Palisade State Park - Utahstatic.stateparks.utah.gov/plans/Palisade_RMP.pdf · Palisade State Park...

Palisade State Park

Resource Management PlanOctober 2000

Palisade State Park Resource Management Plan

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ACKNOWLEDGMENTS

Palisade State Park Resource Management Planning Team

Val Anderson, MantiMel Briggs, SalinaLloyd Call, Manti

June Crane, EphraimBart Nelson, Ephraim

Mayor Evelyn Nielson, SalinaBill Peterson, Manti

Tim Smith (Regional Manager, Utah Division of Parks and Recreation)Shon Tripp (Park Manager)

Rose Tukuafu, Ephraim

Golf Subcommittee Team Members

Matt FranksDave Bailey

Christy SoutherlandBob JensenKen StraitTerry IronsMel BriggsBart NelsonShon Tripp

J. D. RansomScott OlsenTim Smith

Other Participants

Courtland Nelson, Director, Utah Division of Parks and RecreationDave Morrow, Deputy Director, Utah Division of Parks and RecreationTerry Green, Planning Manager, Utah Division of Parks and Recreation

Jamie Dalton, Research Consultant, Utah Division of Parks and RecreationRosalind Bahr, Planner, Utah Division of Parks and Recreation

Susan Zarekarizi, GIS Consultant, Utah Division of Parks and RecreationBill Maughan, Construction Operations Specialist, Utah Division of Parks and Recreation


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PREFACE

Palisade State Park offers an array of differentrecreational opportunities including golf,fishing, swimming and camping. Palisade’spopularity is on the rise among recreationalusers. Annual visitation has steadily increasedover the past decade as more and more visitorstake advantage of Palisade’s wide rangingrecreational opportunities. These increasesare taxing the park’s limited capacity toeffectively meet visitor demands. Recentacquisition of adjacent land will help alleviatesome of the capacity problems. However,management actions are needed to determinethe level and type of development that shouldtake place on these acquired parcels. Thecurrent challenge therefore is to preserve thePark’s unique recreational and scenicopportunities while accommodating anincreasing visitor base.

Issues such as increasing recreational use,camping facilities, water-based recreation,golf, the need for visitor information,sustenance of a healthy ecosystem, signage,and visitor safety need to be addressed. Asstewards of Palisade State Park and itsresources, the Utah Division of Parks andRecreation, along with other interested partiesproposed a comprehensive planning processfor the park.

This Resource Management Plan (RMP) isrequired by the Utah State Legislature and theBoard of the Utah Division of Parks andRecreation to guide short and long term sitemanagement and capital development. Theplanning process recommends limits ofacceptable change or modification, and afuture vision for the park. Specifically, theprocess: (1) recognizes impacts will resultfrom use and enjoyment of the site; (2)questions how much and what types ofimpacts may be accommodated whileproviding reasonable protection of the

resources for future visitors; (3) seekssustained quality and value; and (4) seeksto determine the conditions under whichthis can be attained.

A Palisade State Park Resource ManagementTeam, consisting of community leaders,interested users, local residents and agencyrepresentatives, was formed to develop avision for the park, identify issues, andprovide managerial recommendations.

The team developed a future vision to guidemanagement actions at Palisade State Park. This future vision is built upon a frameworkof five core elements which define the team’splanning objectives. All recommendationswithin this plan are designed to:

C develop and enhance recreationalopportunities while retaining thepark’s current rural characteristics andvalues;

C increase visitor knowledge of thepark’s natural and cultural resourcesthrough the development andenhancement of various educationalprograms;

C strengthen the park’s cultural,historical and economic linkages tolocal communities and the state;

C develop facilities and infrastructureconsistent with the park’s values tomeet recreational demands and visitorexpectations;

C enhance customer service by providinga highly trained and professional staff.

Team recommendations were reached byconsensus and included input from the publicand other government agencies. Theserecommendations will guide management ofthe park over the next two decades. They areintended to be dynamic and will evolveconcurrently with park and local communitydevelopment and as individual portions of the


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vision statement are achieved.

Recommendations contained within the planwill be implemented under the direction of theUtah Division of Parks and Recreation. Thisplan is intended to be a useful, workabledocument that will guide management of thepark into the 21st century. At the present time,there is no long range plan in place guidingnecessary actions to accommodate increasingvisitation and subsequent demands. It isessential that a plan be developed tosufficiently define a future vision for the park. It is also essential that this plan be embracedby park visitors and nearby communities toensure its full implementation. Failure toimplement such a planning process will resultin reactive management schemes that cannotaddress longer-term problems. Without aforward-looking plan, the park’s recreationalopportunities could be jeopardized, possiblyto the extent of compromising recreationexperiences for future generations.


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LIST OF FIGURES, IMAGES, TABLES AND MAPS

FIGURES

Figure 1 Total Visitation, Palisade State Park, 1980-1999 . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Figure 2 Average Monthly Visitation (1994-1998), Palisade State Park . . . . . . . . . . . . . . . . 9Figure 3 (Visitor) State of Residence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Figure 4 County of Residence for In-State Visitors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Figure 5 Length of Stay at Palisade State Park . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Figure 6 Visitor Satisfaction With Palisade Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Figure 7 Support for Fee Increases . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

IMAGESImage 1 Geologic Map of Palisade Lake Area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Image 2 Proposed Development Area . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

TABLESTable 1 Visitor Expenditures per Person, per Day (by Expenditure Type) . . . . . . . . . . . . . . 17

MAPSPlate 1 Palisade State Park FacilitiesPlate 2 Proposed Palisade State Park FacilitiesPlate 3 Land OwnershipPlate 4 Palisade State Park Golf Course


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TABLE OF CONTENTS

INTRODUCTIONAcknowledgments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iiiPreface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vList of Figures, Images, Tables and Maps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii

EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1

MISSION AND VISIONMission Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3Vision Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3

RESOURCE MANAGEMENT PLAN PURPOSE AND PROCESSPurpose of the Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5The Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5

ABOUT THE PARKPark History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7Physical Setting and Facilities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Climate . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Park Visitation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8Relationship to the Community and Surrounding Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9Demographics and Socioeconomic Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9

PARK RESOURCESGeological Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11Biological Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12Archeological Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13Risk Management Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

VISITOR SURVEY RESULTSVisitor Survey Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15Community Survey Highlights . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17Economic Impact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17

ISSUES AND RECOMMENDATIONS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19Facilities Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20Policies, Programs and Funding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24Natural Resource Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29Land Ownership: Impacts and Acquisition . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31Education, Information and Interpretation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33Collaborative Partnerships . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35

CONCLUSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37


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REFERENCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39

MAPS

APPENDICESAppendix A Palisade State Park Geologic ReviewAppendix B Cultural and Paleontological Resource InventoryAppendix C Division of Risk Management ReportAppendix D IMPLAN Output (Income) and Employment Impact ResultsAppendix E Land Status at Palisades State Park


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EXECUTIVE SUMMARY

In March 2000 representatives from the UtahDivision of Parks and Recreation met withcommunity stakeholders from the SanpeteCounty area to initiate a resource planningeffort for Palisade State Park. The planningprocess was based on public input andinvolvement. The Palisade State ParkResource Management Planning Team - acitizen-based team representing communityleaders, interested users, local residents andagency representatives - was at the core of theprocess. The recommendations contained inthis document represent several months ofwork by the team as well as direct publicinput.

The plan provides recommendations foundedupon five primary vision elements that willguide future management of Palisade StatePark. These elements focus on:

C developing and enhancing recreationalopportunities while retaining thepark’s current rural characteristics andvalues;

C increasing visitor knowledge of thepark’s natural and cultural resourcesthrough the development andenhancement of various educationalprograms;

C strengthening the park’s cultural,historical and economic linkages tolocal communities and the state;

C developing facilities and infrastructureconsistent with the park’s values tomeet recreational demands and visitorexpectations;

C enhancing customer service byproviding a highly trained andprofessional staff.

These objectives are geared toward improvingand expanding the park’s recreationalopportunities, protecting its resources andproviding the visitor with a safe, enjoyable

experience. Achievement of these visionelements will require the continued support ofusers, legislative and community leaders andthe Division of Parks and Recreation.

