Volcanic Legacy Community
Partnership
1
2
3
4
Table of Contents
1. Introduction
Page
7
2. Background and Current Projects
8
3. Awareness of Byway Assets and Marketing
11
4. Economic Value of Byway Tourism and Benefit to Communities
12
5. Current Funding Outlook for Scenic Byways
12
6. Vision and Mission Statements
13
7. Our Core Values
13
8. Strategic Goals and Action Plan for 2014 to 2019
14
9. Monitoring Strategic Plan Accomplishments
19
Appendix A: Partners Attending Strategic Plan Meetings
21
Appendix B: Volcanic Legacy Community Partnership Board of Directors
25
Appendix C: Current or Past Funded Volcanic Legacy Scenic Byway Projects
27
5
6
1. Introduction
The Volcanic Legacy Community Partnership (VLCP) is a 501(c)3 nonprofit corporation, formed
in 2003, to champion the Volcanic Legacy Scenic Byway (VLSB), an All American Road. The
byway received national designation as an All American Road in 1997 (Oregon section) and
2002 (California section). It is one of only 31 All American Roads in the United States with this
distinction. This magnificent 500 mile scenic drive winds its way from Crater Lake National Park
in Oregon to Lassen Volcanic National Park and Lake Almanor in northeastern California. The
byway offers views of dramatic volcanic landscapes that are found nowhere else in America. All
four types of volcanoes that exist in the world can be found along this byway - composite or
strato-volcanoes, shield volcanoes, plug domes, and cinder cones. Thumping mud pots, boiling
pools, steaming fumaroles, lava tube caves and a host of other features await byway travelers
as they begin their journey.
The VLCP supports cooperative tourism marketing and economic revitalization of rural
communities along the byway through the grants and programs we implement. Many byway
communities are in transition from a resource-based to a more tourist-based economy. By its
very nature as a linear corridor, the byway links the VLCP, communities, tourism organizations
and governmental agencies together. VLCP activities are intended to complement all of their
efforts to promote the byway.
As our name implies, the VLCP believes in the power of partnerships and working together. We
will continue to strengthen these partnerships well into the future to:



Implement the byway Corridor Management Plan (CMP) to achieve the byway’s vision
and shared goals.
Provide high quality interpretive products that showcase the outstanding scenic
attractions, geologic significance, natural resources, and cultural history of the byway
and provide life-enriching experiences to visitors.
Support community and agency goals for sustainable tourism and stewardship of byway
resources.
In 2013, the VLCP received a grant from the National Environmental Education Foundation
(NEEF) to prepare an update to our 2006 Strategic Plan and assess our capacity to better serve
byway communities as “The Official Byway Organization” for the VLSB. Over the course of the
next year, the Board of Directors and byway partners met to draft the plan. This plan outlines
our vision, mission, core values and SMART goals for the byway over the next five years. An
action plan of activities is described under each goal to validate they are Specific, Measureable,
Attainable, Results-oriented, and Time-bound. The plan creates a framework for continued
partner cooperation and we invite our byway partners to make this plan yours as well as ours.
7
2. Background and Current Projects
The Oregon and California portions of the byway were designated through the grass roots
effort of strongly committed stakeholders from the public agencies, communities, and tourism
organizations along the byway. A strong sense of commitment to the vision of the byway was
evident. A byway steering group was envisioned in the 2002 California Corridor Management
Plan to mobilize cooperative marketing and development of the newly designated byway. The
VLCP was then formed in 2003. A Memorandum of Understanding was signed in 2004 by all
county, city, agency and tourism stakeholders, including the VLCP. Management goals in the
MOU were to:
1.
2.
3.
4.
5.
6.
Have one integrated Corridor Management Plan
Build economic development and diversification.
Showcase Southern Oregon and Northern California.
Support scenic conservation.
Expand and maintain quality visitor services and facilities.
Support recreation and transportation facilities that enhance the byway experience and
meet legal requirements for safety and accessibility.
