VALLES CALDERA

NATIONAL PRESERVE

VALLES CALDERA 

NATIONAL PRESERVE

Sandoval and Rio Arriba Counties 

State of New Mexico 

P.O. Box 359 

Jemez Springs, NM 87025 

(505) 661-3333 

www.vallescaldera.gov 

Valles Caldera Trust 

2008 Report to Congress 

Fiscal Year 2008 
1Valles Caldera National Preserve | 
2 Valles Caldera National Preserve | 

VALLES CALDERA NATIONAL PRESERVE

Fiscal Year 2008 – Report to Congress

Contents

EXECUTIVE SUMMARY ..................................................................................................... 4

SECTION 1.ABOUT US...................................................................................................... 6

1.1 BACKGROUND................................................................................................... 6

1.2 THE TRUST........................................................................................................ 6

1.3 THE PRESERVE................................................................................................... 6

1.4 MANAGEMENT DIRECTION..............................................................................10

SECTION - 2 FISCAL YEAR 2008 GOAL ATTAINMENT....................................................13

2.1 ADMINISTRATIVE GOALS.................................................................................13

2.2 GOALS FOR COMPREHENSIVE MANAGEMENT ..................................................15

2.3 IMPLEMENT NEW RECREATION PROGRAMS......................................................17

SECTION - 3 ORGANIZATION, PROGRAM ACCOMPLISHMENTS, AND BUDGET ...............19

3.1 ORGANIZATION...............................................................................................19

3.2 PROGRAM ACTIVITIES AND ACCOMPLISHMENTS..............................................21

3.3 BUDGET ..........................................................................................................37

SECTION - 4 GOALS FISCAL YEAR 2009........................................................................41

4.1 ADMINISTRATIVE.............................................................................................41

4.2 COMMUNITY SERVICES ....................................................................................41

4.3 PRESERVE OPERATIONS ...................................................................................42

4.4 PUBLIC USE AND ACCESS.................................................................................43

4.5 PLANNING .......................................................................................................43

SECTION - 5 APPENDICES .............................................................................................46

5. 1 CURRENT BOARD OF TRUSTEES...........................................................................46

5. 2 PROGRAM AREA OUTCOMES...............................................................................47

5. 3 DISTRIBUTION LIST .............................................................................................51

LIST OF TABLES AND FIGURES

Table 1 – Summary of planned and actual expenditures as well as revenues for FY 2008............38

Table 2 - Monetary and In-kind Contributions...........................................................................40

Table 3 – Current Board of Trustees..........................................................................................46

Table 4 – 9 Program Outcomes .................................................................................................47

Figure 1 – Valles Caldera National Preserve, Sandoval and Rio Arriba Counties, New Mexico.....8

Figure 2 – Landscape Features of the Valles Caldera..........................................................9

Figure 3 – Jemez Springs visitor center and gift shop .......................................................18

Figure 4 – Reference locations for recreation activities......................................................32

Figure 5 - Historic ranch features in the Valle Grande.......................................................39
3Valles Caldera National Preserve | 
4 Valles Caldera National Preserve | 

Executive Summary

In this, our sixth year of management, we have made great progress in comprehensive planning 

towards the ecologically and financially sustainable management of the Preserve consistent with 

the Valles Caldera Preservation Act.

Among the purposes of the Act identified in section 102 is:

 “...to establish a demonstration area for an experimental management regime adapted to this 

unique property which incorporates elements of public and private administration in order to 

promote long-term financial sustainability consistent with the other purposes enumerated ...” 

Other purposes include the protection and preservation of resources, provision of opportunities 

for public recreation, and sustained yield management for timber production and domestic 

livestock grazing. As the Trust progresses towards comprehensive management of the Preserve, 

we also continue our progress towards achieving all purposes and goals established by Congress. 

For example:

• Preserve-wide planning and innovative approaches to meet both the spirit and intent of 

National Environmental Policy Act are setting the stage for future efficiencies. A quantified 

and systematic approach to adaptive management ensures resource protection that can be 

quantified at multiple scales of time and space. This systematic approach will reduce future 

costs associated with planning and documentation as well as providing sound legal footing for 

decision-making.

• For the first time ever the Preserve was open seven days per week during the summer 

recreation season and provided outdoor recreation and interpretive opportunities to visitors 

without prior reservations. This expansion in our summer recreation program led to a 

substantial increase in overall visitation.

• The Preserve continues to be a draw to scientists, educators and researchers from all over the 

world. Over $1.6 million of extramural funding established the Preserve as part of a global 

network in the study of climate, water, carbon, and other local, regional, and global land 

management issues. Spreading scientific knowledge into our classrooms has also been a focus 

as programs outreach to educators and students alike.

In spite of our progress, the path to financial self sufficiency continues to challenge every aspect 

of management. Comprehensive planning and quantifiable analysis has highlighted several of 

these challenges.

• The ecological condition of the Preserve has been impacted by its intensive use over the past 

century including logging, road building and grazing. The timber and rangeland resources of 

the Preserve are in as great, if not greater, need of restoration as those on other public lands in 

the west. The Preserve’s renewable timber resources will not be contributing measurably to 

its financial self sufficiency. 

• While the demand for access to the Preserve for recreation, education, science, research, and

commercial purposes is great; the facilities and infrastructure necessary to support such use is 

insufficient. Quantitative assessments of facilities find that most buildings do not meet basic 
5Valles Caldera National Preserve | 

health and safety requirements necessary to permit public access. Except for the roads the 

Trust has invested in to date, the transportation system on the Preserve does not meet the 

minimum standards for safety or resource protection.

• While it appears that public access and use (with the potential revenues as derived from fees, 

donations, fund development, and associated sources) is the key to financial self sufficiency, 

significant investment will be required. Analysis on deferred maintenance, compliance with 

Americans with Disability Act Standards, and potential investment in infrastructure and 

facilities could range from $15 to $50 million over the next 10 years. It is also important to 

remember the investment in the Valles Caldera National Preserve, to date. The initial 

purchase price was $101 million and the operating costs since federal acquisition have been 

approximately $3.5 million each year. 

• The report briefly describes the challenges the Trust faces by not having access to permanent 

judgment appropriations under section 1304 of Title 31, U.S.C. (the Judgment Fund). The 

annual cost for liability insurance in FY 2008 increased 105% over FY 2007. In addition, the 

Trust had difficulty finding a provider willing to underwrite our activities. There simply is 

not an accepted model for quantifying the risks associated with multiple uses on public lands, 

especially those associated with hunting and other unguided recreation activities. 

• If the Trust had not been able to find a source for general liability coverage, we could not 

have permitted public use and access to the Preserve without incurring significant financial 

risk. The obvious solution is an amendment to the Valles Caldera Preservation Act to 

authorize the access to the Judgment Fund in the event of a claim. It is our intent to request 

such an amendment in FY 2009. 

• The Trust continues to demonstrate efficiencies in fiscal management. Administrative costs, 

which include fixed costs, account for only 27% of the Trust’s annual planned budget. The 

second largest allocation at 22 percent goes towards providing programs for public access and 

use. The combined salary and benefits for all employees accounts for only 50 percent of the 

Trust’s budget.

Besides highlighting accomplishments and challenges, this report provides a comprehensive and 

detailed report of the Trust’s operations, activities, and accomplishments for FY 2008, including 

information on the status of ecological, cultural, and financial resources being managed by the 

Trust, and benefits provided to local communities.

The report also includes goals for FY 2009. These annual goals include increasing funding 

through contributions and donations, continuing our activities and services in the community, 

continuing to address immediate infrastructure needs, and continuing to increase the public’s 

access to the Preserve. The Trust is also setting goals for our continued planning for public access 

and use and initiating planning for the management and restoration of the Preserve’s forests and 

ecosystems. 
6 Valles Caldera National Preserve | 

Section 1. About Us

1.1 Background

The Valles Caldera Trust (the Trust) is a wholly owned government corporation responsible for 

the management of the Valles Caldera National Preserve (the Preserve). The Preserve, originally 

known as the Baca Location No. 1, was operated as a privately owned ranch for over a century 

prior to its acquisition by the federal government. Federal acquisition occurred in July of 2000 

with the passage of the Valles Caldera Preservation Act (Public Law 106-248). The Preserve is 

comprised of 88,900 acres of National Forest System (NFS) land located in north central New 

Mexico, Sandoval and Rio Arriba counties. National Forest System land is typically managed by 

the United States Department of Agriculture, Forest Service. Delegating management of NFS 

land to a government corporation constitutes an experiment in public land management.

1.2 The Trust 

The Trust is staffed by Federal employees and governed by a nine member Board of Trustees (the 

Board). Seven trustees are appointed by the President, the remaining two are ex-officio; the 

superintendent of Bandelier National Monument and the Supervisor of the Santa Fe National 

Forest. On January 10, 2001 the first board of trustees was seated and officially assumed 

management of the Preserve. The current trustees are listed in Appendix A.

Among the purposes listed for The Valles Caldera Preservation Act (the Act) was, “to establish a 

demonstration area for an experimental management regime adapted to this unique property which 

incorporates elements of public and private administration in order to promote long term financial 

sustainability consistent with other purposes enumerated in this subsection...” 

Towards this end the Act provided the Trust with certain exemptions and tools different than

those available to the United States Forest Service (USFS) which manages most NFS land in the 

United States. Among these is the ability to retain donated funds and income generated from the 

management of the Preserve. These funds are retained in an interest bearing account and are 

available without further appropriations, “for the administration, preservation, restoration, operation 

and maintenance, improvement, repair, and related expenses incurred with respect to properties under 

its management jurisdiction”. The Trust is considered an agency for the purpose of compliance 

with Federal environmental laws, including the National Environmental Policy Act (NEPA), but 

remains exempt from the Forest and Rangeland Renewable Resources Planning Act of 1974, as 

amended (16 U.S.C. 1600 et seq.).

1.3 The Preserve

The Preserve is located atop the Jemez Mountains in north central New Mexico (Figure 1) and is 

often referred to as the “crown jewel” of the Jemez. The name “Valles Caldera” refers to the 

series of expansive grassy valleys or “valles” contained within an approximately 13-mile wide 

collapsed volcanic crater. “Caldera” is Spanish for cauldron or kettle as well as a geologic term. 

Most people associate the Preserve with the “Valle Grande” one of the largest of the valles. New 

Mexico State Highway 4 (NM4) traverses the southern edge of the Valle Grande providing a 

panoptic view of this iconic landmark as portrayed on the cover photo. 
7Valles Caldera National Preserve | 

VALLE SAN 

ANTONIO – MICHAEL 

MUDD 

One third of the Preserve consists of expansive, gently sloping grasslands with the remaining two 

thirds consisting of mountainous forests. Nearly 75 miles of perennial streams originate in the 

Preserve’s forests and meander through its grassland valleys (as shown in the photo below)

making the Preserve one of the most diverse areas in the southern Rocky Mountains ecoregion 

(southern Wyoming to northern New Mexico). The major landscape features and vegetation are 

depicted in Figure 2. 
8 Valles Caldera National Preserve | 

FIGURE 1 – VALLES CALDERA NATIONAL PRESERVE, SANDOVAL AND RIO ARRIBA COUNTIES, NEW MEXICO
9Valles Caldera National Preserve | 

FIGURE 2 – LANDSCAPE FEATURES OF THE VALLES CALDERA
10Valles Caldera National Preserve | 

1.4 Management Direction

1.4.1 Purposes

Besides authorizing acquisition of the Preserve as a demonstration area for an experimental 

management regime, the Act identified purposes for the acquisition, three of which are directly 

tied to the management of the Preserve: 

• to protect and preserve for future generations the scientific, scenic, historic, and natural 

values...including rivers and ecosystems, and archaeological, geological, and cultural 

resources; 

• to provide opportunities for public recreation;

• to provide for sustained yield management of the Baca ranch for timber production and 

domestic livestock grazing insofar as is consistent with the other purposes stated herein.

