EXECUTIVE  SUMMARY     The  Arizona  State  Parks  Board  (ASPB)  was  created  in  1957  as  a  government  agency  with  the   purposes  and  objectives  to  include  acquiring,  preserving  and  maintaining  areas  of  natural   features,  scenic  beauty,  and  historic  and  scientific  significance,  pleasure  recreation  and  health  of   Arizona’s  people.           In  the  last  56  years,  32  parks  have  been  added  to  the  State  Parks  system,  a  host  of  grant   programs,  and  the  State  Historic  Preservation  Office  have  been  added  to  the  agency’s   responsibilities.           Federal  grant  programs  added  include  managing  the  Land  and  Water  Conservation  Fund  and  the   Recreational  Trails  Program  as  well  as  the  Federal  Historic  Preservation  Fund.    There  are  more   than  2,000  State  and  Federal  grants  that  have  been  awarded  over  40  years  that  must  be  managed   by  the  Arizona  State  Parks  department,  some  in  perpetuity.      The  State  Lake  Improvement  Fund,   Heritage  Fund  (unfunded  in  2009),  Law  Enforcement  and  Boating  Safety  Fund  (transferred  to   Game  and  Fish  in  2011),  and  the  voter  protected  Land  Conservation  Fund  (no  longer  funded).         The  Arizona  State  Historic  Preservation  Office  (SHPO),  a  division  of  Arizona  State  Parks,  assists   private  citizens,  private  institutions,  local  governments,  tribes,  and  state  and  federal  agencies  in   the  identification,  evaluation,  protection,  and  enhancement  of  historic  and  archaeological   properties  that  have  significance  for  local  communities,  the  State  of  Arizona,  or  the  Nation.  The   role  and  function  of  the  SHPO  is  defined  in  both  state  law  (Arizona  Historic  Preservation  Act)  and   federal  law  (National  Historic  Preservation  Act,  as  amended.)       OVERVIEW  OF  THE  ARIZONA  STATE  PARKS  BOARD     The  Arizona  State  Parks  Board  is  a  state  government  agency  specifically  set  up  in  1957  by  the   legislature  to  enhance  the  economies  of  rural  Arizona  while  also  protecting  Arizona’s  most   precious  historic  and  natural  resources  that  now  attract  2.2  million  visitors  each  year.           Legislators  calculated  in  1957  that  while  many  of  Arizona’s  rural  economies  were  struggling,  the   natural  attractions  of  the  state  could  sustain  those  rural  economies  by  enhancing  the  hospitality   and  tourism  industries.      Regions  of  the  state  with  many  State  Parks,  such  as  the  Verde  Valley,   have  robust  hospitality  industries  that  are  growing  and  pouring  millions  of  dollars  into  those   economies.    It  was  estimated  in  an  NAU  Hospitality  Economic  Impact  study  that  Arizona’s  State   Parks,  with  its  2.2  million  visitors  support  3,300  jobs  and  $266  million  in  economic  impact  for   rural  Arizona  every  year.    City,  County  and  State  governmental  entities  benefit  from  the  $44   million  per  year  in  revenues  to  their  General  Funds  from  these  visitors.       Unfortunately  starting  in  2009,  the  agency’s  strategic  models  for  growth  for  rural  Arizona  were   turned  back  due  to  the  loss  of  millions  of  dollars  in  enhancement  funds  to  the  agency.    In  the  last   four  years  the  agency  has  had  three  agency  directors  and  a  loss  of  many  of  the  experienced  long-­‐ term  staff  at  all  levels.  New  priorities  for  the  strategic  direction  of  the  agency  are  being   formulated  as  the  agency  is  re-­‐directed  to  operate  under  new  funding  sources.         2   Long-­‐range  planning  for  the  agency  also  remains  complicated  due  to  the  overall  uncertainty  of   the  state’s  economic  and  budget  projections.    The  agency’s  present  strategic  plan  was  approved   by  the  State  Parks  Board  in  October  of  2010  after  $85  million  in  fund  sweeps  to  city/town  grant   programs  for  outdoor  recreation  and  a  reduction  of  State  Parks  operating  funds  to  one  half  of  its   previous  operating  budget.     After  extensive  studies  of  Arizona’s  State  Park  management  and  comparisons  made  of  strategic   operations  to  other  states,  the  concept  of  wholesale  privatization  of  Arizona’s  State  Parks  would   not  be  as  profitable  as  most  evaluators  first  thought.    It  was  determined  that  the  concept  of   whole  park  3rd  party  operation  must  result  in  the  increase  in  net  revenues  and  a  reduction  of  net   costs  while  maintaining  the  same  level  of  service  to  the  public,  but  this  outcome  was  not  being   offered  by  any  private  partner  proposal.         