The MOU identified a three tier organizational structure: 1) VLCP and all community
stakeholders, tourism interests and visitors; 2) an Executive Team composed of public agency
leaders and county/city elected officials (decision-makers); and 3) the byway “core team” who
provided day-to-day oversight of byway projects (composed of representatives from the other
two tiers). Regular “core team” meetings were typically held three times/year to plan, share
resources, and take collective action on byway projects. The engineering staff officer from the
Fremont-Winema National Forest facilitated the meetings. When this person transferred to
another forest in 2008, the momentum to hold more meetings slowed until the point there
were no meetings. The MOU expired in October 2008. Good work continues on numerous
fronts, but often in an isolated manner from the other partners. One of the key benefits of the
“core team” was cooperative planning and implementation of byway projects, which no longer
happens on a regular basis now.
VLCP’s capacity to work on projects was also strained by our small Board with limited hours to
volunteer their time. The Board questioned our organization’s role for the byway. We simply
cannot, nor do we wish to compete with the exemplary marketing programs provided by other
tourism organizations. Nor do we wish to divert funds that these experts need. What VLCP can
do is fill any identified gaps. In the past ten years, the VLCP has received or written grants for
our partners totaling $942,087.
8
2011 was also a year of significant organizational change for the VLCP. We elected six new
Board members and officers who represent a cross-section of byway communities and
agencies. We continue to recruit new Board members from all 11 byway regions. We revised
our bookkeeping procedures to provide greater transparency in our finances. We engaged
byway partners and communities to complete several byway grant projects that were delayed.
Key VLCP accomplishments over past three years (and pending projects for the future) are
listed below. The majority of these projects were funded by National Scenic Byways Program
grants through the US Federal Highway Administration.
2011 Accomplishments:
a. Initiated the design of a new VLSB map brochure, which has the descriptions of 85
significant sites along the byway.
b. Worked with the U.S. Forest Service to write/edit the interpretive plan for the Lassen
and Tulelake regions of the byway.
c. Enhanced the byway website.
d. Entered into an agreement with Shasta Cascade Wonderland Association (SCWA) to
reprint the Northern California Recreation Map showing the entire byway in both
California and Oregon.
e. Participated on the five-member trail core team planning the acquisition and
development of the 80-mile Great Shasta Rail Trail between Burney and McCloud with a
spur to Hambone. This project is ongoing with an expected completion date in 2015.
f. Coordinated with community partners and Collins Pine to establish the 12-mile Almanor
Rail Trail between Clear Creek and Chester (Plumas County).
g. Worked with the Fremont-Winema National Forest to plan and install interpretive
byway kiosks at the Chemalt Train Station, south Highway 97 Rest Stop (near Beaver
Marsh), Annie Creek Sno-Park, Crystal Springs Rest Area, Pelican Guard Station, north
and south lanes on Highway 140 at the top of Doak Mountain, and the Midland Rest
Area/Welcome Center on Highway 97 south of Klamath Falls. Partners included the
Oregon Department of Transportation and Fremont-Winema NF.
2012 Accomplishments:
a. Completed and printed the last Interpretive Plan for those byway segments that did not
have a Plan (Lassen and Tulelake). Identified byway interpretive sites worthy of future
development to showcase the best of what the byway has to offer.
b. Identified five byway interpretive sites for landscape designs. Conceptual designs and
cost estimates for all five sites were completed by the U.S. Forest Service to apply for
future grants.
c. Finalized and printed 75,000 copies of the byway map for free distribution to the public
by byway partners.
d. Awarded the contract to prepare a VLSB guide book to InHouse Marketing Group.
e. Successfully received one Scenic Byways grant for public education and outreach.
9
2013 Accomplishments:
a. Northern California Recreation map was printed (SCWA).
b. Co-wrote draft GSRT Trail Concept Plan with the core team and National Park Service
(under the agency’s Rivers, Trails, and Community Assistance Program).
c. Successfully received five grants (two for the Great Shasta Rail Trail, one for the Byway
Corridor Management Plan update, one for VLCP Capacity Building, and one to print the
VLSB guide book).
d. Completed writing/editing the 160-page VLSB guide book.
e. Received several guide book paid sponsorships to expand our interpretive efforts.
f. Successfully wrote a grant for Lassen Land and Trails Trust (LLTT), which received
funding to acquire seven acres behind the historic Susanville Railroad Depot Visitor
Center and extend the Bizz Johnson National Recreation Trail.
g. Participated on the LLTT Trails Committee to plan and develop new trails in Lassen
County under the county’s “Bike Lassen” initiative.
h. Supported the “Cycle Siskiyou” initiative to map and promote road bike trips in the
county.
i. Refreshed VLSB web site in partnership with SCWA.
