FISCAL YEAR 2001 – 2005

(October 1, 2000 - September 30, 2005)

Strategic Plan

for

Great Basin National Park

TABLE OF CONTENTS

Approval page ii

Table of Contents iii-iv

I Introduction and Overview 1

II Mission Statement 4

III Strategies: Accomplishing Goals 4

IV Key External Factors 5

V Goals 6

VI Measuring Results 19

VII Strategic Plan Preparers 21

VIII Consultations 21

I. INTRODUCTION

About This Plan

This is the Strategic Plan for Great Basin National Park, a unit of the National Park System, administered by the National Park Service, U.S. Department of the Interior. Our Plan includes our mission statement, derived from the legislation establishing and affecting this park. It contains our goals organized under goal categories and mission goals (the "in perpetuity" goals that encompass everything we do). It also contains long-term goals that describe in quantified, measurable ways examples of what we plan to achieve in the six-year period covered by this plan, October 1,1999 through September 30, 2005, federal fiscal years FY2000-2005.

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). Additional copies of this Strategic Plan are available by visiting or writing park headquarters at Great Basin National park, Baker, Nevada 89311. We welcome questions and comments, which should be addressed to the Superintendent at this address. A copy of this plan is also available on our Web site at http://www.nps.gov/grba/.

The Plan also contains a general section on "Strategies" on how goals will be accomplished," that briefly sketches the organization, facilities, and financial resources available to achieve the plan’s long-term goals. There is a brief discussion of "Key External Factors" that could positively or negatively affect goal achievement. Each long-term has one or more explanatory paragraphs that give background, detail, and other information useful to help the reader understand the goal as well as how the goal will be accomplished. After these goal explanations, there is an overview of how results will be measured. Finally, there is a listing of those who were consulted in the development of the plan and a list of plan preparers.

Each year that this Strategic Plan is in effect there also will be an Annual Performance Plan covering one year increments of each long-term goal. The Annual Performance Plan will be available by January 1^st each year. In addition to the 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.

The Great Basin National Park

The Great Basin National Park is a vital part of America’s national system of parks, monuments, battlefields, recreation areas, and other natural and cultural resources. Established by Act of Congress, in 1986, the Great Basin National Park is located in east central Nevada. Containing 77,082 acres, the park preserves a representative segment of the Great Basin of the Western United States possessing outstanding resources and significant geological and scenic values in perpetuity and makes this valuable part of America’s heritage available to over 90,000 visitors each year for their experience, enjoyment, understanding, and appreciation.

The park staff works with other organizations to achieve the park’s mission and to support mutual goals. The legislation establishing the park mandates interpretation or education about the entire Great Basin, a 200,000 square mile area, not only park resources. We work with the Great Basin Heritage Area Partnership in this effort. The Great Basin National Park Foundation, one of the park’s major partners, is helping to fund park projects and has undertaken to design, fund, construct and furnish a Visitor Learning Center to be sited in Baker, Nevada. Park partners include the Bureau of Land Management, United States Forest Service and other agencies who cooperate in informing the public, providing recreational opportunities, suppressing and managing fire and providing emergency services. Lehman Caves Gift and Café, the park’s concessionaire, provides food and gifts to visitors seasonally.

Major Threats or Issues

The park’s enabling legislation mandated the preservation of a representative example of the Great Basin Eco-region in an area altered by a history of extractive uses. Forty-seven species of fish, wildlife and plants are considered Endangered, Threatened, NPS Sensitive, and former Fish & Wildlife Service (FWS) Candidate species are suspected to occur GRBA. Three species of mammals and three fish species are extirpated. There are 43 species of nonnative plants. Five species are of serious concern because of their extremely detrimental effects on native plant communities.

The combination of grazing and a century of active fire suppression have caused landscape-level changes in plant successional patterns. The elimination of fire as a natural ecosystem process has shifted the landscape away from a diversity of seral stages and community types and towards a preponderance of late-successional woody plant communities with heavy fuel loading. Examples include: dense closed-canopied curl-leaf mountain mahogany stands; expanding pinyon-juniper forests at the expense of sage-grasslands; declining/decadent quaking aspen groves; loss of ponderosa pine communities; encroachment by white fir in all middle and higher elevation plant communities and degraded riparian communities.

