Managing Recreation Assets -- Case Studies

Transcription

THE WEST: A WEALTH OF RECREATION OPPORTUNITIES
“We don't promote the West - we take care of it. And if we do a good job, then there is a lot to promote.”*
THE RECREATION POTENTIAL OF THE AMERICAN WEST
The natural areas and amenities that make up the West’s “recreation
assets” – its mountains, deserts, lakes, rivers, canyons, beaches, and
wildlife populations, as well as trails, cabins, outhouses, signposts
and access points – provide unique outdoor recreation experiences
for the region’s citizens. Just as importantly these areas are magnets
for tourists from the U.S. and abroad. These natural assets generate
jobs and incomes for local communities as people spend money for
equipment, food, lodging, gas , and services like rafting, fishing and
hunting guides.
RECREATION FROM THE MANAGER’S PERSPECTIVE
The recent economic recession and cutbacks in federal and state
support for parks and protected areas have posed significant
challenges for planners and land managers working to provide high
quality recreation opportunities and protect the natural and cultural
resources on which they depend. In addition, managers are
contending with aging infrastructures, extreme weather events, and
new social trends such as changing recreation preferences.
The Get Out West! initiative interviewed 24 recreation managers
from a range of jurisdictions and geographic areas to identify their
recommendations for how to continue to provide world-class
recreation opportunities despite these changing conditions.
Interviewees were selected by an advisory group for having
demonstrated especially innovative responses to recreation
management challenges.
The posters displayed here represent what each manager considers
to be their best recreation success story – whether because it
generates significant economic revenue for local communities,
represents overcoming a major challenge, demonstrates special
innovation, or is simply an especially enjoyable recreation
experience. Managers’ responses are more fully captured in the WGA
report titled “Managing the Region’s Recreation Assets.” Their
recommendations to policymakers are in that report and
summarized here.
The posters displayed
here represent examples
of the West’s recreation
success stories – whether
because they generate
significant economic
revenue for local
communities, represent
overcoming a major
challenge, demonstrate
special innovation, or are
just especially enjoyable
places to go.
Lead efforts to integrate and streamline landscape-level recreation
opportunities – such as by mapping all recreation assets in the state
and by encouraging all outdoor recreation stakeholders to work
together to develop and implement a regional integrated outdoor
recreation plan. Opportunities for recreation and alternative
transportation routes (such as bike paths) that connect urban areas
and wildlands are increasingly in demand.
POLICY RECOMMENDATIONS FOR WESTERN GOVERNORS
Recognize and invest in the economic and qualitative values of
outdoor recreation – such as by supporting full funding for the Land
and Water Conservation Fund and reauthorization of the Recreation
Trails Program. Managers continue to rely on public support for vital
aspects of their work.
Promote innovate ways to raise revenue for outdoor recreation –
such as through new amenities, products and programming, grants
and creative spending, supporting the Federal Lands Recreation
Enhancement Act and streamlining fees across multiple jurisdictions.
Governors are especially well-positioned to encourage citizens to
purchase permits and passes for hunting, fishing and other types of
recreation access in their states.
Facilitate synergistic partnerships – such as among government
agencies, professional user groups, Conservation Corps, tribes,
gateway communities, private companies, and private landowners.
Partnerships were identified by managers as the single most
powerful strategy in successful recreation management. Governors
can help broker such partnerships by hosting state-wide recreation
meetings.
Promote demand for recreation in the West – such as by directing
the state tourism department to include all the state’s outdoor
recreation and cultural assets (state, BLM, Forest Service, private,
and tribal lands) in marketing materials, and by working with other
Western governors to develop policies and promotional materials
that make the West the world capitol of tourism and outdoor
recreation and a model for the rest of the country.
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The Intertwine (Portland/Vancouver)
Duthie Hill
Skagit Tours (North Cascades National Park)
Methow Valley Sport Trails
Trail of the Coeur d’Alenes
City of Rocks National Reserve
Sawtooth National Recreation Area
Access Yes! (state-wide)
Land of the Yankee Fork State Park
GK Jerky (Grant-Kohrs Ranch)
The Snake River Fund
The Children’s Forest (Bridger-Teton National Forest)
Maah Daah Hey Trail (The Badlands)
The Outdoor Campus (Sioux Falls)
Chappie-Shasta OHV Area
Redding Trails
Sequoia and Kings Canyon National Parks
Hungry Valley State Vehicular Recreation Area
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Wildwood Canyon State Park
Pyramid Lake Paiute Tribe
Paiute ATV Trail
Goblin Valley State Park
Sovereign Trail
Dead Horse Point State Park
Monticello BLM Field Office
Maroon Bells (White River National Forest)
Tallgrass Prairie National Preserve
Table Mesa
Chama Peak Landowners Alliance
Little Sahara State Park
Alaska’s Public Use Cabins (state-wide)
Diamond Head State Monument
Fort Langley National Historic Site (Canada)
Banff National Park (Canada)
Governor Joseph Flores Memorial Park (Guam
– not shown on map)
*David Cernicek, Natural Resource Specialist, Bridger-Teton National Forest. Special thanks to the many managers and planners who participated in this project. Research and poster design by WGA Mickelson Fellow, Sara Jo Breslow. Many thanks to WSDOT and WDFW for production assistance. For more information visit: www.westgov.org.
LOCATION
The Portland, Oregon-Vancouver, Washington metropolitan region
SIZE
270 miles of regional trails and 56,857 acres of parks and natural areas
RECREATION OPPORTUNITIES
Hiking, walking, road biking, mountain biking, paddling, swimming, fishing,
bird and wildlife watching, horseback riding, kite flying, skating, sailing,
kayaking, canoeing
POPULATION SERVED
2.1 million
MANAGER
35 different local, state, and federal parks jurisdictions working together
through “The Intertwine Alliance”
PARTNERS
There are over 60 partners in The Intertwine Alliance including private
companies such as KEEN Footwear, ODS, PGE, and Mayer Reed Landscape
Architects; public agencies such as the National Park Service, the Port of
Portland, and Vancouver-Clark Parks and Recreation; and nonprofit
organizations such as the Trust for Public Land, Audubon Society of Portland,
Friends of Trees and the Urban Greenspaces Institute.
ANNUAL BUDGET
$300,000
REVENUE SOURCES
Contributions from Alliance partners make up roughly half the budget. The
other half comes from corporate, public and foundation grants.
LOCAL ECONOMIC IMPACT
Supports healthy living with $155 million annually in averted healthcare costs
and ecosystem services estimated at $3.3 billion. In addition, new and existing
companies cite the parks, trails and natural areas in the region as key to
attracting and retaining employees, especially firms from the outdoor and
athletic industry—such as Nike, Columbia and KEEN—which employs more
than 14,000 workers in the region and pays wages that average more than
$80,000 a year.
KEY MANAGEMENT STRATEGIES
The Intertwine Alliance’s central objectives are to ensure the region’s network
of parks, trails and natural areas are completed and cared for, and to help the
residents of the Portland-Vancouver metropolitan region connect with nature
and live active, healthy lives.
The Alliance works with conservation coalitions in Chicago, Houston, Cleveland,
Milwaukee, the Bay Area and Los Angeles to promote the exchange of best
practices for metropolitan recreation and conservation nationwide. This
national coalition, called the Metropolitan Greenspaces Alliance, also works
with federal agencies to help them better leverage their investments in
metropolitan regions.
T H E I N T E RT W I N E
“ F o r u s , T h e I n t e r t w i n e i n i t i at i v e i s a p e r f e c t e x a m p l e o f
leadership focused on outdoor community connection with a
real plan that the entire Portland region can call its own.”
- J a m e s C u r l e i g h , Pr e s i d e n t a n d C E O , K E E N F o o t w e a r
The Alliance has integrated information from dozens of public, private and
nonprofit partners to create a single portal to nature in the metropolitan region
at www.theintertwine.org. It is also implementing an integrated park and trail
signing system along with technologies to deliver information to handheld
devices.
The Alliance is implementing a campaign to engage residents with nature near
where they live. It is also identifying new sources of funding for parks, trails and
natural areas and finding ways to better leverage existing investments.
For more information visit: www.theintertwine.org
Birdwatching, biking and canoeing on The Intertwine’s Springwater Corridor in
Portland, Oregon. Photos: Mike Houck
LOCATION
West central Washington State, 30 minutes east of Seattle
SIZE
6.5 miles of cross-country trail and 2 miles of varying difficulty freeride lines on 130 acres
Mountain biking trails specifically designed for riders of all skill levels
with opportunities for progression through skill specific practice areas
VISITS PER YEAR
100,000 in 2010 and increasing
LAND MANAGER
King County Parks
PARK PARTNER
Evergreen Mountain Bike Alliance
ANNUAL BUDGET
$500,000 plus 14,000 hours of volunteer labor (valued at $200,000) to
build the park in 3 years
REVENUE SOURCES
King County grants and private donations; Evergreen and its volunteer
contributions saved the County an estimated $1 million
Not calculated. The park is in a high-technology suburban
neighborhood so it is difficult to identify direct economic impact
there. But if it were in a more rural county it could have a significant
impact.
Responding to demand. Both King County and Evergreen wanted to
create a park specifically to address the enormous and growing
demand for mountain biking trails.
Partnering with a user group. Since the park was designed by mountain
bikers and built by Evergreen volunteers, it was exactly what the user
community wanted. If a private company had built the park it would
not have had the community buy-in. The lesson is that a partnership
with a credible user group that has skills, expertise and resources has
enormous pay-offs.
