Visioning/Leadership Session - July 9, 2008

LONG TERM VISION AND PRIORITIES

Funding

1. Restore General Revenue for Parks.

2. CI Bond Issue – requires a short-term task (6 months) to develop lists and priority package.

3. Larger portion or increased % of sales tax.

4. Increasing targeted support from external sources:

Grants
Friends groups
Corporate sponsorships

5. Re-emphasize Revenue Enhancements – establish a marketing campaign similar to MoDOT’s “As promised…” campaign; tie back to donations program.

Marketing and Promotions

1. TECHNOLOGY – technological changes must be understood by administrators and staff. Key decisions must be made.

“The Web” is not the go-to fix that many assume it is, but DSP use of the web can be improved. The Department use of its website is primarily information based – regulations, forms, etc. The Division uses the web primarily as a marketing tool to attract visitors and facilitate their experiences. DSP’s ability to use the web was hindered by the consolidation of IT staff into IDSD. Currently, DSP relies on OA for uploading to the web (for further discussion see above: Top 5 things that can be done today). Department of Tourism is looking to contract server space to be more nimble in its use of the web. DSP needs to join in the contract or pursue a bid of its own. Also, contracting the production and management of web content would allow the Division to offer more content without expanding staff, requiring extensive training, or purchasing of equipment. Podcasts (audio & video) are a rapidly growing medium. Blogs are an increasingly popular method for obtaining and sharing information. GPS is a common method of navigation. Cell phones are ubiquitous.

The Division is not keeping pace with the rapidly changing nature of how visitors communicate and retrieve information. In the field, lagging technology is becoming a hindrance to conducting day-to-day business. Hardwired technology (such as DSL) is difficult to obtain in the rural setting of many DSP facilities and cell phone coverage is incomplete in many outlying areas.

Principle issues that must be carefully considered include: the commitment of resources to obtaining these services, the expanded opportunities for different interpretive methods, visitor reliance on personal communication technology, potential for increased safety and security, increased connectedness between facilities and central office, the decline of a true outdoor or wilderness experience, and the intrusion of technology assets (cell phone towers) on scenic landscapes.

2. HIGHWAY VISIBILITY - coordinate with MoDOT to promote parks and sites at roadside locations.

MoDOT greeting centers and rest areas are frequently the first point of contact for state visitors. DSP needs to be a more visible presence than just another collection of brochures in the rack. Use video technology to gain awareness or interactive services to match visitor interests to DSP resources. In troubling economic times, it is doubly important that travelers know Missouri does not charge an entry fee at park facilities.

3. CURRICULUM – tie park and site programs more directly to the educational curriculum.

As a way to encourage student visitation at parks & sites, programming needs to be more closely aligned to educational curriculum and, in particular, the Show Me Educational Standards. Educators have demonstrated that they need assistance in multiple areas to continue offering field trips. This includes the cost of tours (see third bullet under Top 5 things that can be done today), cost of transportation and support of educational requirements. It was suggested that the Park Foundation might seek corporate support for transporting students to Division facilities. The History Channel was named as one potential source of funds. It was suggested that petroleum companies be approached about donating gas cards to offset bus transportation costs.

While school groups get the bulk of attention for attracting children, it was pointed-out that summer camps and day care groups could benefit from enrichment programs offered at parks and sites.

4. MPA BOOK – update Exploring Missouri’s Legacy: State Parks and Historic Sites, by Susan Flader, 1992.

This book is popular, referred to by visitors, a source of pride for DSP employees, used in employee orientations and training, and easily found at bookstores around the state. It is one of the best ambassadors of the system. MPA is aware of the need to update the book and will be discussing this at its next meeting (7/10).

5. MARKETING PLAN – include a Marketing Plan, as a subsection of the Operations Plan, to be included in each facility General Management Plan.

Individual facilities are encouraged to consider ways to reach out to segments of society that do not consider DSP properties as a primary destination. While not just increasing the overall awareness of a facility, consideration needs to be given to strengthening the bonds with neighboring communities so they begin to identify parks and sites with the local charm and character.

A Marketing Plan will consider actions that can have positive impacts on broad groups as well as establishing contacts with targeted groups and members of the local community. Items mentioned included: bilingual/multi-lingual signage, materials and interpretation; identify groups and individuals whose support will encourage greater local community participation in the facility; familiarization tours with locals; facility manager attendance at Chamber meetings; encourage on-site public meetings to coincide with a facility Event; and the duplication of public meetings – one on-site for visitors and another in the local community. (See fourth bullet under Top 5 things that can be done today).

