to ad-

dress the range of safety issues commonly 

found in federal land management. The 

parks’ robust employee Safety Committee 

will also continue to organize an annual 

Health and Safety week to help inspire a 

workplace culture that puts safety first. MUIR WOODS TRANSPORTATION

The parks are considering changes to the 

Muir Woods visitor management and ac-

cess system are to better protect resources, 

provide an enhanced visitor experience, and 

reduce traffic congestion in the vicinity.

ALCATRAZ PRESERVATION & STEWARDSHIP

Work will continue on major seismic stabiliza-

tion and other infrastructure projects under-

way at Alcatraz, including the Guardhouse 

Complex/Sallyport, the Cell House, and the 

Quartermaster’s Warehouse.

INFRASTRUCTURE UPGRADES

Upgrades will improve critical infrastructure 

throughout the parks, including the electri-

cal and waste water systems at Fort Mason, 

the septic system at Stinson Beach, the Baker/

Barry tunnel, and Satterlee Road at Fort 

Baker—the last major project after more than 

a decade of work to transition this former 

military post fully into the parks.

PRESIDIO VISITOR CENTER

The Presidio Visitor Center will reopen in 

2016 through tri-agency collaboration be-

tween the National Park Service, the Golden 

Gate National Parks Conservancy, and the 

Presidio Trust. The center will orient first-time 

visitors, provide rich site-specific informa-

tion, and help the public understand the vivid 

history and stunning natural resources of the 

parks. This effort coincides with the broader 

project, led by the Presidio Trust, to create 13 

acres of new parkland connecting Crissy Field 

to the Presidio’s Main Post. 

CRISSY FIELD REFRESH

The parks will work alongside the Parks 

Conservancy to implement upgrades to Crissy Field, including a rehabilitation of the Promenade/Bay Trail. These improvements follow 

an extensive period of community engage-

ment to solicit visitor feedback on they way 

the public currently experiences this beloved 

site, and aim to provide an even more inclu-

sive, sustainable design for the future.
36

TAMALPAIS LANDS COLLABORATIVE

Four public agencies—the National Park Service, California Department of Parks and Recreation, Marin County Parks, and Marin 

Municipal Water District—will coordinate 

their resources, along with philanthropic 

support of the Golden Gate National Parks 

Conservancy, to undertake improvements to 

resource management and visitor opportuni-

ties in the nearly 20,000 acres of the Mount 

Tamalpais Watershed. 

TRAILS FOREVER Staff from the National Park 

Service, the 

Presidio Trust, and the Parks Conservancy will 

come together along with volunteers from 

the community—including school groups, 

corporate groups, park partners and individu-

als—to improve the parks’ trail network and 

restore habitats. Trails Forever celebrated its 

tenth anniversary in 2012 and continues to 

play an integral role in creating and maintain-

ing a world-class trail system in the parks.

CARBON NEUTRALITY

The parks will continue to work towards the 

goal of achieving carbon neutral status as 

part of a commitment to sustainability and 

climate change mitigation. This effort in-

cludes updating the parks’ Climate Change Action Plan this year to build on successes 

and lessons learned from the 2008 plan.

PARK PLANNING

Implementation will begin on the General 

Management Plan as the parks work to final-

ize other key planning efforts, such as Dog 

Management and Alcatraz Embarkation, 

and continue to collaborate on interagency 

projects such as the Ocean Beach Master 

Plan. At the same time, the parks will work to 

strengthen the management and monitoring 

of visitor use at sites like Muir Woods and Al-

catraz to protect resources and ensure quality 

visitor experiences. T hese initiatives are all designed to further 

the parks’ overarching goals: to be a stal-

wart protector of the natural and cultural trea-

sures within these lands and a first-class model 

for public engagement and recreation—now 

and for generations to come.
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Join the park’s email list

Text GGNRA to 22828 or, visit nps.gov/goga and 

click “Join our Email List” in the Features box.

Getting out & Getting Involved

Be part of your parks! Opportunities to learn, volunteer, or share your voice are plentiful at the Golden Gate national parks. Here are some ways to get involved:

Stop in at a Visitor or Information Center

Get more information about the parks any of 

the following locations: 

Alcatraz Island 

Fort Mason Building 201

Fort Point National Historic Site

Golden Gate Bridge Pavilion

Lands End Lookout

Marin Headlands

Muir Woods National Monument 

Presidio of San Francisco 

Pacific West Regional Information Center

Enjoy a Park Program

Throughout the week, park rangers offer 

interpretative walks and activities to guide 

visitors through the finer points of the parks’ 

historical, natural, and cultural attractions. 

