ROURKEMCDERMOTT
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Contents

Executive Director Perspective ............................................................................... 4

Section 1 – Valles Caldera .......................................................................................... 7

1.1 Background .................................................................................................... 7

1.2 The Trust ........................................................................................................ 7

1.3 The Preserve .................................................................................................. 8

1.4 Management Direction .................................................................................. 11

Section 2 – Fiscal Year 2010 Goal Attainment ....................................................... 15

2.1 Administration ............................................................................................... 15

2.2 Communications and Marketing .................................................................. 15

2.3 Preserve Operations ...................................................................................... 17

2.4 Science and Education ................................................................................... 18

Section 3 – Trust Administration ............................................................................ 21

3.1 Organization .................................................................................................. 21

3.2 Board of Trustees ......................................................................................... 22

3.3 Budget ............................................................................................................ 23

3.4 Compliance .................................................................................................... 24

3.5 Communications and Marketing ................................................................. 24

3.6 Information Technology ............................................................................... 25

Section 4 – Preserve Operations ............................................................................... 26

4.1 Recreation ...................................................................................................... 26

4.2 Livestock Programs ....................................................................................... 32

4.3 Natural Resource Management .................................................................... 33

4.4 Infrastructure and Facilities ......................................................................... 37

Section 5 – Science and Education ........................................................................... 39

5.1 Science ............................................................................................................ 39

5.2 Community Service ....................................................................................... 44

Section 6 – 2011 Goals ................................................................................................ 49

6.1 Administration ............................................................................................... 49

6.2 Communications and Marketing .................................................................. 49

Fiscal Year 2010 – Report to Congress
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6.3 Preserve Operations ..................................................................................... 50

6.4 Science and Education .................................................................................. 52

Section 7 – Appendix .................................................................................................. 55
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Executive Director Perspective

The Valles Caldera Trust (Trust) has completed eight years of managing the Valles Caldera 

National Preserve (Preserve). In this annual Report to Congress, the Trust presents 

information on the successes and accomplishments of 2010, a discussion on the future of 

the Trust management and the Valles Caldera Preservation Act (Act) that initially created 

the Trust and the Preserve, and the proposed legislation to end the “experiment in public 

land management” as contemplated in the Act.

Section 1 of the report gives a broad overview of the Trust and the Preserve. You are 

provided a brief description of the property including physical location, landscape features, 

and vegetation. Information is also provided on the direction established for managing the 

Preserve and many of the elements contained in the Act.

Goals established by the Board of Trustees in 2009 for FY 2010 activities are addressed in 

Section 2. I am very pleased with staff performance in the attainment of the goals set for 

the organization. Our administrative functions were made more efficient to the benefit of 

the Trust and the vendors providing goods and services to the Trust. For the first time, 

marketing and communications activities were planned, fully funded for the year, and 

executed in a professional fashion greatly assisting in goal attainment. The Information 

Technology group improved and expanded our IT systems and made for a more secure IT 

experience. The Preserve Operations group expanded recreation, identified new 

opportunities in the livestock program conducted with New Mexico State University, 

upgraded and maintained Preserve infrastructure, and addressed programs for 

improvement on public access and use and forest restoration. The Science and Education 

group performance provided increased resource monitoring, new research programs, 

collaboration with outside organizations, and a very successful first year operating the 

Science and Education Center. 

Section 3 addresses Dennis Rino’s group and their administrative activities for the year 

including budget, spending and revenue, human resources, and others. Terry McDermott 

and his IT staff also present their activities and programs in marketing, communications, 

and IT in this section. Revenue fund spending continued allowing us to make investments 

in infrastructure, equipment, and necessary programs such as public access and use and 

forestry restoration projects. Appropriated funds budgeted through the Forest Service for 

the Trust decreased by $500,000 from 2009 levels. 

Dennis Trujillo, the Trust’s senior employee in years of service to the Trust and his group’s 

management and activities in Preserve Operations are discussed in Section 4. The Trust 

experienced lower revenue generation and visitation in 2009 as compared to the previous 

year, resulting in a complete staff evaluation of Preserve and recreation activities and 

opportunities. As a result, new programs were added, some existing programs were 

modified taking into consideration public input, and an aggressive marketing plan was put 

into place. Coupled with this, the Trust’s authorization of approximately $4.4 million in 
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revenue funding to be invested into the Preserve’s operations and infrastructure in 

2010/11 was continued. 

These actions resulted in a very successful turn-around in 2010 with a 59 % increase in 

visitation and a 15% increase in revenue over FY 2009. Another great achievement was 

the 80% increase in recreation volunteer hours which allowed for many activities not 

covered in our budget. 

One year ago the Santa Fe National Forest (SFNF) and Valles Caldera National Preserve 

(VCNP) joined together to form a collaboration focused on restoring natural ecosystems of 

a landscape located in the southwestern Jemez Mountains. The 210,000 acre Southwestern 

Jemez Mountains Collaborative Forest Landscape Restoration Project includes mesas and 

mountains, forests and grasslands, streams and wetlands – all in dire need of ecological 

restoration. 

This collaborative effort was supported by key partners and other federal and local land 

managers (The Nature Conservancy, New Mexico Forest and Watershed Restoration 

Institute, Jemez Pueblo, New Mexico State Forestry, Santa Clara Pueblo, USGS, and 

Bandelier National Monument). The collaborative strategy was awarded funding under the 

Federal Collaborative Forest Landscape Restoration Program (CFLRP) authorized by 

Congress in 2009 for up to $35,000,000 over ten years to restore our forests, grasslands 

and waters!

Dr. Bob Parmenter and his group continued to have more fun than anyone again in 2010. It 

was another banner year for Science and Education activities and programs as you will see 

in Section 5. The Science and Education Center performed well with cost recovery above 

the level projected and lots of students taking advantage of the science programs offered. 

Adaptive management guidance was made available to Operations and resource 

monitoring was provided for the Trust.

Section 6 addresses the goals established for FY 2011 for the various management groups. 

There is one appendix provided in Section 7.

The 2009 Report to Congress fully described the predicament of the Trust relative to 

compliance with the Act and the legislative proposal sponsored by Senators Bingaman and 

Udall of New Mexico to turn over management of the Preserve to the National Park Service. 

That legislation, S. 3452 (see appendix), would repeal the Act and make the Preserve a 

component of the National Park System. At the time of this writing, the bill has passed the 

Senate Energy and Natural Resource Committee, and its outcome in the 111th Congress is 

uncertain. 

The Board of Trustees has publicly noted that there is no current emergency situation that 

justifies the haste in which this proposed legislation has been considered by the Senate 

Energy Committee. In fact, the current management situation with the Preserve has never 

been better. We have strong public support with increased access and recreational uses. 
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We are addressing the forestry challenges, developing needed infrastructure, and 

furthering our research and cooperative management activities. To the extent that future 

management is to be considered, the existing law already provides a mechanism for 

transition from Trust management after the year 2015. If the current legislation does not 

pass this session of Congress, I believe that a more deliberate approach to future 

management options would be in the public interest, including evaluating the merits of 

alternative management regimes under the National Park Service, the Forest Service, or a 

continuation of Trust management. In particular, the Trust management should be 

considered anew in light of proposed amendments to the Act that we submitted to 

Congress last year, one of which would repeal the mandate of financial self sufficiency 

which has been shown unworkable in providing funding for operating costs plus capital 

improvements. 

The legislation pending in the Congress has put the Trust in a state of limbo and anxiety. 

The uncertainty over the Trust’s future existence affects our ability to plan and budget, to 

enter into contracts, and to engage in long term cooperative management arrangements. 

Most profoundly, the uncertainty affects our professional and administrative staffs whose 

future employment is potentially dependent on the outcome of this proposal. Fortunately, 

the Forest Service has been extremely supportive to the Trust during this period of 

uncertainty providing funding for the Trust in both 2010 and 2011 and in collaborating 

with the Trust in joint activities and programs which have brought additional resources to 

the Preserve.

In spite of this uncertain situation, the Trust had a very successful year in serving the 

public as shown in this Report to Congress. I believe that this success will continue and 

that the public ownership of this land will be justified by the level of enjoyment, 

entertainment, and educational value provided to the people. I also believe that the “cost 

recovery” model permitted the Trust is beneficial to public lands and expanding this model 

to other federal properties may be the only remedy to the financial crises currently 

experienced by parks, preserves, and forests nation-wide. 

Come see us. We assure you a quality experience on a very unique landscape.

OLD GROWTH PONDEROSA PINES - PHOTOGRAPHED BY ROURKE MCDERMOTT
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Section 1 – Valles Caldera

1.1 Background

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

responsible for managing 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 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.

1.2 The Trust 

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

Trustees (Board). Seven trustees are appointed by the President with the remaining seats 

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 in August of 2002. The current trustees are 

listed in Section 3.

Among the purposes listed for The Valles Caldera Preservation Act (the Act) 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 other purposes enumerated in this 

subsection...”

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

from 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.).
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CALDERA PONDEROSA PINES 

– ROURKE MCDERMOTT

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”, the largest of the 

valles.
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One-third of the Preserve consists of expansive, gently sloping grasslands with the 

remaining two-thirds in mountainous forests. Nearly 52 miles of perennial streams 

originate in the Preserve’s forests and meander through its grassland valleys 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.

FIGURE 1 – VALLES CALDERA NATIONAL PRESERVE, SANDOVAL AND RIO ARRIBA COUNTIES, NEW MEXICO
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FIGURE 2 – LANDSCAPE FEATURES OF THE VALLES CALDERA
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VALLE 

GRANDE 

&

CERRO LA JARA 

–

ROURKE 

MCDERMOTT 

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:

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 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.

VALLES CALDERA NATIONAL PRESERVE, OFTEN 

REFERRED TO AS THE “CROWN JEWEL” OF THE

JEMEZ MOUNTAINS
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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 24,000 in 2010. 

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.
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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 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. 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-sustainment 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

• Non-programmed special events

• Hospitality activities

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

revenues.

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 
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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.

SUNRISE IN THE VALLE GRANDE - PHOTOGRAPHED BY ROURKE MCDERMOTT
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Section 2 – Fiscal Year 2010 Goal Attainment

The FY 2009 Report to Congress identified numerous goals for the operating units of the 

Trust for 2010. Comments on the progress made by management in addressing these goals 

follow:

2.1 Administration

2.1.1 Reduce length of time for vendor payment

Results

The Trust has made significant improvements in reducing late payments to suppliers. This 

has resulted in fewer interest penalties paid and improved relationships with vendors. 