For more information visit:
http://evergreenmtb.org/wiki/index.php?title=Trail:Duthie_Hill#Trail_
Overview
http://www.kingcounty.gov/recreation/parks/trails/backcountry/duthi
ehill.aspx
Photos: Ralph Underwood Photography
DUTHIE HILL
“People come to a park. Then they begin to ride a bike on a trail. Then they fall in love with the
sport. And then they ask: Where else can I ride? … Demand is huge and growing but the supply of
trails open to mountain bikes is not keeping up with that demand.”
– G l e n n G l o v e r, E x e c u t i v e D i r e c t o r, E v e r g r e e n M o u n t a i n B i k e A l l i a n c e
LOCATION
North Cascades National Park Complex, in northwest Washington State
SIZE
Skagit Boat Tours cover about 10 nautical miles. North Cascades
Expeditions cover about 70 highway miles and five miles of easy hiking
trails.
Skagit Boat Tours, North Cascades Expeditions, Powerhouse Tours,
Newhalem Walking Tours, and Skagit Information Center
VISITS PER YEAR
14,343 in 2011
MANAGER OF THE TOURS
Seattle City Light
PARTNERS
North Cascades National Park and North Cascades Institute
REVENUE SOURCES
Ticket sales from Skagit Boat Tours ($30) and North Cascades Expeditions
($25)
Skagit Tours participants spend money in the park’s gateway
communities for food, lodging, gas, mementos, and supplies. Meals
served at the North Cascades Environmental Learning Center as part of
many of the tours are comprised of locally-grown meat and produced
from small, sustainable farms. The tours also add about six jobs to the
local economy.
Recognizing the potential. For over 80 years, Seattle City Light (SCL)
offered tours of its Skagit Hydroelectric Project. But SCL is in the business
of generating power, not tourism. Enter the North Cascades Institute,
which operates an Environmental Learning Center, and the National Park
Service, which manages the land in which SCL operates. SCL recognized
that collaborating with these two partners, both of whom have extensive
experience in educational programming and public outreach, would
improve the visitor experience and cut costs. A partnership was piloted
last year and is in full-swing this year.
Partnership. The partners found their areas of common interest,
identified their core strengths, and now collaborate to provide fun and
memorable experiences for visitors to the North Cascades.
Relaxing and distributing ownership. Each partner is comfortable with not
owning the whole thing. The “partnership” owns it, and as a result the
risk and credit is distributed.
S K A G I T TO U R S
“It’s really crazy. Here you have a hydroelectric project that provides
n e a r l y 2 0 % o f S e a t t l e ’s e l e c t r i c i t y r i g h t i n t h e m i d d l e o f a N a t i o n a l
P a r k ! A n d y o u h a v e t h e p r o j e c t ’s o p e r a t o r , S e a t t l e C i t y L i g h t ,
c o l l a bo r at i n g w i t h t h e N o r t h C a s c a d e s I n s t i t u t e a n d t h e N a t i o n a l P a r k
Service to provide visitors with a fun and memorable experience.”
- C h i p J e n k i n s , S u p e r i n t e n d e n t , N o r t h C a s c a d e s N a t i o n a l Pa r k C o m p l e x
For more information visit: ncascades.org/signup/programs/skagit-tours
Ranger Lauren and Skagit Tours participants having fun on Diablo Lake.
Photo: NPS / David Astudillo
LOCATION
Methow Valley, in North Central Washington State
SIZE
Nearly 200 kilometers of all season trails – the largest
and best quality Nordic ski area in North America!
Cross-country ski trails in the winter; hiking and biking
trails in the summer
VISITS PER YEAR
45,000 skier-days in winter and 45,000+ summer trail
users (average, 1998-2005)
MANAGER
Methow Valley Sport Trails Association (MVSTA)
PARTNERS
US Forest Service, Washington Department of Fish and
Wildlife, Department of Natural Resources, Washington
State Department of Transportation, Okanogan County,
Methow Conservancy, and 166 private landowners. The
County owns the trails in perpetuity, while MVSTA
manages it.
ANNUAL BUDGET
$779,000
REVENUE SOURCES
2/3 of the budget ($524,000) is from winter trail passes;
1/3 comes from contributions from trail users and
advocates, local business sponsors, and other federal,
state, county, and private foundation grants; plus 2,500
volunteer hours per year
$8.6 million in direct and indirect revenue to the local
economy, with employment generation of 128.5 FTEs
directly and 124 FTEs indirectly associated with the trails
Recognizing the assets they had: good snow, sunny
weather, and a favorable political climate
M E T H O W VA L L E Y S P O RT T R A I L S
“We are now at a point where more landowners want trails on their
property than the MVSTA can service. People realized that the trail
was an asset to the value of their property. The trail system is a
cornerstone of the local economy and has become a source of pride
a n d p a r t o f t h e l o c a l c o m m u n i t y ’s i d e n t i t y . ”
– J a m e s D e S a l v o , E x e c u t i v e D i r e c t o r, a n d D a n i c a K a u f m a n , P r o g r a m M a n a g e r,
M e t h o w Va l l e y S p o r t Tr a i l s A s s o c i a t i o n
Partnerships with private landowners: in the 1980s three
original landowners connected their independent ski
trail systems into one; after 100’s of kitchen-table
conversations, they convinced 163 additional
landowners to exchange trail access for benefits, such as
free season passes. Trail access is enabled via deeded
right of ways and permanent trail easements.
Improving the quality of the existing trail system and
adapting to changing demographics, such as adding new
trailheads and an ice rink, offering childrens’ programs
and making trails free for 12 year olds and under.
Industry-leading organization, knowledge, and
technology of prepping Nordic ski trails
An industry-leading social networking campaign, with
exposure to 1 million people. Their best marketing asset
is word of mouth and people wanting to come back:
when people are “bought in” they become ambassadors
for the organization and the whole local community.
For more information visit: www.mvsta.com
LOCATION
Southern Idaho
SIZE
14,407 acres
World-class rock climbing, camping, hiking,
equestrian riding, scenic photography, birding,
and historic trails
VISITS PER YEAR
95,000
MANAGERS
National Park Service and Idaho Department of
Parks and Recreation
PARTNERS
Cassia County and 9 separate landowners
ANNUAL BUDGET
$647,964 in 2012
REVENUE SOURCES
National Park Service and user fees (camping,
day-use, resale, permits)
95,000 visitors in 2010 spent $6,278,000 in City
of Rocks National Reserve and in communities
near the park. That spending supported 89 jobs
in the local area. Most of the spending/jobs are
related to lodging, food, and beverage service
(52%) followed by other retail (29%),
entertainment/amusements (10%), gas and
local transportation (7%) and groceries (2%).
Provide the majority of facilities outside the
Reserve in three units of Castle Rocks State Park
– e.g. visitor center, full-service campgrounds,
guest lodge, shop complex, and employee
housing. This ensures that the scenic and
historic asset is preserved, external threats are
diminished, and operational needs are met.
C I T Y O F R O C K S N AT I O N A L R E S E RV E
“City of Rocks is proving to be an economic engine to local communities,
Cassia County, and Southern Idaho.”
– Wa l l a c e Ke c k , Pa r k S u p e r i n t e n d e n t , I d a h o S t a t e Pa r k s
Operate the parks with a business mindset and
marketing plan. Turn as many state park
facilities as possible into revenue producers.
Recently the department converted a centuryold ranch house into a guest lodge, placed yurts
in campgrounds, and began offering ranger-led
rock climbing experiences for a fee.
Work with local businesses to cross-promote,
develop joint vacation packages, and market
City of Rocks as a destination.
Hold the nationally significant values in highest
regard, and focus on visitor experience and
customer satisfaction.
http://www.nps.gov/ciro/index.htm
http://parksandrecreation.idaho.gov/parks/cityo
frocks.aspx
LOCATION
The headwaters to the Eastern boundary of the Salmon River
in central Idaho. The next Tom Cruise film may be shot there!
SIZE
756,000 acres and 70 miles of the Salmon River; 750 miles of
single track trails, 300 in wilderness; 120 km of Nordic trails;
and 5 huts
Snowmobiling, skiing, hiking, backpacking, mountain biking,
horseback riding, motorized activities, fishing, rafting,
hunting
VISITS PER YEAR
Do not have the staff to track visitation
MANAGER
US Forest Service
PARTNERS
Outfitters, Idaho Department of Parks and Recreation, the
Sawtooth Society, Backcountry Horsemen of Idaho,
Wilderness Volunteers, Student Conservation Association
REVENUE SOURCES
Grants, Friends group, partnerships, Idaho Department of
Parks and Recreation, Craig Widen Resource Advisory
Committee, the Sawtooth Society’s specialty license plates
Nordic skiing has mushroomed because the quality of the
trails has improved since the user conflict was resolved. Now
the town of Ketchum has a Nordic skiing festival with races
and music. The local community derives significant revenue
from that week.
Addressing the motorized vs. non-motorized conflict with a
collaborative approach. Due to changing technology,
snowmobilers and backcountry skiers began overlapping in
places they never had before. In the late 1990s there was an
all-out war on the snow. There were letters to the newspaper
and a ski hut was burned.
S AW TO O T H N AT I O N A L R E C R E AT I O N A R E A
“ O n e d a y t h e w h o l e g r o u p w e n t o u t s n o w m o b i l in g a n d a n o t h e r d a y t h e
whole group went out skiing – to understand and see how important each
a c t i v i t y w a s t o t h o s e p e o p l e . T h e g r o u p w a s m a d e u p o f n e i g h bo r s –
a c c o u n t an t s a n d m e c h an i c s . I t i s h a r d t o s e e a g r i n o n y o u r n e i g h b o r ’s
face and then say, ‘I don’t want you to enjoy your winter experience as
m u c h a s I d o m i n e . ’”
– E d C a n n a d y, B a c k c o u n t r y R e c r e a t i o n M a n a g e r,
S a w t o o t h N a t i o n a l Re c r e a t i o n A r e a
Convening a stakeholder group. A new group, called the
Winter Recreation Coalition, worked for years to deal with
conflicts after they occurred, but had limited success
preventing conflict.