Find an activity to fit your interests at www.

parksconservancy.org/events/ 

Become a Volunteer

Volunteer activities occur every day. Become a 

steward of your favorite park site, help restore 

Alcatraz’s historic gardens, or join the invasive 

plant patrol to stop the spread of unwanted 

vegetation. To learn more about these options 

and join in, visit www.nps.gov/goga/supportyourpark/volunteer.htm

Join the Golden Gate National Parks Conservancy

Become one of over 12,000 members of the 

best support organization in the National Park 

Service. Enjoy member benefits and support the 

parks. To learn more, visit www.parksconservancy.org/get-involved/donate/membership/

Intern in the Parks

Internships are a great way to experience the 

parks firsthand and behind the scenes, while 

also building skills you can use anywhere. Academic and other long-term opportunities can 

be found at: www.parksconservancy.org/getinvolved/volunteer/internships/ 

Connect to the Parks’ Partners 

To get involved with any of our park partners, 

visit our partner page at www.nps.gov/goga/

planyourvisit/partners.htm

Attend Public Meetings

Public forums will be announced as they are 

scheduled at www.nps.gov/goga/parkmgmt/

publicinvolvement.htm

You can also find us online anytime at: 

www.nps.gov/goga

@GoldenGateNPS

facebook.com/GoldenGateNPS

Youtube.com/GoldenGateNPS
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Alternate versions of this report for the visually 

impaired are available. To request a copy, please 

call the parks at 415-561-4958 (voice) / 415-

561-4724 (TTY) or contact Richard De La O at 

Richard_Delao@nps.gov.

ACKNOWLEDGEMENTS

Report to the Community Prepared By

Molly Sterns

Additional Support From

Golden Gate National Recreation Area Management Team

The Golden Gate National Parks Conservancy 

Todd Robertson

Heather Marashi

George Su

Michael Faw

Alison Taggart-Barone

Brenna Cruz 

Photo Credits (Clockwise from top left where applicable)

Outer Cover: George “Doc” Miles —Inside Front Cover: Timothy 

Jordan—Page 2: Frank X. Morse—Page 3: Paul Chinn—Page 

5: Kirke Wrench, John Martini, George “Doc” Miles, Alison 

Taggart-Barone, Alison Taggart-Barone, Kirke Wrench—Page 6: 

Chee Tung—Page 7: Kirke Wrench, Molly Sterns, Alison TaggartBarone,Kirke Wrench—Page 8: Alison Taggart-Barone, Christina 

Nielsen, Kirke Wrench, Kirke Wrench— Page 9: John Johnson, 

Kirke Wrench, Alison Taggart-Barone, Kirke Wrench, Alison Taggart-Barone—Page 10: Kirke Wrench—Page 12: Alison TaggartBarone—Page 13: Douglas Atmore—Page 14: Douglas Atmore—

Page 15: Kirke Wrench—Page 16: Alison Taggart-Barone—Page 

17: Alison Taggart-Barone, Alison Taggart-Barone, NPS Photo, 

Christina Nielsen, Alison Taggart-Barone—Page 18 & 19: Kirke 

Wrench—Page 20: Alison Taggart-Barone—Page 21: Craig Stock—

Page 22: Parks Conservancy Photo—Page 23: Kirke Wrench—Page 

24: Kirke Wrench—Page 26: Kirke Wrench—Page 27: Ron Greene, 

Kirke Wrench, Francis Ng—Page 28: Kirke Wrench—Page 29: Kirke 

Wrench—Page 30: Francis Ng—Page 31: Alison Taggart-Barone — 

Page 32: Francis Ng—Page 33: Frank Schmidt, James Moon, Alison 

Taggart-Barone, Brenna Cruz—Page 34: Kirke Wrench— Page 

35: Laura Elizabeth Ellis—Page 36: Kirke Wrench, Lauren Edith 

Anderson—Page 37: Kirke Wrench—Page 38: Ron Greene—Page 

39: Kirke Wrench, Alison Taggart-Barone, Lenny Rush, Lenny Rush, 

Kirke Wrench—Inside Back Cover: Lauren Edith Anderson

This report is printed on recycled paper that is elemental chlorine free and certified 

by the Forest Stewardship Council (FSC), which promotes environmentally appropriate, socially beneficial, and economically viable management of the world’s forests. 
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