Glendo State Park

Glendo State Park Story behind the performance Infrastructure: 22,000 acres  12,000 acres of water  10,000 acres of land 40 + miles of hiking/biking trails 36 Restrooms 14 Group/Picnic shelters 20 Campgrounds 19 Electric Meters 544 Total Campsites 35 miles of roads  30 miles of gravel  5 miles of asphalt 7 Boat Ramps 5 Boat Docks 6 Water Systems 4.5 miles of waterline 2 sep c systems Sewer Lagoon RV Dump Sta on Boat Pump-out Dock 5 FTE 16 Seasonal Employees 2 Camp Hosts 2 Trail Volunteer Days/year 60 Volunteers for 800 hours 2014 Visita on—300,800 Opera ng Budget: $664,700 Revenue Generated: $423,800 Economic Impact: $9,735,000 EVENTS The cost explained: Emphasis is placed on maintaining a safe and clean park for the visitors while s ll protec ng the resource for future genera ons. As a result of this mission, the cost to manage the site is higher due to intensive visitor usage resul ng in increased labor, development and maintenance costs. Glendo State Park’s annual opera ng budget is $664,700 which includes salaries, benefits and general opera ng expenses. When you subtract salaries, benefits and fixed cost opera ng expenses, this leaves $127,000 for general opera on and maintenance. The annual cost of trash collec on and restroom pumping alone accounts for $68,000 per year. With Glendo State Park’s 300,000 visitors, 80% are non--resident which helps generate an economic impact of $9.7 million per year. Of the visitors, 93% have Glendo as their des na on. The park also generates $423,000 per year in fee revenue. Glendo’s revenue is the largest of any within Wyoming State Parks. Glendo is one of the state’s best walleye fisheries and brings people in from all over the region and host seven fishing tournaments per year. This visitor base helps to grow Wyoming’s economy from the purchases of supplies and goods from local businesses within our communi es. *7 Fishing Tournaments a year *2015 Trail Fes val with Ra lesnake roundup bike race. *Wake board club compe on and event. EDUCATION *Beginner mountain biking classes. *Supported University of WY weed study. *Supported University of Wisconsin geology tour. EFFICIENCY *Insulated shop at hq with spray in in‐
sulation *Replaced hvac and water heaters with more efficient systems. *Added energy efficient window blinds. Hot Springs State Park Story behind the performance Infrastructure: 40 acres of maintained turf 50 flower beds 11,628 flowers planted annually 8 acres natural areas maintained Maintain volunteer worker campsite 450 trees 1,560 irriga on heads 1 mile river corridor 20 buildings 5 shelters 10.5 miles of fence includes buffalo pastures 11 miles of road, 8 plowed during winter months 1 mile of sidewalk/plowed 1,458 feet of boardwalk Trail/5.6 miles 83,715 feet of water lines (mineral and irriga on) 3 playgrounds 6 bridges 31 park benches 4 fountains 2 statues 19 leases Bison—Ranching Opera on for 12‐20 animals State Bath House:  Open 365 days per year  Average 30,000 a endance/year Legend Rock State Petroglyph Site  Maintenance of gravel road  Visitor Center & Restroom  Three buildings, 2,066 feet of trail  11,863 Visitors in 2014 The cost explained: 7 FTE 5 Seasonal Employees (2 year round seasonal) 1,910 volunteer hours 2014 Visitors—1,821,000 Opera ng Budget: $710,000/yr Revenue Generated: $51,600/yr Economic Impact: $70,800,000/yr EVENTS: Hot Spot Car Rally Folk Fes val 4‐6 running events Boy Scout Jamboree Kiwanis Cra Fair Pageant Days Relay for Life All Class Reunion Weddings Family Reunions Go sche Sand Volleyball Tournament EDUCATION: Geology tours History tours Legend Rock tours Bison tours Efficiency: ‐Installed LED lights throughout ‐Installed new efficient meters and valves on mineral water lines ‐Updated irriga on system’s efficiency HSSP is open year round and is the most visited park in the system with 1.8 million visitors in 2014!! That equates to 257,000 visitors per full‐ me employee! We are known for hot mineral water, bison and a beau ful se ng, with green grass, an awesome tree canopy and magnificent flower displays!! The economic impact of this park is es mated at $70.8 million. The park is not allowed to charge fees by statute, but still brings in a small amount of revenue ($51,600) from the four concessions operations. The annual budget is $710,000 which includes salaries and benefits as well as the cost to operate the park. Fixed costs such as, vehicles, contracts & u li es equal $115,500 per year. Seasonal salaries is $72,000 which leaves $54,500 per year for an opera on budget! It is a unique se ng located within the city limits of Thermopolis and several private busi‐
nesses’ thriving within our boundaries! Medicine Lodge State Archaeological Site Story behind the performance 1 FTE
A ributes:
35 acres
2 seasonal staff
 Na ve American rock art da ng
more than 2,000 y/o
5 Volunteers for 2015:
520 total hours
 1/2 mile riparian area creek access
 27 individual campsites
1 Friends Group
 Large group camping area
2014 Visita on: 32,070
(30% increase over 5yr avg.)