Stepping in with leadership. Finally, the Forest Supervisor
came to a group meeting with an offer: either the group
agreed on a plan for winter recreation in the valley with
recommendations he would then adopt, or he would make a
plan for the area that no one would like. He gave them a year.
It worked! They hired a mediator and the group eventually
decided to close 230,000 acres to snowmobiles and nobody
fought them on it.
Identifying the best places for each activity. They found the
best places for skiing and the best places for snowmobiling
and wrote special orders to make it illegal for snowmobiles to
be in the skiing places. Skiers, in turn, had to understand that
the areas open to snowmobiles were motorized and that they
should not expect a non-motorized experience there.
Photo: Ed Cannady / www.edcannadyphotography.com
LOCATION
Private lands in Idaho
SIZE
During fiscal year 2012 the Idaho Department of Fish and Game
enrolled over 448,000 acres of private land into this program. This
is a voluntary program for private landowners.
The Access Yes! program is primarily focused on providing
recreational opportunities for the public to engage in hunting and
fishing on private land. However, some sites also allow for other
wildlife-dependent recreation such as wildlife viewing or river
access for boaters.
VISITS PER YEAR
Several thousand user days per year are estimated from sign-in
sheets at certain areas.
MANAGER
The Private Lands and Farm Bill Program, Idaho Department of
Fish and Game, as well as a landowner Sportsmen Coordinator in
each of the Department’s seven regions in the state
PARTNERS
US Department of Agriculture and National Shooting Sports
Association are grant sources.
ANNUAL BUDGET
$584,000
REVENUE SOURCES
The sale of hunting licenses and funds from the
Pittman/Robertson account – a revenue source generated by an
excise tax on guns and ammunition. Idaho Department of Fish and
Game also received a sizable grant from the US Department of
Agriculture called the Voluntary Public Access-Habitat
Improvement Program.
The Department has never done an economic impact analysis of
the program. However, these parcels are scattered throughout
rural Idaho and the program generates financial revenue to rural
economies to the sum of over $500,000 just in payments to
landowners.
The main focus of the program is to use various funding sources
to lease properties from private landowners either to gain public
access to private lands or to gain access through private lands in
order to reach public lands for wildlife-dependent recreation –
primarily hunting and fishing.
ACCESS YES!
“This program is about working with landowners to keep the outdoor
t r a d i t i o n s a n d o p p o r t u n i t i e s t h a t m a k e I d a h o s p e c i a l a v a i l a bl e t o a l l . ”
– S a l P a l a z z o l o , P r i v a t e L a n d s / F a r m B i l l P r o g r a m M a n a g e r, I d a h o D e p a r t m e n t o f F i s h a n d G a m e
http://fishandgame.idaho.gov/ifwis/huntplanner/accessyesguide.
aspx
Sal Palazzolo and dog Piper enjoy chukar hunting in Elmore
County, Idaho. Photo: Jeff Knetter
LOCATION
Challis, Idaho
SIZE
Approximately 400 square miles in cooperative management and 535 acres
in Idaho Department of Parks and Recreation (IDPR) ownership
Three ghost towns, 38-mile back country byway, 200 miles of motorized
trails, thousands of miles of hiking and equestrian trails, camping, scenic
photography, white water rafting, fishing, hunting, birding, and an
interpretive center with programs and displays
VISITS PER YEAR
25,000-50,000
MANAGER
Idaho Department of Parks and Recreation, Bureau of Land Management,
and the US Forest Service
PARTNERS
Custer County, Friends of Land of the Yankee Fork, Challis Chamber of
Commerce, Land of the Yankee Fork Interpretive Association, Yankee Fork
Gold Dredge Association, Veterans of Custer County
ANNUAL BUDGET
$232,000
REVENUE SOURCES
IDPR-generated revenue from user fees (day-use, resale, permits), general
fund, IDPR trails fund, grants, and various federal funds
A 2009 study showed Land of the Yankee Fork had an overall economic
impact of over $1,000,000, considering total employment, visitor
expenditures, and length of stay. These impacts were primarily from
hotels/motels, service stations, restaurants, grocery stores and sporting
goods sales but expenditures were made in virtually all sectors of the
economy. Local job opportunities have shrunk significantly in the last three
years and the economic impact of those job losses is keenly felt in Custer
County, so the state park has been very important to the area.
L A N D O F T H E YA N K E E F O R K
“ B e c a u s e o f t h e u n i q u e n a t u r a l a n d c u l t u r al r e s o u r c e s s t i l l i n p l a c e ,
Land of the Yankee Fork’s historic area and surrounding ghost
towns are very special. The self exploratory experience the park offers
allows visitors the opportunity to immerse themselves into Idaho’s
frontier mining history and travel back in time at their own pace.”
– G a r t h Ta y l o r, R e g i o n M a n a g e r, I d a h o S t a t e P a r k s
Provide the majority of visitor and administrative services at the Land of the
Yankee Fork Interpretive center. This ensures that the scenic and historic
assets of the ghost towns and trails are preserved while meeting operational
needs.
Position as many of the state park facilities as possible into a revenue
producing strategy. Actively seek revenue producing campgrounds with
higher end amenities, such as camping cabins/yurts at the proposed Broken
Wing Ranch. Operate the parks with a business mindset and marketing plan.
Work with national and local partners to fully develop the concept of
cooperative management, which has proven to be especially successful.
There has been some discussion of National Heritage designation.
Work with local businesses, economic development organizations,
chambers of commerce and Region 7 Tourism to cross-promote, develop
joint vacation packages, and market as a destination with services provided.
Hold the nationally significant values in highest regard, and focus on visitor
experience and customer satisfaction.
For more information visit: http://parksandrecreation.idaho.gov
LOCATION
GK Jerky is high quality grass-fed jerky produced from cattle grown on
the Grant-Kohrs Ranch National Historic Site in central Montana and
distributed by Montana State Parks to retail sites around the West.
Now in year two of operation, GK Jerky is sold at approximately 16
Montana State Parks, 11 National Parks, and 38 other state and federal
sites for a total of 65 retail sales locations. The jerky is made without
added hormones, antibiotics, steroids, or MSG. Three flavors are
available: Peppered, Original, and for the 2012 season, Teriyaki beef
stick.
Retail locations are chosen for their history of open-range cattle
ranching, mining and recreational uses such as hiking and biking. For
example, at the Grant-Kohrs Ranch National Historic Site, where the
cattle are grown, you will find over 80 historic structures, many historic
artifacts, and walking trails on 1600 acres. At Bannack State Park you
will find one of the West’s best-preserved ghost towns, with historical
reenactments and the chance to try activities from the Gold Rush era –
like panning for gold!
PARTNERS
Montana State Parks and National Park Service
ANNUAL BUDGET
The estimated 2012 operating budget for GK Jerky is approximately
$33,000.
REVENUE SOURCES
Estimated revenue from jerky sales in 2012 is approximately $49,000.
Bagged jerky prices range from $6 to $10; sticks are $1.50 to $2. Sales
of all educational and interpretive merchandise were $150,000 in 2011.
Revenues replenish inventory, pay for operations, park programming,
and the development of cultural heritage products such as GK Jerky.
Local economic benefits begin with the processor Stillwater Packing, a
family owned local meat processor in Montana. Jerky sales also benefit
each retail location. These positive impacts then spread to retail sites
beyond Montana State Parks as new retail outlets identify GK Jerky as a
high-quality, healthy product produced to benefit state and national
parks.
Developing an innovative interpretive product. In 1862, Montana’s first
territorial sheriff hired Conrad Kohrs to drive three cows to Bannack,
the site of Montana’s first large gold rush, to feed hungry miners.
Today, Bannack State Park and Grant-Kohrs Ranch National Historic
Site share this history with jerky from longhorn cattle raised at the
ranch just like they did 150 years ago. The jerky tells a story about the
rich history of mining and ranching in the West.
Partnering. Two agencies partner to create a value added product.
Montana State Parks buys the steers from the National Park Service
and distributes and sells jerky to state and national parks for all visitors
to enjoy. Sales proceeds go directly back into supporting state and
national parks programs.
GK JERKY
“We have a unique interpretive product.”
- C h a s Va n G e n d e r e n , D i r e c t o r, M o n t a n a S t a t e P a r k s
Supporting local economies. This Made in Montana product is grass fed,
all natural, and produced by small businesses to support local
communities.
For more information visit: stateparks.mt.gov or www.nps.gov/grko
To order the jerky, email miburke@mt.gov or kraft.rw@gmail.com
Hotel Meade and Skinner Saloon at Bannack. Insets: historic longhorn
cattle at the Grant-Kohrs ranch; GK Jerky flyer; cowboy circa late
1800s. Photos: Montana State Parks and National Park Service
LOCATION
Bridger-Teton National Forest in Western Wyoming, Snake
River Canyon
SIZE
3.4 million acres of outstanding mountain ranges,
watersheds, wildlife and fisheries, wildlands and recreation
opportunities; 400+ miles of Wild and Scenic Rivers making
up the headwaters of the Snake/Columbia drainage
Whitewater rafting, fishing, kayaking, scenic driving, hiking,
climbing, photography, wildlife/raptor watching, camping
VISITS PER YEAR
150,000+ trips down 8 miles of river in less than 2 months
per year
MANAGER
US Forest Service
PARTNERS
The Snake River Fund, whitewater outfitters,
noncommercial boaters
ANNUAL BUDGET
$100,000 - $200,000
REVENUE SOURCES
Half of the annual management budget is provided through
the Snake River Fund, which gathers donations from
whitewater outfitters that donate for each person they take
down the river, as well as from clubs, community
fundraising, and other donors.
