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

2012 Report to Congress

Fiscal Year 2012

Don Usner

VALLES CALDERA TRUST
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Valles Caldera Trust

Fiscal Year 2012 – Report to Congress

TABLE OF CONTENTS

Table of Contents ..................................................................................................................................................2

Executive Summary..............................................................................................................................................3

Section I - Valles Caldera Trust Background .........................................................................................5

Overview..............................................................................................................................................................5

Agency Goals ......................................................................................................................................................6

Organizational Structure...............................................................................................................................6

Section II - Trust Administration. ..................................................................................................................7

Budget and Finance.........................................................................................................................................7

Liability Insurance ...........................................................................................................................................8

Section III -Performance to Goals ...................................................................................................................9

Strategic Goal 1: Public Access and Use...................................................................................................9

Strategic Goal 2: Natural and Cultural Resources............................................................................. 12

Strategic Goal 3: Financial Sustainability............................................................................................. 26

Section IV-Fiscal Year 2013 Goals ............................................................................................................... 31

Strategic Goal 1 – Public Access and Use ............................................................................................. 31

Strategic Goal 2 – Natural and Cultural Resources .......................................................................... 32

Strategic Goal 3 - Financial Sustainability ........................................................................................... 34

Conclusion............................................................................................................................................................. 36
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Executive Summary

The Valles Caldera National Preserve is an 89,000-acre federal property in northern New 

Mexico, which was established in 2000 and assigned to be administered by the Valles 

Caldera Trust under a new and experimental management regime set forth in the Valles 

Caldera Preservation Act (Act) of 2000 (Public Law 106-248). 

Based on formal and informal comments received over time from our stakeholders 

(including members of the public and congress) and input from our staff, we have 

developed a broad statement of purpose that identifies what we do, why and for whom: 

The Valles Caldera Trust is an experiment in public land management, and is responsible for 

protecting and preserving the natural and cultural resources of the Valles Caldera National 

Preserve for present and future generations while being dedicated to sustainable public 

access and use. 

The finances of the trust are comprised of federal appropriations, fees from recreational 

and resource use and private donations. The trust was under interim management of the 

Forest Service from inception through August 2, 2002, when management control was 

transferred to the trust’s Board of Trustees. The Forest Service administered the finances 

of the trust through fiscal year 2003. The trust assumed full financial control of their 

accounts at the beginning of fiscal year 2004. Fiscal year 2012 (FY12) marked the tenth 

under rust management. In this annual Report to Congress we are presenting information 

on the challenges and accomplishments of 2012, a discussion of the recent history under 

trust management and a forward look at the new strategic plan that will guide the trust 

through the year 2018.

All government agencies were required to complete or update existing strategic plans by 

February of 2012. The 2011 Report to Congress included the development and approval of 

the plan as an overarching strategic goal and objective. The trust fulfilled that goal with the 

publication of the Strategic Management Plan and approval by the Board of Trustees. The 

plan covers the period from 2012-2018 and specifically identified the following three 

strategic goals.

Strategic Goal 1: Public Access and Use

Encourage public understanding and enjoyment of the preserve, including the development of 

facilities and infrastructure to expand the capacity for visitors consistent with resource 

protection.

This goal reflects the priorities of both the public and congress for the management of the 

preserve and was identified as an important benchmark for management in the 2000-2015 

Plan for Decreasing Appropriations. The cornerstone of meeting this goal is the 
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development of capital improvements needed to expand public access and enjoyment of 

the preserve while protecting and preserving resources and values.

Strategic Goal 2: Natural and Cultural Resources

Restore and enhance the preserve’s rich natural, cultural and historic resources for 

sustainable use and enjoyment by present and future generations of Americans. 

The restoration and rehabilitation of the preserve’s natural and cultural resources is 

critical for meeting the purposes and goals put forth by congress in the 2000 legislation. 

Understanding the changing patterns across 10,000 years of human use of the caldera 

provides a context for conceiving stewardship of the preserve. The last two centuries of 

human activity, including grazing, logging, road building and geothermal exploration have 

significantly degraded the preserve’s natural resources.

Strategic Goal 3: Financial Sustainability

Establish a public-private model of administration to optimize revenues and develop 

philanthropy to support the preservation, enhancement and operation of the Valles Caldera 

National Preserve.

The goal of generating revenue, grants, and other sources of non-Federal funding, 

addresses the financial self-sufficiency goal set out by congress in the purposes and goals of 

the act. This goal will also assure the continued economic viability of education and other 

programs that enhance the benefits of public lands.

The State of the Preserve, a summary of the cumulative impacts of all past, present and 

reasonably foreseeable future actions affecting the preserve was completed late in calendar 

year 2012. We are also expecting to complete long-term, comprehensive plans for the 

restoration and management of our natural resources and the development of facilities in 

support of public access to the preserve. All-in all, 2012 signaled the transition from 

interim management marked by experimentation, inventory and planning to 

comprehensive management marked by implementation, monitoring and evaluation.
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Section I - Valles Caldera Trust Background

Overview

The Valles Caldera Trust is a wholly owned government corporation created by Congress to 

preserve, protect and enhance the unique landscape formerly known as the Baca Location 

No. 1 which was operated as a privately owned ranch for more than a century prior to its 

acquisition by the federal government in July of 2000. The preserve is comprised of 88,900 

acres of National Forest System (NFS) land located in Sandoval and Rio Arriba counties in 

north central New Mexico. 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.

The trust finances operations through direct appropriation, revenue generated from 

lodging, hunting, recreational activities, special use fees, grants and donations. The Act also 

established an “experimental management regime” which incorporates “...elements of 

public and private administration in order to promote long term financial sustainability 

consistent with other purposes...” as enumerated in the Act. The Act further established a 

benchmark period for attaining financial self sufficiency – 15 fiscal years. 

If the trustees believe that management goals under section 108 (d) of the Act have been 

met, but the trust has not achieved financial self-sufficiency as defined, they may submit to 

the Committees of Congress a recommendation to authorize appropriations through 2020.

However, legislation pending in congress could bring an abrupt end to the trust and the 

experiment in public land management. Senate bill 564 (S-564) proposes the transfer of 

the preserve to the National Park Service (NPS). If S-564 is passed and signed into law the

trust will be dissolved and the NPS will fund and manage the property. 

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.). The trust is accountable to the Office of Management and 

Budget (OMB) and the Government Accountability Office (GAO). The trust is required to 

submit annual reports to Congress, annual financial reports to OMB and the Department of 

Treasury, and to submit a State of the Preserve update every five years. The trust is subject 

to the Government Corporation Control Act (GCCA) and to the Government Performance 

and Results Act of 1993 (GPRA), updated in 2010.
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Agency Goals 

In addition to authorizing acquisition of the preserve as a demonstration area for an 

experimental management regime, the Act identified purposes for the acquisition which 

are directly tied to the management of the preserve:

1. Protect and preserve for future generations the scientific, scenic, historic, and 

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

cultural resources;

2. Provide opportunities for public recreation;

3. Provide sustained yield management of the Baca ranch for timber production and 

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

herein.

4. Incorporate elements of public and private administration to promote long term 

financial sustainability consistent with other purposes of the law. 

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. Optimize 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.

Organizational Structure

The trust is a wholly owned government corporation responsible for managing the 

preserve. The trust is staffed by Federal employees and governed by a nine member Board 

of Trustees (Board). Seven trustees are appointed by the President. The two remaining 

seats are ex-officio positions held by the Superintendent of Bandelier National Monument 

and the Supervisor of the Santa Fe National Forest. The first board was empanelled on 

January 10, 2001 and officially assumed management of the preserve in August of 2002. 