 Only State Archaeological Site
 13 buildings/structures
Opera ng Budget: $138,000/yr
Revenue Generated: $22,500/yr
Economic Impact: $482,000/yr

 EPA registered public drinking wa‐
ter system—Cer fied Personnel
 2 Sewer Systems
 Access to tens of thousands of
acres of adjacent public land
 Public horse corrals

 Only Wyoming State Park with
Na onal Weather Service
“StormReady Community” cer fica‐
on
The cost explained: Medicine Lodge is the only true cross between state historic site and recrea on
based state park in our system and is open year‐round. It is the only state park
camping facility operated by just one permanent employee and has the lowest op‐
era ng cost per visitor ra o of any staffed state historic site. In addi on, Medicine
Lodge has the highest percentage of cost recovery through revenue of any staffed
state historic site. No day‐use fee is charged and only camping fees are collected.
High visita on at the site in combina on with its 35 acre size creates an intensive
maintenance demand. To demonstrate how busy Medicine Lodge is compara vely,
annual revenue per campsite is $836 (without any day‐use revenue) which is high‐
er than Boysen, Guernsey, Keyhole, and Seminoe State Parks (which all collect day‐
use fees). The site’s economic impact is es mated at $482,000.
The 2014 opera ng budget is $138,000. Between 2010 and 2014 Medicine Lodge
incurred a 20% overall O&M budget cut. In 2014, 64% of opera ng expenses were
permanent staff costs. 89% of the available total O&M budget ($44,900 of
$50,300) was spent on fixed costs (u li es, MVMS, etc.) and seasonal staff wages,
leaving 11% ($5,400/yr) to spend on all repairs, tools, parts, and supplies.
Since 2010, staff have increased their work load in order to con nue to provide
crucial services such as maintenance, law enforcement, public safety, and interpre‐
ta on and outreach. Medicine Lodge is a regional hub for cultural and recrea onal
opportuni es in the Big Horn Basin and o en works with the BLM, Wyoming G&F,
USFS and others.
Events
Annual events
America’s State Parks First Day Hike Kids Outdoor Day Arbor Day Tree Plan ng Meeteetse Museums Guided Tour Outdoor Skills Clinics An que Tractor Parade Father/Son Campout Educa on & Outreach 2015
8 school tours, 500+ kids Cody High School Career Fair presenta on Northwest College Outdoor Educa‐
on & Recrea on Leadership Pro‐
gram presenta on Archaeological tours by Sacred Sites Research Efficiency
Replaced gas opera on irriga on pumps with electric pumps Installed energy efficient windows & ligh ng U lizes frequent energy audits to improve energy efficiency Wyoming Territorial Prison Story behind the performance 4 FTE 5 seasonal employees 1 intern 142 Volunteers for 2015: 3,322 total hours 1 Friends Group 2014 Visitors 28,361 (April 1—Oct 31) Opera ng Budget: $469,370 Revenue Generated: $69,400 Economic Impact: $826,000 Infrastructure: 197 acres  wetlands  prairie uplands  Laramie River riparian area  2 miles of trail systems 29 buildings (includes historic 23,587 sq. . Prison) RV Dump Sta on 7,000 of water, sewer, natural gas, electrical , telephone lines 5,740 of irriga on water lines HVAC 60 heat pump wells (propylene-glycol) through 13 furnace/air condi on units. Elevators (3) Security systems Fire Suppression systems The cost explained: Emphasis is placed on providing high level of services while keeping access to the historic site affordable for all ci zens. As a result of this mission, the cost to manage the site is higher due to intensive visitor usage resul ng in increased labor, development and maintenance costs. WTPSHS $469,370 annual opera ng budget seems adequate, however, staff salaries and benefits account for $274,916. A er fixed costs like seasonal employee salaries, u li es, MVMS charges and maintenance contracts are encumbered, the site is le with $54,591 annually for equipment repair, infrastructure repair, historic structure repair, natural resource management, supplies, exhibit development, educa on and special event programing. During the last 2 rounds of budget cuts this site incurred a 10% reduc on and during the last biennium management shi ed $10,000 from WTPSHS budget to a recrea on based water park. Compared to the annual economic impact of $826,000 for the local community, WTPSHS revenue of $69,433 is nominal. The quality of WTPSHS educaonal programming and special events have resulted in strong community support of WTPSHS. For instance the 2015 Kid’s Pumpkin Walk event held on Saturday October 3, had over 2,200 people a end the 4 hour event. Events Annual events