This effort will be continued until we reach the desired level of performance.

2.1.2 Improve requisition efficiency

Results

The Trust continues to make improvements in providing timely deliverance of services and

supplies. Expanding the utilization of credit cards in purchasing is underway in order to 

cut down on the requisition-to-payment timing process.

2.1.3 Comply with Federal Law in audit submission

Results

The Trust did not complete its Fiscal Year 2010 financial statement audit by November 15, 

2010, due to pending legislation which might have eliminated the need for the audit 

expense. In the December, 2010 Board of Trustee meeting, the Trustees decided to 

proceed with the 2010 audit due to no action by Congress on the pending legislation. The 

audit will be contracted and performed immediately.

2.2 Communications and Marketing

2.2.1 Expansion of Marketing Program

Results

Radio impressions dramatically increased with funding made available for full winter and 

summer seasons. Print, radio, brochure, web and face-to-face marketing combined for 

more than 7.5 million impressions which is a dramatic increase compared with a little 

more than 2 million in 2009. Increased awareness from advertising contributed to a 

dramatic 59% increase in Preserve visitation and a 15% increase in recreation revenue. 

Considerable assistance was given the Science and Education group in creating materials to 

promote the Science and Education Center programs and activities.
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2.2.2 Promote and Coordinate Lodging Rentals

Results

A robust marketing program of collateral materials, messaging and a still-developing client 

database were developed during the year for the Science and Education Center and are in 

place to support FY 2011efforts. Results exceeded projections for the Center in 2010 with 

many repeat clients already booked for 2011. Preserve lodging proved to be very popular 

and future revenue is expected to increase in part due to hunt lodgers and facility upgrades 

in time for the 2011 season.

2.2.3 Develop up-to-date website to accommodate marketing and advertising 

programs and retail sales

Results

Key investments in on-line retail software and hardware made product sales more efficient

for customers and staff. An investment in photography equipment combined with a 

dedicated staff photographer provided professional grade graphics and artwork for 

companion on-line banner ads and marketing. In addition to the website the VCT now 

includes Facebook and Twitter accounts as part of its social media outreach. Retail 

revenue almost doubled in 2010 from the previous year.

2.2.4 Expand IT service to provide for additional facilities acquired due to changes in 

rental agreements, including a new Science and Education Center and Administration 

building

Results

IT supervised and conducted complete upgrades to telephone, internet and 

communications systems from design through implementation. Necessary support for 

operations included providing for the buildings’ network cabling infrastructure, network 

service, PC’s and laptops, printing, VoIP, and VPN Tunnels to the Trust’s main site for both 

facilities. Hardware upgrades included purchase, installation and deployment of servers, 

laptops, networking systems and software. New telephone systems were also purchased, 

AV capability installed, and on-line computing is available throughout the SEC including the 

science laboratory. The admin building and SEC are fully operational with state-of-the-art 

computing and phone systems. 

2.2.5 Update IT system with hardware and software upgrades

Results

The Trust’s printing capabilities were hampered by outdated printers and copiers. By 

introducing more efficient printers, reducing the overall number of professional printers, 

and replacing user’s personal printers with larger localized Multi-Function printers, the 

expense for ink purchased was greatly reduced. The overall quality of printing also 
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improved due to the newer technology in the new items purchased. A system wide laptop 

refresh and telephone upgrade was also completed in conjunction with bringing the new 

SEC and Admin buildings on line.

2.2.6 Improve IT Security

Results

During fiscal year 2010 the Trust was identified as a Micro-Agency and the number of 

aspects reported for Federal Information Security Management Act (FISMA) to the Office of 

Management and Budget (OMB) was reduced significantly. The reporting tool now allows 

for identifying crucial issues and producing Security Content Automation Protocol (SCAP) 

reports when requested by the OMB. It also provides a thorough analysis of systems and 

could provide a great deal of auditing capability in the event of a security incident.

2.3 Preserve Operations

2.3.1 Increase fenced pasture acreage in order to optimize revenue from livestock 

program

Results

New proposed pastures have been identified and can be developed by adding new fencing 

within existing pastures that also keep livestock out of sensitive riparian areas. Up to 

10,349 acres of pasture could be utilized by adding these fences which would represent 

114,050 linear feet of fencing. 

 A South Shipping Trap pasture (creates 778 acres, requires 7,341 linear ft of fencing, 

estimated cost $17.6K ) 

 A South Valle Grande pasture (creates 1,247 acres, 15,502 ft of fencing, $37.2K )

 A Posos pasture (creates 1,726 acres, 16,064 ft of fencing, $38.5K)

 A North Toledo pasture (creates 2,325 acres, 15,649 ft of fencing, $39.1K)

 An East San Antonio Bench pasture ( creates 1,968 acres, 17,496 ft of fencing, $43.7k)

 A North San Antonio Bench pasture (creates 1,442 acres, 24,502 ft of fencing, $58.8K )

 A West San Antonio Bench pasture (creates 863 acres, 17,496 ft of fencing , $43.7K)

2.3.2 Complete long-term planning for public access and use

Results

Ultimately, five action alternatives were developed which vary in the location and scale of 

development. The Trust will study the potential environmental consequences that would 

result from the implementation of any of the action alternatives as well as taking no action 

at all. During the analysis the public will have the opportunity to review the details of each 

alternative and provide feedback. During the scoping period, public comment was used to 

identify issues and formulate alternatives. During the analysis phase the comments will 
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help ensure the EIS focuses on potential effects or outcomes that are of importance to the 

public. The complete analysis will be documented in a draft EIS and distributed to the 

public for review and comment in 2011.

2.3.3 Upgrade potential rental facilities

Results

In 2010, the Trust, working in cooperation with the Center for Design and Interpretation 

(CDI), Region 2, Forest Service, competed and has available for solicitation, contracts and 

design specifications for the lodge, bunkhouse and both A-frames on the Preserve. 

Although the Trust has not gone out for bids for the renovation of these facilities, these 

contracts will be given priority and should be out for solicitation and a contractor(s) 

selected within the next few months. Construction is scheduled for the spring of 2011.

2.3.4 Expand hiking opportunities on the Preserve

Results

The Trust was able to almost double the total miles of hiking trails to 54-plus in 2010. 

Registering for a hiking shuttle or guided hike can be done at the Preserve, via our website 

or by calling our toll free number. Reservations are not required to hike on the Preserve 

and over 6200 visitors enjoyed the activity in 2010.

2.4 Science and Education

2.4.1 Natural Resources Inventory

Results 

In FY 2009-2010, the Trust’s inventory objectives included (1) publication of a Valles 

Caldera geology map; (2) publication of the Valles Caldera Level-2 Soils Map; and (3) 

continued inventories of beneficial and pest species of insects in collaboration with the 

USDA Systematic Entomology Laboratory and Smithsonian Institution. Geology and soils 

projects were completed in 2010, although actual publication was delayed until 2011. 

Insect surveys were continued during the 2010 field season, and additional species added 

to the inventory list and archived collections; in particular, numerous identifications were 

made for specimens in the Orthoptera (crickets and grasshoppers) and Lepidoptera 

(butterflies and moths), with additional identification being made for other groups (e.g., 

aphids, beetles, aquatic insects, and dragonflies).

2.4.2 Natural Resources Monitoring

Results

In 2010, the Trust’s objectives for natural resource monitoring were to continue ongoing 

monitoring activities for climate, stream water quality and discharge amounts, vegetation 
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forage production and utilization by wildlife and livestock, plant biodiversity and cover, 

impacts of elk and livestock on riparian ecosystems, fish populations (all species), elk 

populations (including predator impacts on calf survival) and movements, and landscapelevel ecosystem productivity. All monitoring programs were successfully completed in 

2010, with completed field data acquisitions, data analyses, and presentation of the field 

data to the Board of Trustees and the public during meetings in public.

2.4.3 Natural Resources Research

Results

The continuing objective for the Trust is to encourage scientific activities on the Preserve, 

as evidenced by the number of projects, the funding levels provided by non-VCT sources, 

and the contributions of scientists to the understanding of Preserve natural and cultural 

resources (via publications and presentations). Indicators for science community interest 

in studying the Valles Caldera National Preserve can be gleaned from the number of 

projects conducted, the amount of funding generated to support these projects, and the 

number of publications/presentations resulting from the research. Current (2010) funding 

from outside (non-VCT) sources came from 44 different project sources, and exceeded $3.9 

million, which is greater than the entire FY 2010 Congressional appropriation to the Trust. 

These funds, while not all spent on the Preserve per se, contributed to the regional 

economy through personnel salaries, purchasing of equipment and supplies, travel, 

contracts, and educational stipends – and all of these transactions generate tax revenues 

for the local, state and Federal governments. More importantly, the information gleaned 

from these studies is being used to direct managers on how best to apply manipulative 

actions on the ground – forest thinning prescriptions, use of fire, distributions of livestock, 

predator impacts on elk populations, fisheries management, etc. 

2.4.4 Cultural Resources 

Results

Necessary information was provided in a timely manner to enable program planning and 

project implementation while considering resource preservation and tribal 

communication. Cultural resources review was completed for 29 individual projects, and 

input was provided for landscape-scale forest restoration and public access planning. 

Seventeen specific on-the-ground cultural resources inventory, site-assessment, or 

monitoring projects were completed in advance of project planning. Rapid response 

during the winter 2009-10 provided cultural resources clearance for Redondo Canyon and 

Highway 4 Forest Restoration fuels treatments projects supporting “shovel-ready” status 

for ARRA funding. For Public Access and Use Planning, inventory information was 

provided for the three proposed Visitor Center locations, and survey or site-assessment 

was conducted for 25.4 miles of new trails and 22 archaeological sites. 
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Tribal consultation was conducted through meetings at three pueblos, and mailings to 36 

Native American groups in which the Trust seeks input on all planned projects for the year. 

In maintaining the Trust’s relationship with the NM Historic Preservation Division and 

State Historic Preservation Office, a field visit was made to archeological sites and historic 

properties and a meeting was held in Santa Fe to discuss historic structures and the 

Headquarters Historic District nomination. In June 2010, the State Historic Preservation 

Officer and the Advisory Council on Historic Preservation suspended work on the 

programmatic agreement for management of cultural resources pending the outcome of 

the Senate proposal to convert management of the Preserve to the National Park Service. 

The CR Team initiated an analysis of all Preserve ceramic artifacts and continued the 

temporal-diagnostic projectile point typology study. The results of these projects were 

presented as a poster-symposium at the annual meetings of the Society for American 

Archaeology in St. Louis, along with posters concerning Preserve projects with obsidian 

geochemistry and chronometry, the aspen dendroglyph survey, an investigation of rock 

features at site LA132045, and the University of New Mexico 2008-2009 archaeological 

field school surveys in the East Fork of the Jemez River area. 