Federally listed species occurring in, extirpated from or for which suitable but vacant habitat exists in the park include the bald eagle, peregrine falcon, and California condor. Species proposed for listing under the ESA that occur in the park include the Bonneville Cutthroat trout, northern goshawk and sage grouse. A whole genera, spring snails, was proposed for ESA listing but recovery is currently handled through a NPS/FWS MOU. State of Nevada threatened and endangered species include the Bonneville Cutthroat trout, ferruginous hawk, Swainson’s hawk, spotted bat and Koret’s checkerspot butterfly. Former FWS Candidate species are too numerous to list. The park lacks the resources to initiate investigations and develop protective measures to assist in species maintenance and recovery.

Forty-three species of nonnative plants infest approximately 12,786 acres of the park. Five species are of serious concern because of their extremely detrimental effects on native plant communities. Contributing greatly to this problem are 150 AML site features effecting 390 acres and several hundred additional acres of other disturbed lands from past developments and abandoned roads associated with logging and mining. These sites supply sites for noxious weed proliferation, impact water quality, wildlife and fish habitats and are in need of revegetation

In addition to Lehman Caves, there are 31 known cave entrances in the park; several are easily accessible and many are well known to cavers in the region. GRBA contains over 30,000+ acres of karst geology with a high potential for harboring cave resources. The damage created by one irresponsible entry would never be erased by the forces time. Caves are fragile, nonrenewable high profile resources in which the general public and the local caving community often harshly scrutinize the management of them. Because of this they should be one of many resource concerns of the park.

Ten permanent streams originate in the Park between 6,200 and 11,000 feet elevation and are fed by numerous springs along their courses. The streams average five miles in length. Five alpine lakes averaging three acres in size also exist, two of which support nonnative introduced salmonid populations. Five streams flow eastward into Snake Valley, and five drain westward into Spring Valley. They supply domestic and irrigation water to those holding water rights. Snake Creek contains a three-mile long water diversion system in the park to avoid loss in a porous or karst section of the streambed enroute to the town of Garrison. Effects of the pipeline include: a) imminent loss of riparian habitat, including cottonwood-birch community types; b) interruption of groundwater recharge, with unknown consequences for karst resources and downstream springs; and, c) increased erosion of the stream channel from the inlet to below the pipeline outlet. Most of the streams gradually percolate into the alluvium and/ or evaporate before reaching the adjacent valleys.

The National Park Service

The National Park Service (NPS), established in 1916, preserves outstanding examples of the best of America’s 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 America’s 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, Office of Management and Budget 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 NPS Strategic Plan is available for review at Great Basin National Park. 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.

Government Performance and Results Act of 1993 (GPRA)

GPRA is one of the most recent and comprehensive of a number of laws and executive orders directing federal agencies to join the "performance management revolution" already embraced by private industry and many local, state, and national governments.

In a nutshell, performance management uses performance goals based on an organization’s primary mission to guide daily actions and expenditures. Importantly, goals must be quantifiable and measurable results or outcomes, rather than efforts or outputs such as activities, services, and products. The established and proven performance management approach is to establish goals – allocate resources to accomplish those goals – take action/do the work – measure results – evaluate and report performance – use evaluation to adjust goals and reallocate resources – and continue the loop. This process sharpens our focus on accomplishing our mission in the most efficient and effective ways, and holds managers and employees accountable on a clear and measurable basis.

The approach seems so elegantly simple and logical that one is compelled to ask, "Isn’t that what everyone is already doing?" In fact, most federal agencies have not traditionally done business this way. They have been funded by programs and activities rather than by goals. Too often they have conducted business year after year based on what they have always routinely done, rather than in pursuit of mission-oriented goals. Too often they have not measured their performance in terms of results achieved, but rather in level of activities conducted, products produced, or services provided – if they have measured performance at all. And too often managers and employees have not been held accountable for their performance in achieving concrete, results-oriented goals, and have not communicated the outcomes of their work to their important constituencies – the American people, the Congress, even the President. So performance management, as embodied in GPRA, is new, revolutionary, and vitally important to a more effective, efficient, and credible federal government.

