 has awarded multiple grants to more than 200 organizations offering 

 to people in Maine. In each instance, we approach the decision-making process with certain questions in mind: Who’s involved in the work? Who are the people who show up to exhibitions and performances, open to learning about different art forms, cultural traditions, and ideas? Who are the artists invited to share their work with Maine audiences? Who are the people behind the scenes who work so hard to create these intersections for their communities?

Often, we will ask organizations these direct questions to help us understand not only who benefits from these programs but also whom the organizations are engaging to share their talent, stories, and beliefs. Answering these questions accurately can be tricky for our grantees as they infrequently query their audience members, participants, and artists about their identities. Doing so requires a clear purpose, respect for people’s time and privacy, and a carefully designed approach.

We were fortunate to partner with the experienced staff at the 

 at the University of Southern Maine to consider these questions together. Our collective thinking resulted in the 

“Demographic Data Collection Toolkit for Arts and Culture Organizations,”

 a comprehensive guide for arts organizations that want to use a values-based approach to shape their programs.

 that they aim to create welcoming spaces in which people, regardless of their identities, backgrounds, and abilities, feel comfortable. The Onion Foundation shares these 

, which shape our operations and our grantmaking. We’re gratified that organizations frequently cite that they create and offer programs “for everyone.”

But how do organizations know when they’re achieving these goals? How can they accurately track who they’re engaging? In what ways can they identify their gaps and successes and continually improve upon them?

The Data Innovation Project designed the toolkit to provide step-by-step guidance for developing and implementing a demographic data collection plan to answer these exact questions. It empowers organizations not only to gather concrete participation data but also to analyze that data to create more responsive and inclusive programming.

, goals, and data sources to create mission-aligned data collection plans

Understand and implement various data collection modalities, including the pros, cons, and resources needed for each

Begin where they are, including by modifying existing tools and communications to begin this work

With interactive planning worksheets, data collection templates, and case studies, the toolkit equips organizations with technical guidance for 

 and securing informed consent, and provides advice for handling sensitive topics. It’s a unique resource for arts and culture organizations in Maine — one that will undoubtedly serve as the backbone of many nonprofits’ work going forward.

In an era in which relationships with communities require extra care and respect, we feel encouraged by our many colleagues who are working with intention and love as they design their programs. This toolkit is an invitation to center and expand that work and to pay close attention to who’s participating in programming — and, perhaps more importantly — who isn’t.

In this current moment, inclusivity is a necessity. It’s what brings us together around shared principles, and it’s what helps us open ourselves to new and different ways of thinking. The arts have always done that for makers and audiences alike. They offer us a bridge into new worlds, experiences, and perspectives. We’re heartened to see so many of our arts and culture grantees explore the expansive potential of inclusivity as they build and refine their programming and operations. We hope this toolkit, with its actionable strategies and clear commitment to empowering organizations, adds to these efforts.

With Colleagues and Expand the Reach of Your Programs!

Learn how the Demographic Data Collection Toolkit for Arts and Culture Organizations helps organizations take a values-based approach to shaping their programs.

Who’s Involved in the Work? Inside an Empowering Toolkit for Arts Nonprofits

In 2010, Drew Dumsch, President and CEO of the 

, took the first steps toward an ambitious goal of ensuring every student in Maine had the chance to go to outdoor school. These programs are multi-day, interactive trips that teach students the fundamentals of environmental science in coordination with school curricula and state education standards.

Dumsch knew that reaching this objective would require more resources than the Ecology School alone could provide, so he partnered with the 

University of Maine’s 4-H Camps and Learning Centers

 to form what was initially called the Environmental Living and Learning for Maine Students (ELLMS) program.

Over the years, the program blossomed into a widespread collaborative of outdoor school providers. Yet, despite more organizations joining the collective, far too many students throughout the state still lacked access to outdoor programming — so Dumsch and his partners took their efforts to the next level.

Eight outdoor education organizations — U Maine’s 4-H Learning Centers, the Ecology School, the Chewonki Foundation, the Schoodic Institute, Kieve Wavus Education, Hurricane Island Center for Science and Leadership, Cobscook Institute, and Maine Local Living School — combined forces to transform ELLMS into the 

 network, an immersive learning initiative for students in grades four through eight.