An executive director oversees an organization that includes directors of administration, 

enterprise, operations, natural resources, science services and other positions essential to 

operating this unique landscape.
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Section II - Trust Administration

Budget and Finance

The annual budget of the trust is comprised of current FY appropriations (Treasury 

Account 1106), and revenue generated from operations (Treasury Account 5363). In 

addition to traditional expenditures such as salaries and benefits the trust is responsible 

for non-traditional agency operational costs e.g. the purchase of liability insurance. Since 

2003, the trust has never had a claim filed against it, nor against the insurance company. 

Regardless, the premium has increased solely in response to increased visitation by the 

public. Should the trust’s liability insurance actually sustain a valid claim, it is very likely 

that private liability insurance would thereafter be either unobtainable or unaffordable. 

In 2009 the Board of Trustees recognized that additional, non-revenue producing costs and 

a reduced appropriation ($500,000 decrease from 2009 to 2010) made the goal of financial 

self sufficiency impossible. The trust recommended modification of the self sufficiency 

requirement to a more realistic maximum “cost recovery” mandate to the congressional 

delegation. The challenging economic environment is expected to impact visitation 

revenue, and the trust’s overall budget. 

In 2012 the administrative team successfully transitioned from the pay band system to the 

GG classification, continued a review of administrative policies and successfully completed 

a 2011 audit with no significant findings.

The following table represents appropriations, revenues, and expenditures 2008-2012 

Table 1 - Fiscal Year Budget summaries for 2008 – 2012 

FISCAL YEAR ANNUAL 

APPROPRIATIONS

ACTUAL 

EXPENDITURES

ACTUAL

EXPENDITURES

PROGRAM

REVENUES

ACCOUNT CODE 1106 1106 5363 5363

2008 $3,691,500 $3,631,398 $59,366 $691,570

2009 $4,000,000 $4,322,704* $585,302 $609,219

2010 $3,500,000 $3,451,981 $2,198,139* $709,227

 2011 $3,433,000 $3,356,073 $1,391,363* $795,110

 2012 $3,426,509 $3,634,248 $690,951 $951,574

*It must be noted where expenditures exceed appropriations and revenues, funds unused from previous years 

(including those prior to FY 2007) dollars are carried over and placed in the treasury account during ensuing fiscal 

years. Such is the case in FY 2009 account 1106 expenditures and in account 5363 expenditures 2010 and 2011. It 

was FY 2010 when the trust approved use of revenue funds to lease, furnish and staff the Science and Education 

Center.
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The following table represents the FY 2012 expenditure and revenue summary for the 

trust. The annual appropriation for FY 2012 was $3,634,248 

Table 2 - Fiscal Year 2012 Budget Summary

FY 2012 APPROPRIATION

EXPENDITURES

REVENUE

EXPENDITURES

REVENUES

PROGRAM 1106 5363 5363

ADMINISTRATION $1,358,416 $0 $28,819

FORESTRY FIRE MGMT. $41,040 $0 $0

FISHING PROGRAM $0 $16,003 $15,758

FACILITY RENTALS $0 9,364 $41,250

HUNTING PROGRAMS $0 $87,095 $329,862

INVENTORY/MONITORING $54,241 $0 $0

INTERPRET/EDUCATION $0 $130,370 $27,085

PLANNING $374,992 $0 $0

OPERATIONS $534,628 $0 $31,508

RECREATION $0 $98,470 $32,455

STORE SALES, ADM $0 $262,937 $115,090

SPECIAL USES $0 $32,030 $121,060

COMMUNICATION/MKTG. $0 $ 26,779 $0

STEWARDSHIP COMPLIANCE $159,285 $0 $0

SPECIAL EVENTS $0 $27,903 $31,977

SCIENCE/EDUCATION 

CFLRP Match

$ 349,032

$762,614

$0 $176,710

ALL PROGRAMS $3,634,248 $690,951 $951,574 

Liability Insurance

The trust does not have access to the permanent Judgment Fund (section 1304 of title 31, 

U.S.C.) for a claim, judgment or settlement. Consequently, the trust must purchase its own 

insurance for liability, vehicles, and volunteers. As the number of visitors and public 

programs increase the cost of insurance will continue to consume a larger portion of the 

trust’s appropriated budget. In 2007 the cost was $40,878 and more than doubled to 

$83,800 in 2008. Premium costs continued to rise to a high of $90,000 in FY 2012. Since 

2003, the trust has never had a claim filed against it, nor against the insurance company; as 

such, the premium increased solely in response to increased visitation by the public. 

Should the trust’s liability insurance actually sustain a valid claim, it is very likely that 

private liability insurance would thereafter be either unobtainable or unaffordable.
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Section III - Performance to Goals 

The history of the trust and its accomplishments is best illustrated by the annual 

performance to the goals and purposes of the act. In the following pages we have captured 

some of the major accomplishments during the last five years and attempted to show the 

progress the trust has made in those key areas. In effect the following pages provide a 

history of how the trust built the foundation from which it transitioned to a new strategic

plan which was developed and initiated in FY 2012.

Strategic Goal 1: Public Access and Use

Encourage public understanding and enjoyment of the preserve, including the 

development of facilities and infrastructure to expand the capacity for visitors 

consistent with resource protection.

The first benchmark in our strategy was accomplished with the completion of the Public 

Access and Use Plan (PAUP) and Record of Decision in 2012. This goal was met with the 

signing of the Record of Decision on December 5, 2012. Planning continues on a variety of 

fronts as we continue to collect data from a number of sources including visitation.

Visitation

Tracking visitor numbers is a critical tool in both planning and managing a public resource 

such as the VCNP. Prior to 2011, visitor totals on the preserve were calculated by counting 

actual visitors who participated in an activity or visited one of our two staging areas. It was 

long suspected that visitation was greater than the earlier counts and public access 

planning required a more accurate assessment. In order to secure a more accurate account 

the trust purchased traffic counters and infrared trail counters and deployed them during 

the 2011 fiscal year. In 2012, the trust continued with the counting program developed in 

2011.

The trust originally consulted with the National Park Service statistician to define protocols 

and ensure a visitor counting system that was consistent with those of other public land 

agencies. As a result the system now used provides a reasonable comparison of visitor 

counts with other public lands and will ultimately allow a better analysis of visitation 

patterns. The trust collected data from advanced counters at ten locations and cross 

checked them with random vehicle surveys. The raw data were analyzed and adjusted to 

account “non-reportable” employee activity and double counting. The visitation was up 

from this time last year. 

The number of visitors at the VCNP during 2012 is reasonably estimated to be 110,785, up 

from 97,552 in 2011. The numbers do not include the estimated 150,000 visitors at the two 

NM Hwy 4 pullouts. Incorporating those visitor numbers and the 1.2 million people who 
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annually travel the NM Hwy 4 Byway, into a visitor’s center plan will be critical to 

attracting more visitors and ensuring a quality experience.

The trust’s Director of Operations, Dr. Tim Haarmann, managed the project and continues 

to monitor and collect data. Haarmann will continue to improve the system by making the 

necessary adjustments to ensure quality data. 

Recreation

Beginning in 2002, the trust granted the public limited access to the preserve for 

recreational activities; in most cases, it has charged a fee for access to these activities. In 

the beginning, public recreation was confined to guided hikes or van tours. During the last 

9 years the trust increased the number of activities, expanded to year round operations 

(open seven days a week) and instituted a robust marketing and advertising program that 

included radio, print, face to face and social media. Activities include:

 Hunting. The trust works with the New Mexico’s Department of Game and Fish to 

award elk-hunting licenses. The program is the largest revenue producer. In 2007, the 

trust added a turkey hunt. Both elk and turkey habitats were affected by the Las 

Conchas Fire. However, hunt managers were able to make adjustments to maintain the 

integrity and quality experience of the FY 2012 elk and turkey hunts.