2.4.5 Science Education

Results 

In FY2010, the Trust continued developing the Science and Education Center in Jemez 

Springs. Renovation of the facility, begun in September 2009, continued through early 

March, 2010 and the facility successfully opened for use in mid-March 2010. As a result, 

the educational programs on the Preserve expanded considerably in 2010, through the use 

of a modern teaching classroom and laboratory facility, and housing for ‘students’ of all 

ages (K through elder hostel) from across the nation. In its first year of operation, targeted 

revenue of $52,000 was exceeded by $10,000. 

EAST FORK OF THE JEMEZ RIVER - PHOTOGRAPHED BY ROURKE MCDERMOTT
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Section 3 – Trust Administration

3.1 Organization

This year the Trust staff consisted of 17 permanent, full time employees and 10 who 

worked less than full time or were employed for a limited term. In addition, the Trust 

employed an average of 40 temporary employees during the summer field season and 10 

during the winter months.

3.1.1 Staff – (as of September 30, 2010)

Executive Director, Gary Bratcher 

Executive Assistant Berta Pantoja

Communications and Marketing Manager, Terry McDermott 

Information Technologies Specialist, Will Breedlove

Computer Technician, Darren Toya

Administrative Officer, Dennis Rino 

Human Resources Specialist, Catherine Gonzales

Accountant, Sharon Waagen

Purchasing Agent, Kim Toribio

General Manager Preserve Operations, Dennis Trujillo

Natural Resources Coordinator, Marie Rodriguez

GIS Program Specialist, John Swigart

Seasonal Cartographic Crew (3)

Ranch Foreman, Dr. Tim Haarmann

Seasonal Ranch Crew (3)

Recreation Program Manager, Rob Dixon

Supervisory Customer Services Representative, Teresa Franklin 

Seasonal Retail Sales and Facilities Rentals (6)

Supervisory Recreation Specialist, Kimberly DeVall

Seasonal Recreation Assistants II (9)

Seasonal Recreation Assistant I (3)

Interpretive Assistant, Carmen Blumberg

Landscape Architect / Photographer, Rourke Mc Dermott

Hunt Program Coordinator, Mick Trujillo

Director of Science and Education, Dr. Robert Parmenter

Biological Science Technician, Mark Peyton

Hydrologist, Scott Compton

Seasonal Biological Field Technicians (4)
22

Cultural Resources Coordinator, Dr. Ana Steffen 

Archaeologist Crew Chief, Jeremy Decker 

Archaeologist Crew Member, Jacqueline Stark 

Seasonal Archaeological Crew (3)

Facility Operations, Lizabeth Shulman 

Interpretive Assistant / Public Education Coordinator, Stacy Urich 

3.2 Board of Trustees

The Valles Caldera Preservation Act provides that, “In general the Trust shall be governed 

by a nine member Board of Trustees consisting of the Supervisor of the Santa Fe National 

Forest; the Superintendent of the 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.”  Trustees held board meetings in public 

three times during FY 2010. 

At the beginning of 2010, there was a partially filled Board of Trustees comprised by: 

1. Mr. Stephen Henry 

2. Mr. Ed Tinsley 

3. Dr. Raymond Loretto 

4. Mr. Virgil Trujillo 

5. Mr. Dan Jiron 

6. Mr. Jason Lott 

Trustee Jiron accepted a job transfer to California during the summer and was replaced by 

Santa Fe National Forest Acting Supervisor Erin Connelly.  Of the three remaining 

vacancies, two were filled by the presidential appointments of Dr. Melissa Savage and Dr. 

Kenneth Smith in August. 

As indicated below there are eight sitting trustees at present with Mr. Henry and Mr. 

Tinsley scheduled to leave the board when their terms expire on January 16, 2011. 

CURRENT BOARD OF TRUSTEES

TRUSTEE TERM EXPIRATION POSITION/EXPERTISE

Erin Connelly Ex Officio Interim Supervisor Santa Fe

National Forest

Jason Lott Ex Officio Superintendent Bandelier

National Monument
23

Dr. Melissa Savage January 16,2013 Expertise in the natural and

cultural history of the area.

Dr. Kenneth Smith January 16,2013 Expertise in sustainable forest

management

Virgil Trujillo January 16,2013 Expertise in aspects of domestic

livestock management,

production and marketing

Dr. Raymond Loretto January 16,2013 Active in New Mexico state or

local government with expertise

in the customs of the area

Stephen Henry January 16,2011 Expertise in game and nongame

wildlife and fish populations

Ed Tinsley January 16,2011 Expertise in financial

management, budget and

program analysis and small

business management

3.3 Budget

The annual budget of the Trust consists of current FY appropriations (Treasury Account 

1106), and revenue generated through operations (Treasury Account 5363).  The following 

table represents the FY 2010 expenditure and revenue summary for the Trust: 

3.3.1 Fiscal Year 2010 Budget Summary

FY2010 ACTUAL ACTUAL PROGRAM

   EXPENDITURES EXPENDITURES REVENUES

PROGRAM                  1106        5363    5363

     

ADMINISTRATION 1,555,486 115,602 31,476

COMMUNITY SERVICES     15,176              0   1,558

FISHING PROGRAM               0    35,837        60,281

FACILITY RENTALS               0    72,501 23,827

HUNTING PROGRAMS       3,419           110,788    276,944

INVENTORY/MONITORING 738,764              0                  0

INFRASTRUCTURE               0 702,067           0

PLANNING 140,932             0           0

OPERATIONS 685,518             0      15,624

SUMMER RECREATION       2,768 220,993 52,801
24

STORE SALES, ADM    4,982          195,016   104,089

SPECIAL USES           0              1,906       3,500

WINTER RECREATION       565            58,638     33,940

STEWARDSHIP COMPLIANCE 304,345                      0           0

SPECIAL EVENTS         26            46,400     42,880

SCIENCE/EDUCATION          0          638,391     62,298

ALL PROGRAMS     $3,451,981    $2,198,139 $709,218

3.4 Compliance

During Fiscal Year 2010 the Trust completed and published its financial statement audit for 

fiscal year ended September 30, 2009.   

3.5 Communications and Marketing

       A cohesive, robust communications and marketing plan was developed, implemented and 

active for an entire fiscal year for the first time in 2010.  Beginning with the winter season 

and running through September funding was allocated to print, electronic and social media 

in a strategically targeted manner as prescribed in the communication plan.  Highlights 

included: 

  Radio advertising targeted at specific events increased participation in the marathon and 

fishing programs. 

  Development and distribution of new collateral materials including a Science and 

Education Center (SEC) brochure, individual activity posters and 60,000+ Super Volcano 

brochures.  We have populated the SEC webpage with brochure and are looking to do on‐

line bookings. 

  In 2010, the Trust improved its web site by purchasing and implementing software to 

enhance an on‐line presence, including a complete social media suite of Twitter, Facebook, 

and email blasts.  New on‐line retail software contributed to doubling retail sales over 

2009. 

  Investment in professional camera equipment and dedication of an in‐house photographer 

and graphics design employee provided just‐in‐time creation of targeted collateral 

materials, additional retail inventory and web graphics at a considerable time and cost 

savings. 
25

Print advertising expanded to include winter and summer activity guides as well as 

targeted publication opportunities. 

The improvements made in advertising resulted in an increase of more than five million 

impressions over 2009 and had a direct positive impact on Trust visitation and revenue.

3.6 Information Technology

The Information Technology (IT) staff improved the overall communications efficiency of 

the Valles Caldera Trust by maturing infrastructure, enhancing security, expanding 

development, and expediting technical support. Infrastructure for the system underwent 

many major improvements in 2010. Adding the Science and Education Center and the new 

Administration offices involved completely overhauling the infrastructure for not only the 

new facilities, but the Trust’s main offices as well. Both sites required substantial 

infrastructure improvements in order to support the operations’ requirements provided by 

the Trust’s administration. Necessary support for operations included providing for the 

buildings’ network cabling infrastructure, network service, PC’s and laptops, printing, VoIP, 

and VPN Tunnels to the Trust’s main site for both facilities. 

The Science and Education Center provided a unique challenge in the need to find a 

minimal cost solution for providing a high bandwidth connection for the large numbers of 

visitors expected to utilize the network in the facility. Two networks were created to allow 

a more secure environment for the Trust’s staff while allowing for a more traditionally 

open Wi-Fi network for guests of the Center. The Administrative facility was fairly 

straightforward and was equipped with a 6Mb EIA connection in anticipation of future 

upgrades to the Trust’s network infrastructure.

The overall response time to help desk requests was consistent throughout the year. The 

downtime for staff only slightly increased due to the additional workload of installing and 

maintaining two new facilities with the same amount of IT resources allocated. 

Improvements to the IT staff’s Help Desk capabilities are planned for 2011 that should 

increase response time. 

The Trust’s printing capabilities were hampered by outdated printers and copiers. There 

was also a large amount of expense related to printing costs. By introducing more efficient 

printers, reducing the overall number of professional printers, and replacing user’s 

personal printers with larger localized multi-function printers, the amount of ink 

purchased was greatly reduced. The overall quality of printing also improved due to the 

newer technology in the new items purchased.
26

Section 4 – Preserve Operations

Preserve Operations experienced serious drops in revenue generation and visitation in 

2009, resulting in a complete evaluation of recreational activities and opportunities by 

management and staff. As a result, new programs were added, existing programs were 

modified taking into consideration public input, and an aggressive marketing plan was put 

into place. Coupled with this, the Trustees authorized the utilization of approximately $4.4 

million in revenue funding to be invested into the Trust’s operations and infrastructure in 

2010/11. These actions resulted in a very successful turn-around in 2010 Preserve results 

with a 59 % increase in visitation and a 15% increase in revenue over FY 2009. Another 

noticeable achievement was an 80% increase in recreation volunteer hours which allowed 

improvements to be made to the Preserve outside of our budgeted activities.

4.1 Recreation

The recreation programs were expanded into nine areas for 2010: facility rentals, fishing, 

hunting, summer recreation, hiking, information center, special events, special uses, and 

winter recreation. The Trust is striving to provide quality recreational activities and 

experiences while maintaining the Preserve’s natural and cultural values. One innovation 

in recreation results from the ability to close an area of the Preserve to all activities except 

for a specific event on a specific date and then re-open to regular activities the following 

day. This allows the Trust to host unique and high quality special events such as marathons 

and mountain bike rides, which can attract hundreds of visitors for a single day. The Trust 

had one commercial photo shoot this year, and several film scouts indicate that they will 

include the Preserve for 2011 filming locations.