The scenery itself and public recreation opportunities draw
river users who understand and support the merits of a
voluntary donation program inviting public participation in
lieu of a mandatory fee system.
THE SNAKE RIVER FUND
“This is an area where stakeholders don’t wait for Congress to act. The area
i s p h e n o m e n al l y b e a u t i f u l , w i t h a m a z i n g r e c r e a t i o n o p p o r t u n i t i e s – a m a z i n g
m o u n t a i n r a n g e s , i n c r e d i bl e w i l d l i f e , a n d c o n c e r n e d c i t i z e n s . N o t e v e r y o n e
lives in a county where someone walks up with a $50,000 donation.”
– D a v i d C e r n i c e k , N a t u r a l R e s o u r c e S p e c i a l i s t , B r i d g e r - Te t o n N a t i o n a l F o r e s t
Partnering with a community fundraising group. In the late
1990s federal funding was bottoming out, leaving river
managers with 200,000 people in the canyon but no money
for staffing, facilities or repair. Then congress authorized
fees to be collected on National Forests. Managers began
implementing a mandatory fee collection program to
preserve the resource and lessen human impacts. But this
was very controversial and there were protests about the
fees. A local community member did not like the imposition
of fees and so offered the Forest Service $50,000. This was
matched by community donations of $17,000. This began
the Snake River Fund.
Allowing the public to influence management decisions. If the
Snake River Fund wants something David tries to make it
happen. If they don’t want it to happen they will forego
funding it. It definitely puts the public into an ownership
position with respect to managing their natural resources.
Relationship-building. Lots of communication, promotion of
what’s going on, sharing visions, making clear partnerships,
lots of trust, and lots of giving and taking.
For more information visit: http://snakeriverfund.org/blog/
Photo: David Cernicek
LOCATION
Bridger-Teton National Forest, Wyoming
SIZE
3.4 million acres of outstanding mountain ranges, watersheds,
wildlife and fisheries, wildlands and recreation opportunities
Collecting, creating, expressing, rafting, kayaking, fishing, land art,
unstructured play groups, tree climbing, family camping classes, a
youth congress, and more!
VISITS PER YEAR
From 300 young participants in 2007 to 1,200 participants in 2011,
focusing on opportunities for all children, without any barriers
MANAGER
US Forest Service
PARTNERS
Center of Wonder, Teton Science Schools, Jackson Hole Ski Club,
Jackson Hole Wildlife Film Festival, National Museum of Wildlife Art,
Snake River Fund, Teton County Parks & Recreation, Grand Teton
Association, Teton Conservation District, Teton Youth and Family
Services, plus: arts-related groups, healthcare campaigns, mentor
programs, museums, retailers, film festivals, adaptive gear
manufacturers, literacy groups, domestic shelters, libraries, tribes,
and many more (40-50 partners in total)
ANNUAL BUDGET
An initial $40,000 to build infrastructure, but very little going forward
as the Forest Service is providing the platform where partners, kids
and grantors come together, exchange resources, and use the forest
REVENUE SOURCES
US Forest Service More Kids in the Woods and Children’s Forest
programs, grants and donations, Teton County Schools Recreation
District, Jackson Hole One-Fly Foundation, Center of Wonder
Inestimable: “It’s not about the money.”
A directive and grant from Washington to get kids outside.
Inviting as many partners to the table as conceivable with an open
forum to discuss what each has to share, and maintaining a loose and
welcoming organization. The manager’s guarded secret for success:
“Invite a lot of people to the table and don’t try to run it. See what
everyone offers.”
THE CHILDREN’S FOREST
“I had partners come together and say ‘We’d LOVE to do this’ … We
brought hundreds of kids out to the forest to do cool stuff, that cost the
Forest Service nothing … In the madness of land management this is one
of those bright things you can do that makes the world seem right.”
– D a v i d C e r n i c e k , N a t u r a l R e s o u r c e S p e c i a l i s t , B r i d g e r - Te t o n N a t i o n a l F o r e s t
Realizing that money was not imperative; partners were honored to
be asked. Bringing kids to public lands, and having uniformed agency
personnel available to interact and share with kids were the primary
requests.
Reaching underserved populations – kids who live in Teton County
but have never been down the river – by raising grant money to cover
their costs, inviting outfitters to participate off-season and by
involving the schools and thereby earning the trust of the Latino
community.
Creating the “Teton 10” – a list of things kids in the area should all get
a chance to do, like climbing a mountain, going down the river, and
photographing wildlife.
For more information visit: www.teton10.org
Photo: Teton Science Schools
LOCATION
The Badlands of North Dakota
SIZE
96 miles of maintained single track non-motorized trail,
and 25 miles of access trails that connect the central trail
to roads and campgrounds. The Maah Daah Hey Trail is an
EPIC mountain biking trail and was named one of National
Geographic’s Top 50 Adventures in 2009!
Mountain biking, hiking, horseback riding, hunting,
camping
VISITS PER YEAR
Up to 15,000
MANAGER
US Forest Service
PARTNERS
Maah Daah Hey Trail Association, the State of North
Dakota, National Park Service – Theodore Roosevelt
National Park
REVENUE SOURCES
US Forest Service funds dedicated to the grasslands, state
Recreational Trails Program grants
Unestimated – visitors contribute through purchases of
food, gas, lodging, and outfitter services
Recognizing the opportunity. In 1999 work began on a nonmotorized single track trail through the Little Missouri
River badlands. No one dreamed that it would become a
world-class mountain biking attraction.
MAAH DAAH HEY TRAIL
“Trying to balance oil and gas development and grazing and recreation
is part of caring for the land and serving people – we work together to
make it work.”
– P a u l a J o h n s t o n , R e c r e a t i o n M a n a g e r, U S F o r e s t S e r v i c e D a k o t a P r a i r i e G r a s s l a n d s
Managing for multiple use. The area has a long history of
multiple use. Much of the area was homesteaded in the
early 1900’s; unsuccessful homesteads were bought back
by the government. The US Forest Service took over
management of these lands in 1954. The Little Missouri
National Grassland is the largest National Grassland at just
over 1 million acres. It hosts the largest livestock grazing
program on National Forest land, supporting the
equivalent of 42,000 animals for a full year. It is also the
site of some of the most intensive oil and gas drilling in the
country, with over 650 producing oil and gas wells. These
intensive uses undeniably impact the recreation
experience, causing consternation among outfitters who
view the trail as an exceptional recreation asset. Multiple
use also provides education opportunities and a chance for
users to work together to solve land use conflicts, rather
than allowing conflicts to control land use.
www.fs.fed.us/r1/dakotaprairie/recreation/maah-daahhey/index.shtml
Taming the Badlands. Photo: Dan Glasser
LOCATION
Sioux Falls, South Dakota
SIZE
100 acres and 2 miles of walking trails
Classes in fishing, camping, canoeing, kayaking,
archery, fly fishing, outdoor cooking, cross
country skiing, ice fishing, snowshoeing and
more
VISITS PER YEAR
100,000+
MANAGER
South Dakota Game, Fish and Parks
PARTNERS
City of Sioux Falls Parks and Recreation
ANNUAL BUDGET
$546,445
REVENUE SOURCES
Fishing and hunting license sales in South Dakota
South Dakota Game, Fish and Parks uses license
dollars to provide habitat, public hunting and
fishing areas, and education programs. In turn,
the recruitment of hunters and anglers leads to
more license dollars.
Provide education about outdoor skills, wildlife,
conservation and management practices of
South Dakota Game, Fish and Parks to all ages in
order to preserve our outdoor heritage.
Provide an interactive experience that makes the
outdoors accessible and fun.
Partner with the city of Sioux Falls to provide a
center piece attraction for visitors to the city;
part of the “quality of life” promotion for the
community in reaching out to new businesses
and workers.
www.outdoorcampus.org
THE OUTDOOR CAMPUS
Left: Naturalist Jared McGovern celebrates a
catch with a student. Top: Naturalist Clint
Whitley coaches young fishermen; Bottom:
Making friends while crafting biscuit baskets
over a campfire.
“We are providing a portal for kids to discover the joy of the outdoors with a hope that they will one
day be parents who actively incorporate this as part of their family life and pass the love and care
for the outdoors on to future generations.”
- C h u c k S c h l u e t e r, C o m m u n i c a t i o n s M a n a g e r, S o u t h D a k o t a G a m e , F i s h a n d P a r k s
LOCATION
10 miles north of Redding, California, just west of Shasta Dam
SIZE
52,000 acres and 200 miles of road and trail
All types of off-highway vehicles (OHVs), mountain biking, fishing,
hunting, hiking, birding, and camping
VISITS PER YEAR
34,094 visitor days
MANAGER
Bureau of Land Management (BLM) Redding Field Office
PARTNERS
California State Parks OHMVR Division, Shasta County Sheriff's
Office, Bureau of Reclamation, Shasta Lake Fire Department,
Shasta Trinity National Forest, Western Shasta County Resource
Conservation District, Redding Dirt Riders M/C, Shasta Rock Rollers
ATV Club, Black Sheep 4x4 Club
ANNUAL BUDGET
$350,000-$430,000, depending on level of acquisition and
development activity
REVENUE SOURCES
Primarily State OHV grants
Four major events annually bring 300-800 participants plus
spectators to the area. These events plus daily year-round use
generate approximately $1,250,000 in the communities
surrounding the OHV area.
