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Business Plan Initiative T he National Park Service’s Business Plan Initiative represents a unique partner- ship between the National Park Service (NPS), the National Parks Conservation Association (NPCA), and a consortium of philanthropic organizations. The Initiative’s pur- pose is to increase the financial management capabilities in park units, thus enabling the Service to more clearly communicate its finan- cial status to Congress and other primary stakeholders. The plan answers questions such as: What is the business of this park unit? How much money does this Park need to operate within appropriate standards? This plan analyzes the functional responsibilities, opera- tional standards, financial picture, and funding needs of Virgin Islands National Park. W e, in the National Park Service, are engaged in a grand enterprise—pre- serving vignettes of our nation's her- itage and culture and protecting what's best of our landscape for the use and enjoyment of people, both now and in the future. We have the enviable charge of being stewards of public land and keepers of our national heritage. We take great pride in doing that here at Virgin Islands National Park—the crown jewel of the Caribbean. We feel fortunate to have been selected as one of the 13 parks to par- ticipate in the Business Plan Initiative this year. This initiative, a partnership between the National Park Service and the National Parks Conservation Association, represents a unique undertaking in the history of this park. The development of a Business Plan is an important step in helping to carry out our public trust. Analyzing how we utilize our current staff and fiscal resources, developing standards for park operations, and evaluating future needs based on those standards will help us to professionalize how we manage the business of the Park. The Business Plan will also help to pri- oritize operational and investment needs, and identify potential financial and marketing strategies to secure needed funds. On a previously vague road map for the future of Virgin Islands National Park, we now have a clearly marked and fully justified path. John H. King Superintendent Virgin Islands National Park August, 2001 Superintendent’s Foreword Table of Contents Cover Photo Credits: Steve Simonsen — North Shore View, Lignum Vitae, Catherineberg, Coral Tunnel, Coqui Tree Frog Park Introduction Executive Summary . . . . . . . . . . . . .2 Mission and Significance . . . . . . . . .3 Map of the Park • Area Map . . . . . . . . . . . . . 4 & 5 Park at a Glance . . . . . . . . . . . . . . . 6 Visitation and Features . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Historical Analysis Historical Funding Analysis . . . . . . . 9 Analysis of Real Growth . . . . . . . . . 10 Historical Funding Trends . . . . . . . 11 Financial Analysis Operational Budget and Shortfalls . . . . . . . . . . . . . . 13 Summary Financial Statement . . . . . . . . . . . . 14 & 15 Government Performance and Results Act (GPRA) . . . . . . . . . . . . . . 15 & 16 Functional Areas of Business Resource Protection . . . . . . . . . . . . 18 Visitor Experience and Enjoyment . . . . . . . . . . . . .20 Facility Operations . . . . . . . . . . . . .21 Park Maintenance . . . . . . . . . . . . . .22 Management and Administration . . . . . . . . . . . . . . . . . . . . . . . .23 & 24 Strategic Priorities Unmet Operational Needs . . . . . . . 26 Coral Reef National Monument — A New Management Challenge . . . . . . . 27 Unmet Investment Needs . . . . . . . . . . . . . . . . 28 & 29 Financial and Management Strategies . . . . . . . . . . . . . 30 & 31 National Park Service Purpose and Mission “…to promote and regulate the use of the…national parks…which purpose is to conserve the scenery and the natural and historic objects and the wildlife therein and to provide for the enjoyment of the same in such manner and by such means as will leave them unimpaired for the enjoyment of future generations.” — NATIONAL PARK SERVICE ORGANIC ACT, 16 U.S.C. Table of Contents Photo Credits: Steve Simonsen — Ranger leading a Bird Watching Tour, Cactus Bloom, Executive Summary V irgin Islands National Park comprises slightly more than half of the island of St. John and almost nine square miles of the waters surrounding St. John. On St. Thomas, Hassel Island, in the Charlotte Amalie harbor, and 15 acres in the Red Hook area are also part of the Park. The Park is designated as a United Nation’s Biosphere Reserve, as it is rep- resentative of Lesser Antillean cultural and natural ecosystems. Virgin Islands National Park is one of the few bio- sphere reserves in the world to have both significant marine and terrestrial resources. I VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 2 • Historical Funding Analysis: Over the past 20 years, the Park’s base increases have not kept pace with inflation. There has only been a real dollar increase of only $738,000 since 1980. However, the cost of operating Virgin Islands National Park has increased at a much faster rate due to its remote location, a sharp increase in operational requirements and the cost of living. • Analysis of Real Growth: The growth in appropriated base funding between 1992 and 2000 was 74% for Virgin Islands National Park. However, after adjusting for inflation, increased employment costs, and an increase in full time equivalents (FTEs) employed, the real growth rate was only 7%. • Historical Funding Trends: The Park’s base monies comprised 85% of the total available money in 1994 versus only 57% in 2001. Thus, the Park is increasingly acquiring its financial resources from alternative, restrictive and competitive sources of funding. • Summary of Financials: The Business Plan process breaks Park operations into five functional areas. In FY 2000, these operational expenditures and share of the total budget were: Resource Protection, $934,796 (16%); Visitor Experience and Enjoyment, $1,365,866 (22%); Park Maintenance, $1,366,924 (23%); Facility Operations, $979,626 (16%); Management and Administration, $1,381,372 (23%). • Operational Budget and Shortfalls: The analysis of Park operations reveals that additional funding and staff are necessary for the Park to achieve the operational standards needed to meet its mission. The budget shortfall is $2,636,968 and the staffing shortfall is 41.33 FTEs. • Government Performance and Results Act (GPRA): GPRA directs federal agencies to use performance management as a tool for greater effectiveness and efficiency. Goal II, Providing for Public Enjoyment and Visitor Experience of Parks, has received the greatest allocation. There is a recent, service-wide trend to focus additional attention to Goal I, Preserving Park Resources. • Unmet Operational Needs: The Park’s budget requests in the National Park Services Operations Formulation System (OFS) reflect the additional funding and staffing needed to accomplish the most pressing objectives out- lined in this plan. The total amount requested is $2,616,000 and 32.00 FTEs, which represent only a portion of the Park’s total funding and staffing shortfall. • Coral Reef National Monument — A New Management Challenge: The addition of the Monument to the Park’s management responsibilities more than doubles the acreage that Virgin Islands National Park must manage. To meet the management needs of the new Monument, Virgin Islands National Park management has submitted an OFS request of $497,000 for fiscal year 2002. • Unmet Investment Needs: The current investment backlog for Virgin Islands National Park is $22,865,205. These are one-time projects that are needed to bring the park into compliance with applicable laws and standards. These projects are listed in the Project Management Information System (PMIS) database, a web-based application that lists and prioritizes the entire service-wide project backlog. • Financial and Management Strategies: Seeking increased Congressional appropriations is only one method to reduce the gap between what is cur- rently available and what is truly needed. Virgin Islands National Park’s forward-thinking strategies represent a wide array of other techniques, including increasing its annual revenue stream, building partnerships, increasing volunteer hours and attracting additional quality staff. Young visitors enjoying the waters of Hawksnest Beach VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 3 Virgin Islands National Park Significance T he significance of Virgin Islands National Park is based upon its scenic, natural and cultural resources and values. In terms of visitor attrac- tions, scenery is the Park’s most significant feature. However, the Park’s natural resources are nationally and internationally significant in that they provide an example of a tropical environment where the processes of nature can be observed, studied and used as a base for compar- ing natural ecosystems in similar areas. In recognition of its internationally significant natural resources, the Park was designated as a Biosphere Reserve in 1976 and is one of the few biosphere reserves in the world to have both significant marine and terrestrial resources. The Park’s cultural resources are significant in the settlement and colonization of the New World, in maritime history and commerce, and African American history. I Virgin Islands National Park Mission T he mission of Virgin Islands National Park is to preserve, protect and interpret the Park’s significant natural and cultural resources and scenery in its unimpaired state for public benefit and inspiration. The Park’s mission goals describe the desired future conditions for resource protection and the visitor experience: • Scenic, natural and cultural resources and associated values are protected, restored and maintained in good condition and managed within their broad ecosystem and cultural context. • Visitors safely enjoy and are satisfied with the availability, accessibil- ity, diversity and quality of facilities, services and appropriate opportunities to experience the Park. • Park visitors and the general public understand and appreciate the preservation of parks and their resources for this and future generations. I Annaberg Plantation visitors will observe coral as a prominent material in many historic structures. It was often used in doorways and windows because it was very easy to shape when wet and, once it dried, was extremely hard and durable. Beautiful sunset VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 4 104 10 10 20 32 32 38 Ca Sug ruins Virgin Islands National Park A T L A N T I C O C E A N C A R I B B E A N S E A WIND WARD PASSA