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Evaluation of Trail Impact Assessments
for use at Oregon Parks and Recreation Department
Rocky Houston
PA 512 – Capstone Project
June 2012
Faculty Advisor: Dr. Doug Morgan
Portland State University
Hatfield School of Government
Public Administration Division
Center for Public Service
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Table of Contents Executive Summary .................................................................................................... 6
Chapter 1: Introduction and Background............................................................... 8
Chapter 2: Literature Review ................................................................................. 11 National Park Service ............................................................................................................... 11 United States Forest Service .................................................................................................... 11 Bureau of Land Management ................................................................................................... 12 California State Parks ............................................................................................................... 13 Point Sampling or Sample Points Models ................................................................................. 13 Problem Assessment Method ................................................................................................... 14 Lineal Segmentation Inventories ............................................................................................. 15 Qualitative Trail Condition Model ............................................................................................. 15 Summary of Literature Review ................................................................................................ 15
Chapter 3: Research Problem and Objectives ..................................................... 17 Objectives of Research ............................................................................................................ 19 Main Objective: ................................................................................................................................. 19
Sub-objectives: ................................................................................................................................. 19
Chapter 4: Research Methods ................................................................................ 20 Best Practices Review .............................................................................................................. 21 Focus Group ............................................................................................................................. 21 Model Development ................................................................................................................. 22 Adoption ................................................................................................................................... 23
Chapter 5: Research Assessment and Findings ................................................... 25 Research Assessment .............................................................................................................. 25 Research Findings .................................................................................................................... 25 Focus Group ...................................................................................................................................... 25
Model Outline .................................................................................................................................... 27
Level One Priority: Public Safety and Rapid Trail Condition Assessment ................................. 28
Level Two Priority: Public Safety and Trail Problem Assessment .............................................. 32
Level Three Priority: Trail Planning and Trail Inventory and Condition Assessment .............. 36
Model Test ............................................................................................................................... 41 Revised Model Test .................................................................................................................. 42 Focus Group ............................................................................................................................. 45
Leadership Application- Development of Implementation Strategy................. 47 Context of Leadership Opportunity .......................................................................................... 48 Organization Structure – Re-Framing ............................................................................................ 48
Stakeholder Analysis: ....................................................................................................................... 57
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SWOT Analysis: ................................................................................................................................. 58
Leadership Assessment ............................................................................................................ 60 Strengths Assessment ...................................................................................................................... 60
Leadership Strategy ................................................................................................................. 63 Stage 1 – Communication ............................................................................................................... 63
Stage 2 – Training ............................................................................................................................ 65
Stage 3 – Integration ....................................................................................................................... 65
Appendix A: Trail Inventory.................................................................................... 72
Appendix B: Trail Inventory and Condition Assessment .................................... 73
Appendix C: Trail Problem Assessment ................................................................ 74
Appendix D: Trail Rapid Condition Assessment ................................................... 75
Appendix E - Trail Inventory and Assessment Report ......................................... 76
Appendix F - Smart Power Tool ............................................................................... 91 Table A: Sources of Discretionary Power ...................................................................................... 92
Table B: Hard Power ........................................................................................................................ 93
Table C: Soft Power ......................................................................................................................... 94
Table D: Assessment to Discern Smart Power Strategy ............................................................. 95
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Table of Figures Figure 1 - California State Parks Trail Maintenance Prioritization Matrix .................................................. 13 Figure 2 - Comparison of Trail Assessment Methods ................................................................................. 17 Figure 3 - Study Design ............................................................................................................................... 20 Figure 4 - Proposed Time-Frame for Study ................................................................................................. 21 Figure 5 - Focus Group Summary of Core Trail Information Needs ............................................................ 26 Figure 6 - Trails Assessment Hierarchy ....................................................................................................... 27 Figure 7 - Rapid Trail Condition Assessment ............................................................................................... 32 Figure 8 - Trail Problem Assessment .......................................................................................................... 34 Figure 9 - Trail Problem Assessment - Trail Attribute Data Dictionary ....................................................... 36 Figure 10 - Trail Inventory & Assessment ................................................................................................... 38 Figure 11 - Trail Degradation Level Matrix ................................................................................................. 39 Figure 12 - Summary of Trails from Trail Inventory .................................................................................... 40 Figure 13 - Comparison of Trail Inventory and Condition Assessment Models .......................................... 44 Figure 14 - Trail Assessments Hierarchy ..................................................................................................... 45 Figure 15 - Trail Assessments Hierarchy Matrix .......................................................................................... 46 Figure 16 - Human Resource Re-Frame: Assessing Opposition and Support to the Problem and Solution .................................................................................................................................................................... 50 Figure 17 - Structural Re-Frame: Assessing Opposition and Support to the Problem and Solution .......... 51 Figure 18 - Political Re-Frame: Assessing Opposition and Support to the Problem and Solution ............. 53 Figure 19 - Symbolic Re-Frame: Assessing Opposition and Support to the Problem and Solution ........... 54 Figure 20 - Summary of Re-Framing Opposition and Support to Change .................................................. 55 Figure 21 - Summary of Re-Framing Acceptance or Rejection to Proposed Solutions ............................... 56 Figure 22 - Stakeholder Analysis ................................................................................................................. 57 Figure 23 - SWOT Analysis .......................................................................................................................... 59 Figure 24 - Strength Assessment Summary ................................................................................................ 60 Figure 25 - Smart Power Tool...................................................................................................................... 62 Figure 26 - Implementation Plan Timeline .................................................................................................. 63
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Executive Summary
The Oregon Parks and Recreation Department manages nearly 1,000 miles of
recreation trails through its park system, without a system to assess and manage trail
maintenance. Trails are a key recreational amenity that provides safe access to the
natural resources of Oregon. The agency is challenged to provide a world class trail
experience to their users, while protecting the natural resources that are the draw for
millions of users every year. The agency needs a methodology to:
1. Identify problem areas for immediate maintenance or that pose a public
safety concern;
2. A means to systematically assess trails and identify all maintenance needs to
allow for the park manager to prioritize trail maintenance tasks; and
3. A means to assess trail system planning decisions to manage impacts to the
natural resources, make management decisions related to forecasting future
maintenance needs, direct decision making on closing a trail or limiting use
(by user type or season) and creating new trails or re-routing sections of an
existing trail.
This study used a quasi-experimental method to conduct the research. The
design used a focus group to develop data collection priorities for trail assessments.
The design draws from existing trail assessment models to create new model for the
agency. The model will use existing parks to determine the best trail assessment model
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to meet the agency’s needs. A focus group will be used to re-affirm the models efficacy
in collecting trail data.
The research resulted in three trail assessment tools being developed. The first
is a rapid trail condition assessment tool to assess public safety concerns. It is easy to
use, quick and allows annual maintenance needs to be addressed along with the critical
conditional assessments. The second is a trail problem assessment tool that provides
an assessment of problems with the trail and provides a methodology to identify,
diagnosis, and provide a treatment recommendation for the problem. The third trail
assessment tool provides data to assist with trail system planning needs, while
addressing environmental impacts and trail conditions that arise over a period of time.
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Chapter 1: Introduction and Background
The mission of the State Parks and Recreation Department (agency) is to
“provide and protect outstanding, natural, scenic, cultural, historic and recreational sites
for the enjoyment and education of present and future generations.” The agency
manages Oregon’s state parks, recreation programs, community grants and heritage
programs through a headquarters staff in Salem and three field regions. The agency
operates over 233 parks, 950 miles of trail on over 100,000 acres. Oregon’s state parks
are among the most popular in the United States. Their combined day-use and
camping attendance of 44.2 million visitors (2009) consistently ranks the system among
the ten most visited in the nation.
The agency manages nearly 1,000 miles of recreation trails through its park
system, without a system to assess and manage trail maintenance. Trails are a key
recreational amenity that provides safe access to the natural resources of Oregon. The
agency is challenged to provide a world class trail experience to users, while protecting
the natural resources that are the draw for millions of users every year.
When trails are in degraded and in poor condition, the experience is impacted
negatively (Pettebone, Newman, & Theobald, 2009). Trail users become concerned
with personal safety (not falling, slipping, etc.) instead of appreciating the natural world
the trail brings them into. These safety concerns create increased concerns that
negatively impact the aesthetic experience, resulting in customer complaints, a
diminished user experience and potentially fewer users coming to state parks.
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Once a trail gets to a point where someone communicates its poor or unsafe
condition to the agency, most others have just bypassed the site, creating a braided
trail and increased the negative impacts to the trail and adjacent natural resources
(Bruehler & Sondergaard, 2004; Pettebone, Newman, & Theobald, 2009). The agency
needs a methodology to:
1. Identify problem areas for immediate maintenance or that pose a public
safety concern;
2. A means to systematically assess trails and identify all maintenance needs
to allow for the park manager to prioritize trail maintenance tasks; and
3. A means to assess trail system planning decisions to manage impacts to
the natural resources, make management decisions related to forecasting
future maintenance needs, direct decision making on closing a trail or
limiting use (by user type or season) and creating new trails or re-routing
sections of an existing trail.
Most of the agency’s trails were built decades ago and built in a manner that
creates maintenance issues. The trails receive minimal maintenance or monitoring by
staff. The combination of poor design and deferred maintenance has led to increased
impacts. The agency has no uniform trail assessment tools being used to manage the
trail system’s maintenance needs. The agency has relied on user complaints and park
ranger’s annual or biannual vegetation management work to identify major problems.
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The challenge of increased use levels and natural resource impacts has not been
met with an increase in staff to manage and maintain the use. Since the 1970s, the
agency’s staffing levels have continually decreased. The agency’s assessed level of
needed staffing to manage parks is over twice as high as the actual staffing level (33%
to 40% of needed full time employees, depending on management unit) (Oregon Parks
and Recreation Department, 2010).
The dependence on a triage-based trail management philosophy has led to an
approach that does not allow the agency to quantify trail conditions and make informed
management decisions (Pettebone, Newman, & Theobald, 2009). As such, the trail
system is not keeping up with the impacts and the nature of problems is growing in size
(fiscal impacts and environmental impacts) and frequency.
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Chapter 2: Literature Review
The agency is not alone in dealing with this matter. All recreation-based land
managers have had to grapple with the dilemma of reduced budgets and staff and
increased recreational use. Assessing impacts is a complicated endeavor for land
managers, especially if reducing access is one of the solutions. Several land managers
trail assessment processes have been reviewed to identify best practices in the field.
National Park Service
The National Park Service (NPS) has developed the Visitor Experience and
Resource Protection Framework handbook to deal with this issue (National Park Service,
1997). While this is a good holistic model, it takes a good amount of time and
resources to complete the process. Most land managers do not have the time or
resources to complete the process.
United States Forest Service
The United States Forest Service (USFS) has implemented the Trail Condition
Assessment Survey Matrix (CASM) as part of their Trail Management Objectives (TMO)
(United States Forest Service, 2011). CASM is their guide for conducting trail inventory
and condition surveys. The CASM bases the level of survey method and expected data
accuracy based on the level of trail development (trail class), investment in trail
structures, and visitor expectations (United States Forest Service, 2011). The
assessment tool takes into consideration the National Quality Standards for Trails. The
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key measures are: Health and Cleanliness, Resource Setting, Safety and Security,
Responsiveness, and Condition of Facilities (United States Forest Service, 2011).
The USFS has incorporated the CASM into the USFS Trail Deferred Maintenance
Protocols. The protocols set forth the priorities of maintenance to be completed versus
those that are deferred based off of the class of trail and the National Quality Standards
for Trails. This process results in a prioritized list of trail maintenance tasks and clear
measures to communicate to staff and the public on the reasons behind the trail
maintenance tasks implemented.
Bureau of Land Management
The Bureau of Land Management (BLM) uses a trail condition assessment tool
model that segments trails. Each segment is then evaluated by the type of trail,
surface slope, impact rating, mud/muck index, trail drainage, trail surface
characteristics, trail width, stone hindrance, and vegetation stripping. Each category is
scored. The scoring system then provides a maintenance need level for each trail
section.
This system has been implemented to collect trail location and condition data
and to prioritize the trail work to the trails and trail segments that are in the highest
need of maintenance. The trail manager can then plan trail maintenance activities and
determine maintenance funding needs.
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California State Parks
California State Parks has developed a system that is based on cyclic
replacement occurrences that are contingent on normal wear-out life spans for different
types of infrastructure. As Figure 1 below shows, trails have a third order priority
compared to bridges, steps and retaining walls but are expected to be done every 5
years compared to higher priority infrastructure that is expected to be done every 10-30
years. California has developed a periodic trail inspection model that keeps trail
managers on top of trail current conditions.