This  is  an  obstacle  for  other  park  systems  across  the  nation  as  well  as  most  of  which  have   General  Fund  support  for  operations.    Private  partnerships  have  not  proven  to  improve  a  State’s   income  enough  to  wipe  out  the  need  for  General  Fund  allocations.      Many  other  states  are  also   seeking  sustainable  funding  sources,  such  as  Recreational  Vehicle  (RV)  license  plate  fees.           Arizona’s  sharp  reductions  in  park  operating  hours  and  the  signing  of  19  different  partnership   agreements  for  smaller  historic  parks,  resulted  in  the  system  earning  a  positive  ‘margin’  of  $1.7   million  for  FY  2012.  Overhead  reduction  strategies  for  parks  included  several  parks  with  high   operational  margins  and  many  with  continuing  operating  deficits.    Based  on  indications  of  the   range  of  revenue  shared  funds  received  by  private  operators  of  camping  facilities,  (mostly   federal  such  as  the  U.S.  Forest  Service)  it  is  not  yet  clear  that  the  State  would  obtain  a  net   revenue  margin  of  $1.7  million  after  sharing  revenues  with  private  operators.     In  December  2010  the  agency  examined  the  possibility  of  “whole  park”  concessions,  or   operational  transfers  to  the  private  sectors,  which  included  the  issuance  of  a  Request  for   Information  to  potential  3rd  party  operators.    However,  because  most  of  Arizona  State  Park  land   is  under  lease  with  the  Bureau  of  Land  Management,  park  revenues  would  not  be  allowed  to  be   transferred  to  private  operators  rather  than  go  back  into  the  State  allocations  for  these   recreational  lands.  The  agency  is  continuing  to  explore  approaches  to  expand  on-­‐park   concessions  for  new,  noncompetitive  local  services  provided  by  the  private  sector.         The  primary  customers  of  Arizona  State  Parks  include  2.2  million  visitors  to  rural  Arizona,  the   counties,  cities  and  towns  that  receive  outdoor  recreation/historic  preservation  grants,  and   many  federal,  state,  county  and  municipal  agencies  that  request  historic  and  archaeological   consultation.    The  agency  is  proud  of  the  level  of  customer  service  it  provides  to  visitors  from   Arizona  and  around  the  world.    Visitor  surveys  always  show  more  than  a  95%  approval  of   customer  service.    The  agency  continues  to  develop  its  most  important  partners,  approximately   2,000  volunteers  that  help  staff  manage  parks  and  monitor  archaeological  sites  for  many  land   management  agencies.     Core  services  provided  by  this  agency  include  protection  of  the  public  health  through  the   management  of  drinking  water  wells,  and  sewage  treatment  facilities  with  many  parks  serving  as   small  villages  in  rural  locations.    Park  rangers  are  law  enforcement  officers,  wildland  firefighters,   pesticide  applicators,  interpreters,  business  managers,  historic  preservationists,  and  wildlife   managers  on  the  state’s  62,000  acres  of  natural  resource  lands.       3     Program  managers  for  the  Recreational  trails  systems  provide  grants  and  monitoring  of   development  of  the  most  spectacular  900  trails  in  the  non-­‐motorized  trail  system  and  grants  to   the  motorized  professional  trails  builders  who  protect  and  preserve  lands  by  signing  new  trails   and  mitigate  damage  from  off-­‐highway  vehicle  users.     Arizona  State  Parks  is  organizationally  comprised  of  the  Director’s  Office  and  two  divisions  with   seven  chiefs  of  staff  within  those  divisions.    In  addition  to  providing  strategic  direction  and   operational  guidance  for  the  agency,  the  Director’s  office  also  includes  the  Deputy  Director  of   Administration/Finance  and  the  Deputy  Director,  Parks  Operations  and  Development  who   oversee  the  State  Parks  system,  seven  chiefs,  managers  within  those  sections,  and  the  State   Historic  Preservation  Office.    The  Arizona  State  Historic  Preservation  Office  (SHPO),  a  division  of   Arizona  State  Parks,  assists  private  citizens,  private  institutions,  local  governments,  tribes,  and   state  and  federal  agencies  in  the  identification,  evaluation,  protection,  and  enhancement  of   historic  and  archaeological  properties  that  have  significance  for  local  communities,  the  State  of   Arizona,  or  the  Nation.  