The Preserve has year-round access to observation areas and two free hiking trails via New 

Mexico Highway 4. The information centers and expanded access to the Preserve allowed 

public access seven days a week from May through October and weekends from December 

through March. The information centers and expanded access is closed most of the spring 

as roads are impassible. 

The following table illustrates the visitation numbers for the various programs and 

volunteer assistance to the Trust:

Program Visitors Volunteer Hrs. Value to Trust

Facility Rentals

Fishing 

Hiking

Hunting

Information Center

Special Events

Special Uses

Summer Recreation

Winter Recreation

Totals

 1,258 

1,746

6,205

2,076

6,170

2,182

 35

1,933

3,179

 24,784

 128

 788

 452

1,457

 61

3,632

 -

 634

 67

7,219

 2,669

 16,430

 9,424

 30,378

 1,272

 75,727

 -

 13,219

 1,397

$150,516
27

Visitor totals are calculated by counting actual visitors who participate in an activity or 

visit one of our two staging areas. This does not take into account the many visitors who 

only stop at our highway pullouts to view the Preserve. Value of volunteer hours is 

calculated at $20.85 per hour based on information found at:

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

4.1.1 Facility Rentals

The primary management direction is to provide access to Trust rental facilities and to 

assure the public that these facilities are safe, clean, attractive, efficient and accessible. The 

overall condition of the two rental facilities on the Preserve (lodge and bunkhouse) is fair 

but all government agencies, including the Valles Caldera Trust, are required to incorporate 

accessibility standards into all federally conducted or federally assisted facilities, programs, 

services, and activities. 

In 2010 the Trust, in cooperation with the Center for Design and Interpretation (CDI), 

Region 2, Forest Service, contracted design specifications for repairs and modifications for 

the lodge, bunkhouse and A-frame structures. These contracts will be given priority and 

should be out for solicitation and contractor(s) selected in early 2011 for construction in 

the spring of 2011. The lodge and bunkhouse have been the highest priority for 

accessibility renovation in an effort to reduce potential liability, and along with making 

these buildings compliant, the Trust will also incorporate design elements that will 

improve overall function and appearance. In 2010 the lodge and bunkhouse were made 

available for public use and provided 1012 visitor nights and 246 day visits for public use.

4.1.2 Fishing

Program changes made in 2009, a continuation of the reservation system for access and 

participation, expanded hours of operation, and effective marketing resulted in a rebound 

in fishing results. Fishing clinics were expanded this year including one event for the Big 

Brother organization from Los Alamos. The New Mexico Trout organization was a great 

volunteer partner in the Preserve fishing program this year. 

4.1.3 Hiking

In 2010, the hiking program was separated out from summer recreation in order to track

hiking related expenses and revenues. Hikers had the choice of 14 different hiking trails 

totaling 54-plus miles of trail. Trails ranged from 1.5 mile loops to 16 mile out and back 

trails. Access to these trails was provided by driving to trail parking or by shuttle. 

The shuttle was well received for several reasons. The volume of trails roughly doubled. 

Hikers were not required to pick a trail to hike in advance. They could change their minds 

anywhere along the shuttle route and pick another trail on the route. If they completed 

their hike early enough they could simply catch the shuttle to another hike and continue 

hiking. A 16 mile out and back trail is too long for many hikers, but was very popular with 
28

runners.  The shuttle system allowed visitors to hike out and catch another shuttle back, 

cutting the distance in half.   

Some visitors simply rode the shuttle and never got off.  This gave them a quick tour of the 

Preserve without interpretation.  The most popular contributor to the shuttle systems 

positive reception was resource protection.  Our staff explained we didn’t have developed 

trail heads with parking and the shuttle system allowed access to the trails without causing 

damage to the resource.   

4.1.4   Hunting

Elk hunting

For 2010, a total of 15,000 elk and 5000 turkey hunt brochures were distributed to license 

vendors throughout the state and at several outdoor expositions.   The Valles Caldera 

National Preserve continues to provide excellent elk hunting opportunities on public land.  

We are working with the New Mexico Department of Game and Fish (NMDG&F) for the best 

management of the Jemez elk herd, by closely monitoring the elk numbers and focusing on 

the recruitment of elk calves on the Preserve, Unit 6B.  For the past several years the 

Preserve has documented a low percentage (20 ‐24 %) of elk calves that survive to the age 

of one year which is of concern because the Preserve has the second lowest elk calf 

recruitment in the State.  Elk biologists from the NMDG&F suggest that in order to stabilize 

a viable and healthy elk herd of approximately 3000 animals, in Unit 6B, the calf 

recruitment rate should be within a range between 35 and 40%. We continue to adjust 

annual harvest numbers and we are also looking at a third year of studies in cooperation 

with the NMDGF focusing specifically on elk calf mortalities for future management of this 

herd.   

 The mature bull/either sex hunts continue to be popular as well as the youth/mentor 

antlerless hunts.   All hunt orientation information revolves around hunter ethics and 

safety.  The youth/mentor hunts in particular encourage mentors to teach their charges 

about ethical hunting practices and hunter safety.  

Based on mobility impaired hunter input, in 2009 the Trust reduced the number of hunt 

tags for the mobility impaired in order to reduce the amount of vehicle traffic while 

increasing the size of their hunt area.  To date hunters have experienced a high level of 

success, although this year the inclement weather was a major challenge on this hunt and 

the overall success dropped. 

This fall the New Mexico Department of Game and Fish, in cooperation with the Trust, 

issued 77 bull tags for the Preserve; 77 hunters harvested 48 mature bulls for a 62 percent 

success rate.  Ninety‐eight 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 173 antlerless tags, 

of which 165 hunters harvested 71 antlerless elk for a 43% success rate.  
29

Turkey hunting

In 2010, the Trust offered its fourth 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 continued with providing two 

programs in 2010 for hunting turkey and both programs were open to the public and 

generated revenue for the Trust.

The “Deluxe Hunt Package” included three days of hunting and fishing, one day of scouting, 

and four nights of lodging and meals at the Lodge. Of the eight packages offered in 2010, 

four were sold and one was auctioned off at the National Rocky Mountain Elk National 

Convention. Each hunter was allowed to bring one guest for an additional fee.

The second program allowed the public to enter a lottery draw system for twelve Preserve 

access authorizations. One authorization was raffled by the New Mexico Chapter of the 

National Wild Turkey Federation. The lottery fee was $20 per chance and the drawing 

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, with 

one guest at no cost to hunt and fish. 

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

agreement. The Trust requires a liability waiver to be signed by elk and turkey hunters and 

their guests. Also, each hunter was required to attend an orientation where the hunting 

rules and regulations were reviewed. Volunteers from the Rocky Mountain Elk Foundation, 

National Wild Turkey Federation, New Mexico Department of Game and Fish, and others 

again donated their time to assist hunters on the youth, mobility impaired and other 

antlerless elk hunts. 

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

to return to hunt again. The Trust continues to receive numerous letters of appreciation 

from hunters for the attention received from staff, which added to their experience and 

perception of the value of hunting on the Preserve.

4.1.5 Information Centers

Our three information centers provide information about the Preserve and activities, retail 

sales for VCNP merchandise, and fee processing 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. 

In FY 2010 merchandise sales increased by 89 percent over FY 2009 to $104,098. This 

large increase in merchandise sales resulted from increased visitation coupled with more 

diversified and available product lines, improved retail facilities, and improved sales 
30

management. The new temporary visitor center in the Valle Grande was open all year in 

2010 and served the bulk of our 24,000-plus visitors. 

4.1.6 Special events

Recurring special events for 2010 included the 5th annual Run the Caldera Marathon & Half 

marathon, four Cruise the Caldera Mountain Bike Fun Rides (85 miles of trails to choose 

from), two photo adventures, two moonlight ski and snowshoe events, and ski 

orienteering. New additions for the year included: 

 A New Year’s Eve cross country skiing & snowshoe event complete with fireworks at 

midnight 

 The addition of a 10k to the Run the Caldera Marathon and Half Marathon

 Caldera 3-D Archery Shootout partnered with the Jemez Pueblo’s Walatowa 

Bowhunters Club for this two-day archery competition

 Two twilight mountain bike fun rides where riders could explore 12 miles of road 

while the wildlife began their evening routines in the valleys

 The Pioneer Endurance Ride partnered again with the American Endurance Ride 

Conference to offer this three day ride 

 Caldera Adventure Workshop, a three-day event focused on connecting kids with 

nature using primitive skills as a conduit

Due to word of mouth, increased marketing activities, maintaining a consistent event and 

the addition of a 10K run, participation in the 5th annual marathon almost doubled this year 

with 535 registrations. Approximately 480 people ran, making it the largest event that 

didn’t involve driving a car. The moonlight ski & snowshoe events drew over 600 

participants in three nights. The first 3-D archery shoot attracted approximately 200 

participants. 

In an effort to connect more kids with nature, several primitive skills events were held 

throughout the year and attracted groups from Santa Fe Prep Academy, Los Alamos Middle 

School, Zia Pueblo Head Start program, and the Jemez Pueblo Wellness Program. The 

Jemez Pueblo group consisted of 82 children ages 8-16 for three consecutive days of 

outdoor adventure on the Preserve.

In 2010 we initiated and successfully collaborated in special events and VCNP recreational 

informational programs with other agencies including:

 New Mexico Department of Tourism

 Jemez Pueblo (Walatowa Visitor Center and Jemez Pueblo Wellness Program)

 Santa Clara Pueblo/Puye Cliffs

 Santa Fe National Forest

 Zia Pueblo/ Head Start program

 Los Alamos County 
31

 Los Alamos Chamber of Commerce

 Santa Fe Prep Academy

 Albuquerque Biopark

 Fenton Lake State Park

 National Association of State Park Directors

 Bandelier National Monument

 REI sporting good stores

 New Mexico Department of Game and Fish

 La Cueva Volunteer Fire Department

 Sandoval County Scenic Byway

 Jemez Valley Community Association

 New Mexico 4-H

 Big Brothers/Big Sisters of Albuquerque

4.1.7 Special Uses

Special uses represent commercial filming and photography and were separated from 

“special events” in 2010. This separation allows for a better understanding of commercial 

interests on the Preserve. One commercial photography shoot was made this year and 

several movie scouts visited. The Preserve is listed as a potential location for several 

movies in 2011.