This Plan is much more than just a response to legislative mandate, however. The law was a catalyst that caused the park staff to reexamine daily activities and routine products and services, as well as funding and staffing expended to accomplish them. It motivated and energized us to make sure these things are aligned with the mission of the National Park Service and the Great Basin National Park, and the long-term goals established to achieve those missions. The results, we believe, will be better planning, better management, and better communication among ourselves and with all of our constituencies and stakeholders, about where we are, where we need to be, and how we are going to get there most effectively and efficiently.

II. MISSION

The mission of Great Basin National Park is to preserve for the benefit, inspiration, and enjoyment of present and future generations a representative segment of the Great Basin of the Western United States and to promote an understanding of the natural and cultural heritage of the entire physiographic region.

The mission statement of the National Park Service at Great Basin National Park grows from the park’s legislated mandate found in the Public Law 99-565 Oct. 27, 1986.

Our mission statement is a synthesis of our mandated purpose and the park’s primary significance.

III. STRATEGIES: Accomplishing Goals

We plan to accomplish our goals using the organization, facilities, and financial resources summarized below. These paragraphs should give our partners, stakeholders, and the public a better understanding of what we are trying to accomplish, and how we plan to do it.

Organization

Superintendent Rebecca Mills leads the Great Basin National Park staff. Staff is organized into four operating divisions: Resource Management, Interpretation/Visitor Protection, Maintenance, and Administration. Staff expertise and specialties include superintendent, 5 permanent park rangers, 3 resource specialists, 7 maintenance specialists, and 7 administrative support. There are 14 seasonal (temporary) park rangers, with 11 in interpretation, and 3 in visitor protection. There are 3 seasonal maintenance workers.

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 Service’s Pacific Great Basin Support Office in San Francisco will work with us to assess and improve our interpretive programming for Goal IIb1. The San Francisco Support Office will assist us in constructing a new visitor center to help ensure we have satisfactory facilities to achieve Goal IIa1. The Great Basin Visitor Learning Center will help us to inventory and evaluate our historic cultural landscapes and archeological resources for Goals IIb for better data on which to make informed decisions about our resources. The University of Nevada and the State of Nevada will provide vital assistance through a cooperative agreement services to build the first phase of the Great Basin Visitor Learning Center and a project to repave the entrance road for the park. In addition to helping accomplish education and visitor service goals through literature sales and donation, the Great Basin Natural History Association, will provide a sales clerk at the Lehman Caves Visitor Center at no cost to the NPS. The Great Basin National Park Foundation will conduct a fundraising campaign to construct the Great Basin Visitor Learning Center and directly support trail improvements. The park’s concessionaire contributes significantly to achieving our public services goals by providing food and souvenirs to the public on a seasonal basis.

Facilities

Park facilities used in accomplishing our goals are Lehman Caves with a small visitor center, exhibits, AV auditorium, concession and interpretive literature sales. Four developed campgrounds with two amphitheaters, two primitive car camping areas, 58 miles of hiking trails, one self-guiding nature trail, 18 miles of paved roadways, 46 miles of unpaved roads are available for public use. Staff oriented facilities are one central maintenance facility; 15 employee housing units for on-site protection and management of park resources; and an as yet undeveloped 80 acre administrative site adjacent to the town of Baker, Nevada.

Financial Resources

Financial resources available to achieve the park’s goals include an annual base operating budget of approximately $1,734,000, which funds a work force of 23 permanent positions, and 17 seasonal positions. This work force will be supplemented annually by approximately 7,243 hours of Volunteers-in-Parks service and Student Conservation Assistants, and special project and program funds distributed by the National Park Service regional and Washington offices, and donated private funds. 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 our goals and the work to accomplish them, all funding and staffing sources and major alternative sources of support and work, have been estimated and included in developing our Plan.