Facility Trail Maintenance Priority Replacement Example Structure construction/re-construction Bridges Puncheon Steps Retaining wails
1 15-20 years 10-15 years 10% of total yearly as needed
Drainage facility construction/re-construction 2 as needed Trail rehabilitation 3 performed every 5 years Turnpike construction/re-construction 4 every 10 years Trail re-route 5 as needed Figure 1 - California State Parks Trail Maintenance Prioritization Matrix
Point Sampling or Sample Points Models
The sample point model is the most used model in the research found on trail
impact assessments. The sample point model uses a measuring wheel to identify
sample sites that are at a specified interval. At each interval, the trail conditions are
assessed. This model provides accurate and precise measures of trail characteristics
that are continuous e.g., width or depth, or frequent, exposed soil (Marion & Leung,
2001; White, Waskey, Brodehl, & Foti, 2006; Wood, Lawson, & Marion, 2006; Marion,
Leung, & Nepal, 2006; Marion & Olive, 2006; Pettebone, Newman, & Theobald, 2009).
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Leung & Marion found that the best interval spacing for accuracy is less than 100
meters between sampling sites (Leung & Marion, 1999). A down fall in the point
sampling model is that trail impacts are not constant along a trail. Trail use levels, site
specific issues, and other uncommon trail problems have an impact on trail conditions
outside of the sample sites (Marion & Leung, 2001).
Variations to the Point Sampling model include Permanent Point Sampling. This
model is essentially the same at the point sampling model, but the same spot is
sampled during future assessments. This provides a longitudinal sample that allows for
impact comparison over an annual or longer period of time. Another point sampling
model is the Spatially Balanced Probability-Based Sampling Plan. It uses a variety of
different algorithms to create a hierarchical randomization of points along the trail and
then the interval spacing is selected to create the sampling points along the trail
(Pettebone, Newman, & Theobald, 2009). This model can provide statistically
significant data with fewer data points than the point sample model (Pettebone,
Newman, & Theobald, 2009).
Problem Assessment Method
The Problem Assessment Method measures and inventories the problem areas
and degree of impact within each problem site. This is the preferred method to monitor
trail characteristics that can easily be defined e.g., excessive erosion or trail braiding,
and are infrequent along the trail (Marion & Leung, 2001). Measurement can become
subjective as to where the beginning and ending of a problem is located (Marion,
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Leung, & Nepal, 2006; Marion & Leung, 2001; Nepal, 2003). Close supervision and
training is needed to ensure consistent data.
Lineal Segmentation Inventories
The Lineal Segmentation Inventory model assesses every linear foot of a trail.
The model captures the trail in segmented features, trail point features and/or area
features and then segment is then assessed by a trail attribute rating system (Bruehler
& Sondergaard, 2004). The model can provide a multiple data points or attributes for
each segment. It allows the land manager to extrapolate the data in multiple ways.
This model requires the most amount of time to complete, since multiple data attributes
are collected simultaneously.
Qualitative Trail Condition Model
The qualitative trail condition model is a variation of the lineal segmentation
model and collects only one attribute along the trail. The model breaks the trail into
four classes of trail conditions based on amount of damage (Marion, Leung, & Nepal,
2006). While this model is not rich in attributes, it provides a simple holistic
understanding of the trails condition. A downfall of this model is the subjectivity of
distinguishing between the condition classes (Marion, Leung, & Nepal, 2006).
Summary of Literature Review
Each of the trail survey techniques have a best use and weakness. Figure 2
provides a summary of survey types identified in the literature review. The methods
can be broken down into three main groups. Sampling-based models use systematic
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point samples, where the trail is assessed only at the sample spots. Census-based
models divide the trail into sections and assess the trail by section. Census-based
models can also just assess the sections that are identified as problems from a pre-
determined list of identified problems. Lineal Segmentation Inventory is a method that
breaks the entire trail down into segments and can assess general or specific
conditions.
Whereas the preceding agency models do a good job of assessing problems and
prioritizing maintenance tasks, they do not assess ecological impacts on trails. There
are several examples of processes that assess natural surface trails to identify impacts
and monitor natural resource conditions. However, they do not provide the functional
data needed to keep a trail system maintained.
Current research studies do not look at the staffing impact of the trail impact
assessment tools. They are concerned primarily with the effectiveness of the trail
impact assessment model in identifying trail conditions. There are studies which
suggest that the trail impact assessments all take a similar amount of time (Marion &
Leung, Trai Resource Impacts and An Examination of Alternative Assessment
Techniques, 2001; Pettebone, Newman, & Theobald, 2009), since all of the models
require you to hike the entire length of the trail. But this staffing cost was not a
specific consideration in any of the methods surveyed.
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Figure 2 - Comparison of Trail Assessment Methods
Chapter 3: Research Problem and Objectives
The Oregon Parks and Recreation Department is not using a consistent trail
impact assessment model. The Park Managers and Park Rangers have limited time and
experience with trail impact assessment tools. When previous models have been
experimented with, the assessment tool was rich in attributes, but not user friendly.
The tool took too much time to complete, so it was not used by staff (Davison, 2011).
Comparison of Trail Survey Techniques
Survey Type Sampling methodology
Key Parameters Best Use Weakness
Trail Inventory Census
Document general physical attributes
and/or trail conditions
Comprehensive overview of entire
system Timely
Problem Assessment
Method Census
Identifies predefined unacceptable
conditions
Primarily a management tool
for quickly surveying trails
Doesn’t generate averages on trail width/ incision
Rapid Survey Method Sampling
Width and incision, but can include
others
Quickly describes trail conditions and
identifies major changes
Cannot detect small changes
Permanent Sampling Method
Sampling Width and incision,
but can include others
Describes trail conditions and
precisely identifies subtle changes
Samples only a small portion of the trail,
can be time consuming
Use Assessment
Census Assess types and amounts of trail uses Census tool accuracy
and costs
Trail Condition Monitoring
Systematic procedures for assessing trail conditions to
monitor trends, understand trail degradation and assess efficacy of
management actions
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Agency staff want to see that collecting park maintenance data is going to make
their job easier in the future. When you have multiple pressing issues vying for your
time, the trail impact assessment tool needs to be immediately recognizable as a time
saver, not a time taker. The trail impact assessment tool needs to be based on staff
needs.
A consistent complaint from users and from staff is the feeling that the agency
and other land managers get stuck in “planning” and not “doing”. The trail impact
assessment developed as part of this research needs to meet the test of usability.
Additionally, with the projections of budget and staffing levels staying flat or
decreasing, the agency needs a trail impact assessment tool that is simple to learn and
easily picked up by volunteers. This allows data to be collected and maintenance
planning to occur, without impacting current staffing levels and duties. Other land
managers are using this model effectively (Bartlett, 1997). The Agency needs a trail
assessment tool or tools that meet the following goals.
• Easy to use
• Provides information on critical (public safety) issues
• Can be used to prioritize the allocation of scarce resources
• Identifies a wide range of problems, their causes and practical options to solve
the problems.
• Provides systemic assessment of impact use
• Takes advantage of existing data collection systems
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• Links to existing funding mechanisms (local budget vs major maintenance
budget)
Objectives of Research
Main Objective: The objective of this research proposal is to develop a model for trail impact
assessment that meets the Agency’s information needs for maintenance and planning.
Sub-objectives: 1. To determine the usability (complexity, time to complete, etc) of the trail
assessments by agency staff and volunteers.
2. To determine the essential trail assessment attributes needed by the agency.
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Chapter 4: Research Methods
This study used a quasi-experimental method to conduct the research. The
design was selected to allow for a baseline of data from a focus group to develop data
collection priorities for trail assessments. The design builds off of current trail
assessment models to create a model for the agency. The model then uses trial setting
results that can then be assessed from a quantitative and qualitative approach to
determine the best trail assessment model to meet the agencies needs. These major
elements of the design model are illustrated in Figure 3.
Figure 3 - Study Design
The various stage of this study will be completed over a 9 month period. The
time-frame is established to allow for sufficient time for communication to agency staff
and allow the field tests to be completed close to the normal spring trail condition
assessment period. The timeline for the completion of the various stages of the study
are outlined in figure 4 below.
Best Practices Review
Focus Group
Model Development
Model Adoption
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Figure 4 - Proposed Time-Frame for Study
In the sections that follow, I will summarize in greater detail how the work in
each of the four stages of Figure 3 was completed.
Best Practices Review
The study began with a review of best practices. The literature review examined
key land managers who have established trail assessment tools to facilitate their trail
management practices. In addition, the literature review looked for other models of
trail condition assessments that are being used in the research of trail conditions and
trail impacts. Based on the literature review, a sample of the best practices was
developed to formulate a series of options that the agency to review. These best
practices were used to assist the focus group work in developing ideas on what data
should be collected by the agency.
Focus Group
The agency is currently in the process of revising its trail standards and has a
multi-disciplinary steering committee. The study utilized this existing steering
committee as the focus group for the study. The steering committee was used to
develop a list of trail attributes that they believed should be part of a trail impact
Literature Review &
Instrument Construction Focus Group
Data Analysis
Field Test and Focus
Group Data
Analysis Field Test Data
Analysis Report Writing
September -
October 2011
November
2011
December
2011
January
2012
February
2012
March
2012
April
2012
May
2012
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assessment tool. This steering committee will be referred to as the focus group from
her on in.
A sub-committee of this focus group served as the primary focus group,
comprising a cross-section of park managers, park rangers, and park planning staff, to
assist in developing a synthesized list of agency trail priorities. After composing a trail
priorities list, the focus group was presented with a series of techniques which they
used to create a prioritized list of trail attributes that the focus group believed should be
collected through a trail assessment process. This information was then used to
develop the trail assessment model to be tested.
Model Development
The priority assessment model that was developed by the focus group, as
outlined above, was then field tested. The field test was completed as part of a park
master planning process. The master planning process occurs every 10 to 20 years and
provides a comprehensive overview of the recreational needs of the area, the natural
resource priorities of the site, and development plans for future development within the
park’s management unit.
The Tryon Creek Natural Area Management Unit master planning process began
in the fall of 2011. It was fortuitous for the research to coincided with the Tryon Creek
master planning process. The master planning process began with an assessment of
natural resources, cultural resources and recreational resources. The model trail
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assessment was then used to enhance the recreational resource assessment of the
management unit.
This trail assessment model that was developed by the Focus Group was field
tested at a variety of parks in Northwestern Oregon within the Portland metro area.
These parks have a considerable variety of differences with respect to use levels, trail
types, etc. The field test stage of development allowed the initial model developed by
the focus to be further refined by a multi-discipline team of agency staff who will review
the trail assessment outcomes and assist in developing what data is needed for long-
term planning. In addition, the park’s management will be able to provide feedback on
the trail assessment models from an operational perspective.
The study will use Silver Falls State Park, located in rural Marion County at the
base of the Cascades Range as an additional assessment site, if additional field testing
is needed prior to moving the model forward for adoption. The park is just over 9,000
acres and has a trail system of over 42 miles. The trail system includes paved trails, old
logging roads, and natural surface trails developed for single and multi-use. The site is
in close proximity to the study’s office and provides the diversity of trails needed to
assess the functionality of the new model being tested.
Adoption
Upon testing, the Focus Group will review the findings and recommend revisions
or refer it to the full trail standards steering committee for review. Once the focus
group has determined that the trail assessment tool is satisfactory, the adoption
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process will begin. The adoption strategy will be reviewed in Chapter 6, Leadership
Application.
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Chapter 5: Research Assessment and Findings
Research Assessment
The study design’s strength is its field assessment of the model. This
assessment will use empirical data collection to facilitate model comparison and
selection. It also uses qualitative methods to determine agency needs and quantify
what is important for the agency.
The study design’s weakness is that it is not a true experimental research
project. It does not allow for randomization. The study is also limited by the
qualitative data relevancy. The judgments over findings and what is important to the
agency can be subject to a variety of biases. For example, the study is limited by being
agency specific, whereas the results may not be relevant to another park system’s trail
assessment needs. The project could be limited by geographic limitations (eastern
Oregon vs western, etc.) that create differences that are not captured in the study.
Research Findings
Focus Group
As noted above in the discussion of the role of the focus group in figure 1, the
agency has a standing trail standards multi-disciplinary steering committee created to
assist in reviewing the agency’ trail standards. The trail standards steering committee
was asked to develop a list of trail attributes that are needed to be assessed by a trail
impact assessment tool. I sent out an email request for examples of trail assessment
tools that members of the committee were aware of or were using currently to assist
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with the discussion of what they thought was critical trail data that needed to be
collected.
The group’s comments can be summarized into three main groups: public safety
concerns, trail problem identification and trail planning needs. The public safety
concerns revolved around the need to identify critical safety issues on a trail to alert
agency management to close or repair trail to ameliorate potential injury to park users
or major natural resource damage. The second theme was trail problem identification.
The group saw the need to create a common way to identify trail problems, identify
potential causes and repair solutions. The last theme surrounded trail planning, which
includes the collection of baseline data and prioritization of needs. This information is
summarized in Figure 5 below.