1.4.2 Goals

In section 108, (d) the Act identified six goals for comprehensive management of the Preserve:

1. operation of the Preserve as a working ranch, consistent with paragraphs (2) through (4);

2. the protection and preservation of the scientific, scenic, geologic, watershed, fish, wildlife, 

historic, cultural and recreational values of the Preserve;

3. multiple use and sustained yield of renewable resources within the Preserve;

4. public use and access to the Preserve for recreation;

5. renewable resource utilization and management alternatives that, to the extent practicable – 

A. benefit local communities and small businesses;

B. enhance coordination of management objectives with those on surrounding National Forest 

System land; and 

C. provide cost savings to the Trust through the exchange of services, including but not limited 

to labor and maintenance of facilities, for resources provided by the Trust; and

6. optimizing the generation of income based on existing market conditions, to the extent that it 

does not unreasonably diminish the long-term scenic and natural values of the area, or the 

multiple use and sustained yield capability of the land.

1.4.3 Benchmarks

The Act identified several benchmarks to measure the progress of the Trust in meeting the goals 

and purposes of the Act.

Public Access

Within two years of acquisition, the Preserve was to be open for reasonable access by the 

public. This goal was met in 2002 with the initiation of interim programs for summer 

recreation, and winter recreation, which included hunting and special events. In 2002 the 

Trust hosted only 700 visitors to the Preserve; this number grew to over 12,000 in 2007 and 

15,000 in 2008.
11Valles Caldera National Preserve | 

Comprehensive Management

Within two years of assuming management, the Trust was to develop a program for the 

comprehensive management of the Preserve. 

This benchmark was reached in August of 2003, with the Federal Register publication of the 

final NEPA procedures for the Trust. The purpose of these procedures is, “To implement the

comprehensive management of the lands, resources, and facilities of the Valles Caldera 

National Preserve...” and included ten management principles to describe the values of the 

Trust and the vision adopted by the trustees. 

Comprehensive management of the Preserve, under the Trust’s NEPA procedures, is a 

dynamic system of planning, implementation, monitoring, evaluating, and adjusting actions on 

the ground towards ultimate goal attainment. The process is documented in Stewardship 

Registers and the State of the Preserve, which is published every five years.

Plan for Decreasing Appropriated Funding

Also, within two years of assuming management the Trust was to provide to Congress a plan

that will achieve at a minimum, the financially self sustained operation of the Trust and 

management of the Preserve within 15 full years of acquisition. 

A plan for decreasing appropriations was completed by the trustees in November of 2004 and 

included in Appendix B of the “Framework and Strategic Guidance for Comprehensive 

Management” prepared by the trustees and distributed by the Trust in 2005. Besides an 

introduction and background information the plan addressed decreasing appropriations and

identified a development strategy for the Preserve which identified three phases of 

development: 

• Phase 1: Institution Building – Approximately 2001-2005

• Phase 2: Infrastructure Development – Approximately 2005-2010

• Phase 3: Program Refinement – Approximately 2010-2015

The development strategy also identified several sources of funding for achieving financial 

self-sufficiency including:

• Fees for public access or activities,

• Federal and other public grants,

• Sustainable utilization of natural resources,

• Private fund-raising and partnerships,

• Retail and merchandizing activities,

• Nonprogrammed special events, and

• Hospitality activities.

The plan also noted how performance would be tracked but did not project actual costs or 

revenues.
12Valles Caldera National Preserve | 

Financial Self-sufficiency 

The term “financially self-sustaining” is defined in the act as meaning “management and 

operating expenditures equal to or less than proceeds derived from fees and other receipts from 

resource use and development and interest on invested funds.” The Act further clarifies that, 

“Management and operating expenditures shall include trustee expenses, salaries and benefits of 

staff, administrative and operating expenses, improvements to and maintenance of lands and 

facilities of the Preserve, and other similar expenses”, in other words, all direct and indirect 

expenditures.

The goal for financial self-sufficiency is July 25, 2015; or fifteen full years after acquisition. If, 

after the fourteenth full year following acquisition, the trustees believe that goals and 

objectives of the comprehensive management program under section 108 (d) have been met, 

but the Trust has not achieved financial self-sufficiency as defined, the trustees may submit to 

the Committees of Congress, a recommendation for authorization of appropriations beyond 

that provided by the Act.

In FY 2008, the Trust recovered 18 percent of its management and operating expenditures

through revenues and donations.

VALLES CALDERA NATIONAL PRESERVE, OFTEN REFERRED TO AS THE “CROWN 

JEWEL” OF THE JEMEZ MOUNTAINS. 

FROM THE LEFT: OLD GROWTH PINE STAND SURROUNDING THE HISTORIC RANCH 

HEADQUARTERS, VIEW FROM THE NORTHERN RIM, EAST FORK OF THE JEMEZ RIVER 

MEANDERING THROUGH HIDDEN VALLEY. 
13Valles Caldera National Preserve | 

Section - 2 Fiscal Year 2008 Goal Attainment

The FY 2007 Report to Congress put forward an ambitious scope of work for FY 2008; 

establishing seven goals for attainment. 

Three of the goals were administrative, dealing with elements of finance and budget management. 

Three of the goals were directed towards continuing our progress in moving from interim to 

comprehensive management. The seventh goal focused on increasing the revenues and visitation 

under the current interim recreation program. The following briefly describes the status of the 

goals for FY 2008 identified in the Report to Congress submitted for Fiscal Year 2007.

2.1 Administrative Goals

2.1.1 Develop a Strategic Business Plan to Guide the Trust to Financial 

Self-sufficiency

Objective

To create a business plan that identifies options to generate revenues from programs, activities 

and commercial uses that equal or exceed operational expenses. The direction provided to the 

contractor was to explore alternatives which could generate approximately $5,000,000 per 

year (in 2007 dollars) for the Trust to become financially self-sufficient by 2015. 

Status

In March, 2008 the Trust awarded a contract to a commercial firm, Entrix Inc. to prepare the 

strategic business plan. The award was competitive; Entrix was selected from 11 applicants 

who submitted proposals to the Trust. The award was in the amount of $174,841 and was 

based on “best value” considering the cost, experience, and technical approach of the 

applicant. The due date for submission of the plan was September, 2008. The plan was 

submitted as a draft for review and comment by the board and staff. The final document was 

delivered to the Board on December 31, 2008. This document is currently being reviewed 

and will be made available at a later date.

Narrative

The end product will provide information and alternatives as the Trust continues planning for 

public access and use on the Preserve. The scope of work addresses the sources of revenue 

identified in the 2004 plan for decreasing appropriations, emphasizing some specific avenues 

within those general categories. 

2.1.2 Complete Financial Audit for Fiscal Years 2004 through 2007

Objective

Complete a comprehensive audit for fiscal years 2004 through 2007 of the Trust’s financial 

statements.
14Valles Caldera National Preserve | 

Status

The Trust developed a Request for Proposals (RFP) and the contract was awarded to Moss

Adams, LLP in the amount of $146,033.74. The Forest Service’s Albuquerque Service 

Center –Budget & Finance Staff have cooperated with the Trust to provide documentation 

requested by Moss Adams. The report will be available by January 31, 2009. Moss Adams 

has been awarded the contract to audit the FY 2008 financial statement. Anticipated 

completion date for the FY 2008 audit is March 31, 2009.

Narrative

In prior years the Trust sought the most efficient accounting system for implementing its 

purposes, and transitioned between the Department of Agriculture (Forest Service) and the 

Department of Interior (National Business Center) and back to the Department of 

Agriculture (Forest Service) financial systems. These changes resulted in complications in 

completing the audit. In FY 2008, the Trust entered into an agreement with the Forest 

Service for financial services. The Forest Service system has proven to be the most reliable 

and efficient for the Trust. Completing the financial statement audit was a requirement of 

the a GAO review and will permit annual audits in accordance with the Government 

Corporation Control Act, U.S.C. title 31, 9105, as required by the Valles Caldera 

Preservation Act.

2.1.3 Develop Procurement Policy

Objective

Ensure that procedures applicable to the Trust’s procurement of goods and services, including 

the award of contracts, fosters commercially reasonable buying practices and reasonable 

competition.

Status

In June 2008, Acting Executive Director, Lucia Turner, provided the Board with 

documentation that reflected the approval of the Valles Caldera Trust’s Procurement Policy. 

The policy was approved on August 16, 2001. The policy was reviewed by the Office of 

Management and Budget (OMB) as required by the Act. Since this documentation is on file 

and the Trust has been using this procurement policy since the date it was approved, the 

Board determined that there was no need to revise the policy.

Narrative

The Valles Caldera Preservation Act exempts the Trust from federal procurement laws but 

requires that internal procurement policies be developed in consultation with the Office of 

Management and Budget (OMB). Such a procurement policy was developed by the Trust in 

2001. The goal for 2008 was to develop a procurement policy that was more specific to the 

Trust and provided greater efficiencies. Since the Trust relies on the USFS for procurement 

and contracting support and submits payments through the Federal Finance System there 

remains far less flexibility then the law implies. The Trust is not exempt from federal 

appropriations law. 
15Valles Caldera National Preserve | 

Based on a review of the 2001 procurement policy, the Trust determined in 2008 that a 

policy revision was not warranted at this time. In the future the Trust will work with OMB 

to ensure that procurement policies appropriately address our transition to complete financial

self sufficiency.

2.2 Goals for Comprehensive Management

2.2.1 Complete Forage Management Environmental Assessment

Objective

Make decisions regarding the operation of the Preserve as a working ranch by continuing

programs for domestic livestock grazing and managing the Preserve’s ranch infrastructure

consistent with the goals stated in the Valles Caldera Preservation Act. 

Status

An Environmental Assessment (EA) was completed regarding the proposed Multiple Use and 

Sustained Yield of Forage. The EA was made available for a 45-day public comment period on 

December 19, 2008 (FY 2009). Based on a review of the EA and the public comments 

received the Executive Director will either make a Finding of No Significant Impact and 

prepare an implementing decision or, if no such finding can be made, may decide to prepare 

an Environmental Impact Statement, or to modify or terminate the action. The decision shall 

be made in the spring of 2009 following a public comment period on the findings. 

Narrative

The Trust has proposed and analyzed the environmental effects of a comprehensive system to 

implement adaptive management for the allocation and use of forage by the Trust (mainly by 

livestock grazing). By focusing analysis and decisions on goal attainment as measured by 

objectives and monitored outcomes, the Trust increases flexibility in program management. 

