I. INTRODUCTION
About This Plan
This
is the Annual Performance Plan (APP) for Appomattox Court House NHP, a unit of
the National Park System, administered by the National Park Service, U.S.
Department of the Interior. It covers Federal fiscal year 2004 (October 1, 2003
September 30, 2004),
one-year of our five year (2001-2005) Strategic Plan period. This Plan includes
our mission statement, derived from the legislation establishing and affecting
this park. It contains our goals
organized under goal categories, mission goals (the in perpetuity goals that
encompass everything we do), and the quantified, measurable long-term goals
from our five-year Strategic Plan. The
focus in this Plan, however, is on our annual goals and what we plan to
accomplish this fiscal year.
The
content and organization of this Plan relates to the process established by the
National Park Service under the Government Performance and Results Act of 1993
(GPRA) [see following sections]. Additional copies of this Plan, or copies of
our Strategic Plan, are available by visiting or writing park headquarters at:
National Park Service
Appomattox Court House NHP
PO Box 218
Appomattox, VA 24522.
We welcome questions
and comments, which should be addressed to the Superintendent at this
address.
Each annual goal is
results- or outcome-oriented, objective, quantified and measurable, with
performance measures built into each goal statement. A Strategies section
describes the organization, facilities, and financial resources available to
achieve the plans goals. The Key External Factors shows those things that
may positively or negatively affect goal achievement. Each goal has one or more explanatory
paragraphs that gives background, detail, and other information useful to help
the reader understand the goal as well as how the goal will be accomplished and
measured. After these goal explanations,
there is an overview of how results will be measured. We have included a list
of those who prepared this Plan and who we consulted with in its development.
In addition to this
Annual Performance Plan, we also use internal management documents to guide
daily operations throughout the year. They detail the specific activities,
services, and products that will be carried out or produced to accomplish goal
results, and the dollars and people that will do it.
Appomattox Court House National
Historical Park
Appomattox
Court House NHP is a vital part of Americas national system of parks,
monuments, battlefields, recreation areas, and other natural and cultural
resources. Established by an Act of Congress
in 1936, Appomattox Court House NHP is located in Appomattox, Virginia.
Containing 1,743 acres, the park preserves in perpetuity the village of
Appomattox Court House where, on April 9th, 1865, General Robert E.
Lee surrendered the Confederate Army of Northern Virginia to Union General
Ulysses S. Grant, and makes this valuable part of Americas heritage available
to over 195,000 visitors each year for their experience, enjoyment,
understanding, and appreciation. Please
see our Strategic Plan for more information about Appomattox Court House NHP.
The National Park Service (NPS),
established in 1916, preserves outstanding examples of the best of Americas
natural, cultural, and recreational resources for the enjoyment, education, and
inspiration of this and future generations. These resources of national
significance constitute a significant part of Americas heritage, character,
and future. The National Park System
consists of 378 units park units located in nearly every state and territory of
the nation. The National Park Service not only directly preserves these
treasures, it also makes them available to millions of visitors from throughout
the country and the world every year. NPS
also has legislated responsibilities for natural and cultural resource
conservation outside national parks in partnership with state and local
governments, tribes, and non-profit organizations. These programs provide a variety of technical
and/or financial assistance.
In
consultation with Congress, OMB and other interested parties, the NPS developed
its own implementation process to comply with the Government Performance and
Results Act of 1993 (GPRA). Using an
8-step process, the NPS developed its
first
Strategic Plan in 1997. A copy of the current plan is available for
review at Appomattox Court House NHP. It
is also available on the Internet at http://www.nps.gov/planning.
As
part of its GPRA implementation process, NPS decided that each of its component
parks, programs, and offices would develop and submit their own Strategic
Plans, Annual Performance Plans, and Annual Performance Reports. These plans
address applicable long-term goals in the NPS Strategic Plan and may add goals specific to their own legislative
mandates, missions, resources, visitor services, and issues needs. The local plans are generally a blend of
national and local missions and goals.
The Government Performance and
Results Act of 1993 (GPRA)
This
Annual Performance Plan is written in part to fulfill the requirements of the
Government Performance and Results Act (GPRA).
Congress passed this law in 1993 to bring the federal government into
the performance management revolution.
Performance management is a goal-driven management concept and practice
already widely adopted by the private sector, state and local governments, and
many others. GPRA requires federal
agencies to develop 1) a Strategic Plan, 2) Annual Performance Plans, and 3)
Annual Performance Reports in order to more effectively and efficiently manage
their activities to achieve their missions, and to more effectively communicate
with the Congress and the American people.
Please see our Strategic Plan for more information about GPRA and
performance management.
II. MISSION Statement
To commemorate the surrender of the Army of Northern
Virginia by General Robert E. Lee to Lieutenant General Ulysses S. Grant and
the termination of the Civil War brought about by the Appomattox Campaign from
March 29-April 12, 1865 and to honor those engaged in this great conflict.
III. STRATEGIES:
Accomplishing Goals
We plan to accomplish
our goals using the organization, facilities, and financial resources
summarized below. These should give the staff, partners, stakeholders, and the
public a better understanding of what we are trying to accomplish and how we
plan to do it.
Organization
Superintendent Reed
Johnson leads the park staff, which is organized into five operating divisions:
Resource Management, Interpretation, Museum Services, Maintenance, and Administration. Staff expertise and specialties include five
permanent park guides and rangers, nine employees devoted to maintenance and
building preservation, one natural resource management specialist, one Curator,
one Museum Technician, one Historian, and an administrative staff of two. There
are six seasonal (temporary) park guides working in interpretation, and one
seasonal maintenance worker.