Core Trail Information Needs
Public Safety Problem Resolution Trail Planning
• Identify key concerns • Help in organizing annual
maintenance needs
• Linked with Trail Standards
• Flexible – allows for single site or entire trail to be assessed
• Assists in identifying when technical resources should be called in
• Identifies trail impacts • Creates census of all trail
assets • “Baseline” for system
Secondary Needs
• Speedy • Triage focused • Basic, easy to learn
• Link with fiscal resources access
• Integrated into park planning process
Figure 5 - Focus Group Summary of Core Trail Information Needs
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Model Outline
The key trail data sets identified through the focus group has created a diverse
set of data collection needs that cannot be easily accommodated by one trail
assessment tool. A suite of trail assessments appears to be needed, based on the core
trail assessment needs summarized in Figure 5. The focus group recommended
developing three trail assessment tools instead of just one. The focus group made this
recommendation as a means to address the trail data needs while not over- burdening
the limited staffing available within the agency.
The trail model began to take shape as a trails assessment hierarchy, which is
summarized in Figure 6. Unlike a pyramid shaped hierarchy, focused on a chain of
command, the trails assessment hierarchy is more like a network of gears that work
together to provide the needed level of information and work together to provide a
comprehensive assessment of trail needs. Each “gear” in the hierarchy is specialized
Trail Inventory & Assessment
Trail Problem
Assessment
Rapid Trail Condition
Assessment
Figure 6 - Trails Assessment Hierarchy
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for different data to be collected. This allows the data collection to be triaged with less
experienced staff and allows only critical data to be collected.
The focus group identified Public Safety as a first level need. The Focus Group
argued that the tool for this concern needs to be easy to use, quick and allow annual
maintenance needs to be addressed along with the critical conditional assessments.
The second level priority identified by the Focus Group was Trail Condition
Assessment. The Focus Group argued that an assessment tool for this category of
concerns needs to provide an assessment of problems with the trail and provide a
methodology to identify, diagnosis, and provide a treatment recommendation for the
problem. The trail assessment also needs to look at the causes of the problem.
The third level of priority identified by the Focus Group was Trail Inventory
Assessment. The Focus Group argued that an assessment tool for this category of
concerns needs to provide data that provides data to assist with trail system needs,
while addressing environmental impacts and trail conditions that arise over a period of
time. This data should be developed in a manner that can be used for park planning.
In the sections that follow, I will discuss each of these three levels of priority in
greater detail and identify an assessment tool that is most likely to meet the needs
identified by the Focus Group.
Level One Priority: Public Safety and Rapid Trail Condition Assessment
The focus group identified public safety as a level one priority and argued that a
trails assessment instrument for this purpose needs to be centered around triaging
critical trail failures to reduce the risk to park patrons, manage large environmental
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impacts, and identify annual maintenance needs. The main concern raised was time
and staff training. This is consistent with other research on trail management practices.
Most trail managers did course observations and large-scale erosion features (Gotra &
Boyle, 2006). Most identified a lack of skilled staff and relied on seasonal staff or
volunteers (Gotra & Boyle, 2006). Therefore, the tool needs to be simple to learn and
quick to implement.
Annual maintenance is usually identified in the spring. The agency staff useone
or more combination of the following three methodoligies to assess their maintenance
needs: walk the trail to assess, use user complaints, and assess on the fly. The first
method generally has agency staff walk the trails and assess the trail maintenance
needs and prioritizes them. The second method uses complaints from users to identify
the maintenance needs. Usually, the user can identify the trail name and issue, but not
the specific location. The last method uses agency staff to begin with core trails. As
they conduct maintenance tasks, usually with an inmate crew, they deal with trail issues
as they come upon them. The latter two methods work well if you have a small trail
system, but is ineffective on larger trail systems where trail maintenance needs often
out-pace staffing and resource levels.
It was determined from the focus group that most annual maintenance reviews
completed by agency staff consist of looking at obstacles (trees blown across trail,
heavy brush), structure repairs (bridge decking or railing, signs, benches, etc.), and
major impacts to the trail (landslides, washouts, large wet areas, etc.). In developing a
rapid trail assessment model, these elements need to be incorporated into the model.
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Water is the key culprit to trail degredation and environmental impacts
(International Mountain Biking Association, 2004). Managing water becomes the key
concern for trail managers. Whereas a trail can become a stream and rapidly remove
soil, often what is seen is muddy sections of the trail. The muddy sections are avoided
by trail users, thereby widening the trail. This increases the impacts. A review of many
trail problem and trail condition assessment tools have criteria related to water borne
trail issues (mud, erosion, seasonal creeks, etc.) (Bruehler & Sondergaard, 2004)
(Chatterjea, 2007) (Marion, Leung, & Nepal, 2006) (Valley Mountain Bikers and Hikers,
2007) (Thurston & Reader, 2001) (Meyer, 2011).
The USFS and BLM models identified trails as assets and typically broke them
down into segments for assessment purposes (United States Forest Service, 2011)
(Bruehler & Sondergaard, 2004). The lineal segmentation model was replicated in
many of the condition assessment models as well (Marion, Leung, & Nepal, 2006)
(Nepal, 2003). The trail segments varied from a couple of feet to entire trails that could
be serveral miles. The concensus of condition assessment research identified that 100
meters was an ideal length for accuracy of data sampling (Leung & Marion, 1999).
The model should include a faction of segmentation to identify location and to
allow for some rudimentary comparision of condition to prioritize trail work. The agency
uses a database that places asset identification numbers on every trail in the system.
The local park manager has the capacity to further segment the trail into multiple asset
numbers. This existing practice should be integrated into the model.
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With the assistance of the focus group’s sub-committee, a rapid trail condition
assessment model was developed (Appendix D) Figure 7 provides a breakdown of
each attribute collected in the model and defines the data that is collected. The model
incorporates the annual maintenance review priorities of the agency on trails, while
integrating a segmentation model for trail condition assessment. The model keeps trail
assessment protocols at a very high level, which does not take highly skilled reviewers,
nor takes much time. This model helps the agency staff to quickly identify the trails
with the highest maintenance needs and helps in gathering information for a potential
trail closure.
Rapid Trail Condition Assessment Section 100 ft minimum; 1/4 mile maximum – pre-determined by agency staff
Point Points within the Section where impacts, obstacles or structures are bad
Tread Width Measured in Feet
Tread Surface N - Natural Surface;
DG - Dirty Gravel (gravel used to harden trail); CG - Compacted Gravel; P - Pavement (cement, pavers, etc.)
Mud & Muck N – None; M - Mud on trail; VM - Very muddy, users walking around mud; XM - Extremely Muddy, can't get around or more than 3x tread width
Impacts W - Washout (length in feet); R - Ruts (Inches deep); L - Landslide (length in feet); U - User created short-cut or trails
Obstacles DT - Down Tree; BR - Brush growing into trail width
Structure Repairs
SF - Structure Failure (Any man-made structure that has failed, such as bridge, boardwalk, culvert, gate, etc. - Use notes to identify what has failed; TS - Trail Signs (Any kiosk, trail signs, trail markers, etc. that are damaged or potentially missing); Other - Note any other repairs or failures not identified above.
Notes Use this section to provide additional information related to the section or point and/or condition that will be useful to assess repair priority and/or locate the site.
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Figure 7 - Rapid Trail Condition Assessment
The training for the rapid trail condition assessment model should be fairly quick.
The tool does not take extensive or specific knowledge of trails or trail maintenance. A
person with typical trail user experience should be able to learn the methodology with a
10 minute orientation and have the concepts mastered within 30 minutes of operation.
The tool is designed to be a blunt instrument that will provide broad information to
agency staff. As figure 7 indicates, the information gathered is fairly obvious.
The trickiest portion of this model is the development of the sections. This is a
task that needs to be accomplished in advance. This will need to be completed by the
park manager or someone with more extensive knowledge of the system. The sections
are designed to be initially broken down by each trail. The trail itself can be segmented
further by features (intersections with other trails, viewpoints or other destinations on
the trail, etc.) or by linear feet (300 ft sections, 0.25 mile sections, etc.). This will need
to be completed in advance and formatted for the reviewer with an accompanying map.
Once the assessment is completed, the trail’s critical maintenance needs can be
identified quickly and additional resources can be called in, as needed, to determine if
the trail is safe to remain open or if a more extensive problem exists and needs
assessed.
Level Two Priority: Public Safety and Trail Problem Assessment
The focus group identified Trail Assessment Problems as a second level priority.
Trail systems need tune-ups, just like a car. Even with general maintenance, there
comes a time when a more extensive assessment is needed. The tool designed for
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genral trail assessment is intended to address this kind of problem. The tool needs to
be flexible in it’s use, allow for “spot” problem assessment use and for assessing an
entire trail’s problems.
The agency is currently updating its trail standards. Part of this process includes
developing a trail construction and maintenance standards volume. This volume is
being organized to allow for easy linkages between operational needs (I need to fix X)
and informational resources (section in trail standards volume to show what and how I
need to fix X). The trail problem assessment tool should be linked to facilitate the
operational needs and informational resources.
The trail problem assessment model will require the identification of trail
sections, just like the trail problem assessment mode. This will need to be completed
by the park manager or someone with more extensive knowledge of the system in
advance. The sections are designed to be initially broken down by each trail. The trail
itself can be segmented further by features (intersections with other trails, viewpoints
or other destinations on the trail, etc.) or by linear feet (300 ft sections, 0.25 mile
sections, etc.). This will need to be completed in advance and formatted for the
reviewer with an accompanying map.
The trail problem assessment methodology is a three part assessment of the
problem. It was adapted from the NPS at Valley Forge and is summarized in Figure 8
below. The parts include: Feature Types, Condition Categories, and Work Needed. The
goal is to allow for identification of the trail feature, what the problem is, and what
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work needs to be done to fix the problem. An example of the model can be found in
Appendix C.
Trail Problem Assessment
Section Pre-determined by agency staff
Point Location, in feet, in section to assist in problem location
Feature Types See Trail Problem Assessment attribute data dictionary
Condition Categories See Trail Problem Assessment attribute data dictionary
Work Needed See Trail Problem Assessment attribute data dictionary
Notes Narrative of trail problem. Measurements, materials, etc.
Figure 8 - Trail Problem Assessment
For the trail problem assessment model to work effectively, however, it needs to
have a corresponding trail attribute dictionary (see figure 9). The trail attribute
dictionary creates a short-hand for agency staff to use to complete the trail problem
assessment. The trail attribute dictionary corresponds to the trail standards
development and construction standard sections. This enables the agency to translate
trail inventory information into operational practices that address the actual problems
identified in the inventory.
The final product should produce a rudimentary work plan for each trail. The
park manager will be able identify the primary and secondary maintenance needs. This
will assist park managers in developing a multiple year budget plan for the trail and
identify the projects that are beyond the scope of their maintenance budgets or trail
maintenance ability. If a trail problem is too big, then the park manager can submit the
project into the agency’s major maintenance program.
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The agency’s major maintenance program provides technical assistance from
engineering and planning staff to complete project scoping to identify the necessary
solution and develop a budget for the project. This information is then reviewed by
senior management and prioritized for funding on a biennial basis. In addition, this
process can assist in identifying additional resources (grants, volunteer groups, etc.) to
repair the trail.
Trail Problem Assessment – Attribute Data Dictionary
Feature Types: Condition Categories: Work Needed: 1. Route: 1.1 Unauthorized Trail 1.2 Trail Braid 1.3 Intersection 2. Treadway: 2.1 Bench Cuts 2.2 Gravel Tread 2.3 Unconstructed Tread 2.4 Asphalt 2.5 Soil Cement 3. Vegetation: 3.1 Trimming 3.2 Large Tree 3.3 Restoration 4. Retaining Structures: 4.1 Water Bars 4.2 Log Coping 4.3 Stone Coping 4.4 Stone Retaining Wall 4.5 Log Retaining Wall 5. Drainage: 5.1 Water Bars 5.2 Drainage Dips 5.3 Culverts 5.4.1 Open Culverts 5.4.2 Pipe Culverts 5.4.3 Pipe Culverts with
Headwalls 5.4.4 Log-Capped Box Culverts 5.4.5 Catch Basins 5.4 Gutters 6. Steps: 6.1 Stone 6.2 Wood 6.3 Concrete 7. Crossings: 7.1 Bridges 7.2 Causeway
A. Eroding B. Running water C. Wet areas D. Gullies along trail E. Gullies across trail F. Berms G. Along gullies H. Outslope lost on benches I. Irretrievable benches J. Loss of crown K. Exposed water bars L. Eroding water bars M. Unstable stonework N. Damaged Stonework O. Collapsing stonework P. Unauthorized trails Q. Trail widening R. Trail braiding S. Deferred maintenance T. Poor signage U. Overgrown vegetation V. Hazardous area W. Trespassing X. Litter Y. Vandalism
BR. Trail Bridge CA. Causeway CK. Culvert CW. Coping Wall DG. Ditching GN. Other GP. Gravel Pave IS. Intersection Sign LC. Log Check LS. Log Sign PL. Plaque RF. Reference Point RL. Relocation RW. Retaining Wall SD. Stone side drain SN. Sign SP. Stone Paving SR. Safety Rail SS. Step Stones ST. Rock Step SW. Sidewall TP. Turnpiking TW. Treadway VP. Vegetation Thinning WB. Water bar WD. Water Dip WN. Miscellaneous
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8. Guidance 8.1 Direction Signs 8.2 Information Signs 8.3 Trail or Feature Name 9. Barriers:
9.1 Metal 9.2 Wood 9.3 Stone
10. Associated Feature 10.1 Viewpoint 10.2 Rest Area 10.3 Waterfall Figure 9 - Trail Problem Assessment - Trail Attribute Data Dictionary
Level Three Priority: Trail Planning and Trail Inventory and Condition Assessment
The focus group’s identified was trail planning as the final trail assessment need.