The planning team issued several specificrecommendations in support of the plan’svision elements. Six issue areas form the basisof the team’s recommendations. Each issuearea with its accompanying recommendationsis outlined as follows:

C Facilities Development< Renovate and expand the park’s

existing clubhouse< Develop an interconnected trail system

for hiking, walking, biking andmotorized use

< Appropriately develop recentlyacquired lands to expand recreationopportunities

< Develop facilities and parking areas tobetter accommodate day use visitors

< Establish measures and limits toensure facilities are not used beyondtheir capacity to effectively servevisitors

< Develop an on-site playground toprovide children with additionalrecreational opportunities

< Provide additional group campingareas and individual camping sites

< Develop a putting course for golfers< Provide new facilities, renovate

existing facilities to meet visitor needs

C Park Policies, Programs and Funding< Seek additional funding through

partnerships, donations and events toeffectively implement elements of this Develop and implement a plan toprovide more efficient managementand operation of the golf course

< Add new staff to fulfill increasing


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responsibilities as plan elements areimplemented

< Coordinate efforts with citizen-basedadvisory groups, community advocatesand division employees to implementplan elements

C Natural Resource Management< Ensure that there is an adequate supply

of water to accompany increasingdevelopment or expansion of facilities

< Enhance interagency communication,cooperation and coordinationconcerning management of parkwildlife

< Coordinate with local water users tominimize impacts from lake levelfluctuations

C Land Ownership - Impacts andAcquisition< Acquire through trade, long term lease

or other appropriate means, lands orareas - not owned by the park - thatcurrently contain park facilities or parkmanaged recreational activities

< Coordinate with public and privateentities to ensure adjacentdevelopment does not diminish theaesthetic quality of the park andcorresponding visitor experiences

C Education, Interpretation andInformation< Market the park’s features on a more

regional basis< Establish a solid base of interpretive

information regarding park history andresources within and adjacent to thepark

C Collaborative Partnerships< Develop functional, interactive

relationships with Sanpete County,local communities, private landownersand other state agencies

Implementing some of these recommendationswill be dependent upon acquiring new fundingsources. There may be keen competition forfunding or other unforeseen priorities andcontingencies that could affectimplementation.

The plan’s success is dependent upon thecontinued support of park stakeholders. Efforts must be made to preserve parkresources, interact with local communities andstrive to meet the expectations of park visitors. The recommendations contained within thisplan were based upon an open andcollaborative process. It is imperative thatthis collaborative spirit continue as the plan’scomponents are implemented.

MISSION AND VISION STATEMENTS


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Mission Statement

Palisade State Park offers a multitude ofrecreational activities in a rural atmosphere. However, as visitation continues to increase,there will be a corresponding increase indemand for additional recreationopportunities. The team’s mission is focusedon meeting these demands. At the same time,the team recognizes that Palisade is more thanjust a site for recreation. It is also an areawith unique natural attributes and a richcultural heritage. Accordingly, the teamdetermined that while the park should providevisitors a safe, satisfying recreationalexperience, it should also serve as a culturallink with rural communities surrounding it. Strengthening these linkages will heightenawareness and appreciation of the park andthe role that it plays in the community at large.

Vision Statement

A vision statement is similar to a compass; itcharts a destination, sets the team on thecorrect course of action, and provides themeans to determine how closely teamrecommendations will follow that chartedcourse. Utilizing the basic principles in themission statement, the team developed avision statement to guide development of theplan’s recommendations. The vision statementprovides the foundation for recommendationsto meet visitor demands, increase awarenessof the park, its connection to the area, andpreserve its rural characteristics and values.

The mission of Palisade State Park isto provide visitors a wide variety ofsafe and satisfying recreationalexperiences, preserve park resources,increase visitor appreciation of park

The future vision of Palisade State Park isto:

T develop and enhance recreationalopportunities while retaining thepark’s current ruralcharacteristics and values

T increase visitor knowledge of thepark’s natural and culturalresources through thedevelopment and enhancement ofvarious educational programs

T strengthen the park’s cultural,historical and economic linkages tolocal communities and the state

T develop facilities andinfrastructure consistent with thepark’s values to meet recreationaldemands and visitor expectations

T enhance customer service byproviding a highly trained and


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RESOURCE MANAGEMENT PLAN PURPOSE AND PROCESS

Purpose of the PlanThis Resource Management Plan is intendedto help guide the Utah Division of Parks andRecreation’s stewardship obligations forPalisade State Park. Planning for the park isessential given the recent rapid increases invisitation that have occurred over the pasteight years.

With its beautiful wooded setting adjacent tothe Manti La Sal National Forest on thewestern slope of the Wasatch Plateau, itscomfortable summer climate, and its closeproximity to the Wasatch Front metropolitanarea, it is easy to see why Palisade has longbeen popular as a recreation site for campers,golfers, hikers and anglers. However, over thepast two decades, the park’s popularity hasincreased markedly. In 1980, 20,328individuals visited Palisade. By 1999,visitation jumped to more than 127,500 - morethan six times the 1980 levels. With theexpansion of the golf course in 1996,visitation rates have accelerated over the pastfour years. Annual visitation rates of 200,000or more - ten times the 1980 level - are notunreasonable for any current given year.

The increased visitation - while welcome - isputting pressure on the ability of currentfacilities, infrastructure and park staff toeffectively meet visitor needs and protect parkresources. It is essential that Palisade plan forthese dynamic changes. Failure to interdictproblems through a planning process will onlylead to more complex problems in the future.

A number of issues ranging from facilitiesdevelopment to policies, programs andfunding were identified by various sourcesincluding input from planning team membersas well as the public-at-large through publicmeetings and opinion surveys. Teammembers aggregated 21 major issues into six

distinct categories dealing with: facilitiesdevelopment; land ownership; policies,programs and funding; natural resourcemanagement; collaborative partnerships; andeducation, interpretation and information. This plan addresses each of these issue areas. It will provide flexible guidelines for themanagement and development of the parkover the next 10 to 20 year period. Moreimportantly, it will provide this direction onthe foundation of continued public input andconsensus of key stakeholders, rather than bythe unilateral direction of the Division ofParks and Recreation.

The Planning ProcessPlanning for an outstanding recreational assetsuch as Palisade State Park is required toserve visitor needs, protect park resources andensure the efficient and effective expenditureof state and private funds. It is necessary forthe long-term protection and public enjoymentof Palisade’s diverse recreationalopportunities that are of great interest to therecreating public in Utah, and for our out-of-state and international guests. This ResourceManagement Plan (RMP) is required by theUtah State Legislature and the Board of theUtah Division of Parks and Recreation toguide short and long-term site managementand capital development.

The Utah Division of Parks and Recreation’smaster planning document, Frontiers 2000,delineates the required planning actionsneeded to effectively meet customerrecreation and leisure needs as the agencymoves into the new millennium. Thedocument identifies resource managementplanning as an essential action to becompleted for each park within the agency’ssystem. Under the guidance of Frontiers2000, each RMP is to designed around onecore concept: meeting the needs and


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expectations of customers, citizens of the stateof Utah and visitors while protecting eachpark’s unique resource base. In short, theprocess is “customer driven and resource-based.”

The planning process recommends limits ofacceptable change or modification, and afuture vision for the park. Specifically, theprocess: (1) recognizes impacts will resultfrom use and enjoyment of the site; (2) defineshow much and what types of impacts may beaccommodated while providing reasonableprotection of the resources for future visitors;(3) incorporates values of resourcesustainability, quality facilities, education andinterpretation for visitors; and (4) seeks todetermine the conditions under which this canbe attained. In March 2000, Division representatives metwith community stakeholders to familiarizethem with the proposed process and the needfor creating an RMP for Palisade State Park. During this meeting the Division solicited thenames of community members and varioususers with an interest and expertise in the parkto serve as members of a ResourceManagement Planning Team. Team memberswere selected for a variety of reasons rangingfrom technical expertise to interest in the park. All team members participated on a voluntarybasis and expressed a willingness to sacrificea significant portion of their time andexpertise to the process. Ten individuals wereselected to serve on the planning team andthree representatives from the Division servedas staff to the team.


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ABOUT THE PARK

Park HistoryDaniel B. Funk, an early settler of thesurrounding Sanpete Valley, is credited as thepark’s founder. In the 1860s, Funk envisioneda recreational resort for summer and weekendactivities and gatherings. With support fromBrigham Young, Funk acquired the propertyfrom Chief Arapeen of the resident SanpitchIndians, a Ute group from which SanpeteCounty derives its name. Following thepurchase, Funk initiated the laborious task ofdiverting water to the area by damming theadjacent Sixmile Creek and constructing acanal to the present reservoir site. By 1873,Funk succeeded in creating Funk’s lake - areservoir about twenty feet in depth.