The paradigm in public land management is that analysis and decisions focus on a specific 

action or activity. While public land managers embrace the concept of adaptive 

management, they often lack the necessary data and monitoring system to efficiently 

implement the more flexible system of management. The Trust has invested in data, 

acquiring systematically by or under the supervision of experts and systematically managed in 

a data base and Geographic Information System (GIS). These data allow the Trust to define a 

baseline and establish quantifiable goals, objectives, and monitored outcomes. Decisions 

focus on a variety of activities that can occur in time and space provided that objectives are 

being met.

This systematic approach can greatly increase the transparency of planning and decisionmaking and has even allowed the Trust to include the public in monitoring activities. The

system, which thus far has been developed in support of managing range and livestock, will be 

integrated with future natural resource planning efforts including the management of forestry 

and fire. By creating a system designed to integrate new information and changing conditions, 

future cost and time requirements associated with planning should be significantly reduced. 
16Valles Caldera National Preserve | 

The outcome will be a comprehensive program for the multiple use and sustained yield of 

the Preserve’s forage resources consistent with the Multiple Use and Sustained Yield Act of 

1960.

2.2.2 Finalize Programmatic Agreement with New Mexico State Historic 

Preservation Office and Advisory Council on Historic Preservation

Objective

Formalize the guidelines and procedures for preservation of cultural resources on the 

Preserve in accordance with the National Historic Preservation Act (NHPA) and in 

consultation with the New Mexico State Historic Preservation Office (SHPO) and with 

Native American tribes and pueblos associated with the Valles Caldera. 

Status

As the result of multiple years of consultation, in FY 2008 the Trust, the Advisory Council on 

Historic Preservation (ACHP), and New Mexico SHPO drafted a Programmatic Agreement 

(PA) for compliance with Section 106 of NHPA. The draft is currently under review by 

SHPO. Once SHPO’s comments are incorporated and their concurrence received, it will be 

presented to the Board. Once approved it will be presented to Tribes and Pueblos to solicit 

comments and invite them to become signatories, and to the public for their comments. 

Narrative

As a federal land management agency, the Trust is responsible under the National Historic 

Preservation Act for protecting historic, archaeological, architectural and ethnographic 

resources and landscapes; for building knowledge about this historic heritage; and for 

consulting with Native American Tribes and Pueblos that attach religious and cultural 

significance to the resources and landscapes of the Preserve. The Trust is committed to 

achieving these preservation goals effectively and efficiently, and with respect for and in 

cooperation with concerned Tribes and Pueblos. The PA will formalize procedures already in 

place at the Preserve. The PA is of short duration (i.e., less than five years), and will be 

augmented or replaced with a cultural resources management plan (CRMP) within that time 

frame. 

As the result of multiple years of consultation, the Trust has reached agreement with the 

ACHP and New Mexico SHPO in drafting a PA for compliance with Section 106 of NHPA. 

When final edits are completed and the Board of Trustees approves the final draft, the Trust 

will send the PA to Tribes and Pueblos to solicit comments and to invite them to become 

signatories, and to the public for their comments. An estimated date for the final PA is March 

2009. 
17Valles Caldera National Preserve | 

2.2.3 Begin Long-term Planning for Public Access and Use

Objective

Continue planning to transition from an interim recreation program to a long-term program 

to meet the purposes identified in the Act and to address the desire of the public to have 

broader use and access to the Preserve for recreation, education and other purposes.

Status

Phase I of the Public Access and Use Planning Project was initiated in December 2006. This 

phase focused on acquiring data and information and included holding a series of public 

workshops and strategic business planning described previously. The Trust has assembled a 

team to begin the development of alternatives for public access and use of the Preserve.

Narrative

The Trust has engaged a USDA-Forest Service Enterprise Team (which includes engineers, a 

landscape architect, transportation planner, and an expert in innovative recreation planning). 

An independent project manager contracted through Strategy Works, Inc. is responsible for 

ensuring the project completion is timely and according to Trust policies, procedures, and 

guidelines. 

Using the results from the public workshop series held in 2007 and the strategic business 

planning and analysis completed in 2008, this team will work with the Trust to develop of a 

reasonable range of alternatives for the development of programs, facilities, and infrastructure 

to support access and use of the Preserve for recreation, education, science and research and 

other purposes. This next phase will include planning and decision-making under the 

requirements of NEPA. The development of long term plans for public access and use which 

include facilities and transportation systems will require the preparation of an Environmental 

Impact Statement and collaborative involvement by stakeholders. Planning is expected to be 

complete in the final quarter of FY 2010. An updated planning schedule will be included in 

the Report to Congress for the FY 2009.

2.3 Implement New Recreation Programs

2.3.1 Expanding Summer Recreation Programs and Activities

Objective

Expand recreational opportunities under the interim program to increase overall visitation and 

encourage repeat visitation, increase revenue generation from visitation and retail sales, and 

gather information contributing to comprehensive planning.

Status

Several new programs and opportunities for public access and recreation were added during 

2008 spring-fall season.
18Valles Caldera National Preserve | 

Narrative

The Trust has been operating an interim program for public use and access since 2002. The 

program offers backcountry (undeveloped) day use activities including fishing, hiking, van 

tours, as well as hunting and a variety of special events. Because there are no permanent 

facilities (visitor facilities, parking, restrooms, or other amenities) the Trust has used a 

combination of reservations and lottery systems to manage access. Prior to this year, visitors

driving into the Preserve without prior arrangements had limited opportunity to enjoy 

recreation activities beyond two short hikes available from NM 4. Based on public feedback 

and continued growth and demand, the Trust expanded the variety of interpretive programs 

and adventures. 

This year the Preserve was open seven days a week during the summer recreation season. 

Besides the new interpretive programs, visitors enjoyed short hikes and van tours daily, 

without a prior reservation. The Trust also added evening fishing to the fishing lottery, 

fishing opportunities on a first come first served basis, and regular opportunities for mountain 

bike riding. In addition, the Trust provided visitor information services and opened a small 

gift shop at its Jemez Springs administrative site. This facility, staffed largely with volunteers 

in 2008, is scheduled to be open with regular winter and summer hours and full time staffing

in 2009. 

In FY 2008 visitation to the Preserve increased by 23 percent from FY 2007 (from 12,405

visitor days 15,238). With limited hours of operation and services, nearly 3,000 visitors were 

served at the Jemez Springs facility. In FY 2009 with full time hours of operation we expect 

the number of visitors served at the Jemez Springs visitor information facility to increase. 

Visitors served at Jemez Springs may go on to visit the Preserve, make reservations to visit at a 

later time, and purchase merchandise. In 2009 we hope to implement tracking to better 

understand how this facility serves visitors and enhance potential as a gateway to visiting the 

Preserve. 

While the Trust met this annual goal to expand opportunities to visitors, we remain limited 

by the existing turn of the century ranch facilities and infrastructure on the Preserve. 

Significant increases in visitation will need to be supported by investments in existing facilities 

and infrastructure as well as new facilities and transportation systems. Development will be 

considered in detail in the public access and use plan and could require capital investments. 

FIGURE 3 – JEMEZ SPRINGS VISITOR CENTER AND GIFT SHOP
19Valles Caldera National Preserve | 

Section - 3 Organization, Program Accomplishments, and 

Budget

This section highlights the FY 2008 organization and budget for the Trust and major activities 

and accomplishments under each budget item. 

3.1 Organization

The staff at the Trust consists of 12 permanent full time employees. Six employees work less 

than full time or are employed for a limited term. In addition, the Trust employs an average of 30 

temporary employees during the summer field season and 10 during the winter.

3.1.1 Incoming Employees

Information Technology Assistant, Darren Toya (December 2007)

Recreation Supervisor, Marc Jarvis, (January 2008) previously employed with the civilian 

workforce, Department of Defense.

Information Technology Manager, William Breedlove III, (March 2008) previously employed 

with the civilian workforce, Department of Defense, Fort Meade, Maryland

Recreation Supervisor, Kimberly DeVall (July 2008) previously employed with the USDA Forest 

Service where she served as the Environmental Education Coordinator for the Santa Fe National 

Forest.

Ranch Foreman, Tim Haarmann (August 2008) transferred in from the Public Service Company 

of New Mexico, where he had served in the Environmental Department.

3.1.2 Outgoing Employees 

The Executive Director for the Trust, Dr. Jeffrey Cross (April, 2006 – June, 2008), accepted a 

position with the National Park Service in Fort Collins, CO. 

The Trust’s Administrative Officer, Debbie Boggess (September 2006 – September 2008) 

accepted a position with the USDA Forest Service in Portland, OR. 

Recreation Supervisor, Marc Jarvis, (January 2008 – June 2008) accepted a position in the civilian 

workforce with the Department of Defense in Germany.

3.1.3 Details, Special Assignments

Lucia Turner served as the Acting Executive Director from June, 2008 following the departure of 

Dr. Cross. Lucia recently retired after 42 years with the USDA. Lucia most recently served as 

the Deputy Regional Forester for the USDA Forest Service Southwestern Region in Albuquerque, 

New Mexico. Lucia will assist in the transition of the new Executive Director, Gary Bratcher, in 

January 2009.
20Valles Caldera National Preserve | 

3.1.4 Organization – (as of January 15, 2009) 

Administration

Executive Director, Gary Bratcher (effective 1/04/2009)

Administrative Officer, Dennis Rino (effective 11/09/08) 

IT, Will Breedlove

IT Assistant, Darren Toya 

Human Resources, Pam Dale

Purchasing Specialist, Berta Pantoja

Information Specialist, Kim Toribio

Planning and Operations

Custodial Services, Liz Schulman

Preserve Manager, Dennis Trujillo

Natural Resources Coordinator, Marie Rodriguez

GIS Coordinator, John Swigart

Seasonal Cartographic Crew (2)

Ranch Foreman, Tim Haarmann, PhD

 Facilities and Maintenance, Lonnie Strain

 Seasonal Ranch Crew (3)

Outdoor Recreation Planner, Rob Dixon

 Retail Sales and Facilities Rentals (2) 

Supervisory Recreation Specialist, Kimberly DeVall

 Seasonal Interpretive Specialist (1)

 Seasonal Recreation Assistant (15)

Hunt Coordinator, Mick Trujillo 

Research, Inventory and Monitoring

Landscape Architect/Assistant Recreation Coordinator, Rourke Mc Dermott

Preserve Scientist, Robert Parmenter, PhD

Biological Science Technician, Zoe Anna Duran

Research Assistant (Wildlife), Suzanne Gifford

Seasonal Biological Field Technician (6)

Acting Cultural Resource Coordinator, Ana Steffen, PhD

Archaeologist, William Barfuss 

Archaeological Crew Chief, Jeremy Decker

 Seasonal Archaeological Crew (4)
21Valles Caldera National Preserve | 

3.2 Program Activities and Accomplishments

The following section provides brief narratives of the activities and major accomplishments of the 

Trust in FY 2008. Activities and accomplishments are organized under Programs as identified in 

the program budget which follows in 3.3. Appendix B contains tables of measured outputs.