When Things Look Grim, Turn to Your Partners

In early 2025, the network came together to petition bill LD895, which would lock in state support for its goals. In many ways, the bill was a rousing success. A number of Maine-based nonprofits backed the bill, and it ultimately garnered support on both sides of the political aisle. “Senator Rick Bennett sponsored it, and we had more than 100 cosponsors. It was probably one of the most popular bills of the 

Indeed, the bill passed with bipartisan support in May 2025. “Part of our goal was to try to transcend politics,” Dumsch says. “Getting kids outside shouldn’t be a Republican or Democrat thing, especially in Maine where the environment, farming, marine resources, and forestry are huge parts of who we are.”

 — a massive difference from the $1.5 million the collective needed to run a pilot project for half a grade level of students. Ever adaptable, Dumsch and his partners turned to private funding sources to make up as much of the difference as possible.

The Onion Foundation, the Betterment Fund, the Horizon Foundation, the Leonard C. & Mildred F. Ferguson Foundation, and the Quimby Family Foundation each made grants adding up to $450,000 to pilot the Maine Outdoor School for All program to 1,000 students.

But much work is needed to reach the initiative’s original goal. Dumsch and his partners have already launched a campaign to raise $1 million for the 2025-2026 school year, and they hope to scale that work to $6 million and eventually reach 14,000 students throughout Maine.

“I’m a glass-half-full person at all times,” says Dumsch. “You have to prioritize and show collective impact, and we’re doing that. I think another million [dollars] is feasible.”

Part of Dumsch’s optimism for a statewide, fully funded program is due to the fact that models for this kind of initiative already exist. Oregon, Washington, and Minnesota have all passed bills to establish experiential outdoor learning programs.

While those programs are largely backed primarily by state dollars, they’re programmatically similar to Maine’s initiative. Students supplement what they’re learning in their science classrooms with 

hands-on, interactive engagement with natural habitats

 and environmental processes. They develop communication, collaboration, and leadership skills, and come to understand the importance of environmental stewardship.

The programs bring entire classes or even grade levels on 

, not just those who opt in to out-of-school programs.

Piloting the Outdoor School for All in Sanford

In September 2025, the Ecology School led seventh-grade students from Sanford Middle School on a three-day excursion near the Saco River. “Diana Allen is a seventh-grade teacher at Sanford, and she was on the Nature-Based Education Consortium’s Climate, Education, and Advocacy group with me,” says Dumsch. “She recently won the state science teacher of the year award, so the minute we got funding, I knew Sanford would be the first place to focus on.”

During the retreat, students visited various ecological sites, learning about natural processes, food waste, and waste management. Students were excited to experience their lessons outdoors alongside their friends, and teachers walked away feeling as if they knew their students more deeply. The shared experience strengthened not only students’ knowledge, but also their relationships with their teachers and each other.

For Dumsch, it all comes down to connectedness: “What we’re trying to do is give kids at those pivotal ages joyful, amazing, inspirational experiences that can set them up to understand how conservation, food systems, and climate action are connected.”

Leaders from the eight collaborating organizations have met every month for the past 15 years to keep the foundational program running in Maine. And with the passing of LD895, they have even more motivation and resources to grow the Maine Outdoor School for All program statewide.

The Quest for Outdoor School for All Continues

When Dumsch first started partnering with other organizations to support the Maine Outdoor School for All program, he was met with some skepticism from Ecology School staff. When resources are limited, why share them with competitors?

But Dumsch saw things in a different light: “You have to have a growth mindset. Only 15-20% of kids in Maine are getting this type of experience now. What about the other 80%? Organizations like Chewonki aren’t our competitors. They’re our colleagues.”

And it’s true. Without collaboration — in terms of the network offering high-quality outdoor programs and a number of foundations awarding grants to launch the initiative — the Maine Outdoor School for All bill likely never would’ve passed. It’s this abundance mindset that fuels the program and makes Maine’s nature-based learning field so fruitful.