A trail assessment tool assists in developing new trails in a park (identifies trail users
and trail density); the re-route or closure of existing trails, based on environmental
impacts and; provides a census of trails in the park and the man-made features
associated with the trail. This level of data collection is time consuming and should be
approached cautiously to ensure staff resources are used efficiently.
There are several examples of processes that assess natural surface trails to
identify impacts and monitor resource conditions. The methods can be broken down
into three main groups. Sampling-based models use systematic point samples, where
the trail is assessed only at the sample spots. Census-based models divide the trail into
sections and assess the trail by section. Census-based models can also just assess the
sections that are identified as problems from a pre-determined list of identified
problems. Lineal Segmentation Inventory is a method that breaks the entire trail down
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into segments and can assess general or specific conditions (Marion, Leung, & Nepal,
2006) (Nepal, 2003).
A sampling-point model will be employed to conduct the condition assessment.
The model will use a fixed sample point interval of 300 ft. Marion and Leung (2001)
found that this interval spacing had the highest statistical comparison to a complete
census-based model, while enabling an efficient collection of data (Leung & Marion,
1999) (Marion & Leung, 2001). At each point, the trail conditions will be inventoried
(figure 10). A cumulative aggregation of the sample points will provide an average trail
condition for each trail (Marion & Leung, 2001).
In reviewing various trail condition assessment models, the data most often
collected to assess trail condition include (Leung & Marion, 1999) (Marion & Olive,
2006) (Marion, Leung, & Nepal, 2006):
• Tread Width – to determine width and compare to trail standards.
• Trail Incision – to determine the amount of erosion or compaction
• Trail Profile – to determine erosion, compaction, or sloughing
• Cross-Slope – angle of grade across (horizontal plane) a trail
• Trail Grade – angle of grade down (vertical plane) a trail
• Trail Surface – material making up trail tread
• Trail Degradation Level – condition of trail, based off of criteria
The trail condition assessment portion of the model will incorporate these data
categories to assess the trail condition (figure 10). The trail degradation level will
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adopt the model developed by Nepal (Nepal, 2003). The model in Figure 11 provides a
simple, yet comprehensive matrix to quickly provide an overview of the condition of the
trail.
Trail Inventory & Assessment Trail Condition Assessment
Section 300 ft in length, based off of individual trails
Point Location, in feet, in section to assist in problem location
Tread Width In feet
Trail Incision In inches, measured at lowest point in trail tread
Trail Profi le CR – crowned CP – compacted RT – Rutted OS – outsloped IS – insloped FL - flat
Cross-Slope In percentage of grade
Trail Surface N - Natural Surface; DG - Dirty Gravel (gravel used to harden trail); CG - Compacted Gravel; P - Pavement (cement, pavers, etc.)
Trail Degradation Level Level I – lightly damaged trail Level II – moderately damaged trail Level III – highly damaged trail Level IV – severely damaged trail, trail “hot spot”
Trail Feature Inventory and Problem Assessment
Feature Types See Trail Problem Assessment attribute data dictionary
Condition Categories See Trail Problem Assessment attribute data dictionary
Work Needed See Trail Problem Assessment attribute data dictionary
Notes Narrative of trail problem. Measurements, materials, etc.
Figure 10 - Trail Inventory & Assessment
The second part of the trail condition assessment model will incorporate the trail
problem assessment model. Instead of collecting just the problems, this model will also
use the same methodology to inventory all of the trail assets on the trail (Appendix B).
This will serve as a mechanism to provide a clear understanding of all trail assets to
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ensure that the agency’s trail maintenance management plan protocols are accurately
reflecting all assets that need to be maintained. In addition, this component will allow
the agency’s asset data base (The HUB) to be updated with all assets pertaining to the
trails in that park.
Trail Degradation Level Matrix Condition Level Description
Class I Lightly damaged trail. The trail is stable and does not require any non-routine maintenance.
Class II Moderately damaged trail. The trail requires non-routine maintenance to manage issues.
Class III Highly damaged trail. The trail is significantly impacted and requires extensive maintenance.
Class IV Severely damage trail. The trail requires urgent repair to remove ecological or public safety risks.
Figure 11 - Trail Degradation Level Matrix
The resulting collection of data for each trail will allow for the park’s trails to be
summarized (Figure 12). Each trail will be identified by its name and HUB ID. The
length of the trail and average grade will be gathered from existing GIS information.
The trail class or the level of development, surface construction material, trail grade,
trail cross-slope, and trail users will be identified for quick reference for future
maintenance tasks. Finally, the trail’s difficulty will be determined. This summary of
trail data for each park will assist the manager and recreation planners in managing the
trail system (Appendix A).
The collection of the trail inventory and condition data will assist the park trails
specialist to conduct a trail inventory report (Appendix E). The trail inventory report will
be a component of the park’s comprehensive planning process. This is conducted, in
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ideal conditions, on a ten year cycle. The trail inventory report will utilize the trail
inventory and condition data to formulate recommendations on trails within the park.
The report will be used by the planning steering committee along with natural resource
reports, cultural resource reports, and regional and statewide recreation need
assessments to develop the park’s comprehensive plan. The trail inventory and
condition data will assist in quantifying the necessary trail modifications (trail repairs,
trail re-routes) and the addition of additional trails to the park’s system.
Trail Inventory – Summary of Trails HUB ID Agency asset management system code
Trail Name As identified by agency staff
Trail Length Measured in miles or tenths of a mile
Trail Class Based off of the 5 classes the Agency uses
Trail Surface N - Natural Surface;
DG - Dirty Gravel (gravel used to harden trail); CG - Compacted Gravel; P - Pavement (cement, pavers, etc.)
Trail W idth Measured in feet
Trail Difficulty ADA – meets accessible standards Easy – per agency guidelines Moderate Difficulty – per agency guidelines Very Difficult – per agency guidelines Extremely Difficult – per agency guidelines
Trail Average Grade In percentage of grade
Trail Average Cross-Slope In percentage of grade
Trail User(s) Hikers Bicycling Equestrian
Figure 12 - Summary of Trails from Trail Inventory
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Model Test
The Trail Assessment Models developed for the three priority levels discussed in
the previous three sections were tested at the Tryon Creek Management Unit, located
in the Portland metropolitan area. The management unit covers state parks located in
parts of Multnomah, Clackamas, and Washington County. The planning team
recommended that the models be tested at Tryon Creek State Natural Area and Milo
McIver State Park. Both parks have extensive trail systems that cover over 10 miles at
each park and have a diversity of trail types and trail users.
The initial model was tested at Tryon Creek State Park on December 21, 2011.
The testing group included the researcher and an agency staff from the planning
section who was part of the sub-committee to the focus group. The testing group
spent four hours using the trail inventory and condition assessment model. This model
was chosen since it contained components of two models. After the four hours, roughly
1.6 miles of trail were assessed. The testing group came to the following conclusions:
• The assessment tools needed were bulky and required both members of the
group to capture data.
• Incision measurement appeared to be time consuming and considered trail
degradation level as potential stand alone measurement.
• Average grade measurement required additional tools and consideration of using
GIS data to average trail grades and simply noting steep areas of the trail
system.
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• Cross-Slope measurement appeared to be time consuming and consideration of
just a trail profile could capture similar data.
Revised Model Test
Based on this initial field test of the models, they were modified. The researcher
identified that some data, while valuable, appeared to be very time consuming and did
not add significantly to the trail condition assessment. The specificity that the trail
grades, trail cross-slope, trail incision, and trail profile provided were not required to
make the trail condition assessments. The experience of the trail researcher was able
to be utilized to capture the level of detail in the point sampling by capturing trail
degradation level rating. This allowed for all of those elements to be considered in
creating a rating of degradation. It was felt that the additional time to take the
measurable data versus the more subjective rating were not going to provide significant
increases in data that would be used by the agency in the future.
The following elements were modified:
• Trail grades, trail cross-slope, trail incision, and trail profile were removed to
allow for a reduction in tools and to determine if the level of data was
compromised.
The focus group’s sub-committee met and discussed these changes and determined
that it was an appropriate choice. The inventory of trail problems would provide the
additional data needed to assist park staff to determine if the degradation level was
consistent with the problems being identified on the trail. The only concern raised was
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the need to develop a sufficient training program to ensure that there was consistent
definitions being used to rate the degradation level of trails. Since it would be a small
group of highly trained staff performing this task, it was determined to be a minor risk.
The researcher returned to Tryon Creek State Park and completed an assessment of
the entire 13 mile trail system. In addition, the researcher completed a trail inventory
and condition assessment of Milo McIver State Park as well. The trail inventories and
condition assessments were completed at the end of January through the beginning of
February, 2012.
The revised trail inventory and condition assessment model appeared to provide the
level of detail needed to determine the condition of the trails. The speed of assessment
was increased significantly, with limited tools required and a single person able to
collect the data. The remaining 25.4 miles of trail was completed in about 20 hours.
The revised model allowed for 1.27 miles to be assessed per hour versus 0.4 miles with
the initial model. This resulted in a 318% improvement, with half of the staffing
requirement (figure 13).
The overall impression conclusion by the researcher was that the condition
assessment was not significantly compromised by the reduction of information
collected. It provided sufficient information to aid in trail planning. The trail problem
assessment tool filled the information gaps by providing a census of trail problems,
which acted as duplicate assessment of conditions to measure the trail degradation
level by.
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Figure 13 - Comparison of Trail Inventory and Condition Assessment Models
The trail inventory and condition assessments were compiled into a trail
inventory summary and trail inventory report (Appendix E). The report identified
several trail opportunities for each park. The opportunities were divided into trail re-
route and removal opportunities and trail addition opportunities. Each trail opportunity
was rated as a high, medium or low priority. This report was then forwarded on to the
planning team for incorporation into the park’s comprehensive plan.
The data collected and accompanying reports were forwarded to the focus group
sub-committee for review. Initial concerns over linear segmentation used in the models
versus the HUB identification (agency asset management tool) segments were brought
up. The concern was over the need to create HUB identification codes for each linear
0
0.2
0.4
0.6
0.8
1
1.2
1.4
1.6
1.8
2
Initial Model
Revised Model
0.4
1.27
2
1 Miles of TrailAssessed perhour
Staffing LevelNeeded to AssessTrail
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segment derived in the trail inventory and condition assessment. A single email
rectified the concern, since the point sampling interval of 300 ft was not relevant to the
HUB identification process. Upon the clarification of this point, the focus group sub-
committee agreed that these three models addressed the concerns identified by the
focus group.
Focus Group
The three models developed from the initial focus group were presented to the
focus group. The following summary of the model was provided to the focus group
(figure 14):
Figure 14 - Trail Assessments Hierarchy
1 year
3 -5 year
10 years
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The three models provide a continuation of care or heirarchy for agency staff to
use to create an appropriate expenditure of staff time to address the key concerns
agency staff had identified in the initial focus group (figure 15). The hierarchy is
divided into the frequency of use for each model, the primary goal or focus of that
model, and the proposed training needed to implement the model by staff.
Trail Assessments Hierarchy In order to assess trails systematically, meet the maintenance needs of the trails, and not create a burden to the limited staffing available, the three trail assessment tools have been created: Trail Rapid Condition Assessment
Frequency: Goal:
Training:
Once per year Rapid assessment of trail condition and critical repair needs 10 minute module, volunteer, seasonal or staff
Trail Problem Assessment Frequency:
Goal:
Training:
Every 3 to 5 years or as needed Identify trail problems and assess work needed to be implemented to repair problems 3 Day module, staff
Trail Inventory Frequency:
Goal:
Training:
Every 10 years or Park Comprehensive Plan Identify census of trail impacts, trail problems, trail structures and assess long-range plans for trail work to be implemented to repair problems and minimize future impacts. 1 week module or 2 Day add on to the Trail Problem Assessment module, trail specialist or trained field staff
Figure 15 - Trail Assessments Hierarchy Matrix
The focus group concurred that these three models addressed the trail data
needs that were identified and that the models should be recommended for further
review by the agency for adoption as the models for trail assessments at the agency.