Facility managers need Division support for their outreach efforts, specifically financial support for membership fees and lunch meetings.

6. VOLUNTEERS – events and projects will not only increase site attendance but also build a feeling of facility “ownership” with participants.

A system-wide effort to attract volunteers will include a dedicated day or weekend Event at every facility to host volunteers and accomplish maintenance and repair tasks. Some facilities may wish to have more than one event per year. Partnerships can be sought with Vo-Tech schools for technical skills work. Scouting groups and some schools have service requirements that could be filled at DSP properties. The Ozark Trail Association has events and work projects that are well-organized and attended. It is thought that the OTA would be another group capable of volunteering. Getting OTA members, local to a given facility, to “adopt-a-trail” would be a way to get them involved in other DSP properties. Free camping may be offered as incentive for individual or group participation. Recruiting volunteers will build support and advocacy for the immediate facility, in particular, and the DSP mission, in general. (See fifth bullet under Top 5 things that can be done today).

7. CIVIL WAR – 150th commemoration is anticipated to be a big event and a DSP marketing opportunity.

Discussion focused on the Legislatures creation of a commemoration Commission and an initial budget of $200k. However, members have not yet been appointed to the Commission. A DSP report has been prepared in advance, anticipating themes and activities. Without Commission direction, marketing opportunities and funding are unknown.

Diversity

1. Expand urban programming:

WOW-type programs for specific minority organized groups, summer day camps, etc.
Work with MPA on UPOP.
Establish “Learn to…” programs (ie., Learn to Camp, etc.)
Partner with social services organizations to recruit specific groups.
Use the Babler Outdoor Adventure model.

2. Develop program for existing staff to learn rudimentary/conversational Spanish.

3. Add points to merit application for bilingual ability.

Staff Expansion and Training

1. Special Skilled Services

Recognize employees that have an expertise in specific areas (HVAC, plumbing, electric, refrigeration, etc.) and rely on them to troubleshoot and/or fix problems in the facilities in their districts.
Contract some services (mowing, cleaning, etc) so as to redirect money to other areas and free up our employees to work on bigger projects.

2. Volunteers

Expand their opportunities for doing work. ie – if a person has a specific expertise (skilled trades, etc) and they can provide credentials as to their qualifications or are known to the staff regarding their ability, allow them to do work at the facilities).

3. Hire a Coordinator of Resource Stewardship

Supervise field staff (may be assigned to a district) to focus solely on resource stewardship.
Elevate the importance of resource stewardship (we seemed to have moved away from maintaining this important aspect of our mission)

Programs and Events Expansion

1. Explore the “How To’s”

Develop at one or more of our sites a mock archeological site and have people be able to dig as if they were an archeologist all the while being guided by a real archeologist.
Incorporate “Learn To” programs, ie – the old “Learn to Camp” program.
Explore the idea of adventure activities that we could offer with little or no expense to the participant – have some that would be organized and co-sponsored by the division as well as some that are available at all times.

Run/walk the Katy for 25 miles, leisurely ride a 100 miles and have a canoe trip on the MO River all the while having interpretation stations along the way.

2. Exploring technology upgrades

Expand information on the website to include why each specific location is significant to the parks system. This would help address our concern about connecting to the resource itself. Some visitors may want to visit a specific type of location, whether natural or cultural, and this would give them this background to make that determination.
GPS rangers, GPS units for hiking, etc. What’s out there and what is coming?

New or Expanded Facilities

(Preface: Maintain and Care for what we have. Focus on quality, not quantity.)

1. Define and develop a Division Partnership Program.

The purpose of this program will be to proactively seek partners for a variety of projects with the division. This could include facilities as well as programs. We tend to wait until another agency or organization comes to us with a proposal to partner on a project and then react to it. Let’s identify those projects/programs that we need a partner for and then pursue it. This could include the Historic Sites Affiliate Program concept.

2. Develop a watershed/viewshed based approach to land protection.

This should include not only land acquisition but easements, land trades, etc.

3. Create a new appropriation authority for non adjacent lands

4. Build a new collections facility and state museum

Miscellaneous

1. Contract for semi skilled services such as grounds maintenance, custodial, etc. to free staff up for other projects.

This will improve the quality of the work and eliminate associated operating expenses.