3.2.1 Administration

This budget item includes salaries for the Executive Director; salaries of staff for information 

technology (IT), budget and procurement, human resources, reception services; support of the 

safety and wellness program; all costs associated with the lease and upkeep of the Jemez Springs 

administrative facilities; and costs associated with the Board of Trustees including salary for the 

Chair, travel, per diem, and costs associated with board meetings and events.

Board of Trustees

The Act requires that the Board of Trustees hold at least three public meetings per year. In 

FY 2008 meetings were held quarterly. Agenda items for the public meetings include reports 

by the executive team, budget summaries and updates on programs and activities. The Board 

also holds working meetings. Minutes are published on the Trust’s website. 

Budget

The annual budget of the Trust consists of current FY appropriations (1106), monies carried

over from previous FY appropriations (Treasury Account 1106), and monies from the interest 

bearing account where revenues and donations are deposited (Treasury Account 5363). The 

Trust began using its interest bearing account to invest in revenue generating programs 

including merchandise and upgrading visitor facilities.

Information Technology

The Information Technology (IT) and Information Systems Management (ISM) staff has 

improved the overall efficiency of the Valles Caldera Trust by making progress in several key 

areas. The targets of improvement for the Information Technology staff were maturing 

infrastructure, enhancing security, expanding development, and expediting technical support.

The IT staff has improved the response time to incidents by increasing staff and dedicating a 

full time position to Help Desk support. This has greatly reduced downtime of the system and 

allowed for many improvements in the other areas. 

The infrastructure for the Trust’s ISM has undergone a complete upgrade. Our radio system 

providing field communication has also improved. The addition of extra staff has allowed the 

IT/ISM department to save money and improve on down time by moving preventative 

maintenance, installation, and repairs in house. The Trust’s main operational server has been 

upgraded to Small Business Server 2003. This allowed for many collateral benefits; the site’s 

data storage capacity has increased, the Trust now has an intranet for collaboration, and 

security has been improved.

To improve Information Security the trust has invested $8,500 in software to automate 

reporting procedures for Federal Information Security Management Act (FISMA). The 
22Valles Caldera National Preserve | 

software will handle reporting as well as install software to keep client machines compliant by 

centrally controlling updates. The Information Technology staff has also improved the 

reporting features of the email protection, backups, event logs, and usage.

The Information Technology staff has also begun development projects to help improve the 

efficiency of the workplace. Several applications have been developed to help maintain 

property, manage purchases, and maintain records for acquisitions. The intranet is also being 

utilized to facilitate collaboration and better communication.

Personnel

See 3.1 Organization on page 19 for details. The Trust welcomed two new members to the 

Executive Team, an Interim (acting) Executive Director and the Administrative Officer. In 

addition to these two positions the Executive Team includes the Preserve Manager and 

Preserve Scientist. 

Fifty percent of the Trust’s planned budget is for salary and benefits. Salary and benefits 

comprise at least 70% of most federal agency’s budgets. The Board continues to emphasize 

the need to carefully manage fixed costs including salary and benefits. The permanent 

employee staff is kept to a minimum and temporary and seasonal employees are hired as 

needed. 

Safety

The Trust’s safety policy is a system of roles, responsibilities and activities to prevent or 

respond to work related accidents, injuries, and illnesses. The Trust has had one reported 

accident/injury in FY 2008 (field related knee injury). 

The Trust partnered with the Forest Service to conduct a Safety and Health Review of the 

office facility and the facilities on the Preserve. Discrepancies were noted that varied from 

routine clean up in and around office to concerns regarding disease that may occur as a result 

of rodents living in the facilities on the Preserve. The rodent population and associated risks 

have been one of the barriers to public and employee use of the Preserve’s facilities. The 

deferred maintenance needs as identified in the 2006 facilities assessment (USFS Gila NF, 

Engineering Department, 2006) would largely address this issue. 

This fiscal year the Trust integrated a wellness component into our safety policy. The 

objective of the wellness program is to reduce work related injuries, absence due to illness, 

stress and to improve productivity. The program includes matching time for exercise, Trust 

provided exercise equipment, time and funding allowed for information sharing and wellness 

education programs and activities. 

Working with the Santa Fe National Forest we were able to meet compliance with Executive 

Order 13423, Environmental Management Systems. The USFS, Santa Fe National Forest has 

provided expertise in developing training programs and the USFS, Southwestern Regional 

Office and USFS Office of the Chief Information Office provided an employee to inspect 

facilities.
23Valles Caldera National Preserve | 

Liability Insurance

The Trust does not have access to the permanent judgment appropriation provided under 

section 1304 of title 31, U.S.C. (The Judgment Fund), for a claim, judgment or settlement. 

Therefore the Trust must acquire liability insurance through a private/commercial source. In 

FY 2007, the Trust purchased insurance through Colorado Casualty to cover liability, vehicles 

and volunteers for a total cost of $40,878.

In FY 2008, Colorado Casualty declined to renew our general liability. Several providers were 

solicited for general liability insurance but all declined to cover the Trust. There simply was 

no accepted model or formula to quantify the risks associated with multiple use activities on 

public land.

The Trust was finally able to acquire liability insurance with a yearly aggregate coverage of $2 

million and $1 million per claim and $15,000 for automobile liability through a specialist 

insurance wholesaler, ADCO General, based in Denver, Colorado. The Trust has acquired 

liability insurance through May 2009 for a total cost of $83,800; a 105 percent increase over 

the 2007 premium. There is concern that there will be another increase in the premium 

when the policy is due for renewal or that renewal could again be declined. Failure to secure 

liability insurance would lead to the termination of all public access and use of the Preserve. 

3.2.2 Community Services

This budgetary function represents the Trust’s participation in community activities and services. 

Trust staff, often during evenings and weekends, collaborates with schools, organizations and 

agencies to advance learning and collaboration through field trips, presentations, and participation 

on committees and organizations. In 2008 the Trust collaborated with the “Catch a Dream” 

Foundation to provide a memorable outdoor experience to a terminally ill young person.

The Trust is becoming recognized for its value as an educational landscape and the unique 

commitment and enthusiasm of the staff in engaging in “inspiration and learning”. Support for 

this use has been universal; public workshops overwhelmingly identified this use as a priority. 

The commitment to using the Preserve for inspiration and learning is reflected in one of the 

management principles adopted by the trustees in 2001, “Recognizing the great potential of the 

Preserve for learning and inspiration, we will strive to integrate opportunities for research, reflection and 

education in the programs of the Preserve.”

Education

A number of K-12 schools as well as colleges and universities bring student and teachers to 

engage in on site learning. In FY 2008 we served 29 groups totaling nearly 600 individuals. 

Groups are accommodated on a case by case basis. Examples include: 

• Faculty and students from Colorado College as they completed their annual “State of the 

Rockies” report. 
24Valles Caldera National Preserve | 

• High school science teachers from northern New Mexico public schools participated in 

lessons on climate change, biodiversity, watershed dynamics and how to teach these topics 

to students at their respective schools. 

• The Trust also hosted three science camps for middle- and high-school students, including 

one for students from the Eight Northern Pueblos. Numerous other educational groups 

(from middle school through university) visited the Preserve on science field trips.

• Pajarito Environmental Education Center (PEEC) brought Middle School students onto 

the Preserve to begin a multi-year interdisciplinary learning adventure. The students

established monitoring plots and conducted forest inventory in an area proposed for forest 

thinning. Subsequent classes will return to the same area to continue photo and inventory 

monitoring. These data will be used in project planning and analysis.

• The University of New Mexico (UNM) held their 2008 southwestern archaeological field 

school on the Preserve. This five-week program for undergraduates provided 90 acres of 

high-quality inventory essential for preservation planning for opening new areas to fishing 

programs. The project also included limited testing at small rockshelters on Cerro la Jara 

to aid in decision-making for protection of the prehistoric sites and to learn more about 

occupation of the caldera during the Archaic period (5500 B.C. to A.D. 600). A second 

year is planned for the project, and yearly collaboration on the field school is being 

pursued. 

Agencies and Organizations 

The Trust responds to requests by agencies and organizations to host field trips to further 

collaboration with the Trust. Eleven groups totaling just under 400 individuals were served in 

FY 2008. Examples this year included New Mexico State Forestry, the San Juan Basin 

Archaeological Society and the State Department even brought visiting Afghanistan Cultural 

Resource Specialists to learn and share. 

Outside Presentations

The Trust responds to a number of requests from schools, agencies, and organizations to 

provide speakers for meetings and events. In FY 2008 the Trust provided 10 outside 

presentations that reached over 500 individuals. A highlight this year was the Jemez 

Mountains Symposium on March 28th

Collaboration

in Santa Fe. Bob Parmenter, the Trust’s Chief Scientist 

organized presentations by 36 scientists on topics ranging from climate change impacts on 

northern New Mexico to management of fire, fisheries, wildlife, livestock, rangelands, forests, 

pest and beneficial insects, water quality, and wildlife diseases. 

The Trust staff serves on a variety of collaborative groups which address local issues such as 

elk, development, recreation, wildland fire risk, water quality, and forest health. In total we 

are long term contributors/members in five such collaborative groups working with 

approximately 60 multi-agency partners.

Through its collaboration with the Jemez Watershed Group the Trust applied for and will 

receive in FY 2009, $73,478 dollars in watershed restoration funding. The Trust is also 
25Valles Caldera National Preserve | 

collaborating with the Santa Fe National Forest, New Mexico Highlands University, The 

Nature Conservancy and others to coordinate forest restoration activities in the Jemez 

Watershed, better positioning the Trust to receive grant funding through a variety of federal 

sources including the upcoming Forest Landscape Restoration Act. Trust staff participates on 

committees addressing issues including elk management (Seeking Common Ground), small 

wood utilization (Small Wood Opportunity Team), increasing education in science

(EpSCOR), responding to emergencies, tourism (Scenic Byway Committee), and other local 

and regional issues. 

3.2.3 Preserve Operations

This budget item includes salaries, contracts, and interagency agreements for law enforcement 

and fire protection and salaries and direct and indirect costs associated with the multiple use and 

sustained yield of natural resources. 

Incident Management

The USFS Santa Fe National Forest provides incident management services for Law 

Enforcement and Fire Management. The Trust provides monies in cost share for these 

services which are implemented through Interagency Agreements.

Multiple Use and Sustained Yield

The Valles Caldera Trust manages for the multiple use and sustained yield of renewable 

resources including timber and forage. In FY 2008, the Trust ran the largest cattle operation 

since federal acquisition, with 1,960 yearlings grazing on the Preserve from June through 

September. The program returned $58,172 to the Trust. This return included a bonus of 

$3292 for a weight gain of more than 2.3 pounds per day. 

During the grazing season, the steers were rotated on a regular basis between various pastures 

based on available forage and the grazing capacities that were determined earlier in the year. 

This was considered a high intensity management grazing strategy implemented in an attempt 

to minimize long-term ecological impacts. Weaknesses in the location and condition of this 

infrastructure (fences and water sources) became more apparent with the larger herd (more 

than double of previous years). Although, the increased number of cattle on the Preserve had 

an impact on the recreation program activities, the staff recognized the conflicts and 

management changes were identified to reduce the conflicts. Lessons learned from this 

experience and comments from the public will be used to develop an improved management 

system for grazing in 2009. 