GE ST JAM ES CU T MIDD LE PASSA GE PILLSBUR Y SOUND ST JAMES BAY GREAT BAY RENDEZVOUS BAY TRUNK BAY C HAWKSNEST BAY Caneel Bay GREAT CRUZ BAY Turner Bay Chocolate Hole Cruz Bay Denis Bay Peter Bay Jumbie Bay Turtle Bay Salomon Bay Frank Bay Devers Bay Hart Bay Monte Bay Klein Bay FISH BAY RED HOOK CRUZ BAY Whistling Cay ST THOMAS THATCH CAY GREAT ST JAMES ISLAND LITTLE ST JAMES ISLAND Dog Island Carval Rock Bovocoap Point Boatman Point Dittlif Point Cocoloba Cay Cocoloba Point Underwater Trail Biosphere Reserve Center Visitor Center Water Catchment Trail Rata Cay Henley Cay Lind Point Perkins Cay Trunk Cay Ci Ramgoat Cay Hawksnest Point Johnsons Reef Steven Cay To Charlotte Amalie ferry dock ferry dock Police U.S. Customs NPS dock GR ASS CAY LO VANG O CAY C ru z Ba y - Charlotte Amalie Ferry (45 minutes) Cru z Ba y - Red Hook Ferry (20 minutes ) MING O CAY M a r i a B l u f f CONGO CAY D UR LOE CAY S Peter Peak 967ft 295m Peace Hill Margaret Hill 840ft 256m Gift Hill 827ft 252m Caneel Hill 719ft 219m C a n e e l H ill Tr a i l S I E B E L i n d Pt T r H o ne ym o o n B e a c h C an ee l Hil l S p u r National Park Service land Coral reef Salt pond Trail One-way road Unpaved road (4- wheel-drive vehicles may be needed; check locally for conditions) ATLANTIC OCEAN CARIBBEAN SEA Hassel Island Virgin Islands National Park U . K . U . S . ST CROIX ST THOMAS ST JOHN TORTOLA Virgin Gorda Jost Van Dyke Frederiksted Charlotte Amalie Road Town 0 5 0 5 10 Mi 10 Km North Virgin Islands Coral Reef National Monument Virgin Islands Coral Reef National Monument Virgin Islands Coral Reef National Monume 107 108 108 10 10 20 20 10 0 0.5 0 0.5 1 Mile 1 Kilometer North Petroglyphs Reef Bay Sugar Mill (ruins) Annaberg Sugar Mill (ruins) Annaberg School (ruins) therineberg gar Mill (ruins) ruins Virgin Islands National Park F L A N A G A N PASSA G E SA BBA T CHA NN EL FUN GI PASS AGE THE NARRO WS CORAL BAY LEINSTER BAY FRANCIS BAY MAHO BAY INNAMON BAY Europa Bay Grootpan Bay Saltpond Bay Kiddel Bay Little Lameshur Bay Great Lameshur Bay REEF BAY ROUND BAY HURRICANE HOLE CORAL HARBOR Brown Bay Waterlemon Bay Mary Creek Borck Creek Water Creek Princess Bay Genti Bay EAGLE SHOAL Salt Pond Drunk Bay Friis Bay Popilleau Bay Haulover Bay Elk Bay East End Bay Privateer Bay Mennebeck Bay Pond Bay Long Bay Newfound Bay Limetree Cove Hansen Bay Johnson Bay Sanders Bay Johns Folly Bay Otter Creek SIR FRANCIS DRAKE CHANNEL UNITED KINGDOM UNITED STATES CORAL BAY CAROLINA EAST END REEF BAY MAHO BAY S T J O H N West End T O R T O L A Palestina Hermitage Calabash Boom Johns Folly Coral Bay Leduck Island Sabbat Point Red Point Privateer Point Gowed Point Mardenboro Point Anna Point Leinster Point Ram Head Nanny Point Booby Rock Saltpond Bay Trail Drunk Bay Trail Yawzi Point Trail Kiddel Point Cabritte Horn Point Threadneedle Point Turner Point Lagoon Point Long Point Petroglyph Trail Reef Bay Trail Francis Bay Trail Harbor Point nnamon Cay Waterlemon Cay America Point Maho Point Little Thatch Island Virgin Islands Environmental Resource Station (VIERS) FRENC HMAN CAY GREAT THATCH ISLAND MARY POINT WHITE C LIFFS R a m H e a d T r a il L am e s h u r B ay Trail B or dea ux M t n Trail Blackrock Hill 499ft 152m Fortsberg 426ft 130m B r o wn Ba y Tr a i l Lein s t e r B a y T r a il Joh n n y H o r n T r ai l Minna Hill 989ft 301m 200ft 61m Bordeaux Mountain 1277ft 389m Mamey Peak 1147ft 350m Camelberg Pk 1193ft 364m C i n n a m o n B a y T r B E N RI D G E Virgin Islands Coral Reef National Monument Boundaries Virgin Islands National Park Boundaries VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 5 VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 6 Park at a Glance Enabling Legislation I n August 1956, a portion of the U.S. Virgin Islands “containing outstanding scenic and other features of national significance” was established as Virgin Islands National Park to be “administered and pre- served…in its natural condition for the public benefit and inspiration…”. In October 1962, the Park’s boundaries were expanded to include offshore areas “in order to preserve for the benefit of the public significant coral gardens, marine life, and seascapes…” These areas are considered to contain some of the most significant natural features within the park, including coral reefs, mangrove shorelines and sea grass beds. In 1978, Hassel Island in Charlotte Amalie Harbor, St. Thomas, was added to the Park. The Park in Context Virgin Islands National Park is a distinctive combination of natural and cultural features that collective- ly offer outstanding opportunities both for resource preservation and interpretation and for public use and enjoyment. Virgin Islands National Park comprises a little over half (approxi- mately 10 square miles) of the island of St. John. More than 5,000 acres of land on St. John were donated by Jackson Hole Preserve to establish the Park in 1956. Since that time, dona- tions or acquisitions have added slight- ly less than 2,000 acres. Consequently, there are approximately 7,890 acres of land within NPS or other federal own- ership, with 1,800 acres of non-federal land remaining within the Park’s authorized boundary. The Park was expanded in 1962 to encompass 8.7 square miles of the waters surrounding St. John. In 1978, Congress authorized the addition of 135 acres on Hassel Island in Charlotte Amalie Harbor, St. Thomas, to the Park. The Park is included in the United Nation’s Biosphere Reserve System as a representative example of Lesser Antillean cultural and natural ecosystems. Visitors are attracted by the Park’s scenic vistas, tropical forests, coral reefs, and white sand beaches that have a reputation for being among the most beautiful in the world. Approximately 25,000 boats per year moor or anchor in Park bays for overnight stays and day use. Unlike most parks in the National Park System, the heaviest visitation occurs in the first four months of the year, January through April. To serve the Park’s visitors, approximately 70 commercial busi- nesses provide day use excursions to Park lands or waters, with the lion’s share of this business geared toward cruise ship passengers. The most pop- ular visitor activities are snorkeling at Trunk Bay; tours to the cultural site, Annaberg Sugar Mill; and full-day, half-day and sunset sails to north shore beaches. Other commercial services available to Park users include SCUBA, kayak excursions, bicycle excursions, hiking excursions, and wed- ding/event organizers. Concession operations provide visitor services at Trunk Bay and Cinnamon Bay. The dry tropical forest that domi- nates the Park’s landform shelters more than 800 species of plants including the Teyer Palm, St. John’s only surviving native palm tree; the Bay Rum tree, whose aromatic leaves once provided the oil for the world-famous bay rum cologne; and rare, brilliantly colored wild orchids. The Park’s marine environment consists of a colorful, complex and interrelated mix of coral reefs, sea- grasses, mangroves, salt ponds, algal plains, beaches and rocky shores. Thirteen prehistoric sites have been recorded within the Park, consist- ing of petroglyphs, ceremonial sites, agricultural areas, burials, habitations and temporary use sites. Two of these sites are included on the National Register of Historic Sites—the Reef Bay petroglyphs and the Cinnamon Bay site. Known submerged cultural resources include 28 shipwrecks recorded in the vicinity of St. John. I Reef Bay Steve Simonsen VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 7 Visitation and Features V irgin Islands National Park averages approximately 650,000 recreational visits per year, and an additional 320,000 non-recreational visits (non-recreational visitors simply drive through the Park and do not stop to utilize the Park’s facilities). The Park’s visitation trends are affected by the forces of nature, as observed in the chart. Over the past 12 years, the U.S. Virgin Islands were hit by hurricanes Hugo (1989), Marilyn (1995), Georges (1998) and Lenny (1999), which caused severe damage throughout the region. As a result, the entire tourism industry experienced sharp declines, due in large part to negative perceptions asso- ciated with the aftermath of a hurri- cane. Virgin Islands National Park experienced a steep reduction in visita- tion as well. While damage was not severe on St. John and St. Thomas, vis- itation in the Park plummeted. Due to a favorable hurricane season in 2000, however, the Park experienced an astonishing 65% increase in recre- ational visits over 1999. This lack of a consistent trend in visitation poses unique challenges to Virgin Islands National Park. Specifically, without an accurate fore- cast of visitation, Park staff cannot effectively plan to ensure that the needs of all its visitors are met or to mitigate for visitor impacts. I 0 200,000 400,000 600,000 800,000 1,000,000 2000 1999 1998 1997 1996 1995 1994 1993 1992 1991 1990 1989 1988 1987 1986 1985 1984 1983 1982 1981 1980 RECREATIONAL VISITATION TRENDS, Virgin Islands National Park, 1980–2000 KEY PARK FEATURES PARK GEOGRAPHY: • 5,600 acres of terrestrial land, including Hassel Island (135 acres) in Charlotte Amalie Harbor, St. Thomas • Approximately 5,700 acres of submerged lands in the waters off St. John • Designated as a Biosphere Reserve ANIMAL AND PLANT LIFE: • 6 species of bats • 6 species of marine mammals • 10 species of other non-native mammals • 170 species of birds • 12 species of native terrestrial reptiles and amphibians • 4 species of introduced terrestrial reptiles and amphibians • 12 federally listed threatened or endangered species, includ- ing 3 species of turtles (Hawksbill, Green, and Leatherback), 3 seabirds, Peregrine falcon, 2 plants and several whale species • 500 species of coral reef fish • At least 286 species of corals, sponges, ascidians, tunicates, sea anemones, echinoderms (sea urchins, sea stars, etc.), crustaceans (crabs, lobsters, shrimp), and mollusks • Thousands of additional species of marine invertebrates, both planktonic and benthic • 747 species of vascular plants • 150 species of marine plants VISITOR USE AND FACILITIES: • 7 miles of paved roads and 2.5 miles of unpaved roads • 22 miles of hiking trails • 1 visitor contact station • 1 campground with 76 tents, 10 bare and 40 cottage sites • 26 public/administrative buildings • 20 employee housing units CULTURAL SITES: • 236 designated historic structures from European colo- nial/plantation era. It is estimated that Virgin Islands National Park has at least 400 historic structures. Most of these structures are being degraded by vegetation and climatic conditions. • On almost all