Strategic Plan: Klondike Gold Rush National Historical Park - Seattle Unit
FISCAL YEAR 2001 – 2005 (October 1, 2000 - September 30, 2005)
Approved: /s/ Willie Russell, Superintendent, April 14, 2000
I. INTRODCTION
About This Plan
This is the Strategic Plan for the Seattle unit of Klondike Gold Rush National Historical 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 enabling 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) [see following sections]. Additional copies of this Strategic Plan are available by visiting or writing park headquarters at 117 South Main Street; Seattle, WA 98104. 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/klse/.
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 1st 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 Seattle unit of Klondike Gold Rush National Historical Park
The Seattle unit of Klondike Gold Rush National Historical Park is a vital part of America’s national system of parks, monuments, battlefields, recreation areas, and other natural and cultural resources. Established by Public Law 94-323 on June 30, 1976, the Seattle unit of Klondike Gold Rush National Historical Park is located at 117 South Main Street in Seattle, Washington. Containing 11,965 square feet of leased space and located within the Pioneer Square Historic District, the park preserves the 1898 gold rush legacy (the "grand adventure" that left Seattle forever changed) and along with units in and around Skagway, Alaska, and Canadian sites in Dawson and Whitehorse, strive to evoke a sense of the atmosphere surrounding the gold rush days of 1898 in perpetuity and makes this a valuable part of America’s heritage available to over 110,000 to 126,000 visitors, researchers, college students, writers, publishers, news media, and television production programmers each year for their experience, enjoyment, understanding, and appreciation. The park preserves and protects over 20,050 administrative documents and records, 290 artifacts, a slide file of over 3,000 images, and over 500 historic photographs.
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, 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 NPS Strategic Plan is available for review at the Seattle unit of Klondike Gold Rush National Historical 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 Seattle unit of Klondike Gold Rush National Historical 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 statement of the National Park Service at the Seattle unit of Klondike Gold Rush National Historical Park grows from the park’s legislated mandate found in Public Law 94-323, June 30, 1976.
Our mission statement is a synthesis of our mandated purpose and the park’s primary significance.
Significance: The primary significance of the Seattle unit of Klondike Gold Rush National Historical Park can be summarized as:
1) Discovery of gold in the Canadian Yukon in 1896 triggered the Klondike Gold Rush of 1897/98.
2) As treasure seekers raced north, they helped create an economic boom in Puget Sound, southeast Alaska, and the Canadian Yukon.
3) Klondike Gold Rush National Historical Park interprets the significance of this event in American history, as well as the specific impact of the rush on Seattle and Pioneer Square.
III. STRATEGIES: Accomplishing Goals
The park's primary strategy in accomplishing the National Park Service's mission and long-term goals are:
1) Merging the servicewide mission goals into the Seattle unit of Klondike Gold Rush National Historical Park's annual work plans.
2) Merging the park work plan goals into the responsible employee's annual performance work plan, where goal accomplishments can be measured during the annual performance evaluation.
The park work plan goals include park collections, heightened physical security, curation, facility management, lease management, safety, education, outreach, Junior Ranger programs, tourism, partnerships, and media relations.
3) Enhancing the park's interpretive and education programs, the park draws from the financial resources of our association for purchasing them-related interpretive materials and period items.
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 Willie Russell leads the Seattle unit of Klondike Gold Rush National Historical Park staff. Staff is organized into two operating divisions: Interpretation and Administration. Staff expertise and specialties include four permanent park rangers. There is one seasonal (temporary) park ranger, working in interpretation.
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 West Regional Office will work with us to assess and improve our interpretive programming for Goal IIb1. The NPS Denver Service Center will assist us in constructing a new visitor center to help ensure we have satisfactory facilities to achieve Goal IIa1. In addition to helping accomplish education and visitor service goals through literature sales and donation, the Northwest Interpretive Association will provide a branch manager to at no cost to the NPS.
Facilities
Park facilities [and infrastructure] for accomplishing our goals includes: a visitor center with exhibits, AV auditorium, interpretive literature sales, pubic restrooms, and the park headquaraters.