Moving forward, the collective is focused on securing more private grants and lobbying for state funding. It’s an uphill quest, but one already in motion. “We’ve got the ball rolling, the engine running,” says Dumsch. “Now, we just need more fuel.”

See what Sanford Middle Schoolers had to say about their time at the Ecology School! 

Learn how collaborative grantmaking made the Maine Outdoor School for All program happen.

Watch the Video

Collaboration and Adaptability: The Tickets To Getting All Maine Students Into Outdoor Education Programs

Portland’s East Bayside neighborhood is one of the most culturally diverse areas in Maine. Located in the center of the peninsula, the neighborhood has become a safe settlement for many immigrant communities, and thanks to organizations like 

, it offers valuable resources for cultural connection.

A vibrant haven for visual, performing, and literary arts, Mayo Street Arts serves immigrants who’ve traveled to Maine from all around the world. The opportunity the center provides people to embrace their cultural traditions is exactly why 

 — a Maine nonprofit that supports tribal cultures — sought Mayo Street out for a powerful partnership nearly five years ago.

With support from the National Endowment for the Arts, the Maine Arts Commission, and the Maine Community Foundation, Mayo Street Arts formed the 

, a consortium designed to help artists preserve and share their cultural practices. Since its founding, TAN — an 

 — has reached dozens of New Mainers in East Bayside and beyond, helping uplift and pass unique cultural traditions onto the next generation.

“Since 1993, our primary mission at Cultural Resources has been to work and collaborate with communities to identify and sustain their cultural traditions,” says Kathleen Mundell, Director of Cultural Resources. As Mundell explains, the nonprofit has developed exhibits, hosted artist convenings, and supported apprenticeship programs for more than 30 years.

Mundell chose Mayo Street Arts as a partner for TAN not only because of the center’s proximity to East Bayside, but because it had a proven reputation as an inclusive space for New Mainers. “Mayo Street was known as a welcoming place for immigrants,” Mundell says. “It’s a true community arts center.”

The TAN program started with a process of coming together. Cultural Resources, Mayo Street Arts, and 18 Albanian, Burundian, Congolese, French, Guinean, and Rwandan artists met for a cultural sharing session. The artists danced, drummed, and sang — and many became initial members of the TAN Advisory Council.

After that initial session, Mundell and the Mayo Street Arts team solidified the TAN program, modeling it on Cultural Resources’ 

, a successful initiative that emphasized listening and relationship-building as central tenets of program development.

“You go to those communities, ask who knows about a particular art form, and get to know them,” says Mundell. “It’s not just about getting names and addresses. It’s really about forming relationships.”

Building on this initial work, the TAN team later hired professional folklorist Laura Marcus Green to conduct significant field work. Green led three intensive sessions through which she immersed herself in Afghani, Cambodian, Ukrainian, and Congolese communities, hearing from community leaders and artists alike. Through these sessions, Green met with musicians, dancers, folklorists, calligraphers, hair stylists, and other traditional artists.

More importantly, however, she learned that these communities were in need of financial resources, materials, and ways to 

. To meet these needs, TAN offers three kinds of support:

 provides grants of up to $1,000 to help support traditional artists. A Burundi drumming company, for example, received $600 grant to ship a drum to Portland. Somali Bantu weavers used their grant to send specific materials from Somalia to the U.S.

Part of what makes the fund work is the simplicity of its application process. Applicants don’t need to submit the many supporting materials required by so many artist grant opportunities. “I find that, with a lot of traditional artists, if they go to the trouble of writing a big grant application, but they don’t get the funding, they don’t come back,” says Mundell. “You lose a lot of trust, so this is a way for us to make grants more accessible and further our relationships with the artists.”

“The biggest thing that surfaced in our conversations with the artists was that they wanted to be able to pass on their arts to their kids,” Mundell explains. “They were afraid of losing their language and cultural traditions. “

 was created to help alleviate that fear. Mentor artists — who are always from the same community as their mentees — receive up to $3,000 to engage their apprentices in hands-on art making. By giving artists these resources, as well as time and space, the program fosters cultural pride and helps pass art practices along to the next generation. “These artists are proud of their culture, and they don’t want to lose it. They’re inspirational,” says Mundell.

 are where artists share their traditions with individuals from other immigrant communities. Participants each get 10 minutes to discuss or perform their art form, and the group shares more about what they need from community resources like TAN. It’s a vital time to learn from and connect with others.