Upon completing the reservoir, Funk plantedshade trees, constructed a dance hall, cabinsand facilities to accommodate bathing, fishing,rowboating, picnicking, and other relatedactivities. A steam-powered boat providedexcursion rides around the lake (unfortunately,the first steam launch capsized in 1881,drowning eleven passengers). The park wasso popular that by 1894, the Sanpete ValleyRailway Company built a branch line to bringpassenger train service to the site. A secondsteam boat was launched after World War I andremained in service for several years.

Ownership of the lake changed hands onseveral occasions following Funk’s death in1887. One of these owners noted similaritiesbetween the cliffs and hills on the park’seastern boundary and the Palisades of NewYork’s Hudson River. Accordingly, the ownerchanged the name to Palisades in the 1920s.

Palisade’s popularity began to wane with theonset of the Great Depression and World WarII. The dance hall was destroyed by fire in the1930s and World War II gasoline rationing puta crimp on the motoring public’s ability toreach the site. Eventually, the railroad line wasabandoned.

As World War II ended and as more peoplebegan to engage in outdoor recreationalactivities, the lake again reclaimed some of itsearlier popularity. With increased recreationaldemand and a need to stimulate economicactivity in the local area, the impetus wasfound to reestablish Palisade as a viablerecreational area.

In its 1959 blue ribbon report, the Utah StateParks and Recreation Commission identifiedPalisades as a potential State Park. TheCommission noted that at the time Palisadesprovided the only substantial recreational watersurface available in Sanpete County. Furthermore, it suggested that development ofthe area would help shore up the declininglocal economy while providing recreationopportunities to residents and visitors. TheCommission recommended development of aboat dock, campgrounds, restrooms and picnicareas. In 1964, Sanpete County donated sixty-two acres of lakeshore to the Utah Division ofParks and Recreation. The county constructeda nine hole golf course in the mid-1970s with agrant from federal Land and WaterConservation funds. In 1986, the golf coursewas acquired by the Division of Parks.


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0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

1980 1983 1986 1989 1992 1995 1998

Figure 1: Total Visitation, Palisade State Park,1980 -1999

Physical Setting and FacilitiesPalisade State Park is situated - virtually in thecenter of the state - just east of Sterling, a smallfarming community six miles south of Manti,the Sanpete County seat. The park is boundedon the eastern side by the Wasatch Plateau nearSix-Mile Canyon. Six-Mile Canyon is but oneof the several nearby access points to thescenic Skyline Drive, which runs north andsouth along the 10,000-foot summit of theWasatch Plateau. Here, visitors mayexperience beautiful scenic vistas - especiallyin the autumn months - small mountain lakes,reservoirs and streams in addition to severalForest Service campgrounds.

The park contains a wide array of recreationalactivities. Seventy-acre Palisade Reservoirdraws swimmers, anglers and non-motorizedwatercraft enthusiasts. There is also an 18-hole golf course, driving range, professionalgolf shop and snack bar. Six-Mile Canyonprovides excellent hiking, biking and off-highway vehicle riding areas just outside thepark. Park facilities include 53 individualcampsites, an open beach area for swimmers,modern rest rooms with hot showers, a groupcamping area and covered group-usepavilions. Canoe and paddle boat rentals arealso available.

Climate

Palisade is “sandwiched” between north-trending mountain ranges and valleys of theGreat Basin and the deep narrow canyon,buttes and mesas of the Colorado Plateau. As aconsequence, Palisade’s climate has elementscommon to a high, semidesert environment thatis marked by well-defined climatological“seasons.” Maximum daytime temperaturesrange from about 86 degrees in July to about 37degrees in January. Average minimumtemperatures range from about 54 degrees inthe summer to about 15 degrees in winter. Average annual precipitation is about 13 inchesper year. Average annual snowfall is about54.5 inches per year with almost half of thatamount occurring in the months of January andFebruary.

Park VisitationPalisade has experienced continual increases invisitor growth over the past two decades.However, visitation trends have been morepronounced since 1995. In 1980, 20,238individuals visited Palisade. By 1999,visitation jumped to 127,547, an increase ofabout 530 percent above the 1980 levels. While visitation rates leveled off somewhat in


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0

5,000

10,000

15,000

20,000

JanFebMarAprMayJun Jul AugSepOctNovDec

543 879

2,950

7,289

12,278

15,75017,523

12,198

7,496

4,543

1,601902

Figure 2: Average Monthly Visitation (1994 -1998), Palisade State Park

the late 1980s, it increased rapidly after 1995. These recent increases may be attributed tothe golf course expansion in 1996 that addedanother nine holes of play. Visitation ratescontinue to increase. During the summermonths, demand for campground facilitiesalmost always exceeds available space -particularly on the weekends.

Most visitation occurs between May andAugust with June and July being the peakvisitor months. More than two-thirds ofaverage annual visitation occurs between Mayand August. There is a good deal of“symmetry” regarding visitation in the springand fall shoulder seasons. While campgroundvisitation drops off after Labor Day and doesnot pick up again until May, many visitorsstill appear to enjoy playing golf in the earlyspring or late fall months. After October,visitation drops dramatically and does not pickup again until March.

Historical Relationship to the Communityand Surrounding AreasPalisade is located two miles east of Sterlingin southern Sanpete County. Its location isalso in close proximity to Manti, the county

seat. The county name - Sanpete - is thoughtto be derived from the name of a local Indiantribe, the Sanpitch. The area’s originalinhabitants were most likely Fremont-Sevieragriculturalists. Artifacts from theirinhabitation date back more than 700 years. Later, the Utes became the dominantinhabitants of the area. It was the Ute leader,Wakara, who welcomed Mormon settlers tothe area in the fall of 1849. This was the firstMormon migration south of Provo as Wakarainvited the settlers to live alongside his ownencampments. The Mormon settlers weredrawn to the Manti area because of itsabundant water resources, arable soils andmineral deposits, limestone in particular. Sanpete County was officially founded in1850.

In spite of the cordiality between theMormons and the local Indian tribes, therapid expansion of settlements in the areaheightened tensions between the two groups. Open conflict erupted in what became knownas the Walker War of 1853. During thisperiod, the Mormons erected forts and wereforced to abandon some of their earliersettlements. A second and ultimately muchlarger conflict - the Black Hawk War - brokeout in the Sanpete area in 1865. Conflictceased with the conclusion of the Black HawkWar in 1868. It was during this period thatDaniel Funk initiated construction on the areathat would eventually become known astoday’s Palisade State Park.

Demographics and Socioeconomic ImpactSanpete County is among the fastest growingcounties in the state. Population grew by anaverage of 3.5 percent from 1990 to 1998 - arate that is higher than the overall stateaverage. Population reached 21,452 in 1998making Sanpete Utah’s 12th largest county interms of population. Ephraim with apopulation of 4,486 is the county’s largest cityfollowed by Manti with a population of 2,643. Sanpete’s economy is agriculturally based.


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Grain crops and cattle were important earlyon, and sheep dominated the local economyfrom 1880 through the 1920s. Turkeyproduction became a cooperative integratedindustry during the Great Depression, and hasgrown such that Sanpete ranks among the topturkey-producing counties in the country. Sanpete is also Utah’s leading sheepproducing county, is home to a large fishhatchery and is a leading state producer ofbarley and milk cows. Wheat, corn, hay andcattle are also significant agricultural outputs.

Accordingly, agricultural-based Moroni FeedCompany is Sanpete County’s largest singleemployer. As a group, education-relatedemployers including the North and SouthSanpete County School Districts, SnowCollege and Sodexho Marriot account for themajority of county employment. Ephraim’snew Wal-Mart store will also impactemployment and income in the county’s retailsector.

Trade, services and manufacturing are alsosignificant. It is estimated that output fromthe rapidly growing service and trade sectorswill become the dominant economic sectors inSanpete’s economy by 2020.


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PARK RESOURCES

It is essential that an inventory and analysis ofPalisade’s natural resource base be conductedprior to any management action associatedwith physical impact of the area. Clearly, management decisions affecting the park’snatural environment must be made upon thefoundation of reliable scientific informationabout park resources. This section provides asummary of Palisades’s geological, biological,and archeological/cultural resources. Theresults reflect the work of experts - internaland external to the division - in each of theunique resource areas listed. A riskmanagement/hazards analysis is also included.