4.1.8 Summer activities

Summer activities included van tours (wildlife, ecology, cultural, botany, history, artist, 

etc.), astronomy tours, equestrian trail riding, and mountain bike trail riding. The hiking 

program was separated from summer recreation in an effort to better track the program. 

The one-hour Magma to Magpie tour is still the most popular tour, followed closely by elk 

tours. This tour runs several times a day and allows for the casual visitor to get a closer 

look at the Preserve and learn about its history. Many of the other activities are growing in 

response to word of mouth and increased marketing of what is offered.

4.1.9 Winter activities

Winter recreation on the Preserve offers 29 miles of groomed and 8 miles of un-groomed 

cross country skiing and snowshoeing trails. Along with the largest amount of groomed 

trails in New Mexico, visitors have over 13,000 acres to break their own trails. Horsedrawn sleigh rides provide a very special experience and in 2010 the 39 scheduled rides 

sold out, as well as 13 additional rides that were added due to the high demand. Several 

other dates were added and sold out also. The program still struggles with challenges in 

cost containment, primarily in clearing snow from the roads. The lack of adequate

infrastructure continues to be the biggest challenge for winter recreation. 
32

4.2 Livestock Program

Multiple Use and Sustained Yield

The Valles Caldera Preservation Act foresaw continued management of the VCNP as a 

working ranch. For a second season, the Trust operated a livestock program under the 

environmental assessment (EA) for the “Multiple Use and Sustained Yield” which was 

completed last year. The EA provided a framework of adaptive management to guide the 

Trust in the continued operation of annual programs for domestic livestock grazing. The 

Trust made a Finding of No Significant Impact and an implementing decision regarding a 

comprehensive program for the Multiple Use and Sustained Yield of the Preserve’s Forage 

Resources (MUSY- Forage). This decision marked the first comprehensive program 

implemented under the NEPA procedures developed for the Trust including adaptive 

management.

Adaptive Management for MUSY – Forage is implemented under a system of Goals, 

Objectives and Monitored Outcomes as required in the procedures. Under the program, 

measurable objectives were established for ecological goals. Progress is based on annual 

monitoring. Thresholds for adjusting management actions are also based on monitored 

outcomes. Annual monitoring occurs in 41 ecological sites (grazed and un-grazed by 

domestic livestock) and is correlated with environmental data (precipitation, soil moisture, 

weather, etc.).

For a second consecutive year, the Valles Caldera Trust awarded the program on the 

Preserve to New Mexico State University (NMSU). The University, through the extension 

service, operated small, multiple objective programs on the Preserve this summer designed 

to address animal health and ecological issues important in the regional area. There were 

over 600 head of cattle on the Preserve in 2010.

Unfortunately, as has been the case in years past, trespass cattle continued to be a problem 

on the Preserve, mostly on the northern part of the Preserve. The fence is often cut 

throughout the grazing season and dozens of trespass cattle graze on the Preserve.

Substantial effort was made to remove cattle off of the Preserve, or have the owners come 

retrieve their cattle, but continual cutting of the fence makes keeping trespass cattle off the 

Preserve a difficult task.

4.2.1 High altitude bull evaluation program

Forty-five yearling bulls, representing the Angus, Red Angus, Angus Plus, Hereford, 

Charolais, and Beefmaster breeds foraged on the Preserve this summer and underwent a 

variety of scientific tests before being used for breeding. Most important of these is the 

Pulmonary Arterial Pressure test. This test provides an indicator of the animal’s resistance 

to Brisket Disease, also known as High Mountain Disease or Pulmonary Hypertension. This 

disease is one of the Rocky Mountain region's most costly diseases. Susceptibility or 

resistance to brisket disease is an inheritable trait. The goal of this program was to identify 

bulls with the greatest resistance to brisket and promote that genetic trait, adding value to 
33

the animal and reducing the incidence of the disease. Work was also initiated to identify 

genetic markers for this condition.

4.2.2 Replacement heifer program

Similar to last year, cattle producers for this program brought in over 200 artificially 

inseminated heifers. They were bred with bulls who were likely (through genetics) to 

produce a calf that would be small at birth but would gain good weight in the first year. A 

small calf during the first delivery will reduce the likelihood of complications occurring 

during birthing and lead to an overall improvement in reproductive health.

4.2.3 Cow-calf pairs program

Local cattle producers, including producers from Jemez Pueblo and the Navajo Nation, 

brought in over 200 cows and their calves to the Preserve. Both the mother cows and their 

calves benefited from the abundant forage and gained significant weight while on the 

Preserve. This program also had a Conservation Stewardship component in which NMSU 

supported Jemez Pueblo Livestock Association in resting and restoring tribal lands through 

summer grazing of their small cow-calf herd. 

4.3 Natural Resource Management

4.3.1 Planning

The focus of the 2010 natural resource management program involved furthering the 

development of a comprehensive plan for restoration and management of the Preserve’s 

natural landscape – Landscape Restoration Management Plan (LRMP) – which was initiated 

in 2009.

The Trust, along with key partners (Santa Fe National Forest, The Nature Conservancy, the 

New Mexico Forest and Watershed Restoration Institute), initiated a collaborative forest 

restoration strategy for the “Southwest Jemez Mountains Landscape” which included 

86,200 acres of the Preserve and 110,000 acres of adjacent lands managed by the Santa Fe 

National Forest as well as small inclusions of Jemez Pueblo tribal lands and private lands. 

The collaboration included a fieldtrip with over 20 participants from state, local, and 

federal agencies, nongovernment organizations, universities, and citizens; a three day 

strategic planning workshop where over 60 individuals participated; and a full day 
34

monitoring workshop with over 30 participants. The product of these collaborative 

events was a proposal for restoration submitted for consideration under the Collaborative 

Forest Landscape Restoration Program, established by congress under Title IV of Omnibus 

Public Land Management Act of 2009. 

The proposal was awarded just over $35,000,000 to be appropriated in annual portions 

over ten years. While other lands are included in the landscape and strategy the funding 

can only be invested on the National Forest System (NFS) lands i.e. the Preserve and the 

Santa Fe National Forest. 

The natural resources program also produced detailed and quantified reports of the 

vegetation, wildland fire environment, wildlife, fisheries, hydrology, soils and socioeconomic settings of the Preserve. The reports were the result of the data acquisition 

documented in previous reports to Congress and served as the basis for the development of 

the proposed strategy for restoration as well as providing a baseline for adaptive 

management. 

Planning and decision-making under the National Environmental Policy Act for the LRMP 

was initiated in July 2010 with the publication of a Notice of Intent in the Federal Register. 

This publication initiated the “scoping” period and an opportunity for the public to 

comment on the actions being proposed. The trust developed a website which included an 

on-line forum for public comment and hosted a public meeting to provide detailed 

information and hear comments.

The LRMP proposes forest restoration and management, road closure (decommissioning 

and maintenance), riparian and wetland restoration, and the control and eradication of 

noxious weeds. Under the LRMP the Trust would thin 23,000 acres of forest over the next 

ten years followed by prescribed fire. An additional 32,000 acres would be treated with 

prescribed fire alone. Eight hundred fifty miles of roads could be closed to motor vehicle 

access; an additional 100 – 150 miles of road could be physically decommissioned to stop 

ongoing erosion. Approximately 200 miles of road would be maintained for administrative 

 FIGURE 3 – CFLRP COLLABORATIVE WORKSHOP, FEBRUARY

2010
35

and public access. Besides road closure and decommissioning other site-specific riparian 

and wetland restoration is being proposed preserve-wide. Current noxious weed control 

and eradication would continue and any new noxious weeds entering the Preserve would 

also be eradicated.

Under the proposed LRMP we expect the amount of future annual completion of 

restoration work would at least double that completed in 2010. The public comment was 

generally positive regarding the proposed activities.

4.3.2 Forest Management

The natural resource program submitted a proposal and was awarded funding for forest 

thinning under the American Recovery and Reinvestment Act (ARRA). Two projects 

totaling over 890 acres were awarded. The projects served to reduce wildfire hazard, 

improve forest health, and create economic opportunities. The tops and branches of the 

trees were piled for burning and the larger boles were made available to the public for 

firewood or chipped for use as landscaping material.

The Santa Fe National Forest provided employees to oversee the contract which was issued 

by the USDA Forest Service. While the ARRA paid for the contract work the trust 

reimbursed the USDA Forest Service for employee time.

Figure 4 – Forest restoration sequence 

4.3.3 Range and Watershed Management

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.
36

                                

Figure 5 ­ Canada thistle (left), musk thistle (center), oxeye daisy (right) (Photo ©Al Schneider,

www.swcoloradowildflowers.com)

Riparian and Wetland Restoration

A variety of riparian and restoration activities were completed by volunteer groups on the 

Preserve this fiscal year.  Los Amigos de Valles Caldera performed work in Alamo Canyon 

and on La Jara Creek to stop ongoing erosion caused by poorly aligned roads and lack of 

drainage and water crossings.  Work was implemented through grants received from EPA.  

Santa Clara Pueblo felled trees and planted willow along Indios Creek to create habitat for 

beaver.  WildEarth Guardians also constructed elk‐cattle exclosure fences in Indios Creek to 

support willow and shrub plantings. 

WildEarth Guardians received funding for restoration work on Sulphur, Redondo and San 

Antonio creeks.  Implementation is expected to begin next fiscal year.  These projects 

would plant willow and construct elk exclosures along the streams to re‐establish woody 

riparian vegetation, ultimately improving water quality, stream condition and function, and 

aquatic habitats. 

4.3.4 Public Access and Use Planning

At the end of Fiscal Year (FY) 2009, the Trust had published a Notice of Intent to prepare an 

Environmental Impact Analysis (EIS) and held two public scoping meetings and hosted an 

interactive web forum.  These meetings took place concurrent with the National Park 

Service’s assessment to determine the suitability of the preserve for inclusion as a unit of 

the National Park System.  This assessment and the rumors of impending legislation 

somewhat distracted participation at the public meetings.  Many attendees came to express 

their opinions regarding a possible change in administration rather than to discuss 

proposed expansion in public access and use. 

Following the scoping meetings the trust invested in more detailed assessments of 

potential sites for the development of visitor facilities including an investigation of sites 

with potential for a carbon neutral footprint.  

Ultimately, the trust developed five action alternatives which vary in the location and scale 

of development.  During the next fiscal year the trust will study the potential environmental 

consequences that would result from the implementation of any of the action alternatives 

as well as taking no action at all.  During the analysis the public will have the opportunity to 
37

review the details of each alternative and provide feedback.  