2. Continually monitor and stay abreast of current trends and visitor desires/wants.

eg., RV size, other recreational “toys” being developed by the private sector

3. Work with other state, local and private agencies to enhance existing programs (eg., UPOP, WOW, etc.) to gets kids and families to state parks and historic sites.

4. Package Trips

Expand DSP offering of packaged trips to include other bike trips, hiking trips, rock climbing excursions and equestrian trips.
The Katy Ride template is a proven success and could be adapted to fit other programs. Attractive activities and facilities are easily found within the existing system. Locating a “critical mass” of interested participants and recruiting support people are seen as the primary hurdles to rolling out new packages. The development of Current River State Park has included discussions of “adventure packages” as a part of its operations. Partnerships with NPS, NFS and MDC, and activities on their nearby properties, are seen as possible package development opportunities.

5. Revenue Generation

Perpetually an area of concern. These ideas were suggested for further consideration.

Private sponsorship of a cabin. For a one-time fee, a family can name a cabin and have an annual two-week reservation. The rest of the year the cabin is rented to the general public.

Develop a Special Use Permit/Fee. Large activities within a park are capable of overwhelming the system. While DSP is always mindful of the Park & Soils Sales Tax and the need to provide facilities free of charge, some groups are taking advantage of the arrangement. For example, renting two shelters and overrunning a day use area with 2,000 people. Group dominance is beyond the expectation of staff and visitors alike. Increased fees for trash collection, maintenance and repairs, etc. warrant the development of a policy and fee structure to manage extraordinary uses.

Develop a “Park Pass” that is system-wide or site specific. Sell these passes, or stickers, for visitors to proudly display as supporters of Missouri State Parks & Sites. Perhaps, small or simple “value added” benefits could be included.

6. Group Camps

Direction is needed to find sustainable uses for the group camps in the system.

Opportunities to consider include: offering group camp operations to concessionaires; lodging for volunteers; rent cabins as individual units rather than as part of a group camp; outdoor education – WOW phase II, DSP training sessions; write “Easy Contracts” for on-going usage; and develop a “family camp” concept with light programming and emphasize that it’s for the whole family.

Other Items that were Discussed but not Top Priorities

Mission-driven budget, similar to the “Canadian Model,” which budgets based on revenue generated vs. % subsidized by system.
Create Enterprise Zones within parks for local products and crafts.
“Sacrifice Parks” – intensively developed for revenue generation to subsidize system.
Greater marketing efforts to increase use, which in turn increases revenue.
Privatization of group camps, cabins, duplex complexes, etc. – concession-run and maintained, includes restoration/rehabilitation.
Bond initiatives:
- Revenue bonds
- CI projects/infrastructure improvements: water/wastewater, Katy Trail, campgrounds, cabins, etc.
- MoDOT pavement management rider on bond initiative.
- Bond package for new governor and new administration – work with MPA to provide initiative/education.
De-commission/close unmanned facilities or smaller facilities to emphasize funding crisis, elevate importance/need of GR to legislature.
DNR to receive (by constitutional amendment) a certain % of state revenue, similar to Div. of Tourism.
Friends groups – adopt Pennsylvania or Tennessee model for more formalized structure with MOUs. Create statewide umbrella organization with facility-specific chapters, tie-in to Volunteer Program.
Re-evaluate fleet within six months, with recommendations for greater efficiency.
Re-evaluate operational efficiencies and implement immediate energy efficiencies.
Enforce “one membership in professional organization” policy.
Restrict purchase of food unless for public events (ie., no more food purchased for staff meetings).
Re-direct FTE/E&E to grant-writer or rely on Foundation or friends groups for grant writing.
Give free weekend camping at parks and tours at sites. This is a revenue loser and poses some reimbursement issues with the camping reservation service. In the past, DSP has distributed coupons to campers for a return visit. This could be done again.
Fleet leasing and/or the corporate sponsorship for vehicles and equipment. Iowa and Illinois have such agreements. Fleet expenses are a major budget item, and fleet management is considered a critical issue. However, this group did not feel prepared to advance the issue further.
Land acquisition strategies need to be further considered. This includes buffers & in-holdings, watersheds & viewsheds, easements and impending acquisitions (Mo State Penitentiary). This subject is the focus of another group.

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