Geological Resources

Geologically, Palisade State Park lies in thetransition zone between the Basin and Rangeand the Colorado Plateau physiographicprovinces. To the west, steep, narrow,north-trending mountain ranges separated bywide, flat, sediment-filled valleys characterizethe topography of the Basin and RangeProvince. To the east, buttes, mesas, and deepnarrow canyons exposing flat-lying layers ofsedimentary rock characterize the ColoradoPlateau. The transition zone exhibits elementsof both provinces.

Three primary geological formations are foundin the immediate vicinity of the park: FunkValley Formation, Sixmile Canyon Formation,and Flagstaff Limestone. The rock outcropssurrounding the golf course and the east sideof the reservoir are part of the Funk ValleyFormation. In this area the originallyhorizontal beds or layers of the Funk ValleyFormation have been tilted to near vertical. This formation consists of a lower interval ofinterlayered sandstone and shale that weathersto a rusty orange color, a middle interval ofeasily weathered muddy sandstone and shale,and an upper interval of friable sandstone withminor mudstone and shale beds. The

sediments that compose this formation wereoriginally deposited during the CretaceousPeriod (approximately 93 to 85 million yearsago) on the shoreline and bottom of an ancientsea.

Glimpses of one other near-vertical Cretaceousformation appear near the uppermost cliff immediately east of the reservoir. Called theSixmile Canyon Formation, it lies parallel toand was originally deposited on top of theFunk Valley beds. It is generally coarser thanthe Funk Valley Formation, consisting mainlyof gray sandstone with pebbly beds, stringers,and lenses. The sediments of this formationwere originally deposited on alluvial plainsand deltas near a coastal margin and containcoal seams. Approximately three quarters of amile east of the park is the Morrison Mine, thefirst of several coal mines in Sixmile Canyon. Though currently inactive, these mines haveproduced coal from the Sixmile CanyonFormation since 1888.

Flagstaff Limestone can be readily seencapping the cliff east of the golf course. Thisformation lies horizontally across the top ofthe near vertical Cretaceous formations. Acontact between formations whose beds arenot parallel is called an angular unconformity.

Image 1: Geologic map of Palisade Lake area


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This angular unconformity indicates that theoriginally horizontal beds of the Funk Valleyand Sixmile Canyon Formations wereuplifted, tilted, and plained off by erosionbefore the Flagstaff Limestone was deposited. This unconformity represents approximately30 million years of missing geologic record. The Flagstaff Limestone was deposited duringthe Eocene Epoch (55 to 34 million yearsago). During the Eocene a fresh water lake(or lakes) covered much of central Utah. Inthis location immediately east of the park,sandy and silty limestone alternating with thinlayers of silty and sandy shale were depositednear the shore of ancient Lake Flagstaff.

Although the Flagstaff Limestone is theyoungest formation near the park, it is not theyoungest geologic unit in the park. Weathering and erosion of bedrock producesnew sediment and soil that are redistributedand redeposited. Such geologically youngmaterial has been and is being depositedduring the Quaternary Period of geologichistory, which includes the past 1.6 millionyears. Quaternary deposits within the parkcan be lumped into two categories, generalvalley fill and earthflow deposits. The valleyfill consists of the unconsolidated material thatforms the gently sloping surface of the valleyfloor. This material is derived fromsurrounding bedrock that has weathered anderoded onto the valley bottom. The valley fillhas been substantially modified by golf-courseand campground landscaping.

The southern most part of the park includingthe earthen dam and a portion of its reservoir,are located on top of an earthflow deposit. This deposit consists of a mud and sandmatrix with angular rock and earth fragments. This mass of debris was deposited in a single,or perhaps series of catastrophic events. Theearthflow extends for nearly 3 miles (4.8 km)from the upper reaches of Forbush Cove(southeast of the park entrance, across Sixmile

Creek) into Sanpete Valley (southwest of thepark entrance). Except where modified bygrading and landscaping, its surface forms anirregular, hummocky surface.

It is important to note that the park does liewithin the Intermountain seismic belt, a zoneof intense earthquake activity. The closestknown potentially active fault liesapproximately two miles west of the park. Since 1876, eight magnitude 5.0 or greaterearthquakes have been recorded within a 50-mile radius of the park. The completegeological analysis of Palisade State Park canbe found in Appendix A of this document.

Biological ResourcesPalisade is home to a broad array of nativeand nonnative plant and animal species. Interms of flora, grass, cottonwood and sprucetrees dominate the campground areas and thegolf course providing shade and cover forcampers, golfers and picnickers. Thesurrounding area is of a semiarid terrain thataccommodates juniper and pinyon pine trees. Sage brush, rabbit brush and low-growingcactus species are also found within the park’simmediate area while native grasses and wildflowers fill in the open spaces.

The park likewise contains a diversity ofanimal species. Small mammals such asTownsend ground squirrels, common squirrelsand hares are often seen within the park. Birds include flickers, kingfishers, hawks, jaysand swallows. Even the beautiful Westerntananger - a favorite among bird watchers -may be sighted at the park. During the fall,winter and early spring months, mule deer,bald eagle, great blue heron and othermigratory waterfowl species may inhabit thepark and adjacent areas.

The Utah Division of Wildlife Resourcesindicated that there are no species of specialconcern in the immediate area of Palisades


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State Park. Consequently, proposeddevelopment projects should not conflict withcritical wildlife habitat.

Archeological ResourcesA cultural and paleontological resourcesinventory was conducted in March, 2000 by aDivision of Parks and Recreation archeologistfrom Edge of the Cedars State Park Museum. The objective of the inventory was to locateand document any cultural andpaleontological resources that may existwithin potential development areas. Also, theresearch team was charged with developingrecommendations as needed to ensurecompliance with the Utah Antiquities Act andthe Native American Grave Protection andRepatriation Act. Any findings would also beevaluated to determine if they meet theeligibility criteria to be included in theNational Register for Historic Places (NRHP).

The primary area of study was approximately38 acres of undeveloped land east of theexisting campground and south of the golf

course (see Image 2). This area is the mostgeographically appropriate for potentialdevelopment projects.

Researchers located and documented oneisolated lithic artifact - a purplish-tan quartziteinterior core reduction flake - possibleevidence of tool-making activities byprehistoric people. However, the flakeexhibits no use-wear and lacks diagnosticattributes. Consequently, a determination of“no effect” was recommended on thestipulation that work on any developmentproject cease and appropriate notification beprovided if buried cultural resources areencountered during construction.

Previous archeological research indicates thatthe area was inhabited by groups affiliatedwith the Archaic and Fremont culturaltraditions. Documented archeological sitesoccur within nearby Sixmile Canyon andalong the western rim and slopes of theWasatch Range southeast of the park. Subsequent occupants, including Numic-speaking groups such as the Ute and Paiute,are known to have inhabited the area as well. The reader may find the complete cultural andpaleontological resources inventory inAppendix B.

Risk Management AnalysisAn analysis of various man-made and naturalhazards analysis was conducted during the fallof 1999 by the Division of Risk Management. The study identified several various hazardsthat may pose a risk to visitors or staff. Themajor recommendations issued by divisionanalysts are summarized below (see AppendixC for the complete report).

C Protect the park from adjoiningproperty development

Risk Management analysts indicated concernabout the increasing development of adjacent

Image 2: Proposed Development Area


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residential property. Of specific concern isthe use of barbed wire as a park perimeterbarrier. Risk Management recommends thatthe use of barbed wire should be discontinuedand that management actions - easements,property acquisition - be taken to discouragefurther encroachment.

C Develop overflow parking areas

It is recommended that the park considerdevelopment and implementation of a longrange vehicle parking plan to accommodatepeak visitor use. Spillover parking along themain access road should be avoided due toincreased hazards to pedestrians.

C Provide representative experienceaccessibility for the disabled

It was noted that many of the park’s facilitiesmeet Americans with Disabilities Act (ADA)compliance, particularly in the campgroundareas. However, Risk Managementrecommends that additional ADAopportunities be provided, especially withrespect to paths and trails.

C Control diving activities on shorelinerocks and cliffs

Submerged rocks pose a severe danger todivers in such areas. Continued vigilancewith respect to signage and enforcement isnecessary to mitigate these hazards.

C Improve lake water quality to betteraccommodate swimmers

The presence of Schistosomiasis (amicroorganism that causes skin irritationknown as “swimmer’s itch”) in the lake,while not harmful, has a negative impact onthe quality of visitor experience. RiskManagement recommends that, if possible,steps be taken to eradicate the organism. Ata minimum, signage recommendingimmediate toweling for swimmers should be

implemented until the situation can beimproved.