Our staff
will be supplemented and/or supported by assistance or expertise from various
other NPS parks and central offices, and/or and other partners or
organizations. Staff from the National Park Services Philadelphia Support
Office will work with us to assess and improve our preservation maintenance
efforts for Ia5 and continue our assessments of our archeological resources for
Ia08. The Museum Services Center located
in Boston will assist in accomplishing Goal Ib2D. Additional specific assistance in achieving
the parks FY2004 annual goals will be provided by the National Park Services Harpers
Ferry Center.
Eastern National will continue to help accomplish education and visitor service
goals through literature sales and donations for interpretive and educational
purposes. (Goals IIb1 and IVb2C).
Facilities
Park facilities [and
infrastructure] for accomplishing the FY 2004 annual goals includes: one
visitor center (the restored Courthouse); the McLean
House, 35 historic structures comprising the historic village, and a
cooperating association sales outlet located in the Tavern kitchen. A six-mile hiking trail provides access to
additional historic features.
Financial Resources
Financial resources
available to achieve the parks goals include a base operating budget of
approximately $1,255,000, which
funds a work force of 19 permanent
positions, and 3 seasonal positions.
This work force will be supplemented by 3944 hours of
Volunteers-in-Parks, and special project and program funds distributed by the
National Park Service regional and Washington offices. Achieving our goal performance targets is critically
dependent on our base funding and on these additional project funds, volunteer
assistance, partnerships and donations.
Therefore, in order to plan and organize goals and the work to
accomplish them, and to communicate and document it, all funding and staffing
sources, and major alternative sources of support and work, are included in
developing our Plan.
These figures are based on the NPS Green Book authorization
for FY2004 of $1,255,000. Highlights of the park's budget, which funds specific goals
in this annual performance plan, include:
$196,500
for resource preservation and management. This includes $90,000 for museum preservation,
collections management and curatorial services; $72,500 for natural resource
management and related research; and $34,000 in estimated fee revenue for
implementing the Clover Hill Tavern furnishings plan, producing room barriers,
and to continue the inventorying and cataloging of museum objects.
$451,400
to address visitor services. This includes $367,400 for interpretive programs and all visitor
contact activities by park personnel and $84,000 for maintaining the visitor
center, contact stations and restrooms.
$485,198
for facility operations and maintenance. This includes
$107,550 for maintaining the lawns, gardens, grounds, pastures, etc.; $245,750
for maintenance and preservation of the parks historic and modern structures;
and $131,898 in estimated fee revenue for repairing the Cloverhill Tavern roof,
floors and walls; repairing the County Jails wooden stairway; repairing the
exterior of the fee booth; and repaving the Confederate Cemetery parking lot.
$298,800
for park administration. This will be used to provide
administrative support and overall program direction and management as well as
employee development and training.
IV.
KEY EXTERNAL FACTORS
The
park continues work on the General Management Plan, within this plan several
additional plans have been developed, like the Collections Management Plan and
the Natural Resource Management Plan and the Long-Range Interpretive Plan.
Using outside sources, cooperative agreements, regional staff and contractors
data is being gathered to compose these plans and based on these source
workloads and the parks completing of projects is uncertain. Continued fluctuation
of visitation due to visitors staying closer to home continues to be a concern.
V.
GOALS
Goal Categories, Mission Goals, and Long-term Goals
The NPS performance
management process requires all units of the NPS to organize goals and efforts
under four goal categories and broad, in perpetuity mission goals that state
ideal future conditions and encompass all we do. Long-term goals, developed for
each strategic plan period, move us toward mission goals. Annual goals (in the
next section) are the current years increments toward achieving long-term
goals, and they are listed by Goal Category, Mission Goal, and Long-term Goal.
Please see our Strategic Plan for more details.
Annual
Goals
Below are the parks annual goals for fiscal year FY 2004, October 1, 2003
through September 30,
2004. The numbering sequence follows that
of the NPS Strategic plan. Goal numbers
may not be consecutive where a number is left out there is no local goal
matching the NPS goal. Goal categories
and Mission Goals are in regular type.
Long-term goals are italicized.
Annual Goals are in bold type.
Since goal progress is not always equally spaced during a strategic
planning period, there is a note to show when no activity is scheduled this
fiscal year.
Goal Category I: Preserve Park Resources
Ia
Natural and cultural resources and associated values at Appomattox Court House
are protected, restored and maintained in good condition and managed within
their broader ecosystem and cultural context.
Ia1B. Exotic Plant Species - By September 30, 2005
Appomattox Court House NHP has reduced the amount of land infested with
invasive, nonnative plants by 5% from the baseline survey conducted in 2000.
Ia1B - Exotic Plant Species - By September 30, 2004, Appomattox
Court House has
treated (250 acres) of parkland to
control Johnson grass, Ailanthus, privet and multifora rose.
Exotic vegetation is defined as invasive, nonnative
plant species that pose a threat to native species and natural processes and for which effective and feasible
treatments are available. A herbicide
application will used on the nonnative plants of Johnson grass, Ailanthus
and Privet and multifora rose.
Exotic vegetation directly affects natural resources
and can result in severe and persistent changes to habit conditions and
ecosystem functions disrupting natural processes.
Additional research of surveying parklands for
invasives will be conducted to update the 2000 survey. Measurement of this goal will be measured at
the end of each fiscal year by determining the number of acres of restored land
within the infested land.
Ia4. Water Quality By September 30, 2005,
Appomattox Court House NHP will not have unimpaired water quality.
Ia4 Water
Quality - By September
30, 2004, Appomattox
Court House will not have unimpaired water
quality.
The Clean Water Act Section 303 and Environmental
Protection Agency Regulations (40 CFR section 130.7) require States to publicly
list all waters that do not support existing or designated beneficial uses,
such as recreation and aquatic life support.