2014 Current Projects:
a. Print the VLSB guide book and distribute to sales outlets.
b. Prepare Epub version of guide book.
c. Complete marketing plan tasks for the guide book with partner assistance.
d. Close out the Klamath County grant to print the VLSB guide book.
e. Initiate work on two Great Shasta Rail Trail (GRST) grants.
f. Complete GSRT Trail Concept Plan with the core team.
g. Close-out two Scenic Byways grants (guide book, and public education and outreach)
h. Complete the VLCP Strategic Plan with partners.
i. Close out National Environmental Education Foundation grant for capacity building.
j. Develop VLCP funding plan based on organizational and partner priorities for projects.
k. Initiate work on the Medicine Lake Volcano interpretive guide book.
l. Refresh VLSB Facebook and keep current.
m. Refresh VLSB web site to include adding a calendar of events along the byway and other
pertinent information as directed by the VLCP Board and byway partners.
n. Finalize VLCP funding plan with partners.
o. Conduct visitor surveys using Survey Monkey and post on the VLSB web site.
2015 Planned Projects:
a. Complete the two Great Shasta Rail Trail grants.
b. Finalize and print Medicine Lake Volcano interpretive guide.
c. Continue VLCP participation and/or support for county bike trail initiatives.
d. Implement the VLCP Strategic Plan and funding plan.
10
3. Awareness of Byway Assets and Marketing
Since the late 1980’s, the economy in northeastern California and southeastern Oregon has
undergone a dramatic change. An economy that was largely based on timber harvesting and
milling has now become more diversified after historic harvest levels plunged. This economic
down turn prompted community leaders to reevaluate the use of the natural resource assets in
the region. Many of these leaders believe tourism is an important economic component for the
future.
In determining how to best market the byway for tourism, one needs to look at both the assets
and the liabilities of northeastern California and southeastern Oregon. What is a unique asset
can be a liability as well. For example, this is a huge area. Although representing just ten
percent of California, and less than ten percent of Oregon, the byway region is larger than
several individual states. This is an asset because it provides vast areas of wide-open space
across public land. However, it is often difficult to get around because of the long distances
between attractions and community services. The region has a lack of air service from multiple
locations around the country. There are only three regional airports with a limited amount of
air traffic. Bus and rail service is minimal and practically unavailable to the most remote areas
of the region.
As our population ages, more individuals are looking for activities that not only provide a
needed rest from work, but also an opportunity for education. Many travelers are looking for
cultural and historic activities of which there is no shortage of in the byway region. Beside the
unique geologic features along the byway, the region’s Gold Rush, the strong heritage of Native
Americans, and the prevalent influence of ranching and its role in western history certainly
have value when designing itineraries for travelers.
A major concern is not a lack of product (the region’s distinct natural resources and scenic
beauty), but a lack of knowledge of the possibilities for the potential traveler. Volcanism along
the byway is complex and dramatic. A large portion of the traveling public (both domestic and
international) finds these features extremely interesting. Knowing the significance of the
byway’s assets is half the battle, leaving the lack of consumer knowledge as the only stumbling
block. Byway tourism organizations can tackle this awareness issue through cooperative
marketing. Together, we can make the byway a top travel destination in the West. This
amazing All American Road - the place we call home has all the grandeur and allure that visitors
will call unforgettable.