The  role  and  function  of  the  SHPO  is  defined  in  both  state  law  (Arizona   Historic  Preservation  Act)  and  federal  law  (National  Historic  Preservation  Act,  as  amended.)         4         MISSION   Managing  and  conserving  Arizona’s  natural,  cultural  and  recreational  resources  for  the   benefit  of  the  people,  both  in  our  parks  and  through  our  partners.     VISION     Arizona  State  Parks  is  indispensable  to  the  economies,     communities  and  environments  of  Arizona     VALUES    The  values  that  guide  the  and  direct  behavior  of  employees:                    Dedication,  Stewardship,  Leadership,  Innovation,  Partnership,  Pride             5   GOAL  1    RESOURCES  –  SUSTAINABLE  MANAGEMENT  STRATEGIES   Strategic  Issue  1:    Keep  State  Parks  open  throughout  an  agency-­‐wide  funding  crisis   Strategic  Issue  2:    Standardize  the  Information  technology  structure     GOAL  2    VISITORS    –  SAFE,  UNIQUE  EXPERIENCES   Strategic  Issue  3:    Efficiently  process  grants  projects,  documents   Strategic  Issue  4:    Increase  training  in  natural,  cultural  resource  management   Strategic  Issue  5:    Provide  agency  staff  with  a  challenging,  safe  environment   Strategic  Issue  6:    Managing  100-­‐year-­‐old  facilities  with  $202  million  in  capital  backlogs   Strategic  Issue  7:    Improve  uniqueness  of  special  events  and  marketing  to  attract  visitors   Strategic  Issue  8:    Manage  each  park  with  a  goal  for  them  to  become  “cost  neutral”     GOAL  3      PLANNING  –  STATEWIDE  NATURAL  RESOURCES     Strategic  Issue  9:    Compile  scientific/historical  data  to  improve  resource  planning   Strategic  Issue  10:  Manage  issues  in  the  $202  million  Capital  Improvement  Plan   Strategic  Issue  11:    Improve  agency  reports  on  program  management     GOAL  4      PARTNERSHIPS  –  PROMOTING  &  PRESERVING  COMMUNITIES       Strategic  Issue  12:    Enhance  and  update  the  State  Historic  Preservation  Plan   Strategic  Issue  13:    Collaborate  with  Federal,  tribal,  state  and  local  governments,   Strategic  Issue  14:    Implement  an  agency-­‐wide  community  relations  plan     Strategic  Issue  15:    Improve  Partnership  alliances  through  collaboration   Strategic  Issue  16:    Assist  stakeholders  in  search  for  agency  sustainable  funding     GOAL  5      COMMUNICATION  –  VISITORS,  COMMUNITIES,  AGENCIES     Strategic  Issue  17:    Enhance  marketing  strategies  for  increasing  visitation     Strategic  Issue  18:    Enhance  public  relations  and  media  plan  for  public  education   Strategic  Issue  19:    Enhance  internal  communications  strategies.               6   GOAL  1    RESOURCES  –  SUSTAINABLE  MANAGEMENT   STRATEGIES     Strategic  Issue  1         Keep  State  Parks  open  with  significant  agency-­‐wide  funding  reduction     Due  to  a  statewide  funding  crisis  and  the  fear  for  communities  that  the  agency  would  close  13   State  Parks,  the  agency  embarked  on  an  approach  to  build  partnerships  with  municipalities,   nonprofits  and  tribal  entities  to  find  financial  assistance,  in-­‐kind  assistance,  and  partnership   support.    Support  was  solicited  from  Mayors,  County  Supervisors,  nonprofit  leaders  and  other   community  leaders  who  understood  the  economic  crisis  closing  parks  would  cause.    This  support   must  continue  until  a  new  funding  source  is  available  to  keep  parks  open  and  operating.     Objective:   By  June  30,  2014  staff  will  review  all  State  Park  agreement  contracts,  rewrite,  and  renew   those  agreements  as  needed  with  municipal,  nonprofit  and  tribal  partners.       Strategies:    Agency  staff  seek  new  partnerships  to  help  find  sustainable  funding  for  State  Parks                    and  the  agency  from  many  sources.       A.    private  companies,  municipalities,  nonprofits,  NGOs,  Tribal  entities,  businesses   sponsorships     Performance  Measures:         A.    Number  of  Agreements  reviewed.     Deliverables:  FY  2013:    100%  of  agreements  reviewed,  rewritten  and  renewed.     Section  Responsible:    Operations     Strategic  Issue  2       Standardize  and  upgrade  the  Itinio  Information  Technology  (IT)  structure   Description:    Arizona’s  State  Parks  needed  a  professional  on-­‐line  reservation  system  to  enhance   visitation  and  revenues.    