Financial Resources
Financial resources available to achieve the Seattle unit of Klondike Gold Rush National Historical Park's goals include an annual base operating budget of approximately $405,000, which funds a work force of six permanent positions, and two seasonal positions. This work force will be supplemented annually by approximately 240 hours of Volunteers-in-Parks service, 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 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
In 1983, the Park Superintendent initiated a progressive management strategy to enhance visitor services, and increase visitation and outreach to school programs.
Ten years into the new initiative, park visitation increased 126% with overall results of interpretive and education programs being pushed to the staffing limits.
In 1997, the park celebrated the Gold Rush Centennial, and because of the increased media and electronic news reporting, visitation continued to increase until the park discontinued public service announcements, except for special events. The park became so popular, staffing levels became a major concern due to inability to safely manage larger school groups.
In order to evaluate our programs, the manager initiated a Teacher/Group Leader evaluation form in which group leaders are asked how we may improve the services we provided their group. The most effective program evaluation method is: (1) by merging the park annual work plan goals into the employees' annual performance evaluation plan, and; (2) using the comments from visitor surveys and our (park initiated) Teacher/Group Leader Evaluation forms to improve interpretive program presentations.
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 Seattle unit of Klondike Gold Rush National Historical Park is expected to continue and present even greater challenges both in terms of cultural and natural resource preservation and visitor use. Visitation has grown 126% over the last ten years and is expected to continue (it has fluctuated up and down between 3 and 4% over the last five years). Due to the rapid growth of the tourist industry, the number of international visitors has placed special demands on park staff. The key negative external factors affecting our park operations include:
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 [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 the Seattle unit of Klondike Gold Rush National Historical 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 1st 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 1a: Natural and cultural resources and associated
values are protected, restored and maintained in good condition and managed
within their broader cultural context.
Ia6: Museum Collections
Long-term Goals: By September 30, 2005, 90% of cultural preservation and protection standards for the Seattle unit of Klondike Gold Rush National Historical Park’s museum collections are met.
10% deficit in our collection preservation and protection standards is due to conditions beyond the park management’s control, such as environmental factors, lighting and air quality in the visitor center. Also, the artifacts cannot be made totally fire safe in the present vault because the building (1890 structure) is leased space, and altering the structure is not a viable option. Based on the park’s General Management Plan dated September 1996, Alternative "C" Objective we propose to obtain an historic structure within the Pioneer Square Historic District as a permanent park location to meet visitor services and administrative needs and to provide better protection of cultural resources. Until such action is undertaken, the park can only meet the 90% level of our GPRA goals.
The park’s previous goal of developing and implementing the Contingency Basement-Floor Plan (CBFP) was accomplished within the five-year timeframe, baseline 1997 for GPRA Goal 1a6. This plan is no longer a factor of concern because the park’s collection vault was relocated out of the basement flood plan and into a conformed room on the mezzanine of the visitor center (July 1999). The relocation brought the collection standards level up to 89% of our requirement for 2002.
To fully assess the conditions of preserving and protecting the museum collections, the park requested project funding to complete a thorough assessment of the condition of material-specific object groups on exhibit and in storage (Collection Condition Survey). The assessment will be conducted by a conservator who will also provide guidance on setting priorities for conservation and treatment where applicable. Upon completion of this project, the park will reach the additional 1% goal; meeting 90% of the standards of this goal, and will continue to maintain this level as mentioned above.
The park has established a seven-day Collection Monitoring Plan (CMP) to maintain adequate climate conditions,, air and lighting levels, as well as physical security of the park facility to secure the collection storage vault from external and internal theft and pilferage. A designated alternate staff member conducts the CMP during the Park Curator’s absence.
We relocated the collection vault security alarm system to the new collection
vault on the mezzanine, to ensure maximum physical security and accountability
of park collections from external and internal theft and pilferage.
MISSION GOAL 1b: The Seattle unit of Klondike Gold Rush National
Historical Park contributes to knowledge about cultural resources and associated
values; management decisions about resources and visitors are based on
adequate scholarly and scientific information.
Ib2D: Cultural Resource Baselines
Long-term Goals: By September 30, 2005, the number of Klondike museum objects cataloged into the National Park Service Automated National Catalog System (ANCS+) and submitted to the National Catalog is increased from 241 in FY1999 to 290 (17% increase) by FY2005.