Supporting Immigrants When They Need It Most

For Mundell, discovering and connecting with traditional artists is the best part of the work: “I love the developmental end of this work because I get to know the artists and work directly with them.”

But shining a light on artists who aren’t always in the mainstream cultural landscape is equally as important to Mundell and the TAN team. “A lot of people have walked away from immigrant artists because of the current climate,” she says. “But I think it’s all the more important that we support them. These arts are central to their identities, and it’s important that we recognize the connection to their culture.”

As Cultural Resources and Mayo Street Arts grow the TAN program, the organizations remain committed to supporting immigrant communities. Eventually, Mundell and the team hope to hand over ownership to Mayo Street Arts and the traditional artists themselves, though the near future requires the team to focus on funding: “This is a tough time to ask for funding to support immigrant arts,” says Mundell.

Despite this challenge, Mundell says that TAN remains strong, largely due to support from Maine-based funders like the 

 and connections with organizations with shared values. “Mayo Street Arts is a great partner. Cultural Resources never could have done this without it,” says Mundell. “It just shows that, when people come together, you get more done.”

Learn all about Mayo Street Arts's Traditional Arts Network, a program designed to celebrate cultural arts traditions from Maine's migrant community.

Cultural Resources, Mayo Street Arts, and the Importance of Supporting Multigenerational Traditional Arts

At the Onion Foundation, one overarching goal guides our programs: to ensure that everyone from every corner of the state can access meaningful experiences in the arts and the natural world. Our 

 lays out our part in this vision and how we aim to make progress toward universal outdoor access.

Universal access is about designing systems, programs, and structures for maximal inclusion. For our 

, it’s about ensuring everyone — regardless of their ability, background, or identity — has equitable access to outdoor programs. Even in Maine, with its relatively small population, universal access is a big, ambitious goal — and it’s not one we can achieve alone.

, we focus our universal access efforts on the individuals most impacted by barriers, primarily people of color, Indigenous communities, and people living with disabilities. Here’s why.

Two Essential Components of Environmental Access

In our Environment Program, we zero in on people and place, employing two approaches to improving access to the outdoors.

“Place” refers to the lands and waters in which we explore, learn, recreate, and connect with the earth and one another. To make sure that natural places are protected, thriving, and accessible to all Mainers, we support the lake and watershed nonprofits and land trusts that care for them and create opportunities for people to enjoy them.

, provides thought leadership and funding to land trusts as they work to serve their local communities and create more opportunities for more Mainers to enjoy the natural resources they protect. We are also fortunate to have statewide and local watershed protection organizations dedicated to safeguarding the health of lakes while working to create more welcoming, inclusive spaces.

But just opening up places to the public doesn’t necessarily make them accessible. Even in a state where natural resources and outdoor activities seem abundant, there are many people who face significant barriers that keep them from taking advantage of Maine’s outdoors.

The “people” side aims to eliminate the seen and unseen barriers that make it difficult for some people to enjoy those places, including:

Lack of materials, resources, and equipment:

 Many families can’t afford transportation, footwear, warm clothing, or other equipment needed to experience the outdoors.

Many natural areas have been developed with local, English-speaking, able-bodied people in mind and are therefore less accessible to others.

It’s often difficult to know where to look for information about trail locations and conditions, required equipment, and water access, which can be particularly challenging for non-English speakers, people living with disabilities, and people new to the area.

People who don’t know Maine’s environment or weather, or those historically excluded from outdoor activities, might not feel safe or comfortable in environmental spaces.

 Outdoor activities often demand lots of gear, which first-time users may not understand or may find difficult to obtain, transport, use, maintain, and store, especially large and seasonal equipment such as kayaks, snowshoes, and bicycles.