 Fishing. Originally a lottery based program fishing access is granted through 

reservation and on a first-come, first-served basis for unreserved reaches. In 2009 the 

trust began allowing anglers to drive their own vehicles to assigned stream reaches and 

in 2010 extended hours of operation. The Las Conchas Fire severely impacted the 

program which virtually ended for FY2011 when the fire began on June 26th. The 

programs returned on a limited basis in 2012 as fisheries continue recovery from the 

2011 Las Conchas fire.

 Hiking. Visitors have been allowed to hike at the preserve since 2002, first in guided 

hikes, then on their own. The trust has increased the number of hiking trails to 14 and 

now has more than 54 miles of trails. 

 Other Recreational Activities. The trust also offers horse-drawn wagon rides, sleigh 

rides, van tours, snowshoeing, cross-country skiing, stargazing lectures, horseback 

riding, mountain biking, group tours and seminars, workshops, and special events 

including a marathon run and the Jemez Mountains Elk Festival.
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Table 3 – Summary of accomplishments during 2008-2012 toward the goal of 

providing public access and use.

Recreation 2008 2009 2010 2011 2012

Increase 

Activities and 

Attendance

Summer 

recreation 

expanded to 

seven days a 

week

Hosted an open 

house to 

market facility 

rental 

opportunities

Fishing fees 

reduced to $35 

from $50 on 

the East Fork. 

Anglers 

permitted to 

drive their own 

vehicles to the 

San Antonio 

reaches.

Initiated Jemez 

Mountains Elk 

Festival

Marathon 

registration 

almost doubles 

to 535

Elk Festival 

partnerships 

generate ~ 2k 

visitors.

Marathon 

registration 

reaches 760 

which is a 42% 

increase over 

2010

Elk festival 

expanded to 

nine days 

marketing 

attracts 2k+ 

visitors

Run The 

Caldera with 

625 runners 

generates $24K 

in revenue $6k 

in profit

Elk festival 

draws more 

than 1500 

visitors

Increase 

Public Access 

and Revenue

Visitation 

increases 23% 

to a record 

15,238 with a 

5% increase in 

revenue

Visitation 

increases by 

2% but 

revenue 

decreases 11% 

Visitation 

increases by 

59% with a 

15% increase 

in revenue

Merchandise 

sales increase 

by 89% to 

~$104k

Despite fire 

visitation 

increases by 

13% with an 

8% increase in 

revenue

Merchandise 

sales increase 

by 15% to 

~$120K

Visitation 

improves 

13.6% to 

110,785

Overall 

revenues 

increase by 

19.7% 

Improve 

Visitor 

Experience

Upgrades to 

Casa de Baca 

Lodge and the 

Bunkhouse 

contributed to 

increase in 

lodging

A new 900 sq ft 

information 

center was 

purchase and 

installed at the 

Valle Grande 

Staging Area in 

Sept 2009

Total miles of 

hiking trails 

doubled to 54+

More accurate 

visitor 

counting 

program 

discovers 

97,552 visitors 

which is almost 

4X the ~25k 

visitors logged 

under the 

former 

counting 

method. 

Revenue per 

visitor drops to 

$6.34 per 

visitor with the 

new visitor 

count

Added full time 

recreation 

planner to 

explore and 

expand 

recreation 

opportunities.
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Table 3 - Continued

Recreation 2008 2009 2010 2011 2012

Public Access 

and Use 

Planning 

Initiated and 

assessment of 

market and 

revenue 

potential 

associated with 

public access 

and use of the 

preserve.

Initiated public 

access and use 

plan including 

additional 

public 

meetings

Published NOI 

in Federal 

register to 

initiate PAUP 

scoping 

process

Developed 

alternatives for 

public access 

and use –

alternative 

sites for 

development, 

scales of 

development 

and 

transportation 

methods, 

sought public

comment.

Continued with 

environmental 

analysis of 

public access 

and use plan. 

The preserve 

was selected as 

a site for a 

national design 

competition 

sponsored by 

the National 

Park Service 

and Van Alen 

Institute.

More accurate 

visitor count 

aids Public 

Access and Use 

Planning

PAUP 

completed and 

ROD signed

Strategic Goal 2: Natural and Cultural Resources

Restore and enhance the preserve’s rich natural, cultural and historic resources for 

sustainable use and enjoyment by present and future generations of Americans. 

Two performance goals were identified in association with this strategic goal. The first was 

to Move the condition of forests at a landscape scale towards a condition that, to the best of 

our collective knowledge, is sustainable and resilient in the event of natural disturbance.

We have been approaching the attainment of this goal at two levels – project and 

programmatic. At the programmatic level we have been completing preserve-wide 

systematic inventories and assessments and establishing preserve-wide ecological 

monitoring network. Based on the comprehensive approach to resource inventory and 

ecological monitoring, we are preparing a plan for the landscape scale restoration and 

stewardship of the preserve’s natural and cultural resources.

This plan was scheduled for completion in 2012, however; we pushed the target 

completion to FY 2013 allow us to adequately incorporate the impacts of the Las Conchas 

Fire and to focus our efforts on the completion of the public access and use plan. 
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Implementation

At the project level we have been treating (thinning and prescribed burning) strategic 

areas most at risk to wildfire and localized issues (roads and erosion) causing direct, 

adverse impacts to water quality and riparian habitats. Project level actions have continued 

in 2012. Highlights of this fiscal year have been collaboration with other agencies and 

organizations through the national Collaborative Forest Landscape Restoration Program 

(CFLRP) and the regional Collaborative Forest Restoration Program (CFRP).

Working with our partners, including the Santa Fe National Forest, Bandelier National 

Monument, The Nature Conservancy, Jemez Pueblo, Los Amigos de Valles Caldera, 

WildEarth Guardians, and other agencies, organizations and individuals, we continued 

project level restoration activities including:

Forest Management

We completed treatment (biomass removal/utilization or prescribed fire) on over 1144 

acres of high priority WUI acres. The trust collaborated with the Jemez Pueblo and T.C. 

Company through a Collaborative Forest Restoration Program (CFRP) grant to remove and 

utilize small diameter trees from 784 acres thinned in 2011. The CFRP grant supported the 

creation of the Walatowa Timber Industries, LLC, a joint venture between T.C. Company 

and Jemez Pueblo Development Corporation. The goals of the Walatowa Timber Industries, 

LLC (WTI) are to create economic development in the Pueblo of Jemez and the surrounding 

community while restoring the landscapes that contain Jemez Pueblo ancestral lands. 

Establishing this viable point of utilization is critical to achieving the goals of the CFLR and 

the 10-year strategy within the SWJML. Figure 1 and Figure 2 below show the thinning 

areas before and after treatment and depict the utilization of the small trees that were 

removed. 

Figure 1 – Before and after photos of forest restoration projects implemented in 2012.
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Figure 2 - Walatowa Timber Industries all products below were derived from forest restoration and 

post fire rehabilitation on the VCNP and Santa Clara Pueblo.

The VCT treated also treated 360 acres with prescribed fire within the SWJML. The burn 

area had been previously thinned; prescribed fire was used to kill dense ponderosa pine 

seedlings that were regenerating in the thinned areas as well as to clean up any residual 

slash. 

We had prepared an additional 530 acres for thinning but were unable to award the acres 

through contract or agreement. While Congress exempted the VCT from federal 

procurement laws (16 USC 698v-3[b] 2000), the USDA Forest Service, the Albuquerque 

Service Center, will not pay invoices that are obligated by the VCT. 

Riparian, Grassland Restoration and Post Fire Rehabilitation

We included the decommissioning of 3.4 miles non-system roads as a stewardship activity 

(goods-for-services) within forest thinning activities. The contractor used these nonsystem roads to access the project area as well as for skid trails and landing locations 

during operations. Following operations the roads were decommissioned by the 

contractor (drainage features were established and the road prism was obscured using 

slash, chips, logs and rocks). We also repaired 23 miles of our level III (suitable for low 

clearance vehicles) and 49 miles of our level II (suitable for high clearance vehicles). Much 

of this repair was aimed at roads that were significantly damaged by the erosion that 

followed the Las Conchas Fire such as the VC-13 Indios road depicted in Figure 3 below.
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Figure 3 – Road VC-13, post fire erosion 

Riparian and Grassland Restoration

We completed riparian and wetland restoration activities in several areas and removed 

and constructed fences to protect riparian and wetland areas. Working with Los Amigos de 

Valles Caldera and WildEarth Guardians we completed restoration work on 3.4 miles of 

stream corridor and restored approximately 5 acres of wetlands, which had been drained 

by historic infrastructure. Erosion control features constructed by Los Amigos included 

“Zuni Bowls” (Figure 4 below) constructed to slow the energy of water (reducing the 

cutting effect) and capturing the soil (healing the cut). These Zuni bowls were constructed 

by volunteers to reduce post fire erosion.