beaches, Pre-Columbian occupation sites exist dating from 800 BC to European contact. • The waters of the U.S. Virgin Islands contain large numbers of sites pertaining to maritime heritage. Historical Funding Analysis Analysis of Real Growth Historical Funding Trends Historical Analysis An interpretive ranger provides a demonstration to visitors at the petroglyph pool on the Reef Bay Trail by splashing water on the petroglyphs carved into the rock. ay all your trails be crooked, winding, lonesome, dangerous, leading to the most amazing view, where something strange and more beautiful and more full of wonder than your deepest dreams waits for you.” – EDWARD ABBEY Environmental Author “M Steve Simonsen VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 9 T he Park’s base budget has not kept up with inflation, as evi- denced in the graph. The increased cost of operating a national park in the Virgin Islands is a constant strain on available funds. Attracting staff and short-term specialists is very difficult due to a lack of affordable housing, additional travel expenses and the high cost of living. The availability of equipment, materials and goods and services is extremely restricted; this lack of mar- ket choices, coupled with high shipping costs, results in additional hardships. Effects: • Declining level of staffing to assist and inform the public. Positions are difficult to fill due to the remote location and scarce, high-cost housing. • Extensive resource management backlog, including the lack of basic baseline inventories. • Vandalism, poaching and viola- tions by visitors due to a lack of per- sonnel in resource protection. I 500 1000 1500 2000 2500 3000 3500 4000 2000 1999 1998 1997 1996 1995 1994 1993 1992 1991 1990 1989 1988 1987 1986 1985 1984 1983 1982 1981 1980 47 $104 $1784 $3730 V.I. ACTUAL ONPS BUDGET $ CPI ADJUSTED ONPS BUDGET TO 1980 $ $ HISTORICAL FUNDING ANALYSIS, Virgin Islands National Park, 1980–2000 Annaberg ruins Historical Funding Analysis Budget increases in Virgin Islands National Park have been more than offset by the rising price of consumer goods, travel, and personnel. Steve Simonsen Analysis of Real Growth G rowth in operation of the National Park System (ONPS) funding between 1992 and 2000 was 74% for Virgin Islands National Park. However, after adjusting for inflation, increased employment costs, and an increase in Full Time Equivalents (FTEs) employed, the real growth rate was only 7%. Understanding these adjust- ments and the reasons for the 7% real growth increase paints a more accurate picture of the ONPS base funding his- tory for Virgin Islands National Park. First, three adjustments are made to the 2000 ONPS base budget: I. Inflation — Accounting for infla- tion will allow the reader to see the real growth rate of all ONPS base funding. II. Increased Employment Cost — The average cost of a FTE in Virgin Islands National Park since 1992 has increased from $32,937 to $38,006. Primary factors for this increase include, but are not limited to: • Cost of Living Adjustment (COLA) — COLA in the Virgin Islands has increased from 12.5% in 1992 to 20% in 2000 (The COLA rose to 22.5% in FY 2001); • Ranger Careers — professional- ization of the ranger occupation; • Implementation of Federal Employee Retirement System (FERS). III. Increase in the number of FTE’s — Virgin Islands National Park employed 64.5 FTEs in 2000, compared with 52 FTEs in 1992. This gain is attributed to a sharp increase in operational require- ments for the Park. Upon making these three adjust- ments to the 2000 ONPS budget, Virgin Islands National Park’s real increase in funding from 1992 – 2000 is only 7%. This increase can also be explained by the substantial opera- tional increase the Park has experi- enced in the past decade. Specifically, I Utilities costs have almost doubled since 1992: • The maintenance facility has doubled in size. • A new visitor center and admin- istrative headquarters on St. John, constructed in 2000, has contributed to higher utilities costs. • Increased visitation and im- proved facilities have added util- ities costs at Trunk Bay and Cinnamon Bay. I Infrastructure is aging parkwide: • Employee housing and other Park facilities are annually exposed to tropical storms and hurricanes. Aging, dilapidated infrastructure requires greater maintenance expenditures and utilities costs. I St. John has experienced a sharp increase in cost of living: • The Park must pay a premium for equipment due to its remote location. • The cost of basic goods and serv- ices has increased in parallel with this cost of living increase. • The Park must fund a costly per diem for visiting NPS specialists and temporary employees. • – “High” season hotel rates in St. John can be up to $500 per night. • Relocation/moving costs are considerably higher for Virgin Islands National Park than they are for parks based in the conti- nental United States. I VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 10 1. 1992 ONPS Budget $2,143,000 2. 2000 ONPS Budget $3,730,000 3. 2000 ONPS Budget Adjusted for Inflation $3,039,000 4. Nominal Increase (Line 1 subtracted from Line 2) $1,587,000 5. Real Increase (Line 1 subtracted from Line 3) $896,950 6. Nominal % Increase (Line 4 divided by Line 1) 74% 7. Real % Increase (Line 5 divided by Line 1) 42% 8. Real Increase in Salary and Benefits Cost at 1992 Levels (52 FTE) $263,550 9. Adjusted Real Increase to 2000 ONPS Budget (1992 dollars) (Line 8 subtracted from Line 5) $633,400 10. Increase in Salary and Benefits due to Additional Staff (12.5 additional FTE, in 1992 dollars) $475,834 11. Adjusted Real Increase to 2000 ONPS Budget (1992 dollars) (Line 10 subtracted from Line 9) $157,566 12. Adjusted Real % Increase 2000 ONPS Budget (1992 dollars) (Line 11 divided by Line 1) 7% VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 11 Historical Funding Trends T he Park is becoming more and more dependent upon non- base funding, which fluctuates greatly year to year. The base monies comprised 85% of the total budget in 1994, versus only 57% in 2000. Thus, the Park is increasingly acquiring its financial resources from alternative, restrictive and competitive (regionally and nationally) sources of funding, including the Recreation Fee Demonstration Program, private dona- tions, repair/rehabilitation monies, cyclic and line item construction monies. Anomalies: The spikes in project monies in 1996, 1998 and 1999 are due to emer- gency hurricane relief/repair funding which mitigates some damage to Park facilities. The reimbursable spike in 2000 was the purchase of Gibney Beach. This land acquisition was funded with private donations and the Land and Water Conservation Fund. Such funding anomalies do not materially contribute to the opera- tional resources of the Park. I 0 1,000,000 2,000,000 3,000,000 4,000,000 5,000,000 6,000,000 7,000,000 8,000,000 $ 2000 1999 1998 1997 1996 1995 1994 Base 2,293,286.36 2,378,776.68 2,541,122.8 2,712,624.93 2,808,364.89 3,187,519.13 3,696,515.07 Project 283,647.05 1,019,078.2 2,978,430.95 755,723.88 4,420,382.5 1,548,576.39 757,870.26 Reimbursable 71,617.18 71,000.34 50,246.01 51,312.23 105,548.91 362,184.48 7696480.78 Revenue 51,824.12 56,206.46 154,682.86 163,033.87 362,184.48 402,148.92 638,366.34 Grand Total 2,700,374.71 3,525,061.68 5,724,482.62 3,682,694.91 7,696,480.78 5,236,965.89 6,446,848.79 1994 1995 1996 1997 1998 1999 2000 HISTORICAL FUNDING TRENDS, Virgin Islands National Park, 1994–2000 Century plant Steve Simonsen Operational Budget and Shortfalls Summary Financial Statement Government Performance and Results Act (GPRA) Aerial view of the south shore of St. John very celebration of the national park idea that has been published in the last twenty years has ended with a few cautionary words about storm clouds on the horizon. Those clouds have now arrived, and it is no longer possible to dismiss the challenges facing our national parks in a few paragraphs.” – STEWART L. UDALL Environmental Author “E Financial Analysis Steve Simonsen Operational Budget and Shortfalls VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 13 16% 22% 16% 23% 23% OPERATIONS AND MAINTENANCE BUDGET, Virgin Islands National Park FY 2000 (Includes FY 2001 Base Increase) Resource Protection Visitor Experience and Enjoyment Facility Operations Management and Administration Park Maintenance 0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 Resource Protection Visitor Experience and Enjoyment Park Maintenance Facility Operations Management and Administration $ VIRGIN ISLANDS NATIONAL PARK REQUIRED BUDGET Available vs. Shortfall Funds Available Shortfall T he O&M Budget, as represent- ed in the pie chart, does not include one time investments, such as land acquisition or significant purchases. The bar graph illustrates a shortfall in each functional area, with Resource Protection having the great- est need. I REQUIRED AVAILABLE FUNDS — 2001 PROJECTED* SURPLUS/SHORTFALL FUNDS STAFF EXPENDITURES STAFF FUNDS STAFF $8,665,553 119.04 $6,028,586 77.71 $(2,636,968) (41.33) Strawberry Frangipani VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 14 Summary Financial Statement REQUIRED AVAILABLE FUNDS — 2001 PROJECTED* SURPLUS (DEFICIT) APPROPRIATED Program Funds Staff Park Base Project Reimbursable Revenue Total Funds Staff Funds Staff RESOURCE PROTECTION Information Integration and Analysis $338,192 3.68 $ 252,889 – – – $ 252,889 2.47 $ (85,303) (1.21) Natural Resource Mgmt. 691,843 10.45 360,835 2,764 3,136 131 366,866 6.06 (324,977) (4.39) Resource Management and Administration 202,318 2.10 115,826 2,238 – – 118,064 1.70 (84,253) (0.40) Cultural Resource Mgmt. 510,575 10.00 144,384 52,495 91 8 196,977 2.97 (313,598) (7.03) SUBTOTAL $1,742,927 26.23 $873,933 $57,497 $3,227 $138 $934,796 13.20 $(808,131) (13.03) VISITOR EXPERIENCE AND ENJOYMENT Environmental Education 116,857 1.35 64.116 – 20,133 140 87,733 1.25 (29,124) (0.10) Fee Collection 355,570 8.24 3,700 – 812 247,101 251,613 7.12 (103,957) (1.12) Interpretation 465,734 8.70 212,234 – 17,042 11,297 240,672 5.21 (225,062) (3.49) Visitor Experience and Enjoyment Mgmt. and Administration 148,303 2.10 57,909 – – – 57,909 0.82 (90,395) (1.28) Visitor Center Operations 152,804 2.98 104,966 – – 2,853 107,819 2.46 (44,985) (0.52) Visitor Safety Services 695,144 12.25 454,275 – 56,335 2,343 512,952 9.19 (182,192) (3.06) Visitor Use Services 44,015 1.00 17,340 – 4,060 – 21,400 0.51 (22,615) (0.49) Concessions Management 147,022 1.60 55,536 – 16,392 – 71,930 .036 (75,092) (1.24) Cooperating Association Coordination 24,570 0.26 12,936 901 – – 13,837 0.19 (10,733) (0.07) SUBTOTAL $2,150,020 38.48 $983,014 $901 $114,773 $263,834 $1,365,866 27.11 $(784,154) (11.37) PARK MAINTENANCE Building Maintenance $456,365 3.87 $269,229 $213,890 $2,709 $27,337 $513,165 5.50 $56,809 1.63 Roads Maintenance 337,475 4.17 67,458 169,019 256 – 236,732 2.00 (100,743) (2.17) Trails Maintenance 152,985 1.41 16,111 5,446 88,825 – 110,381 0.46 (42,604) (0.95) Transportation and Fleet Systems Maintenance 240,844 2.42 178,818 49,074 – – 227,891 2.29 (12,952) (0.13) Utilities Maintenance 42,926 0.46 39,732 – 17,133 9,920 66,784 0.89 23,859 0.43 Maintenance Management and Administration 252,838 3.00 187,728 24,243 – – 211,971 2.80 (40,866) (0.20) SUBTOTAL $1,483,423 15.33 $759,076 $481,670 $108,922 $37,257 $1,366,924 13.94 $(116,499) (1.39) FACILITY OPERATIONS Buildings Operations $103,363 1.07 $65,109 $20,128 $4,103 $14,146 $103,513 1.28 150 0.21 Grounds Operations 283,881 3.17 128,663 50,043 60,903 19,881 259,489 3.13 (24,391) (0.04) Janitorial Operations 293,230 3.17 73,532 – – 11,015 84,547 1.22 (108,683) (1.95) Road Operations 106,927 2.17 23,416 12,706 111 – 36,233 0.54 (70,694) (1.63) Trail Operations 169,066 3.92 51,322 16,337 135 – 67,794 1.43 (101,271) (2.49) Transportation and Fleet Systems Operations 89,490 0.92 59,606 16,358 – – 75,962 0.76 (13,528) (0.16) Utility Operations 220,800 1.37 125,564 – 67,206 – 192,770 1.19 (28,031) (0.18) Facility Operations Mgmt. and Administration 193,320 2.30 155,278 4,040 – – 159,318 2.23 (34,002) (0.07) SUBTOTAL $1,360,077 18.09 $682,490 $119,610 $132,458 $45,017 $979,626 11.78 $(360,451) (6.31) MANAGEMENT AND ADMINISTRATION Parkwide Safety $180,065 2.16` $98,716 $12,121 $66 $4 $122,598 1.26 $(57,467) (0.90) Communications 191,070 4.00 27,880 – 3,248 – 31,127 0.62 (159,943) (3.38) External Affairs (Outreach) 194,831 1.50 158,950 – – – 158,950 0.96 (35,882) (0.54) Financial Management 11,880 2.20 103,315 – – 11,301 114,616 0.64 (37,264) (1.56) General Administration 430,507 4.05 374,182 2 1,127 – 375,312 2.62 (55,195) (1.43) General Management 574,632 5.30 455,430 – – 22,603 478,033 4.93 (96,599) (0.37) Planning 206,119 1.70 79,429 9,905 – 11,301 100,736 0.65 (105,383) (1.05) SUBTOTAL $1,929,105 20.91 $1,298,01 $22,029 $4,444 $45,210 $1,381,372 11.68 $(547,733) (9.23) GRAND TOTAL $8,665,553 119.04 $4,596,514 $661,707 $363,824 $391,509 $6,028,584 77.71 $(2,636,968) (41.33) VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 15 Managing for Results: The Government Results and Performance Act (GPRA) T he Government Performance and Results Act (GPRA) of 1993 directs federal agencies to use performance management as a tool for greater effectiveness and effi- ciency. The functional use accounts of the business planning initiative com- plement tracking requirements of NPS GPRA. Virgin Islands National Park has developed long-term goals that coin- cide with GPRA to measure program effectiveness. In addition, this informa- tion facilitates management decisions regarding optimal spending for differ- ent program efforts. Each of the Park’s long-term goals fits into one of the fol- lowing four categories: Notes to the Financial Summary *Virgin Islands National Park received a one million dollar base increase for fiscal year 2001. In order to accurately document the true needs of the Park, it was necessary to layer in the projected allocation of this base increase using the Park’s 2001 budget. Therefore, the resources available reflect both the total operations and maintenance costs incurred by the Park during fiscal year 2000 and the 2001 base increase. • Available staff does not include volunteer hours. In 2000, 9.73 FTEs donated their time to the pursuit of the Park's mission. • This financial statement has been prepared from the books and records of the National Park Service in accordance with NPS accounting policies. • The resources required are intended to represent the funding needed to operate the Park while fully meeting Park defined operational standards. • Program requirements are presented as a five-year planning tool based on fiscal year 2001 salary & wage tables, current resource inventories, and the existing Park infrastructure. • Monies appropriated to Virgin Islands National Park for hurricane relief and storm repair — while one-time appropria- tions — are included as part of the opera- tional budget for the Park due to the fre- quency and regularity with which hurri- canes and tropical storms occur. • Non-labor funding requirements for 2001 were adjusted to account for a 2001 infla- tion rate of 2.8%, as projected by the Congressional Budget Office. Staff over- head was also accounted for in the non- labor component of required funding. I. Preserve Park Resources a. Natural and cultural resources and associated values are protected, restored, and maintained in good condition and managed within their broader ecosystem and cultural context. b. The National Park Service contributes to knowledge about natural and cultural resources and associated values; management decisions about resources and vis- itors are based on adequate scholarly and scientific information. II. Provide for the Public Enjoyment and Visitor Experience of Parks a. Visitors safely enjoy and are satisfied with the availability, accessibility, diversity, and quality of park facilities, services, and appropriate recreational opportunities. b. Park visitors and the general public understand and appreciate the preservation of parks and their resources for this and future generations. III. Strengthen and Preserve Natural and Cultural Resources and Enhance Recreational Opportunities Managed by Partners a. Natural and cultural resources are conserved through formal partnership programs. b. Through partnerships with other federal, state, and local agencies and nonprofit organizations, a nationwide system of parks, open space, rivers and trails provides educational, recreational, and conservation benefits for the American people. IV. Ensure Organizational Effectiveness a. The National Park Service uses current management practices, systems, and technologies to accomplish its mission. b. The National Park Service increases its managerial resources through initiatives and support from other agencies, organizations, and individuals. Interpretive ranger at Annaberg Plantation VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 16 Required Funding by GPRA Goal T his graph was created from staff input on how Park spend- ing relates to GPRA goals. Each BPI program coordinator allocat- ed program spending across the four GPRA goals. The result is that Goal II, “Pro- vide for the Public Enjoyment and Visitor Experience of Parks”, received the greatest allocation. The perceived focus on Visitor Experience can detract from the other, equally crucial goals, including “Preserve Park Resources,” Goal I. Virgin Islands National Park has made efforts to refocus its resources on GPRA Goals I and II in order to meet the National Park Service’s dual mis- sion of preserving resources and pro- viding for visitor enjoyment. In the future, the Park will maintain this approach with an even greater empha- sis on Goal I. I 0 500,000 1,000,000 1,500,000 2,000,000 2,500,000 IA IB IIA IIB IIIA IIIB IVA IVB $ GPRA GOALS Virgin Islands National Park, 2000 Funded Unfunded Maintenance worker keeping historic walls free of vegetation Resource Protection Visitor Experience and Enjoyment Facility Operations Park Maintenance Management and Administration Functional Areas of Business Visitor center and administrative offices, constructed in 2000. he national park idea has been nurtured by each succeeding generation of Americans. Today, across our land, the National Park System represents America at its best. Each park contributes to a deeper understanding of the history of the United States and our way of life, of the natural processes which have given form to our land, and to the enrichment of the environ- ment in which we live.” – GEORGE B. HARTZOG, JR. NPS Director, 1964–1972 “T VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 18 Natural Resource Protection S t. John is very mountainous with little flat land. Bordeaux Mountain, within Park bound- aries, has the highest elevation, 387 meters (1,270 feet). There is a central ridge running the length of the island. Much of the shoreline is steep with protruding rocky headlands and deep indentations of bays with narrow, white, carbonate sand beaches. Coral reefs and associated communities are one of the major assets of the park. There are at least fifty stony, reef forming coral species in St. John waters. Studies indicate that there has been no measurable recovery of live coral cover at the Lameshur Bay site since Hurricane Hugo in 1989. Over the last 10 years, there has been a significant amount of coral lost due to diseases and other causes. Many of the Park’s viewsheds have been seriously altered since the Park was established in 1956. Because the park has been unable to purchase many of the remaining inholdings, pri- vate development has not only altered the viewshed, it has had serious impacts on terrestrial forests and marine habitats such as coral reefs. Development of private inholdings and land adjacent to the park boundary (via clearing of steep hillsides on slopes approaching and exceeding 30 degrees) and pressure to re-open and/or pave old Danish cart roads within the park represent serious threats to marine and terrestrial ecosystems in the Park. Eco-sensitive development must be encouraged to require use of recycled and low energy products and sediment reduction systems as well as provide forested scenic easements. 