Provide outstanding, sustainable resource-based OHV recreation
opportunities. Focus regional OHV recreation into the managed
setting of the Chappie-Shasta OHV Area. Balance uses and direct
OHV recreation to appropriate sites.
Facilitate educational opportunities and training for public and
land managers.
Continue efforts to consolidate land ownership through exchange,
purchase and cooperative agreements.
Maintain partnerships and seek increased involvement.
Share the success story of the Chappie-Shasta OHV Area.
For more information visit: www.blm.gov/ca/st/en/fo/redding.html
OHV enthusiast riding on Trail #30 within the Chappie-Shasta
OHV Area. Photo: Sky Zaffarano
C H A P P I E - S H A S TA O H V A R E A
“With the partnerships creating new visions and opportunities, there is
s u r e t o b e a b r i g h t f u t u r e f o r t h e C h a p p i e -S h a s t a O H V A r e a . ”
– S k y Z a f f a r a n o , O u t d o o r R e c r e a t i o n P l a n n e r, B L M R e d d i n g
LOCATION
Central California
SIZE
1,353 square miles, nearly 97% of which is designated and managed
as wilderness, over 800 miles of trails, 14 campgrounds for general
public use, 4 group campgrounds, and 14,494-foot Mount Whitney –
the highest point in the contiguous United States!
Hiking, backpacking, rock climbing, cross-country skiing,
snowshoeing, sledding, horseback-riding, pack stock trips, camping,
fishing, taking scenic drives, attending ranger-led programs, wildlifewatching, and viewing the biggest giant sequoias in the world
VISITS PER YEAR
1.6 million (average)
MANAGER
National Park Service (NPS)
PARTNERS
US Forest Service, US Geological Survey, Sequoia Natural History
Association, Sequoia Parks Foundation, Delaware North Companies
@ Sequoia National Park (concessioner), Kings Canyon Park Services
(concessioner), City of Visalia (Sequoia Shuttle), Sister Parks in
Cambodia and China, and more
ANNUAL BUDGET
$16,627,200 (fiscal year 2011)
REVENUE SOURCES
Entrance and camping fees are invested in improving facilities and
protecting resources.
Park visitors use hotels, restaurants, gas stations, and other
businesses in local towns. A recent NPS report estimated that visitors
to both parks spent over $97 million and contributed 1,384 jobs to
communities within 60 miles of the parks in 2010.
Adapting to changes in visitation. For example, some campsites have
been revamped to provide designated areas for extended family
groups, and park staff is reaching out to the “digital” generation
through the use of social media and other technology.
SEQUOIA AND KINGS CANYON
N AT I O N A L PA R K S
“Recreation assets are not only about what generates revenue. For us in
the National Park Service, it is about the kind of EXPERIENCE you are
providing to the public … Solitude? Natural quiet? Grandeur and vast
vistas? Or, is it looking up at a huge tree and realizing you are just a
small part of the universe?”
- K a r e n F. Ta y l o r - G o o d r i c h , S u p e r i n t e n d e n t , S e q u o i a a n d K i n g s C a n y o n N a t i o n a l P a r k s
Emphasis on youth. The NPS has a major focus on youth
engagement, with on-site walks, campfires and snow play; Rangers
in the Classroom education programs; outreach events, and a “stepby-step” program to show how recreation and conservation can
become career tracks.
Constant marketing. The parks use a diverse and continuous set of
marketing strategies, including press conferences; social media;
website; eHikes/podcasts; volunteer service opportunities; visitor
centers; the park newspaper; attendance at local and regional
community events; representation at travel, tourism, and trade
shows; partnering with concessionaires, user associations, and the
local community; and more.
Economic planning. Park management convenes periodic strategic
leadership retreats to assess priorities in spending and to plan for the
next 5 years using “Budget Cost Projection” scenarios.
For more information visit: www.nps.gov/seki
Stairs to Moro Rock in Sequoia National Park. Photo: NPS / R. Cain
LOCATION
Gorman, California – about 65 miles
north of Los Angeles
SIZE
Over 19,000 acres
Off-highway vehicle (OHV) riding
(motorcycles, ATVs, side-by-sides, 4x4s,
etc.), camping, hiking, nature watching,
photography, races, special events
VISITS PER YEAR
158,333 in 2011
MANAGER
California State Parks, Off-Highway
Vehicle Division
ANNUAL BUDGET
Close to $4million per year
REVENUE SOURCES
Off-Highway Vehicle fuel tax,
registration of off-highway vehicles,
and park entrance fees
Hungry Valley is one of the largest
employers in the Frazier Mountain
communities and generates tourism
dollars for surrounding businesses.
Maintain a variety of training/practice
tracks and an extensive trail system
through multiple types of terrain with
varying levels of difficulty.
Provide sustainable recreation which
allows for the restoration and
protection of significant natural and
cultural resources .
Educate visitors about significant
resources and responsible recreational
use.
http://ohv.parks.ca.gov/?page_id=1192
Riders at a trailhead in Hungry Valley.
Photo: Brian Baer
H U N G RY VA L L E Y STATE VEHICULAR RECREATION AREA
“Hungry Valley illustrates how we can provide high quality OHV recreation while preserving
s i g n i f ic a n t n a t u r a l a n d c u l t u r al r e s o u r c e s f o r f u t u r e g e n e r a t i o n s t o e n j o y . ”
– M i c h e l l e H o f m a n n , I n t e r p r e t e r, C a l i f o r n i a S t a t e P a r k s
LOCATION
Wildwood Canyon State Park, in the mountains above
the city of Yucaipa, in Southern California
SIZE
About 30 miles of trails on 900 acres
Hiking, mountain biking, horseback riding
VISITORS
About 800 visitors came for the mountain biking event.
MANAGER
California State Parks
PARTNERS
SoCal Dirt is a non-profit cycling organization dedicated
to mountain biking opportunities for youth. Supporters
of Wildwood Canyon State Park is a non-profit
organization and is committed to the preservation of
the park in its most scenic and natural state and to
encourage the public's non-motorized recreational and
educational use of the park and its trails.
REVENUE SOURCES
The event was fully funded by SoCal Dirt.
On the weekend the event was held the local hotels and
county campground were all full with the contestants
and their families.
Seizing the opportunity. Wildwood canyon was slated for
upscale housing development in the mid-1990s. But
fires and flooding caused developers to pull out and
instead a local community group campaigned to turn
the canyon into a state park. Full park status has not yet
been achieved due to limited funding.
Partnering with local clubs to host events. In addition to
the Wildwood High School Mountain Biking
Competition, Wildwood Canyon has been used for
horseback riding and other events.
WILDWOOD CANYON COMPETITION
“Teenagers are losing connection with natural, quiet, serene areas. This event
reaches out to them – and this is important, because they will become voting
members of the public.”
– R o n K r u e p e r, D i s t r i c t S u p e r i n t e n d e n t , I n l a n d E m p i r e D i s t r i c t , C a l i f o r n i a S t a t e P a r k s
Using events to draw potential new users and increase
revenue. About 280 participants plus their families,
friends and staff came, totaling about 800 people. It
exposed families to a park they may not have known
about – and these are people who might want to come
back.
Using the park to teach young people outdoor ethics. The
event included a resource stewardship message
directed at teenagers and kids to ride on the trails, not
to litter, respect the park, and be courteous to other
types of trail users.
http://wildwoodcanyonstatepark.com/ or visit the park
on Facebook at https://www.facebook.com/
WildwoodCanyonStatePark
Alexis Marques digs deep on her way to the Freshman
Girls victory. Photo: Phil Beckman / PB Creative
LOCATION
Pyramid Lake Paiute Indian Reservation, Nevada
SIZE
The lake is 120,000 acres with 125 miles of shoreline
World class fly-fishing (Lahanton cutthroat trout), boating,
camping, bicycling (on the Tahoe-Pyramid Bikeway), and
cultural tourism. A world record 41-pound trout was caught in
the lake in 1925! The lake is also home to a very rare, endemic
population of the bottom-dwelling Cui-ui (Kooyooe in Paiute)
fish, which is culturally important to the Pyramid Lake Paiute
Tribe. Anaho Island National Wildlife Refuge is located on the
reservation and is home to the largest breeding ground for the
American White Pelican in North America.
VISITS PER YEAR
150,000 in 2011
MANAGER
Pyramid Lake Paiute Tribe
PARTNERS
US Fish and Wildlife Service, National Scenic Byways Program,
FEMA, BLM, BIA, Reno-Sparks Convention and Visitors
Authority, NDOT, Washoe County, Nevada Commission on
Tourism, Fernley Convention and Tourism Authority, Indian
Territory, Greater Pershing Partnership, American Indian and
Alaska Native Tourism Association, astronomy societies and
Nevada Indian Territory
ANNUAL BUDGET
$382,000 was spent on recreation in 2011
REVENUE SOURCES
Tribal permit fees ($781,000 in 2011), Tribal Enterprises, and
taxes collected by the Tribe on the reservation
Tourism and recreation is the major source of revenue for the
over 2,600-member Tribe, supporting general services such as
police and licensing. (The Tribe does not own a casino because
the gaming market in Nevada is already saturated.)
Developing a comprehensive economic development plan for
a high quality recreation area that creates jobs and protects
the Tribe’s natural and cultural resources.
Protecting water quantity and quality through legal means to
ensure water resources for the lake, Tribe and fishery.