Sources of pollution that frequently degrade water quality include, but
are not limited to, industrial and municipal point discharges, agricultural
non-point run-off, and atmospheric deposition.
Good water quality in parks is imperative to the persistence of natural
aquatic communities and to the consumptive and recreational use of water by
visitors. Ensuring the integrity of
water quality in parks, therefore, is fundamental to the mission of the
National Park Service.
Appomattox Court House NHP lies within the Chesapeake
Bay Watershed and contains 8.4 miles of streams within the park boundary. Water quality at the park is impaired due to
grazing and agricultural activities associated with the Historic Property
Leasing Program. Activities outside park
boundaries also threaten water quality including urbanization, industrial
activity and non-point source run-off from agricultural activities.
This goal will be measured each year by conducting
water quality monitoring of physical and chemical parameters, obtaining
information from State NPDES permits, notices of violation, and/or the State
section 303(d) list. Although Appomattox
Court House NHP will never have unimpaired water quality due to outside
sources, the park will continue to monitor and improve the existing streams.
Ia5. Historic Structures - By September 30, 2005,
41 of 55 (75%) of the historic structures listed on the 1999 List of Classified
Structures are in good condition.
Ia5 Historic Structures By September 30, 2004, 73% of
the historic structures listed on the Appomattox Court House National Historical Park 1999 List
of Classified Structures are maintained in good condition (40 of 55
structures).
The
List of Classified Structures (LCS) is the primary computerized database
containing condition information on the estimated 25,000 historic and
prehistoric structures in the NPS. Structures on the LCS are on, or eligible
for, the National Register of Historic Places, or are otherwise treated as
cultural resources.
Appomattox
Court House contains 55 structures on the LCS, which includes not only
buildings such as the McLean House (site of the Surrender meeting), Clover Hill
Tavern complex, Isbell House, Courthouse, etc. but roads, parking lots, and the
Maintenance Complex, as well. During FY
2003, we will rehab repair the County Jail's wooden stairway and repair and
rehab the Clover Hill Tavern roof, floors and walls using Fee Demonstration
monies. These will be completed under contract and represent the top priorities
in meeting this goal for the year. Park
staff will perform routine repair/rehab on all other structures as the need
arises. Quarterly Inspection of Building Condition will continue to be
performed by the Division Chief to assess and evaluate hierarchy of maintenance
needs.
This
goal will be measured and evaluated by the Chief of Maintenance using a
two-stage process. Each historic structure is currently undergoing a thorough
inspection and inventory using a computer documentation program that contains
information on current conditions, dimensions, architectural materials,
etc. Based upon this inventory, repairs
and/or preventative maintenance needs are prioritized. Upon completion of the necessary work, a
completion report is prepared.
Ia6. Museum Collections -
By September 30, 2005, 668
of 910 (73.4%) of preservation and protection standards for Appomattox
Court House National
Historical Park's
museum collections are met.
Ia6 - By September
30, 2004, 72% of preservation and protection standards for Appomattox Court House National Historical Park's museum
collections are met. (655 of 910)
The
preservation and protection of museum collections is essential to the NPS
mission. Environmental, security, and
fire protection conditions necessary to preserve and protect these important
resources are identified on the NPS Checklist for Preservation and Protection
of Museum Collections. Parks complete
the Checklist with data compiled nationally.
Parks update data by completing and submitting revised Checklists as
needed.
The
park is completely lacking any facility to store museum objects that meets
preservation standards, i.e. climate control.
All of the museum objects not on display in the visitor center are
forced to be stored in historic structures that lack any semblance of
compliance. To the maximum of this limitation, Park Curator Williams has
pursued this goal. Until such time as plans and funding are authorized to
construct a proper storage facility, we cannot truly meet this goal. The General Management Plan, currently under
preliminary development, is considered the key to gaining the storage facility
we need.
Measurement
of this goal will occur through annual completion and submission of the NPS
Checklist for Preservation and Protection of Museum Collections by Park Curator
Joe Williams.
Ia7. Cultural Landscapes - By September 30, 2005, 100% of Appomattox
Court House National
Historical Parks
cultural landscapes on The National Park Service Cultural Landscapes Inventory
(CLI) with condition information will be listed in good condition. (2 of 2)
Ia7 By September
30, 2004,
50% of Appomattox Court House National Historical Parks cultural landscapes on the
National Park Service Cultural Landscapes Inventory (CLI) are maintained in
good condition. (1 of 2)
Cultural
landscapes range from large rural tracts covering several thousand acres, such
as the Gettysburg
battlefield and the Blue Ridge
Parkway, to formal designed
landscapes of less than two acres, such as Frederick Law Olmsteds home and
studio. Cultural landscapes provide the physical environment associated with
historical events and reveal aspects of our countrys origins and development
through their form, features and use. They also illustrate the relationships
among park cultural and natural resources.
The CLI is a national inventory of all park landscapes having historical
significance. The CLI contains information on the location, historical
development, and current management of cultural landscapes including condition.
The Cultural Landscapes Automated Inventory Management Information System
(CLAIMS) is an analytical tool for assessing information associated with the
CLI. NPS Management Policies require that the cultural
landscape(s)
be maintained, as much as is possible, as they were in the time period that the
park is mandated to preserve, protect and interpret.
In
FY 2001, a level 2 CLI was completed for Appomattox Court House. One cultural landscape was identified for the
park in addition to one component landscape.
The village itself is one landscape and the area outside the village is
the other. The primary period of significance for the landscape was identified
as 1865. One-fifth of the ONPS budget is
spent maintaining the cultural landscape through mowing, pastures, fences,
roadsides, landscaping and related activities.
This includes routine preventative maintenance of Non-Historic structures.