11
4. Economic Value of Byway Tourism and Benefit to Communities
Since the designation of the VLSB in 1997 in Oregon and 2002 in California, the VLCP has been
at a loss when asked to clearly articulate the value of the byway to elected officials and local
residents. In 2012, the America’s Byways Resource Center accepted the VLSB as a case study
for analyzing the economic impacts attributed to the byway. Through visitor spending and
various capital improvement projects along the byway, the VLSB is generating multiple impacts
in the seven-county byway region. The study revealed:



$162.8 million in visitor spending
1,028 jobs
An increase of $24.6 million in job earnings (about $24,000/employee)
In 2010, the estimated total number of visitors (or person trips) to the byway region was 1.94
million. The study found a majority of visitors were day-trippers (64.9 percent), despite the
byway’s relative remoteness. The percent of visitors who stayed overnight was 35.1 percent
with 89.9 percent of these travelers staying in paid accommodations. The average length of
stay for all visitors is 2.3 days while the average number of nights stayed in the region was 4.6
for overnight visitors. Average spending per person/per trip was $56.20 (Dean Runyan, 2010
data). Marketing the byway to encourage longer stays by new consumers is an important
economic development strategy for byway communities.
5. Current Funding Outlook for Scenic Byways
The VLCP Board assumes:




Promotion of the byway is good for the communities along or near its route.
It is in the best interest of those communities to have an organization that is the
byway’s champion.
It is imperative the VLCP stay financially healthy to deliver quality interpretive
information about the array of opportunities travelers can enjoy.
Partnerships are key to all the work that we do.
Unfortunately, the landscape for funding community-based scenic byway organizations and
projects has now changed. After the 2010 federal election cycle, there was a major rollback in
the National Scenic Byways Program. The America’s Byways Resource Center in Duluth,
Minnesota was closed and new federal highway legislation did not include program-specific
funding for scenic byways.
12
Previously, the 31 national scenic byways with All American Road designation could almost
count on annual funding for their programs. The VLSB benefited significantly from this funding,
having received several hundred thousand dollars in grants since 2003 (see Appendix C). With
available federal funding for byway organizations now virtually nonexistent, a sustainable
funding plan is critical for VLCP support for the byway. The most significant need is developing
more consumer awareness of the byway and the communities along its route through high
quality interpretive materials. The VLCP does not intend to “reinvent the wheel” when it comes
to tourism marketing, but it is imperative for the organization to continue to keep the byway as
a top of mind attraction with tourism organizations who promote their respective areas.
While the VLCP does not anticipate major marketing programs on its own, some funding is
needed to cover base operating costs and interpretive materials. Also, the VLCP has the best
chance of receiving potential grants which might become available for scenic byway programs.
These grants can be used to partner with the various tourism organizations in the byway region.
Under the new highway legislation (MAP-21) and the Active Transportation Program, there is
funding for highway improvements, byway signing, trail development, and some noninfrastructure projects. With the exception of trail grants, nonprofits like the VLCP are ineligible
to apply. Our organization will have to partner with another federal, state or local agency as
the applicant.
6. Vision and Mission Statements
Our Vision
The place we call home; the place you call unforgettable. The dramatic volcanic landscapes
along Volcanic Legacy Scenic Byway All American Road invite exploration and self-discovery – an
experience like no other.
Our Mission
Through our partnerships, programs and projects, we preserve the intrinsic qualities of the
byway, promote opportunities for travelers to discover life-enriching experiences along its route,
and stimulate the economic vitality and quality of life in the region’s communities.
7. Our Core Values
Values and goals support the vision and mission for the byway and provide the basis for the
objectives in Section 8. Values and goals are ambitious, broad statements of desired
conditions. Objectives (tangible, measureable outcomes) are more specific action statements
that address how values will be realized and goals will be achieved by 2019. Objectives are
actions that the VLCP and its partners will work together to implement.
13
Our Core Values
Stewardship: We promote actions that preserve and protect the sensitive and unique intrinsic
qualities of the byway (scenic, recreational, geologic, natural, cultural and historic features) that
led to its designation as an All American Road.
Collaboration: We are committed to effective collaboration with all byway partners to achieve
our vision and common goals. We work in a positive and cooperative manner to make the most
of the resources available to our organization. We are committed to mutual trust and respect
with our partners.