PYRAMID LAKE FISHING
PYRAMID LAKE PAIUTE TRIBE
“ T h e T r i b e ’s m a j o r r e v e n u e s o u r c e i s f r o m f i s h i n g p e r m i t s … b u t i t h a s n ’ t
f i g u r e d o u t a w a y t o c h a r g e t h e p e l i c an s f o r p e r m i t s ! ”
- S c o t t C a r e y, Tr i b a l P l a n n e r, P y r a m i d L a k e P a i u t e Tr i b e
Sharing the unique culture of the Tribe with visitors, especially
international tourists who have a particular interest in Native
American culture – in part to protect and expand cultural
traditions and language at the Tribe itself.
Marketing the low-cost, close-to-home recreation and cultural
opportunities at Pyramid Lake through all forms of media, and
by partnering with other tourism organizations.
Hosting major special events to attract visitors, such as a 6-day
festival planned around the solar eclipse on May 20, 2012.
For more information visit: www.pyramidlake.us
LOCATION
Central rural Utah (Beaver, Sevier, Piute, and Millard Counties)
SIZE
238 miles of main trail and 640 miles of side trails with connecting links to 16
communities in 4 counties; the trail links with 5 other trail systems to provide
the largest (2500+ miles) inter-connected motorized trail system in the US!
Multi-use trail riding opportunities for all-terrain vehicles (ATVs),
motorcycles and 4-wheel drive vehicles; access for hunting, fishing, camping
and other outdoor recreation activities; equestrian, hiking, and mountain
biking use are also welcome along the trail
VISITS PER YEAR
78,000 riders from all 50 states and many foreign countries. A third of these
riders are local, a third from other parts of Utah, and a third from other
states and beyond.
MANAGERS
Fishlake National Forest, Richfield District of Bureau of Land Management
(BLM), and Utah State Parks and Recreation
PARTNERS
The Paiute ATV Trail Committee assists the US Forest Service and BLM with
management and maintenance of the trail and consists of 50 active partners
including: Utah State Parks and Recreation, county tourism and economic
development offices, 4 counties, 16 rural communities, public safety
agencies, OHV clubs and groups, several businesses and the Fishlake
Discovery Association.
ANNUAL BUDGET
The US Forest Service and BLM contribute $60,000 per year towards trail
maintenance, plus $120,000 in additional funding as outlined below
REVENUE SOURCES
A federal RTP grant, Utah Parks and Recreation, Paiute ATV Trail
Committee, donations from the Southern Utah OHV Club, and 2,000 hours
of volunteer labor
An estimated $5,000,000 in direct contributions and $20,000,000 in indirect
contributions to the economies of the participating rural central Utah
communities
PA I U T E AT V T R A I L
“We envision the Paiute ATV Trail as the best managed and safest
family and touring ATV riding opportunity in the country.
B e c a u s e t h i s c h a l l e n g e i s t o o g r e a t t o b e a c c o m p l i sh e d w i t h a s i n g l e
entity, we have joined together in a powerful, inclusive, working
partnership that meets the needs of all our visitors yet leaves the
land a better place for our children.”
- E d P o n d s , C h a i r m a n , P a i u t e AT V Tr a i l C o m m i t t e e
The vision was to utilize the natural assets of the area to provide a worldclass motorized trail system that would become a tourism destination to
attract visitors from across the US and beyond.
Develop and maintain a sustainable trail system that protects natural
resources and provides a high quality recreation experience.
From the beginning, involve all stakeholders in the planning and operation of
the trail system, as represented by the Paiute ATV Trail Committee.
Institute a marketing program that promotes the identity of the trail.
Encourage and nurture volunteer participation and involvement.
Promote safety in all aspects of the trail system via marketing, management
and use. Provide a safe and fun riding experience for all who come.
For more information visit: atvutah.com and atvjam.com
Dan Kleen, President of the National Off-Highway Vehicle Conservation
Council (NOHVCC), enjoys a ride on the Paiute ATV Trail. Photo: Max C.
Reid , Paiute ATV Trail Committee
LOCATION
Goblin Valley in Eastern Utah. Each of 2 yurts
sleeps 5 with a double bed and futon, and
most with solar power and a gas fireplace.
There are yurts or cabins in 8 of Utah’s parks.
SIZE
The park is just over 3000 acres and is
surrounded by BLM managed public lands
ranging from wilderness areas to OHV trails
and roads.
Hiking inside the park and off-road vehicle
use adjacent to the park
VISITS PER YEAR
61,435 for the park; 1200 additional visitors
are projected for the yurts (400 nights per
year with an average 3 people per night)
MANAGER
Utah State Parks
PARTNERS
Emery County Tourism markets the yurts
ANNUAL BUDGET
$2,000 projected in propane and cleaning
supply costs, and approximately 1/2 hour
cleanings between reservations. No staff
were added to the park.
REVENUE SOURCES
$65 per night for a yurt. “If you put a cabin or
yurt on a camping space you make more
money on the same space.”
Still waiting to see the return on investment.
Yurts were completed this December and are
nearly at 100% occupancy rate this first
Spring. Summer use will determine overall
return, with projections to hit or exceed 200
nights per yurt annually.
G O B L I N VA L L E Y Y U RT S
“Reviews from patrons are off the charts!”
– T i m S m i t h , D e p u t y D i r e c t o r, U t a h S t a t e P a r k s
Paying attention to trends. With rising gas
prices, the manager predicts fewer people
will pull RVs and that in the future the
average camper will come in an economy
vehicle and want a cabin with wireless more
than an electrical hookup for an RV. Plus,
Colorado and Oregon have been very
successful with their cabins.
Helping to change assumptions. Convincing
park staff that cleaning a cabin is not too
different from cleaning a campsite and that
they are not going to have to become hotel
maids!
stateparks.utah.gov/parks/goblin-valley
LOCATION
Monticello, in the southeast corner of Utah
SIZE
1.8 million acres of dispersed recreation opportunities;
the longest trail is about 40 miles
Rock climbing, off-highway vehicle use, camping,
hiking, backpacking, whitewater boating,
archaeological tourism, wildlife observation, and
hunting
VISITS PER YEAR
Estimated at 200,000 to 500,000 per year
MANAGER
Bureau of Land Management
PARTNERS
Friends of Indian Creek, National Park Service, Utah
State Parks, Rocky Mountain Field Institute, The
Nature Conservancy, Utah State University,
Canyonlands Natural History Association, American
Alpine Club, The Access Fund, and San Juan County
REVENUE SOURCES
Federal, grants, National Public Lands Day projects,
Utah State Parks OHV Program, recreation fees (some
areas), Friends of Indian Creek donations and
volunteer hours (~600 hours during one day in 2011,
and increasing). In 2011, the BLM Monticello Field
Office had a total of 9,350 volunteer hours and spent
$10,626 supporting the volunteers. The office received
a value of work of well over $199,000 in return.
Food, supplies, gas, lodging
Coordinate with Friends of Indian Creek, a non-profit
group with members from Utah, Colorado, Arizona
and New Mexico, to resolve increasing impacts to the
area.
BLM MONTICELLO VOLUNTEERS
“Four years ago only about four people showed up for National Public Lands
Day. Last year, just at Indian Creek we had 97 volunteers. I don’t know
what I’m going to do next year if I get 150 volunteers because I don’t know
if I can handle that many! Volunteer projects are so much fun because people
are having a BLAST – and also working really hard.”
– B o b L e a v e r, O u t d o o r R e c r e a t i o n P l a n n e r, B L M M o n t i c e l l o F i e l d O f f i c e
Good organization: Plan for one volunteer day several
months in advance with phone calls, notes, site visits,
and supply collection. Keep volunteers actively
involved for the duration of their volunteer service.
Provide food: One volunteer group brought sushi over
the years. This year the another volunteer group tried
to “out-sushi” the first group!
BLM staff work right next to and just as hard as the
volunteers. It shows you are committed to making the
project a success.
Highlight success stories: Friends of Indian Creek
recently received the BLM Utah State Director’s Public
Lands Award!
www.blm.gov/ut/st/en/fo/monticello.html
Volunteers come in all sizes. Photo: Monticello Field
Office
LOCATION
The Maroon Bells, combined with Pyramid Peak, are three 14,000foot peaks about 10 miles southwest of Aspen, Colorado. They are
believed to be the most photographed peaks in North America!
SIZE
1.5 miles around the lake, with 181,000 acres and 100 miles of trails
beyond in the Maroon Bells wilderness
Picnicking, camping, hiking, backpacking, road biking, interpretive
center and walks, viewing scenery and wildlife
VISITS PER YEAR
Over 300,000
MANAGER
US Forest Service – White River National Forest
PARTNERS
Pitkin County, Aspen Center for Environmental Studies (ACES), Forest
Conservancy, Wilderness Workshop, Colorado 14’ers Initiative, Aspen
Skiing Company and Roaring Fork Transportation Authority (RFTA)
ANNUAL BUDGET
$175,000 (US Forest Service portion only)
REVENUE SOURCES
Recreation Enhancement Act (REA) fee collections, bus fares, US
Forest Service appropriated funds, map and other small item sales,
numerous in-kind and volunteer contributions from partners
Serves as an internationally known attraction, bringing visitors to the
Aspen area. Enables RFTA to keep quality employees during slow
seasons and reduce taxpayer burden by covering some of RFTA’s fixed
costs. Grants due to service have allowed for the purchase of several
busses for RFTA. REA fee collections cover much of the site’s staff and
maintenance expenses. Directly provides jobs for local employees of
RFTA, the Forest Service, Aspen Skiing Company, ACES and several
outfitter/guides in what is normally a slower time in this area.