U Protect the park from adjoiningproperty development

U Develop overflow parking areas

U Provide representative experienceaccessibility for the disabled

U Control diving activities on shorelinerocks and cliffs

U Improve lake water quality to betteraccommodate swimmers


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Figure 3: State of Residence

VISITOR SURVEY RESULTS

An on-site survey was administered during thesummer of 1995 by Brigham YoungUniversity (BYU). The survey was conductedamong visitors entering and exiting the park. A total of 106 visitors participated in thesurvey over a two day period. Participantsincluded golfers as well as those using thelake and its surrounding camp and picnicgrounds.

Another random survey was administered toresidents of Sanpete and upper SevierCounties. The primary goal of this randomsurvey was to assess these residents’awareness of Palisade State Park. The randomsurveys were conducted with persons living inthe communities of Fairfield, Mt. Pleasant,Spring City, Fountain Green, Moroni,Ephriam, Manti, Salina and Gunnison. Survey participants were asked to identifytheir primary concerns about the park andsuggest improvements. These participants

were also queried about how frequently theyused the park and to list their primaryrecreation activities at the park.

Visitor Survey Highlights

C Most visitors live within Utah and tendto be either local or Wasatch Frontresidents

According to the BYU on-site survey, thevast majority of Palisade survey participants

were resident Utahns. Park managers notethis conforms to their general observationsabout visitor origins. Furthermore, as isshown in Figure 4, almost half of the in-staterespondents were from Sanpete County.However, the next largest block of visitorsrepresented in the survey were from theWasatch Front. Almost 43.3 percent of thesurvey participants were from Salt Lake,Utah, Davis and Weber counties.

Survey participants listed the park’s closeproximity to their place of residence as thenumber one reason for why they chose tovisit Palisade. This may help explain therelatively large contingent of Wasatch Front

U Most visitors live within Utah and tendto be either local or Wasatch Frontresidents

U Most survey participants were “dayusers”

U A vast majority of survey participantslisted Palisade as their primarydestination

U Picnicking, swimming, fishing and golf arethe top recreational activities ofcommunity residents

U The community is supportive ofproposals to expand the facilities


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Figure 5: Length of stay at Palisade S.P.

Figure 6: Visitor Satisfaction WithPalisade Facilities

Figure 4: County of Residence for In-State Visitors

visitors in the survey. Most survey

participants were in the lower-middle incomecategories and typically visited the park morethan once each year.

C Most survey participants were “dayusers”

Results show that most of the surveyparticipants were day users (see Figure 5). Approximately 56 percent stayed for one dayor less. Among those who stay more than oneday, the majority said they stayed two nights.Fishing, golfing and picnicking were listed asthe top three preferred activities among survey

participants (it should be noted that abouthalf of the available campsites were open andonly 9 holes were open on the golf course atthe time of the survey).

C A vast majority of survey participantslisted Palisade as their primarydestination

About 93 percent of those participating in thesurvey indicated that Palisade was theirprimary destination point. If such dataaccurately represents the visitor population ingeneral, this means that linkages with localcommunities over issues such as visitorspending or visitor impact upon localinfrastructure are more directly attributable tothe park.

C Overall visitor satisfaction appears tobe high among park users

Visitor satisfaction regarding facilities washigh among survey participants. About 88percent of the respondents indicated that thefacilities were at least “good.” Of these, 47percent listed park facilities as “very good”while another 17 percent listed them asexcellent (see Figure 6).

Survey participants were asked to rate their


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Figure 7: Support for fee increases

Expenditure Category Amount Food/Beverage $3.17 Lodging $3.17 Transportation $2.92 Misc. Retail Purchases $2.07 Entertainment $0.85Total $12.18

Table 1 Visitor Expenditures per Person,per Day (by Expenditure Type)

overall feelings about the park. BYUresearchers used the following categories:poor, average, good, very good and excellent.A majority (57 percent) of survey respondentsfelt that their experience was “very good”while 11 percent gave it the highestsatisfaction level of “excellent.” On the otherhand, only one percent felt that the experiencewas “poor” while another 10 percent felt itwas “average.”

A vast majority of respondents did not feelthat the park was crowded or that fees weretoo high. Almost 83 percent indicated that thecamping fees were “just right” while about 15percent felt they were too high (two percentthought they were too low). Similarly, 90percent of the golfers within the survey saidthat the fees were appropriate. A majority ofsurvey participants (55 percent) indicated thatthey would “probably” support increases inpark fees (see Figure 7). Almost 21 percentindicated they would “definitely” support feeincreases. On the other hand, about 24percent appear to oppose fee increases.

Community Survey Highlights

C Picnicking, swimming, fishing and golfare the top recreational activities ofcommunity residents

Among those included in the random survey

issued to community residents, picnicking,swimming, fishing and golf are the preferredactivities at Palisade. It appears that most ofthese local survey participants were “dayusers.” As an interesting side note, a vastmajority - about 80 percent - favor thecurrent park policy to allow only non-motorized boating on the lake.

C The community was supportive ofproposals to expand the golf course andother facilities

Approximately three quarters of thecommunity respondents approved of the 1996golf course expansion. Although they werepredominantly “day users”, most communityrespondents indicated that more campsitesshould be constructed. Finally, about 70percent of the survey participants felt thatlarge increases in visitation would be viewedas positive.

Economic ImpactThere were approximately 127,547 visitors toPalisade State Park in 1999. In the 1995BYU survey, participants indicated theyspent about $38.96 per group/per visit withinSanpete County on average. Average groupsize at Palisade is approximately 3.2individuals. Hence, local expenditures wouldbe approximately $12.18 per person/per visit.


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Assuming that Palisade visitors spend thisamount in general, total visitor impact during1999 is calculated as follows:

C 127,547 visitors multiplied by $12.18visitor expenditure per person/visitamounts to about $1,553,522 in totalexpenditures within the county.

To put total impact in perspective, we maylook at how these expenditures compare tototal annual sales within Sanpete County. In1998, gross taxable sales within SanpeteCounty amounted to $117,860,224. Consequently, Palisade’s total 1999 visitorexpenditures ($1,553,522) would account forabout 1.3 percent of the county’s gross taxablesales for that year.

This $1.5 million in visitor expenditures isonly part of the picture however. This directspending creates additional rounds of indirectand induced spending within Sanpete County. When these “multiplied” impacts are takeninto account, Palisade visitors may contributemore than $2 million to Sanpete County’stotal income (i.e., direct, indirect and inducedwages, rents, interest, profits). Similarly,Palisade visitor spending may be associatedwith the generation of more than 65 jobs inSanpete County.

An input-output model (IMPLAN - Palisade)was developed to evaluate the total impactthat Palisade’s visitor expenditures may haveon the economy of Sanpete County. Themodel examines visitor trip expenditures toanalyze the direct, indirect and inducedimpacts in terms of income and employment.

Using 1999 park visitation data (127,547visitors) and visitor spending patterns from theabove visitor survey ($12.18 per person/pervisit), we were able to construct a basicregional model to estimate the park’seconomic impact on Sanpete County for 1999.

It is assumed that Palisade’s 127,547 visitorsspent approximately $12.18 per person pervisit within the Sanpete County area. Recreational studies show that on average,visitor spending is allocated among fivemajor expenditure categories: food and drink(about 26 percent of recreation expenditures);lodging (about 26 percent); transportation(about 24 percent); miscellaneous retail sales(about 17 percent) and entertainment (about 7percent). Assuming that these assumptionsaccurately represent the Palisade visitorspending, the IMPLAN-Palisade modelestimates the park may contribute more than$2 million in total income and about 65 jobsto Sanpete County’s economy. Put anotherway, every visitor dollar spent in the localeconomy generates an additional $0.39 incounty income. Similarly, every 2000 parkvisitors generate approximately oneadditional job for Sanpete County(IMPLAN-Palisade model output is providedin appendix D).


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ISSUES AND RECOMMENDATIONS

A number of issues ranging from naturalresource management to facilities, policies,operations and funding were identified andaddressed in this plan. Each of these issueswere identified by various sources includinginput from planning team members as well asthe public-at-large through public meetingsand opinion surveys. Team members and thegeneral public identified 21 issues which wereaggregated into six distinct categories. Ananalytical technique used to determine thepark’s strengths, weaknesses, opportunitiesand future threats (otherwise known as a“SWOT” analysis) was used to help developthese issues. A specific description orstatement summarizing each issue or problemwas constructed to clearly identify andarticulate the problem at hand.

A number of constraints (e.g., availablefunding, sufficiency of staff, existing watersupplies, etc.) will need to be addressed priorto issue resolution. Team members, planningstaff and division experts identified some ofthe limiting factors that may hinderimplementation of a specific teamrecommendation.

