Oklahoma's State Parks

Summary of Policy Considerations and Agency Recommendations

The Legislature should consider the following:

Clarifying the legislative intent for the State Park System.

• Freezing capital expenditures for OTRD until completion of an asset inventory. Afterwards, the Legislature may consider requiring approval for purchases of capital assets valued at $1
  million or more.
• Requiring Parks to conduct an impact analysis regarding access fees for the State Park System.
• Requiring Parks to present the Legislature with a plan for investments in any assets that will require significant long-term, ongoing maintenance and recapitalization costs, such as lodges and restaurants, among others.
• Requiring the following from OTRD’s budget request:
  • Inclusion of individualized key performance indicators for each park type, based on park function and purpose.
  • Reporting of self-sufficiency metrics, similar to what had been reported by the agency prior to 2013. The metrics should be presented per asset or asset class.
• Requiring Parks implement a new strategic planning process that incorporates stakeholder input from legislators, community members, park visitors, and others.
  • Requiring Parks to produce individualized strategic plans that align with the different types of state parks according to park function and purpose.
• Clarifying the procedure for roads and parking lots maintenance within parks pursuant to 69 O.S. § 502 and 74 O.S. § 2226.
• Requiring Parks to provide industry-specific data and best practices to support management strategy and decisions.
• Identifying specific investments for enhancing the accessibility of activities available at State Parks as an eligible recipient of existing funding streams that have discretion to promote or support public health.

The Oklahoma Tourism and Recreation Department should:

• Identify and implement best practices for long-term strategic planning for the state park system, including aligning strategy with legislative and constituent goals.
• Consider more detailed investment strategies, including a requirement that assets such as lodges and restaurants be self-sustaining or offset any increased budget needs for maintenance and recapitalization through revenue.
• Utilize customer survey data to inform Parks’ expenditures and strategic planning process, with annual reports on customer satisfaction regarding amenities and activities.
• Undertake an independently confirmed asset inventory and maintenance schedule.
• Adopt the U.S. Government Accountability Office’s standards for asset management, including utilizing quality data to maximize the value of Tourism’s asset portfolio.
• Develop an MOU with the Department of Transportation (ODOT) to solidify the two agencies’ working relationship so that appropriate costs for maintaining roads and bridges are
  allocated to ODOT.
• Utilize Not-For-Profit State Park Foundations for supplemental revenue sources, as statutorily authorized (74 O.S. 2225).