The park plans to catalog an average of 10 artifacts per year, and whenever new items are acquired. As new artifacts are accepted, they will be officially entered into the park's assessment to maintain the items in a protected and secured environment.
All of the newly acquired items will be managed by continuous donation as well as period artifacts from authentic gold rush era, such as clothing, photos, letters, documents, and equipment. Through outreach contacts with family members of gold rush stampeders, the park considers accepting artifacts and other historical information to expand the park's collection base, which will also enhance and improve education programs. Suitability of retention by the Seattle unit or the Skagway unit will also be determined by established appropriateness of artifacts to each park program. As part of the park's interpretive and outreach efforts, the Park Curator currently has gold rush era artifacts on loan to the Smithsonian Institution-National Postal Museum.
Although we constantly seek new items as per our Centennial Initiative Plan, the park's space for preserving and protecting these artifacts is limited to mostly small artifacts such as photos, and documents. As a note, the current collection vault measures 125 square feet.
GOAL CATEGORY II: PROVIDE FOR THE PUBLIC ENJOYMENT AND VISITOR EXPERIENCE
OF PARKS
MISSION GOAL 11a: Visitors safely enjoy and are satisfied with
the availability, accessibility, diversity, and quality of park facilities,
services, and appropriate recreational opportunities at the Seattle unit
of Klondike Gold Rush National Historical Park.
Ia1: Visitor Satisfaction
Long-term Goals: By September 30, 2005, 95% of visitors to the Seattle unit of Klondike Gold Rush National Historical Park are satisfied with appropriate park facilities, services, and recreational opportunities.
Under the new Government Review and Performance Act of 1993 (GPRA), we turned to the public for their evaluation of the government's performance.
The Seattle unit of Klondike Gold Rush National Historical Park distributed 400 Visitor Survey Cards in August of 1998, and again in August of 1999; both within a 30-day period of time. Visitors completed the surveys at their convenience and returned the surveys (in non-postage required envelopes) to the University of Idaho Cooperative Park Studies Unit.
In 1998, 27% of the 400 survey cards were returned to reflect a 97% overall satisfaction rate. In 1999, 29% of the 400 survey cards were returned to reflect a 97% overall satisfaction rate. We feel a need for a greater number of returned surveys to more accurately measure the visitor satisfaction in this particular park. The data report indicates 71%-73% of the 400 survey cards distributed were not returned, therefore, we cannot determine whether or not the majority of our 400 visitors were actually satisfied with the park facilities, services, and recreational opportunities.
Our goal is to improve the park's facilities, services and recreational opportunities based on our visitors' responses if we can first obtain a measuring mechanism in which to truly rate our performance. In our opinion, there is much room for improvement.
Another performance measuring mechanism the park uses is the school group evaluation form, in which teachers and group leaders are asked to complete after their visit to the park. We actually ask the evaluator how we may improve; both our programs and accommodations to enhance their next field visit.
Funding and support, however, for park programs, have not kept pace with the steady accretion of visitor services demands. We hope to convince the National Park Service that the current level of facility services are not adequate, and neither is the current visitor center space.
The park has initiated a plan of action, in conjunction with the Columbia Cascades Support Office, to evaluate and identify options for a permanent park facility, which will meet the Service's long-term GPRA Goals and the increasing visitor services and protection demands. Currently, the park is unable to meet the level of services and protection as mandated by regulations and the National Park Service. The Superintendent's goal is to use the current 5-year lease as the target date to meet the requirements under Alternative C of the General Management Plan, as proposed:
(1) Obtain an historic structure within Pioneer Square as a permanent
park location to meet visitor and administrative needs and to provide protection
of cultural resources; (2) Expand park management, education, and interpretative
programs to meet the expected visitor-use increases and interest in the
park during the next decade and a half, and; (3) Provide space for archival
storage.
IIa2: Visitor Safety
Long-term Goals: By September 30, 2005, the number of visitor accidents/incidents at the Seattle unit of Klondike Gold Rush National Historical Park is maintained at zero.