During the scoping period, public comment was used to 

identify issues and formulate alternatives.  During the 

analysis phase the comments will help ensure the EIS 

focuses on potential effects or outcomes that are of 

importance to the public.   The complete analysis will be 

documented in a draft EIS and distributed for to the public 

for review and comment this year. 

The alternatives being considered are consistent with the 

Valles Caldera Preservation Act of 2000 as well as the 

language of Senate Bill 3452, passed through committee in 

August.  The process of preparing an EIS in compliance with the National Environmental 

Policy Act is consistent with the procedures of the trust, USDA Forest Service and USDI 

Park Service and could be incorporated into any changes in administration of the preserve, 

thus protecting the current investment in time and money. 

4.4 Infrastructure and Facilities

4.4.1 Roads

A major accomplishment this year was the completion of numerous improvements to 

several roads on the Preserve, including VC09, VC08, VC03, and VC02 using labor and 

equipment provided by two road crews from both the Santa Fe and the Gila National 

Forests.  The project, which included major road and erosion improvements with 

installation of culverts and erosion control measures, successfully upgraded a total of about 

7 miles. The long‐term goals of this project are to complete a total of 16 miles of road.   

In addition the Trust was able to complete 23 miles of road maintenance in FY 2010. The 

goal for 2011, as was the case in FY 2009, will be 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 still 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. 

4.4.2 Facilities

The new Valle Grande Visitor Contact Station has dramatically improved public service and 

safety at the Preserve. The public has truly enjoyed this first season’s full use of the much 

improved visitor facility which features increased square footage, covered porches, wood 

burning fireplace, and solar powered lighting.  The Visitor Contact Station will be used for 

the next three to five years while the planning and analysis are completed regarding the 

locations and construction of permanent visitor facilities.  In addition, the Trust has 

upgraded several restroom facilities to meet ADA standard.  At our main Valle Grande 

staging area, near the Visitor Contact Station the Trust has purchased and installed a 

FIGURE 6 – PUBLIC MEETING SEPTEMBER

15, 2009, SANTA FE, NEW MEXICO
38

double vault toilet.  While at the Banco Bonito staging area, where the majority of the large 

recreation events are staged (including mountain biking and equestrian activities every 

weekend), we have also installed a single vault toilet.  We installed a single vault toilet at 

the Cerros del Abrigo trailhead, one of our most popular hiking trails on the Preserve.  The 

Trust has made these improvements to better accommodate and enhance the outdoor 

experiences of the public with disabilities and the general public as a whole.  

MOUNTAIN BIKERS RESTING IN THE VALLE JARAMILLO ‐ PHOTOGRAPHED BY ROURKE MCDERMOTT
39

Section 5 – Science and Education

5.1 Science

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

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

by ~20 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 Trust’s Management Principles. Fiscal year accomplishments in the areas of 

inventory, monitoring and research are summarized below.

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 590 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 only 14% of the Preserve’s land area.

In 2010, the following inventories were completed on the Preserve:

• Geology and Soils Inventories and Maps

Major inventory projects on the geology and soil resources of the Preserve were completed 

in 2010. The geology inventory composite map and GIS data layer were finished, and a 

draft map has been compiled for public distribution. A Preserve-wide soil inventory 

(Terrestrial Ecosystem Survey) was also completed in FY 2009. This is a standardized 

inventory completed by the USDA’s Forest Service and National Resource Conservation 

Service. All data sets have been finished and provided to the Trust, along with some of the 

digitized soil maps. Final maps, data base and Geographic Information System data will be 

made available to scientists and the public in early 2011.

• Biodiversity Inventory

In 2010, 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 
40

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.  The SEL/SI inventory program is funded through FY 2011, and 

entomologists will work on the Preserve during the coming summer.  In addition, a 

summary symposium of the insect biodiversity work was held in December 2010 at the 

annual national meeting of the Entomological Society of America in San Diego, CA. 

• LiDAR­based topographic and vegetation inventory

 In the summer of 2010, the Trust collaborated with the University of Arizona’s “Critical 

Zone Observatory” program on the Preserve to acquire a high‐resolution inventory of land 

topography and vegetation structure using LiDAR (“Light Distance And Ranging”) 

technology.  With LiDAR data taken from a fixed‐wing aircraft using a laser source and 

receiving unit, the land forms of the Preserve were “mapped” with an accuracy level of 5‐8 

cm vertically and 20‐30 cm horizontally.  This imagery is sufficiently detailed to also show 

forest structure (tree density, height, biomass) and even shrub and grass cover.  The data 

are being incorporated into the Trust’s Geographical Information System (GIS) for use in 

planning for transportation, forest management, and public access and use.  With access to 

these high‐resolution LiDAR data layers in the GIS, the Trust will not need to contract for 

on‐the‐ground surveys for civil engineering tasks, and the investment in LiDAR should pay 

for itself in the next several years via reduced cost for implementing public access and use 

plans. 

• Cultural Resources Program Inventories

Cultural resource surveys were conducted on 900 acres in 2010.  The largest project 

included a survey of 460 acres on Banco Bonito in advance of future forest restoration 

projects there.  Two other large projects included a survey on Redondo Mountain in the La 

Jara Creek headwaters (138 acres), and an inventory of 120 acres in the Seco and San Luis 

valleys.    

Overall, most of the survey projects were in support of project planning and NHPA Section 

106 compliance.  However, the survey on the Banco Bonito also was conducted not only to 

assist planning for future forest restoration and forest product utilization (e.g., Christmas 

tree cutting), but also to address research questions regarding prehistoric and historic 

agriculture in this area that seems too high in elevation for maize‐based subsistence 

systems.  The VCT inventory on Banco Bonito this summer, aided by the efforts of two 

undergraduate university interns, pushed the known elevation for Pueblo fieldhouses and 

constructed agricultural terraces to above 8,400’.  The interns also worked with the CR 

Team to install four monitoring stations to investigate the possibility of effective 

“agricultural microclimates” at terrace plots and within the complex ridge‐swale 

topography of the Banco.   
41

Another kind of inventory conducted in the Preserve in recent years has been an inventory 

of aspen carvings (also called “dendroglyphs) that were created by early 20th Century 

sheepherders, loggers and hunters, and are found throughout the Preserve. These carvings 

are a rich source of information about 20th century land use. The earliest carvings are 

from the 1910s, and there is an abundance of carvings from the 1930s and 1940s. Since the 

carvings often provide a precise date and the carvers name and hometown, the inscriptions 

inform on the families and communities that used the Baca Location No. 1, provide season 

of use, and allow these sheepherders, loggers and hunters to speak for themselves from the 

past. This information is especially meaningful as these are the voices of peoples otherwise 

largely undocumented in regional histories. The aspen surveys are conducted with 100% 

volunteer labor, with 886 hours logged in FY2010. Over 120 new historic aspen carvings 

were documented this season, with 300 acres of new survey in Alamo Canyon and South 

Canyon on the west side of the Preserve. The mapping and photographic fieldwork 

conducted by this small but productive group of volunteers is valuable because these are 

fragile resources at risk from elk damage, fire, and aspen senescence, and because this type 

of survey replaces work that would have to be conducted by the VCNP CR Team. 

Field investigations at archaeological sites this year included discovery of 65 new sites, and 

revisits to another 39. Site revisits are conducted to update documentation and to assess 

site condition, and/or to refresh site marking in advance of upcoming project 

implementation (e.g., in preparation for forest thinning or firewood collection). 

Throughout the season, the CR Team collects arrow and spear-points found to help identify 

time periods of prehistoric use; this year’s collection brings this growing database to over 

200 projectile points on the Preserve that can be approximately dated by classification of 

distinctive “temporally diagnostic” artifact styles. 

• Social Science Survey

In 2010, the Trust and the US Forest Service’s Rocky Mountain Research Station continued 

survey work on socio-economic impacts of the VCNP on local and regional human 

populations. Because the Valles Caldera plays a highly visible and important role to various 

members of the public, from Native Americans to ranchers to recreationists, gaining the 

input and support of these groups for management and restoration initiatives is critical. 

Thus, the survey project goal is to gather information on the use, access, and fire/fuels 

management attitudes and preferences of user groups and adjacent communities 

concerning the VCNP. This project, entitled “USE, ACCESS, AND FIRE/FUELS MANAGEMENT 

ATTITUDES AND PREFERENCES OF USER GROUPS AND ADJACENT COMMUNITIES 

CONCERNING THE VALLES CALDERA NATIONAL PRESERVE” is being undertaken by social 

scientists with the Rocky Mountain Research Station to provide important information 

concerning public desires and concerns for management of the VCNP to assist managers in 

developing public understanding and support for Preserve projects and initiatives.

In the first phase of the study in 2009, the RMRS scientists conducted in-depth, 

unstructured interviews with members of adjacent communities that utilize the VCNP for 
42

business or recreational purposes. Environmental education groups, who either use or 

would like to use the Preserve and a climate scientist examining fire effects in the region,

have also been interviewed. The second and third phases, underway in 2010, include 

gathering information from Native American groups, who consider the VCNP a sacred 

place, and from several nearby Hispanic communities with a history of use in the area. 

Topics of discussion include public perceptions of wildfire and wildfire management, fuels 

management, public views of wilderness, multiple use, use of the VCNP as an education

center, and management models for the Preserve. Preliminary reports are being prepared 

after each phase, with a final report giving a summary of views and preferences obtained 

from the various stakeholder groups. The final report will be a General Technical Report 

(GTR) from Rocky Mountain Research Station, US Forest Service.

Monitoring

In FY 2010, 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 2010 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. 

A systematic approach to monitoring produces opportunities to incorporate volunteers, 

and in 2010, 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.

Research

Research projects in the Preserve increased from 39 in 2009 to 44 in 2010, and outside 

(non-Trust) funding continued increasing to just under $3.9 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 two

fiscal years, “outside” research funding (grants and contracts from other sources) has 
43

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.

Valles Caldera National Preserve: 2010 Science Projects List

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

Amount

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

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

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

Byers, Doug Strength characterization of Bandelier tuff Volunteer $2,500

Chorover, Jon Critical Zone Observatory Program (started 9/09) NSF $870,000

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

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

Dodd, Justin Diatom communities of VCNP streams NSF, UNM $2,300

Eichler, Carla Petrogenesis of the Southwestern Moat Rhyolites, 

Jemez Volcanic Field, VCNP

U. Arizona $18,500

Falk, Don Fire history of VCNP valles BLM, JFSP $75,000

Fettig, Stephen Dispersal in gray-headed juncos; breeding bird 

surveys.

