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Pinnacles National Park Plan

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Pinnacles National Park Plan National Park Service U.S. Department of the Interior Business Management Group Pinnacles National Park 2014 Business Plan Produced by National Park Service Business Management Group U.S. Department of the Interior Washington, DC Spring 2014 California condors warm themselves by basking in the sun. National Park Service Mission: The National Park Service preserves unimpaired the natural and cultural resources and intrinsic values of the national park system for the enjoyment, education, and inspiration of this and future generations. The National Park Service cooperates with partners to extend the benefits of natural and cultural resource conservation and outdoor recreation throughout this country and the world. Table of Contents 1 TABLE OF CONTENTS 2 INTRODUCTION 2 Letter from the Superintendent 3 Business Planning at the National Park Service 4 Executive Summary 6 PARK OVERVIEW 6 Park Orientation 7 History and Enabling Legislation 8 Resources 9 Visitation 10 Personnel 12 Employee and Visitor Safety 14 Volunteers 15 Park Networks and Shared Services 16 Partnerships and Cooperating Organizations 17 The Condor Recovery Program 18 STRATEGIC GOALS 18 Strategic Goals 20 FINANCIAL OVERVIEW 20 Funding Sources and Expenditures 22 Division Allocations 23 DIVISION OVERVIEWS 23 Research and Resource Management 26 Management and Administration 28 Facility Operations and Maintenance 30 Interpretation and Education 32 Visitor and Resource Protection 34 FINANCIAL PROJECTIONS AND STRATEGIC PLANNING 34 Appropriated Base Budget Scenarios 36 Primary Cost Drivers 37 Strategies for Cost Reduction and Operational Efficiency 39 Strategies for Increasing Funding and Capacity 40 ACKNOWLEDGMENTS 40 Acknowledgments From top: A non-native European honeybee visits 41 Stay Connected with Pinnacles National Park milkweed flowers; Bear Gulch Reservoir provides year-round water for many wildlife species; the pig fence requires regular monitoring and maintenance. 1 INTRODUCTION Letter from the Superintendent On behalf of our National Park Service team, it is my are progressive, sustainable, collaborative, and help privilege to present the 2014–2018 business plan for us achieve our mission as outlined in the Organic Act. Pinnacles National Park. This document provides a five year vision for park operations and preservation I want to express my appreciation for all those who of key resources. assisted in this project through the stages of plan- ning, review, revision, and final publication. The The business plan is a key document towards imple- business plan for Pinnacles National Park is the result menting the 2013 Pinnacles General Management of hard work by many committed NPS staff at the Plan (GMP). In the GMP, Pinnacles National Park park and the Washington Office, and our partner focused on the many changes that have occurred organization, Net Impact. This document will pro- within the last 20 years of park history, including its vide thoughtful guidance to park leadership as we growth from approximately 16,000 acres to nearly preserve and protect the resources unimpaired and 27,000 acres and an expanded scope of natural and provide for visitor enjoyment of Pinnacles National cultural resources. As a result of this growth, man- Park now and into the future. agers looked at ways of providing new and contin- ued recreational opportunities while ensuring strong Sincerely, natural and cultural resource stewardship. This business plan will assist the park in meeting these challenges and opportunities by providing specific strategic goals and objectives for park op- erations. The plan provides a comprehensive look at Karen Beppler-Dorn ways to maximize and leverage existing dollars, ex- Superintendent amines ideas for finding and effectively utilizing new revenue streams, and defines ways to move forward in times of fiscal restraint. It is important to look at this plan with realistic expec- tations. It is not possible to answer every question or address every scenario park managers could face in the future. We strive to expend taxpayer dollars wise- ly and effectively while using transparent and proven financial practices to manage operations. This plan provides a basic framework for those efforts. In the end, we have an obligation to ensure our strategies 2 INTRODUCTION Business Planning at the National Park Service Business Planning at the National Park Service Business planning at the National Park Service facilitates effective park man- agement by helping parks define priorities and identify clear action plans for achieving these priorities. The business planning process combines strategic goal setting with operational planning and analysis to identify the most critical facets of park