Most  software  systems  were  too  expensive  so  the  agency  contracted  for   a  less  expensive,  smaller  custom  system  designed  for  the  State  Parks  system.     Objective(s):         A.    By  June  30,  2014,  increase  reservations  in  the  Itinio  system  by  10%   B.    By  June  30,  2014,  upgrade  the  Itinio  system  to  include  all  parks.     Strategies:    Direct  IT  staff  to  work  with  outside  software  contractor  to  complete  all  revisions  on   the  software  system.  Train  staff  internally  to  use  the  Itinio  reservation  system.  Design  and   implement  new  upgrades  to  the  system  to  assist  in  increasing  visitation  and  planning  through   capturing  more  information  and  billing  for  more  specific  areas  on  the  parks.       Performance  measurement:       A.    Increased  on-­‐line  reservations  made  on  the  Itinio  system  by  10%   B.    Number  of  upgrades/new  systems  deployed         7   Deliverables:       June  2012:    15  camping  parks  plus  KCSP  tours  on-­‐line.  44%  reservations  on-­‐line.           June  2013:    23  parks  on-­‐line  plus  KCSP  tours.  47%  reservations  on-­‐line   June  2013:    11  upgrades  to  Itinio  system  designed  and  deployed               8   GOAL  2    VISITORS    –  SAFE,  UNIQUE  EXPERIENCES     Strategic  Issue  3       Efficiently  process  grants,  projects,  paperwork  and  documents  through  the  agency.     Objective(s):     A.      Process  at  least  10  major  grants  in  the  Partnership  section  by  June  30,  2014.   B.      Process  at  least  5  SHPO  nominations  for  National  Historic  Preservation  by  June  30,   2014.     Strategies:     Prepare  report  for  nominations  possible  in  FY  2013-­‐2014.       Develop  annual  calendar  for  grants  processing  by  December  2014.       Performance  Measurement:     A.    Number  of  major  grants  processed  in  FY  2014.         B.    Number  of  SHPO  nominations  for  historic  preservation.     C.    Number  of  deadlines  met  by  statute  for  nominations.     Deliverables:    FY  2013   6  -­‐  Growing  Smarter  grants       12  -­‐  RTP  Non  motorized  grants       8  -­‐  OHV/RTP  motorized  grants.           26  -­‐  grants  processed  FY  2013      18  -­‐  grants  processed  by  December  30  2012.        100%  deadlines  met  by  Natural  Resources  Section     SHPO:    100%  deadlines  met.         SHPO:    5  Arizona  National  Register  Nominations  listed  in  the  National  Register  of  Historic                            Places  from  12/31/12-­‐6/30/13.     Strategic  Issue  4   Increase  each  staff  member’s  knowledge,  skills  and  abilities  (KSAs)  through  training  and   professional  development  opportunities.     Objective:    By  October  15,  2013,  inform  each  Section  Chief  of  the  training  funds  available  to  offer   to  staff  to  increase  KSAs  in  each  section.    By  June  30,  2014,  15%  of  agency  employees  will   successfully  complete  one  training  class  or  professional  development.       Strategies   A.      Identify  funding  source  and  designated  amount  for  training/professional  development.   B.      Each  Section  Chief  will  annually  meet  with  employees  to  identify  needed       training/professional  development.   C.      Each  employee  will  identify  one  professional  development  opportunity  they  will   complete  in  FY  2014.         9     Performance  Measurement:     A.    Quarterly  measure  amount  of  funds  expended  for  training/professional  development.   B.    Annually  measure  number  of  employees  completing  training/professional   development.   C.    Annually  survey  employees’  perceptions  about  availability  of  training/professional   development  opportunities  and  supervisor’s  support.         January  2013  -­‐  Conducted  2012  agency  Employee  Survey.    73%  of  respondents  stated   that  additional  training  would  be  beneficial.         Deliverables:    Training  funds  expended  in  FY  2013  =  $28,  935.     Strategic  Issue  5   Provide  agency  staff  with  a  stimulating,  safe,  and  challenging  work  environment.     Objective:    Annually,  administer  two  formal  and  various  informal  employee  recognition   programs.         Strategies:   A.    Director  will  communicate  to  staff  that  all  recognition  should  be  sent  to  him  for  any       type  of  program,  staff  member  or  park.     B.    Director's  office  will  recognize  employees  formally  in  the  Arizona  State  Parks  Board   report.     C.    