The
measurement of this goal is the Servicewide Cultural Landscape Inventory
maintained at the Washington Office level.
The grounds, gardens, lawns, etc. that comprise the park are routinely
inspected and evaluated by the Chief of Maintenance and Natural Resource
Specialist. Mowing, gardening, forestry,
etc. is then prioritized and completed.
Ia08 Archeological Sites - By September 30, 2005, 17% (11 of 68) of Appomattox Court
House National Historical Park's archeological sites NOT listed on the FY1999
National Park Service Archeological Sites Management Information System
(ASMIS), or listed without condition assessments, are in good condition.
Ia08 - By September 30, 2004, 20%
of Appomattox Court House National Historical Parks archeological sites NOT
listed on the FY1999 National Park Service Archeological Sites Management
Information System (ASMIS), or listed without condition assessments, are in
good condition. (14 of 68)
Archeological
sites and their condition become the responsibility of NPS as soon as NPS takes
ownership or management of the land on which they occur. The condition assessment of an archeological
site should be performed, documented, and periodically updated by a
professionally qualified archeologist and/or park staff who has been trained by
professional archeologists in conducting condition assessments. The condition information is recorded in the
ASMIS (Archeological Sites Management Information System) as one of the data
standards for archeological site inventory and evaluation at the national
level. An assessment that a site is in
good condition indicates that the site is stable and its current archeological
values are not threatened. A site in
good condition is not deteriorating from either natural processes, such as erosion,
or human impacts, such as vandalism, looting, or visitor use.
Appomattox
Court House contains the archeological remains of a mid-19th century
county seat, which served as the setting for the ending of the American Civil
War and re-establishment of peace and unification. Archeological resources have been identified
within portions of the park, but an overall, systematic summary of the known
and potential archeological resources of the park does not exist. Currently, 68 known archeological sites within
the park have been entered into ASMIS, although site condition has not been
determined. Work continues on the
Archeological Overview and Assessment to determine the number and condition of
park archeological resources. Remote sensing
and site assessments were completed in FY02.
The work completed in FY02 put the Park on firm ground for the long term
planning process associated with the current GMP..
This
goal will be measured at the end of each fiscal year by determining the number
of sites, which do or do not have condition assessments.
Ib
The National Park Service and Appomattox Court House NHP contribute to the
knowledge about natural and cultural resources and associated values;
management decisions about resources and visitors are based on adequate
scholarly and scientific information.
Ib01 Natural
Resource Inventories By September 30, 2005, 11 of the parks primary
natural resource inventories identified in a Resource Management Plan and
General Management Plan are completed.
Ib01 By September
30, 2004,
(60%) of Appomattox Court House National Historical Parks primary natural resource
inventories identified in a Resource Management Plan and General Management
Plan are complete.
Preservation
of natural resources requires a wide range of information. Minimally, this information is contained in
12 basic data sets: historical data (bibliography); flora and fauna; species
distributions; digitized vegetation maps; digitized cartographic data; digitized
soil maps; digitized geological maps; inventory of water bodies and use
classifications; water quality and basic water chemistry for key water bodies;
identification of nearest air quality monitoring stations and sources; list of
air quality-related values; and meteorological data. In addition to these 12
basic data sets, parks often pursue more detailed information through research,
monitoring, etc. to allow informed management decisions and answer a wide range
of natural resource related questions.
Appomattox
Court House consists of over 1,740 acres of forest, pasture, fields, and lawns
in a rural location surrounded primarily by agriculture and low-density
housing. The primary goal of the park in FY 2003 will be to prepare a long
range strategic natural resource management plan and continue work to acquire
baseline information on park natural resources including vegetation, wetlands,
and GIS.
Resource
and Museum Objects Inventories are measured through electronic databases
complied by the individual park and administered by the NPS Directors support
staff on a Servicewide basis.
Ib2A
Archeological Site Inventory By September 30, 2005, the number of the
park's archeological sites inventoried, evaluated and listed in the National
Park Service ASMIS (Archeological Sites Management Information System) is
maintained at the FY 1999 level of 68.
Ib2A By September 30, 2004, the number of Appomattox Court House
National Historical Park's archeological sites inventoried, evaluated and
listed in the National Park Service ASMIS (Archeological Sites Management
Information System) is maintained a the FY1999 level of 68.
Knowledge
about archeological sites and their conditions is crucial to managing them
well. This goal is about inventorying and evaluating archeological sites not
previously inventoried and evaluated and is measured by the number of sites
added to ASMIS after FY 1999. Although
over 63,000 of these sites have been identified throughout the NPS, only
approximately 75% have been recorded in ASMIS.
Sixty-eight
known archeological sites contained in the park were entered into the ASMIS
database, a national computer listing of all archeological resources within the
national park system. This number
represents all known archeological sites within the park to date. Since these
sites have already been entered in ASMIS the park will maintain this number; no
money or FTE will be spent on this goal in FY03.
This
goal will be measured by determining the total cumulative number of
archeological sites entered into the ASMIS by the end of each fiscal year.
Ib2B Cultural Landscape
Inventory - By September 30, 2005, the number of Appomattox Court House
National Historical Parks cultural landscapes inventoried, evaluated, and
entered on the National Park Service Cultural Landscapes Inventory (CLI) at
Level II will be maintained at 2.
Ib2B - By September 30, 2004, the number of
Appomattox Court House National Historical Parks cultural landscapes
inventoried, evaluated, and entered on the National Park Service Cultural
Landscapes Inventory (CLI) at Level II is maintained at 2.
The CLI is a
servicewide inventory of all park landscapes having historical significance.