From these issues, and with the constraints inmind, the planning team developed specificrecommendations. The team’srecommendations were arrived at byconsensus of opinion. Furthermore, teammembers agreed to ensure thatrecommendations are consistent with thevision elements listed within the mission andvision statements.

The six issue areas forming the basis of theteam’s recommendations include: (1) naturalresource management; (2) education andinformation; (3) facilities development; (4)staffing, operations and funding; (5) landacquisition and use; and (6) collaborative

partnerships. A key recommendation thatshould be mentioned here involves theformation of a Palisade State Park AdvisoryCommittee. Team members felt that such agroup will be needed to help implementseveral of the recommendations listed in theplan and provide continuity to the process (thespecific recommendation to form this groupcan be found in the following CollaborativePartnerships section). This committee will bereferenced in many of the variousrecommendations. A discussion of specificteam issues and recommendations under eachissue area follows.


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Facilities Development

OverviewWhile a need exists to accommodateincreasing visitation and maximize economicbenefits, the planning team recommends thatdesigns should preserve the mission andvision of the park. Facility design shouldincorporate low maintenance features,minimal environmental impact, avoidoverdevelopment and maintain its aestheticappeal. Demand for recreation opportunitiesmay exceed supply even with the additionalfacilities; however, preserving positiverecreation experiences is essential to themission of the park. Since detailed facilitydesigns are unavailable at the time ofdocument printing, they will be incorporatedinto the plan as an addendum. Funding for allthe facility development projects is discussedin the section on Funding.

Issue: Clubhouse RenovationThe Palisade clubhouse is in need ofrenovation. The sales area is inadequate andrevenue could be maximized with increasedspace for various sales items. The displaysneed to be upgraded as well. The dining areaand concession area is likewise of insufficientsize. It is difficult for the concessionaire tooffer a greater selection on their menu due tolimited space. Park staff is in need of animproved and more efficient officeconfiguration.

< RecommendationsTeam members recommend the followingactions be implemented to improve economicbenefits and visitor experiences while meetingpark staff needs:

1. Renovate the clubhouse to meet existingand future needs of visitors and parkstaff. C Layout and design should incorporate

efficient use of staff time, square

footage, energy efficiency andelements of access and flow of travelwithin and around the building.

C Building designs should be developedby the Facilities and Constructionsection in coordination with the ParkManager and DFCM. Some necessarycomponents are listed as follows:< Pro shop should be increased in

size and possibly relocated toallow better views of the courseand/or carts for managementpurposes.

< Additional kitchen space should beprovided to meet the current andfuture needs of the concessionaire.

< Outside patio area with tables, etc.for eating should be included in thedesign.

< Dining area for patrons of theconcessionaire should beincreased.

< The inclusion of a basement forgolf cart storage should beevaluated for cost effectivenessand included if appropriate.

< Other additions and components ofthe renovation should be included

Key Issues:- Clubhouse Renovation- Trail Development- Day Use with Parking- Playground- Campground Expansion- Putting Course- Additional Facility Development and Renovation


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at the discretion of the ParkManager and Facilities andConstruction staff.

2. Use revenue increase projections tojustify expansion costs and sell theconcept.

Issue: Trail DevelopmentThe park has the opportunity to provideincreased recreational opportunities to visitorsby developing walking, hiking and bikingtrails around the park and interconnected withForest Service lands, state lands and othersurrounding areas. A major constraint is landownership by various entities in areassurrounding the park. This constraint isaddressed in the team’s recommendations.

< RecommendationsTeam members identified potential sites fornew trails. It was also determined that the useof volunteers would be beneficial in theconstruction of new trails. The followingrecommendations were identified:

1. Develop and improve several trails withvarying levels of development anddifficulty including the following:C Make surface improvements and

remove hazardous obstructions (suchas rocks, low-hanging branches orvegetation, etc.) on the trail around thelake.

C Develop a trail along the east side ofthe park near the base of the hills, butaway from the threat of stray golfballs.

C Develop a trail along the ridge on thewest side of the park.

C Explore opportunities to connect parktrails to trails on surrounding lands.

C Provide ADA accessible trails as thebudget allows.

2. Use volunteer labor to construct trailswhere feasible. The following includes apartial list of potential participants:C Boy ScoutsC Youth GroupsC College Clubs

3. Develop partners to help secure grants;coordinate with State TrailsCoordinator on funding and grants todevelop the trails.

4. Explore use agreements and/orpurchase of adjacent lands withsurrounding landowners, including theManti Irrigation Company, Division ofWildlife Resources, Sanpete County,and private landowners.

Issue: Day Use with ParkingDay use facilities and parking are currentlyinsufficient to meet the demand of visitorsseeking day use recreational opportunities. While demand may still exceed supply,following the implementation of teamsrecommendations with regard to day use,additional visitors will have positiverecreational experiences.

< RecommendationsThe team recommended balancing day usefacilities with provision of campingopportunities to maximize recreation andeconomic benefits while protecting theaesthetic quality of the recreation experience. 1. Determine appropriate placement for

day use areas considering other needs,improvements, and terrain. Potentialday use development should include thefollowing actions:C Position day use areas on the lake side


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of the existing entrance road to providelake access opportunities whilemaintaining a safe experience.

C Consider placement of parking areaand day use facilities in currentnorthwest section of campground.

C Consider placement of some day useparking and facilities near the Pioneerrestroom.

C Consider converting some existingcampsites to day use.

2. Develop additional parking and day usefacilities where feasible.

3. Coordinate with DFCM to paveadditional parking areas in conjunctionwith overlay projects of existingblacktop.

4. Coordinate development of day use,specifically conversion of existingcampsites, with the development of newcampsites on the newly acquired 20acres.

Issue: PlaygroundA playground is needed to provide childrenwith additional recreational activities. Children’s recreational needs often differ fromadults. A playground will meet thesedivergent needs.

< RecommendationsTeam members identified a need for aplayground to increase the recreationalopportunities available to children. Specificrecommendations were developed as follows:

1. Build a playground in the northwestarea of the campground near theArapeen restroom, specifically in thelarge grassy area.

2. Utilize volunteer labor and fundingacquisition methods discussed in the

Funding section to implement the firstrecommendation.

Issue: Campground ExpansionVisitor demand for camping is higher than thecurrent facilities can accommodate. Increasing day use areas will decrease existingcamping areas creating a need for additionalcamping sites in a separate location. Trendsindicate that many campers are traveling withtrailers and RVs. The current campsites donot provide any hook-ups for those vehicles.


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A need also exists for more group campingareas.

< RecommendationsTeam members recommended additionalovernight facilities be developed. Theappropriate facilities, based on cost efficientplacement and design, should be constructedon the newly acquired 20 acres. It was notedthat additional design work will be needed tominimize pedestrian hazards due to adjacentroadway.

1. Determine appropriate and feasibleplacement of additional campsites onthe newly acquired 20 acres. Base thefeasibility analysis on terrain, cost andbenefits, and the need to provide apublic service:C Coordinate analysis and design of

campground and land use withFacilities and Construction staff andthe Park Manager. Incorporate thefollowing elements as appropriate inthe site plan:< Group camping areas < Individual campsites with utility

hook-ups< Evaluate different campsite and

layout options to maximizeeconomic returns and visitoropportunities while protecting apositive aesthetically enjoyableexperience.

< Consider yurts/cabins based oncost effectiveness, includingoperations and maintenance costs.

Issue: Putting CourseCurrent levels of use on the golf coursedemonstrate a need for a putting course. Aputting course would provide a family golfexperience suitable for children and other non-golfers. Development of a putting coursewould help Palisade fill a market niche as anoutstanding family/golf experience. It would

also serve as a practice area for serious golfersand provide a place to golf if tee times are notreadily available.

< RecommendationsTeam members determined the addition of aputting course joined to the recreationalopportunities available at Palisade would be awelcome and useful addition. The teamoutlined the following recommendations:

1. Construct an 18-hole putting coursenear the existing driving range. C Design of the putting course should be

a collaborative effort including thePark Manager, Greens Superintendent,Facilities and Construction staff, andDFCM.

C Maintenance concerns, specificallyirrigation and mowing, should beaddressed in the design.

Issue: Additional FacilityDevelopment/RenovationMany of the existing buildings are old anddeteriorating. Specific needs includerenovation/replacement of the Arapeen andPioneer restrooms, the maintenance facilityand compound, boat launching facilities, a fishcleaning station, replacement of the fee stationas necessitated by the other facilitydevelopment recommended by the team, andrenovation of the amphitheater to increaseinterpretive opportunities.