Figure 4 – “Zuni Bowl” constructed in the Valle Santa Rosa.

WildEarth Guardians constructed exclosures and planted native plant assemblages along 

the Rio San Antonio in order to re-establish woody riparian vegetation, ultimately 

improving water quality, stream condition and function, and aquatic habitats. Besides the 

exclosures designed to protect the young trees from browsing by elk, they also installed 
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protection around individual trees to protect them from rodents and even beaver who 

ventured in! The re-establishment of beaver is a long term goal of the project, if they move 

into prior to the vegetation becoming mature; the habitat will not be sustainable.

Figure 5 - Plantings of native trees and shrubs within a constructed exclosure on the Rio San Antonio

Through the grazing contract and various volunteer projects we constructed wildlife 

friendly fences which excluded cattle grazing from 7,254 acres of the Valle San Antonio 

protecting the Rio San Antonio from impacts by livestock. Working with volunteers 

organized by WildEarth Guardians, we removed sheep fence from the Valle Grande which 

had been impacting views and posing a hazard to wildlife (Figure 6 below). Working with 

the Great Old Broads of the Wilderness, we reconstructed paddock fences to exclude 

Jaramillo Creek and instead watered livestock through drinkers.

Figure 6 - Before and after fence removal in the Valle Grande
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Noxious Weed Control and Eradication

The trust continued control and eradication efforts on Canada, bull and musk thistle and 

began control actions on oxeye daisy. Weeds were dug out of the ground by volunteers 

from the Native Plant Society; herbicide was applied by individual volunteers licensed for 

application in the State of New Mexico. All thistle populations are down to a few isolated 

occurrences. Goathead, a miserable non-native, invasive plant has all but been eradicated 

by alert staff simply grubbing any invaders they see. Cheatgrass is spreading on open 

roads as a result of road maintenance disturbance.

Inventory

When the preserve was acquired by Congress in 2000, very little information was available 

on the natural and cultural resources of the site. Much of the initial scientific effort was 

directed toward inventory studies of the preserve and, since 2002, trust staff and many 

outside collaborators have completed a new geology map, a new high-resolution soils map, 

a vegetation map, forest stand and condition maps, species inventories and distributions of 

plants, mammals, birds, reptiles, amphibians, fish, fungi/lichens, aquatic insects, and many 

groups of beneficial and pest terrestrial insects (e.g., beetles, grasshoppers, butterflies, 

moths, dragonflies, aphids, etc.). Watershed health, fish habitat and stream functioning 

condition have been assessed for the major watersheds on the preserve, and stream water 

quality has been quantified. To-date, trust archaeologists have discovered and inventoried 

over 652 cultural resource sites, with evidence of human use of the preserve and caldera 

obsidian deposits dating back 11,000 years. Archaeological inventories to date still 

represent less than 19% of the preserve’s land area.

In 2012, the following inventories were completed on the preserve:

Biodiversity Inventory

In 2012, the trust continued collaboration with the USDA Systematic Entomology 

Laboratory (SEL, Beltsville, MD) and the Smithsonian Institution (SI, Washington, DC) for 

the inventory of beneficial and pest insect species on the preserve. Archived voucher 

collections of insect species found on the preserve are being stored in the SEL/SI 

collections, as well as in the preserve voucher collection in the Science and Education 

Center. This latter collection is used for assisting visiting scientists, as well as in 

educational activities for public school students to illustrate the enormous biodiversity on 

the preserve. New completed inventories in 2012 included surveys for spiders, moths and 

dragonflies.
18 | P a g e

Burned and Unburned Forest Stand Inventory (Las Conchas Fire Impacts)

In 2012, the Forest and Range Plant Ecology field team inventoried forest stand 

characteristics in areas burned in the Las Conchas fire, and in unburned “control” stands. 

These inventories documented the impacts of the fire on mixed conifer forests, and 

characterized the long-term monitoring plots used to assess ecological recovery following 

the fire.

Cultural Resources Program Inventories

Highlights for the work in 2012 include completion of a new record acreage of cultural 

resources survey: nearly 2250 acres completed in 2012. This included completion of 

nearly 100% of the Banco Bonito landform in advance of forest restoration. Other large 

survey projects this year include watershed projects in the San Antonio and Jaramillo 

valleys, recreation and forest restoration planning on Rabbit Mountain and in the 

Headquarters area, and ranch infrastructure improvements in the Posos valley. 

Other CR projects in 2012 included an unprecedented amount of subsurface testing, 

including more than 110 shovel probes and 11 excavation units in advance of roads, 

livestock, and filming projects. Eight of these excavation units were dug at LA026919, a 

large obsidian quarry in Obsidian Valley where road improvements are needed within this 

significant archaeological site. This also marks the initiation of a multi-year collaboration 

with Earthwatch Institute. We hosted more than 30 US and international Earthwatch 

volunteers and completed the excavation work with revenues from Earthwatch and 

matching funds from the trust. 

Monitoring

In FY 2012, the trust continued annual monitoring projects for rangeland forage 

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

stream water quality, stream discharge amounts, climate conditions, and elk and fish 

population dynamics throughout the preserve. Monitoring data in 2012 were collected 

from the stream gauging stations and flumes that were installed in 2008 on the four major 

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

villages, towns, Pueblos and cities can be quantified. Based on hydrologic research on the 

preserve, we anticipate that as the trust restores the many stands of second-growth, high 

density forests we will observe a concomitant increase in stream water flows to 

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

In addition, the trust continued monitoring the effects of the Las Conchas Fire on the 

natural resources of the preserve. The Science Division team tracked changes in perennial 

streams (stream discharge, water quality, streambank stability, erosion, fish and aquatic 

invertebrates), forests (tree densities, species composition, size distributions, basal area, as 
19 | P a g e

well as herbaceous plant diversity and cover, bare ground and litter coverage, birds, small 

mammals and a wide range of pest and beneficial invertebrates), and grasslands (plant 

cover and species distributions, birds, arthropods). 

The trust also collaborated with the Santa Fe National Forest in monitoring the CFLRPfunded Banco Bonito/Southwest Corner prescribed fire and the San Juan Mesa prescribed 

fire impacts on vegetation and soils.

A systematic approach to monitoring produces opportunities to incorporate volunteers, 

and in 2012, the trust continued to offer range monitoring as an “Eco-tourism” event in 

partnership with the Sierra Club. The monitoring program relies on seasonal (spring and 

fall) measurements of plant biomass (forage for elk and livestock) 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. In addition, 

volunteer citizens participated in fisheries monitoring by assisting preserve field biologists 

during electro-fishing sampling (catch-measure-release) in the major streams of the 

preserve, and in collection and identification of pest and beneficial insect species in 

grasslands and forests of the preserve.

The Cultural Resources team conducted several activities that follow up on the 2011 Las 

Conchas forest fire. They continued monitoring of seven post-burn soil erosion monitoring 

plots at Cerro del Medio. They also ensured fire preparation training, with five staff 

archaeologists “red-carded” to enable effective response to both prescribed fires (as in the 

SW Banco Bonito burn this year) and any unplanned ignitions that should occur. 