Besides providing revenue, the FY 2008 program also provided important information for

completing the EA for the comprehensive plan for the Multiple Use and Sustained Yield of 

Forage. This information will be useful in moving forward with future grazing programs. The 

Trust will need to decide which type of livestock program and which grazing techniques will 

be most beneficial to the long-term sustainability of the goals and objectives of the Preserve.
26Valles Caldera National Preserve | 

Natural Resource Management

The emphasis in FY 2008 was on inventory and planning to move towards comprehensive 

management of natural resources. A small natural resource management project was 

completed by a group of volunteers organized by the New Mexico Wildlife Federation and 

Los Amigos de Valles Caldera. This project constructed ungulate (cattle/elk) barriers around 

populations of a rare bog birch found on the Preserve. 

3.2.4 Infrastructure

This budget item includes the maintenance of the Preserve’s infrastructure including perimeter 

fencing, open road network, and points of access; and facilities which include the buildings 

located on the Preserve 

Infrastructure

A major accomplishment in this area was the reconstruction work was completed on the 

Valle Grande Entrance. This main point of access now meets all standards required by the 

New Mexico Department of Transportation (NMDOT) and the American Association of 

State Highway and Transportation Officials (AASHTO) based on current and expected 

level of use for the next 10 years.

In addition the Trust was able to complete 66 miles of road maintenance in FY 2008. This 

resulted in some level of maintenance occurring on the majority of the Preserve’s open roads. 

Currently, public access to and uses of the Preserve’s existing facilities are limited. These 

facilities require deferred maintenance to address compliance with the Americans with 

Disabilities Act and public health and safety. Deferred maintenance identified in the 2006 

facilities assessment (USFS Gila NF, Engineering Department, 2006) can proceed as guided 

Facilities

Upgrades to the Casa de Baca Lodge continued in FY 2008. The renovations will increase the 

ability of the Trust to provide overnight accommodations and host special events. 

In November 2008 the Trust accepted the final report for historic structures documentation 

(Dennison et al. 2007) for 18 buildings on the Preserve, including the early 20th century log 

cabins in the historic Ranch headquarters. The information will be used to aid management 

decisions in areas such as maintenance, use, modification, accessibility, and federal cultural 

resource compliance (NHPA). The report establishes priorities for preservation based on 

building significance, integrity, and level of deterioration. The report 1) assesses the physical 

condition of the buildings, 2) evaluates the buildings for National Register of Historic Places 

(NRHP) eligibility and 3) makes recommendations for repair and maintenance strategies to 

best preserve historic information and significance. The report indicates that repair and 

maintenance needs are extensive and will be costly. Historic structures require specialized 

skills and custom materials for maintenance and restoration to protect their historic integrity. 

Repair or replacement of foundations is the highest priority, as are repairs for substantial 

drainage and roofing problems, damaged or decaying logs, and rodent removal and control. 
27Valles Caldera National Preserve | 

by the historic structures report. Four of the more modern facilities on the Preserve (the Casa 

de Baca Lodge, a bunkhouse and two A-Frames) would be very popular for public rental once 

these basic maintenance needs were addressed.

The Trust intends to seek out grants, use volunteers and other creative funding opportunities 

to maintain and repair our historic structures.

3.2.5 Recreation

The recreation programs represent 22 percent of the FY 2008 budget and 91 percent of the total 

revenue in 2008. The programs are divided into six budget codes: hunting, fishing, summer 

activities, winter activities, special events, concessions and facility rentals. The Trust is striving to 

provide quality recreational activities and experiences while preserving its natural and cultural

values. One of the experiments in recreation is to take advantage of being able to close an area of 

the Preserve to all activities except a specific event on a specific date and then open it up to 

regular activities again the next day. This allows us to host unique, high quality, special events 

such as marathons and mountain bike rides, which can attract hundreds of visitors for a single 

day. 

Over all this year visitor days increased to 15,238. This is a 23 percent increase over the FY 2007 

total of 12,405. Revenue increased by five percent to $584,000 in 2008. From May through 

September the Preserve was open seven days a week for the first time since being established. In 

the past, the Preserve operated five days a week during this peek season. One of the biggest 

challenges in recreation is marketing this landscape and the activities available to the public. 

Most public land agencies have had many decades to make themselves known nationally as well 

as internationally. The Preserve has been in existence for less than nine years and open to the 

public for only six years. Marketing the Preserve will continue to be a challenge in the 

foreseeable future. Being open seven days per week allows broader advertising without the risk 

that people will make the effort to visit only to find the gate closed. 

Figure 4 depicts the locations of the recreation activities, staging areas and other landmarks 

referenced in the following narratives.

• Elk Hunting

Hunting

The Valles Caldera National Preserve is widely known for its excellent elk hunting. Hunters 

on the Preserve had a high level of success in the fall of 2008. The New Mexico Department 

of Game and Fish in cooperation with the Trust issued 77 bull tags for the Preserve; 75 

hunters harvested 49 mature bulls for a 65 percent success rate. Ninety-five percent of bull 

hunters had an opportunity to harvest a legal bull elk (i.e. either missed or declined to take a 

shot). The state also issued 150 antlerless elk tags; 136 hunters harvested 54 antlerless elk for 

a 40 percent success rate. Overall, there were 211 hunters on the Preserve during 13 hunt 

weekends. 
28Valles Caldera National Preserve | 

• Turkey Hunting 

In 2008, the Trust offered its second wild turkey hunt since the property became public land. 

The Merriam’s turkey was offered to the public on a fair chase basis and under low hunting 

pressure using a bow or shotgun. The Trust provided two programs in 2008 for hunting 

turkey. Both programs were open to the public and generated revenue for the Trust.

Deluxe Turkey Hunting Program

This “Deluxe Hunt Package” included three days of hunting, one day of scouting, four nights 

lodging and meals at the Casa de Baca Lodge. The hunters provided their own transportation. 

Seven hunting packages were sold for $1,950 each and one was auctioned off at the Rocky 

Mountain Elk National Convention for $2,450. Each hunter was allowed to bring one guest 

for additional $600 for a potential increase in revenues of 30%. 

Lottery Draw Program

The second program allowed the public to enter a lottery draw system for ten access 

authorizations and one access authorization was raffled off by the New Mexico Chapter of the 

National Wild Turkey Federation. The National Wild Turkey Federation held a raffle for one 

of the day access hunts at their annual banquet with 60 percent of the revenues collected 

returning to the Trust. The lottery cost $20 per chance and included one day of scouting and 

three days of hunting on the Preserve. The hunters selected through the lottery and the one 

raffle winner were allowed day access only and were allowed one guest at no cost. 

Both hunts had a bag limit of one turkey with a visible beard per hunter as stated in the New 

Mexico Big Game and Furbearer Rules and Information for Game Management Unit 6B. 

All elk and turkey hunters received a welcome letter, orientation packet and an access 

agreement. For 2008, the Trust required a liability waiver to be signed by both elk and turkey

hunters. Also, each hunter was required to attend an orientation session to learn the hunting 

rules and safety requirements. Volunteers from the Rocky Mountain Elk Foundation, National 

Wild Turkey Federation and other volunteers donated 1,156 hours to help hunters on the 

youth, mobility impaired and antlerless elk hunts and 122 hours on the turkey hunts. The 

Trust estimates the value of the volunteer hours as approximately $20,000. 

Hunters reported that the elk and turkey hunts were high quality and that they would like to 

return to hunt again. The Trust received letters of appreciation for the attention hunters 

received from staff, which added to their perception of the value of hunting on the Preserve. 

Elk hunts generated $343,496 in revenues and cost approximately $170,194 to market and 

conduct. 

Turkey hunts generated $25,280 in revenue and cost approximately $8,800 to market and 

conduct. Over one-half of the costs associated with the turkey hunts were non-recurring, 

startup costs. Overall hunting generated $368,776 in revenue.
29Valles Caldera National Preserve | 

San Antonio Creek fishing (see 

Fishing

Figure 4) was managed by a lottery system. In this lottery 

there are 950 slots and the winner of each slot may bring up to three guests. This adds up to 

a total capacity of 3,760 anglers for the year. There were 3,760 openings available for anglers 

on the San Antonio Creek and 1,747 were filled or 46 percent of the capacity available. 

Fishing opportunities on the Preserve were widely marketed. 

Participation in the lottery has decreased from 6,309 tickets in 2005, to 3,902 tickets in 2008. 

The Trust believes that the decrease is a reflection on the popularity of the lottery system 

rather than a reduced demand for fishing. Therefore, the board determined that a change in 

the fishing program for 2009 should be considered. 

In 2008, the fishing program on the San Antonio was impacted by the grazing program. The 

Trust will be revising its management strategy for the grazing program as well as the fishing 

programs on the Preserve for the 2009 program year. 

A reservation based system on the East Fork of the Jemez River (see Figure 4) was piloted in 

2008. This program allowed up to 10 people to fish the river per day. Anglers have the 

option to reserve a specific date or just show up to take advantage of any available slots on a 

first come first served basis. This pilot was successful and will be implemented as a regular 

program in 2009.

Summer activities include van tours (wildlife, ecology, cultural, botany, history, etc.), guided 

and self-guided hikes, astronomy tours, equestrian trail riding, mountain biking, and tours for 

larger groups (schools, clubs, organizations, etc.). New to the program this year were a self 

guided hike around La Jara available with no reservations, a mountain bike trail riding 

program in the Banco Bonito area, one hour tours available seven days a week and our 

information center being open seven days a week. While many activities still require advance 

reservations or award through a lottery, this summer more activities were made available on a 

first come, first served basis. Free and open access to two hiking trails off NM 4 was made 

available in 2003 and these trails remain open and free to the public. These points of interest 

are depicted in 

Summer Activities

Figure 4. 

Many activities on the Preserve have not filled to capacity. Over time through marketing, 

infrastructure investment, advertising, and other formal and informal outreach methods, we 

expect a continued increase in visitation. We anticipate a marketing plan will be established 

once the Public Access and Use Planning effort has been completed.

Visitation during the winter recreation season was about 36% of what could have been

supported. Winter recreation on the Preserve offers unique events including skiing under a 

full or new (dark night) moon or simply skiing across the expanse of the Valle Grande. Horse 

drawn sleigh rides provide a very special experience. However, winter recreation faces 

challenges in cost containment, primarily clearing snow from the roads. Inconsistencies in 

Winter Activities
30Valles Caldera National Preserve | 

snowpack do not permit management through a reservation or lottery system, therefore the 

Trust must staff for maximum capacity throughout the season. There are no amenities or 

facilities that allow visitors to passively enjoy the Preserve during this season.

Special Events

In 2008, we continued with the marathon, mountain bike fun rides, fishing clinics, 

orienteering and art events. While the participation in these special events increased, we are 

not yet filling these events to capacity. These events continue to serve large numbers of 

people, provide quality experiences which generate positive feedback, are efficient in the ratio 

of staff time relative to visitors served, are a draw for volunteers, and generate local economic 

benefits. An investment in marketing is needed to initiate and promote visitation and 

generate a system for outreach and advertising.

