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Fall Creek Falls State Park Business Plan

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Fall Creek Falls State Park Business Plan Roan Mountain State Park Business & Management Plan 1 Table of Contents Mission Statement……………………………………………….………03 Goals, Objectives and Action Plans……………………………….…04 Park Overview……….......……………………………………….……...15 Park & Operations Assessment………………………………….……19 Park Inventory and Facility Assessment……………….……19 Operational Assessment……………………………….………21 Financial Performance Assessment…………………………24 Review of Pricing………………………………………………..25 Competitors………………………………………………………27 Customer Service & Satisfaction Plan………………………………28 Financial Pro Forma…………………………………………………….32 Park Map…………………………………………………………………..33 Organization Chart………………………………………………………34 2 Mission Statement Roan Mountain State Park must preserve and protect the unique natural resources and the rich cultural heritage of the Southern Appalachian Highlands for this and future generations through careful resource management, while creating possibilities for visitors to connect intellectually and emotionally to those resources by providing well-planned interpretive programs, quality outdoor recreational opportunities, well-maintained facilities, and park safety. (Source RMSP MDS, April 2013) 3 Goals, Objectives and Action Plans Definitions: COGS – Cost of Goods Sold SEER – Seasonal Energy Efficiency Rating LEAN – Process Improvement Method Goal 1. Cost Management See Financial Pro forma section for the Parks’ cost objective. Roan Mountain State Park self sufficiency is currently forecasting FY 2013-14 operations at a 45% cost recovery of operational expenses through earned revenues. This percentage can be enhanced by increasing revenues (see Goal 2); by controlling COGS; by controlling Personnel costs and Other expenses. Objective 1: Plans for controlling COGS; The gift shop will incur some COGS. It might be easier to list this action plan separately as a % of revenue. Unless noted otherwise, all objectives are for completion by end of FY13-14. - Items at the Gift Shops will be carefully researched and price matched with other vendors to ensure we are getting the best price. - We will better coordinate with parks marketing before purchases are made to ensure that more product than what is needed is not ordered and to also make sure that marketing is indeed getting the best prices for the products purchased. - We will track sales of items to avoid purchasing items that do not sell. - We will better track shipping costs and make sure that items are priced considering what shipping costs are. - We will manage cleaning costs and supplies being sure to research items purchased. - We will look for ways to reduce our linen expenses (possibly return to a linen service) These practices will be done monthly and anytime ordering is necessary. This work will be completed by Donna McKinney (Gift Shop Clerk) Work will be monitored by park ranger Meg Guy. Supply costs will be the responsibility of the clerk at that operation Objective 2: Plans for controlling Personnel expenses; List $ or % of revenue; unless noted otherwise, all objectives are for completion by end of FY13-14. - We have had to increase overtime in housekeeping this summer and fall to deal with the turnover rate in the cabins. We would consider changing a FTP into a job share in the case of a retirement or termination. The savings would be near $15,000 however in this area seasonal positions tend to be hard fill. - We will monitor itinio reports to ensure that cabins are not booked in such a way that causes housekeeping overtime. We may have to limit how many cabins can be cleaned in a day by blocking periods off. - We will better schedule housekeepers to allow for unseen changes in the cabin check-in reports. - Consider Job Share in maintenance if position becomes vacant. 4 - RMSP will need to keep the positions it has to maintain the park at the current standard; a new job share position could eliminate most overtime cost and in the long run save money. - Personnel Expenses will be monitored by the park manager. Objective 3: Plans for controlling Other expenses; These action plans would include preventative maintenance, limited renovations, any savings from LEAN or energy audits; list $ or % of revenue; unless noted otherwise, all objectives are for completion by end of FY13-14. - All new HVAC systems will be replaced with new energy efficient system 15 seer or better. - We will be working to replace existing light bulbs with LED. We have already started this at the Gift Shop and the ranger’s residence. - The gift shop will receive new track lighting, new HVAC, new lighting for the Grist Mill, motion sensors for the bathroom, sensors for sinks and toilets, duct work will be evaluated to make sure it is adequate after renovations. - We will all do a better job of turning off lights and using less water and this point will be discussed at monthly luncheons. - Vehicle maintenance will be kept current and all vehicles