Some Maine residents are physically distanced from green spaces. In the U.S., 74% of non-white people live in a nature-deprived area, according to the 

In our quest to make progress toward universal access, we focus on the people in Maine who tend to face the most barriers to enjoying the outdoors: people living with disabilities and people of color. We apply a 

approach, which is a framework that holds the same end goal for all people, but recognizes that people take diverse paths to outdoor experiences and that approaches tailored to their circumstances are needed to help them gain access. This approach can reveal and address the inequities that have kept those barriers in place.

Universal Access and Our Grantmaking Process

 program, we don’t require or expect that a program or organization exclusively serves people of color or people living with disabilities, though there are times when that makes sense.

Instead, we keep a close eye on how programs are built to be inclusive and create a spirit of belonging. We ask three key questions about each proposal:

Does this program address specific barriers that keep people of color and people living with disabilities from accessing the outdoors?

Was this program designed with the guidance of people who are BIPOC or live with disabilities, be them staff, consultants, or close partners?

Is program outreach conducted in a way that specifically makes BIPOC and people with disabilities feel welcome?

Asking these questions of each proposal helps ensure we’re prioritizing inclusive programs and not drifting away from our Equitable Outdoor Access strategy.

, also has a universal goal: trail access for every Portland resident. To achieve this objective, the nonprofit uses a targeted universalism approach to understand what different communities need for trail access, and it focuses its energy on the communities that are not taking advantage of the local trail system.

 works neighborhood-by-neighborhood in areas with diverse populations and concentrations of low-income housing and shelters. In these communities, people might not realize that trails are nearby, know how to use them, or feel comfortable and safe doing so. Portland Trails works with community partners to raise awareness about the trail network and identify the unique barriers keeping people from using the trails. Then, they join forces to make accessibility improvements while building community and a spirit of stewardship.

, another Onion Foundation grantee, also recognizes that people take many unique paths to access the ocean. For people who are ready to get out on the ocean without much additional support, it runs a high school racing team, offers boat rentals, and provides skipper certification. For people who have a harder time getting out on the ocean, SailMaine runs two key sailing access programs:

 partners with other nonprofits that work with underserved youth. Together with those nonprofits, the SailMaine team designs specific activities that will be meaningful to and meet the needs of each unique group. Then, they make it happen at no cost for participants, with all gear, transportation, and food included.

. Every week in the summer, SailMaine provides the boats and the sailing expertise, and AOEC provides the accessibility know-how to get people with disabilities out on the ocean.

At the Onion Foundation, we focus on the people for whom barriers to the outdoors are the greatest, because that’s where dedicated grant resources and long-term partnerships are essential to making a meaningful impact.

But it’s also a strategic step in service of the universal goal. Eliminating barriers for the people who are furthest from the opportunity tends to make it easier for many other people along the way. We all belong, and we all have a right to feel connected to special places throughout the state.

Learn why the Onion Foundation's Equitable Outdoor Access strategy prioritizes those most burdened by barriers to outdoor access.

An Inside Look at Our Approach to Equitable Outdoor Access

In November, several of my philanthropy colleagues and I completed a 

13-month journey toward better understanding Wabanaki experiences

, cultures, and histories. Known as Confluence, this third iteration of the 

 was designed to help non-native conservation organizations reconsider their land conservation efforts in the context of Indigenous history.

The course helped my colleagues and me see our grantmaking in a new light. It was a reminder that, as much as the Onion Foundation strives to build a more equitable and healthy Maine, we remain guests on this land. Unless we take action, our equity and inclusion goals simply fall flat, and we remain complicit in the continued relegation of Indigenous people.

 to name our specific goals and commitments to the Wabanaki communities, the original and continued stewards of these lands. More recently, we awarded grant funding to the 

 and we’re actively encouraging our land-based grantee organizations to do the same. While some nonprofits might be hesitant to put grant dollars toward the fund, we want to affirm that such contributions are consistent with — even vital to — conservation missions.

Managed by the Wabanaki Commission on Land and Stewardship, the Wolankeyutomone Kisi Apaciyewik Fund is intended to support Wabanaki land relationships. Its grants go directly to Wabanaki tribal governments, Wabanaki-led nonprofits, and Wabanaki culture keepers who are working to fulfill Indigenous caretaking responsibilities for the lands and waters of Maine.