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Leadership Application- Development of Implementation Strategy
The research has identified a potentially advantageous trail assessment process
that meets the needs identified by the focus group. What I have now is a good idea,
but to integrate and implement the findings into the OPRD trails program and the
agency’s practices becomes the real key. To understand the most effective way to
implement the proposed changes I need to create contextual intelligence (Nye, 2008).
Contextual intelligence is the fusion of and analytical assessment of the situation
with the inferred knowledge built from experience to create the strategy to implement
the trail assessment process (Nye, 2008). I will use several tools to develop this
strategy. I will begin by establishing a foundation of the context of the leadership
opportunity. This will involve a re-framing exercise that will look at the agency from a
structural perspective, a human resource perspective, a political perspective and a
cultural perspective. This will culminate in an assessment of support and opposition to
the change and an assessment of the acceptance or rejection to my proposed solution.
I will then use complete a stakeholder analysis and SWOT analysis to further clarify the
context of leadership opportunity and evaluate the current trends in the agency that will
assist in implementing the trail assessment process.
I will then assess my leadership capacities and complete the Smart Power Tool.
The context exercises and leadership assessment will culminate in a leadership strategy.
I will outline the strategy and provide each part into context. Finally, I will identify the
timeline for the implementation.
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Context of Leadership Opportunity
Organization Structure – Re-Framing
In order to understand the context of the environment of the agency and the
trends that may affect the implantation strategy for the trails assessment process, I will
use a re-framing process provided by Dr. Kass in PA 545 to judge the potential for
change. It will be based off of the Reframing Organizations: Artistry, Choice, and
Leadership book’s principles on organizational frames (Bolman & Deal, Reframing
Organizations: Artistry, Choice, and Leadership, 2008). An overview of each
organizational frame’s basic assumptions will precede the re-framing exercise for each
organizational frame.
Before I can assess the change, I need to know what change I envision. To
create this vision, I will need to reference the problem statement and use a back to the
future statement. The problem statement was identified earlier on page 16. Simply
put, the problem is that the agency does not have a trail assessment tool being used.
The back to the future statement for the trail assessment process is…
In two years all parks will be using the trail assessment tools to facilitate
maintenance needs on trails, to identify resources (capital and staff) to manage
trails, and to direct trail planning activities.
Human Resource Frame
The Human Resource framework’s basic assumption is that there is a symbiotic
relationship between people and the organization. They both have needs that get met
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by each other and they need each other to meet their needs. When there is unbalance
to this relationship, one or both suffer consequences. The human resource framework
makes the assumption that employees are not lazy and stupid. When employees find
satisfaction and meaning in their work, the organization will benefit from increased
outputs, effective use of their talents, and greater job satisfaction. Conversely,
management’s thoughts about their staff become a self-fulfilling prophesy.
The organization needs to set-up a human resource strategy that invests in
people. This is accomplished by hiring the right people for the job, rewarding them
well, providing job security, promoting from within, ensuring that the staff have
effective training and education and promoting on the job training. The strategy should
also empower the staff. They should be autonomous and have a voice in the
outcomes. Staff should have open communication from management on the good and
bad news and vice-versa. Teaming is another strategy to ensure staff is engaged.
Application
A series of questions have been identified to facilitate the potential for change in
an organization. The questions are based off of a tool presented by Dr. Kass in PA 545.
The questions and answers for the human resource frame are found in Figure 16.
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Human Resource Re-Frame: Assessing Opposition and Support to the Problem and Solution
Are there individuals or groups internal or external to the focal unit who see the problem(s) you have identified as trivial or non-existent? Who are they? Why do they feel this way? How important are they to the change?
None identified yet.
Are there individuals or groups who will interpret your statement of the problem(s) as threatening them, their identities, their positions and/or making them objects of the ‘blame game’? Who are they? Why do they feel this way? How important are they to the change?
Park Managers and Park Rangers could see the tools as a mechanism to blame them and add work for them. Could be seen as an accountability tool. Need these groups to use tool to be effective.
What positions are eliminated, added, changed if any? What are the impacts positive and negative on individuals and their organizational status of these position changes?
No positions eliminated or added. This tool is added to existing work load and similar methods should be used by staff. Could view as added work.
What positions does the solution enrich or diminish if any? Could link staff with resources and enrich their capacity to rectify problems on trails quicker and more effectively.
What impacts does the solution have on union contracts if any? None identified. What impacts will it have on morale positive or negative if any? Situational. Should have positive morale effect. But, could be
negative if viewed as extra work and not an asset to their work flow.
Figure 16 - Human Resource Re-Frame: Assessing Opposition and Support to the Problem and Solution
Structural Frame
The basic assumption for the structural framework is that the organizational
structure is organized by a rational structure of work, tasks and skills to achieve the
goals and objectives of the organization. The organization becomes more efficient and
effective by specializing tasks and division of labor based off of skills, customers or role
in the process. The structure should result in a stable environment that is hierarchical
and power or authority is vertical with lateral power is used for decision making that is
based off of the blueprint of expectations and procedures.
The structural framework values the rational response to deficiencies in
outcomes. It values that analysis will identify a structural constraint that will bring forth
the outcome desired. The structural framework assumes that personal agendas and
external forces are checked by the structure of the organization. The structural
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framework determines that major re-structuring is done in response to environmental
shifts, technology changes, organizational growth or leadership changes.
Application
A series of questions have been identified to facilitate the potential for
change in an organization. The questions are based off of a tool presented by Dr. Kass
in PA 545. The questions and answers for the structural frame are found in Figure 17.
Structural Re-Frame: Assessing Opposition and Support to the Problem and Solution
To what degree are the back to the future and problem statement(s) framed in terms of structural changes and /or changes in formal processes and procedures?
No structural changes, just changes to process and procedures.
Solely in terms of rationally evaluated cause and effect, will the change(s) implied by the statements actually improve efficiency and effectiveness? Why?
Yes. It will provide consistent tool for decision makers to review needed resources and provided a mechanism for staff to assess trails quickly and link to resources effectively. It provides a common language and process, which will allow the use of resources (capital and staff) to be more effective and equitable.
What structural changes does the solution make if any? No structural changes, fit into current structure. What changes in formal procedures and processes if any? Require tools to be used. Use tools as basis for decision making
on resource allocation and planning activities. From a rational (cause and effect ) standpoint will these changes actually resolve the problem? How?
It will provide a consistent set of tools to assess trail conditions. Actual changes (trail repairs, resource allocation, planning) require staff and agency to implement and use.
Figure 17 - Structural Re-Frame: Assessing Opposition and Support to the Problem and Solution
Political Frame
The Political Framework views the organization as a collection of coalitions
composed of individuals and groups with different views, vying over scarce resources.
Power and conflict are central themes in decision making. Through the use of
positional power and leverage from power contenders, agendas are brought forth that
are core to their beliefs, values and interest, not the organizations. Bargaining and
negotiating among the power contenders result in the organization’s goals, policies and
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structure. Through this process, power is captured and used to the advantage of the
victor. The outcome usually results in spoils that can result in demeaning and
deconstructing the loser and their platform.
The Political Framework acknowledges that the Director’s core function in
managing organizational change is setting up the agenda, framing the issues and then
negotiating the political terrain of pro-platform and anti-platform networks. The
director will be forced to choose between an open and collaborative process or an
autocratic process.
Application
A series of questions have been identified to facilitate the potential for
change in an organization. The questions are based off of a tool presented by Dr. Kass
in PA 545. The questions and answers for the political frame are found in Figure 18.
Political Re-Frame: Assessing Opposition and Support to the Problem and Solution
Do the back to the future and the problem statement(s) suggest blame for the problem that might lead to a shift in the distribution of power in the organization? Why?
No blame identified. Power could be shifted to those who use the trail assessment tools, if they are linked as a gatekeeper to accessing resources, i.e. must be completed to request additional resources.
Who would gain power from this shift and who would lose it? Participatory Parks would gain power (resources), traditional Parks who get additional resources now could lose power, if they do not use tools.
Has either or both of you’re your back to the future and problem statement(s) been intentionally framed to suggest a shift in the power structure of the focal unit or larger organization?
Focus was on use of tool, which directs power to line staff and potentially elevates trail resource needs (as compared to other capital improvement needs in agency).
Does anyone in top management reject the way you have framed the future and/ or formulated the problem(s)? Who? Why? Is their rejection important to the success of the OD project?
None identified yet.
Does the solution(s) shift important resources needed to exercise power in the organization? i.e. positions of authority, material and human resources, status, expertise, alliances etc.? What are these shifts and who is most impacted?
Links assessment with access to resources. May place higher status of Trail Coordinator by staff to access resources and for training of staff on tool and trail management.
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Externally and internally to the focal unit, who wins and who loses most as a result of these shifts in power? What do they win or lose? How important are the winners and losers to making the change?
Looser could be other capital improvement projects that trails would compete for agency resources from. Trails and ultimately the trail users gain the most by having more access to and less resource damage from trails.
Do the solutions have the genuine support of top management? Who in top management? If so why do they support it? Given your organization’s power structure, how important is this support?
Asst. Director of Operations supports due to systematic methodology to identify and prioritize trail maintenance needs and fits within the methodology of other capital improvement assessment tools. Very important support.
Planning Manager support, since it provides a platform to discuss recreational needs of parks on par with natural resource and cultural resource needs in the park. Adds to the nature of how park used and integrates trails into recreational use paradigm.
Do the solutions have opposition in top management? Who? If so, why do they oppose the solution(s)? Given your organization’s power structure, how important is this opposition to the success of the OD project?
None identified at this time.
Figure 18 - Political Re-Frame: Assessing Opposition and Support to the Problem and Solution
Symbolic Frame
The basic assumption of the Symbolic Framework is that the world is a complex
and ambiguous world where meaning, symbolism and faith are at the core of an
organization. Humans are social animals that want to belong to the tribe and want to
view their tribe as better and different than others. Over time, the organization’s story
forms. Staff and leaders create their own mythology of the organization through the
stories, rituals and ceremonies that perpetuates the identity of the organization as
unique and special.
The organization’s outcomes become judged by the expectations and the
perception of the outcomes versus tangible outcomes. The role you play is as
important as the outcomes. Even an unsuccessful outcome re-enforces the bond
between member and the organization. In addition, these rituals can become
important in improving the organization’s image.
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Application
A series of questions have been identified to facilitate the potential for change in an
organization. The questions are based off of a tool presented by Dr. Kass in PA 545.
The questions and answers for the symbolic frame are found in Figure 19.
Symbolic Re-Frame: Assessing Opposition and Support to the Problem and Solution
Does your problem statement(s) question traditional ways of operating? How?
No, it fits within the current mechanism of the Agency.
Does your problem statement(s) support or call into question deeply held values in the focal unit, larger organization and/or organizational environment? What are these values?
It supports the Park staff’s need to have workload validated and supported and provides tool to make work easier and access to resources justified based off of agency adopted platform.
Does your problem statement(s) imply that solution of the problem(s) will improve the internal and/or external image of the focal unit? How? Conversely, does it threaten this image? How?
The tool could be perceived as a mechanism to blame Park staff for not doing work or adding additional work to them. Goal is the opposite of this and tries to rectify the gap between resource needs and resources for trails in parks.
Given the history of the organization, does the problem statement (s) seem to be in line with earlier accepted criticisms of the organization or a radical departure from them? Why?
Appears to be consistent with the direction and history of Agency. It follows the trends within the agency to prioritize work and resource needs.
Does the organization have a history of ritualistic cosmetic change that has had little real effect on the organization?
Several structural changes in the past few years. Jury is out on effect, but goal was to align structure to produce better results for agency.
How does the solution (s) impact the customary (traditional) way the organization operates? Would this impact be judged positively or negatively and by who?
Fits within the methodology used by agency. Could be viewed as another “hoop” to access resources.
How does the solution(s) impact the organization’s most important values positively and/or negatively?
Fits with the importance set on recreation and natural resources and their impact on the recreational experience.
How does the solution (s) fit in with past efforts to change the organization? Has the organization had a history of successful or unsuccessful reform that is commonly known and remembered? Would the solution(s) be seen as radical or similar to other changes and by who?
No trail changes since the 1990s. However, a variation of this was implemented locally at one park with poor results. The trail assessment did not link well with resource allocation or staff work changes.
How does the solution(s) impact the organization’s current image externally/ internally? Is the solution(s) similar to others going on in your type of and/or in the administrative world in general? If so to what degree are these reform trends seen as positive or negative? By who?
Tool could be used by several local and regional trail providers, allowing agency to be seen as recreational leader on trails and trail management.
How will the solution(s) be received by important actors in your organization’s environment?
Should be received well. Tool established based off of agency identified needs. It is reflective of staffing limitations and problem resolution (active) vs data collection (passive) of problems.
