May 19, 2011
Getting to Know Superintendent Dan Wenk
An Exclusive Interview with Yellowstone's New Leader
The Yellowstone Park Foundation is pleased to welcome Dan Wenk, who assumed his duties as Yellowstone’s new superintendent in February. He now manages more than 2.2 million acres, a staff of 800 and has an annual base budget of more than $36 million -- the largest operating budget of any national park in the National Park Service. We recently sat down with him to talk about his career in the national parks, and about what he envisions for Yellowstone’s future.
Dan’s 35-year career in the National Park Service (NPS) is impressive. He has worked at several parks --including Yellowstone from 1979 to 1984 -- with diverse responsibilities that will offer him useful perspective when it comes to tackling Yellowstone’s tougher issues. Most recently, he served as Deputy Director of Operations for NPS in Washington D.C. See complete bio>>
Dan Wenk: “I don’t recall ever visiting a national park as a child. When I was a Michigan State student in 1973, majoring in landscape architecture, I wanted to go out west for the summer, and saw a posting for a ‘Student Assistant Landscape Architect.’ The job was with the NPS Design Office located in Denver, so I got to work in several western parks that summer. This is the experience that first introduced me to national parks.”
DW: “I wanted to be the best landscape architect I could be, and felt like I needed to get some more diverse experience, so for a while I tested my wings in the private sector. But I was soon drawn back to the parks. I loved the mission of the NPS, and the people, and loved what the parks stood for.
“It was during my first job in Yellowstone that I realized my desire to transition from landscape architect to a broader, management position. I wanted to have a greater impact, and not be limited to designing other people’s dreams. I wanted to expand my focus to preservation of resources to ensure that the visitor use was integrated into the park landscape. My position description at Yellowstone actually said I was the ‘conscience of the park.’”
DW: “At one point I was working at Pictured Rocks National Lakeshore in Michigan. I was asked to redesign a walking trail that would continue to take visitors behind the wall of water at the beautiful, 50-foot Munising Falls. I felt like it just wasn’t right. I was concerned that this jeopardized the natural landscape, eroding the area around the falls and increasing risk of vandalism, and I voiced my concerns all the way to the superintendent. Eventually, it was decided that the trail would be built with platforms that allowed great views of the falls, but with no trail behind it. This experience helped solidify the feeling that I wanted to be part of making decisions, not just implementing them.”
DW: “I would like to help bring resolution to the bison management and winter use issues – sustainable solutions that mean we won’t need to keep addressing the same problems over and over again. The sustainable solution will include actions outside of Yellowstone and the Gardiner Basin. For instance I hope to work with Native American communities and other stakeholders to reestablish bison herds throughout the West.”
DW: “The issue of [non-native] lake trout needs to be addressed over the long-term. It will take a sustained effort to solve this problem, and the solutions can’t be dependent on fluctuations in the annual budget. Also, Yellowstone’s visitation has been growing steadily in recent years. We need to make sure we are prepared to effectively balance a high-quality visitor experience with resource protection. The effects of climate change need to be carefully monitored and adaptive management changes may have to be implemented.”
DW: “Yellowstone is looked to by leaders of protected areas around the world to see how we deal with issues. We have a responsibility to set the standard for stewardship. For instance, when I started at NPS over 30 years ago, we rarely thought about issues outside park boundaries. Now we see boundaries as imaginary, and realize how the parks affect natural and community resources in the surrounding area. Yellowstone is -- and will remain -- at the forefront of addressing these issues.”
DW: “The public in general has a great deal of comfort in knowing that national parks exist, from the National Mall in Washington, DC, to parks like Yellowstone, to historic sites. But for each individual, it really speaks to their values; they take away from their park experience what they bring to it. If they come to hike, fish, bike, see wildlife, or just gaze at snow-capped mountains, their life is enriched to some degree.”
DW: “Society has made a statement that there are places worth preserving in their natural or original state. This outpouring of support demonstrates the extraordinary commitment that people have to the parks – not just in dollars but in willingness to give of their time, their wisdom. The government can’t do everything. People who care about parks advocate for making the parks stronger and helping NPS achieve its mission.”
YPF: What has been the biggest adjustment for you and your wife, Barbara, in moving to Yellowstone?
DW: “At many other NPS posts, I was middle management. Now I am the boss, so wherever I go, there is no anonymity, so that involves a little bit of an adjustment. But this is our home now, and we fully intend to be active members of the Yellowstone regional community.
“Also, an owl is nesting in the tree outside our house. It's much nicer to listen to the owl at night than sirens.”