39% 27% 21% 13% Information Integration and Analysis Natural Resource Management Resource Management and Administration Cultural Resource Management RESOURCE PROTECTION EXPENDITURES, Virgin Islands National Park FY 2000 (Includes FY 2001 Base Increase) Resource Protection REQUIRED AVAILABLE FUNDS — 2001 PROJECTED* SURPLUS/SHORTFALL FUNDS STAFF EXPENDITURES STAFF FUNDS STAFF $1,742,927 26.23 $934,796 13.20 $(808,131) (13.03) Invasive Species Management Virgin Islands National Park is inhabited by numerous species of exotic animals that have caused severe impacts to many indigenous species of plants and animals and threats to visi- tor safety. Exotic mammals include the white-tail deer, donkeys, pigs, goats, cows, European boar, Indian mongoose, rats, dogs, and cats. With the possible exception of the deer, increasing populations of these species are seriously affecting native species of plants and animals. While Virgin Islands National Park has many exotic species of plants, it repre- sents possibly the largest and best example of dry tropical forest remain- ing in the Caribbean. Many exotic species (both animal and plant) are having a serious impact on its health and sustainability. Donkeys destabilize steep slopes through creation of trails, which results in erosion and impacts to coral reefs and seagrass beds. Mongooses have devastated rep- tile populations and some bird popu- lations and continue to depredate the nests of the endangered hawksbill sea turtle. Some beaches on St. Thomas experience 100% predation of eggs and nests. Goat herds are capable of denuding large areas of land of all vegetation, including trees (through bark stripping) and cactus, thus exac- erbating erosion problems. While the impacts of the intro- duced species on indigenous species of plants and animals, these impacts have never been quantified. Quantification would enable the Park to realistically prioritize species in terms of threats and guide it in devel- oping management measures to address the threats. VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 19 Cultural Resources Virgin Islands heritage is pre- served in the form of historic ruins found all over the island, prehistoric sites found on almost all beaches, and shipwrecks, which historic records sug- gest are scattered throughout the Park’s submerged lands. It is estimated that 400 historic ruins remain within the Park. The most conspicuous structures are the remains of sugar plantations. Historic structures range in function from plantation great houses, complete villages for enslaved laborers, sugar factories, forts and batteries, schools for the enslaved, and guard houses used to deter enslaved laborers from escaping. Basic inventories of historic structures are not complete. Entire plantations are still being discovered. Historic structures reports, basic cul- tural landscape inventories, and his- toric resource reports have not been completed. Many structures are in the process of falling into ruinous piles of rock. If action isn’t taken soon, and data is not compiled, they will be lost to Virgin Islands history forever. The major environmental impact to the historic structures is deterioration by vegetation. Consistent, constant removal of vegetation needs to be one of the major efforts in stabilizing Park structures. Many of the prehistoric sites on St. John are in danger of erosion or are actively eroding. These sites range in time from 800 BC to 1493 AD. The unique preservation found at these sites can, through archaeological investiga- tion, provide a matchless opportunity to understand the Native American past of the Virgin Islands before European contact. No systematic surveys of prehis- toric sites have been conducted. Known sites need to be surveyed and docu- mented for status and condition. Data recovery must be undertaken before valuable prehistoric artifacts are lost. The Virgin Islands have one of the richest maritime histories in the Americas, starting with canoes that carried up to one hundred people to Spanish Galleons, pirates, and a rich local maritime industry. Virgin Islands National Park includes thousands of acres of submerged lands. Preliminary research indicates that there is a wealth of submerged resources within the Park that must be located and assessed so that, at the very least, the Park can begin to protect these resources from looters. To date, private funding has been the primary factor in preserving cultural heritage in the Park. Additional funding must be provided if projects such as Cinnamon Bay can continue. Cinnamon Bay is well known both locally and internationally for its public education program where thousands of volunteers participate each year. The research is supported by the Friends of National Park and donations by both visitors and the local community. The Park must have additional storage space for its collections, as these have become increasingly im- portant to the local community. The local community wants to retain its cultural heritage on the island. St. John has a rich heritage. The mission of cultural resource management is to preserve this heritage and to edu- cate the public. Increased financial support and additional archae- ological/curatorial staff would make this mission possible. I University volunteer at Cinnamon Bay archeological site Reef octopus S cenery is one of the most signifi- cant features of the Park. Visitors enjoy the scenic overlooks for views of sparkling blue water, white sand beaches, lush green forests, and undeveloped hillsides. They also enjoy using beaches and aquamarine waters for sunning, hanging out (limin’), snorkeling and swimming. The beaches along the northwest shore between Cruz Bay and Cinnamon Bay receive the highest concentration of use. A special effort is made to introduce visitors to the culture of St. John through cooking and basket- making demonstrations at the Annaberg Sugar Plantation. The children’s environmental education program is key to teaching island youth about their natural envi- ronment, cultural heritage conserva- tion, and the value of protecting natu- ral and cultural resources. Resource management staff takes time to make presentations to and in- volve interpretive staff in special projects so that needed messages to Park visi- tors and the community can be woven into their presentations to the public. In 1998, the Park instituted a fee collection program at Trunk Bay and Annaberg Plantation. Visitors now pay $4.00 per person to visit both sites, whether by land or water. Of fees collected, the park retains 80% and can submit proposals to compete for the remaining 20%. In the first year of this program, substantial funds have been col- lected for use in upgrading visitor facilities and providing enhanced services. Nearly half of the expenditures in the Visitor Experience and Enjoy- ment functional area is devoted to the provision of safety services and law enforcement services by the rangers. Law enforcement patrols include land-based patrols of the beaches and trail areas and marine-based patrols. Law enforcement rangers play an essential role in the protection of the Park’s natural and cultural resources, as well as providing a safe and enjoy- able environment for visitors during their stay. In addition, year-round lifeguard services are provided at Trunk Bay, and the Park is currently considering expanding the the life- guard program to Cinnamon Bay. I VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 20 4% 8% 18% 18% 6% 1% 5% 2% 38% Environmental Education Fee Collection Interpretation Visitor Experience and Enjoyment Management and Administration Visitor Safety Services Visitor Use Services Concessions Management Cooperating Association Coordination Visitor Center Operations VISITOR EXPERIENCE AND ENJOYMENT, Virgin Islands National Park FY 2000 (Includes FY 2001 Base Increase) Visitor Experience and Enjoyment REQUIRED AVAILABLE FUNDS — 2001 PROJECTED* SURPLUS/SHORTFALL FUNDS STAFF EXPENDITURES STAFF FUNDS STAFF $2,150,020 38.48 $1,365,866 27.11 $(784,154) (11.37) A lifeguard surveys the waters of Trunk Bay F acility Operations are defined as those activities that must be undertaken on a routine and reg- ular basis to ensure smooth and effi- cient operation of Park facilities. It includes utilities, grounds, water and waste water management, and over- sight of these activities. Virgin Islands National Park is - responsible for operating 46 buildings and structures, consisting of 20 gov- ernment furnished housing units and a variety of utilities buildings, in- cluding two water reverse osmosis (RO) systems. Grounds Operations is the largest source of expenditures in this category, as the Park must maintain clean and safe beaches, as well as repair beach erosion caused from hurricanes and tropical storms. Utilities Operations is a major cost to the Park, highlighting the Park’s role in operating two reverse osmosis plants that provide potable water to visitors and employees. The Park also provides waste water treatment and utilities services to the Park’s concessionaires, Park buildings and housing units. I VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 21 Facility Operations 25% 11% 16% 20% 8% 7% 4% 9% Buildings Operations Grounds Operations Janitorial Operations Road Operations Transportation and Fleet Systems Operations Utility Operations Facility Operations Management and Administration Trail Operations FACILITY OPERATIONS EXPENDITURES, Virgin Islands National Park FY 2000 (Includes FY 2001 Base Increase) Virgin Islands Hurricane Incident Command Team (ICT) The greatest natural disaster threats Virgin Islands National Park faces are hurricanes and earthquakes. Through a written delegation of authority from the superintendent, hurricane prepar- edness and recovery efforts are del- egated to an incident commander. Once a hurricane’s predicted landfall is within 48 hours of the U.S. Virgin Islands, all Park per- sonnel are assigned to the incident command team. At this point, nor- mal supervisory chains in the Park cease to exist, and personnel are organized into sections. Each section is responsible for specifically assigned duties such as securing the Park’s assets to brace for the high winds and heavy rains that accompany a hurricane. The visitor center and all Park information kiosks are closed. All boats in the law enforcement and resource management fleets must be pulled from the water and lashed down. All buildings, includ- ing government housing units, must be boarded up. Once a storm has passed, sections are responsible for the recovery efforts, from clearing roads of debris to reporting sus- tained damage to Park property. The incident command sys- tem was created to provide a safe, efficient and responsive system to hurricane preparedness and recov- ery efforts. The Caribbean hurri- cane season runs from June 1st through November 30th. A maintenance worker performing roadside vegetation removal REQUIRED AVAILABLE FUNDS — 2001 PROJECTED* SURPLUS/SHORTFALL FUNDS STAFF EXPENDITURES STAFF FUNDS STAFF $1,360,077 18.09 $979,626 11.78 $(380,451) (6.31) I n response to ever-increasing visi- tation, maintenance expenditures represent a significant effort by the Park to provide safe and comfortable buildings, roads, beaches and trail systems for visitors. Duties include preventative maintenance, repairs, replacement of parts or structural com- ponents, periodic inspection and adjustment, painting, resurfacing, rehabilitation and management of these and related activities. The most significant expenditures within Park Maintenance are buildings, roads and maintenance of the vehicle and marine fleet. Perhaps the greatest driver of cost for maintenance activities is the annual occurrence of hurricanes