Figure 19 - Symbolic Re-Frame: Assessing Opposition and Support to the Problem and Solution
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Re-Framing Summary
The re-framing exercise has assisted in developing an understanding of the support and
opposition to the implementation of the trails assessment. The agency is currently going
through a process of identifying funding priorities for capital improvement projects. The
projects include development of new facilities and heavy restoration of existing facilities. The
trail assessment process fits within the current climate and focus of the agency. The structural
and political frames appear to be well aligned with the implementation of the trail assessment
tool. Figure 20 shows the degree of opposition and support based off of the four frames
reviewed.
Figure 20 - Summary of Re-Framing Opposition and Support to Change
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The only frame that provides some potential for opposition is the human resource
frame. The trail assessment tools could be viewed by staff as additional work, additional hoops
to get resources, and a means to showcase their deficiencies. The implementation will need to
take heed of these concerns and factored into the stakeholder analysis.
The degree of acceptance or rejection of the trail assessment tools follows the same
trends as the opposition to the problem. The human resource factor appears to be biggest
barrier to a successful implementation. Overall, the agency appears to be in position to accept
the proposed change. It seems to fit within the current initiatives of the agency and the
environment is open to adding additional review of trails to the operational maintenance matrix.
Figure 21 provides an overview of the re-frame’s assessment of degree of acceptance or
rejection to the proposed solution.
Figure 21 - Summary of Re-Framing Acceptance or Rejection to Proposed Solutions
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Stakeholder Analysis:
To assess the stakeholders associated with the implementation of the trails
assessment process, I have used the tool provided by Dr. Kass in PA 545. The tool
allows each stakeholder to be identified on three core attributes: Importance, Support,
and Motivation. The attribute of importance will be assessed on a standard 1 to 5 scale
where 1 is moderately important and 5 is extremely important. The attribute of support
will be assessed on a standard 1 to 5 scale where 1 is moderately supportive or
opposed and 5 is extremely supportive or opposed. The motivation attribute will
identify reasoning for the support, opposition or neutrality of the stakeholder. Figure 22
provides a summary of the stakeholder analysis.
Stakeholder Analysis
Stakeholder Importance Support
Level Motivation Agency Executives 5 3 Supportive with desire to quantify need
Planning Section 2 3 Supportive to facilitate trail planning
Region Managers 4 2 Moderately Supportive if helps allocate resources
District Managers 3 2 Moderately Supportive if helps allocate resources
Park Managers 4 3 Supportive, if creates results
Park Rangers 3 3 Supportive, if is effective use of time
Citizen Trail Advisor Group 2 4 Very Supportive to showcase agency as leader
Figure 22 - Stakeholder Analysis
The most important stakeholder identified is the agency executives. They are
important for two primary reasons. First, I need their support or neutrality to
implement the trail assessment tools. If they do not support the concept, then there is
nothing to implement. Second, they can provide the necessary direction to overcome
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any initial concerns raised by the Regional Managers. Our organization is very
hierarchical in the field structure.
The Region Manager and District Manager stakeholder groups are key to getting
Park Managers and Park Rangers to implement the trail assessment tools. They will
only do this if they see that the trail assessment tools are getting the necessary
resources to their staff to resolve the trail issues. If there is a failure to create this
nexus or if they determine it has a high workload impact, they will begin to oppose the
trail assessment tools.
The Park Manager and Park Ranger stakeholder groups have the most to gain
and most to lose from this implementation. It is primarily on their shoulders to use the
tools and to determine the efficacy of the tools for them. As long as the tools provide
the results they need and are seen to add value, I will have a supportive stakeholder
group.
SWOT Analysis:
SWOT analysis is a strategic planning method used to evaluate the Strengths,
Weaknesses, Opportunities, and Threats involved in a project. It involves specifying the
objective of the project and identifying the internal (strengths and weaknesses) and
external factors (opportunities and threats). Figure 23 provides a summary of the
SWOT analysis for this leadership opportunity.
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Figure 23 - SWOT Analysis
The internal factors will be reviewed first. The strengths to the trail assessment
tools implementation is their foundation in stakeholder needs. The design is simple and
flexible, which should allow stakeholders to use the tools to assist in resolving their trail
needs. The primary weakness is the lack of a crisis. In addition, the trail maintenance
needs will be higher than the resources available to resolve them. The amount of
training and support to implement the trail assessment tools could outweigh the staffing
resources available. In addition, to achieve buy in, there will be several layers of the
agency to work with.
The external factors revolve around environmental and perception issues. The
opportunity to be in the right environment for implementation is crucial. The agency is
implementing similar methodologies to allocating resources. In addition, there is a push
from the legislatures to place better quantification of agency needs and demonstration
of results of our expenditures. The threats to the trail assessment tools revolve around
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the perception that the tools are not effectively meeting staff’s needs or area burden on
their workload.
Leadership Assessment
Strengths Assessment
Gallup found that the 34 Clifton StrengthFinder themes naturally cluster into four
domains of leadership strength (Rath & Conchie, 2008). The four domains are:
Executing, Influencing, Relationship Building, and Strategic Thinking. I completed the
StrengthFinder Assessment in November 2010 and my five top strengths were:
Activator, Achiever, Analytical, Futuristic, and Command (Figure 24). I do not have a
top strength in relationship building. I will need to ensure that this domain is captured
by the implementation strategy or members of the implementation team.
Strengths Assessment Executing Influencing
Relationship Building Strategic Thinking
Achiever Activator
Command
Analytical
Futuristic Figure 24 - Strength Assessment Summary
In looking at my strengths, I will need to use them to meet the four basic needs
that my stakeholders will have. The basic needs are trust, compassion, stability, and
hope (Rath & Conchie, 2008). As an Activator, I excel at turning thoughts into action.
In order to create trust, action can instill trust. But, only if the stakeholders identify
that their needs are being listened to and acted upon. To ensure trust is built in me
and the trail assessment tool, I need to ensure the process has a double feedback loop,
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thereby ensuring that the trail assessment tool continues to meet the needs of the
stakeholders. This can also assist in meeting the second basic need of the
stakeholders, compassion. By listening to the stakeholder’s feedback and acting on it, I
can demonstrate my compassion to their needs.
Stability can be accentuated on by ensuring that sufficient training and resources
are available as the trail assessment tools are implemented. This can reassure
stakeholders that they are supported in this. As an activator, I can inspire hope
through my actions and support of stakeholders to engage in the use of the trail
assessment tools.
Smart Power Assessment
Based off of the context of this leadership opportunity, the stakeholders, and the
SWOT analysis I need to assess the distribution of power and determine the best
strategies to tap those power sources to implement the trail assessment tools (Nye,
2008). By mapping the power resources, I can also determine at what cost the sources
of power are. I will use the Smart Power Tool from PA 517 (see Appendix F).
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Figure 25 - Smart Power Tool
Power Type You Would Like to Use Rationale for Using that Type of Power
Hard Power strategies: Rationale:
Use Project Review Board to adopt trail assessment tools as methodology for budget identification and funding priority
process to get local Oregon Parks and Recreation Department staff to use trail assessment tools.
Hold carrot out to park staff to implement. • Table A: (Reward) • Table B: (Machiavellian – economic incentives; build winning
coalitions)
Have Operations Management Team approve policy to adopt trail assessment tools.
Leverage this show of support to create funding and staffing prioritization for gaps.
• Table A: (Legitimacy) • Table B: (Organizational Capacity- manage information system; inner
and outer circles)
Integrate trail assessment tools into Trail Standards
Creates organizational support and buy-in from top to bottom of organizational. Allows for Director and Commission awareness and support.
• Table A: (Legitimacy) • Table B: (Machiavellian – Ability to Bully, buy and bargain)
Soft Power strategies: Rationale:
Training and Testimonials
Articulate vision and steps to successfully implement the trail assessment tools. Showcase the fiscal and local impacts.
• Table A: (Reward, Informational, Rational Persuasion, Referent Power, Expert Power, Charisma)
• Table B: (Machiavellian – build winning coalitions) • Table C: Communications, Vision, Emotional IQ
Integrate into Planning Process for Parks
Creates approach to advocate for trails by speaking with parks to resolve issues, grows system of parks planned through the process, and communicate with local agency/politicians on needs of the trails.
• Table A: (Expert Power, Charisma) • Table B: (Empower follower and indirect leadership to outer circles) • Table C: Vision – attract followers, Communications, Emotional IQ
ORTAC Presentation
This is a citizen based advisory group who can speak with their peers and show to leaders the broad-based, citizen-driven support for the Oregon Coast Trail.
• Table A: (Legitimacy, Referent Power, Expert Power) • Table B: (Indirect leadership; Machiavellian – build winning
coalitions) • Table C: Vision, Communications
Operations Management Team Informational Presentation
Provides opportunity for questions to get answered and support for system to be implemented as a best practices method.
• Table A: (Rational Persuasion, Expert Power) • Table B: (Manage information systems) • Table C: Communications, Vision
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Leadership Strategy
The trail assessment tools are a culmination of agency identified data needs for
trails. They represent a best practices methodology to manage trail maintenance and
keep trails safe and enjoyable for our users. As identified in Figure 3, Adoption of the
trail assessment tools methodology is the final step.
My strategy to implement the trail assessment tools will take into consideration
the contextual assessment and leadership assessment that I have completed. The
strategy will employ three stages: Communication, Training, and Integration. The
steps will follow the timeline outlined in Figure 26 .
Communication Training Integration
OMT April 2012 ORTAC May 2012 Field Staff June 2012
Fall 2012 Fall / Spring 2013
Figure 26 - Implementation Plan Timeline
Stage 1 – Communication
I will set-up informational presentations with key decision making and advisory
bodies for the agency. Following the focus group presentation, I will make a
presentation to our Operational Management Team (OMT) in April 2012. OMT is made
up of senior operations managers and operational support managers who have
extensive experience with parks. OMT is a policy advisory group for our park
operations. They are influential in the implementation of any program. OMT is a
critical connection to ensure that the focus group’s identified trail data needs are
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consistent with OMT’s. The focus of the presentation will be to inform OMT of the trail
assessment tools and seek feedback on the tools and their usefulness for park
operations.
Pending a favorable presentation to OMT, I will then present the information to
the agency’s citizen trail advisory group, Oregon Recreation Trails Advisory Council
(ORTAC) in May 2012. ORTAC is responsible for advising the agency on trails and is
made up of trail professionals and trail advocates from all over the state. They
represent decades of experience on trail issues. The presentation to ORTAC will follow
the OMT model. The goal of presentation will be to broaden the review of the trail
assessment tools and seeking feedback on the tool efficacy from non-agency staff trail
experts.
The goal of the communication stage is to use my personal power, my expert
power, charisma and referent power to communicate the vision and display my capacity
to understand the needs of my audience and be empathetic to their needs. These
techniques will be implemented through soft power techniques. The strategy is
consistent with the structure and culture of the agency and will allow a coalition to be
formed (internal and external of the agency) that agrees on the need for the proposed
solution.
Upon favorable presentations, this will allow me to begin a communication
campaign with our field staff on the new tool in June 2012. This will begin with
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informational presentations and begin to market training modules for the trail
assessment tools. This will setup stage two, training.
Stage 2 – Training
The training of agency staff on the trail assessment tools will be crucial in the
implementation of the tools as a valued addition to their trail management regiment.
The training will need to be developed at two levels: staff and volunteer training
modules and train-the-trainer modules. The training stage will begin in the Fall of
2012, after the peak summer season and when field staff begin to attend trainings.
The training will rely on soft power to communicate the vision and re-validate the
feasibility of the trail assessment tools to meet the stated needs and be an effective use
of staff’s time. The training will then lead into the justification to integration the trail
assessment tools into other agency practices related to trail standards, trail planning
and capital allocation.
Stage 3 – Integration
The final stage will be the integration of the trail assessment tools into three key
processes at the agency. The first is the trail standards. The trail standards are a
comprehensive review and update of all trail planning, construction and maintenance
activities for the agency. The trail standards will include a chapter on trail assessments
and the trail assessment tools developed in this research will be the content of that
chapter. The trail standards could culminate into a trails policy, which would prescribe
the trail assessment tools as the mechanism for agency staff to assess trail
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maintenance needs. This will begin during the Fall of 2012 when the training stage
begins.
The second integration activity will be with the park planning process. The
agency completes park master plans. These plans are completed on a 10 to20 year
cycle. The trail assessment tools will be integrated into the recreational assessment
and recommendations section of the park master plan. Over a 10 year period, all parks
will have completed a park master plan, thereby integrating the trail condition and
inventory into every park. This step essentially began with the Tryon Creek
Management Unit planning process, but will begin to be integrated into the next master
plan scheduled to begin in the Fall of 2012.