Research

Research projects in the preserve continued at a high activity level, with 46 permitted 

projects in 2012, and outside (non-trust) funding increasing to over $5.2 million (see 

figures below and detailed table on next page). Over the last ten years, the preserve has 

demonstrated its value as an outdoor laboratory and classroom, as well as a venue for

testing various approaches to ecosystem restoration for streams, grasslands and forests. 

For the last four fiscal years, “outside” research funding (grants and contracts from other 

sources) has exceeded the annual Congressional appropriations to the trust, indicating that 

science, research training and education programs are important components of the 

preserve’s regional economic impact.
20 | P a g e

0

5

10

15

20

25

30

35

40

45

50

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Number of Science Projects

$0

$1,000,000

$2,000,000

$3,000,000

$4,000,000

$5,000,000

$6,000,000

2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Annual Grant Project Funding

Figure 7- History of science projects Figure 8- History of grant project funding

In 2012, the VCNP research projects addressed questions concerning topics such as climate 

change impacts on watershed hydrology, fire ecology, elk-predator interactions, carbon 

sequestration, biodiversity, and elk-livestock grazing. The University of Arizona’s “Critical 

Zone Observatory” grant (funded by the National Science Foundation) established its 

second “Zero-Order Basin” study area in the post-fire area of Rabbit Mountain, installing 

instruments to monitor climate, groundwater, and plant water use. The trust also hosted 

the fourth field season of the New Mexico EPSCoR grant, funded by NSF for $3 million per 

year for 5 years. The preserve is one of the three field study sites for the project, and the 

major topic is to understand climate change on upland water resources in northern New 

Mexico. Project collaborators include all the New Mexico universities.

The Cultural Resources team also participated in a successful fire grant proposal awarded 

from the Joint Fires Science Program. This grant, funded at $500,000 for a three-year 

period, is a multi-agency project ($140,000 to the VCNP). Entitled “ArcBurn,” the team will 

study the effects of fire on archaeological resources, to create management tools to 

enhance interdisciplinary involvement in fire planning and response. Collaborators include 

the Rocky Mountain Research Station, USFS Missoula Fire Lab, Bandelier National 

Monument, Santa Fe National Forest, and the Forest Guild. 
21 | P a g e

P.I. Name Project Title (abbreviated) Funding Source Funding Amount

Abeyta, Joe The Effects on Water Quality Before and After the Las 

Conchas Fire

Volunteer $2,500

Aydelott, Timothy PBS Educational TV production: Valles Caldera, A Grand 

Land Experiment.

NSF, VCT, NM Geol. Soc., 

Pierce Foundation

$300,000

Belone, Tammy Mercury Deposition Monitoring for Jemez Pueblo EPA $17,000

Black, Michael Climate Reference Network Station NOAA $24,000

Bradley, Anne Developing reference conditions for Jemez mixed-conifer 

forests and habitat for the Jemez Mountains Salamander

CFRP (USDA) $86,537

Bush, Janis Wildlife herbivory impacts on Gambel oak stands USDA $10,000

Carey, Madeleine Mapping of current range of American pika in the Jemez 

Mts.

Tufts University $3,500

Chan, Stephen AmeriFlux QA/QC lab intercomparison at Valles Caldera 

Mixed Conifer flux tower 

DOE $20,000

Chorover, Jon Critical Zone Observatory Program NSF, Univ. Arizona, UNM $870,000

Coop, Jonathan Tree seedling establishment in valles, VCNP Volunteer $2,000

Cunningham, J.

Locate and photograph reported occurrences of 

accretionary lapilli in VCNP.

Volunteer $640

Davis, Don Upper microscale-lower mesoscale, orographically 

induced precipitation anomalies during monsoonal 

flows in the Jemez Mountains

EPSCoR $0

Desilets, Darin Development of snow-water equivalent methods Sandia Nat. Lab. $100,000

Falk, Don Dendroecology of the Valles Caldera National Preserve U. AZ., USFS $3,000

Fawcett, Peter 

Middle Pleistocene Paleoclimate Reconstructions from 

Valles Caldera Lake Sediments

NSF $220,000

Fettig, Stephen Dispersal in gray-headed juncos; breeding bird surveys. Volunteer groups $9,887

Gardner, Jamie Geologic Mapping of Valles Caldera/Structural and volcanic 

evolution of Valles-Toledo caldera complex

Volunteer $10,000

Goff, Fraser Geological investigations of the VCNP Volunteer groups $80,000

Hoogland, John Studies on Gunnison’s Prairie Dog on the VCNP. Univ. Maryland $35,300

Johnson, Terry Monitoring of Bald Eagle Populations Volunteer $2,500

Keller, Chick Survey for Rare and Endemic Plants on VCNP Volunteers $1,500

Lyons-Tinsley, Christina Examining variability in Douglas-fire growth at a continental 

scale.

NSF & USGS $6,300

Matison, James Stream water quality improvements via restoration EPA $505,120

Matison, James Stream habitat manipulation and beaver restoration NM RERI $137,000

McWilliams, Steven Stream Proper Functioning Condition (PFC) assessment Volunteer $0

Menicucci, David Study of trout movements on the Rio San Antonio and East Fork streams on the Valles Caldera National Preserve Volunteer $2,000

Michener, William New Mexico EPSCoR Program NSF $1,000,000

Parmenter, Robert Monitoring for Forest Restoration (CFLRP) USDA/USFS $224,000

Pelletier, Jon Critical Zone Observatory Program - LiDAR Supplement NSF, Univ. Arizona, UNM $51,000

Peterson, Liesl Climate-change impacts on Pika Populations U. CO, Nat. Geog. Soc. $34,000

Price, Relf Inventory of Fungi and Lichens Volunteer $50,000

Rahn, Thom High precision O2 analyses for ecosystem carbon exchange 

studies

DOE $62,500

Roberts, Peter Seismic monitoring of Valles Caldera using the Los Alamos 

Seismic Network (LASN)

DOE/LANL $330,000

Romig, Kirsten Bryophyte survey of the VCNP NMSU/USDA-ARS $13,677

Rowland, Mark Arthropod assemblages of gopher tunnels at the VCNP. Volunteer $2,270

Ryerson, Dan Forest insect pest inventory USFS $1,500

Sackett, Loren Gunnison’s Prairie Dog genetics and plague potential Colorado Div. Wildlife $50,000

Solis, Alma Beneficial and pest insect biodiversity survey USDA SEL/SI $177,900

Stahlecker, Dale Status of boreal owls in New Mexico NMDGF $5,000

Swetnam, Tom Long-term vulnerability and resilience of coupled humannatural ecosystems to fire regime and climate changes at an 

ancient Wildland Urban Interface

NSF $499,500

Szynkiewicz, Anna Sulfur cycling during the volcanic and climatic evolution of 

Valles Caldera – A geochemical analogue for sulfate-mineral 

deposition on Mars

NASA $243,895

Thomson, Bruce Watershed Assessment of San Antonio Creek UNM Water Resource Prog. $17,000

Wearing, Helen Triatomine vector and Trypanosoma cruzi parasite 

distributions: A pilot study.

UNM $4,000

Webb, Ryan Investigation of Snowpack Albedo Reduction due to 

Aeolian Dust Settlement 

Volunteer $1,500

WoldeGabriel, Giday Paleoclimate investigations in the VCNP DOE/LANL $8,000

Worthington, Reese A survey of the Scarabaeoidea (scarab beetles) of the 

VCNP.

Volunteer $3,200

TOTAL (FY2012): $5,227,726

46 Projects

Valles Caldera National Preserve: 2012 Research Project List
22 | P a g e

Table 4 – Summary of accomplishments toward the goal of protecting and preserving 

natural and cultural resources of the Valles Caldera National Preserve 2008-2012

Protect and 

Preserve

2008 2009 2010 2011 2012

Cultural 

Resources 

Inventory 

Monitoring

Cultural surveys 

completed on 

990 acres and 

Documentation/ 

evaluation of 53 

new sites and 69 

revisited 

Initiated 

dendroglyph 

volunteer 

program. 