Volunteer groups $9,887

Gardner, Jamie Geology mapping of VCNP Volunteer $3,000

Gauthier, Rory Obsidian Sourcing at Ancestral Pueblo Sites NSF $2,500

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

Griswold, Terry Native bees of the VCNP USDA/ARS/Bee-Lab $1,500

Havstad, Kris Monitoring of rangelands forage utilization USDA ARS $15,000

Heikoop, Jeffery Natural Perchlorate in high-alpine springs, VCNP DOE/LANL $50,000

Johnson, Christine Survey of Gunnison’s Prairie Dog in New Mexico NM Dept. Game & Fish $50,000

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

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

Lahti, Megan Status of short-horned lizards on VCNP Utah State Univ. $2,000

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 T-Walk Stream Assessments Volunteer $1,280

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

Morgan, David Habitat restoration for beaver reintroduction CFRP $132,969

Nufio, Cesar Melanoplus grasshoppers in Rocky Mountains NSF $7,000
44

Painter, Charles Jemez Mt Salamander Survey NM Dept. Game & Fish $1,000

Parmenter, Robert Monitoring for Forest Restoration (CFLRP) USDA/USFS $192,500

Parmenter, Robert Elk-coyote interactions on VCNP USFS/RMRS $4,000

Parmenter, Robert Natural History of Wild Turkeys on the VCNP USFS/RMRS $6,000

Parmenter, Robert Remote-sensing for range management USFS/RMRS $10,000

Parmenter, Robert ATPPL: Transportation Planning on VCNP - LiDAR DOT/FTA $200,000

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 CO2 and H2O flux in the Valle Grande LANL $20,000

Reyes, Gabriel Behavior of Hoary Bats on the VCNP Bat Conservation Int. $3,200

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

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

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

Sawyer, Audrey Hydrology of large woody debris in VCNP streams NSF $53,500

Solis, Alma Beneficial and pest insect biodiversity survey USDA SEL/SI $30,824

Steffen, Anastasia Banco Bonito Prehistoric Agriculture Study USDA/USFS $9,000

Steffen, Anastasia Aspen Dendroglyph Survey Volunteer group $18,450

Strenger, Steven Soil survey and TES mapping of VCNP US Forest Service $95,000

Swanson, Travis Surface/groundwater nutrient/metal interactions Univ. of Texas $5,000

Wheeler, Al Hemiptera inventory on VCNP Clemson Univ. $5,000

TOTAL (FY2010): $3,895,257

In 2010, 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 first 

“Zero-Order Basin” study area on the flanks of Redondo Peak, installing instruments to 

monitor climate, stream flow, groundwater, and plant water use. The Trust also hosted the 

second 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.

5.2 Community Services

5.2.1 Education

A number of K-12 schools, colleges and universities bring students and teachers to 

participate in on-site learning. In FY 2010, the following activities were conducted:

• As in previous summers, in 2010 high school science teachers from the Northern New 

Mexico Network for Rural Education (the 29 public school districts in northern New 

Mexico) participated in a week-long science training workshop on curricula development 

targeting climate change, biodiversity, aquatic insects, watershed dynamics and how to 

teach these topics to students at their respective schools. A five-year, $10 million grant 

proposal was resubmitted to the National Science Foundation in August 2010 to continue 

and expand this teacher training program.
45

• Again in 2010, in collaboration with Los Alamos National Laboratory and the Pajarito 

Environmental Education Center, the Trust also hosted three science camps for middleand 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 continue a multi-year interdisciplinary learning adventure. The students 

sampled monitoring plots established in 2008, 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.

•Lake Forest Academy (High School) in Chicago, IL, participated in a service trip over their 

spring break, with students assisting Trust biologists in radio-tracking turkeys, elk and 

coyotes. They also participated in protecting cottonwood trees in the Jemez River valley 

from beavers by placing wire exclosures around the tree trunks.

•Cottonwood Valley Middle School, Socorro, NM, spent a week on the Preserve for 

environmental educational programs.

•A natural resources class from Hendrix College, Arkansas, visited the Preserve for a 

science field trip with Dr. Parmenter. 

•A class in groundwater hydrology from the University of Texas worked on the Preserve 

for a week, performing field sampling in the Valle Grande and Redondo Canyon.

•A wildlife and forestry class from Oklahoma State University spent a week on the 

Preserve, learning about VCNP natural resources management, and participated in several 

of the ongoing monitoring projects.

•A geology class from Lehigh University, PA, conducted a class field trip to learn about 

caldera formation and the science programs on the VCNP.

•A large group of scientists visited on a field trip in association with the American Society 

of Limnology and Oceanography (ASLO) and the North American Benthological Society 

(NABS) national annual meeting in Santa Fe.

•30 high school students from Española, NM, visited the VCNP on a class science field trip 

to learn about wetlands, water quality and watershed functioning.

•NRCS conducted a soils workshop for a week on the Preserve for soils scientists from 

across the USA.

•High school students from the Eight Northern Pueblos conducted a 2-day workshop on the 

VCNP to learn techniques and technology for Geographical Information Systems (GIS).

•A geology class from the University of New Mexico undertook a field trip to learn about 

caldera formation, volcanology, prehistoric climate changes and plate tectonics.

•New Mexico State University conducted the national 4-H Wildlife Habitat Evaluation 

Program (WHEP) convention on the Preserve.

•An international group of foresters toured the VCNP to learn about forest and watershed 

restoration and science projects associated with the monitoring program.

• Field trip with summer students working at Los Alamos National Laboratory, focusing on 

climate change and adaptive management using scientific studies for monitoring and 

research.
46

• Sierra Club service trips to VCNP to assist with forage utilization measurements, and 

learn about the ecology of the VCNP.

• Santa Fe Garden Club field trip on the natural and cultural history of the Preserve.

5.2.2. Science and Education Center 

In 2010, the Valles Caldera Trust continued to develop formal and informal educational 

programs that will serve the American public, from public school children through senior 

citizen programs. The Trust acquired (with revenue funds, not appropriated dollars) an 

existing facility in Jemez Springs for an education and training center. The facility has 25 

bedrooms (50 person capacity), a dining hall and institutional kitchen, classroom space, 

teaching laboratory space, and offices and is only 15 minutes from the Preserve’s 

southwest corner. This facility provides overnight lodging for students, teachers, scientists, 

and other program participants nationwide, and provides needed class/laboratory 

facilities to support field programs. In the fall of 2009 through spring of 2010, the Trust 

renovated and equipped the facility, known as the Valles Caldera National Preserve’s 

Science and Education Center, and opened the doors to the public in March, 2010.

 

The overall education program focuses not only on science-related aspects of the Valles 

Caldera National Preserve (including geology, ecology, wildlife and fisheries management, 

range management and livestock husbandry, forestry, biodiversity, climate change, 

hydrology, archaeology), but also includes a wide range of other disciplines (art, 

photography, history, literature, poetry, music) for which the Valles Caldera provides an 

inspirational environment. Numerous preliminary programs in both formal and informal 

education activities have been conducted and the logistical realities of these undertakings 

have been worked out and perfected. The Trust is now moving ahead with permanent 

programs.

The “clientele” of these programs falls into four main groups: (1) public school students 

and teachers (elementary through high school) and college/university students in formal 

educational classes; (2) general public participants in informal workshops and themeoriented or special-topic classes; (3) organized volunteer groups that participate in 

ongoing science projects on the Preserve; (4) private, corporate, NGO, or government 

retreats and training programs.

The Trust has developed a financial plan for operating the proposed facilities and the 

programs. Overnight lodging and food service revenues will allow the educational program 

to achieve 100% cost-recovery when the facilities reach 45% capacity. School program 

expenses can be defrayed via grants, and such grants are being prepared in cooperation 

with New Mexico universities and colleges. Several existing grants already support teacher 

and student educational projects (e.g., the 5-year, $15 million grant from the NSF EPSCoR 

program to UNM, NMSU, Highlands and NM Tech). 
47

The target usage of the Science and Education Center in FY2010 was to recover $50,000 

from user fees; the actual cost recovery exceeded $60,000, and we anticipate increased 

revenues from users in FY2011. 

The Trust believes that the development of Valles Caldera public education programs, with 

suitable support facilities, will provide an outstanding experience for the American people, 

and ensure that the Preserve becomes a sustainable national resource in research and 

educational programs for science, natural resource management, and other academic 

disciplines.

5.2.3 Science Collaborations with Agencies and Organizations 

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

participate in meetings and workshop functions to further collaboration with the Trust. 

Examples this year included the Rocky Mountain Research Station (US Forest Service), The 

Nature Conservancy, USGS Wildlife Cooperative Unit (NMSU), Jemez Pueblo, and Los 

Alamos Leadership.

5.2.4 Scientific and Public Education – Outside Presentations

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

provide speakers for meetings and events. In FY 2010, the Trust’s Science staff provided 

outside presentations, including participation in events such as the New Mexico State Fair, 

Los Alamos Earth Day Celebration, the New Mexico Watershed Forum, New Mexico 

Museum of Natural History and Science, and the Society of American Foresters. In addition, 

scientific papers were published concerning Paleoindian artifacts on the Preserve and 

reviewing hydrology research findings on the Preserve with respect to forest management.

5.2.5 Science Outreach and Project Collaboration

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. 

Volunteers contributed 2854 hours of service for a cost avoidance of $59,506 to science 

and education activities. Value of volunteer hours is calculated at $20.85 per hour based on 

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

In 2010, the Trust collaborated with WildEarth Guardians, the Albuquerque Wildlife 

Federation, and students from Colorado College (Colorado Springs, CO) to remove old 

sheep and cattle fencing on the Preserve (this was necessary to reduce wildlife injuries 

from antiquated fencing that was no longer needed for ongoing livestock operations). 

The Cultural Resources Program has initiated an oral history program as a satellite of the 

New Mexico Farm and Ranch Heritage Museum (NMFRHM) oral history program. In 
48

FY2010, twelve interviews were completed to gather the stories and memories of local 

“old-timers” with links to the Baca Location No. 1 throughout the 20th century. 

The VCNP Aspen Art Survey volunteer program is now in its third year. This year the team 

located an inscription dated to 1898, the oldest known so far and probably as old as is 

possible given aspen life spans. To date, more than 2750 acres have been surveyed and 

450 carved aspen have been recorded. This effort was recognized in August of 2010 by the 

White House and the Advisory Council on Historic Preservation with designation of the 

VCNP as “Preserve America Steward” in acknowledgement of the work to preserve cultural 

resources and a “continuing commitment to our Nation’s Heritage”.