and tropical storms. The Park is struck by hurricanes and tropical storms annually, and must repair and rehabili- tate damaged structures as necessary to ensure the safety of employees and vis- itors. In addition, as buildings and structures within the Park age, they are subject to higher maintenance and upkeep costs. I VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 22 17% 37% 16% 5% 17% 8% Buildings Maintenance Roads Maintenance Trails Maintenance Transportation and Fleet Systems Maintenance Utilities Maintenance Maintenance Management and Administration PARK MAINTENANCE EXPENDITURES, Virgin Islands National Park FY 2000 (Includes FY 2001 Base Increase) Park Maintenance REQUIRED AVAILABLE FUNDS — 2001 PROJECTED* SURPLUS/SHORTFALL FUNDS STAFF EXPENDITURES STAFF FUNDS STAFF $1,483,423 15.33 $1,366,924 13.94 $(116,499) (1.39) A marine mechanic works to repair a Resource Management vessel. Peace Dividends Over the past 11 years, Virgin Islands National Park has greatly benefited from interagency cooperative agreements with the U.S. Navy and U.S. Coast Guard. On six projects, the U.S. Navy (specifically the Navy Seals unit) and the U.S. Coast Guard have assisted in major projects valued at an approximate $600,000 savings to the Park. The projects have included the shipping and installation of Class 3 buoys for Park waters. Without this assistance, the Park would not have the buoys, as the cost of shipping is prohibitive. The partnership has been possible because of the proxim- ity of Roosevelt Roads Naval Station in Puerto Rico, the avail- ability of a massive labor force that includes diving teams and the desire for the U.S. Navy and the U.S. Coast Guard to help the public by improving national parks. The hope is that this synergy will be further utilized and that projects will occur with greater frequency and include land-based projects. T he Management Team of the Virgin Islands National Park is committed to doing what’s right by the Park’s resources, visitors and employees. That means that the actions taken and the decisions made must be predicated on the protection and preservation of the natural, cul- tural, and recreational resources that have been entrusted to the Park’s care, and to making those resources avail- able, in an appropriate and sustainable way, to the over one million visitors per year. To carry out this dual responsibil- ity — protecting Park resources and providing for a quality and memorable experience for our visitors — manage- ment must articulate a vision that can be internalized by the Park staff, visitors, the community, and the myriad of involved stakeholders. Part of that challenge is to create an empowered constituency for we have come to understand that the costs involved in managing this Park are too high, the issues too complex, and the VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 23 Management and Administration Gateway Community Planning Virgin Islands National Park is working closely with the Territorial Government on St. John in improving the downtown Cruz Bay area as a “gateway community” to the National Park. With over one million visitors per year pass- ing through Cruz Bay on their way to and from the park, improving the appearance and functioning of Cruz Bay is critical to both a quali- ty visitor experience and to the local economy. Superintendent John King and St. John Administrator Julien Harley recently agreed to the establishment and joint staffing of a Gateway Planning Council to lead community efforts in planning for the future of Cruz Bay on St. John. In addition to the Superintendent and the Administrator, the Council includes representatives from key Territorial agencies, local commu- nity groups and the public at-large. The Council is charged with coordinating the efforts of public agencies, community groups, and private property owners involved in projects affecting downtown Cruz Bay including beautification projects, signage, transportation planning, infrastructure improve- ments, commercial development, public services, and visitor services and facilities. 9% 2% 12% 8% 27% 35% 7% General Administration General Management Planning Parkwide Safety Communications External Affairs (Outreach) Financial Management MANAGEMENT AND ADMINISTRATION EXPENDITURES, Virgin Islands National Park FY 2000 (Includes FY 2001 Base Increase) Cruz Bay, gateway community REQUIRED AVAILABLE FUNDS — 2001 PROJECTED* SURPLUS/SHORTFALL FUNDS STAFF EXPENDITURES STAFF FUNDS STAFF $1,929,105 20.91 $1,381,372 11.68 $(547,733) (9.23) implications too far-reaching for us to do this job alone. Management is also committed to creating an environment that nurtures, develops and rewards staff, and one that is interesting, stimulating, chal- lenging, and fun. To support the operation of the Park, services provided by the Park’s admin- istrative staff include a multi-faceted human resources operation, budget and fiscal man- agement, radio systems, employee housing, auditing of fee rev- enues, contracting and procurement, and prop- erty administration. The remoteness of Virgin Islands National Park provides signifi- cant challenges to the administrative staff on a daily basis in accom- plishing functions that would be con- sidered routine in other Park areas. Because of rapid growth in infrastruc- ture and relocation of the headquarters and Visitor Center in FY 2000, there is a need to address remote communica- tions and rapidly expanding in- formation management technology requirements in the new facility and two satellite office areas. I VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 24 The Friends of Virgin Islands National Park The Friends of Virgin Islands National Park (the Friends) is a non-profit organization dedicated to protecting and preserving the natural and cultural resources of Virgin Islands National Park. The role of the Friends is fund-raising, “friend raising”, constituency building, and advocacy. As the official private sector partner to the Park, the Friends raise money to supplement the budget appropriat- ed by Congress for Virgin Islands National Park. Money raised by the Friends goes to environmental education, natural and cultural resource preservation, improvement of Park facilities, land acquisition and sci- entific research. The Friends also acts as an advocate, particularly on issues that might threaten the pre- cious natural or cultural resources of the Park. The Friends currently has a 13-member volunteer Board of Directors that governs the organi- zation, and three full-time staff members. The Friends operational budget has increased fifty-fold since 1995 and their direct financial contribution to the Park has aver- aged over $500,000 per year for the past three years. Management and Administration Continued Two park employees outside the Visitor Contact Station Unmet Operational Needs Coral Reef National Monument — A New Management Challenge Unmet Investment Needs Financial and Management Strategies Strategic Priorities The green turtle is one of three federally endangered or threatened species of sea turtles that is common in Virgin Islands National Park waters ne may lack words to express the impact of beauty, but no one who has felt it remains untouched. It is renewal, enlargement, intensification. The parks preserve it permanently in the inheritance of the American citizen.” – BERNARD DEVOTO Journalist/Historian/Novelist “O Steve Simonsen VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 26 Unmet Operational Needs T his chart describes the top ONPS funding priorities for Virgin Islands National Park. The Park’s budget requests in the National Park Service’s Operations Formulation System (OFS) reflect the additional funding and staffing needed to accomplish the most pressing objec- tives outlined in this plan. The total amount requested is $2,616,000 and 32.00 FTEs, which represents a signif- icant portion of the Park’s total funding and staffing shortfall. I $665,100 $390,200 $365,900 $212,400 $982,400 Resource Protection Visitor Experience & Enjoyment Management & Administration Facility Operations Maintenance BREAKOUT OF OFS REQUESTS BY FUNCTIONAL AREA, Virgin Islands National Park FY 2002 Funding Amount: $531,000 Staffing/FTE Level: 8.00 This program would have a two-pronged approach: 1) increased resource protection and 2) education and community outreach. Funding for this program would serve to educate visitors about the Virgin Island’s diverse ecosystems through interpretive services and ensure the protection of these ecosystems through increased law enforcement. Funding Amount: $415,000 Staffing/FTE Level: 4.00 Install and maintain additional navigational buoys and moorings to ensure a reduction in resource impacts and visitor accidents caused by boating public. Maintenance of existing and installation of new navigational aids is a proven method to accomplish this goal. Funding Amount: $451,000 Staffing/FTE Level: 5.00 The new Visitor Center requires coverage at the information desk seven days per week, eight and-a-half hours per day. An increased interpretive staff would serve to educate vis- itors more effectively and provide for a better visitor experience. Funding Amount: $282,000 Staffing/FTE Level: 3.00 Most of the over 200 historic structures within Virgin Islands National Park are crumbling due to the harsh tropical environment they are exposed to and a lack of effort to stabilize them. A program to stabilize and maintain these structures would reduce safety hazards to visitors and continue to provide a link to past cultures that thrived in the Caribbean. Funding Amount: $208,000 Staffing/FTE Level: 3.00 Currently, Virgin Islands National Park maintenance staff regularly maintains only 6 of the 22 miles of trail within the park. An increase in trail crew staff would give visitors access to a larger diversity of hikes within the Park and facilitate the expansion of interpretive programs in the areas that are currently not maintained. Funding Amount: $284,000 Staffing/FTE Level: 3.00 For the past 18 months, a volunteer has undertaken all park planning efforts. This pro- gram would establish a planning office staffed by permanent employees. This would enhance the Park’s ability to effectively respond to community/commercial pressures and federal mandates. Funding Amount: $445,000 Staffing/FTE Level: 6.00 Operate and maintain an environmental heritage center that will provide interpretive exhibits and interactive displays, an environmental classroom for the visiting public and local students, a venue for craft demonstrations, program office space, equipment storage and a meeting room for use by Park partners. 