The third integration activity will be the integration of the trail problem
assessment with the capital allocation process. The agency is currently revising the
allocation process and created two capital allocations categories: Enhancements and
Major Restoration. The major restoration category could require that the trail problem
assessment be used to justify the capital request or consideration between two like
projects could be used to provide extra points for those parks that completed annual
assessments of trails. This process is in the planning process currently. In the Spring
of 2013 the end of this fiscal year will begin the stage as priorities are established for
the new fiscal year.
The third stage relies primarily on hard power. The use of fiscal incentives to
stimulate behaviors is coupled with positional power is the final power paradigm used.
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The goal is that the soft power techniques will have brought on followers early and the
hard power is only needed to change the behaviors of the few remaining outliers.
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Appendix A: Trail Inventory
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Appendix B: Trail Inventory and Condition Assessment
Sect
ion
Po
int
Tre
ad W
idth
(f
t)
Tra
il I
nci
sio
n
Tra
il P
rofi
le
Cro
ss-S
lop
e
Tra
il S
urf
ace
Tra
il
Deg
rad
atio
n
Leve
l
Feat
ure
Typ
e
Co
nd
itio
n
Cat
ego
ries
Wo
rk N
eed
ed
Notes
Trail Condition Assessment
Trail InventoryTrail: Park:
Trail Inventory - Features & Problems
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Appendix C: Trail Problem Assessment
Trail Problem Assessment Park:
Sect
ion
Po
int
Feat
ure
T
ype
Co
nd
itio
n
Cat
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Wo
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Nee
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Notes
Trail:
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Appendix D: Trail Rapid Condition Assessment
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Appendix E - Trail Inventory and Assessment Report
TRAIL INVENTORY AND ASSESSMENT Tryon Creek Management Unit
February 13, 2012
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The mission of the Oregon Parks and Recreation Department is to provide and protect outstanding natural, scenic, cultural, historic and recreational sites for the enjoyment and education of present and future generations.
Oregon Parks & Recreation Department
725 Summer St. NE, Ste C
Salem, OR 97301-0792
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Title: Tryon Creek Management Unit: Trail Inventory and Assessment
Author: Rocky Houston, Park Trails Specialist, Integrated Park Services Division
Publication Rights: Information in this report may be copied and used with the condition that credit is given to Oregon Park and Recreation Department. This report has been prepared for in-house use and will not be made available for sale. Photographs and graphics may not be reproduced for reuse without permission of the owners or repositories noted in the captions.
Trail Inventory and Assessment
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Table of Contents 1 Overview ................................................................................................................ 79
1.1 Objectives ....................................................................................................................... 79 1.2 Location and Setting ...................................................................................................... 79 1.3 Inventory of Current Trails .............................................................................................. 79
2 Trail Needs Assessment ....................................................................................... 84 2.1 Statewide and Regional Issues and Needs ................................................................... 84 2.2 Local Issues and Needs ................................................................................................. 84
3 Trail Opportunities ................................................................................................ 85
Trailhead Additions..................................................................................................... 86
Trailhead Additions..................................................................................................... 88
Appendix A: Examples of Appendices ...................................................................... 89
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Overview
The trail inventory and assessment is a component of the comprehensive plan for the Tryon Creek Management Unit. The purpose of this assessment is to provide guidance for rehabilitating the trails in the management unit and to provide management recommendations that will reduce the need for major rehabilitation projects in later years. An inventory of all the trails and trail structures in the management unit was completed to assist in future management planning. The trail assessment also provides short term and long term recommendations to enhance the recreational capacity of the trails while protecting archeological resources and protecting natural resources.
Objectives
The object of the trail inventory and assessment is to do the following:
• Inventory existing trails and trail conditions • Provide recommendations on re-routing and restoration priorities • Provide input into the comprehensive planning process on new trail development, trail needs
and additional trail related facilities • Establish a baseline for trail classes and trail standards that assist in comprehensive park
maintenance planning
Location and Setting
The Tryon Creek State Natural Area is 656 acres located in the northern Willamette Valley in Clackamas and Multnomah County adjacent to the city of Lake Oswego and the southwest boundary of the city of Portland. The park boundaries are SW Boones Ferry Rd to the West and SW Terwilliger Blvd to the North and East. Highway 43 is the southern boundary. The park follows the watershed of Tryon Creek from near the confluence of Tryon Creek with the Willamette River to Marshall Park, a City of Portland Park, to the northwest.
Milo McIver State Park is 975 acres located in rural Clackamas County near the city of Estacada. The park boundaries are the Clackamas River to the east and rural residential property to the south, north and west. The park has over four miles of river front access. PGE manages a dam, creating Lake Clackamas and manages a local park (Timber Park) across the lake.
Inventory of Current Trails
The focus of the trail inventory follows the focus of the comprehensive plan priorities. That is that the major focus of the inventory work was at the Tryon Creek State Natural Area and Milo McIver State Park. A minor focus on Wapato State Natural Area and Bonnie Lure State Park was completed for trail inventory work.
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Tryon Creek State Natural Area
The 1971 Tryon Creek State Natural Area master plan identified 17 miles of trail to be developed. The park currently has 14.85 miles of trail.
Trail User/Type 1971 Master Plan Recommendation
Current Conditions
Equestrian Trail 4.5 miles 3.71 miles Bicycle Trail 2.0 miles 2.39 miles
Interpretative / Nature 2.3 miles 0.37 miles General Hiking / Walking 8.4 miles 6.53 miles
Total Miles 17.0 miles 13.0 miles Trails Planned in 1971 and current number of miles, by type, developed at Tryon Creek State Natural Area
The trails were inventoried and the resulting table identifies each trail.
Trail Inventory - Summary of Trails Park: Tryon Creek State Natural Area
HUB ID Trail Name
Tra
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Tra
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Tra
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Tra
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Tra
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Tra
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Ave
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D
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Le
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Tra
il U
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Maple Ridge Trail 0.54 3 CG 4 Easy I Ped Center Trail 0.28 4 CG 4 Easy I Ped Big Fir Trail 0.38 3 CG 4 Easy I Ped Cedar Trail 0.93 3 CG 4 Moderate I Ped Fourth Avenue Trail 0.15 3 CG 3 Easy I Ped Hemlock Trail 0.11 3 CG 4 Easy I Ped Iron Mountain Trail 1.02 4 CG 6 Easy I Ped Lewis & Clark Trail 0.83 2 Dirt 2 Moderate II-III Ped Middle Creek Trail 0.53 3 CG 3 Easy I Ped North Creek Trail 0.44 3 CG 3 Easy II Ped Old Main Trail 0.53 4 CG 8 Easy I Ped Red Fox Trail 0.41 3 CG 3 Moderate I Ped South Creek Trail 0.38 3 CG 3 Easy I Ped Trillium Trail 0.37 5 Paved 8 ADA I Ped North Horse Loop 1.99 4 CG 6 Easy I Eq, Ped West Horse Loop 0.94 4 CG 6 Easy I Eq, Ped Boones Ferry Trail 0.34 4 CG 6 Easy I Eq, Ped Englewood Trail 0.44 4 CG 6 Easy I Eq, Ped Terwilliger Bike Path 2.39 5 Paved 8 ADA I Multi Total (miles) 13.0 Tryon Creek State Natural Area Trail Inventory Summary
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Map of Tryon Creek Natural Area Trail System
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Milo McIver State Park
Trail Inventory - Summary of Trails Park: Milo McIver State Park
HUB ID Trail Name
Tra
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Tra
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Tra
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Tra
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Tra
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Tra
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Ave
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Tra
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Maple Ridge Trail 1.84 miles 2 Dirt 3 Moderate Ped Cedar Knoll Trail 0.22 mile 2 Dirt 3 Moderate Ped Nature Trail 0.80 mile 3 CG 4 Easy Ped Riverside Trail 1.51 miles 2 Dirt 6 Easy Ped
Riverbend Bike Trail 0.59 mile 4 Paved 8
Easy Ped, Bike
Vortex Trail 1.25 mile 2 Dirt 2 Moderate Ped River Mill Horse Trail 3.88 miles 4 CG 5 Easy Eq., Ped Bat Trail 0.98 mile 3 Dirt 3 Easy Eq., Ped Dog Creek Trail 0.56 mile 3 Dirt 3 Easy Ped Maple Ridge Connector 0.10 mile 2 Dirt 3 Easy Ped Riverside Connector 0.40 mile 2 Dirt 3 Easy Ped Boat Launch Connector 0.06 mile 3 Dirt 6 Easy Ped PGE Road to River Mill Horse Trail 0.13 mile 4 Dirt 8 Easy Eq., Ped Campground to North 0.09 mile 4 Dirt 6 Easy Ped River Mill Connector to Group Camp 0.27 mile 4 Dirt 4 Easy Eq., Ped Group Camp to East 0.14 mile 4 Dirt 6 Easy Ped Camp to Group Camp Connector 0.25 mile 4 Dirt 6 Easy Ped Horse Trail @ Bat Barn area 0.69 mile 3 Dirt 4 Easy Eq., Ped Viewpoint Trail 0.16 mile 4 Paved 4 Easy Ped Viewpoint to River Mill Horse Trail 0.22 mile 3 Dirt 4 Easy Ped Total (miles) 14.14
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Trail Needs Assessment
Statewide and Regional Issues and Needs
Statewide Trails Plan
The Statewide Trails Plan was completed in 2005. The plan identified two statewide trail issues and five statewide non-motorized trail concerns. The issues and concerns that are applicable to these parks are:
• Statewide Issue A: Need for trail connectivity • Statewide Issue B: Need for trail maintenance • Statewide Non-Motorized Trail Concern 1: Need for more trails in close proximity to where
people live • Statewide Non-Motorized Trail Concern 2: Need for additional non-motorized trails
The Statewide Trails Plan also identified trail issues at a regional level. The regional issues for the northwest section, where this management unit is located is:
• Need for trail connectivity within the region providing access from urban to rural trails, connections between public facilities, parks and open space and connections from stat and regional trails to community trails.
• Need for additional non-motorized trails (for all user types) – especially in close proximity to where people live
• Need for additional funding for non –motorized trail acquisition and development. Potential strategies include allocation a certain portion of the state’s lottery fund; acquisition of fee title, easements, and land exchanges; and ways to allow users to pay for trail facilities and services.
Regional Trail Identification
• Tryon Creek State Natural Area:
o Hillsdale-Lake Oswego Trail
o Terwilliger Blvd Bike Path
• Milo McIver State Park:
o Mount Hood Connections
Cazadero Trail
Local Issues and Needs
Oregon Parks and Recreation Department conducted user surveys in 2011. The following are trail related items identified that have relevance to this assessment:
• Tryon Creek State Natural Area – User Survey requested more parking and more trails
• Milo McIver State Park – Trail User Survey requested more bicycle options
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Trail Opportunities
Tryon Creek State Natural Area
Tryon Creek SNA is in the center of a highly developed suburban area. The park is used daily by many local residents and the current system consolidates use at the Nature Center. The primary focus of the recommendations is to disperse access and use of the trail system, meet local and regional trail needs, reduce conflicts, and enhance the user experiences at Tryon Creek SNA (See Appendix A for a map).
Trail Use Change Suggestions
Given the location of the Park, use trends, and the regional trail needs a couple of changes have been identified:
• Disperse the use, especially jogging, out of the core Nature Center to perimeter trailhead locations. This can be done through enhanced access to neighborhoods (pedestrian trailheads and new connecting trails) and enhancement of two larger trailheads to the southwest and southeast corners of the park.
• Promote jogging outside of the core Nature Center area by offering 5k and 10k routes using starting from alternative access points.
• Change Iron Mountain Trail from pedestrian to multi-use (bike, pedestrian) to enhance commuting and regional trail connection (Hillsdale-Lake Oswego Trail and Terwilliger Blvd Bike Path).
• Develop a jogging and mountain biking specific trail loop on the southwest side of the park around Iron Mountain Trailhead to meet regional trail needs and disperse jogging away from the Nature Center core.
• Remove duplicate trails (trails that are within 30 – 50 ft), especially in the Tryon Creek corridor. Trail Re-route and Removal Considerations
The focus of the trail re-routes and removals is to enhance the sustainability of the trails and remove the density of trails along Tryon creek. All routes will need to be field verified (See Appendix A for a map).