Please note that the goals in this plan assume a "flat budget." Other than increases for inflation, we assumed no major increases in funding. Where increases in appropriations were known or are likely, they were taken into account. Where other funding sources (donations, fee revenues, etc.) were "reasonably assured", they too were taken into consideration when setting performance targets. Obviously, limits on funding constrain what can be accomplished toward our goals and mission. GPRA, however, is distinctly not about discussing budget shortfalls or requesting or justifying additional funding. Rather it is about planning, managing, and communicating what we can accomplish with what we already have. Performance target numbers speak for themselves about how well funded we are to accomplish our mission, and where targets are low, additional budget discussions might be generated. But this is not the primary purpose of the plan.

We would, however, be remiss in our duties as stewards of the priceless natural and cultural resources that are in our care if we did not duly note that we sincerely believe we are under-funded and under-staffed to fully achieve our important mission and goals. We also recognize that tax dollars are scarce, and we are pursuing a wide variety of alternative management, funding, and staffing scenarios to augment our appropriations. In the meantime, we welcome the opportunity to respond to the requirements of GPRA with this Strategic Plan and its companion documents to better plan, manage, and communicate how - and how well - we are achieving our mission through performance goals supported by existing, and largely flat, levels of funding.

Program Evaluations

The Great Basin National Park Strategic Plan (GPRA) was developed by park staff meeting together and receiving guidance from the Support Office. Originally, the park plans included a number of objectives which were not funded, but, which were priorities for the park were funding to become available. Management reviews pointed out that, while this plan provided a vision to guide applications for outside funding, it did not clearly state what the park was committed to accomplish as compared to goals that were not funded. Consequently, the current five-year plan identifies goals the park plans to accomplish. Each year, the park applies for and receives additional funds to support significant goals not identified in the plan. Each year, the park and Regional Director review accomplishments and make necessary revisions for the next year’s plan based on performance achievement.

IV. KEY EXTERNAL FACTORS

Park management and staff can plan, manage, and control much of what occurs in the park. Sometimes they can influence factors external to park boundaries that affect the park. Other factors, such as natural events, are beyond managing or influencing. All of these things can negatively or positively affect goal outcomes. A few of the most important or most likely are briefly identified below. This is not an exhaustive list but simply those factors that are most likely to influence outcomes at the time this plan was written.

The popularity of the Great Basin National Park is expected to continue and present even greater challenges both in terms of cultural and natural resource preservation and visitor use. Visitation has remained steady on average over the last five years and is expected to rise incrementally. Due to the rapid growth of the tourist industry, the number of international visitors has placed special demands on park staff. Additional factors affecting performance include:

• The cost of maintaining and restoring natural and cultural resources are escalating.
• Our T&E species are having difficulty improving due to increased loss of habitat, competition from exotic species, and environmental contamination both within and beyond our control.
• The implementation of new programs that emphasize wise use of limited resources and sustainable practices.
• A significant increase in the number of projects requiring compliance reviews under the National Environmental Policy Act, Section 7 of the Endangered Species Act and Section 106 of the Historic Preservation Act
• The National Parks and Omnibus Act of 1998 (Public Law 105-391) established major new responsibilities for concessions management, employee training and career development, natural resources inventory and monitoring, and cooperative research studies.

V. GOALS

Goal Categories and Mission Goals

The NPS performance management process requires all units of the NPS to organize goals and efforts under four goal categories in broad, nationwide, "in perpetuity" mission goals that state ideal future conditions. These mission goals encompass all we do and a brief explanation about each one is below.

Goal Category I: Preserve Park Resources

This category addresses all goals that relate to the condition of natural and cultural resources and the acquisition of knowledge from and about them. It includes the concepts of biological and cultural diversity to ensure park resources are preserved and interpreted in relationship to the broader ecosystem and cultural context that extend beyond the park to nearby lands. Park cultural context means that park resources are managed in relation to other historical events or cultural processes.

The long-term goals related to this category are shown in the next section and include the protection, restoration, or maintenance of ecosystems, rare or endangered plant and animal populations, archeological and ethnographic resources, historic structures and cultural landscapes, museum objects, and research collections. Mission Goal Ia focuses on the condition of these resources. Mission Goal Ib on obtaining and using scholarly and scientific knowledge about resources to make better-informed decisions.