< RecommendationsThe teams recommendations addressed the sixmain areas of need listed above, and can beseen in the following list:

1. Renovate and expand the Arapeenrestroom to meet the needs of thecurrent and future users.C Seek funding for needed expansion

and renovation of the Arapeenrestroom.


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2. Complete the maintenance facility andcompound:C Move or construct a new shop.C Pave and landscape the compound.C Obtain/construct barriers for loading

sand (sand bunkers).C Construct a wash area/station.

3. Develop new boat launching facilities,specifically the following:C Single lane ramp with sufficient length

to allow launching at low water.C Docks.C Explore the possibility of Wallop-

Breaux money and DWRfunding/cooperation.

4. Build or purchase fish cleaning stationC Explore the possibility of Wallop-

Breaux money and DWRfunding/cooperation.

5. Replace fee station as needed bycampground development andmanagement of traffic and visitor flow;perform a transportation study toevaluate traffic/pedestrian hazards.

6. Renovate the existing amphitheater toprovide a safe, enjoyable area forcampfire programs.


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Policies, Programs and Funding

Issue: Need for Adequate FundingImplementation of the resource managementplan is largely contingent upon the Division’sability to obtain capital development funds,personnel funding, grants, partnership monies,private sponsorships or other funding sources. Such funding is constrained by legislativepriorities, Division of Facilities, Constructionand Maintenance priorities, Departmentalpriorities and the availability of externalfunding.

< RecommendationsTeam members noted that development shouldbe done in the most cost efficient mannerpossible and should maximize economicreturns. Two caveats to maximizing economicreturns are: (1) a need exists to provide aservice in opportunities that are not typicallycost efficient (e.g. campground); and (2) thatmaximization of economic returns should bein the context of maintaining the visual andaesthetic qualities of the park. Therefore, anyjustifications for needed funding cannot bestrictly on an economic basis. A variety ofrecommendations were developed by the teamto increase available funding to implement thefacility development recommended in thisplan and are as follows:

1. Seek capital facilities monies for majorfacility and construction projectsthrough State Parks prioritization,budget and funding procedures.

2. Utilize alternative methods of obtainingand generating funds for projects,programs and facilities not included inthe capital facilities funding package.C Hold a park fund raiser to generate

funding for some of the projects notincluded in the capital facility package. Follow appropriate procedures thatwill allow fund raiser money to remainfor park use only.< Consider utilizing a sponsor to

facilitate a fund raiser and donatethe receipts to the park forspecific, stipulated purposes.

C Seek in-kind donations.C Place a donation box with specific

information about upcoming projects.

3. Develop partnerships and support forprogram and facility expansion withcounties, cities, Sanpete County Officeof Economic Development, privateorganizations, foundations, and otherindividuals and organizations asappropriate.

4. Prepare a presentation on park benefitsand park needs for presentation to thosewith the potential to provide funding.

5. Hold a legislative golf tournament tofamiliarize state legislators with thepark.

6. Develop and utilize an advisory council,friends group, stakeholders, or thePlanning Team to seek and obtainfunding.

Key Issues:-Need for Adequate Funding-Expand Recreation Programs-Golf Course Management-Need for Adequate Park Staff-Plan Implementation


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Issue: Expand Recreation ProgramsVisitors to Palisade State Park come for avariety of reasons and recreationalopportunities. Additional recreationalopportunities will provide the diversepopulation of visitors with activities that willenhance their experience. One specificpopulation the additional programs wouldprovide for is families with children. Anothersection that also addresses components ofprogram expansion is Facilities Development.

< RecommendationsTeam recommendations include possibleshoulder season events, new programs, newequipment and coordination of activities withsurrounding towns, counties andorganizations. The recommendations are asfollows:

1. Develop shoulder season events andmarket those events appropriately. C Some events that should be considered

for implementation and evaluated forfeasibility include a biathlon, fishingcontest, OHV ride, snowmobileactivities, 10K runs, bicycle events,event for people with disabilities, andother events as appropriate.

C Whenever possible, outside agenciesshould be sought to organize andsponsor special event activities.

C Outside expertise should be used whenavailable to expand the opportunitiesavailable within the park.

2. Develop new programs and obtain newequipment to meet user needs.C Potential programs include but are not

limited to a junior ranger program,interpretive opportunities, andDivision-wide courses (e.g. OHV use)offered through Palisade State Park.

C Additional equipment should beobtained as funding allows to provideopportunities for more visitors

simultaneously (ie. additional canoes).C Utilize staff skills and expertise to

provide additional recreationopportunities.

3. Coordinate park activities tocorrespond with county and localactivities.

4. Coordinate activities and events withthe Heritage Highway Coalition.

Issue: Provide more efficient managementand operation of the golf course Staff recognizes a need for managementactions aimed at improving the golfingexperience at Palisade. For example, duringwinters of little or no snow, the golf coursehas remained open. Turf damage is extensiveduring this time of the year when grasses aredormant. The result has been a poorer coursecondition during the busy spring. Secondly,little additional revenue is generated duringDecember/January as most of the play is fromseason pass holders. Course etiquette is also aconcern with the increasing number of playerswith varying skill levels. It is clear thatmanagement policies need to be instituted toimprove the golfing experience. Other issuessuch as adding new course features,enforcement of course rules and enhancing theselection of merchandise offered at the proshop also require attention.

< RecommendationsA subcommittee of the planning team wasformed to deal with the issues identified. The12 member subcommittee members includedseveral experienced golfers, the courseProfessional, the course GreensSuperintendent and other division staff. It isimportant to note that many of thesubcommittee’s recommendations can beimplemented immediately as funding isavailable through the current park/regionbudget. The subcommittee’s


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recommendations are as follows:


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1. Close the golf course in December andJanuary. C Closing the course during

December/January will: < give management much greater

flexibility in scheduling staff forovertime during peak summermonths and will allow personnel totake the time off in the winterwhen the course is closed

< achieve the aforementionedagronomic benefits.

2. Improve play and aesthetics byenhancing course attributes.C Because of divots, the tee boxes are

sometimes in poor condition. Sandand/or seed mix needs to be availableon the course tee boxes so golfers canapply the mix to their divots.

C On busy weekends, every effort shouldbe made to place the pin in the easiestlocations possible to speed play (theteam acknowledges that protection ofthe greens is the first priority and“easy” pin placement may not alwaysbe possible).

C With installation of additionalsprinkler lines staff could increase theattractiveness of the course byexpanding roughs, in particular, holesnumber 8 and 9.

C The team recommends improving theappearance of the course by adding apond on hole 5, just to the right of thebunker.

C Palisade has very low quality sand inthe bunkers and it is recommended thatbetter quality sand be installed. TheGreens Superintendent will researchcosts and develop a plan to addressthis recommendation.

C The team recommended that moredrinking water be available on thecourse. Staff will investigate theaddition of new fountains on the

course and commit to maintaining the existing fountains in working order.

C Add more signs directing golfers to thenext hole.

C Provide a mobile (wheeled) scoreboardlocated near the pro shop; Ascoreboard on wheels will assist withthe administration of tournament play.

C Add/plant trees to the right of hole 11to enhance course attractiveness andprovide additional safety by blockingerrant shots.

C Post signs on tee box to suggest thatlower handicap players use the closertees; Tee designation indicated byhandicap (rather than gender) couldspeed play.

C Develop closer tee boxes for higherhandicap players to help speed play.

C Continue the ongoing project ofpaving cart paths.

3. Institute a Golf Association volunteerday.C The park should sponsor a golf

association volunteer day to performenhancement projects on the course. Itis recommended that a dinner and fundraising auction could be held as part ofthe event.

4. Improve course marshaling.C The team recommends the park

improve the marshaling efforts tospeed up play. The marshals need tobe more visible and tactfully approachslow groups to encourage faster play.

5. Make educational materials availablefor slow players.C New players and large groups should

be provided with information on golfcourse etiquette that emphasizes theimpacts slow play has on followingplayers.


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6. Recruit more women to the Women’s(golf) Association. C The Women’s Association needs to

coordinate with the Men’s Associationto encourage their spouses’participation in the Women’sAssociation.

7. The Pro Shop needs to offer a widervariety of merchandise. C The team recommended a larger

variety of merchandise to be availablefor sale in the Pro Shop. Staff concurswith this assessment, but would need anew clubhouse to facilitate it.