Cultural 

surveys 

completed on 

1742 acres.

27 new sites 

were 

documented 35 

revisited

Cultural 

surveys 

completed on 

945 acres.

65 new sites 

were 

documented 

and 39 

revisited

Initiated oral 

history 

interview 

program

Cultural 

surveys 

completed on 

1550 acres. 

21 new sites 

documented 

and 137 

revisited

Cultural surveys 

completed on 

2245 acres. 16% 

of preserve now 

surveyed to 

current 

standards

38 new sites 

documented and 

82 sites revisited

Initiated 

Earthwatch 

program 

excavations at 

LA026919

Roads and 

Restoration

NM Hwy 4 

entrance 

construction 

completed

Planning in 

compliance 

with NEPA 

completed for 

restoration 

activities in San 

Antonio 

Watershed

23 miles of 

road 

maintenance 

completed and 

ADA upgrades 

to facilities 

completed

64 miles of 

road 

maintenance 

completed

72 miles of road 

maintenance 

completed.

3.4 miles of nonsystem roads 

decommissioned

Restored 5 acres 

wetlands and 3.4 

miles of stream 

corridors

Inventory 

and 

Monitoring

Trust invested 

$673k in 

inventory, 

monitoring and 

research 

Trust invested 

$660k in 

inventory, 

monitoring and 

research

Trust invested 

$738,764 in 

inventory, 

monitoring and 

research

Trust invested 

$419,636 in 

inventory, 

monitoring 

and research

Trust invested 

$635,512 in 

inventory, 

monitoring and 

research
23 | P a g e

Table 4 – Continued

Protect and 

Preserve

2008 2009 2010 2011 2012

Comprehensive 

Planning

Completed a 

comprehensive, 

quantified 

assessment of 

the existing 

condition and 

ecological 

departure of the 

preserve’s 

natural systems 

Collaborated 

with partners 

to develop a 

10-year 

strategy for 

forest 

restoration.

Initiated 

planning and 

decisionmaking on the 

proposed 

Landscape 

Restoration &

Management 

Plan. 

Continued 

forest 

restoration 

planning and 

analysis 

incorporating 

changing 

condition 

brought about 

by the Las 

Conchas Fire.

Completed a 

preserve-wide 

forest 

inventory

Developed and 

received Board 

approval of a 

Strategic 

Management 

Plan through FY 

2018.

Forest 

Thinning

Initiated 

planning on 500

acres forest 

thinning 

Signed a 

decision to 

conduct 

prescribed 

burning in 

collaboration 

with Bandelier 

National 

Monument 730 

acre on 

Bandelier and 

230 acres on 

the preserve). 

Completed 

planning on 

500 acres of 

forest thinning

Completed 

planning on 

two thinning 

projects: 185 

acres and 380 

acres. 

Expanded 

previous 

thinning 

project by 185 

acres

Completed 890 

acres forest 

thinning. 

Awarded a 380 

acre forest 

thinning 

contract and 

387 acre slash 

disposal 

contract. 

Prepared 530 

acres for 

thinning and 

treated 360 

more acres with 

prescribed fire.

Collaborated 

with Jemez 

Pueblo and 

private 

company on 

removal of 

thinned trees 

from 784 acres 
24 | P a g e

Table 4 – Continued

Protect and 

Preserve

2008 2009 2010 2011 2012

Science and 

Education

The trust 

received 1.6 

million of 

extramural 

funding for 

inventory, 

monitoring and 

research.

32 research 

projects were 

conducted on 

the preserve

The trust 

received $3.5 

million of 

extramural 

funding for 

inventory, 

monitoring and 

research.

39 research 

projects were 

conducted on 

the preserve

Trust acquires 

new SEC to 

host and 

expand on 

education 

programs,

The trust 

received $3.9 

million of 

extramural 

funding for 

inventory, 

monitoring and 

research

44 research 

projects were 

conducted on 

the preserve

SEC renovation 

completed and 

hosted 

education 

programs 

which 

generated 

$62,000+ 

revenue.

The trust 

received $4.1 

million of 

extramural 

funding for 

inventory, 

monitoring and 

research

44 research 

projects were 

conducted on 

the preserve

SEC hosted 

education 

programs 

which 

generated 

$97.5K in 

revenue.

The trust 

received $5.2 

million of 

extramural 

funding for 

inventory, 

monitoring and 

research

46 research 

projects were 

conducted on 

the preserve

SEC hosted 

education 

programs which 

generated 

$175.4K in 

revenue.

Livestock program

Given that the Act requires keeping the preserve as a working ranch, grazing has been a 

central activity since the trust began. Over the years, the grazing program’s objectives, 

scope, and size have changed repeatedly, in response to annual scientific assessments of 

forage availability, as well as shifting directives from the Board. In addition, because the 

preserve is now federal land, continued grazing required completion of a NEPA 

environmental assessment. The trust’s ultimate goal is to create a long-term grazing 

program that is ecologically as well as economically sustainable. The trust has piloted a 

number of grazing programs during the early years until 2009 when, grazing took on a 

research emphasis intended to benefit local communities. A joint proposal presented by 

New Mexico State University, Jemez Pueblo and The New Mexico Beef Cattle Performance 

Association (NMBCPA) was selected because it included community, educational, economic 

and scientific elements that extend benefits beyond the borders of the preserve. The plan 

focused on the development of a high altitude performance testing facility for virgin bulls 

and replacement heifers. The program also developed a grazing plan to benefit both the 

natural resources and performance of grazing cattle and included local cattle growers from 

the Jemez Pueblo Livestock Association. 

In addition to raising its cattle on the lush pastures of the Valles Caldera the Jemez Pueblo 

and its Livestock Association benefitted through a summer rest period of its pastures 
25 | P a g e

which enhanced the condition of its grazing lands. The result was a healthier, stronger, and 

more profitable herd as well as a more resilient home rangeland.

The joint program ran for three consecutive grazing seasons through the summer of 

2011.The 2012 grazing season was perhaps the most successful to date. The trust hosted a 

multi-faceted grazing program. Two separate grazing permits were issued this year: one 

permit was issued to Jemez Pueblo while the other went to New Mexico State University. 

During the 2012 grazing season, a total of 773 head of cattle grazed in large pastures away 

from riparian areas and away from the main recreation programs. The program involved 

many local cattle growers, an extension and research component, two youth ranch/beef 

camps, a conservation stewardship program aimed at resting tribal grazing land, and a 

collaborative effort with the US Forest Service to allow cattle grazing permittees displaced 

by last year’s fire to graze on the Valles Caldera.

Table 5 - Summary of accomplishments during 2008-2012 toward the goal of 

providing sustained yield management for livestock grazing

Ranching 2008 2009 2010 2011 2012

Livestock 

Program

Trust ran its 

largest cattle 

operation ever 

w/ 1960 

yearlings and a 

profit of $58,172.

High altitude 

bull evaluation 

program 

included in 

grazing 

program 

High altitude 

bull 

evaluation 

program 

included 

Jemez Pueblo 

and Navajo 

nation cattle 

growers. 

High altitude 

bull program 

run for third 

consecutive 

year.

220 locally 

owned cattle 

participate

Cattle grazing 

field day for 

local cattle 

growers 

provides 

education on 

bovine diseases

60 day field trial 

conducted to 

determine 

effectiveness of 

feed 

supplement.

High altitude 

bull research 

program runs 

for fourth year

Conservation 

Stewardship 

on Tribal Land

More than 70 

local cattle 

growers 

participated in 

program

USFS 

Permittees 

allowed to 

graze on 

preserve

MUSY 

Management

Trust completed 

an 

Environmental 

Assessment (EA) 

with a FONSI

Public comment 

completed on 

EA and decision 

implemented

National Youth 

Ranch Camp 

hosted by 

NMSU and VCT

Two, weeklong Youth 

camps hosted
26 | P a g e

Strategic Goal 3: Financial Sustainability

Establish a public-private model of administration to optimize revenues and develop 

philanthropy to support the preservation, enhancement and operation of the Valles 

Caldera National Preserve.