Goal Category II: Provide for the Public Use and Enjoyment and Visitor Experience of Parks

This category includes all goals for visitor satisfaction, enjoyment, safety, appreciation, and understanding. It includes the mandate found in the NPS Organic Act "to provide for the enjoyment of the park resources in such manner and by such means as will leave them unimpaired for the enjoyment of future generations."

The long-term goals related to this category are shown below and include programs, facilities, services, and recreational opportunities affecting the enjoyment, understanding and safety of visitors from all over the nation and the world. Mission Goal IIa covers facilities and services such as visitor centers, campgrounds, road and trails, recreational opportunities and keeping visitors safe. Mission Goal IIb is about helping visitors learn more about park resources and significance so they will enjoy their visit more, support preserving this country’s heritage, and gain a better understanding of the experiences and peoples that built this nation.

Goal Category IV: Ensure Organizational Effectiveness

This category includes all goals that support the mission of the park and the NPS, and the focus is on governmental processes rather than the results. Goals in this category measure various workplace standards and cover those things that will help us be more responsive, efficient, effective, and accountable.

Long-Term Goals

Long-term goals are examples of how we will make progress toward the mission goals above, and how we will contribute to nationwide NPS goals during the period of this Plan. The numbering sequence for long-term goals follows that of the NPS Servicewide plan so that our contributions can "roll up nationally" into NPS accomplishments. Goal numbers may not be consecutive - where numbers are left out, an NPS goal does not apply to Great Basin National Park. Associated goals that are similar to NPS goals but not identical with NPS criteria, optional goals, and goals specific to this park contain a zero (0) or an X in the number. Goal categories and mission goals are in regular type. Long-term goals are italicized. Each year, by January 1^st we will also produce an Annual Performance Plan that shows how much of each long-term goal we intend to accomplish during that fiscal year. We will assess what we actually accomplished in an Annual Performance Report at the end of each fiscal year.

Goal Category I: Preserve Park Resources

Mission Goal Ia: Natural and cultural resources and associated values at Great Basin National Park are protected, restored and maintained in good condition and managed within their broader ecosystem and cultural context.

FY 2001 – By September 30,2001, 5% of priority acres of targeted parklands, disturbed By development or agriculture as of 1999, are restored.

FY 2002 – By September 30,2002, 15% of priority acres of targeted parklands, disturbed By development or agriculture as of 1999, are restored.

FY 2003 – By September 30,2003, 25% of priority acres of targeted parklands, disturbed By development or agriculture as of 1999, are restored.

FY 2004 – By September 30,2004, 25% of priority acres of targeted parklands, disturbed By development or agriculture as of 1999, are restored.

FY 2005 – By September 30,2005, 25% of priority acres of targeted parklands, disturbed By development or agriculture as of 1999, are restored.

FY 2001 – By September 30,2001, 0.00025% of priority of exotic vegetation on parkland in Great Basin National Park are contained.

FY 2002 – By September 30,2002, 0.005% of priority of exotic vegetation on parkland in Great Basin National Park are contained.

FY 2003 – By September 30,2003, 0.00752% of priority of exotic vegetation on parkland in Great Basin National Park are contained.

FY 2004 – By September 30,2004, 0.001% of priority of exotic vegetation on parkland in Great Basin National Park are contained.

FY 2005 – By September 30,2005, 0.001% of priority of exotic vegetation on parkland in Great Basin National Park are contained.

FY 2001 – By September 30,2001, 5% of priority exotic fish targeted on parkland in Great Basin National Park are eradicated.

FY 2002 – By September 30,2002, 9% of priority exotic fish targeted on parkland in Great Basin National Park are eradicated.

FY 2003 – By September 30,2003, 17% of priority exotic fish targeted on parkland in Great Basin National Park are eradicated.

FY 2004 – By September 30,2004, 22% of priority exotic fish targeted on parkland in Great Basin National Park are eradicated.

FY 2005 – By September 30,2005, 22% of priority exotic fish targeted on parkland in Great Basin National Park are eradicated.

FY 2001 – By September 30,2001, 0% of priority species of special concern will have Improving status and are at scientifically acceptable levels.

FY 2002 – By September 30,2002, 0% of priority species of special concern will have Improving status and are at scientifically acceptable levels.