One very successful experiment this year was the Art in the Caldera tours. Artists that 

participated in this event could paint, sketch, or even write or perform music or dance, 

inspired by the beauty and quiet of the Preserve. What makes this event so successful is the 

help from volunteers. We had dedicated volunteer artists who conducted these tours which 

kept our expenses down and provided a quality experience for the artists who participated in 

the tours. We hope use this as a model for other events in the future. 

• Retail Sales

Retail Sales and Facility Rentals 

Concession is the program area and budget item where retail sales and facility rentals are 

tracked. These activities are gaining momentum as sources of revenue generation. In FY

2008 the Trust invested money from the interest bearing account to upgrade facilities and 

purchase an updated product line for retail sales. 

Merchandise is sold at our information centers including the portable buildings at the Valle 

Grande Staging Area and our newly opened facility at Jemez Springs. We welcome visitors 

and distribute information about the Preserve and our activities at these facilities. Out of our 

15,000+ visitors this year, we served approximately 14,000 visitors out of less than 250 

square feet at our Valle Grande Staging Area as pictured below on a typical summer day. 

There are no amenities such as modern restrooms, electricity, or potable water at this site. 

We served an additional 3,000 visitors1

One challenge with our limited retail space is the ability to display and store retail inventory. 

We updated our product line and completed a distinctive two-sided Preserve guide and visitor 

map for public distribution. The guide (included with this report) highlights the natural and 

cultural histories of the Preserve, as well as the scientific studies which are the foundation of 

adaptive management on the Preserve. The map depicts points of interest such as movie sets, 

scientific monitoring stations and trailheads on a colorful backdrop of terrain and vegetation. 

This guide and map provide visitors with a beautiful, durable and comprehensive information 

at our new Jemez Springs location this year. 

 

1 Visitors to the Jemez Springs facility are NOT counted as visitors to the Preserve unless and until they enter the 

Preserve.
31Valles Caldera National Preserve | 

source on the Preserves rich resources and opportunities. The guide, along with the updated 

product line, establishes a brand for the Preserve as a unique and scenic landscape and a

fascinating experiment in public land management.

We also implemented our new collection officer policy, and installed cash registers at all three 

of our information center/retail locations. The procedures required to implement this policy 

have helped us improve our detailed record keeping related to retail sales. 

In FY 2008 merchandise sales increased this year by 29 percent from FY 2007 to $54,743. 

Our information centers not only provide information and sell merchandise, but we also 

process fees for other recreation activities on site. This gives the visitor the option to make a 

reservation in advance on the web or reserve their activity on site. We processed another 

$138,513 in fees for recreation activities through these information centers.

VALLES GRANDE STAGING AREA

• Facility Rentals

The two facilities on the Preserve that can provide some level of accommodations are the 

Casa de Baca Lodge and the Bunkhouse. In addition to deferred maintenance to address 

general maintenance and standards for construction, health and safety upgrades were required 

to permit public lodging and food service. We have now installed new non-permeable, anti 

microbial, smooth surface counter tops at the Casa de Baca lodge to accommodate food 

preparation and servicing for catered events and activities. We have also upgraded the lodge’s 

antiquated heating system by removing old hazardous and ineffective wall heaters and 

replacing them with efficient baseboard hot water heaters. In FY2009 we hope to have our 

waste water and drinking water systems permitted to allow us to accommodate larger groups. 

In addition we are continuing with renovations to be compliant with ADA standards.

These facilities are group facilities with shared bathrooms and are only rented to a group, 

which limits the effective capacity. In FY 2008 we accommodated 1,078 visitor nights. 

Visitors included commercial filming crews, wedding parties, special event participants as well 

as administrative use by the Board of Trustees for retreats and meetings. 

We hosted an open house to promote and market our hospitality and facility rental 

opportunities. We hope this leads to an increase in use in 2009.
32Valles Caldera National Preserve | 

FIGURE 4–REFERENCE LOCATIONS FOR RECREATION ACTIVITIES
33Valles Caldera National Preserve | 

3.2.6 Planning

Work under this budget item includes strategic planning under the Government Performance and 

Results Act, planning for stewardship actions under the National Environmental Policy Act, and 

administrative and business planning specific to the Trust.

• Strategic Business Plan (see Section Two, Goal Attainment)

Administrative

• Watershed 

Natural Resource Management (NARM), 

The NEPA process was initiated for the restoration of wetlands and riparian systems within 

the northern and western watersheds on the Preserve. The estimated date for a decision is 

March 2009. The inventory work was funded through a grant received by Los Amigos. 

Implementation funding (through grants) has already been committed to the Trust and Los 

Amigos to support restoration activities when planning work is complete.

• Forest and Grassland 

Inventory and analysis was initiated in the Redondo Canyon area along the Preserve’s western 

boundary. The Trust is considering thinning and the use of prescribed fire to reduce wildfire 

risk and improve forest health. The NEPA process will be initiated in 2009. A proposal was 

submitted to the National Forest Foundation to receive funding for implementation activities.

• Forage

Multiple Use and Sustained Yield (MUSY)

See Section 2 – Goal Attainment

• Comprehensive Planning Public Use and Access

Public Use and Access

See Section 2 – Goal Attainment

3.2.7 Science

The Trust’s Science program consists primarily of programs for inventory, monitoring and 

research related to natural and cultural resources and socio-economic conditions and is supported 

by 16 percent of the Trust’s planned budget. The Trust’s robust science program has provided 

the necessary foundation for “Science Based Adaptive Management” as described in the agencies 

Management Principles. 

Science also contributes to community services, education and recreation programs on the 

Preserve. The Cultural Resource program in particular has contributed to revenue generation on 

the Preserve by developing public tours and special events. For example, the Cultural resources 

program collaborated with the Pueblo of Jemez to create a tour which features a Tribal Council 

member, Paul Tosa, providing visitors with the history of the Jemez people, especially their 
34Valles Caldera National Preserve | 

connection to the Preserve’s landscape. The program was managed as a recreational event, with 

logistics and implementation managed through the recreation staff.

Another example includes Trust archaeologists guiding visitors in van tours that include sites of 

significant prehistoric and historic use and demonstrations of prehistoric skills such as stone tool 

making and throwing darts with an atlatl. Tours on geology, botany and other education themes 

are also well received. These types of “eco-tours” have received positive feedback from 

participants and we hope to continue and expand them in the future.

Fiscal year accomplishments in the areas of inventory, monitoring and research are summarized 

below.

• Forests

Inventory

Stratified inventory of the Preserve’s forests was completed and all data have been entered 

into the National Resource Inventory System used nation-wide by the Forest Service, and are 

available to use for planning and analysis. Stratified, preserve-wide approach reduced the 

number of inventory plots required and associated cost by 70-90 percent with a total cost of 

about $50,000. Individual tree data, ground surface and vegetation inventory will support the 

use of natural resource models including wildland fire ignition and spread, timber growth and 

volume, insect and erosion risks, and resource response to management actions. 

All data have been collected in a manner compatible with the Natural Resource Inventory 

System used by the USFS. All data are associated and managed in a corporate GIS that will 

greatly increase its usefulness in planning and reduce time and costs associated with forest and 

fire planning. There are few public land units that have this type of data available on large 

landscapes let alone on an entire administrative unit. Some have used analysis to populate 

areas not inventoried; however, if the original inventory is not designed for that purpose the 

results are usually not statistically accurate. 

Preserve-wide, spatially delineated data will allow the Trust to make Preserve-wide decisions 

on forest and fire management. Normally, multiple analyses and decisions are required to 

meet the standards for site specific analysis, again demonstrating further cost savings and 

efficiencies.

• Roads

Remote imagery indicated approximately 1800 miles of road existed on the Preserve. Major 

roads accessing the valles and various points of external access had been constructed from 

about 1935-1960. These roads were used in support of ranching and early logging when the 

Preserve was under private ownership. In the 1960’s road networks were carved from the 

forested mountains of the Preserve in a spiral pattern. This dense road network was used to 

facilitate aggressive clear-cutting for just over a decade. Since the 1970’s very little road 

construction has occurred and since federal acquisition the Trust has focused on the 
35Valles Caldera National Preserve | 

inventory, maintenance and upgrade of the existing road network as well as closing many 

roads. 

The Trust prioritized inventory and maintenance of the major access roads which was 

complete by 2005. The inventory of the “spaghetti” network of forested roads has been 

ongoing in a systematic fashion to inform transportation planning on the Preserve for access, 

use and resource management.

The inventory has been collected in a manner to be compatible with USFS databases for the

management of infrastructure. This system is designed to facilitate efficient long term 

management of roads and their features. In addition it permits accurate modeling associated 

with costs over time and effects to resources including soil and water quality.

• Geology and Soils

Major inventory projects on the geology and soils resources of the Preserve neared completion 

in 2008. The geology inventory “quad sheet” maps were completed, and a composite map 

and GIS data layer is scheduled for completion in 2009. The final product will be available 

for public distribution. A Preserve-wide soil inventory (Terrestrial Ecosystem Survey) was 

also complete in FY 2008. This is a standardized inventory completed by the USDA’s Forest 

Service and National Resource Conservation Service. Final products will include a map, data 

base and Geographic Information System data available to the Trust, as well in the public 

domain. These final products are expected to be available in FY 2009.

• Cultural Resources Program

In FY 2008, Cultural resource surveys were completed on 960 acres. Staff archaeologists 

surveyed 745 acres in support of project planning and NHPA Section 106 compliance. The 

remaining 215 acres were surveyed in support of NHPA Section 110 knowledge-building and 

pre-planning goals. 

Field activities included the documentation of sites discovered through survey, and revisits to 

and evaluation of known sites. A total of 53 new prehistoric and historic sites were 

documented, including large and small “lithic scatters” and several rockshelters and 

fieldhouses. One rockshelter on Cerro Santa Rosa had 4 to 5 types of decorated pottery 

reflecting its use by various peoples over time. 

New in 2008 is the initiation of a volunteer effort to locate and document carvings on aspen 

trees (aka “dendroglyphs”) across the Preserve. These carvings were created by sheep herders 

and cowboys over the last two centuries. While many kinds of cultural resources survey are 

difficult to coordinate with volunteers due to the high level of technical skills required, 

identification of aspen carvings and documentation of GPS location is very suitable for 

volunteer survey. During this pilot year for the program, a group of 14 dedicated volunteers 

recorded about 100 carvings, including markings from the early 1900’s and artwork such as 

horses, people, and crosses. This nascent program will be continued in 2009 and beyond, and 
36Valles Caldera National Preserve | 

results will be helpful in understanding 20th

• Social Science Survey

century uses of the area and in preserving the 

information contained in this very fragile cultural resource.

An inventory of public attitudes on various natural and socio-economic issues within the 

socioeconomic area surrounding the Preserve is being completed through a survey conducted 

by social scientists working for the USDA Forest Service, Rocky Mountain Research Station. 

The survey is focusing primarily in Sandoval and Rio Arriba counties and seeks to quantify the 

perceptions, opinions, needs and desires of individuals who are most likely to be economically 

affected by decisions on public lands.