Love Behind Bars—Valen ne event Spring Explora on—EE week Wyoming Statehood Celebra on Kids’ Earth Science Camps Archaeology Fair Kids’ Pumpkin Walk Jingle Cells  Dark Cells: Prison night tours Educa on 2015 42 Schools —curriculum based tours Elementary/homeschools High Schools Community Colleges University of Wyoming 15 Group Bus Tours from across U.S. and Germany Efficiency  Upgraded water system meters $2,900/month savings  Installed LED ligh ng throughout site $2,650/month savings Fort Bridger State Historic Site
Infrastructure
Historic Hub of Trade and Travel
 37 Acres-Meadows, Aspen
Groves, Historic Pines and
Groshon Creek
4 FTE
10-15 PT Seasonals
1 SCA Intern
1 Resident ghost
 49 Buildings/Structures
Including:
5,800 sf Museum
32 Historic Structures
9 Modern Structures
5 Replica Structures
2 Seasonal Housing
Trailers
FEMA Housing Trailer
Carter Cemetery
Statue of Jim Bridger
Monuments and
Interpretive Signs
2 Friends Groups
MOA for Archaeological Services
202 Volunteers: 8362Hours in
2015
58,433 Visitors
Operating Budget: $369,000/yr
Revenue Generated: $26,000/yr
Economic Impact: $1,900,000/yr
Annual Events
 Numerous Historical
Building Foundations
 ADA Accessibility
 3/4 mile ADA paths
 Braille Signs
 Burglary and Fire Systems
 Town water, sewer, gas,
and electric
 7 Furnaces
 3 On-Demand Gas Heaters
 3 Electric heating systems
 Satellite Sites:
Piedmont Kilns, Names Hill,
Granger Stage Station
 First Day Hike
The Cost Explained
Our Mission is to provide the highest quali‐
ty experience for the largest number of people over the longest period of me while maintaining the integrity of the Fort Bridger State Historic Site. Its history spans an even ul century from Moun‐
tain Man, Jim Bridger, to Judge Carter and the US Army, to the westward movement of emigrants and Mormon pioneers, to the evolu on of cross country roadways from the Oregon Trail to the Lin‐
coln Highway. The site is rich in cultural heritage and is easily accessible—just 2.5 miles off I‐80 in southwestern Wyoming. Fort Bridger’s annual opera ng budget is $369,000 which includes salaries/
benefits, and standard opera ng expenses. The annual maintenance budget averages $45,000 and the annual FIXED costs now exceed $31,000. That leaves $14,000 per year for maintenance of the above men oned buildings, the Museum, special events and programs and the satellite sites. Annual seasonal worker 100 series funding is $60,000. This is supplemented by dona ons from the two Friends groups totaling just over $26,000 per year. Wage costs to run the Museum, Fee Collec on, Interpreta on, special events and the Rendezvous total over $90,500. The difference has been made up by permanent staff to avoid reduc‐
ing visitor services —resul ng in a huge backlog in administra ve, site improvement, and curatorial work. In this budget there is no room for error, for emergency costs or for reduced funding without a nega ve impact on visitor services, and historic structure care.  AMM Rendezvous
 Easter Egg Hunt
 Memorial Day Flag Raising
Ceremony
 Pony Express Re-Ride
 4th of July Kids Xtreme
 Museum Traveling Exhibits
 Mtn. Man Rendezvous
 Cross Country Meet
 Halloween Tours
2015 Education
 Living History Class taught
by staff at Valley Learning
Center
 20+ School Tour Days
53 — 4th Grade
2 — Homeschool Tours
 WCC Educational Tour
 Uinta County Leadership Institute Tour
 4 Tour Bus Groups
 Student Mentoring Day for
Business Leadership Network
 CES Pioneer Trails Work-
shop
Efficiencies
 Installed LED bulbs throughout the museum