Integrity: Integrity is the foundation of all our work. We understand that our success and
reputation depends on our integrity as an organization. We endeavor to use consistent,
reliable decision-making and partner advice to guide our efforts. We maintain the highest
standards in business and accounting practices with our grantors, donors and other partners.
Community Service: We recognize the byway was established to preserve its many intrinsic
qualities and to stimulate the economic vitality of nearby rural communities through tourism.
We respect local interests and their culture when agreeing on byway goals and project
implementation. We will ensure the new byway corridor management plan is consistent with
community visions, local plans, initiatives and programs.
Sustainable Tourism: The VLCP markets the byway’s identity so it will be known as a worldclass tourism destination. We promote year-round tourism in ways that preserve the cultural
traditions and rural lifestyles of byway communities and minimize impacts on sensitive
resources. We responsibly convey information to visitors to enhance their travel experience
and encourage personal stewardship of byway resources. We offer an array of high-quality
educational and interpretive materials about byway attractions that appeal to all generations.
Organizational Capacity and Effectiveness: We hold ourselves accountable to completing
projects on schedule. We evaluate the effectiveness of our projects, and communicate and
celebrate accomplishments with our community and agency partners. The VLCP has sufficient
resources to ensure our long term sustainability and ability to achieve strategic goals.
8. Strategic Goals and Action Plan for 2014 to 2019
Stewardship
Goal:
a. Byway improvements will preserve its intrinsic qualities.
14
Stewardship
Project Name
Stewardship
Byway
improvements
Roadside
appearance
Description and Location
Project Lead
Increase awareness for the
preservation and stewardship of
byway resources in media materials
and public outreach.
Encourage communities to plan and
develop improvements with
consideration of the byway’s
intrinsic qualities.
Encourage communities to restore
blighted areas within view of the
byway.
Est. Plan Date
VLCP and partners
On-going
Est.
Implement
Date
On-going
VLCP and partners
On-going
On-going
VLCP and partners
On-going
On-going
Stewardship - Measures of Effectiveness:
a. Byway improvements will conserve the byway’s intrinsic qualities, are of lasting quality,
unobtrusive, and blend in with the natural environment and community setting.
b. Roadside blight is removed.
c. Media materials contain stewardship messages, e.g. Leave No Trace, Tread Lightly, Pack
In/Pack Out, volunteer opportunities, etc.
Collaboration
Goals:
a. Strengthen community and agency partnerships to avoid duplication, enhance
effectiveness, and leverage funds, human capital and resources.
Collaboration
Project Name
Description and Location
Communication/PR
Plan
Prepare a communication plan to
share current byway information
with community leaders and
elected officials
Assess the need for a partner MOU
to strengthen collaboration and
guide accomplishment of byway
projects.
Assess need for a byway core team
or committee to guide cooperative
planning and implementation of
byway projects.
Schedule a calendar of future
meetings to plan and implement
byway projects
Byway MOU
Bi-state byway core
team
Partnership
Meetings
Project Lead
15
Est. Plan Date
(month/year)
VLCP and partners
5/14
Est.
Implement
Date
ongoing
VLCP and partners
3/14
7/14
VLCP and partners
3/14
7/14
VLCP and partners
5/14
6/14
Collaboration - Measures of Effectiveness:
a. Communication Plan is prepared and implemented throughout the year. Community
leaders and elected officials are regularly briefed about byway activities and feedback is
sought.
b. Partnership MOU is in place with a committed byway core team providing effective
leadership to guide project accomplishment and leverage partner support.
c. Year-long calendar of core team meetings is established.
d. Broader partner meetings to celebrate accomplishments and plan new projects are held
at least annually.
Integrity
Goal:
a. We demonstrate integrity and commitment to teamwork and financial accountability.
Integrity
Project Name
VLCP business
operations
Description and Location
Project Lead
Maintain current or develop new
business procedures that provide
transparency in VLCP operations
VLCP
Est. Plan Date
(month/year)
On-going
Est. Implement
Date
On-going
Integrity - Measure of Effectiveness:
Business procedures are in place to ensure responsible Board oversight, financial
accountability, and commitment to the principles of teamwork that build trust.