The Cultural Landscapes Automated Inventory Management Information System
(CLAIMS) is an analytical tool for assessing information associated with the
CLI. The CLI contains information on the
location, historical development and current management of cultural
landscapes. The CLI process includes
four levels of analysis with each level corresponding to a specific degree of
effort and detail contained within the inventory. For landscapes, Level II: Landscape Analysis
and Evaluation provides complete baseline information.
The cultural
landscape at Appomattox Court House National Historical Park is critical to interpretation of the historic scene
and visitor understanding of the events that occurred here. A Level II CLI was
completed in FY 2001 and the park is maintaining the inventory of 2 landscapes
on the CLI. Therefore no money of FTE
will be spent toward this goal in FY03.
This goal will be
measured by determining the cumulative total number of cultural landscapes
entered into CLI by the end of each fiscal year.
Ib2C LCS - By September 30, 2005, 59 of 59 (100%)
of Appomattox Court
House National Historical
Parks historic structures on the
FY1999 List of Classified Structures (LCS) have updated information in their
LCS records.
Ib2C - By September
30, 2004, 59 of 59 (100%) of Appomattox Court House National Historical Parks historic
structures on the FY1999List of Classified Structures (LCS) have updated
information in their LCS records.
The List of
Classified Structures (LCS) is the primary computerized database containing
inventory and condition information for park historic and prehistoric
structures. Structures on the LCS are
on, or eligible for, the National Register of Historic Places, or are otherwise
treated as cultural resources. The LCS
data particularly condition and impact data needs to be updated at regular
intervals.
Currently, at Appomattox Court House National Historical Park all 55 historic structures have been recorded on the
LCS with condition information. In FY 2002,
the Historian updated all LCS records with condition information in cooperation
with PHSO staff. Four additional
structures will be added to the LCS in FY03
This goal will be
measured each fiscal year by determining the number of LCS records that have
been updated since the end of FY 1999.
Ib2D Museum Objects
Cataloged By September 30, 2005, the number of park museum objects cataloged
into the National Park Service Automated National Catalog System (ANCS+) and
submitted to the National Catalog is increased from 7,804 in FY1999 to 10,210
(35.9% increase).
Ib2D - By September 30, 2004, the
number of park museum objects cataloged into the National Park Service
Automated National Catalog System (ANCS+) and submitted to the National Catalog
is increased to 9204.
Cataloging
museum collections provides knowledge and documentation crucial to managing and
decision-making about the thousands of museum objects in NPS ownership.
In
FY01a total of 8,505 museum objects at Appomattox Court House National
Historical Park had been cataloged into the Automated National Catalog System
(ANSCS+) and submitted to the National Catalog.
During FY 2002, the Park Curator will continue this work with assistance
from volunteers or staff from the Boston Museum Services Center. The Cultural Resource Center in Boston is
currently processing 22 boxes of pre-1980 Archeological materials and the park
has hired a term Museum Technician to facilitate on site cataloging of history
and archival material.
Measurement
of this goal will be through determining the cumulative total number of museum
objects cataloged into ANSCS+ and submitted to the National Catalog by the end of
each fiscal year. This number is
typically the same number that the park reports on the Collections Management
Report (CMR) under IIIA Objects CatalogedTotal. As a result of the continued
accretion of Park Resource Records, Historian's files and the rare book
collection to the park's museum collection the 2002 CMR reflects a total
collection of 65,770 objects with total
number of objects cataloged at 17,532.
Ib2F - Historical Research
Baseline - By September 30, 2005, the park's Historic Resource Study
(HRS) and
Administrative History are completed to professional standards, current
(approved since
1980).
Ib2F- By September 30, 2004, the park will have a Historic
Resources Study completed to professional standards.
The Historic
Resource Study (HRS) and Administrative history (AH) are used as the primary
indicators of the
health of the Service's historical research program. For this goal, "historical
research current and complete to
professional standards" is defined as having both one or
more HRS's approved
since 1985 and an Administrative History approved since 1985. The
HRS is the primary and
fundamental historic resource report for historic resources as it
"identifies and
evaluates a park's cultural resources within historic contexts." A park
Administrative History
is essential for informed park management decision making.
In FY03 the Historian will review
the final draft of the HRS and write a scope of work for the
Administrative History.
1b3 Vital Signs - By September
30, 2005,
the park has identified its vital signs for natural resource
monitoring.
Ib3 - By September
30, 2004,
the park has not yet identified its vital signs for natural resource
monitoring, but work is underway.
Vital
signs are indicators of the key ecological processes, which, collectively,
capture the function of a healthy ecosystem.
They may include keystone species and keystone habitats which have
profound effects on ecosystem organization and function; dominant species; or
key processes such as nutrient cycling, patch dynamics, or hydrologic
regimes. The hallmark of vital signs
monitoring is the focus on ecosystems, rather than populations or
physicochemical parameters. Vital signs
will be identified through facilitated scoping workshops. The vital signs identified have a clear basis
in a conceptual model of the park ecosystem.
Monitoring of vital signs may provide an early warning of ecosystem
stress before significant damage has occurred and point to the need for
intensive studies to diagnose the cause of the stress and determine appropriate
corrective action.
Under
the Natural Resource Challenge budget strategy, monitoring of environmental
vital signs will be initiated by FY 2004 in all 270 park units with significant
natural resources, including Appomattox Court House National Historical
Park. Appomattox Court House has been
identified within the Mid-Atlantic Monitoring Network and is not scheduled to
receive funding to start the vital signs process until FY 2003. In FY03 the
Natural Resource Manager will work with researchers to help prepare study plan
for baseline identification of existing ecological communities.
This
goal will be measured by determining if the process described above has been
completed.