Employees  will  be  encouraged  to  apply  for  awards  that  become  available.     Performance  Measurements:   A. By  June  30,  2014  formally  recognize  eligible  employees  for  their   5/10/15/20/25/30/35  State  of  Arizona/Arizona  State  Parks  years  of  service.       B. By  June  30,  2014,  formally  recognize  agency  employees  nominated  and  selected  by   their  peers  for  9  different  awards.       C. By  June  30,  2014,  identify  other  informal  recognition  programs  that  were   implemented.           10   GOAL  2    VISITORS  –  SAFE,  UNIQUE  EXPERIENCES     Strategic  Issue  6   Increase  visitor  experience  and  revenues  through  new  facilities/programs.     Objective:    Complete  10  physical  and  programmatic  projects  per  quarter  that  will  increase   revenues  and/or  increase  visitor  experiences.     Strategies:     A.    Development  director  will  report  completed  projects  monthly  for  Board  report     B.    Park  managers  identify  projects/programs  that  increase  visitor  experience  monthly       on  Gemini  Server.         C.    Operations  staff  will  compile  data  showing  increased  revenue  for  each  new  facility     (through  reservation  system  data)     Performance  Measures:   A.    Quarterly  compilation  of  projects/programs  will  be  completed  and  posted  on  Gemini   in  Excel  format.       B.    New  physical  facilities  should  show  revenue  stream  increases  per  park  (ramadas,   group  areas,  special  projects)     Deliverables:  FY  2013:    56  projects  completed.    $2.9M         Section  responsible:    Operations     Strategic  Issue  7        Improve  uniqueness  of  special  events  and  marketing  to  attract  visitors       Objective:    Add  two  new  annual  events  to  the  parks'  special  events  that  will  increase  revenue  to   each  park  and  increase  visitors  to  the  each  park  by  10%.     Strategies:     A.    Identify  two  new  special  events  for  parks  by  December  31,  2013.     B.    Support  park's  efforts  for  new  events  to  be  rolled  out  before  June  30,  2014.     Performance  Measures:     A.    Identify  two  new  events     B.    Identify  increases  in  visitation  due  to  new  events     Deliverables:  FY  2013       Family  Campouts.    9  campouts,  Attendance:    297    Revenue:    $1,500     Camp  Verde  Pecan  and  Wine  Festival  with  Fort  Verde:  Attendance:  594    Revenue:  $2,376           FY  2013  –  Star  Parties  being  held  in  some  parks   FY  2014  -­‐-­‐-­‐  Star  Parties  being  held  now  scheduled  in  5  different  parks.       Section  responsible:    Operations     11   Strategic  Issue  8   Manage  each  park  with  a  goal  for  that  park  to  become  “cost  neutral”     Objective:    Reduce  overhead  and  increase  revenues  for  every  park  so  that  by  June  30,  2014  those   parks  will  become  “cost  neutral.”     Strategies:     A.    Identify  new  overhead  issues  that  can  reduce  costs  for  parks     B.    Identify  new  revenue  sources  for  parks.       C.    Incorporate  individual  gift  store  revenues  to  enhance  revenues     Performance  Measures:   A.  Parks’  revenues  analyzed  annually  to  ensure  they  are  cost  neutral.   B.    Parks's  overhead  reduced.   C.    Gift  store  monies  enhancing  individual  park  cost  neutral  status     Deliverables:     FY  2013:     A.    Parks  achieved  a  $1.1  million  park  level  operating  margin.     B.    Continued  usage  of  seasonal  employees  resulted  in  lower  overhead  costs.     C.    Gift  store  sales  increased  3%  to  a  record  $459,000.     Section  responsible:    Operations           12   GOAL  3      PLANNING  –  STATEWIDE  NATURAL/CULTURAL   RESOURCES       Strategic  Issue  9       Compile  scientific  &  historical  data  to  improve  natural  and  cultural  resource  planning  in  each   State  Park.       Objective:    Complete  a  scientific  data  inventory  by  June  30,  2014  for  each  park  to  help  plan  for   future  growth  and  limit  capacity  of  each  park.    Complete  a  historical  data  inventory  of  each  park   by  June  30,  2014  to  assist  in  future  park  management.     Strategies:   A.    Scientific  manager  will  oversee  collection  of  scientific  data  for  each  park     B.    Curator  will  update  and  report  on  historical  data  inventory  by  park.     Performance  Measures:   A.    Published  plan  of  scientific  data  by  park  by  June  30,  2014.   B.    Published  plan  of  historical  resources  by  park  by  June  30,  2014.     