Community Service
Goals:
a. Update and consolidate two state Corridor Management Plans into one Plan for the
entire byway.
b. Provide formal opportunities for partner and public participation in the planning and
implementation of byway projects.
c. Continue to foster public interest as well as a “sense of ownership” in the health and
welfare of the byway and its potential to provide broad-reaching community benefits.
d. Support community improvement plans for the byway.
16
Community Service
Project Name
Corridor
Management Plan
update
Corridor
Management Plan
update
Regional and
national byway
marketing strategy
Description and Location
Project Lead
Provide opportunities for public
engagement and participation;
complete the Plan update.
Integrate and support local
planning goals and objectives
relevant to the byway.
Encourage local Chambers and
other tourism interests to
participate in the strategy’s
development and implementation.
VLCP and partners
Est. Plan Date
(month/year)
7/14
Est. Implement
Date
12/15
VLCP and partners
7/14
12/15
VLCP and partners
5/14
On-going
Community Service - Measures of Effectiveness:
a. The Corridor Management Plan (CMP) is completed with community participation and
support to implement the CMP Action Plan, which identifies future byway projects.
b. A regional/national byway marketing strategy is completed by partners to better
leverage partner funds, capacity and resources.
Sustainable Tourism
Goals:
a. Expand business growth, tax revenues and jobs in locations that want and can
adequately support increased visitation.
b. Provide high-quality interpretive and educational materials to byway travelers in
multiple ways that will facilitate self-discovery and appreciation for byway stewardship.
c. Increase the exposure of the byway through various media (print, audio/video, and
social media).
d. Increase the byway’s visibility as a national destination attraction. Create more market
penetration and extend the byway’s “reach” to new audiences and potential consumers
(both domestic and international travelers).
e. Establish a stronger presence within the travel industry through outreach and education
and links to destination marketing organizations, and other partners and agencies.
f. Identify and complement tourism promotion to niche markets (e.g. road bikers,
mountain bikers, motorcyclists, foodies, beer lovers, couples, etc.)
17
Sustainable Tourism
Project Name
VLSB guide book
VLSB guide book
marketing plan
E-pub of guide
VLSB guide book
marketing plan
Medicine Lake
Volcano guide
Regional and
national byway
marketing strategy
Visitor surveys
Description and Location
Project Lead
Print
Finalize marketing plan and
distribute guide to sales outlets.
Create and post E-pub on internet
for sale.
Implement marketing plan across
various media.
Prepare an interpretive brochure of
the area, including Lava Beds NM.
Prepare a regional/national byway
marketing plan with tourism
partners to include website
enhancement, adding a calendar of
events, refreshing YouTube page
and creating social media
marketing campaign.
Develop and implement a visitor
survey form to evaluate existing
programs and plan new strategies.
Est. Plan
Start Date
(month/year)
11/12
2/12
2/2014
3/14
3/14
4/14
VLCP and partners
3/14
VLCP, USGS, LBNM,
FS, Modoc Tribe
VLCP, SCWA,
Discover Klamath,
Mt. Shasta
Chamber, others
6/14
3/14 &
ongoing
11/15
4/14
11/14
VLCP and partners
2/14
3/14
VLCP
VLCP and Discover
Klamath
VLCP
Est. Implement
Date
Sustainable Tourism - Measures of Effectiveness:
a. Track activity on social media and comments before and after social media plan
implementation.
b. Regional and national/international marketing strategy is completed and implemented.
c. Visitor survey is completed and made available. Feedback from surveys is evaluated for
continuous improvement of marketing strategies and dissemination of travel
information.
d. Byway guides are completed and visitor response is evaluated.
Organizational Capacity and Effectiveness
Goals:
a. Complete byway projects on schedule.
b. Grow the VLCP Board of Directors so all byway regions are represented and have a voice
in Board planning and decisions.
c. Develop a succession plan for Board officers.
d. Aggressively pursue partnership opportunities to augment VLCP’s budget to fund base
operations and our ability to contribute to partner needs.
e. Assess funding opportunities to implement high priority byway projects that promote
tourism, economic revitalization of byway communities, and the public’s appreciation of
the byway’s assets.