Goal
Category II: Provide for the Public Enjoyment and Visitor Experience of Parks
IIa
Visitors safely enjoy and are satisfied with the availability, accessibility,
diversity, and quality of park facilities, services, and appropriate
recreational opportunities.
IIa1 Visitor
Satisfaction By September 30, 2005, 98% of visitors to Appomattox Court House
National Historical Park are satisfied with appropriate park facilities,
services, and recreational opportunities.
IIa1 By September
30, 2004,
98% of visitors to Appomattox Court House National Historical Park are satisfied with appropriate
park facilities, services, and recreational opportunities.
NPS
visitor evaluations of park facilities, services, and recreational
opportunities are important and useful in improving visitor services. The Visitor Survey Card Data Report, a system
developed and administered for the National Park Service by the University of
Idaho, was first used in 1998 to measure visitor satisfaction in NPS
units. A visitor is satisfied if the
response to this question is either very good or good. The annual servicewide goal for visitor
satisfaction is 95%. While many factors
affect visitor use and enjoyment, this goal focuses on the facilities,
services, and recreational opportunities that parks provide for visitor use,
comfort, and enjoyment.
The
survey conducted at Appomattox Court House in July 2002 produced a 100% approval rating with a response
rate of 25%. Overall, the survey
indicates that visitors are satisfied with the services and facilities. The goal now becomes one of maintaining this
level for FY 2003. Village maintenance
which includes cleaning and maintaining facilities, infrastructure, exhibitory,
etc. are under this category. This also
includes fee demonstration projects of repairing the exterior fabric of the fee
booth and resurfacing of the Confederate Cemetery Parking Lot. Also included is
providing quality customer service to the visitors by the Interpretive
Division.
Measurement
of this goal will be determined through the results of the annual VSC survey.
IIa2 Visitor Safety By
September 30, 2005, the
number of visitor accidents/incidents at Appomattox
Court House National
Historical Park
is maintained at its baseline rate of 0 (FY 1992-FY1996 five-year annual
average).
IIa2 By September 30, 2004, the
number of visitor accidents/incidents at Appomattox Court House National Historical Park is
maintained at the baseline rate of 0 (FY 1992-FY1996 five-year annual average).
More than 265 million recreational and
non-recreational visits to units of the national park system occurred in FY
1999 accounting for 134 million visitor days.
A
visitor accident/incident is an accidental event or incident that results in a
serious injury or illness that requires treatment at a medical facility, or
death while the visitor is involved in the direct use of, or interaction with,
park facilities, roads, waters or resources, or resulting from operating a
motor vehicle or vessel under the influence of alcohol or drugs. For purposes of reporting to this goal,
incidents resulting from pre-existing medical conditions, property damage, and
most activities of a criminal nature are not included.
The Safety Officer and Safety Committee continues to
review all visitor accidents and propose possible mitigation to prevent future
occurrences. In conjunction with the
park Safety Officer, the Committee regularly inspects the park for potential
hazards to the public and provides follow-up to ensure their resolution. This
has proven to be effective and will continue in FY 2003. In FY 2002,
there were zero visitor accidents.
This
goal will be measured by determining the number of reportable accidents at
the end of each fiscal year.
IIb Park visitors and
the general public understand and appreciate the preservation of parks and
their resources for this and future generations.
IIb1 Visitor
Understanding and Appreciation By September
30, 2005, 86% of visitors to Appomattox
Court House National
Historical Park
understand the significance of the park.
IIb1 By September
30, 2004,
75% of visitors to Appomattox Court House National Historical Park understand the significance of
the park.
This
goal measures visitors' grasp of a park's significance. Visitors' understanding and appreciation
increases as they enjoy the park and its resources and learn about why the park
was established and the significance of its resources. Visitor understanding is defined as "to
grasp meaning". All park efforts to
provide visitors information, orientation, interpretation, and education are
park activities that help visitors discover the most significant meanings to
them in the park, and make connections between the tangible natural and
cultural resources and the intangible values that reside within the park.
The
FY 2002 Visitor Survey Card Data Report conducted at Appomattox Court House
indicated that 85% of the visitors
who responded understood and appreciated the significance of the park. Although
we have exceeded this goal the method of recording visitor understanding is
totally subjective and we will keep the goal as it is, until there is a better
method of analysis. The expenditures in this goal category reflect the
operation of the Visitor Center (Courthouse) and McLean House; ranger
interpretive programs; school outreach; and Living History interpretation, the
latter of which is funded by the cooperating association. Additional monies are
spent on training, supervision, supplies and equipment and related overhead.
Measurement
of this goal will be determined through the results of the annual VSC survey.
Goal
Category IV: Ensure Organizational Effectiveness
IVa: The National
Park Service uses current management practices, systems, and technology to
accomplish its mission.
IVa3A Performance Plans
Linked To Goals By September 30, 2005, 100% of Appomattox Court House
National Historical Park employee performance plans are linked to appropriate
strategic and annual performance goals and position competencies.
IVa3A By September 30, 2004, 100% of Appomattox Court House National Historical Park employee performance plans are linked to appropriate strategic and
annual performance goals and position competencies.
Every
NPS employee has a required Employee Performance Plan and Results Report (Form
DI-2002). Past performance plans have been task statements emphasizing
individual outputs rather than individual contributions to the overall NPS
mission or organizational outcomes. This goal directly ties individual
performance goals to organizational outcomes. In FY 2003 all employees,
seasonal and permanent will continue to have their standards linked to the
appropriate GPRA goals.
This
goal will be measured annually by supervisors/managers certifying that Employee
Performance Plan and Results Reports are related to organizational goals set
forth in the park's, programs, or central office's strategic plan.
IVa4A By September 30,
2005, the number of Appomattox Court House National Historical Park permanent
positions in the 9 targeted occupational series filled by employees from
underrepresented groups is maintained at the FY 1999 level of 1.