Section  Responsible:    Operations       Strategic  Issue  10   Update  and  manage  the  Short  &  Long-­‐Term  Park  Capital  Improvement  Plan     Objective:      Complete  10  new  facilities  projects  per  quarter  in  parks     Strategies   A.    Complete  plan  and  assign  funding.   B.    Start  planning  process  for  each  new  project  per  park.   C.    Assign  staff  projects  by  both  internal  and  external  contractors     Performance  Measures  and  Deliverables:   A.    FY  2012  -­‐  40  projects  identified  per  year  completed  in  the  parks.           B.    FY  2013:    56  projects  in  the  Capital  Improvement  Plan.    $2.9  M                         Facility  upgrades  completed  at  17  parks.   C.    FY  2014:  67  park  projects  projected  in  Capital  Improvement  Plan.  $3.7  M     Section  Responsible:  Operations/Development                     13   Strategic  Issue  11   Natural  Resources  Division:    Complete  grants,  reports  and  research  to  improve  program   management     Objective:    Complete  Annual  Employee  Survey,  Off-­‐Highway  Vehicle  (OHV)  Plan,  Marketing   Research  Plan,  by  June  30,  2014.    Distribute  approximately  $20  million  in  grants  to  communities.     Strategies   A.      Complete  Annual  Employee  Survey   B.      Collaborate  on  OHV  Research  project  with  Arizona  Game  &  Fish   C.    Complete  research  for  Marketing  Plan   D.      Hold  grant  workshops,  grant  evaluations  and  distribute  monies.     Performance  Measures  and  Deliverables:   A.    FY  2013  Research  completed:    SWOT  Analysis  ,  Agency  Employee  Survey   B.    FY  2013  Research  –  Marketing  Plan   C.    FY  2013  Research  –  Complete  planning  for  Visitor  Survey  due  in  FY  2014     Section  Responsible:    Natural  Resources    Division                     14   GOAL  4      PARTNERSHIPS  –  PROMOTING  &  PRESERVING   COMMUNITIES        Strategic  Issue  12   Enhance  and  update  the  State  Historic  Preservation  Plan     Objective:    Complete  2014  State  Historic  Preservation  Plan  update  and  follow  strategies   throughout  the  year  from  July  1  to  June  30,  2014.     Strategies:   A.    Hold  staff  retreat  in  to  implement  FY  2014  plan.   B.    Follow  goals  throughout  the  year  based  on  plan.   Plan  State  Historic  Preservation  Conference   Plan  Heritage/Archaeology  Month  and  Expo   Provide  preservation  review  compliance  throughout  the  year  and  outreach  to  broaden   certified  local  government  partners  and  Main  Street  communities.     Performance  Measures  and  Deliverables:   A.    FY  2013  -­‐  Completed  SHPO  plan   B.    FY  2013  -­‐  Completed  measurements  for  section  (no.  of  compliance  measures)   C.    Report  on  State  Historic  Preservation  Conference  successes  and  primary  areas  of                              improvement   D.    FY  2013  -­‐  Heritage/Archaeology  Month/Expo  event  report.   E.      FY  2013  -­‐  Number  of  compliance  requests  completed  quarterly.   100%  compliance  requests  completed  timely  by  June  30,  2013.    New  requests  completed:     1144    Expedited  requests  completed:    432     Section  responsible:  SHPO     Strategic  Issue  13   Collaborate  with  Federal,  tribal,  state  and  local  governments  to  promote  specific  agency  projects.     Objective:    Operations,  SHPO,  Grants,  Marketing,  Budget,  Human  Resources  will  each  complete  at   least  three  new  collaborative  projects  with  other  agencies  or  organizations  within  Arizona.    By   June  30,  2014,  each  section  will  have  identified  those  partnerships.     Strategies:   A.    Operations  will  work  with  Cities,  Chambers  on  Collaborative  projects.   B.    SHPO  will  coordinate  new  programs  with  Tribal  Liaison  governments.   C.    Grants  will  identify  new  entities  to  distribute  grants.   D.    Marketing  will  identify  new  advertising  projects/partners.   E.    Budget  will  identify  new  projects/partnerships  for  agency   F.    Human  Resources  will  identify  new  projects/partnerships.           15   Performance  Measures:     A.    Parks  Operations,  SHPO,  Natural  Resources,  Marketing,  Budget  and  Human  Resources                                will  report  quarterly  with  an  annual  FY  rollup.         Deliverables:  FY  2013     A.    HR/IT:    Implemented  State  of  Arizona  Personnel  Reform   the  ADOA  Managing  Accountability  and  Performance  System  (MAP)  and  Talent                              Acquisition  Employee  Recruitment  System.   B.    Procurement:    Continued  implementation  of  ProcureAZ   C.  