MAROON BELLS
“The traditional cultural norm is that you pay for national parks, but
national forests are free. But what you get to do on THIS national
forest is stunning! … The consequences are that the assets may not be
a v a i l a bl e i f t h e f e e s a r e n o t p a i d . ”
– S c o t t F i t z w i l l i a m s , S u p e r v i s o r, W h i t e R i v e r N a t i o n a l F o r e s t
Thirty years ago this area was overwhelmed by visitors. Parking lots
were overflowing, resource damage was everywhere and user
conflicts were frequent. Working with the County and the community,
the US Forest Service made a new plan for the area that involved
requiring visitors to access the area by a bus during peak season.
The US Forest Service began a change in the facilities and partnered
with a local bus company to provide interpretive bus tours and service
for a small fee from Aspen up to Maroon Lake. This helped reduce the
ecological damage and conflicts and increased the quality of the
visitor experience.
By the early 1990s use continued to climb and overwhelmed the old
facilities and Forest Service staff. Again, working with several
partners, the facilities were upgraded to handle the increasing crowds
for several years into the future. A user fee system was implemented
under the Recreation Enhancement Act to provide sustainable quality
services for the visitors, even in a time of declining federal budgets.
Local communities can now promote the area as a great experience.
www.stayaspensnowmass.com/activities/visit-maroon-bells
Photo: US Forest Service
LOCATION
The tallgrass prairie once covered 170
million acres of North America. Within a
generation the vast majority was developed
and plowed under. Today less than 4%
remains, mostly in the Kansas Flint Hills.
SIZE
10,894 acres
41 miles of hiking trails, night sky viewing,
catch and release fishing, birding, guided
nature tours and historic 1880’s ranch tours;
nearby horseback riding and camping
opportunities abound
VISITS PER YEAR
22,000 – 25,000
MANAGERS
National Park Service and The Nature
Conservancy
PARTNERS
US Fish and Wildlife Service, Heartland
Network, Kansas State University,
University of Kansas Research, Flint Hills
National Scenic Byway, Kansas Department
of Wildlife, Parks and Tourism, Kansas
Department of Transportation, Kansas
Department of Commerce
ANNUAL BUDGET
$978,000
REVENUE SOURCES
Public donations through The Nature
Conservancy, National Park Foundation or
directly to the preserve
$1,048,000. The preserve attracts local,
national and international visitors to the
region, creating revenue for retail,
hospitality and related businesses.
Additionally, management partners work
hard to "buy local" whenever possible.
TA L L G R A S S P R A I R I E N AT I O N A L P R E S E RV E
“Mountains may take your breath away, but the prairie gives it back.”
- D r. J i m H o y, D i r e c t o r, C e n t e r f o r G r e a t P l a i n s S t u d i e s
Conservation. Re-introducing native species
such as American bison which had
previously disappeared from the region.
Preservation. Ensuring a diversity of species.
Education. Helping people understand the
international significance of the tallgrass
prairie to the world’s ecosystem through
constant outreach.
www.nps.gov/tapr
The last stand of the Tallgrass Prairie.
Photo: Kansas Department of Wildlife,
Parks & Tourism
LOCATION
Table Mesa, north of Phoenix, Arizona
SIZE
12,000 acres of BLM, private and State Trust land; 85 miles of
roads and trails designated as a stacked loop trail system
Target shooting, off-highway vehicle use, hiking, mountain
biking, horseback riding; includes a 15 mile segment of the
Black Canyon National Recreation Trail
VISITS PER YEAR
30,000-50,000 visitor use days
MANAGER
Bureau of Land Management (BLM)
A typical target hanging from a tree with no backstop
Table Mesa Recreation Area
PARTNERS
Arizona Game and Fish Department, user and interest
groups, Arizona Off-Highway Vehicle Coalition, Black Canyon
Trail Coalition, Arizona Virtual Jeep Club, Tri Star Recycling,
LetzRoll Off Road Racing, Absolute Off Road, 4Wheelers,
Daystar Products, and others
ANNUAL BUDGET
$25,000 (BLM Challenge Cost Share grant) and $100,000
from state OHV grants
REVENUE SOURCES
Special Recreation Permits, minerals contracts, grazing fees
Contributes to $1.4 billion in net economic impact to
Maricopa County
Planning for the area, beginning with an environmental
assessment and analysis.
Using good, honest public involvement and not just lip
service, involving all the user and interest groups.
Engaging volunteers to clean up and maintain the area. In
the March 2012 cleanup, 200 volunteers collected 160 cubic
yards of shooting debris. Many volunteers came from the
off-highway vehicle and shooting communities. This cleanup
occurs twice yearly.
Agua Fria River, a desert river at the heart of Table Mesa
TA B L E M E S A
Volunteers cleaning up at Table Mesa
Designating some areas no-shooting areas and designating
motorized routes for specific uses like Rock Crawling Jeeps
and a single-track non-motorized route.
www.blm.gov/az/st/en/info/nepa/environmental_library/rec_
mgmt_plans/table-mesa-docs.html
“ T h i s w a s g r o u n d z e r o i n t e r m s o f r e s o u r c e d a m a g e a n d i n a p p r o p r i a t e r e c r e a t i o n al b e h a v i o r . P e o p l e
w e r e s h o o t i n g f u l l y a u t o m a t i c w e a p o n s – w h i c h i s i l l e g al w i t h o u t a n o w n e r ’ s p e r m i t ! – a n d u s i n g
them to mow down saguaros and trees … Our strategy was deep, honest public involvement and
m a k i n g s u r e t h e u s e r g r o u p s w e r e i n v o l v e d i n s o l u t i o n s . T h i n g s h a v e t u r n e d a r o u n d v e r y n o t i c e ab l y. ”
– R e m H a w e s , M a n a g e r, B L M H a s s a y a m p a F i e l d O f f i c e
LOCATION
The southern San Juan Mountains of Colorado and northern New Mexico
SIZE
A private land block of approximately 200,000 acres plus the Jicarilla
Apache Nation and the Southern Ute Tribe, totaling over 1.1 million acres.
Elevation ranges from 7-12,000 feet at the Continental Divide. It is one of
the biggest private landowner alliances and elk projects in the country!
Elk and other big game hunting, fishing, wildlife observation, plant and
mushroom collecting, hiking, mountain biking, cross-country and alpine
skiing, snowshoeing, snowmobiling, rafting, horseback riding , golfing, hot
springs and spas, Native American and Spanish cultural tourism and cuisine,
ecotourism and agritourism, and the Cumbres & Toltec Scenic Railroad
VISITS PER YEAR
Varies from hundreds to thousands depending on the ranch and area
MANAGERS/PARTNERS
About 20 private landowners plus the Jicarilla Apache Nation and the
Southern Ute Indian Tribe, Western Regional Partnership, Colorado Parks &
Wildlife, Colorado Department of Natural Resources, Taos, New Mexico
Tourism Council, Alamosa, Colorado Economic Development Authority,
Colorado Outfitters Association
ANNUAL BUDGET
Private investment in recreation is estimated to be in the millions of dollars.
REVENUE SOURCES
The major source of landowners’ direct revenue related to recreation is from
game hunting permits, wildlife viewing, and associated tourism.
Wildlife creates jobs and brings money into local and state economies
through retail, lodging, dining, and sales taxes related to wildlife-watching,
hunting and fishing. Wildlife-based recreation contributes an estimated $3
billion and 40,000 jobs to the economies of Colorado and New Mexico.
In the late 1990s multi-generational landowners and Native American tribes
in the Chama Peak area recognized the need to organize and communicate
with each other in order to collectively plan for the future of their shared
natural heritage. Organization of the alliance is still in progress.
Major issues the group hopes to collectively address are:
• Sustaining the local migrational elk populations that produce important
revenue for local communities through hunting permits and ecotourism
• Supporting WGA’s Wildlife Corridors and Get Out West! initiatives
• Sustaining timber resources and addressing bark beetles and fire
• Maintaining healthy watersheds and addressing the effects of droughts
• Preventing land subdivisions and habitat fragmentation
• Ensuring oil and gas development is ecologically appropriate
• Ensuring wildlife management is credited in the tax system
• Making ecotourism and agritourism economic priorities for the region
• Developing a wildlife education program for the Scenic Railroad
CHAMA PEAK LANDOWNER ALLIANCE
Strategies include working with non-profit organizations, agricultural
groups, community leaders, and political representatives; encouraging
government agencies to communicate and collaborate with landowners;
leveraging resources for education, research, and resource management;
and attending WGA meetings!
“Who will sustain the habitat and the range for coming generations?”
For more information visit: http://chamapeak.org
- D r. M i k e R i v e r a , A B V R a n c h a n d C o - F o u n d e r, C h a m a P e a k L a n d o w n e r A l l i a n c e
Photos: Dr. Mike Rivera / miker87571@gmail.com
LOCATION
Northwest Oklahoma
SIZE
1,600 acres
4x4, ATV, and motorcycle dune riding, camping
VISITS PER YEAR
325,000
MANAGER
Oklahoma State Parks
PARTNERS
Oklahoma State Parks owns the majority of the
land and the balance is owned by the
Commissioners of the Land Office
ANNUAL BUDGET
$600,000
REVENUE SOURCES
$850,000 generated by visitor passes,
concessions, camping fees
Estimated to exceed $7,000,000 per year
Little Sahara is one of five Oklahoma state parks
that generate revenue that is greater than its
operating expenses through use fees and
concessions.
Little Sahara offers a unique, sustainable
experience for families in an area where OHV
opportunities are limited and demand for
facilities exceeds availability.
The City of Waynoka has over ten businesses
that exist to service the visitors to Little Sahara.
They include ATV tour and rental, tire shops,
and private campgrounds.