8. Improve seasonal greens crew etiquette.C Individuals have observed poor

etiquette on the part of some seasonalgreens crew employees. Parkmanagement will address this issuedirectly.

9. Attract more “junior” golfers.C The team recommended a lower fee

($5) for Juniors to help recruit newgolfers to the sport. Management willpresent this recommendation to theDivision Golf Team to assess supportfor this concept.

C The team encouraged staff to expandthe existing program of junior andschool lessons.

10. Expand food and beverage service onthe course.C It is recommended that park staff

negotiate with the concessionaire topromote the sale of beverages on thecourse via a golf cart.

C Provide a phone near hole number 9 soplayers may order food and receivetheir orders as they arrive at theclubhouse.


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11. Staff should post the times of highschool play and practice to enablegolfers to plan accordingly.

Issue: Need for Adequate Park StaffAs programs and facilities increase, so toowill the demand on park staff. This will createa need for additional staff to carry out theincreased responsibilities and still meet theneeds of visitors in a positive manner.

< RecommendationsAdditional personnel will be needed to fulfillincreasing responsibilities as the facilities andprograms outlined in this document areimplemented. Recommendations weredeveloped as follows:

1. Acquire Division approval to fillnecessary positions as responsibilitiesincrease with facility and programdevelopment.C Demonstrate a need for requested

position through a needs analysis.C Positions needed immediately include:

< An accounting technician.< An irrigation specialist.

C Acquire sufficient seasonal time tofulfill boating and OHVresponsibilities outside the park andfulfill campground needs.

2. Utilize volunteer labor wheneverpossible for the implementation ofvarious plan elements, specifically fordevelopment of trails and theplayground. Possible volunteer groupsinclude, but are not limited to thefollowing:C Boy ScoutsC Church GroupsC Youth GroupsC College GroupsC Inmates


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Issue: Plan ImplementationImplementation of the plan will require thecombined efforts of park and divisionemployees in conjunction with interestedcitizens. It is essential that the park enhanceits relationship with its neighbors toeffectively communicate and coordinateimportant issues and implement therecommendations contained within this plan.

< RecommendationsThe planning team recognized the need for anadvocacy group to assist with planimplementation and provide propercoordination with private landowners,government agencies, and other organizationsand individuals who interact with the park insome way. One constraint is determining themost appropriate format for the group andobtaining 401(c)(3) designation if that is themost appropriate. The recommendations werelisted as follows:

1. Establish an Advisory Council to assistin implementation of the RMP and insupporting the park.C Evaluate the appropriateness and

feasibility of establishing a group ofinterested citizens to aid in theimplementation of the RMP.

C Determine the most appropriate formatfor organizing that group. Considerthe benefits and cost of a friends groupand an advisory council.

C Implement the most appropriate grouputilizing the planning team as theprimary members.

C The group will be guided by thePalisade mission/vision statements.

C The group will advocate for park needswith local/state/federal governmentsand private stakeholders.


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Natural Resource Management

Issue: Adequate Water SuppliesAs development and expansion occurs atPalisade to meet the needs of visitors,adequate water will be essential. Currentwater needs are being met by obtainingculinary water from the park well andirrigating with water from the reservoir. Increasing the amount of irrigated lawn(putting green) and facilities using culinarywater creates a need to consider a variety ofsolutions to the issue of obtaining adequatewater supplies. Major constraints withobtaining adequate water are that it is a finiteresource, water rights are not always readilyavailable for acquisition and funding is notalways available when the water rightsbecome available.

C RecommendationsTeam members noted that an analysis of thecurrent water supply and storage facilitieswould greatly aid in determining future needs. Specifically:

1. Evaluate current water usage for bothculinary water and irrigation.C Facilities and Construction Section

determine current flow of water fromthe well, recharge rates, and storagecapabilities for culinary watersupplies.

C Park staff determine irrigation waterusage rates.

2. Increase available water supplies as theneed and opportunities arise. C Complete an analysis of future water

needs as a component of facilitydevelopment design.

C Increase culinary water storagecapabilities by expanding the storagetank if and when it is deemednecessary and appropriate.

Key Issues:-Adequate Water Supplies-Wildlife Management-Lake Level Fluctuations During the Summer Season


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CONCLUSION

This plan is a blueprint to help implement theplanning team’s recommendations. As such,it outlines the initial steps to be taken inconcert with users, local communities andother interested users to preserve parkresources, effectively educate visitors,enhance customer service and properlydevelop facilities to meet the park’s wideranging user needs.

The recommendations contained in this planconform to the team’s mission of providingvisitors a wide variety of safe and satisfyingrecreational experiences, preserving parkresources, increasing visitor appreciation ofpark heritage and more fully integrating thepark with the community at large. Thismission statement was considered with thedevelopment of each recommendation.

The plan’s recommendations effectively dealwith current trends concerning day use,facility needs and enhancement ofeducation/interpretation efforts. However, itis crucial that adequate funding be received toimplement these goals and accommodatevisitor needs. As stated earlier, the plan’ssuccess is dependent upon the continuedsupport of park stakeholders. Stakeholdersmust continue their efforts to preserve parkresources, interact with local communities andstrive to meet the expectations of park visitorsin the midst of a rapidly growing communityof recreation-oriented citizens. Therecommendations contained within this planwere based upon an open and collaborativeprocess. It is imperative that thiscollaborative spirit continue as the plan’scomponents are implemented.

It is also imperative that the document bereviewed on a regular basis to ensure itsviability, relevance and usefulness. Thisdocument has sufficient flexibility to be

amended in response to changing resourceconditions, visitor needs and expectations,community needs and agency priorities. Suchamendments may occur under the auspices ofThe Utah Division of Parks and Recreationworking in conjunction with the proposedPalisade State Park Advisory Committee. Any such changes will include input frompark visitors, local citizens, communityleaders, park management or other stakeholderwith interests relevant to the operations andmaintenance of the park.


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REFERENCES

Bannan, Jan. (1995). Utah State Parks: A Complete Recreation Guide (Seattle, WA:Mountaineer Publishing), pp. 151-153.

Binns, Robert (1999). Risk Management Analysis for Palisade State Park (Salt Lake City: Utah Division of Risk Management).

Brigham Young University (1995) A Study of Palisade State Park and its Publics (Provo: Office of Youth Research and Development, Department of Recreation Management and YouthLeadership, Brigham Young University).

Milligan, Mark (2000) Palisade State Park Geologic Review. (Salt Lake City: Utah DNR, Utah Geologic Survey).

National Oceanic and Atmospheric Administration (1991). “Monthly Station Normals of Temperature, Precipitation, and Heating and Cooling Degree Days, Utah 1961 - 1990.” (Asheville, N.C.), Climatography of the United States, Circular #81.

Poll et al., (1989). Utah’s History (Logan: Utah State University Press), p. 365.

State of Utah. (1959). Report of the Utah State Park and Recreation Commission. (Statewide inventory of 118 potential state park sites, 1957-59 by Blue Ribbon Committee) (Salt LakeCity: Utah State Park and Recreation Commission), p. 43.

____________. (1996). Frontiers 2000: A System Plan to Guide Utah State Parks and Recreationinto the 21st Century. (Salt Lake City: Utah DNR, Division of Parks and Recreation), p. 38.

____________. (1999). (1980 - 1999). “Data gathered from Utah State Parks and Recreation Visitation Reports, 1980 - 1999.” (Salt Lake City: Utah DNR, Division of Parks andRecreation).

____________. (1999). Taxable Retail Sales, Services and Purchases in the State of Utah: Calendar Years 1994 Through 1998 and 4th Quarter 1998. (Salt Lake City: Utah State TaxCommission - Research Publication 99-18), pp.18, 22.

____________. (2000). County Profiles: Sanpete County. (Internet Website) (Salt Lake City,UT: Governor’s Office of Planning and Budget, Demographic and Economic Analysis

Section).

Westfall, Deborah A. (2000) Cultural and Paleontological Resources Inventory of the Proposed Palisade State Park Campground Development Project. (Blanding: Utah DNR, Division ofParks and Recreation, Heritage Resource Section, Edge of the Cedars State Park).


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Young, John V. (1989). State Parks of Utah: A Guide and History (Salt Lake City: Universityof Utah Press), pp. 151-153.

Zarekarizi, Susan. (2000). “Unpublished series of draft GIS maps for Palisade State Park forplanning and management analysis,” (Salt Lake City: Utah DNR, Division of Parks andRecreation).

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