18
Organizational
Capacity and
Effectiveness
Project Name
VLCP
VLCP brochure
VLCP Board
VLCP Board
VLCP funding plan
Partner/sponsor
database
Sponsorships
Grants
Forest Service/VLCP
partnership
Description and Location
Project Lead
Prepare annual budgets and project
work plans.
Create a paper and online Volcanic
Legacy Community Partnership
brochure to share our
vision/mission and goals with
prospective Directors.
Recruit more Directors to the
Board.
Prepare a succession plan for Board
officers.
Develop a VLCP funding plan.
Establish a database of potential
partners/sponsors.
Reach out to prospective
sponsorships.
Compile a list of grant prospects to
implement partner projects and
apply as requested.
Develop a request for proposal for
a special use permit on public
lands, with a percentage of the fees
collected going to the VLCP.
VLCP
Est. Plan
Start Date
(month/year)
Est.
Implement
Date
VLCP
October of
each year
5/14
January of
each year
5/14
VLCP
On-going
On-going
VLCP
10/14
10/14
VLCP and partners
VLCP
5/2014
On-going
12/2014
On-going
VLCP
6/14
On-going
VLCP and partners
On-going
On-going
Fremont-Winema
NF
6/14
3/15
Organizational Capacity and Effectiveness - Measures of Effectiveness:
a. Annual budgets and project work plans are prepared.
b. Directors from each of the 11 byway regions are successfully recruited to serve on the
Board.
c. A succession plan for Board officers is in place.
d. Funding and sponsorship strategy is developed. Paid sponsorships are obtained to
augment VLCP’s budget and support byway projects.
e. Track the number of grants that are applied for to support byway partners and
implement projects.
9. Monitoring Strategic Plan Accomplishments
a. Annually evaluate measures of effectiveness for each strategic goal and action item.
b. Prepare an annual VLCP progress report and publicize results to byway partners and the
public. Celebrate successes!
c. Identify “course corrections” where needed.
19
20
Appendix A
Partners Attending Strategic Plan Meetings
Redding, CA - VLCP Partnership Meeting, 2/12/2014
Name
Richard Dinges
Elizabeth Norton
Anne Kerns
Aaron Casas
Michelle Millette
Catherine Camp
Lisa May
Laurie Baker
Lisa Wilkolak
Brenda Tracy
Organization
Dunsmuir Chamber of Commerce
Volcanic Legacy Community Partnership
Burney Chamber of Commerce
CalTrans
CalTrans
MacArthur-Burney Falls Interpretation Association
Shasta Cascade Wonderland Association
Shasta Cascade Wonderland Association/Redding
Convention and Visitors Bureau
Lassen Volcanic National Park
Shasta -Trinity National Forest
Klamath Falls, OR - VLCP Partner Meeting, 12/13/2014
Name
Butch Hansen
Margaret Bailey
Marsha McCabe
Krys Smith
Hallie Rasmussen
George Gregory
Laura Allen
Chris Baldwin
Julie Black
George Jennings
Jim Chadderdon
Craig Ackerman
Mike Reynolds
Elizabeth Norton
Organization
Oregon Department of Transportation (ODOT)
Fremont-Winema National Forest
Crater Lake National Park
Modoc National Forest Service
US Fish & Wildlife Service
Lake of the Woods Resort
USFS -Gooseneck Ranger District
Butte Valley Chamber of Commerce
30-Mile Group
Cycle Siskiyou.com
Discover Klamath
Crater Lake National Park
Lava Beds & Tulelake National Monuments
Volcanic Legacy Community Partnership
21
22
Partner Meetings
23
24
Appendix B
Volcanic Legacy Community Partnership
Board of Directors
Board of Directors – Volcanic Legacy Community Partnership
Name
Elizabeth Norton
Officer
President
Treasurer
Laura Allen
Secretary
Margaret Bailey
Craig Ackerman
Sherrie Thrall
Lisa Wilkolak
Affiliation
Gold Run Ranch, Susanville, CA
U.S. Forest Service, Klamath National Forest,
Macdoel, CA
U.S. Forest Service, Fremont-Winema National
Forest, Klamath Falls, OR
U.S. National Park Service, Crater Lake National Park,
Crater Lake, OR
County of Plumas, Board of Supervisors, Chester, CA
U.S. National Park Service, Lassen Volcanic National
Park, Mineral, CA
25
26
Appendix C
1/31/2014 - Current or Past Funded Volcanic Legacy Scenic Byway Projects
Year
2013
2013
2012
2012
2012
2012
2012
2012
2011
2010
2009
Grant Number
Rec. Trails
Program
Grant Title
Reach Lassen Peak
Trail
Klamath Co.