The local government established a connecting
corridor from Little Sahara to the City of
Waynoka that allows unlicensed OHV riders to
access the dunes from town and to allow dune
riders access to the services offered by the
town.
www.travelok.com/listings/view.profile/id.4581
LITTLE SAHARA
“We recognize that Little Sahara State Park is one of our most unique
facilities and that it has a major impact on the economy of Waynoka,
Oklahoma. We also realize that OHV opportunities are limited in our area
a n d h o w i m p o r t an t L i t t l e S a h a r a i s t o t h o s e w h o e n j o y i t . ”
- To m C r e i d e r, P r o g r a m s M a n a g e r, O k l a h o m a S t a t e P a r k s
Get your adrenaline flowing at Little Sahara
State Park near Waynoka. Bring your own ATV
and ride the dunes. Photo: Keli Clark
LOCATION
Located in 23 Alaska state parks in a wide variety of
environments, from coastal rainforests to freshwater
lakes and rivers. Range in size from 10’ x 12’ to 20’ x 24’
and accommodate between 4 and 9 people. Cabins are
equipped with a stove, bunk, table, bench, chairs but no
running water or electricity. Some cabins are accessible
by highway but to get to most you’ll have to hike, bike or
ski or arrange a ride on a boat, snowmobile, dogsled or
floatplane. Most of the cabins can be accessed yearround, but some are restricted to seasonal use. Book
yours well in advance – they fill up fast!
SIZE
60 cabins in 23 state parks
Hiking, boating, ice fishing, fishing, skiing, dog mushing,
skijoring, snowmobiling, ATV riding and mountain biking
VISITS PER YEAR
Cabins are used for a total of about 8,000 nights per year
MANAGER
Alaska State Parks
PARTNERS
Territorial Sportsman’s Association, Friends of Eagle River
Nature Center, National Park Service-Rivers, Trails and
Conservation Assistance Program, Twin Bears Camp
Association, Alaska Department of Fish and Game,
Mountaineering Club of Alaska, ECI/Hyer
ANNUAL BUDGET
Cabin fees total about $360,000 per year and account for
about 15% of the total revenue generated by park fees
REVENUE SOURCES
$35 - $75 cabin fees; state general fund
Suppliers (in some cases air taxis, charter boats), food,
equipment (for hiking, mountain biking, ATVs, etc.)
Providing a safe, dry, dependable place to experience the
wilderness.
The cabins are built with a combination of paid and
volunteer labor and skills.
A L A S K A’ S P U B L I C U S E C A B I N S
“ A s t a y i n a p u b l i c u s e c a b i n i s t h e q u i n t e s s e n t i al A l a s k a n e x p e r i e n c e .
Public use cabins provide shelter from the elements as well as a safety net
for wilderness travelers since the cabins are never locked”
– B e n E l l i s , D i r e c t o r, a n d C l a i r e L e C l a i r, D e p u t y D i r e c t o r, A l a s k a S t a t e P a r k s
The cabins are the responsibility of the area
superintendent.
An online registration system makes booking a cabin
easy. The system opens for Alaskans seven months in
advance and six months in advance for all other visitors.
http://dnr.alaska.gov/parks/cabins/index.htm
Brooks Ludwig, Alaska State Parks Northern Area
Superintendent, left, enjoys coffee with an unidentified
PUC user in the Chena River State Recreation Area, just
outside of Fairbanks. Photo: Alaska State Parks
LOCATION
Le’ahi, the traditional Hawaiian name for Diamond Head
State Monument, is located on O’ahu, the third largest and
most populated of the Hawaiian Islands
SIZE
493 acres; the historic summit trail is 1.8 miles round-trip
The trail to the summit of Le’ahi was built in 1908 as part of
O’ahu’s coastal defense system. The walk is a glimpse into
the geological and military history of Diamond Head, with
many switchbacks traversing the steep slope of the crater
interior. The ascent continues up steep stairs and through a
lighted 225-foot tunnel to enter the Fire Control Station
completed in 1911. A new .2-mile trails offers an alternate
route to avoid congestion near the summit. The stunning
view of the shoreline from Koko Head to Wai’anae may
include passing humpback whales during the winter!
VISITS PER YEAR
Last official count was 635,000; currently 3000 per day
MANAGERS
Hawai’i State Parks Division
PARTNERS
This was a State Capital Improvement Project.
ANNUAL BUDGET
Approximately $400,000 per year, depending on revenue
from park entry fees
REVENUE SOURCES
Individual and commercial entry fees
Diamond Head is one of the most heavily visited
attractions in Hawai’i and is therefore a key component of
Hawai’i’s visitor industry.
The loop trail, summit lookout improvements and
additional lookout points were created to alleviate visitor
congestion, create a natural circulation pattern, and
provide alternate lookout sites. Significant erosion
resulting from visitor traffic patterns was also addressed to
increase visitor safety.
Hikers approach the summit of Diamond Head Crater via
the new loop trail. Photo: Hawai’i State Parks Division
LE’AHI OR DIAMOND HEAD
“ D i a m o n d H e a d i s a n i c o n i c n a t u r a l a n d c u l t u r al l a n d m a r k t h a t i s r e c o g n i z e d t h e w o r l d o v e r . T h i s
project required sensitivity in the design of the route so as not to mar the profile of what is one of
the most photographed mountain profiles on Earth, and also one of the most sought after visitor
destinations in Hawai’i.”
- D a n Q u i n n , A d m i n i s t r a t o r, D i v i s i o n o f S t a t e P a r k s
LOCATION
Southern Alberta, Canada
SIZE
2,564 square miles of valleys, mountains,
glaciers, forests, meadows and rivers.
Canada’s first national park, and the world’s
third!
Hiking, camping, biking, climbing,
horseback riding, boating, fishing, skiing,
snowshoeing, etc.
VISITS PER YEAR
3 million
MANAGER
Parks Canada
PARTNERS
Tourism industry, environmental groups,
park community
ANNUAL BUDGET
$18 million
REVENUE SOURCES
Entry fees, camping and activity fees,
rentals, events
Banff National Park is a world renown
Canadian Rocky Mountain Park which
continues to attract visitors from near and
far (regional, national and international
markets), and makes a significant
contribution to provincial and national
tourism economies. Expenditures made by
Parks Canada on operations, and visitors on
their trips at Alberta national parks
contributes an estimated $1.5 billion to the
Canadian economy and supports close to
19,000 full-time jobs. A significant portion
of that can be attributed specifically to
Banff National Park.
B A N F F N AT I O N A L PA R K
“ Wh en p e ople v i si t t h e se g re en sp a ces, t h e y fa l l i n l o v e w i t h t h e m a n d fe e l a
c o n necti on w hi c h ma ke s the m w a n t to p re serve n a ti o nal p a rks i n to the fu tu re."
- E d J a g e r, D i r e c t o r o f V i s i t o r E x p e r i e n c e , P a r k s C a n a d a
Drawing more visitors with events by
collaborating with the local town to host
events such as the Dragon Boat Festival, a
bike festival and concerts.
Providing an alternative mode of
transportation between the outside
community and the park in the form of a
20km paved trail.
Partnering with a local mountain bike
association that is now responsible for some
of the trails in the park.
www.pc.gc.ca/pn-np/ab/banff/index.aspx
Photo: Parks Canada
LOCATION
Tumon Bay, Guam
This popular hot spot, ranked second by Trip Advisor as “The Best 20
Beaches in Japan & Overseas,” hosts barbeques, concerts, sports
events and activities, but more importantly, attracts visitors and
locals alike eager to relax and enjoy the sun, sand and sea. In
addition to the park, the Tumon Bay Marine preserve is a popular
attraction for kayakers, snorkelers and shore fishing. The abundance
of sea life such as the coral reef habitats, aquatic animals and plants
offer a great underwater escape with stunning underwater visibility.
VISITS PER YEAR
Estimated over 100,000
MANAGER
Guam Department of Parks and Recreation
PARTNERS
The Guam Visitors Bureau, Guam Coastal Management Program,
Bureau of Statistics and Plans, Division of Aquatics and Wildlife
Resources, Department of Agriculture, Western Pacific Regional
Fishery Management Council, and the Office of the Governor
REVENUE SOURCES
Government of Guam General Fund and Tourism Attraction Fund
Priceless – brings tourists and the local community together
In May 1997 Public Law 24-21 was implemented, creating five
marine preserves on Guam: Pati Point, Tumon Bay, the Piti Bomb
Holes, Sasa Bay and the Achang Reef Flat preserve. With the help of
sponsors and local partners, the marine preserves are kept clean
through international coastal cleanup events that include local
enforcement of illegal fishing and other illegal activities, such as the
operation of motorized watercrafts in designated marine preserves
areas. Seasonal fishing is allowed but restricted to the use of hook
and line or cast net fishing from the shore. Within Tumon Bay
preserve, fishermen are allowed to catch only rabbitfish, juvenile
goat fish, juvenile jacks and convict tangs from shore.
For more information visit: www.visitguam.org
GOVERNOR JOSEPH
F L O R E S M E M O R I A L PA R K
A local guide takes a visitor from Japan kayaking in Tumon Bay off
of Governor Joseph Flores Memorial Park. Inset: Thousands of
people come to Governor Joseph Flores Memorial Park for the
annual Guam Micronesia Island Fair. Photos: Guam Visitors Bureau
“Governor Joseph Memorial Park was once home to an ancient Village of the Chamorro people, the
native inhabitants of Guam. Today it is ranked as one of the top 10 international beaches by
Japanese visitors and is a center for community and tourism activities.”
- J o a n n G . C a m a c h o , G e n e r a l M a n a g e r, G u a m V i s i t o r s B u r e a u

Managing Recreation Assets -- Case Studies

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