will be checked by park staff weekly - Trips to town will be limited and consolidated to save gas and to make sure labor hours are better utilized in the park. - We will develop a system to monitor and store our tools to ensure they are not getting lost and new items that are not needed are not being purchased. - We will monitor supply purchases to make sure that we do not order more than we need and that waste is kept to a minimum. - We should consider better lighting in several areas of the park, the worst area being the pool parking lot. We could down size the lighting there for the tennis courts/basketball courts and give the visitors the option to turn them on and off when needed. The bridge light at the Gift Shop will be replaced with 6 to 8 lamp lights using LED bulbs. Other light pole lights throughout the park should be changed to more energy efficient lights. - We will continue to do a good job price matching before purchases are made. - We will evaluate the Conference Center and try to find ways to cut costs as it has a large monthly power bill. Goal 2: Revenue Growth See Financial Pro forma Section for revenue objectives. Revenues can improve with increased marketing and planned events (see Goal 3) throughout the year. Top priority is increasing revenue in the cabins by enhancing visitation during weeknights and winter months through marketing, packaging and special events. However, the park offers many different avenues for revenue growth such as in camping and those should be planned for/implemented as well. Other plans to increase revenues should look at prices, new products, activities and services that can be offered and new customers to call on. 5 Objective 1: Plans to increase cabin revenues from $389,247.94 in FY13-14 to $408,450 in FY14-15. - We will continue to look for better ways to advertise our cabins. Reaching out to scout groups, home school groups, businesses, church groups, and more. - We will contact local ski resorts to make sure that we are on the lodging list for their customers along with our rates; this could really help in the winter. We have to capitalize on the skiing industry (Skiing packages, gear, lessons) With the new lower rates we just have to get the word out. - We have already adjusted our winter cabin rates, and have already seen an increase in reservations, although it make take a year to see increase in revenue due to the lower rate. - We will offer a Valentine’s Day Package and have a catered meal at the Conference Center - The state should consider media blasts when cabins are available for the weekend. - We have already started renting cabins 1 or 2 night when available during periods when we only allowed weekly rentals but this is putting a strain on housekeeping due to turnover. - We are also looking to offer a couple of new events that should cause increased cabin rentals. Park Manager Objective 2: Plans to increase camping revenues: - From June 1 through the end of August A+ sites should be rented for weekly rentals only, causing less gaps and open sites during the week. - More events during slower periods will be offered to increase occupancy in the campground (BBQ Cook Off, Corn Hole Tournament) - Advertise group sites to more than just non-profits. Park Ranger Objective 3: Plans to increase picnic shelter revenue; - Shelter prices should be increased by at least $10 per day. - All the shelters should be improved with rock fireplaces/grills/chimney. - A Large shelter should be built in the picnic area to replace the small day use shelter. - Original plan for a bathroom at shelter 2 would increase rental. Park Manager Objective 4: Plans to increase swimming revenue; - Offer hours for Lap Swimmers to use pool - Offer party discounts during regular swim hours - Have a volleyball/basketball day or different times of the day where games are offered. - If we staffed enough lifeguards, we could offer swimming lessons during regular pool hours. 6 - Pool Passes? - More interpretive programs will be offered at the swimming pool. Park Ranger Objective 5: Plans to increase new sources of revenue; - Convert old restaurant and vacant ranger residence into group lodges. - Camp store either in the campground or at the Gift Shop offering items that campers would need. - Food items will be offered at the Gift Shop. - Build a new shelter in the picnic area - Offer Equestrian trail which would boost cabin and campsite sales. Goal 3: Expand Special Events Special events can include revenue generating concerts, golf tournaments, seasonal hikes, and incorporation of holidays and special days of the year to increase overnight occupancy and to show off culinary delights in the restaurant. Objective 1: Inventory all Special Events locations currently being held at the Park. Existing Events First Hike- We have some support but I do not believe that we can make this one much bigger Winter Rally-This one is not an overnight event due to the time of the year, but there is the possibility of extending it to a two day event.
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