Tourism
Forest Service
RAC
Nat'l Env. Educ.
Foundation
SB-2012-CA57214
SB-2012-CA57177
Printing VLSB Guide
Book
GSRT Eng. Inspections
& Planning
SB-2012-CA57149
SB-2012-CA57258
SB-2011-CA56519
SB-2010-CA55889
SB-2009-CA55300
Column
E - Grant
Amount
Applicant or
Administrator
Lassen
Volcanic NP $200,000
Amount
Spent as of
12/31/13
Grant
Balance as
of 12/31/13
Percent
Spent
VLCP
$10,000
$0
$10,000
VLCP
$11,252
$0
$11,252
0%
VLCP Capacity Building
VLCP
$5,000
$3,500
30.0%
VLSB CMP Update
GSRT Eng. Inspections
& Planning
VLSB Orientation
Stations/Interpretation
Panels
VLCP
$39,299
$39,299
0%
VLCP
$184,230
$1,500
pending
award
pending
award
$184,230
0%
Ore-CAL
RC&D
$284,322
Not funded
Byway Interpretation
SCWA
$65,090
Not funded
Byway Interpretation
Reach Lassen Peak
Trail
SCWA
Lassen
Volcanic NP
CA Geological
Survey
$137,200
Not funded
VLSB Geologic Guide
$199,479
$80,423
27
0%
Status
Awarded
Invoiced
$9,500 on
1/30/14
Waiting for
SB award
To close
3/2014
Feb. 2014
award
Feb. 2014
award
Awarded
Not funded
Grant Number
Grant Title
Applicant or
Administrator
Column
E - Grant
Amount
CASB09
6388(005)
CASB08
6388(004)
CASB076388(003)
VLCP Corridor Mg't
Plan Implementation
VLCP
$40,647
$31,767.54
$8,879.46
VLCP Operations
VLCP
$45,000
$27,129.00
$0.00
VLCP Operations
$25,000
$25,000.00
$0.00
Almanor Picnic Area &
Interpretive Kiosk
VLSB Marketing
Project
$100,000
$10,979.60
$89,020.40
2006
CASB06
6190(021)
CASB06
6388(002)
VLCP
US Forest
Service,
Lassen NF
$90,860
$78,526.85
$12,333.15
2005
CASB05
6190(020)
Volcanic Legacy Scenic
Byway Interpretive
Plan
VLCP
US Forest
Service,
Lassen NF
with VLCP
Volcanic Legacy Scenic
Byway Orientation
Stations
Siskiyou
County with
VLCP and
ORE-CAL
Year
2009
2008
2007
2006
2005
2003
CASB05
5902(052)
CASB036388(001)
VLCP Operations
VLCP
Total VLSB
Grants
Amount
Spent as of
12/31/13
Grant
Balance as
of 12/31/13
$30,696.38 $35,623.62
$2,401.19
spent,
subsequent
funding
$318,700 withdrawn $316,298.81
Percent
Spent
Status
To close
78.2% 6/2014
100% Closed 2012
Closed
100% 2/17/10
11.0% Closed 2012
To close
86.4% 2/2014
$66,320
46.3% Closed 2012
$25,000
0.8% Closed 2012
Closed,
100% 7/1/08
$25,000.00
$0.00
$942,087
Column E Total excludes grants in red that were not funded,
withdrawn or substantially incomplete.
28
29