Natural  Resources  Division:  RP&P:    Hired  new  grants  coordinator.   D.  Marketing/PIO  Marketing  partners:  (Tucson  Airport,  Gateway  Airport,  State  agencies,   Tucson  Conv.  Visitors  Bureau,  Arizona  Office  of  Tourism,  Arizona  Game  and  Fish,  Arizona   Highways)   E.    Operations:  Joining  and  participating  in  local  Chambers  programming.     Section  Responsible:  All  sections     Strategic  Issue  14   Implement  a  community  relations  plan  to  enhance  agency  positioning  throughout  FY  2014.     Objective:  Develop  relationships  with  organizations  to  partner  and  find  solutions  for   funding  the  parks  and  partnership  sections  of  the  agency.       Strategies:   A.    Develop  the  lists  of  organizations  ASP  is  partnering  with  on  projects.   B.    Start  to  implement  strategies  in  the  plan  to  accomplish  new  goals  for  2014.   C.    Monthly  reports  in  Director's  report  about  agency  successes.   D.    Monthly  article  to  the  media  as  a  column  about  ASP  successes.   E.    Review  possible  legislation  to  support  ASP  goals.     Performance  Measures:   A.    Number  of  partners  and  meetings  coordinated  to  support  parks.   B.    Media  coverage  with  monthly  columns.     Deliverables:   FY  2013  –  Joined  10  new  partner-­‐related  organizations   Director's  column  published  in  many  newspapers  statewide.   Partner  with  League  of  Cities  and  Towns   Set  up  meetings  with  many  new  partners  to  work  on  projects.   (Cox,  AZ  Geological  Survey,  Restaurant  Association)     Section  responsible:    PIO/Marketing                 16   Strategic  Issue  15   Create  Partnership  Alliances     Objective:    By  June  30,  2014  create  three  new  partnerships  with  major  statewide  and  national   organizations  who  will  partner  with  State  Parks  on  deferred  maintenance  and  new  projects.     Strategies:   A.    Find  a  Federal  partner  to  assist  with  $25  million  wastewater/water  ADEQ  issue   B.    Find  new  concessionaire  partners  to  help  build  revenues  in  the  parks   C.    Identify  private  companies  to  be  partners     Performance  Measures:   Number  of  new  partners  to  accomplish  strategies.       Deliverables:  FY  2013     1.    Hired  concessionaire  consultant  to  counsel  staff  on  best  practices.   2.    Engaged  political  consultants  to  provide  information  on  revenue  streams.   3.    Congressional  delegation  meetings     4.    Tours  of  parks  for  legislators,  concessionaires,  donors,  budget  managers   5.    Met  with  local  leaders  regularly  to  maintain  partnerships  to  keep  parks  operating  and                              open.     Section  Responsible:    Executive  Staff     Strategic  Issue  16   Engage  stakeholders  in  efforts  to  identify  new  sustainable  funding  sources.     Objective:    Identify  as  many  organizations  as  possible  who  might  assist  in  finding  new  ways  to   help  solve  the  maintenance  backlogs  facing  Arizona  State  Parks     Strategies:     A.    Find  a  partner  to  assist  in  solving  $25  million  wastewater  problem.     B.    Find  a  partner  to  assist  in  $202  million  Capital/Maintenance  program     C.    Create  a  "NEEDS"  manual  to  track  opportunities  for  donors.       Performance  Measures:     A.    Number  of  new  partners  and  goal  for  each  organization.       Deliverables:    FY  2013     A.    Arizona  State  Parks  Foundation  –  Walton  Foundation  &  Verde  River  Greenway   B.    Arizona  Forward  –  Engaging  new  stakeholders  to  support  Parks   C.    Arizona  Parks  and  Recreation  Association  –  Support  from  industry  leadership   D.    League  of  Cities  of  Towns  –  Possible  new  legislation  to  support  parks.   E.    Local  Friends  groups  –  Individual  park  fund  raising  to  support  each  park.   F.    Private  partners  –  Letters  being  sent  to  individual  corporations.     Section  responsible:    Arizona  State  Parks  Board/Support  of  Executive  Staff     17   GOAL  5      COMMUNICATION  –  VISITORS,  COMMUNITIES,   AGENCIES          Strategic  Issue  17                  Enhance  marketing  strategies  for  increasing  visitation               Identify  research  needed  to  target  audiences  that  use  the  State  Parks  for  recreation.   Quantitative  Research:  AOT  has  visitor  research  that  can  be  applied  to  our  goal  of  attracting   more  visitors  to  the  State  Parks  from  around  the  world.     Qualitative  Research:  Community  briefings.  