Historic Governors’ Mansion Story behind the performance Infrastructure: 1 acre  grounds  flower beds  sprinkler system Historic House Museum  11,850 sq. feet furnished   Ar fact Collec ons Permanent - 1335 objects Teaching - 1009 objects Christmas - 1650 objects Historic Carriage House  1,980 square feet Security system Fire Alarm system 1 FTE 2 Seasonal Employees 75 Volunteers 820 total hours donated to events, exhibits and house maintenance 1 Founda on Group 2014 Visitors 10,413 Opera ng Budget: $114,000 Revenue Generated: $100 Economic Impact: $446,000 Events The cost explained: Emphasis is placed on providing high level of visitor experience and keeping access to the historic site for all ci zens 10 months out of every year. As a result of this mission, the annual budget is $113,871.95. This budget includes $98,896.95 for staff salaries and benefits, leaving day to day opera ons nearly $15,000.00. This money is available for u li es, equipment, historic repairs, supplies, exhibits and educa onal programming. There are no MVMS or large equipment repairs. Over the last 5 years, there has been a 65% increase in visita on and an increase in public and educa onal programming with no significant increase in opera ons budget. The site has a community economic impact of $446,000, but brings in minimal revenue for the system. Our strength is our high quality programming, site availability to the public and our and special events. These have created strong community support for the site, leading to increased visita on and community support. Easter Egg Hunt  Mother’s Day Brunch and Tea Founda on Fundraiser  Wyoming Day Celebra on  Tinsel Through Time Recep on  Children’s Holiday Tea (2) Evening At the Mansion (3) Adult Holiday Presenta on Educa on 2014 1700 Toured through curriculum based tours Elementary/homeschools High Schools Community Colleges University of Wyoming Bus and Adult Tours 
Efficiency  CFL and LED ligh ng used where appropriate.  Boiler turned off May to Mid-October. Various opera onal efficiencies. Long Term Concession
Management
Presentation to the
Travel, Recreation, Wildlife, and Cultural Resources Joint Interim Committee
November 9 & 10, 2015
Casper, Wyoming
Introduction
State Parks and Historic Sites are an important provider
of tourism opportunities and stimulate local economies
The distinction between private and public facilities is not clear to
visitors – This can impact experience and opinion!
Strategic Plan (SOAR) Goals
•
•
•
Provide a safe, enjoyable and
rewarding environment for our
visitors.
Ensure property, facilities and
equipment are maintained at a
level that enhances safety,
ensures security, maximizes
equipment and facility lifespans,
while meeting public expectations.
Ensure concessionaires are
responsible, financially viable, and
accountable to and supportive of
the Agency’s goals and mission.
Concessions History - Future
Concession Rules Filed
Through Administrative
Procedures Act
Hot Springs Reserve
Established
1999
1897
Hot Springs Reserve
Bill Approved
State Parks
Commission Created
1899
1937
Board of Charities &
Reform Established
Lease Rules
Committee Formed
to Review Rules
2003
Statewide Concession
Master Plan Completed
11/8/13
Implementation of
recommendations begin
SS 36-4-110 Authorized
Concession Operations
1953
1899
1897
1910
1923
1936
1949
1962
1970
1988
2000
2013
2013‐
future
Today
New inspection forms developed and are being
used; diligent follow up from inspection findings;
regular meetings with staff and concessionaires;
drafting RFP’s for appraisals and concession
operations for three marinas; MOU with
Reclamation being negotiated.
CONCESSION LOCATIONS
STATE LAND
VS.
FEDERAL LAND
 Concession Manual rules apply
 Concession Manual rules apply
 Department Rules and
Regulations
 Department Rules and
Regulations
 Hot Springs Concessions
Located On State Land
 Bureau of Reclamation
Concession Management
Guidelines per the Agency
MOU which expires 2017
 Marina concessions located on
federal land
Long Term Concession Leases
Hot Springs State Park
• TePee Pools, Inc.