Trail Removal / Re-routes Notes Priority Trail Class
Trail Users Distance
Cedar Trail Re-route section at West Horse Loop & near north of Park Creek and slide area near Red Fox trail intersection
High 3 Pedestrian 1,978 ft re-route 835 ft removal
North Creek Trail Re-route slide area High 3 Pedestrian 652 ft re-route 571 ft removal
Lewis & Clark Trail Re-route upper section and eliminate lower section
Medium 2 Pedestrian 2,381 ft re-route 2,406 ft removal
Middle Creek Trail Remove from High Bridge to Beaver Bridge, including Beaver Bridge
Medium 3 Pedestrian 165 ft re-route 1,661 ft removal
Old Main Trail Remove trail from Middle Creek intersection down to Obie’s Bridge. Re-route using Middle Creek Trail and new re-route
Medium 3 Pedestrian 734 ft removal
Hemlock Trail Re-route initial section to Cedar Trail connection
Low 3 Pedestrian 1,546 ft re-route 408 ft removal
Red Fox Trail Re-route connection to Old Main Trail Low 3 Pedestrian 210 ft re-route 162 ft removal
South Creek Trail Re-route section near Iron Mountain Trail Low 3 Pedestrian 316 ft re-route 290 ft removal
Total 181 ft
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Trail Addition Concepts
The addition of trails fall into three categories: Enhance access to local neighborhoods, create connections with regional trails and new acquisitions and disperse and enhance use to meet local and regional trail needs. All routes will need to be field verified (See Appendix A for a map).
Trail Additions Notes Priority Trail Class Trail Users Distance
Nature Trail West of Nature Center High 4 Pedestrian 0.25 mile
Kathy's View Trail Bike Path or R.Pennington Trail to Iron Mountain Trail
High 2 Trail Runner/Bike 1.75 miles
Poppe's Trail Iron Mountain Trail to Bike Path High 3 Trail Runner/Bike 0.73 mile
Iron Mountain Trail Section from Tryon Creek east to Bike Path change use to allow bikes
High 4 Trail Runner/Bike, Pedestrian
0.00 mile
Boca Ratan Trail Iron Mountain Trail to Boca Ratan St Medium 3 Pedestrian 0.22 mile
Park Creek Loop Trail Englewood Trail to Cabins to West Horse Loop
Medium 4 Equestrian, Pedestrian
0.91 mile
East Tryon Trail Bike Path Parking to Iron Mountain Trail Medium 4 Pedestrian/Bike 0.39 mile
Padget Creek Trail Englewood Rd to Bonnie Brae Trail Medium 3 Pedestrian 0.56 mile
Marshall Trail Southwest Trail #5 from 4th St to Marshall Park
Medium 3 Pedestrian 0.81 mile
Bonnie Brae Trail Red Fox Trail to Bonnie Brae St Low 3 Pedestrian 0.03 mile
Briercliff Trail Briercliff to Padget Creek Trail Low 3 Pedestrian 0.11 mile
13th Court Trail 13th Court to Park Creek Loop Trail Low 3 Pedestrian 0.12 mile
Cumberland Trail Cumberland Rd to Iron Mountain Trail Low 3 Pedestrian 0.39 mile
Virginia Trail Cumberland Trail to Virginia St Low 3 Pedestrian 0.1 mile
Mauren's Trail Lewis and Clark Trail to Nursery Trailhead (4th St)
Low 2 Pedestrian 0.26 mile
Total 6.63 miles
Trailhead Additions Concepts
The park has one key parking area, the Nature Center, which consolidates use and creates a bottleneck for trail use. The existing satellite trailheads are sparse and not located near the neighborhoods. The trailhead plans need to be field verified (See Appendix A for a map).
Trailhead Additions Notes Priority Type
Iron Mountain Trailhead Use existing trailhead as entrance road and place west of bike path - up to 30 cars High Vehicle
Cabin / South Boones Ferry Trailhead Re-route access road, space for 15-20 cars Medium Vehicle
Boca Ratan Rd Simple trail sign, Park sign Medium Pedestrian
Bonnie Brae Rd Simple trail sign, Park sign Low Pedestrian
Briercliff Rd Simple trail sign, Park sign Low Pedestrian
13th Court Simple trail sign, Park sign Low Pedestrian
Cumberland Rd Simple trail sign, Park sign Low Pedestrian
Virginia St Simple trail sign, Park sign Low Pedestrian
Nursery Trailhead (4th St) Acquisition required - Space for 20-30 cars Low Vehicle
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Implementation Strategy
Upon completion of the Comprehensive Plan and final parkwide planning efforts are completed, a trails advisory group should be established. The focus of this group would be to establish communication between the users groups to enhance awareness of trail use needs and foster trail etiquette values among all users groups. The advisory group would assist the Park Manager in prioritizing development priorities, trail maintenance priorities, and recruitment of volunteers to assist in implement their recommendations.
Milo McIver State Park
Milo McIver State Park is a gateway recreational facility, providing extensive day-use year round and camping seasonally. The primary focus of the recommendations is to implement a trail wayfinding plan, create connections from the north and south developed areas, enhance equestrian and bicycle trail access, meet local and regional trail needs, and enhance the user experiences at the park (See Appendix A for a map).
Trail Use Change Suggestions
Given the location of the Park, use trends, and the regional trail needs a couple of changes have been identified:
• Enhance equestrian trail system around existing parking are and proposed horse camp. • Provide northern access to equestrians on Vortex and Riverside Trail. • Provide bicycle trail access around campground and connections to northern section. • Investigate the use of the PGE maintenance road as a multi-use trail and short-term connection
to Estacada. • Investigate bridge alternatives with PGE and the City of Estacada.
Trail Re-route and Removal Considerations
The focus of the trail re-routes and removals are to enhance the sustainability of the trails and remove public safety concerns. All routes will need to be field verified (See Appendix A for a map).
Trail Removal / Re-routes Notes Priority Trail Class
Trail Users Distance
Vortex Trail Slide requires removal in initial portion of trail High 2 Pedestrian 1,426 ft removal
Maple Ridge Trail Slide has created a dispersal of water and multiple crossings. Re-route trail and re-located bridge to east of current location
Low 2 Pedestrian 116 ft re-route
91 ft removal
Total -1,401 ft
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Trail Addition Concepts
The addition of trails fall into three categories: Enhance access to for equestrians, create connections with the developed areas of the park, and disperse and enhance use to meet local and regional trail needs. All routes will need to be field verified (See Appendix A for a map).
Trail Additions Notes Priority Trail Class Trail Users Distance
River Lake Road Trail River Lake Rd (PGE) from Lake Clackamas to South Boundary
High 4 Multi-Use 0.52 mile
North Connector Trail Trail from viewpoint parking lot and new welcome center to Vortex Trail and The Heights Trail
High 4 Multi-Use 0.20 mile
Lake Clackamas Trail River Mill Horse Trail to River Lake Road Trail
High 3 Equestrian, Pedestrian
1.4 mile
Maple Glen Loop Loop from proposed new horse camp to north or south connection to River Mille Horse Trail
Medium 3 Equestrian, Pedestrian
1.36 mile
Alt. River Lake Road Trail Alternative Route if PGE doesn’t allow use of their road
Medium 4 Multi-Use 0.55 miles
The Heights Trail Trail west of north access road connecting to Vortex Trail
Medium 4 Multi-Use 0.83 mile
Isolation Drop Trail Trail connecting The Heights Trail to Maple Ridge Trail
Low 2 Pedestrian 0.39 mile
Clackamas River Trail North-South Connector making connections to Vortex Trail, Riverside Trail and Dog Creek Trail
Low 2 Pedestrian 0.72 mile
Riverside Trail Extension to the south to Vortex Trail Low 3 Multi-Use 0.15 mile
Flume Trail Connection to River Mill HorseTrail and Maple Glen Loop
Low 4 Equestrian, Pedestrian
0.30 mile
Total 6.42 miles
Trailhead Additions
There are no proposed trailhead additions.
Implementation Strategy
Upon completion of the Comprehensive Plan and final parkwide planning efforts are completed, a trails advisory group should be established. The focus of this group would be to establish communication between the users groups to enhance awareness of trail use needs and foster trail etiquette values among all users groups. The advisory group would assist the Park Manager in prioritizing development priorities, trail maintenance priorities, and recruitment of volunteers to assist in implement their recommendations.
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Trail Recommendations
To be determined through Comprehensive Planning.
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Appendix A: Examples of Appendices
Page 15 – Tryon Creek Trail Map – Trail Opportunities
Page 16 – Tryon Creek Trail Map – Trail Opportunities by Use
Page 17 – Milo McIver Trail Map – Trail Opportunities
Page 18 – Milo McIver Trail Map – Trail Opportunities by Use
Page 19 – Tryon Creek – Cabins Trailhead Concept
Page 20 – Tryon Creek – Iron Mountain Trailhead Concept
Page 21 – Tryon Creek – Nursery Trailhead Concept
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Appendix F - Smart Power Tool Overview and Instructions
Leadership is exercised through relationships. Leaders need to influence themselves and others to take Vision-directed and Values-based action. There are three types of power available for influencing action in relationships: hard, soft and smart. The purpose of this tool is to assist leaders to develop the most suitable balance of hard and soft power for a specific leadership situation, i.e., smart power.
Complete this chart. Read question #1. If your answer is yes, proceed to question #2. If it is no, proceed to ‘Leader Actions’ #1. Follow the same directions to answer questions #2 and 3. Next, use the charts on the following pages to take your ‘leadership actions’.
Conditions for Deciding on Sources and Types of Power Decision Rules Comments
1 2 3
1. Does the leader know the types and sources of legitimate discretionary power that they have available?
No Yes Yes
2. Does the leader understand the types of hard and soft power available within the context of the leadership role? No Yes
3. Does the leader understand the decision rules for balancing combinations of hard and soft power (e.g., smart use of power) under typical leadership system scenarios?
No
Leader Actions
1. Leader needs to determine their level of discretionary power by reviewing “sources of power” inventory (Table A)
X
2. Review descriptions of hard and soft power type uses (Tables B & C)
X
3. Review the contingency table (Table D) for applications of types of hard and soft power by standard types of scenarios
X
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Table A: Sources of Discretionary Power
Category Major Sources Operational Description
Position Power
1. Legitimacy Others recognize and accept authority associated with the position
2. Reward Position allows control over provision of rewards
3. Coercive Position allows capacity to control punishments
4. Informational Position allows access to privileged data or knowledge
Personal Power
5. Rational Persuasion Person relies on logical augments or factual evidence to convince others
6. Referent Power Person is liked or respected by others in important positions
7. Expert Power Person has superior knowledge and experience in a certain field
8. Charisma Person’s personality is engaging & magnetic with clear visions that inspire trust
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Table B: Hard Power
Category Dimensions Description
Organizational
Capacity
Manage the Reward and Information Systems
Understand information flows, i.e., top down and bottom up as well as horizontally amongst the followers, and how to monitor them. Implement systems that provide good information leading to valuable input. Make sure that unfiltered news can reach the leader.
Manage Inner and Outer Circles (direct and indirect leadership)
Manage the inner circle to ensure an accurate flow of information and influence. Understand the importance of empowering the followers by allowing them to speak out. Construct teams and hire subordinates who can compensate for any deficiencies.
Machiavellian
Skills
Ability and Authority to Bully, Buy, and Bargain.
Bully or repeatedly humiliate and dominate others in order to force others to behavior a certain way. Buy or provide economic incentives to followers to stimulate their performance. Bargain or cut deals with followers to get them on the ‘right’ track.
Ability to Build and Maintain Winning Coalitions
Build successful partnerships and stabilize the partnerships though time. Politically engage followers and involve them in participatory roles, i.e., inclusion.
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Table C: Soft Power
Categories Dimensions Description
Emotional IQ
Relationships and charisma. Effectively understand and display empathy. Control and display confidence and optimism.
Emotional self-awareness and control.
Emotional Intelligence involves the awareness and control of such signals. It also involves self-discipline that prevents personal psychological needs from distorting policy.
Communications
Persuasive words & symbols
Tailoring nuances of the language used to reinforce the direction in which the leader wants to lead. Symbolic communications such as Gandi’s simple dress depicted that his actions spoke louder than his words. Using symbolic events or public stunts to convey an image.
Persuasive to followers (near and distant)
The ability to successfully attract and manage both an inner circle of followers and a large audience. Using narratives and other forms of oratory skill e.g. using well-selected anecdotes or proverbs.
Vision
Attractive to followers
Shaping an idea or vision and adding attributes attract the interests of followers. Choosing a vision that followers can relate to or desire to accomplish e.g. Workplace Safety as the new CEO because this is a commonality between all workers and because once followers improve in one are they begin to improve in others as well.
Effective -balance ideals & capabilities.
The combination of inspiration and feasibility. The effective combination of inspiring follower’s with your vision while paying close attention to the details and feasibility of whether or not the dream can realistically be accomplished.
J. Nye, 2008.
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Table D: Assessment to Discern Smart Power Strategy
1. Analyze your leadership project to determine situations that may require the use of power. 2. Select hard and soft power strategies and record your rationale for utilizing them using the Tables on the attached pages. 3. Then, examine the strategies as a group to determine how they combine to equal Smart Power. 4. Record your answers here.
Power Type You Would Like to Use Rationale for Using that Type of Power
Hard Power strategies:
Rationale:
Soft Power strategies:
Rationale:
5. Describe how this combination of soft and hard power balances to equal Smart Power. Adjust the strategies until the mix does make Smart Power.
6. Describe your rationale.