IVa4A By September 30, 2004, the number of Appomattox Court House National Historical Park permanent positions in the 9 targeted occupational series filled by
employees from underrepresented groups remains at 1.
The National Park Service workforce does
not reflect the diversity of minorities, women, and individuals with
disabilities identified in civilian labor force figures in certain occupational
series. In many occupations, minorities, women, and/or individuals with
disabilities are severely underrepresented, and separation rates for these
groups are often times higher than, or equal to, the rate at which the Service
hires them.
In the baseline year (1998), Appomattox
Court House had a total of 8 permanent positions within the targeted
occupational series. In FY 1999, one of
the eight positions met this goal. In FY 2001, the Resource Management
Specialist and Chief of Education and Visitor Services positions vacant in FY
2000 were filled by women, increasing the number of positions in targeted
occupational series to 2. Appomattox
Court House is committed to increasing diversity in its workforce, and will
recruit and hire qualified minorities, women, and individuals with disabilities
in all occupational series, but particularly in those targeted occupations and
grade levels where they are underrepresented to achieve consistency with their
percentages of representation in the civilian labor force. During FY 2003, the parks Division Chiefs,
as a team, will continue the efforts to establish and maintain formal diversity
recruitment programs at area colleges including Liberty
University;
Sweet
Briar
College;
Lynchburg
College;
and Longwood
College. The goal is to fill at least one to two
seasonal positions from this effort, as was the case in FY01.
This goal will
be measured by counting the number of permanent positions in the
targeted series filled by members of underrepresented groups at the end of each
fiscal year.
Iva4B Women and
Minorities - By September 30, 2005, the total number of Appomattox Court House
National Historical Park temporary/seasonal positions annually filled by women
and minorities is maintained at the FY 1999 level of 6 out of a total of 10
positions (60%.)
IVa4B - By September 30, 2004, the total number of
Appomattox Court House National Historical Park temporary/seasonal positions
annually filled by women and minorities is maintained at the FY 1999 level of 6
out of a total of 10 positions (60%.)
This goal will measure the diversity of temporary and seasonal employees in all series, by
counting the number of women and minority employees who filled such positions
during the fiscal year.
Iva4C - Individuals with
Disabilities - By September 30, 2005,
the number of Appomattox Court
House National Historical
Park permanent positions filled by
employees with disabilities is increased from 0 in FY 1999 to 1. (100% increase).
IVa4C - By September
30, 2004, the number of Appomattox Court House National Historical Park permanent
positions filled by employees with disabilities is maintained at the FY 1999
level of 0.
An
individual with a disability is defined as a person who has a physical or
mental impairment that substantially limits one or more major life activities,
has a record of such impairment or is regarded as having such impairment. Major life activities are activities that an
average person can perform with little or no difficulty such as walking,
breathing, seeing, hearing, learning, or working. A qualified employee or applicant with a
disability is someone who satisfies skill experience, education and other
job-related requirements of the position held or desired, and who, with or
without reasonable accommodation, can perform the essential functions of that
position.
This goal will be
measured at the end of each FY by counting the number of positions in the
parks permanent workforce filled by individuals with disabilities.
IVa4D Individuals with
Disabilities - By September 30, 2005,
the number of Appomattox Court
House National Historical
Park temporary/seasonal positions
filled by employees with disabilities is increased from 0 in FY 1999 to 1 (100% increase).
IVa4D - By September
30, 2004, the number of Appomattox Court House National Historical Park
temporary/seasonal positions filled by employees with disabilities is
maintained at or above the FY 99 level.
This
goal is identical to Iva3D, except it measures the number of positions in the parks temporary and seasonal
workforce that are filled with employees with disabilities.
IVa5
Employee Housing By September 30, 2005, he number of Appomattox Court House
National Historical Park employee housing units listed in poor or fair
condition is reduced from 3 in FY1997 assessments to 0 (100% reduction).
IVa5 By September 30, 2004, the number of Appomattox Court House National Historical Park employee housing units listed in poor or fair condition remains at 1.
At
Appomattox Court House NHP, two housing units are historic rather than modern
structures. The Facility Manager and the
Maintenance Division will repair and maintain the Peers, Moon and Ferguson
Houses.
This
goal will be measured and evaluated by the Chief of Maintenance using a
two-stage process. Each historic
structure is currently undergoing a thorough inspection and inventory using
computer documentation program that contains information on current conditions,
dimensions, architectural materials, etc.
Based upon this inventory, repairs and/or preventative maintenance needs
are prioritized. Upon completion of the
necessary work, a completion report is prepared.
IVa6A By September 30,
2005, the number of Appomattox Court House National Historical Park employee
lost-time injuries is reduced from the FY1992-FY1996 five-year annual average
of .4 or fewer injuries.
IVa6A By September 30, 2004, the number of Appomattox Court House National Historical Park employee lost-time injuries is maintained at the FY1992-FY1996
five-year annual average of .4.
Each year, the
National Park Service temporarily loses approximately 6% of its employees due
to work-related injuries and illnesses that take them off the job for more than
one day (the lost-time injury rate).
Results of this goal are a reduced employee lost-time injury rate (the
rate of injuries resulting in employee lost time due to on-the-job
injuries/illnesses).
This goal will
be measured by the park reporting the number of lost-time injuries for each
fiscal year. Annual performance (annual
lost-time injuries per 200,000 labor hours) for each fiscal year will be
provided by the Washington Risk Management office.
IVa6B Continuation of Pay - By September
30, 2005, the Appomattox Court House National Historical Park number of hours
of Continuation of Pay will be maintained at the FY 1992 - FY 1996 average of
zero.