FY 2003 – By September 30,2003, 3% of priority species of special concern will have Improving status and are at scientifically acceptable levels.

FY 2004 – By September 30,2004, 6% of priority species of special concern will have Improving status and are at scientifically acceptable levels.

FY 2005 – By September 30,2005, 10% of priority species of special concern will have Improving status and are at scientifically acceptable levels.

FY 2001 – By September 30,2001, 5% of priority streams has unimpaired water quality.

FY 2002 – By September 30,2002, 10% of priority streams has unimpaired water quality.

FY 2003 – By September 30,2003, 20% of priority streams has unimpaired water quality.

FY 2004 – By September 30,2004, 30% of priority streams has unimpaired water quality.

FY 2005 – By September 30,2005, 40% of priority streams has unimpaired water quality.

Mission Ib: Great Basin National Park contributes to knowledge about natural and cultural resources and associated values; management decisions about resources and visitors are based on adequate scholarly and scientific information.

FY 2001 – By September 30,2001, 0% of priority vital signs for natural resource monitoring has been identified.

FY 2002 – By September 30,2002, 0% of priority vital signs for natural resource monitoring has been identified.

FY 2003 – By September 30,2003, 0% of priority vital signs for natural resource monitoring has been identified.

FY 2004 – By September 30,2004, 100% of priority vital signs for natural resource monitoring has been identified.

FY 2005 – By September 30,2005, 100% of priority vital signs for natural resource monitoring has been identified.

Goal Category II: Provide for the Public Use and Enjoyment and Visitor Experience of Parks

Mission Goal IIa: Visitors safely enjoy and are satisfied with the availability, accessibility, diversity, and quality of park facilities, services, and appropriate recreational opportunities at Great Basin National Park.

Mission Goal IIb: Park visitors and the general public understand and appreciate the preservation of Great Basin National Park and its resources for this and future generations.

Goal Category IV: Ensure Organizational Effectiveness

Mission Goal IVa: Great Basin National Park uses current management practices, systems, and technologies to accomplish its mission.

Mission Goal IVb: The National Park Service increases its managerial resources through initiatives and support from other agencies, organizations, and individuals.

VI. MEASURING RESULTS

This section summarizes how Great Basin National Park intends to measure goals and determine if the park achieved the planned outcomes. This section, along with a statement included in each goal's explanatory paragraph will meet the law’s requirement.

Goal Category I: Preserve Park Resources

Goal Category II: Provide for the Public Use and Enjoyment and Visitor Experience of Parks

Goal Category IV: Ensure Organizational Effectiveness

VII. STRATEGIC PLAN PREPARERS

The following park staff members were involved in preparing this Strategic Plan:

Becky Mills, Superintendent

Tod Williams, Resource Manager

Betsy Duncan-Clark, Interpretive Specialist

Rick Yates, Protection Specialist

Kym Sigler, Acting Administrative Officer

Mike Allison , Facility Manager and park’s GPRA Coordinator

Pat Greer, Program Assistant

VIII. CONSULTATIONS

We consulted directly and indirectly with a variety of individuals and organizations in developing our original Strategic Plan and this revision. They are listed below. All comments were carefully considered. Comments received during the consultation process encouraged us to place greater emphasis on the preservation of our cultural resources and to develop more interpretive programs. We did increase our performance targets on Goals Ia5 and Ia8 to reflect this concern. However, given our current funding levels and competing priorities, we were not able to develop new interpretive programs for IIb1 at this time. NPS also consulted with Congress, the Office of Management and Budget (OMB), and the Department of the Interior in the development of the NPS plan.

Diversified Interagency Recreation Team (Bureau of Land Management, U.S. Forest Service, Nevada State Parks, White Pine Chamber of Commerce, White Pine County, and City of Ely)

Great Basin Natural History Association

Great Basin National Park Foundation

Pacific Great Basin Support Office

Great Basin Business and Tourism Council

Nevada Division of Tourism

Baker Citizens Advisory Committee

Baker General Improvement District

Ely Shoshone Tribe

Goshute Business Council

Kaibab Band of Paiute Indians

Southern Paiute Consortium

Skull Valley Band of Goshutes