Gateway community stakeholders’ perceived impacts of protected area management actions: The case of North Carolina (U.S.) state parks

Many protected area managers contend with increasing demand and insufficient funding (e.g., overcrowding, overuse, maintenance shortfalls, and staffing shortages). To combat these challenges, managers are exploring management actions (i.e., differential pricing, amenity pricing, reservation systems, and demand-based pricing) to increase revenue and distribute or reduce visitor use during peak times. However, implementation of these management actions may displace visitors, affecting gateway community stakeholders (e.g., park staff, affiliated nonprofits, tourism operators, destination management/marketing organizations (DMO), and elected officials) who benefit from state parks. Therefore, it is crucial to understand the effects these actions may have on gateway community stakeholders. Utilizing Weber's theory of formal and substantive rationality (WTFSR) coupled with the triple bottom line (economic, environmental, and social impacts), we conducted a concurrent, nested mixed methods study with 25 gateway community stakeholders of North Carolina State Parks (NCSP). Analysis of 25 semi-structured interviews and embedded rating and ranking questions provided a deeper understanding of stakeholders' preferred management actions, motivations for those preferences, and perceived impacts of NCSP management actions. Apart from demand-based pricing, gateway community stakeholders expressed overall positive economic, environmental, and social sentiments towards the proposed management actions, suggesting a suite of actions may be ideal for increasing revenue and distributing or reducing visitor use during peak times in protected areas.

Management implications

• •Gateway community stakeholders can effectively differentiate between suites of management options to enhance environmental protections, community benefits, and profits.

• •State resident discounts, amenity pricing, and reservation systems were all highly ranked across multiple stakeholder groups, suggesting NCSP has multiple options to increase revenue and distribute or reduce visitor use during peak times. However, demand-based pricing had limited support from stakeholders suggesting NCSP should prioritize other management actions. The varying levels of support for management actions makes it crucial for NCSP to communicate their management action decisions with stakeholders.

• •Protected area managers must sustain relationships with gateway community stakeholders to be able to understand stakeholders' perspectives on the impacts of management actions.

• •Beyond NC, this study provides a strategy for protected areas facing similar challenges to assess how management actions may impact gateway community stakeholders or other key stakeholders (e.g., park users, underserved communities).