The Wolankeyutomone Kisi Apaciyewik Fund is entirely Wabanaki-led. The purposes of the fund were determined by an extensive community engagement process, and Wabanaki people make all grant decisions. A contribution to the fund recognizes Wabanaki sovereignty by returning to the Wabanaki Nations decision-making authority over financial resources.

The fund’s mission, therefore, resonates deeply with that of the Onion Foundation’s Environment Program: to support work that builds meaningful, equitable connections between people and the outdoors. For Wabanaki communities that consider the lands, waters, and the creatures within them as kin, those relationships are central to their culture. They’ve motivated the Wabanaki’s deep sense of responsibility to steward these lands and waters for 10,000 years before the arrival of European settlers and still to this day.

Compared to typical land trust duties, Indigenous stewardship involves a more reciprocal exchange of care and nourishment that supports the health of the land while supporting the health of the community. It creates a virtuous circle in which the land and the people nurture and are nurtured in return.

As a foundation, we have considerable means and responsibility to uplift this exchange of care, and we can do so by supporting nonprofits that allow access for hunting and harvesting, traditional forest management, the transmission of cultural practices, artistic expression, and ceremony. We believe 

 share that responsibility, and we, therefore, also support conservation organizations that financially contribute to the Wolankeyutomone Kisi Apaciyewik Fund.

Some Maine-based organizations are well on their way toward returning land to Wabanaki communities. The 

 project, for example, will soon add more than 50,000 acres of wetlands, woodlands, islands, and waterfront to the lands that have already been returned to Wabanaki communities. This is a tremendous act of repair for non-native people’s relationships to Wabanaki communities and for Wabanaki relationships to the land.

As significant as it is to transfer ownership of the land, that’s just the first step. The Wolankeyutomone Kisi Apaciyewik Fund resources the many stewardship activities that restore Wabanaki kin relationships to the land that were interrupted by land theft and generations of exclusion. In English, the Passamaquoddy phrase “Wolankeyutomone kisi apaciyewik” means “Let us take good care of what is returned.” The grants from this fund enable land caretaking and relationship rebuilding in all its forms.

The Nonprofit’s Role in the Act of Return

A nonprofit board is the fiduciary of the nonprofit, and board members are rightly careful to ensure that financial resources are spent wisely in service of the organization’s mission and to avoid mission creep.

We believe wholeheartedly that the work of the Wolankeyutomon Kisi Apaciyewik Fund is a legitimate part of any conservation mission in Maine. Seeing the many land trusts and other nonprofits that have made contributions to the fund — with some even including contributions into their operating budgets — we’re heartened to know that many nonprofits agree. 

 encourages our conservation grantees to put a portion of our general operating support grants towards this vital cause. Other foundations, including 

The First Light Learning Journey inspired us to look both outward at the systems that uphold injustice and inward at our own actions to dismantle those systems. As we move forward, we’re committed to putting our resources, time, and energy toward this mission — and we hope conservation organizations will as well.

Learn why the Onion Foundation values the Wolankeyutomone Kisi Apaciyewik Fund and encourages conservation-focused grantees to contribute to the fund.

The Act of Return: Why Supporting the Wolankeyutomon Kisi Apaciyewik Fund Is Vital to Land Conservation

Head anywhere in Portland — from the Presumpscot River Preserve to the Eastern Promenade — and you’re likely to run into a well-maintained trail. That’s all thanks to 

, a nonprofit and Onion Foundation grantee that manages around 100 miles of trails throughout the city.

The ethos of Portland Trails’ mission has remained steady since its inception in 1991: to create connections among neighbors, communities, and the natural world. While the organization has evolved over time, the spirit of its mission hasn’t wavered.

Central to the organization’s mission is an 

. Since the ‘90s, Portland Trails has continually put resources, time, and money behind its accessibility efforts, broadening citywide access to trails for all.

“Portland Trails was founded for equity reasons,” says Jon Kachmar, executive director. “The Eastern Prom trail was one of our first projects. It was slated for condos, but we wanted to ensure equitable access to this special place.”