The Preservation Act envisioned the timber, grazing, and recreational resources of Valles 

Caldera as potential generators of revenue that would put the trust on the path toward 

financially self-sustaining land management. Over its existence, the trust discovered it had 

no marketable timber, but has experimented with a number of grazing options and 

expanded recreational opportunities. Collectively, from 2008 through 2012, the trust’s 

grazing, recreation, and other activities generated an annual average of about $733,000 in 

gross revenues. Since its inception in 2000 through 2012, the trust received more than $40

million in federal funding for an annual average of about $3.35 million during the period. 

Figure 9 tracks the program by program annual increase in revenue that reached a high of 

more than $951,000 in 2012 which included a year-over-year 600% increase in 

commercial filming and still photography revenues. Figure 10 tracks visitation during the 

same period. Active visitors paid for an event or activity while casual visitors took 

advantage of free activities.

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

$1,600,000

2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

Film Making

Education/SEC

Store Sales

Facility Rentals

General Recreation

Livestock Grazing

Fishing

Elk Hunts

Miscellaneous revenues

VCT Public Programs by Activity: 

Revenues 2000-2012

Figure 9- History of Public Program Revenues 2000-2012
27 | P a g e

Figure 10- History of Visitation from 2000-2012

Volunteerism

Volunteers are the life’s blood of the Valles Caldera Trust. The Los Amigos de Valles Caldera 

lead the way with multiple field contributions and are our editorial partners in the La 

Ventana newsletter. Los Amigos, Wild Earth Guardians and many others mentioned earlier

perform the important, unheralded work of pulling fences, riparian restoration and other 

work that would be of considerable cost to the trust. In 2012 volunteers contributed a 

record 11,377 hours to the trust which offset $247,905 of private sector costs to the 

agency.*

*Value of volunteer hours is calculated at $21.79 per hour based on information found at:

http://www.volunteer.va.gov/apps/VolunteerNow/calculator.asp

Marketing and Communications

Increased awareness generated from robust advertising and marketing campaigns begun 

in mid 2009 and carried through 2011 provided a foundation for increased social media 

participation and unpaid media interest. The focus on free media expanded to radio, web 

blogs and the social media output of Constant Contact, Twitter and Facebook were some of 

the innovative marketing techniques employed.

A big win was achieved with a three minute feature on the Valles Caldera just days before

the Caldera Act Celebration week which played on several shows, reached more than 

500,000 viewers at an advertising value of $7,000. The appearance of Dennis Trujillo, Bob 

Parmenter and Dave Davis on the half hour long Weekend Edition radio program ran on 
28 | P a g e

nine Cumulus Radio stations and garnered a companion news story that ran five times on 

KKOB-AM

Paid media including radio advertising was targeted to special events including the Elk 

Festival which hosted 2000+ visitors despite weather issues. Front cover play in the Los 

Alamos Visitors Guide, engagement with the State Tourism Department and attendance at 

trade shows and major events including the Balloon Fiesta and NM State Expo added to the 

number of impressions and face to face meetings. 

The Interpretation and Education team lead by Kimberly DeVall played an important role 

in “spreading the word’ by staffing more than a dozen events that logged 5000 contacts. 

This does not include the many presentations, speaking engagements and face to face 

encounters by trust staff. These efforts enhanced popularity of the preserve and

contributed to year over year increases of 13.6% in visitation and 19.7% in revenue.

Table 6 - Summary of accomplishments toward long term financial sustainability

2008-2012

Promote 

Financial 

Sustainability 

2008 2009 2010 2011 2012

Employ Best 

Business 

Practices

Trust 

contracted with 

Entrix to 

develop a 

business plan to 

maximize 

revenues

Entrix report 

completed and 

published

IT extended to 

new facilities 

including SEC 

and Bridge 

House

Began 

conversion 

from Pay band 

to GG pay 

system and 

classification.

Conducted 

review of key 

administrative 

policies

Local Internet 

service and 

bandwidth 

improved 

through 

upgrades to 

MPLS and EIA 

lines an 

installation of 

PBSX VLS 

system

Completed the 

conversion 

from pay band 

pay system to 

the GG pay 

system

Continued the 

review of key 

administrative 

policies. 
29 | P a g e

Table 6 - Continued

Promote 

Financial 

Sustainability 

2008 2009 2010 2011 2012

Conduct 

Financial 

Audits

Financial audits 

for year 2004-

2008 

completed. The 

audit reported 

25 findings of 

which 15 were 

material found 

in the initial 

audit for 2004.

Financial audit 

for FY 2009 was 

completed with 

six findings of 

which one was 

material, and 

unqualified 

results.

Financial audit 

for FY 2010 

completed. The 

audit reports 

six findings and 

unqualified 

results. It was 

the first audit 

w/o a material 

finding. 

Financial audit 

for FY 2011 

completed.

Marketing and 

Communications

Attended 

multiple trade 

show marketing 

events to 

promote 

fishing, elk 

hunting and 

turkey hunting

Marketing and 

communication 

manager hired 

and advertising 

budget assigned 

Initial 

marketing/adv

ertising effort 

generated 2 

million 

impressions

Attended 

multiple trade 

show marketing 

events to 

promote 

fishing, elk 

hunting and 

turkey hunting

Marketing/adve

rtising expands 

to social media, 

regional /local 

print and radio.

Combination of 

all media 

generates ~ 9 

million 

impressions 

increases 

attendance by 

59% and 

revenue by 

15%

Redesign and 

distribution of 

brochures 

features Super 

Volcano

Marketing and 

advertising 

expands to 

multiple radio 

outlets and 

local media 

Despite fire and 

media deobligations 

impressions 

exceed 10 

million

Attended 

multiple trade 

show marketing 

events to 

promote 

fishing, elk 

hunting and 

turkey hunting

Marketing and 

advertising 

includes 

expanded 

social media 

presence 

Increased 

appearances on 

local radio, 

target media 

buys and free 

media added to 

impressions 

which 

numbered in 

the millions

Despite 

reduced budget,

increased multi 

media efforts 

and presence at 

major events 

contributes to 

13.6% 

visitation and 

19.6% revenue 

increases

Attended 

multiple trade 

show/

marketing 

events to 

promote 

fishing, elk 

hunting and 

turkey hunting
30 | P a g e

Table 6 - Continued

Promote 

Financial 

Sustainability 

2008 2009 2010 2011 2012

Income From 

Timber 

Operations

Small diameter 

trees chipped 

on site and 

removed for 

landscaping 

material, 

eliminating 

slash disposal 

costs.

Federal Grant 

(ARRA) funded 

forest thinning 

activities. 

Trust and SFNF 

awarded 35 

million to fund 

forest 

restoration 

activities over 

10-years.

Partnership 

with Walatowa 

Timber 

Industries, LLC 

to remove 

thinned trees 

produces jobs 

and eventual 

revenue.

Commercial 

Photography 

and Filming 

Revenue

$15,750 $1,500 $35,000 $15,550 $107,000
31 | P a g e

Section IV-Fiscal Year 2013 Goals

The following goals and metrics for FY 2013 are based on the Strategic Management Plan 

for the Valles Caldera National Preserve which was approved by the Board of Trustees in 

2012.

Strategic Goal 1 – Public Access and Use

Encourage public understanding and enjoyment of the preserve, including the 

development of facilities and infrastructure to expand the capacity for visitors 

consistent with resource protection. 

Public Access and Use – Performance Goals

Public Programs

Establish comprehensive programs and activities for recreation, interpretation, and 

environmental education.

a. Establish sustainable outdoor recreational programs for hiking, camping, biking, 

equestrian, hunting and fishing, and

b. Establish sustainable public programs such as livestock grazing by 2015.

