Listed below are some of the major strategic choices facing the state park system. Each set of alternatives is framed as a kind of continuum; collectively, they suggest some of the trade-offs which might present themselves under the variety of changing conditions which will unfold during the next 20-25 years. Through time and across changing conditions, outstanding maintenance, resource protection, public and employee safety, and excellent visitor services will remain high priorities.
The preferred alternatives are identified in bold italics; if the larger forces discussed above shift, another option may emerge as being more desirable or realistic. These alternatives are intended to sketch out a general, long-term direction for the park system. In most instances, the paths outlined here do not represent major departures from what is presently in place.
Development:
Beyond what is currently planned, a substantial amount of major new development in the park system is not anticipated during the next twenty years. There is currently neither widespread public support nor funding for the kind of highly developed state park systems found in a number of other states around the country. There is a strong tradition of primitive recreation in Montana. In some cases, simply providing access and open space may be all that is required. On the other hand, many Montanans and out-of-state visitors desire a balanced state park system, which retains a rustic character in some units, while offering a broader array of facilities in others. A rapidly growing elderly population will increase the demand for certain types of facilities. Ultimately, not every Montana State Park can offer everything to everyone, but the system as a whole is large enough so that it can meet a diversity of interests. The anticipated course of action is to support the existing system at the current maintenance standard or better, selectively improve visitor services, and enhance the system with carefully chosen new capital projects and on-going rehabilitation.
Acquisitions:
Funding and political support for major new acquisitions are currently not available, and probably will not emerge in the near future unless there is an unusual opportunity to save a significant resource, a substantial new funding source is developed, or a major funding partner steps forward for a particular project. It would not be prudent to take on significant new sites without secure funding sources and adequate staffing to operate and maintain them. The acquisition of inholdings or key adjacent parcels will remain the highest priority for Montana State Parks into the twenty-first century.
However, if Montana's population and out-of-state visitation continue to increase as expected- along with participation in various outdoor recreation activities--support may grow for the acquisition of high-priority sites in order to help disperse use and/or preserve important resources. Additionally, there are likely to be more opportunities to work cooperatively with other agencies in managing various recreation sites throughout Montana.
Meeting Recreational Demands:
The Montana State Park system does not have to meet every new recreational demand; there are other public and private sector providers who are in better position to meet certain types of new needs. As recreational technology continues to change more quickly, however, there is likely to be more pressure to adapt the system to new activities. Conversely, a situation might arise where some types of current uses may no longer be appropriate. In the face of increasing flux, the defacto policy of the Parks Division has been gradual, incremental change to meet selected new needs; this approach is likely to continue.
Accommodating new demands should be seriously considered when resources can be protected, funding and staffing are available, and conflicts between visitors are minimal. Because of the wide range of park types, potential new uses at parks need to be considered on a site-by-site basis, assuming they are compatible with the goals of the system as a whole.
Growing numbers of seniors and disabled citizens, minority visitors, and foreign tourists will also place new demands on Montana State Parks. Additionally, meeting the recreational needs of families will continue to be a focus, while more attention needs to be directed at ensuring that low income Montanans have improved access to a range of outdoor recreational activities close to their homes.
The role of the Parks Division in state-wide recreational planning and management is beyond the scope of this Plan, which is focussed on the 41 state parks. Nonetheless, it is worth noting that there are opportunities for the Parks Division to play a larger role in these areas, particularly as a partner with other agencies.
Parks Programs and Staffing:
Given present funding and political trends, maintaining something resembling the current mix of programs and staffing is the most likely option for the next several years; beyond that, changes in politics, the economy, and/or changing customer demands make predictions very difficult. Some areas of potential expansion include the following: interpretation and education (especially for youth); water-based recreation management and planning; more focus on family opportunities; additional support for the non-motorized Trails Program; assistance with the Lewis and Clark Bicentennial; and possible future involvement with Virginia and Nevada Cities. The internal transfer of program responsibility and staff within a division or from one division to another is always a possibility, and may not be directly linked to specific outside trends or forces.
Current demands on existing Parks Program full-time equivalent (FTE) staff are high, with too few people available to do the necessary work. Barring a major reduction in the size of the park system, the need for more FTE is likely to remain. However, substantial new staff increases and/or programs would require strong legislative and constituent support. The addition of new FTE has been difficult in the past, and there are currently no indications that this will change significantly in the near future. The current number of FTE places severe limitations on the Division's ability to successfully implement new programs, or assume management of new sites. Aggressive reliance on interns and volunteers has helped maintain a broader range of services than would otherwise have been possible, but these programs are not a panacea for staff deficiencies, and can not be expanded indefinitely.
The Program's highest priority has been and will continue to be protecting park resources, and excellent maintenance and operations of existing park sites; education and interpretation programs can assist with these efforts, while providing other important benefits.
Funding and Fees:
In order to maintain and improve the park system to standards desired by visitors, there is a need to investigate and pursue more secure, long-term funding sources which are less vulnerable to fluctuations in the larger political and economic environment. Foundation and support group help, new user/and or commercial use fees, and other funding options should all be explored. Securing improved outside funding support will help keep user fees as low as possible.
Continuing to nurture support for the fee system is critical, as is setting the groundwork for reasonable fee increases at appropriate intervals (e.g., every five years), as costs increase. Staff need to ensure that visitors see a connection between the fees they pay and the benefits they receive. While fees have become a more important component of State Park finances, Program staff are committed to continuing to provide excellent value for visitors, with fees in line with regional averages, and affordable opportunities available for low-income visitors.