• Star Plunge
• Big Springs Spa, Inc. –
Days Inn (formerly
Holiday Inn)
• Wyoming Resorts, LLC –
Best Western (formerly
Plaza Hotel)
Marinas
• Double H Inc. (Boysen
State Park)
• Hall’s Marina (Glendo
State Park)
• JPC Keyhole, LLC
(Keyhole State Park)
DOUBLE H, INC. –
BOYSEN STATE PARK
 Effective Date of Lease:
January 15, 1986
 Lease Termination Date:
May 27, 2017
 2% of gross revenues
annually to Agency


$1000 minimum payment
2014 Payment $4,921.45
 Permitted Activities:
 Trailer Park
 Motel
 Boat Docks, Repair, Sales,
Storage, Rental, and
Mooring
 Café, Groceries, and
Sundries
 Restroom & Shower
 Camp Sites
 Fishing Tournaments
HALL’S MARINA –
GLENDO STATE PARK
 Effective Date of
Lease: December 1,
1989
 Lease Termination
Date: May 27, 2017
 2% of gross revenues
annually to Agency
 $200 minimum payment
 2014 Payment $10,092.32
 Permitted Activities:
Trailer Park
Motel
Boat Mooring, Repair,
Storage, and Rental
Sale of food, drink,
groceries
Fishing Tournaments
JPC KEYHOLE LLCKEYHOLE STATE PARK
 Effective Date of
Lease: July 2, 2008
 Lease Termination
Date: May 27, 2017
 3% of gross revenues
annually to Department
 2014 Payment $15,510.02
 Permitted Activities:
Water slip Craft Rentals
Prepared Foods
Camping Cabins
Motel
Boat Docks
Boat Repair and Sales
Mobile Home/Trailer
Space Rental
Campsite w/electricity
DAYS INN–
HOT SPRINGS STATE
PARK
 Effective Date of
Lease: October 17,
1971
 Lease Termination
Date: October 16, 2011
40-year renewal option
In negotiation
 Maximum Annual
Payment of $9,000
 Permitted Activities:
Hotel/motel complex
Health Club Facility
Racquet Ball Courts
Mineral Water Tubs
Steam Room
Meeting Facilities
Restaurant and Lounge
BEST WESTERN–
HOT SPRINGS STATE
PARK
 Effective Date of
Lease: January 1, 1998
 Lease Termination Date:
December 31, 2043
 2% of gross revenues
annually to Agency
 2014 Payment $18,915.23
 Permitted Activities:
Hotel
Outdoor Swimming Pool
Outdoor mineral hot tub
TEPEE SPA–
HOT SPRINGS STATE
PARK
 Effective Date of Lease:
 July 5, 2012
 Lease Termination Date:
 December 31, 2047
 .5% of Gross Income for lease
payment and .5% of Gross
Income to reinvestment to
facility Annually to Department
 2014 Payment $1,828.22
 2014 Reinvestment $1,828.22
 Permitted Activities:
 Hotel
 Outdoor Swimming Pool
 Outdoor mineral hot tub
 Swimming pool or pools
 Recreation complex
STAR PLUNGE–
HOT SPRINGS STATE
PARK
 Effective Date of
Lease: April 3, 1958
Lease Addendum:
February 10, 1989
 Lease Termination
Date: April 2, 2008
Month to month
 1% of Gross Income
Annually to Department
 2014 Payment $5,869.55
 Permitted Activities:
Plunge Bath House
Snack Bar
Souvenir Counter
Allied Facilities
Current Process
Implementing statewide comprehensive plan
recommendations
Concession Rules from 1999 are being reviewed
and adjusted
New inspection process with diligent follow up on
recommendations
Decisions on expired leases
Incorporate future plans for concessions into
updated State Park Master Plans
HSSP Master Plan being finalized
Explore new private enterprise opportunities
Work on either new RFP for marinas or
implement other ideas.
WYOMING STATE PARKS, HISTORIC SITES & TRAILS FIELD SUPPORT SECTION Field Support Section – Darin Westby, P.E., Section Chief
 5 Departments providing statewide support of all Parks/Sites
o Administration, Construction/Engineering (C&E), Central Construction Office (CCO),
Planning/Grants (P&G), Concessions/Revenue (C&R)
 18 people currently but hopeful for 2 more at CCO
 Overall Field Support Section Biennial Budget
o $2,178,864 – 0100, 0200 & 0900 Series – 11.8% of SPHS Budget ($18,420,003)
 $1,799,564 – 0100 Series; $379,300 - 0200/0900 Series
 Nearly $12M/biennium in construction funds management
 $2.7M/biennium in grants given
 All but 3 employees work out of Cheyenne. CCO is in Shoshoni
 Operationally, we try to run this Section as a private consulting firm
o We work off of the Client/Consultant management model
 Know who your client is, know their needs and try to stay in front of them and get them
what they need before they know they need it.
o Our clients are mostly in the field, but that changes by the minute in this office
 Due to staffing budgets, everyone has dual role duties
o eg: Lisa (Accountant/Project Manager Assistant); Todd (P&G Manager/Planner/Cultural
Specialist/Historic Restoration Consultant); Mabel (Senior Planner and Interpretation
Specialist); Ashley (Volunteer/Youth Program Coordinator); Julie (C&R
Manager/Concessions Manager); Stephanie (Fee Program/Cabin Lease Contract
Coordinator); Tasha (Trails Fees/Reservation Coordinator); etc.