• Cultural Resources Program

Monitoring

In FY 2008, the Trust continued annual monitoring projects for rangeland forage production 

and utilization, forest ecosystem changes following thinning and mastication, plant and 

wildlife (terrestrial and aquatic) responses to prescribed fire, stream water quality, climate 

conditions, and elk and fish population dynamics (see Appendix B, Table 6) throughout the 

Preserve. In addition, new stream gauging stations and flumes were installed on the four major 

watersheds of the Preserve, so that future changes in water production to downstream 

villages, towns, Pueblos and cities as well as the ability of the watershed to capture and store 

water can be monitored; we anticipate that as the Trust restores the many stands of secondgrowth, high density forests, we will observe a concomitant increase in stream water flows to 

downstream communities, thereby enhancing the “ecosystem services” of the Preserve.

A systematic approach to monitoring has yielded opportunities in the past to incorporate 

volunteers and in FY2008 offer range monitoring as an “Eco-tourism” event in partnership 

with the Sierra Club.

The monitoring program relies on inventory to provide baseline data and a system of 

permanent and temporary monitoring sites to measure direct, indirect, and cumulative effects 

of programs and activities that occur on the Preserve. 

Permanent monitoring sites, systematically established improve efficiencies in long term 

management. Permanent monitoring sites support monitoring of a multiple of activities and 

projects reducing the cost of monitoring and increasing the quality of evaluation. Systematic 

cumulative effects monitoring is rare on public lands. By establishing Preserve-wide 

monitoring sites, cumulative effects monitoring is ongoing with no additional investment. In 

addition, the quality of monitoring data is statistically superior when collected systematically. 

This year 69 sites were revisited to assess changes through time of known cultural resource 

sites. Intensive investigations or assessments were conducted at 2 rockshelter sites and an 

“open-air” site at Cerro la Jara, and at a 1930’s historic logging town in Redondo Meadows. In 

all 122 sites were visited this year, with artifacts and assemblages representing human use of 
37Valles Caldera National Preserve | 

the caldera from the late Paleoindian period (as early as 7500 B.C.) through Ancestral 

Puebloan occupations (beginning around A.D. 800), and into the early 20th century. 

3.3 Budget

Research

Research projects in the Preserve increased from 28 in 2007 to 32 projects in 2008, and 

addressed questions concerning topics such as climate change impacts on watershed 

hydrology, the spread of wildlife diseases, fire ecology, elk-predator interactions, carbon 

sequestration, biodiversity, and elk-livestock grazing. We also learned in October, 2008, that 

the New Mexico EPSCoR grant from NSF had been funded for $3 million per year for 5 

years, and the Preserve is one of the three field study sites for the project; the topic is to 

understand climate change on upland water resources in northern New Mexico. Project 

collaborators include all the New Mexico universities.

The planned budget, actual expenditures, and revenues are detailed in Table 1 below. The 

planned budget is displayed out by program area (as under 3.2) and spending category. 

Expenditures are displayed by program area and Treasury Code (1106 – Money appropriated 

through Congress; 5363 – Money from the Trusts interest bearing account). Revenues are 

displayed by program area.

In summary, the Trust began with planned expenditures of $4,278,508. Actual expenditures 

equaled $3,631,398. Contracts and agreements for large planning efforts are still being developed 

and these funds remain unobligated. Proposals are currently being reviewed.

The Trust continues to demonstrate efficiencies in fiscal management. Administrative costs 

including fixed costs for leasing and maintaining administrative offices, supplies and equipment; 

administrative staffing including the Executive Director and Administrative Officer; support staff 

including procurement human services, contracting, and information technology; costs for 

maintaining the Information Management Systems including, phones, computers and field 

communications; and support for salary, travel and training for the Board of Trustees accounts 

for only 27 percent of the Trust’s annual planned budget. The second largest allocation at 22 

percent goes towards providing programs for public access and use. The combined salary and 

benefits for all employees accounts for only 50 percent of the Trust’s budget.
38Valles Caldera National Preserve | 

3.3.1 FY 2008 Budget Summary

TABLE 1 – SUMMARY OF PLANNED AND ACTUAL EXPENDITURES AS WELL AS REVENUES FOR FY 2008

FY 2008 PLANNED EXPENDITURES ACTUAL EXPENDITURES PROGRAM REVENUES

Program Salary Travel

Training

Fleet Contracts Supplies

Equip.

Totals % 

Total

Expenditures

1106

Expenditures

5363

Revenue % 

Total

Administration $666,228 $53,250 $6,576 $301,996 $118,069 $1,146,119 27% $1,130,059 $10,617 $31,133 5%

Recreation 22% 

Hunt $62,166 $15,000 $8,942 $72,625 $9,644 $168,377 $179,714 $368,776 53%

Fish $61,859 $16,185 $27,640 $14,500 $120,181 $75,043 $68,913 10%

Summer $362,892 $16,225 $28,973 $64,240 $9,700 $482,030 $431,167 $45,811 7%

Winter $43,271 $23,282 $3,500 $70,053 $71,327 $19,170 3%

Special Events $66,167 $10,500 $6,000 $82,667 $82,359 $5,773 $40,425 6%

Retail/Facility $6,844 $5,000 $5,000 $16,844 $20,935 $37,725 $90,758 13%

Science $301,292 $12,600 $30,886 $269,369 $59,303 $673,450 16% $691,701 $4,928 0%

Planning $80,060 $2,500 $4,290 $519,579 $8,100 $614,529 14% $323,239 0%

Infrastructure $291,362 $1,500 $10,560 $165,960 $14,500 $483,882 11% $211,134 0%

Operations $168,443 $10,000 $17,097 $161,136 $30,138 $386,814 9% $396,068 $323

Grazing2 $26,5843 4%

Community Service $31,062 $500 $2,000 $33,562 1% $18,652 0%

Total $2,141,643 $111,575 $123,509 $1,621,327 $280,454 $4,278,508 $3,631,398 $59,366 $691,570

% Total 50% 3% 3% 38% 7% 98% 2%

 

2 Grazing expenditures are included in the Operations budget line item.

3 The grazing program generated $58, 172 in revenues. However, only $26,584 was received in FY 2008. The final payment was received in FY 2009. 
39Valles Caldera National Preserve | 

FIGURE 5 HISTORIC RANCH FEATURES IN THE VALLE GRANDE
Valles Caldera National Preserve | 40

3.3.2 Monetary and In-kind Contributions

The Preserve benefits from monetary as well as non-monetary contributions. Non-monetary 

contributions include time and expertise contributed by our many volunteers. Over $1.6 million 

was invested in extramural education and research projects on the Preserve in 2008. Extramural 

funding refers to money invested in projects (mostly research, inventory and monitoring) 

conducted on the Preserve by an outside agency or organization. This funding comes to these 

organizations through a variety of sources including grants, government, or commercial sources. 

The science program generated 4231 hours (71 percent of the total) and over 1.6 million dollars 

in extramural investments in FY 2008. Work conducted on the Preserve by outside agencies and 

organizations as well as volunteers provides direct support to our program of work as well as 

increasing collaboration, improving the quality of our work, and providing transparency in the 

adaptive management process.

TABLE 2 - MONETARY AND IN-KIND CONTRIBUTIONS

The Board of Trustees is dedicated to the success of the Trust and ensuring that the Preserve is 

available to the public as outlined in the Act. Each member contributes many “unpaid” hours, 

participating in special events, working with staff, and responding to public inquiries. 

Program Monetary 

Contributions

Extramural 

Funding

Volunteer

Hours

Administration $11,958 13

Science $1,628,882 4231

Recreation

Hunt 130

Fish

Summer 297

Winter 51

Special Events 276

Retail/Facilities 314

Operations 676

TOTALS $11,958 $1,628,882 5974
41Valles Caldera National Preserve | 

Section - 4 Goals Fiscal Year 2009

4.1 Administrative

4.1.1 Define and expand program to solicit contributions and donations to 

the Trust. 

Objective 

The Valles Caldera Preservation Act empowers the Trust to “solicit and accept donations of 

funds, property, supplies or services from individuals, foundations, corporations, and other private 

or public entities for the purposes of carrying out its duties”. It is the intent of the Trust to 

develop an on-going program to target these entities in order to fund activities and 

infrastructure. 

Metric

System/staff in place to implement annual program of work.

Narrative

In order for the Trust to maximize recreational programs, expand public access to the 

Preserve, and further develop revenue-generating activities, substantial investment in excess 

of current funds available will be necessary. Outside contributions and/or donations would 

greatly enhance the Trust’s ability to improve programs and activities. The Trust will be 

active in solicitation and in working with support organizations to access these outside funds.

4.1.2 Expand attendance and participation at public meetings of the Board 

of Trustees

Objective 

Ensure participation by a broad spectrum of stakeholders

Metric

Number and affiliation of attendees

Narrative

Public board meetings are attended by a contingent of groups and individuals with an avid 

interest and passion for the management of the Preserve especially for access and recreation. 

The Board would like broader representation from stakeholders with interests in the 

environment, science, ranching, education, and other areas of interest and management 

concern. 

4.2 Community Services

4.2.1 Support to Jemez Watershed Group

Objective

Support the update of the Jemez Watershed Restoration Action Strategy (WRAS), and 

website management.
42Valles Caldera National Preserve | 

Metric

Updated WRAS approved by the Environmental Protection Agency (EPA). 

Narrative

An active watershed group and current WRAS are perquisites to accessing EPA funds for on 

the ground watershed restoration projects. This year the Trust received just under $80,000 in 

support of proposed watershed restoration activities in the San Antonio and Sulphur Creek 

watersheds in 2009-2011. Watershed groups are formed using EPA funds, however upon 

completion and approval of the original WRAS, responsibility returns to the Watershed group 

to remain active and keep the WRAS current. 

4.3 Preserve Operations

4.3.1 Increase Forest Management Capacity

Objective

To increase the capacity of Trust to perform project level planning and implementation of 

forest and fire related projects.

Metric

System/staff in place to implement annual program of work.

Narrative

The Natural Resource Program has one permanent full time person and no seasonal or 

temporary employees. Contractors are used effectively to support comprehensive planning 

and the planning and implementation of small projects. However, we need to develop the 

capacity to initiate a strong annual work program as comprehensive planning is completed. 

The implementation program needs to be integrated with planning, monitoring and 

evaluation to properly implement adaptive management. Projects “on the shelf” are an 

important asset for cost savings and accessing funding through grants and other opportunities.

In addition, we lack capacity to properly integrate fire management on the Preserve with the 

Forest Service. While the Forest Service provides incident response services, there is not a 

system to develop and maintain fire management and supporting skills for Trust employees. 

Trust employees with National Wildland Fire Qualifications have not been able to acquire red 

cards and participate in fire management activities as required to maintain qualifications.

Achieving this goal will require one permanent full time employee, with a background in 

forestry and fire management to work with the current Natural Resource Coordinator to 

implement the Trust’s Wildland Fire Management Policy and initiate an annual program of 

work to support Landscape Forest Restoration in the future. 
43Valles Caldera National Preserve | 

4.4 Public Use and Access

4.4.1 Compliance with the Americans with Disabilities Act (ADA)

Objective 

Ensure facilities currently being made available to the public fully meet ADA compliance.