That root has blossomed over the past three decades. Today, Portland Trails advances its 

 and accessibility goals throughout all of its programming, primarily through these four initiatives.

According to director of development Lindsay Conrad, “the whole point of Portland Trails is to provide access and connection — for people to the outdoors, but also with each other and to the places they want to go.”

 is vital to this effort. The map offers details about every stretch of trail in the Portland area, including photos and information about:

Activities that people commonly do on each trail

“Our trails always go from A to B for a reason,” says Kachmar. “It might be a 100-foot section between houses or the Forest City Trail that traverses 10 miles across the whole city. But it always begins in a place that has meaning and ends in a place that has meaning.”

How does the team figure out which places have meaning to the community? By simply observing. They listen to people, see where they’re already walking, and maintain the paths that help people get where they need and want to go. The digital trail map — and its paper counterpart — is an ever-evolving tool that enables these connections. “It’s an ongoing piece of art forever,” says Kachmar. “We’re never going to finish it.”

To determine what the community needs from the organization, the Portland Trails team conducted a series of listening sessions, co-facilitated with other nonprofit organizations, including 

. They heard directly from both people who frequently use Portland’s trail system and those who’ve never stepped foot on one of the trails.

The listening sessions revealed common community needs, from better signage to improved wayfinding tools to accessibility solutions like benches and lighting. And since the sessions, the Portland Trails team has acted on what they heard.

The organization launched the Improved Access Trails initiative, which aims to provide trail access to people who haven’t felt comfortable on trails. “Sometimes that can be because of a physical disability,” says Conrad. “But it can also be because the person is from a different country, or they have a stroller, or they’re recovering from an injury.” Listening to these trail users has enabled the team to make strategic changes to the trails — such as using colors and symbols rather than English text to mark trails.

, aimed at combining artistic practice with natural observation

Partnerships with local libraries and organizations such as 

, designed to introduce immigrants, people of color, and Indigenous individuals to the city’s trails. “We want to create a pipeline for people to start building this into their lives,” says Conrad. As such, the program offers:

After several years of trying to get the program off the ground, the team determined they needed to dedicate additional resources toward advancing their goals. So they hired Angelique Bitshilualua as a full-time inclusion manager.

“It was really important that this person had the experience of one of the communities we were trying to reach,” says Conrad. As a graduate of In Her Presence and an avid trail user, Bitshilualua was perfect for the role — and she’s since taken the program to new heights. Healthier Neighborhoods for All has already reached more than 1,000 people in the Riverton and Sagamore Village areas.

Bitshilualua has helped the team identify and address the barriers keeping immigrant populations from using trails and, most importantly, build trust with those communities. She’s also committed to helping New Mainers realize the mental health benefits of being outdoors, which has been particularly vital for this population.

The Portland Trails team knows what they don’t know, and they actively seek out experts who do. They partnered with Passamaquoddy Language Keeper Dwayne Tomah, for example, to create and release the Fore River Sanctuary Guided Tour, which educates users about Indigenous connections to the land.

The team’s Land Justice Responsibility Statement acknowledges the limitations of white land holders and the importance of “making relationships right” with the Wabanaki peoples. That effort involves donating regularly to 

 and continuing to strengthen relationships with and learn from Indigenous communities. “We want to give them back access to the trails and to the lands around the trails,” says Kachmar. “This is a long journey with constant engagements, but if you want to focus on something, you have to dedicate resources to it.”

Portland Trails’ willingness to put dollars toward accessibility and equity initiatives is what makes those efforts so effective. As Kachmar says, “we need to put our money where our mouths are, and Portland Trails has been really disciplined about that.”

That discipline doesn’t show any signs of wavering. In fact, the organization is continually putting resources toward expanding the trail network and making trails more accessible, usable, and safe for more people. “In the future, we want to not only be a great connector of places in Portland, but also bring people from outside to create a regional trail network,” says Conrad.

The next time you need to get somewhere meaningful to you, look to one of the organization’s connecting trails. Portland Trails will get you where you need to go.

Learn about Portland Trails, a nonprofit that connects all of Portland, Maine, through 100 miles of outdoor trails.