Briefing  information  from  Concierges  and  visitor   center  staff  to  identify  where  and  when  visitors  might  be  most  likely  to  be  engaged  in  coming  to   State  Parks.  Focus  groups.  We  could  use  focus  groups  to  identify  our  positioning  in  the  "camping"   community  and  what  customers  think  about  State  Parks  for  camping.    Groups  of  10-­‐12  people   selected  from  key  audiences  can  be  guided  through  facilitated  conversations  to  find  out  about   key  areas.    Intercept  methodologies.  Random  sampling  of  visitors  in  the  park  done  with  an  APP   on  cell  phones.    There  is  a  company  we  have  identified  we  could  use  for  this  study.   Objective:      By  October  2013  update  the  agency's  annual  marketing  plan  for  approval  and   implementation  in  FY  2014.    Increase  visitation  for  Spring  camping  by  10%  in  2014.     Strategies:   A.    Coordinate  all  aspects  of  marketing  plan  to  attract  new  audiences.   B.    Compile  camping  research  to  support  growth  strategies.   C.    Target  each  niche  audience  and  apply  tactics  to  accomplish  goals.     Performance  Measures:   A.    Measure  performance  within  marketing  plan  for  each  tactic.   B.    Increase  number  of  new  visitors  per  month  over  2013  numbers.         Deliverables:   A.  FY  2013  –  Restructured  Marketing/PIO  section  to  increase  productivity.   B.  Created  new  in-­‐house  production  center  to  reduce  overhead  in  section.   C.  Created  procedure  manuals  for  all  tactics  being  used  in  the  marketing  plan.   D.  Researched  and  identified  RV  camping  markets  to  target  advertising  for  2014   E.  Produced  photographs  to  be  placed  in  high  traffic  areas  such  as  airports.   F.    Put  website  on  agency  server  for  team  access.   G.    Increased  visitation:    FY  2013  2.6%     Section  Responsible:    Marketing/PIO     Strategic  Issue  18                   Enhance  public  relations  and  marketing  plans  to  include  new  strategies.     Objective:    By  August  2013  use  new  research  to  enhance  FY  2014  marketing  plan.         18   Strategies  and  Performance  Measures   A.    Prepare  annual  park/partner  event  lists  to  plan  for  upcoming  press  releases.   B.    Build  out  media  outlet  lists  for  distribution  of  releases  in  different  markets.   (add  international  contacts.)   C.      Increase  Outreach  events  into  retail  outdoor  locations  and  new  city-­‐wide  events  and   add  group  use  of  the  parks  as  a  new  product.   D.    Open  Design  Production  Studio  in  basement  for  Agency-­‐wide  use   E.    Graphic  design  -­‐    Research,  design,  and  prepare  50  printing  projects.   F.    Promotions:    Design  5  individual  promotions  to  entice  customers.   G.    Social  Media:  Post  Twitter/Facebook  messages  as  per  calendar  of  events.     Deliverables:   A.    Media  impressions:  measured  quarterly/annually.    FY  2013:    1.401  B   B.    Outreach  events  are  measured  by  numbers  of  events  and  distribution  of  collateral.                                FY  2013:    150  events  –  25,100  pieces  of  collateral  distributed.     C.    Veterans  Passes  issued:    FY  2013:    1,600   E.    Social  Media:    FY  2013:    Facebook  Likers  –  9,405;  Twitter  Followers  –  8,540   F.    Collateral  distributed:  FY  2013:  531,900   G.    Email  subscribers:  27,300       Section  Responsible:    Marketing/PIO     Strategic  Issue  19   Enhance  Internal  communications  strategies.     Objective:    Enhance  communications  through  traditional  email  and  reporting  methods  by   publishing  reports  by  sections  for  weekly  and  monthly  meetings.     Strategies:   A.    Executive  Staff's  meeting  minutes  will  be  published  after  weekly  meeting.     B.    Deputy  Directors,  Chiefs  and  Regional  Managers  will  provide  update  reports  following                                quarterly  meetings  or  important  agency  updates.         C.    Investigate  internal  website  for  agency  (Intranet)     Performance  Measures  and  Deliverables:    A.  FY  2013  Employee  Survey  rating  for  the  question:  “There  are  effective  communication   channels  in  this  agency.”  will  increase  from  the  2012  Employee  Survey.     B  .    FY  2013:    Increase  in  mean  rating  by  10%     D. FY  2013:    Meeting  notes  are  being  posted  regularly  for  agency  leadership  meetings.     Section  Responsible:    Agency  Leadership:    Director’s  Office,  Chiefs,  Regional  Managers     19