FY13 Goal – Draft a long-term plan for the management of public access and 

use programs in time and space on the preserve tiered to the Public Access and 

Use Plan/EIS 

c. Ensure all public programs are available to a broad range of social and economic 

groups now and into the future.

FY13 Goal – Define the fee structure to include applicable discounts and free 

days for all public access and recreation programs.

d. Establish permanent formal and informal educational/educational programs for all 

ages, and make available interpretive naturalist programs for all visitors by 2015.

FY13 Goal – Define formal and informal educational/interpretive programs for 

the preserve.

Capital Improvements

Initiate the planning and designing of facilities in support of visitors and public programs, 

administration, interpretation and environmental education
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a. Set a goal to design and build a permanent visitor center and 

administrative/education facility tiered to the Public Access and Use plan with 

associated capacities for supporting public programs by FY2015. 

FY13 Goal – Initiate the process for survey and design of the visitor center

b. Design and plan for permanent infrastructure and transportation system, including 

roads, trails, and ancillary facilities for public recreation, safety, and resource 

protection by (FY 2016). 

Sustainability

Reduce greenhouse gas pollution, eliminate waste, improve energy and water performance, 

and leverage Federal purchasing power to support innovation and entrepreneurship in 

clean energy technologies and environmentally-responsible products.

a. All new planned facilities will be “green” as defined by the Guiding Principles for 

Federal Leadership in High Performance and Sustainable Buildings. These buildings 

will employ integrated design principles, optimize energy efficiency, use renewable 

energy, protect and conserve water, have improved indoor environmental quality, 

and reduce the environmental impacts of materials. 

FY13 Goal – Ensure future visitor center design incorporates “green” design.

b. Reduce our “per-use” use of potable water in existing facilities by 10 percent over 

present. 

Strategic Goal 2 – Natural and Cultural Resources

Restore and enhance the preserve’s rich natural, cultural and historic resources for 

sustainable use and enjoyment by present and future generations of Americans.

Natural and Cultural Resources – Performance Goals

Natural Resources Restoration and Stewardship

Move the condition of forests at a landscape scale towards a condition that, to the best of 

our collective knowledge, is sustainable and resilient in the event of natural disturbance.

a. Complete the Environmental Impact Statement and Record of Decision for the 

restoration and stewardship of natural resources in FY 2013 and initiate restoration 

activities. 
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FY13 Goal – Complete the Environmental Impact Statement and Record of 

Decision for the restoration and stewardship of natural resources by the end of 

the 3rd quarter of FY13. 

b. Expand contracting capabilities to assist with restoration and rehabilitation 

activities, including “goods for services” contracts by 2013. 

FY13 Goal – Develop a stewardship agreement with local businesses/enterprise

c. Benefit local communities and businesses through direct and indirect income and 

jobs and non-monetary contributions now and into the future. 

FY13 Goal – Develop a “stewardship” agreement with local enterprise(s)

d. Thin 30 percent of dense, young forests and reduce the crown-fire potential by 30% 

by 2018.

FY13 Goal – Thin 500 acres in 2013

e. Establish a transparent record of accomplishment and monitoring, including State of 

the Preserve reports in 2012 and 2017. 

FY13 Goal – Report the accomplishments through the annual Report to 

Congress as well as with the USDA Forest Service annual report system.

Cultural Resources Protection and Preservation

Investigate, interpret, and restore the layers of human occupancy and use on the preserve. 

a. Programmatic agreement for NHPA Section 106 procedures and project level 

agreements in place for landscape restoration and public access and use programs 

with the State Historic Preservation Office and interested Tribal Governments by 

2013. 

FY13 Goal – Complete the programmatic agreements for Public Access and Use 

EIS when the Record of Decision is made and Landscape Restoration 

Programmatic Agreement when the Record of Decision is made. Complete a 

preserve-wide programmatic agreement by the end of FY 2013.

b. Restoration/preservation actions are completed on at least two historic structures 

by 2015. 

FY13 Goal – Define two historic structures and develop the funding strategy for 

both.
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c. Complete archaeological surveys on 30 percent of the preserve by 2018. 

FY13 Goal – Complete survey on > 2% of the preserve. 

d. Public interpretation and education programs established by 2014. 

FY13 Goal – Coordinate and integrate cultural interpretation/education 

programs with VCT education/interpretation coordinator.

Strategic Goal 3 - Financial Sustainability 

Financial Sustainability Performance Goals

Revenue Optimization

Optimize the generation of income from public programs for access and use to the extent 

that it does not unreasonably diminish the long-term scenic and natural values of the area 

unduly exclude or limit public access to and enjoyment of the preserve.

a. Achieve 100 percent cost-recovery for all expenses associated with revenue 

generating programs by the end of FY 2015. 

FY13 Goal – Define the strategy for measuring cost recovery on all revenue 

programs.

b. Achieve greater than 50 percent occupancy of lodging facilities by the end of FY 

2015. 

FY13 Goal – Achieve 30% or > occupancy on all revenue lodging facilities.

c. Increase participation in public programs to 80 percent of capacity by the end of FY 

2018 based on supporting infrastructure. 

FY13 Goal – Define capacity for current public programs – strive for 50% or > 

occupancy on all programs.

d. Assure customers will, on average, be satisfied with the quality of their visits and 

experience and the fees charged based on survey results. 
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FY13 Goal - Establish a customer satisfactory survey for all preserve public 

programs.

Philanthropic Support and Commercial Investment

Develop philanthropic support and commercial investment for the programs and 

management of the facilities, lands and resources of the preserve. 

a. Recover at least 50 percent of all costs for restoration and rehabilitation operational 

and monitoring costs through grants, donations volunteer efforts, and partnerships 

with non-governmental organizations. 

FY13 Goal - Recover 50% or > of all costs for restoration/rehabilitation 

operational and monitoring. Provide documentation to confirm.

b. Acquire 25 percent of design and build costs through philanthropic and commercial 

sources. 

FY13 Goal - Complete the Environmental Impact Statement for a visitor center 

and ancillary facilities and improvements and initiate the process for survey and 

design of the visitor center through philanthropic sources.

Benefit Local Communities and Business

Contribute to the cultural riches and entrepreneurial efforts of the communities 

surrounding the preserve. 

a. Participate in local and regional tourism committees and partnerships. 

FY13 Goal - Participate and track the levels of participation in local and regional 

tourism committees and partnerships.

b. Have positive, measurable socio-economic impact at local and regional scales. 

FY13 Goal - Develop a tracking method to measure socio-economic impacts at 

the local and regional scale.

c. Increase the amount of stream discharge from the preserve through the Jemez 

Valley within restored watersheds by 10 percent by 2018. 
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FY13 Goal - Develop a model to demonstrate the amount of (water) stream 

discharge from the VCNP through the Jemez Valley by the use of instrumentation 

and log all data for verification.

Conclusion

Fiscal year 2012 was a year of challenges, renewal and redirection. The Las Conchas Fire 

that scorched 30,000 acres of the preserve in 2011 continues to have a profound impact on 

both the natural resources and business future of the Valles Caldera Trust. The pending 

legislation which called for the transfer of the management of the preserve to the National 

Park Service continued the uncertainty among employees and potential business partners. 

These challenges, combined with the uncertain economic future of the trust, will likely 

remain through FY 2013.

The trust staff met these and other challenges head on with a renewed dedication to the 

experiment in public land management. Their guide was a new Strategic Plan that takes 

into account the recent changes in the political, economic and ecological landscapes. The 

plan outlines the transition from interim management of the preserve to a more 

comprehensive approach and provides a strategic roadmap for management through FY 

2018. 

The transition will allow us to build on the successes of the early years and provide a 

direction to achieve the goals listed in the Valles Caldera Preservation Act of 2000. In 

conclusion, when one considers the natural, political and economic challenges that faced 

the agency during a year of transition, the accomplishments of the trust and the staff in 

2012 were nothing less than outstanding.