IVa6B Continuation of Pay - By September 30, 2004,
Appomattox Court House National Historical Park's number of hours of
Continuation of Pay will be maintained at the FY 1992-FY1996 average of zero.
The National Park Service has the worst safety record
in the Department of the Interior and one of the worst in the Federal
Government. Continuation-of-Pay (COP)
hours are the result of employees missing work due to on-the-job injuries and
are coded as COP on the timekeeping records.
This goal is closely related to Iva6A, but rather than the accident
rate measures the hours of COP for employees who have sustained a job related
injury or illness (usually called workers compensation).
This goal will be measured by obtaining data provided
by the WASO Risk Management Program, and will be obtained from the Federal
Personnel Payroll System.
IVb: The National Park Service increases its
managerial resources through initiatives and support from other agencies,
organizations, and individuals.
IVb1 Volunteer Hours
By September 30, 2005, the number of Appomattox Court House National Historical
Park volunteer hours is maintained at the FY 1997 level of 3944.
IVb1
By September 30, 2004, the number of Appomattox Court House National Historical Park volunteer hours is maintained at
the FY 1997 level of 3944.
The National Park Service
Volunteers in Parks (VIP) program, authorized in 1970, and permits the NPS to
accept and use voluntary help in ways mutually beneficial to the parks and
volunteers. On average, each volunteer
contributes 37 hours towards the agencys mission.
The 1997 total of 3944 hours of
volunteer time reflects both recurring contributions by long-term VIPs, as
well as special events and unique occurrences, i.e. Civil War reenactment
groups of several hundred members who encamp at the park and portray to the
visitor the life of a typical soldier.
These people must be signed up as official VIPs for legal reasons and
consequently provide several thousand hours of time that cannot necessarily be
counted on to repeat from year to year. Therefore FY 1997 was an anomaly, as we
had several large living history groups.
Visitor Service and Maintenance volunteers who commit to regular and
recurring service such as working the information desk or assisting with
routine duties average closer to 900 hours per year. In FY2001 a
Volunteer-In-Parks plan was written and approved. Strong recruitment efforts
for FY 2003 should improve our volunteer hours.
This goal will be measured
through volunteer hour data submitted to the VIP program on the VIP
Report. These figures may be viewed
on-line at www.nps.gov/volunteer
in the Volunteer Management Section.
IVb2A. Cash Donations
and Cash Grants - By September 30, 2005, cash donations to Appomattox Court
House National Historical Park are maintained at the 1998 level of $3,574.
IVb2A By September 30, 2004, cash donations to Appomattox Court House National Historical Park are maintained at $3,574.
This goal targets the
dollar amount of support received by each park in cash donations and grants,
donation boxes, and other public and private sources. All cash donations are tracked and reported
through the finance system.
The only realistic
source of donations available to Appomattox Court House is through the donation
box located in the Visitor Center. While
visitors have always proved to be extremely appreciative and generous in this
regard, the decline in annual visitation that has been experienced in the last
several years will make this problematic should it continue. This situation
also is affected by the increased entrance fees that are charged during the
summer months, as generosity is tempered by the knowledge that 80% of that fee
revenue is returning to the park.
This goal will be
measured by determining the number of dollars donated each fiscal year using
data submitted to the finance system.
IVb2C. Cooperating
Association Donated Value - By September 30, 2005,
the cash value of in-kind donations, grants and services from Eastern National
Parks and Monuments Association to Appomattox Court House National Historical
Park is increased from the 1997 level of $16,204 to $18,634 (15%).
Ivb2C By September 30, 2004, the cash value of in-kind donations, grants
and services from Eastern National Parks and Monuments
Association to Appomattox Court House National Historical Park is increased from
the 1997 level of $16,204 to $17,662 (9%).
This goal tracks
the dollar amount of non-cash support received by individual parks across the
country in donations from cooperating associations. At Appomattox Court House
National Historical Park it represents the dollar amount of support received by
the park from our cooperating association, Eastern National (EN), who operates
the book store/sales outlet within the park. EN donates a percentage of the
revenue derived from our outlets sales for use in interpretive programming and
support. This donation is used to hire
and pay the Living History interpreters on duty during the summer
months. As the percentage donation is
based upon ENs revenue, achievement of this goal is directly affected by both
total park visitation and by the particular spending of those visitors.
This goal will
be measured by determining the number of dollars received from EN each fiscal
year.
VI. MEASURING
RESULTS
Goals Ia4, Ia5, Ia7,
Ia1B and IVa5 will be measured through inspections and completion reports. Goals Ia6, Ia08, Ib01, Ib2A, Ib2B, Ib2C,
Ib2D, Ib2F, IIa2, IVa6A, IVa6B and IVb1 will be measured through electronic
databases such as ASMIS, LCS, ANSCS+ and the Risk Management web site. Goal IIa1 and IIb1 will be measured through
the VSC survey. Goals IVa4A, IVa4B,
IVa4C and IVa4D will be measured by counting the number of permanent and
seasonal employees that contribute to increasing workforce diversity. Goal IVb2A will be measured by counting
number of dollars entered into the park finance system. Goal IVb2C is measured
through documentation received by the cooperating association, Eastern
National.
VII. ANNUAL PERFORMANCE PLAN PREPARERS
The
following park staff members were involved in preparing this Annual Performance
Plan:
Patrick
Schroeder Historian and GPRA
Coordinator (434-352-8987 X32)
Doyle
Sapp Chief, Education
and Visitor Services
Reed
Johnson Superintendent
Connie
Moody Administrative Officer
Rogers
Firth Facility Manager
(Chief of Maintenance)
Joe
Williams Park Curator
Brian Eick Chief, Natural Resource
Management
