Grand Canyon National Park
2009/2010 Accomplishment Report
Division of Administration
The division successfully negotiated an agreement to provide Information Technology (IT) support services to neighboring NPS units, including Sunset Crater, Walnut Canyon, Wupatki and Navajo national monuments, the Horace Albright Training Center, and NPS Flagstaff offices. This agreement adds an IT support specialist and offers the resources of the park’s entire IT Branch to all of these NPS units. In the first eight months of the agreement, the park completed long overdue security requirements, including certification and accreditation reports, infrastructure diagrams, spending plans and the like. The division also significantly upgraded network and telephone systems and standardized procurement procedures. The superintendents of the monuments have noted improved response times and resolution of problems since the agreement took effect.
assets. This increased Grand Canyon’s park housing inventory by nine units, three of them provided to GCA. The Division’s Property Branch coordinated and managed the ARRA Vehicle Replacement Program in 2009. It also helped park division chiefs and IMR and Washington Office (WASO) property managers to replace 14 older fleet vehicles with fuel- efficient 2010 models. Grand Canyon acquired four Chevrolet Impalas and 10 Chevrolet HHR’s, which produced a $301,550 savings for the park.
Grand Canyon staff completed a basic-needs assessment, “Ensuring Sustainable Funding for Park Operations and Asset Protection into the 21st Century.” The report highlights critical park issues that have far-reaching implications if not addressed.
Grand Canyon was instrumental in establishing a Servicing Human Resources Office and a Major Acquisition Buying Office, both in Flagstaff. They provide contracting and human resource services for all parks in Arizona. In 2009, the park also acquired the former Verkamp’s concession park housing
FY 2010 ARRA funding of $18.3 million for 14 projects was contracted on time with 90 percent of the projects contracted to local vendors, including a youth program. FLREA funds were spent according to IMR and WASO policy, with 72 percent going to deferred maintenance work. Carry-over funds remain below 35 percent of revenue.