1. Protect Natural Resources, Endangered Species and Visitor Safety 2. Reduce Impacts to Coral Reefs and Coastal Habitats 3. Operate and Maintain New Visitor Center 4. Correct Safety Hazards and Stabilize Historic Ruins 5. Assure Safe Trail Systems 6. Protect and Restore Resources and Environmental Compliance 7. Operate New Environmental Heritage Center Green iguana VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 27 O n January 17, 2001, President Clinton—under Presidential Proclamation—established the Coral Reef National Monument, which comprises almost 13,000 acres of submerged lands predominantly to the south of St. John. While considered a separate park unit, this area is to be managed by Virgin Islands National Park; the addition of the Monument more than doubles the acreage that the Park currently manages. The Monument was created with- out funds or capabilities to inventory, manage and protect these 13,000 acres of water and submerged lands. In order to effectively manage this new unit, Virgin Islands National Park must establish a significant law enforcement presence to control prohibited fishing practices and anchoring, protect re- sources and educate visitors and the community. As the first sizeable “no- take” area in the Virgin Islands, the level of effort required will be dramati- cally greater than that directed towards the 5000+ acres of submerged lands currently in the Park. It brings with it the challenge of working with fisher- men, the cruise ship industry, the boat- ing community, the Government of the British Virgin Islands and the local community to garner support and ensure compliance. Due to the remote and very dispersed nature of the Coral Reef Monument, a new South District Ranger Unit needs to be established that can provide patrols and enforce restrictions. Access to the Monument is 365 days a year, 24 hours a day, and has historically been a conduit for drug trafficking and illegal immigration to the United States. From a resource management perspective, the Monument contains all the elements of a Caribbean tropical marine ecosystem and the biological communities of the Monument live in a fragile, interdependent relationship. Habitats that sustain and enhance this system include: mangroves, sea grass beds, coral reefs, octocoral hard bot- tom, sand communities, shallow mud and fine sediment habitat, and algal plains. The Monument also includes several threatened and endangered species that forage, breed, nest, rest or calve in its waters. Biological and GIS services are needed for basic invento- ries and resource management. To meet the management needs of the National Monument, Virgin Islands National Park Management has submitted an OFS request of $497,000 for FY 2002. This funding is consid- ered the minimum level needed to effectively uphold the mandates of this new park unit. I Coral Reef National Monument — A New Management Challenge Activity FTE Personnel Other Total Law Enforcement Services 3.00 $ 225,000 $ 75,000 $ 300,000 Park Planning/GMP/Compliance Services 1.00 $ 75,000 $ 12,000 $ 87,000 Dispatch Services 1.00 $ 35,000 $ 5,000 $ 40,000 Marine Buoy/Mechanic Services 1.00 $ 65,000 $ 5,000 $ 70,000 Totals 6.00 $ 400,000 $ 97,000 $ 497,000 $245,000 $127,000 $90,000 $26,250 $8,750 Management & Administration Facility Operations Resource Protection Visitor Experience and Enjoyment Park Maintenance FUNCTIONAL AREA BREAKOUT OF CORAL REEF NATIONAL MONUMENT OFS REQUEST, Virgin Islands National Park FY 2002 OFS FUNDING REQUEST VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 28 W hile this document primarily addresses the oper- ating costs of Virgin Islands National Park, there are other costs associated with protecting and preserving natural and cultural resources and serving the visitor. With deteriorating structures, roads, and buildings becoming safety hazards for staff and visitors, a new empha- sis on reducing the backlog of deferred maintenance projects has emerged. The current project backlog for Virgin Islands National Park is $22,865,205. The Park has broken out its investment priorities into Line Item Construction/Repair/Rehabilitation projects and Resource Preservation/Protection projects in an effort to demonstrate its dedication to meet the Park Service’s dual mission of resource preservation and visitor enjoyment. These projects are listed in the PMIS database, a web-based application that lists and prioritizes the entire project backlog service-wide. Prioritized Line Item Construction and Repair/Rehabilitation Projects: 1. Construct Seasonal Dormitory/Emergency Hurricane Shelter Cost: $2,607,500 The hurricane shelter would protect the health, safety and welfare of employees during frequent and severe hurricanes. (Use of the facility as a dormitory during the “high season” from December through April will provide the park with a modern facility to attract highly qualified, competitive applicants.) 2. Construct Environmental Heritage Center Cost: $3,000,000 Construct an environmental heritage center that will provide interpretive exhibits and interactive displays, an environmental classroom for the visiting public and local students, a venue for craft demonstrations, program office space, equipment storage and a meeting room for use by Park partners. 3. Replace Reverse Osmosis Plant at Cinnamon Bay Cost: $1,186,000 Reliable production of potable water for visitors, volunteers, concessionaire and park facilities in all weather circumstances would result from this project. 4. Rehabilitate Damaged Dock at Hassel Island Cost: $427,500 Replace a damaged facility at Hassel Island. The result will provide safe access to Hassel Island for visitors, employees and residents. It will improve park operations and visitor enjoyment by allowing rangers to resume interpretive visits and will bring the facility into compliance with code. 5. Rehabilitate Damaged Dock at Reef Bay Cost: $483,750 Rehabilitate the concrete dock at Reef Bay that was damaged by a hurricane in 1994. This result will provide safe access from the Reef Bay Trail terminus for 4,000 visitors and employees who use the trail and visit the historic ruins at the bay. The dock will also provide handicap accessibility to Reef Bay. 6. Grade and Install Drainage Culverts and Construct Swale at Trunk Bay Cost: $180,000 Correct the original road design, accommodate water flow and prevent further erosion and sedimentation problems. Each year the surface of this road loses hundreds of tons of soil. This soil washes into Trunk Bay, causing significant damage to marine resources. It also creates a health hazard by transporting terrestrial bacteria into Trunk Bay, the Park’s most popular swimming beach (250,000 visitors annually). 7. Replace Park Radio System Cost: $195,000 Replace and install the Park’s antiquated and ineffective radio system to improve visitor safety by allowing more rapid response to emergency medical situations, critical law enforcement incidents, and search and rescue; and preserve cultural and natural resources by improving communication systems for Resource Management and Visitor Protection Division. 8. Replace Unsafe Picnic Pavilion and Failing Comfort Station at Maho Bay Cost: $185,750 Bring the Park into compliance with environmental regula- tions, address critical health issues, and will eliminate threats to visitor health and safety. 9. Repair Structurally Unsound Finger Pier at Visitor Center — Cruz Bay Cost: $133,500 Rehabilitate the failing and unsafe finger pier at the Visitor Center in Cruz Bay. The repair of this pier will safeguard the Park from tort claims of vessel damage and visitor injuries. 10. Replace Aging and Unstable Roofs on Employee Quarters at Lind Point Cost: $457,000 Frequent and severe hurricanes have subjected the roof system to extreme stress and uplift forces and have lessened the integrity of these structures. This project will ensure that these structures meet current code requirements for safe occupancy during hurricanes. Unmet Investment Needs Workers at Trunk Bay Prioritized Resource Preservation/ Protection Projects: 1. Improve Visitor Safety and Resource Protection in Park Waters Cost: $100,000 Maintain regulatory buoys necessary for visitor protection, law enforcement and protection of natural resources and mooring buoys for use by visiting boaters. 2. Develop an Emergency Recovery Program for Eroding Cultural Resources Cost: $200,000 Preserve through mitigation significant cultural resources that contribute regionally significant scientific data on the cultural chro- nology of prehistoric peoples, their lifeways, and natural setting. 3. Curate and Organize Bally Building, Virgin Islands Nation Park’s Museum Cost: $80,000 Provide the Virgin Islands National Park with an accurate assessment of all historical, archeological and biological docu- ments, artifacts and collections in its possession, as well as provide a basis for additions to the collections. 4. Develop a Feral Donkey Population Control Plan Cost: $212,000 Develop a long-term feral donkey population control plan and a program to reduce visitor safety hazards and cultural and natural resource degradation in Virgin Islands National Park. The expanding feral donkey population has led to increasing contact with visitors and residents, producing many safety con- cerns at campgrounds, recreation areas, and with vehicular traffic on the roads. 5. Complete Bat Population Assessment Cost: $40,000 Locate bat population roosts through evening surveys and radio tracking. This project will result in a better understanding of the species distributions, population status and trends of our only remaining native mammals. 6. Create EcoCamp Program for Environmental Education Cost: $20,000 The focus of these EcoCamps will be to introduce Virgin Islands’ schoolchildren and teachers to our natural world. This will result in enhanced protection and preservation of these resources for future generations. 7. Manage Roadside Vegetation Cost: $87,000 Remove low limbs, over-hanging vegetation and hazardous trees along nine miles of primary roads throughout the Park. This will ensure roadside clearances are consistent with NPS road standards. 8. Hold Vital Signs Workshops Cost: $45,000 Conduct a series of workshops to outline and report on the biotic and abiotic “Vital Signs” for the Southeast Region’s marine parks. The project will produce a series of workshops, a final report that will contain a conceptual model of each park's ecosystem, and a list of “Vital Signs” to each park and prioritization of where monitoring dollars should be targeted. 