Administration - $384,650 - 0100 Series; $19,000 - 0200/0900 Series Budget
 1 Chief of Field Support, 1 Financial Assistant / Project Manager Assistant to keep us all
straight
Page 1 of 2 WYOMING STATE PARKS, HISTORIC SITES & TRAILS FIELD SUPPORT SECTION Construction & Engineering (C&E) - $448,738 - 0100 Series; $45,000 - 0200/0900 Series Budget
 1 C&E Manager/Engineer/Project Manager, 1 Engineer/Project Manager & 1 Landscape
Architect/Project Manager
o Project Managers balance roughly 45 projects/project manager
 Oversee nearly $6 million/year in projects
o Fees/Motorboat Gas Tax (MBGT)/Major Maintenance (MM)/State Park Roads
(SPR)/Federal Funds (Bureau of Reclamation Title 28), Land & Water Conservation Fund
(LWCF), Recreation Trails Program (RTP)) & nonfederal grants
 Projects range from roads/bridges to historic restoration and everything in between.
o Project size varies from small $1,500 to very large (several million $) projects
Central Construction Office (CCO) - Salaries paid in 0450; $1,500 – 0100 Seasonal Budget;
$100,000 - 0200/0900 Series Budget
 Operate out of Shoshoni (Center of State)
 1 CCO Supervisor/Project Manager; 2 Statewide Project managers
 High quality craftsman/restoration construction/niche construction, Monuments and Markers
Program w/ State Historic Preservation Office (SHPO) & Quality control of projects
Planning & Grants (P&G) - $608,276 - 0100 Series; $55,000 - 0200/0900 Series Budget;
$100,000 – 0900 Series Budget for Wyoming Conservation Corps
 1 Planning & Grants Manager/Planner, 1 Senior Planner, 1 Grant Specialist,
1 Volunteer/Youth Coordinator, 1 Geographical Information System Specialist
 Planners: Oversee all of the planning efforts (Master Plans, Statewide Comprehensive
Outdoor Recreation Plan (SCORP), Environmental/Cultural reviews and planning), Visitor Use
Collection, Site Criteria Assessment Coordination
 Historic Preservation: Assist in all preservation in coordination with Construction/Engineering
 Cultural Resources: Coordinate with all projects in relation to National Environmental Policy
Act (NEPA)
 Grant Specialist: Administer Recreation Trails Program ($1 million/year), Land and Water
Conservation Fund ($250k/year), Motorboat Gas Tax ($100k/year)
 Volunteer/Youth Coordinator: Volunteer coordinator for our Parks/Sites / Youth coordinator to
get youth outside recreating
Concessions & Revenue (C&R) - $356,400 - 0100 Series; $63,300 - 0200/0900 Series Budget
 1 C&R/Concessions Manager, 2 Fee Program Coordinators, 1 Contract Coordinator
(cabins/leases/easements/special use), 1 Seasonal Customer Service Representative
 C&R/Concessions Manager: Oversees contracts of all concessions in our system. Seven
long term concession contracts (2 hotels, 2 pools, 4 marinas) and over 60 short term
concession contracts per year.
 Fee Coordinators: Coordinates all fee programs & selling vendors (Park/sites, Snowmobile,
ORV). Oversight of over $7 million in fees per biennium
 Cabin Lease Coordinator: Coordinates all cabin lease contracts and oversight
 Reservation Coordinator: Coordinates reservation company contract and field coordination.
Nearing 500 campsites, 4 cabins and 7 yurts on reservation system.
 Contract Coordinator: Coordinates over 130 contracts (Special Use Permits (Short/Long term,
Special Events, Easements, Memorandum of Understanding/Agreements, etc.).
 Customer Service: Front line service (calls/in-person); sells permits, direction of HQ visitors,
assists rest of department and Division on special projects
Page 2 of 2