Metric

Work planning complete and approved for implementation.

Narrative

Even though some improvements have been made, certain structural elements including 

counter heights, wheelchair ramps, widths and sizes of hallways, entrances, and restrooms 

need to be addressed to ensure full compliance. 

4.4.2 Christmas Tree Harvesting Program

Objective 

Evaluate the economic feasibility of establishing a Christmas tree harvesting program on the 

Preserve for implementation in FY 2010

Metric

Complete the analysis, determine feasibility.

Narrative

It has long been a desire by the public and the Board of Trustees to realize a Christmas tree 

program on the Preserve. There are several alternatives for implementing a program that 

would address the issues of transporting the trees through the National Forest, uncertainty 

with weather and access, and potentially high costs. There are also opportunities to include 

altruistic programs and generate revenue.

4.5 Planning

4.5.1 Public Access and Use Planning

Objective 

Develop alternatives for managing public access to and use of the Preserve for recreation, 

education, science, commercial and other purposes. This planning effort is current referred to 

as “Public Access and Use”.

Metric

Federal Register publication of the Notice of Intent to prepare an Environmental Impact 

Statement

Using the information collected through public workshops held in FY 2007 and strategic 

business planning completed in FY 2008, the Trust will put forward a comprehensive set of 

alternatives for the development of programs, facilities, and infrastructure for public use and 

Narrative
44Valles Caldera National Preserve | 

access to the Preserve. The alternatives will vary in the location and scale of development as 

well as the level of investment and expected revenue. The public will be able to participate 

in the process through workshops and other collaborative opportunities.

This will be the most substantial planning effort needed for the comprehensive management 

of the Preserve. Public use and access to the Preserve for its recreational, scenic, cultural, 

scientific, educational, and spiritual values is likely the cornerstone for financial self 

sufficiency. The planning process will highlight the complexities of balancing multiple uses, 

protecting resources and values, providing access, and achieving financial self sufficiency on 

this unique and treasured landscape. 

Our approach involves collaboration with the public and other stakeholders at multiple 

opportunities and scales. On a spectrum of public involvement, collaboration moves beyond

informing, consulting, or involving stakeholders. Collaboration can be hard work that 

requires public commitment, different types of skills and resources, and a new way of 

approaching environmental impact processes. Case studies show that collaborative processes, 

when employed by federal managers in a variety of contexts, yield benefits well worth the 

investment. Collaborative approaches can improve the quality of decision-making and 

increase the public trust and confidence in an agency’s decision.

4.5.2 Landscape Forest Restoration Program

Goal 

Initiate planning for Landscape Forest Restoration. 

Metric

Federal Register publication of the Notice of Intent to prepare an Environmental Impact 

Statement.

Objective 

Complete existing condition report, develop purpose and need and proposed action for the 

management of forests and fire on the Preserve.

Narrative

The Trust will propose goals, objectives and monitored outcomes as well as actions and 

priorities for the landscape restoration of forests and ecosystems on the Preserve, including the 

management of fire. Using the Preserve-wide forest inventory the Trust is intending to make a 

decision under NEPA to allow the Preserve to use adaptive management to accomplish an 

aggressive annual program of work to restore the health and resiliency of the Preserve’s 

forests; reduce risks to losses from catastrophic wildfire, insects, and disease; and improve the 

deliverance of ecosystem services such as habitat, watershed process, and carbon 

sequestration. By focusing on objectives and outcomes the Trust can reduce the cost and 

times associated with redundant planning and invest instead, in resource management actions 

and monitoring. 
45Valles Caldera National Preserve | 

The Trust is collaborating with the Santa Fe National Forest; New Mexico Forest and 

Watershed Restoration Institute, Highlands University; and The Nature Conservancy, Fire 

and Forest Program; in the development of the purpose and need, proposed action and 

alternatives for landscape restoration. We will also be engaging land managers in adjacent 

watersheds including Santa Clara Pueblo, and Bandelier National Monument in this process.
46Valles Caldera National Preserve | 

Section - 5 Appendices

5. 1 Current Board of Trustees

Background

The Valles Caldera Preservation Act provides that, “In general the Trust shall be governed by a 

nine member Board of Trustees consisting of the Superintendent of the Santa Fe National Forest, 

United States Forest Service; the Superintendent of Bandelier National Monument, National Park 

Service; and seven individuals, appointed by the President with specific expertise or representing 

an organization or government entity as described.” As indicated in Table 3 below, four board 

members are outgoing as of the publication of this report. New members remain to be 

appointed. While delays in such appointments are the norm, timely appointments would allow 

for a smoother transition. 

TABLE 3 – CURRENT BOARD OF TRUSTEES

CURRENT TRUSTEE TERM ENDING POSITION/EXPERTISE

Dan Jirón Ex Officio Supervisor, Santa Fe National Forest

Brad Traver Ex Officio Superintendent, Bandelier National 

Monument

Tracy Hephner January 16, 2009 Expertise in aspects of domestic livestock 

management, production, and marketing.

Stephen Henry 

(Secretary)

January 16, 2011 Expertise in game and nongame wildlife and 

fish populations.

James Gosz January 16, 2009 Expertise in sustainable forest management for 

commodity and non-commodity purposes.

James Range January 16, 2011 Active in a nonprofit conservation 

organization interested in the activities of the 

Forest Service.

Ed Tinsley (Vice Chair) January 16, 2011 Expertise in financial management, budget 

and program analysis and small business 

management.

William Keleher (Chair) January 16, 2009 Expertise in the natural and cultural history of 

the area.

Dr. Raymond Loretto, 

DVM

January 16, 2009 Active in State or Local Government in New 

Mexico, with expertise of the customs of the 

local area.
47Valles Caldera National Preserve | 

5. 2 Program Area Outcomes

The following tables provide a brief metric of FY 2008 by budget program area.

TABLE 4 – ADMINISTRATIVE OUTCOMES

Activity Outputs Planned Accomplished Status Planned FY 

BOARD

Public Meetings Each 3 4 Annual Ongoing

BUDGET

1106 Dollars 56,400 56,400 Complete 2008

5363 Dollars 100 185 Ongoing 2010

PERSONNEL

Budget % of total 40% 44% Annual Ongoing

SAFETY

Reported Incidents Each 0 1 Annual Ongoing

Claims Dollars $34,494.60 35,267.204 Annual Ongoing

TABLE 5 – COMMUNITY SERVICES

Activity Outputs Planned Accomplished Status Planned FY

EDUCATION

K12 Group/Individuals 16 / 392 Ongoing Annual

University Group/Individuals 7 / 101 Ongoing Annual

Educators Group/Individuals 6 / 100 Ongoing Annual

AGENCIES/ORG

Agency Group/Individuals 8 / 318 Ongoing Annual

Organization Group/Individuals 3 / 54 Ongoing Annual

PRESENTATIONS

Educational Group/Individuals 4 / 305 Ongoing Annual

 

4 Includes $34,494.60 paid in FY 2008 for a claim made in FY 2007 and $772.60 claim for field related knee injury in 

FY 2008.
48Valles Caldera National Preserve | 

Agency Group/Individuals 2 / 39

Organization Group/Individuals 4 / 165

COLLABORATIONS

Collaborative 

Groups

Organizations 5 Ongoing Annual

TABLE 6 – PRESERVE OPERATIONS

Activity Outputs Planned Accomplished Status Completion FY

INCIDENT 

MANAGEMENT

Wildland Fire Acres 0 .5 Annual Ongoing

Law Enforcement

MUSY

Timber/Wood Cubic Feet 0 0 Annual Ongoing

Forage AUM’s 8,000 5488 Annual Ongoing

RESOURCE 

MANAGEMENT

Restoration Acres 0 10 Annual Ongoing

INFRASTRUCTURE 

Road Maintenance Miles Annual Ongoing

FACILITIES

Upgrades Projects 1 1 Annual Ongoing

Maintenance Dollars Annual Ongoing

Deferred 

Maintenance

Dollars Annual Ongoing

TABLE 7 - RECREATION

Activity Outputs Planned Accomplished Status Planned FY

HUNTING 

Revenues Dollars 350,000 368,776 Ongoing Annual

FISHING Ongoing FY2009
49Valles Caldera National Preserve | 

Capacity 80% 46%/

SUMMER

Capacity 80% 28%

WINTER

Capacity 80% 36%

SPECIAL EVENTS

Capacity 80%

SERVICES

Facility Rental Capacity 50% 12%

Concessions Dollars

TABLE 8 - PLANNING

Activity Outputs Planned Accomplished Status Planned FY

ADMN Plans 1 Active 2009

NARM 

San Antonio 

Watershed 

Restoration

Acres TBD Active 2009

Redondo Canyon Acres

Stewardship Project

600 Active 2009

MUSY

MUSY-Forage Acres 88,900 Active 2009

TABLE 9 - SCIENCE

Activity Outputs Planned Accomplished Status Planned FY

INVENTORY

Forest Inventory Acres 56,400 56,400 Complete 2008

Road Inventory Miles 100 185 Ongoing 2010

Geology Acres 88,900 88,900 Complete 2008

Soils Acres 88,900 88,900 Complete 2008

Cultural Resource 

Inventory

Acres 960 Ongoing Annual
50Valles Caldera National Preserve | 

Socioeconomic

Survey

Project 1 Active 2009

MONITORING

Range Monitoring Sites 82 82 Ongoing Annual

Toledo Rx Fire Sites 40 40 Complete Complete

Elk/Cattle Exclosure Sites 18 18 Ongoing Periodic

Elk Population 

Monitoring

Sites 4 4 Ongoing Annual

Forest Thinning Sites 9 9 Ongoing Annual

Climate Sites 5 5 Ongoing Continuous

Water Quality Streams 4 4 Ongoing Continuous/Sea

sonal

Fisheries Sites 6 6 Ongoing Annual

CR Site Monitoring Sites 69 Ongoing Annual

RESEARCH

Extramural 

Research

Dollars $1,400,000 $1,628,882 Ongoing Annual

Extramural 

Research

Projects 25 32 Ongoing Annual
51Valles Caldera National Preserve | 

5. 3 Distribution List

5.1.1 United States House of Representatives

Representative Ben R. Lujan, District 3, New Mexico

Representative Martin Heinrich, District 1, New Mexico

Representative Harry Teague, District 2, New Mexico

5.1.2 United States Senate

Senator Jeff Bingaman, New Mexico

Senator Tom Udall, New Mexico

5.1.3 Committees 

House Committee on Natural Resources 

House Appropriations Committee

Senate’s Energy and Natural Resource Committee, Frank Gladics

Senate Appropriations Committee

5.1.4 United States Department of Agriculture

Secretary of Agriculture

Under Secretary for Natural Resources, Mark Rey

Chief of the Forest Service, Abigail Kimbell

Regional Forester, Southwestern Region, Corbin Newman

Forest Supervisor, Santa Fe National Forest, Dan Jiron

Valles Caldera Trust, Board of Trustees (see Table 3)