9. Conduct Vessel Groundings y Impact Stud Cost: $40,000 A principal investigator, with demonstrated knowledge and experience in coral reef and sea grass damage assessment and mitigation, will develop a rapid damage assessment protocol. 10. Develop Transportation Management Plan Cost: $150,000 Evaluate existing and projected future transportation needs to solve the problems of congestion, visitor safety and resource degradation, and provide for the implementation of alternative transportation measures. VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 29 $1,505,253 $10,017,808 $5,671,171 $3,707,338 $1,963,634 Management & Administration Facility Operations Park Maintenance Resource Protection Visitor Experience and Enjoyment UNMET INVESTMENT NEEDS BREAKOUT, Virgin Islands National Park FY 2002 Many backlogged projects at Virgin Islands National Park have partially been funded through the Recreational Fee Demonstration Program which allows parks to retain gate receipts previously returned to the Federal Treasury, and use them to pay for projects at the Park. Unfortunately, the Fee Demonstration Program can only reduce a portion of the backlog of projects, as Fee Demonstration Program funds must be spent on visitor services or health and safe- ty projects. Resource management projects, for example, cannot be funded through this program. Above is a breakout of all investment needs at Virgin Islands and the Functional Areas with which they have been associated. I Gray angelfish Financial and Management Strategies T he Business Plan Initiative has documented a $2,636,968 shortfall in the operational budget of Virgin Islands National Park and a $22,865,205 investment backlog. Seeking increased Congressional appropriations is only one method of reducing the gap between what is currently available and what is truly needed. As demonstrated in the Business Plan, it would not be pos- sible to depend solely on that source of funding to close the gap, and alternative, creative methods of improving the Park’s ability to meet its mission and operational standards are needed. A variety of financial and non-financial strategies are list- ed below. Several represent actions already taken by the Park to supplement its base budget, while others are forward- thinking strategies that could aid the Park’s financial situation in both the short and long term. They represent a wide array of strategies intended to build additional capacity, expand partnership opportunities, increase volunteerism, and attract additional quality staff. Partnerships I Enlist the Friends of Virgin Islands National Park in coordinating a broad-based, comprehensive volun- teer program. Embark on an aggressive approach to volunteer management that would include recruit- ment and oversight of activities such as “Adopt-A- Beach/Bay/Trail”, college internship programs, vol- unteer programs for site-specific interpretive tours, cruise ship guest lecturer programs, and regular Park clean up days. I Expand existing participation in programs such as the Student Conservation Association, Youth Con- servation Corps, AmeriCorps, and others that team up youth with conservation-related project needs. I Seek to develop an empowered constituency through relationship-building with universities and school groups, community organizations, foundations, com- mercial operators, governmental entities, and others. This could lead to greater “friend-raising”, fund rais- ing, and constituency-building opportunities. External Relations and Community Development I Participate in and expand the efforts of the Gateway Community Planning Council. This Council was formed to advise and assist the Territory and the NPS in cooperatively planning for the improvement of the downtown Cruz Bay area as a gateway community to Virgin Islands National Park. I Develop, nurture, and maintain effective relationships and positive rapport with Park neighbors, local offi- cials, federal and territorial entities, constituency and advocacy groups, the environmental community, and a host of other stakeholders. Help to instill an appre- ciative understanding of the Park’s objectives and needs, and gain support for same. I Develop stronger political relationships. Proactive efforts are needed to build an effective working rela- tionship with the Island Administrator, Governor’s Office, Territorial Legislature, and the Congressional Delegate’s office. This can serve to expand under- standing of the Park’s purpose, management and operation, as well as to garner support for the Park’s financial and resource requirements. Personnel and Infrastructure Enhancements I Improve information technology capabilities. In comparison to stateside Park units, Virgin Islands National Park is sorely deficient in the information technology arena, due primarily to island infrastruc- ture limitations. The park is currently working on installation of a local area network that will facilitate a higher degree of organizational effectiveness. The Park is also exploring the option of connecting to the Federal Telecommunications System (FTS). VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 30 Mary Point, Leinster Bay FTS capabilities would greatly enhance service reli- ability and significantly reduce telecommunicat- ions costs. I Expand and improve the housing inventory. A major impediment to the recruitment and retention of quality staff is the extreme housing shortage within the Park, and an acute shortage of affordable and available rental housing within the community. Several steps can be taken to partially alleviate this situation. They include the conversion of the former administrative facility at Red Hook into a dormitory unit; acquisition of eco-tents for short-term occupan- cy use by interns, researchers, and volunteers; con- struction of a Friends-funded dormitory facility; and competition for servicewide line-item construction funds for new housing development. I Institutionalize Park-wide communication processes. Continue to hold regular all-employee meetings. Disseminate minutes from squad meetings to all em- ployees. Continue to publish the staff newsletter “Our House”. Move toward a shared leadership model where employees are actively engaged in decision-making. Create an environment that pro- motes creativity, ingenuity, productivity, and self-actualization. Additional Financial Strategies I Expand the Park’s interpretive program offerings through the use of existing cost recovery authorities. The principle audience of this interpretive outreach would be the Park’s commercial partners. This would allow the Park to supplement its interpretive staff, greatly expand its interpretive offerings, and reach a much larger audience with the Park’s (and broader conservation) message. I Expand participation in the Fee Demonstration program. Currently, fees are collected at Trunk Bay and the Annaberg Plantation ruins. Upon com- pletion of the Park’s Vessel Management Plan, mooring and anchoring fees for overnight use will be instituted. I Increase revenues from the commercial sector. The Park has just completed its Commercial Services Plan. All commercial operations will now be per- mitted and an annual fee assessed. Current fees for commercial operations will be reassessed and increased as appropriate. A new concessions pros- pectus for the Trunk Bay and Cinnamon Bay opera- tions will soon be prepared. This will provide an opportunity to significantly increase the franchise fee for these operations. I Work through the Friends to institute a guest “check-off” program with area resorts and vacation villas. Work with the Friends to institute a similar program with all other commercial operators, wherein an additional fee would be added to their existing rate structure as an optional donation to the Park. I Use the Business Plan as the principal vehicle through which to communicate the Park’s financial and oper- ational needs. Aggressively market, both internally and externally, the increased requirements set forth throughout the Plan. I VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 31 A mason works to stabilize an historical wall at Annaberg Plantation Destin zemi This business plan is the result of an initiative undertaken through a creative public/private partnership between the National Park Service and the National Parks Conservation Association (NPCA), with the generous support of the fol- lowing philanthropies: Compton Foundation, Inc. Walter & Elise Haas Fund Vira I. Heinz Endowment The Roy A. Hunt Foundation The Henry P. Kendall Foundation The David & Lucile Packard Foundation Park Foundation, Inc. Anonymous VIRGIN ISLANDS NATIONAL PARK BUSINESS PLAN, Summer, 2001 32 Acknowledgements This program would not have been possible without the invaluable contributions of the Virgin Islands National Park staff. The following key contributors are especially appreciated: Dottie Anderson Vernon Lake Rafe Boulon Ed Lettsome Laurel Brannick Jim Owens Schuler Brown Laurelly Richards Ida Mae Brown Elba Richardson Don Catanzaro Genevieve Segura Steve Clark Judy Shafer Denise Georges Deanna Somerville Georgia Gottlieb Paul Thomas R.W. Jenkins Leon Varlack John King Ken Wild Thomas Kelly Janice Williams Troy Williams A very special thank you to the Friends of Virgin Islands National Park for their generous contribution that made possible the publishing and printing of this document. Additional Contributors: Steve Simonsen, Marine Scenes Anjali Gupta Rob Lawrence Dave Matthias Don Near Ken Wild Photographers Leonora Stanciauskas Graphic Design & Production Additional Support Provided by Tracy Fehl Accounting Operations Center National Park Service Tom Dale Accounting Operations Center National Park Service Steve Bosak National Parks Conservation Association Called the “National Parks Business Plan Initiative” (NPBPI), the program placed graduate students from top business and public policy schools at thirteen National Parks during the summer of 2001. The following graduate students contributed to this project at Virgin Islands National Park: Anjali Gupta School of Environmental and Public Affairs Indiana University Rob Lawrence Harvard Business School Harvard University National Park Service Purpose and Mission “…to promote and regulate the use of the … national parks … which purpose is to conserve the scenery and the natural and historic objects and the wildlife therein and to provide for the enjoyment of the same in such manner and by such means as will leave them unimpaired for the enjoyment of future generations.” — NATIONAL PARK SERVICE ORGANIC ACT, 16 U.S.C. Office of the Superintendent Virgin Islands National Park 130 Cruz Bay Creek St. John, USVI 00830 340.776.6201 http://www.nps.gov/viis/