operations. By combining these approaches, the business plan- ning process helps parks effectively allocate resources to achieve goals, maxi- mizing the value of public dollars. The intended audience for business plans includes internal park management and external stakeholders. The business plan for Pinnacles National Park (“Pinnacles,” or “the park”) comes at a critical time in the park’s history. In January 2013, Pinnacles was elevated to national park status and in June 2013 the park completed its Gen- eral Management Plan (GMP), which defines its strategic direction and long- term vision for the next 15–20 years. The park’s business plan complements the GMP by operationalizing its long-term strategic direction over the next three to five years. The business plan sets out to accomplish three tasks. First, the plan provides a clear overview of park history, resources, and strategic priorities. Second, it presents an overview of park operations, including detailed information on staffing, funding sources, and key functions and programs by park division. Third, the plan outlines financial projections under various funding scenarios and details cost-saving and revenue-generating strategies for maintaining and strengthening core operations. The talus caves at Pinnacles are formed by boulders wedging down into narrow canyons. 3 INTRODUCTION Executive Summary Pinnacles National Park faces a period of operational transformation and adaptation. In the past five years, the park has grown in size and responsibility, and now has new enabling legislation that broadens the scope of its significance and purpose. These forces shape the park’s strategic goals and day-to-day operations. The following key themes emerged during the business planning process: 1 2 3 Growth in size and complexity outstripping Necessity of identifying efficiencies, cost sav- Atypical seasonal operations. While many park base budget. From Fiscal Year (FY) 2004 to ings, and alternative funding sources. Due to responsibilities, particularly those relating to re- FY 2013, total park assets increased in number by recent budget reductions, park staff and manage- source management, are present year-round, lev- 80 percent. Concurrently, the park’s appropriated ment have placed new emphasis on becoming a els of visitor services vary over the course of the base budget increased by only 42 percent. leaner operation by identifying efficiencies and year. Busy season at Pinnacles falls earlier than at cost-saving opportunities, all while continuing most parks. With high temperatures throughout • In FY 2006, Bottomlands acquisitions signifi- to provide the best service possible. At the same the summer, visitation tends to peak during the cantly expanded park boundaries and added time, the park has and will continue to shift re- spring months of March, April, and May, requir- important historic resources. sources to focus only on its highest operational ing temporarily increased staffing levels. The • In FY 2009, the American Recovery and priorities, and will attempt to secure new sources park’s climate also influences maintenance and Reinvestment Act provided one-time project of funding to sustain park operations. construction projects, limiting major work to funding for needed investment in west side facilities, including a new visitor center. This cooler, non-summer months. The need for a large project funding did not come with additional seasonal workforce creates challenges related to base funding to cover the ongoing costs of recruitment, onboarding, and the retention of in- maintaining and operating the new facilities, stitutional knowledge. Moreover, the unique tim- straining the park’s existing budget. ing of this need requires advanced planning and • In FY 2012, Pinnacles’ appropriated base coordination between managers and HR support budget decreased by 3.6 percent. teams. • In FY 2013, Pinnacles base budget decreased by 6 percent. Management is planning for additional reductions in FY 2014. 4 INTRODUCTION Executive Summary (continued) 4 5 Consolidation of park operations through Transition to National Park status. Pinnacles’ shared services. Many of the services and activi- status change from National Monument to Na- ties necessary to run the park operate through a tional Park has brought new enabling legisla- network structure that facilitates the sharing of tion, more visitors to the park, additional media staff across multiple NPS units. Some of these net- exposure, increased expectations for services, and worked services include: human resources, infor- public misconceptions that national park status mation technology, contracting, natural resource equates to increased funding. inventory and monitoring, and fire and safety. This consolidation offers efficiencies, but also poses op- erational challenges
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