How Portland Trails Expands Equitable Access to the City’s Natural Network

Across Maine, organizations are breaking down barriers to the outdoors, advancing climate justice work, and 

educating the next generation of environmental advocates

How exactly are they doing it all in a landscape with limited funding and strained resources?

In many cases, organizations turn to the community for help accomplishing their work — and the community shows up in return. Volunteers help nonprofits 

Recruiting, organizing, and engaging volunteers, while juggling other duties, is a tall order. For the fourth installment of our volunteer series, we talked with Holly Sheehan, Club Coordinator of the 

, to learn how MATC makes it all work so seamlessly.

MATC is responsible for maintaining and managing more than 267 miles of the Appalachian Trail footpath, 35,000 acres of corridor land, and 60 miles of official side trails. With Sheehan as the only year-round, full-time employee, the organization must rely on volunteers to do its best work.

In fact, volunteering is central to the trail’s history. “The Appalachian Trail would not exist if it weren’t for volunteers. It was built by volunteers,” says Sheehan. “And the volunteer workforce is such a key piece to the management, safety, and accessibility of the trail today.”

Indeed, MATC currently partners with more than 800 volunteers across the state who complete more than 15,000 hours of volunteering each year. These community members monitor encroachments on the trail lands, establish boundary markers, and maintain the trail for all to use.

Now, with a brand-new facility that will serve as a base camp for trail crew members and volunteers, MATC is even better equipped to engage community members in volunteer work.

Seven Best Practices for Working With Volunteers

MATC is a shining example of a nonprofit that effectively scales its volunteer engagement to make a difference throughout the state. Here’s a look at seven best practices for partnering with volunteers — and how MATC acts on each to accomplish its goals.

1. Use Multiple Avenues To Recruit Community Members

Recruitment is all about engagement. When nonprofits diversify the ways they reach out to the community, they’re able to connect with people who are already passionate about the work and educate those who might not know about it yet.

According to Sheehan, MATC has found recruitment success by posting about volunteer opportunities regularly on Facebook and Instagram. It has also established partnerships with groups from Portland High School, Colby College, and 

The organization never lets a potential opportunity fall through the cracks. “Our volunteer coordinator responds to inquiries that come in through our website,” says Sheehan. “Then, the coordinator links prospective volunteers to opportunities like trail maintenance or scheduled work trips.”

2. Draw on People’s Passions and Interests

Finding ways for volunteers to do the work they’re most excited about is critical not only to recruiting them, but also to keeping them engaged long term. As Sheehan says, “People are doing this because they want to!” Creating opportunities for volunteers to do what they love is a win-win.

At MATC, and at many other nonprofits, volunteers often have a deep connection to the work. “Contributing to the stewardship of the trail gives people meaning and a sense of community. They’re doing some good in the world,” Sheehan notes. “A lot of our volunteers are hikers who want to give back to the Appalachian Trail and to the environment. They have a personal relationship with the trail.”

3. Create Strong Organizational Structures

The more volunteers an organization takes on, the more important it becomes to establish clear roles and expectations. Organizational structures — including who reports to whom and why — can help keep volunteers organized as programs scale.

MATC, for example, breaks the trail down into five segments, each overseen by a volunteer district manager. Trail maintainers work under those managers, while campsite maintainers report to campsite managers in each trail segment.

MATC also breaks down clear responsibilities for volunteers in various managerial positions and committees, including the Ridge Runner Committee, the Finance Committee, and the Development Committee. “A committee chair heads each of them, and we ensure someone from our board of directors sits on each committee, as well,” says Sheehan.

“We have a lot of Zoom meetings!” Sheehan says. Indeed, with hundreds of volunteers across the state, MATC relies on various communication methods, including virtual meetings to keep everyone engaged and informed.

Regular board of director meetings allow for communication to trickle down through the organizational structures, while volunteers stay abreast of updates and events through the “Maintainer” newsletter. MATC also hosts two major events per year to connect with volunteers and potential volunteers.

5. Provide Training, Mentoring, and Collaboration Opportunities

Learn how the Maine Appalachian Trail Club organizes and activates hundreds of volunteers to maintain miles-long stretches of critical New England trails.

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