MISTY MORNING IN THE VALLE GRANDE - PHOTOGRAPHED BY ROURKE MCDERMOTT
49

Section 6 – Goals 2011

6.1  Administration

6.1.1  Complete Timely Fiscal Year 2011 financial audit.

Metric   The Trust will complete the FY 2011 financial audit by November 15, 2011 as 

required by regulation.    

6.1.2  Review personnel, operational and HR policies to ensure control processes are in

place and approved.

Metric   Trust policies are reviewed, revised, submitted to the Board of Trustees and 

approved before the end of FY 2011. 

6.1.3   Conduct financial analysis to determine the return on investment and economic

growth possibilities of Preserve and SEC lodging, merchandise sales and food service.

Metric   Detailed cost benefit analysis of expenditures, revenues and profitability of 

programs resulting in pricing and revenue recommendations to improve cost recovery are 

completed. 

6.1.4  Enhance purchasing efficiency by streamlining credit card usage through

approved purchasing agents and increased limits.

Metric   Needs assessment conducted, cardholders identified, approval process established, 

purchasing limits expanded and bureaucratic red tape reduced resulting in further 

improvement in purchasing delays.

6.2  Communications and Marketing

6.2.1  Increase media and advertising impressions to nine million statewide by

developing collaborations with NGOs, government partners and expansion of existing

media programs.

Metric   Addition of marketing through social media (Twitter, Facebook) and 

collaborations with NM State Parks, Tourism, Bandelier, SFNF and local chambers will 

contribute to word of mouth and formal promotion resulting in at least a 20% increase in 

visitation and 10% increase in revenue and nine million impressions. 

6.2.2  Establish robust web presence for the Science and Education Center and

programs, Preserve lodging, activities, and on­line retail offerings to increase revenue

and visitation bookings.

Metric   Expand Facebook use, email communications and site hits. Search engine is in 

place for site and individual pages. Increased on‐line merchandise purchases and web site 

page hits are recorded.  
50

6.2.3 Network Improvements to improve bandwidth available to Trust offices and 

reduce overall costs of Internet Services.

Metric Local internet service and bandwidth improve computing and VoIP at lower cost 

and better functionality through a combination of upgrades to MPLS and EIA lines and 

installation of PBX systems.

6.2.4 Upgrade several aging servers and provide file servers at satellite locations.

Metric Servers purchased, installed and existing services migrated to new hardware.

6.2.5 Information systems upgrades to website and on-line services.

Metric Site Search capabilities, map features, and advertising are established and active 

on the website. Technology testing and launch of the Web retail store are complete. 

6.3 Preserve Operations

6.3.1 Riparian habitat restoration to ensure the natural stream functions continue in 

a desirable direction. 

Metric Initiate San Antonio Creek Watershed restoration activities which use innovative 

restoration techniques being pioneered in New Mexico (including in-stream and floodplain 

restoration measures), address the needs of the Jemez watershed, and develop new 

partnerships to reduce costs to Preserve.

6.3.2 Improve rangeland habitat to increase available water and forage for wildlife 

and livestock while maintaining ecologically viable conditions.

Metric Identification of all areas on Preserve with earthen stock tanks that need 

improvement or modification accomplished. Complete the improvement or modification of 

four earthen stock tanks in strategic areas of the Preserve to maximize water harvesting for 

wildlife and livestock.

6.3.3 Complete environmental analyses of programs to finish transition to 

comprehensive management of visitation and resource management of the Preserve. 

Metric In fiscal year 2010, the trust completed scoping and alternative development. In 

fiscal year 2011 the public will have the opportunity to review these alternatives as well as 

the draft Environmental Impact Statements, with a Record of Decision to be made on both 

projects by the end of the fiscal year. Record of Decision will be signed in 2011.
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6.3.4 Improve the signage along the section of NM State Road 4 that is within the 

Preserve.

Metric

 Update and install accurate interpretive signs along 3 of the 6 pullouts overseeing 

the Valle Grande

 Complete design work for monumental boundary signs and entry sign within the 

context of the Valle Grande 

 Work with NMDOT to get permits and clearance to install the signs

 Put contract package out for solicitation of bids to install the signs

 Select a contractor to implement and construct according to the design

 Provide oversight and management of construction until work is completed

6.3.5 Reduce hazardous fuels and restore ecosystem structure, composition, and 

health of the Preserve’s forests. 

Metric

 Implement mechanical treatments and prescribed fire to restore over 2000 acres of 

significantly departed fire adapted forests. 

 Prepare approximately 2400 acres of forest and 5000 acres of grassland for 

implementation in 2012. This includes project layout, archeological survey and 

clearance, contract preparation, burn plan preparation, along with baseline 

monitoring. 

6.3.6 Improve the driving conditions of Preserve roads while mitigating erosion 

problems and maintaining natural water flow.

Metric The improvement of at least 8 miles of VC08, VC06, and VC03 including the 

addition of proper drainage systems such as culverts, wing ditches, and rolling dips. The 

grading and maintenance of an additional 50 miles of internal Preserve roads to increase 

public safety and mitigate erosion problems will be planned.

6.3.7 Decrease the number of noxious weeds and eventual extirpation of all noxious 

weeds to improve rangeland conditions.

Metric Continue to perform noxious weed surveys on the Preserve to identify locations of 

populations of weeds requiring treatment. Treatment of identified populations using hand 

digging or spot spraying of approved herbicides.

6.3.8 Improve the success of the livestock program by maximizing the number of cattle 

grazing on the Preserve thus increasing the financial return to the Trust while 

minimizing the negative ecological impacts.
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Metric   Achieve the highest stocking rates allowed under the forthcoming FY11 Range 

Readiness Report and make sure the authorized rate is complied with. 

6.3.9  Implement visitor counting system similar to what is used by other public land

agencies.

Metric   The system will be implemented to count visits to Highway 4 pullouts and major 

access points to the Preserve. Bringing our visitor counting system on par with other public 

lands will assure reasonable comparisons of visitor counts with other public lands and 

allow a better analysis of visitation. 

6.3.10  Expand opportunities and explore suitable locations for camping on the

Preserve.

Metric   In spite of camping opportunities surrounding the Preserve, many of the guests 

request to camp on the property.  An evaluation will be made of potential sites for rustic 

camping and implemented if deemed feasible.  

6.3.11  Expand partnerships for access with neighboring lands.

Metric   The Trust has explored seasonal access points with surrounding public lands and 

is ready to work with neighbors to implement a few of the most promising ideas. 

6.3.12  Institute program to allow manageable volume of private vehicles to traverse

the Preserve.

Metric   A portion of the visitors to the Preserve would like to drive across the property in 

personal vehicles and improvements in roads could facilitate limited numbers of vehicles 

to be permitted on a daily basis.

6.4  Science and Education

6.4.1  Continue the Natural Resources Inventory and publish findings.

Metric  Geology and soils projects were completed in 2010 and will be published and 

available on the VCT web site in 2011.  Insect surveys will be continued during the 2011 

field season, and additional species added to the inventory list and archived collections.

6.4.2  Evaluate and adaptively respond to changes in the Preserve discovered through

continued Natural Resources Monitoring.    

Metric   In 2011, the Trust’s objectives for natural resource monitoring will be to continue 

ongoing monitoring activities for climate, stream water quality and discharge amounts, 

vegetation forage production and utilization by wildlife and livestock, plant biodiversity 
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and cover, impacts of elk and livestock on riparian ecosystems, fish populations (all 

species), elk populations (including predator impacts on calf survival) and movements, and 

landscape‐level ecosystem productivity.  A major expansion of the monitoring program will 

be directed at the forest restoration project (CFLRP described in Section 5) to evaluate 

ongoing forest thinning, burning and riparian restoration. These programs will be 

evaluated by (1) completion of all field data acquisitions, and (2) completion of data 

analyses for (3) incorporation into Trust resource assessment, management planning and 

implementation. 

6.4.3  Continue to encourage natural resources research through collaboration with

outside entities, scientists, institutions and other partners.  

Metric   Indicators for science community interest in studying the Valles Caldera National 

Preserve can be gleaned from the number of projects conducted, the amount of funding 

generated to support these projects, and the number of publications/presentations 

resulting from the research.  In addition, the information generated from these studies may 

be applied to decision‐making processes for management actions.  The Trust will endeavor 

to continue support for all permitted non‐VCT research projects, provide appropriate 

administrative and logistical support when possible, and participate in collaborative grant 

proposals with interested scientific groups.

6.4.4  Cultural Resources  

Metric  The Valles Caldera Preservation Act empowers the Trust “to protect and preserve 

the scientific, scenic, geologic, watershed, fish, wildlife, historic, cultural, and recreational 

values of the Preserve.”  Thus, in 2011, the Cultural Resource Program objectives will 

include:

(1) Planning support in the development of Preserve programs, including contribution 

to the NEPA process and documents, and pre‐planning input to insure that cultural 

resources preservation is considered early in the planning process. 

(2) Organizing and completing field investigations in advance of on‐the‐ground projects 

and new Preserve activities.  In particular in FY11, planning for the Landscape 

Restoration and Management Plan will include developing and implementing an 

efficient and effective approach to CR survey for the numerous acres to be included 

in this Preserve‐wide project.   

(3) Conduct consultation with tribes to alert them of Preserve activities that may be of 

interest and to consider their concerns and ideas as part of early planning for 

programs and projects.   

(4) Maintain a strong relationship with the NM State Historic Preservation Office in 

support of Trust preservation and knowledge building goals.   

(5) Build knowledge of historic and prehistoric land‐use in the caldera.  Projects in FY 

2011 include completion of the Baca Ranch Headquarters Historic District 
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ELK HERD

NEAR

TREE LINE

–

ROURKE

MCDERMOTT

nomination to the National Register of Historic Places, further developing the Banco 

Bonito High Elevation Agriculture Study, and continuation of the projectile point 

typology and ceramic studies to understand broad patterns in human land‐use, to 

illuminate historic and Ancestral Puebloan use of the Preserve, and to provide 

regional context for prehistoric caldera‐use.  

6.4.5  Ensure the economic success of the Science and Education Center.

Metric   Cost benefit analysis of lodging, food service and activities performed and pricing 

adjusted to ensure economic projections are attained. 

6.4.6   Increase occupancy, utilization and revenue of SEC.

Metric  Additional SEC programs developed and marketed to a wider clientele will  

increase utilization and occupancy resulting in an increase in revenue sufficient to at least 

cover facility costs in 2011. 
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