The park has been extremely fortunate in maintaining a zero visitor accident/incident rate over the past five years. Now we must continue to maintain this rate through effective safety management of the facility and surrounding area.
The Park Safety Officer continues to receive appropriate levels of training, and is responsible for training park employees and volunteers to maintain standards required by law, regulations, and policies (all park staff have been trained in first aid and CPR in case of accidents occurring within the park). All park staff conduct continuous monitoring of the facility and maintain close control of visitors’ conduct and activity; young and old. Visitors are reminded to obey safety rules, such as no running, climbing, jumping, to be careful while entering the theater when lighting is dimmed, and to prevent children from standing behind the theater exit doors.
Formal quarterly safety and security inspections are conducted by the Park Superintendent, Park Safety Officer, Park Facility Officer, and lessor's facility engineer with follow-up corrective action. A list of all discrepancies not corrected by staff is provided to the General Services Administration (GSA) real estate representative, who administers the park's lease, follows-up with resolution.
Visitor safety and protection are provided to the extent that the visitor center employees are unarmed, untrained in law enforcement, however, are capable of calling 911 emergency response, as well as the Federal Protective Officers (FPO) located eight blocks from the park. The facility includes a security alarm system, which is "unarmed" during business hours, except for the rear emergency exits, which are armed at all times. The system will automatically alert visitor center employees and the FPO dispatch center of unauthorized use. This is an enhancement from heightened security efforts. As for after hours, the security alarm system is remains armed.
Wireless communication is used by the park ranger leading the Pioneer Square guided tour. If the group experiences any problems, the park ranger calls 911 emergency response. Park policy requires all interpretive programs include a safety message announced at the beginning of each tour; informing visitors of safety precautions while walking along the route.
Since the park is located in Seattle's Pioneer Square area known for high crime and high numbers of transients and aggressive pan-handlers, our employees must monitor the area adjacent to the park (heightened vigilance to increasing activities during warmer months), as well, for the safety of our visitors. We do not want our visitors intimidated, or affected by these external conditions. What we do want is for our visitors to receive a complete and enjoyable park experience, and efforts begin by monitoring what's outside to assure that it's not brought inside the visitor center.
Persons entering our facility, which is administered by GSA, must obey
the Federal Property Management Regulations, Title 41, Code of Federal
Regulations, Subpart 101-20.3. These rules and regulations governing public
buildings and grounds prohibit: entering the park under the influence of
alcohol and narcotics; carrying firearms or other dangerous weapons and
explosives; loitering, disorderly conduct and acts of unusual noise and
nuisance; and soliciting and vending of all kinds.
MISSION GOAL 11b: Park visitors and the general public understand
and appreciate the preservation of the Seattle unit of Klondike Gold Rush
National Historical Park and its resources for this and future generations.
IIb1: Visitor Understanding and Appreciation
Long-term Goals: By September 30, 2005, 86% of the Seattle unit of Klondike Gold Rush National Historical Park visitors understand the significance of the park.
We encourage group leaders and teachers to provide us with their experiences to our interpretive programs and facility accommodations through the Group Leader Evaluation Form distributed to each upon completing their field trip to our park. The evaluations, along with the Service's annual survey, measure this goal (visitors understand the significance of the park), and assists us in enhancing our programs.
Evaluation and modification of the park's current Education Program by the Park Education Coordinator and a team of Seattle Public Schools educators is progressing along. Also, from the Park Superintendent's initial contact and the follow-up by the Park Education Coordinator, the cooperation and collaboration with the Seattle Public Schools' Curriculum Development Coordinator will no doubt improve our educational programs to meet the age and instructional levels necessary to convey the significance and history of the Klondike gold rush.
This year we introduced a web-based calendar to assist teachers and group leaders in scheduling availability of our interpretive and educational programs. Having this calendar available makes scheduling convenient for those with limited time to coordinate field trips. As dates and times are reserved, the calendar is updated to reflect the availability. The Park Education Coordinator follows-up with e-mail confirmations; also a convenience to both parties instead of calling back and forth and leaving multiple messages before setting a reservation.
Another enhancement to our Education Program is our goal for funding of a dedicated program. That is, beginning in 1998, the park submitted a funding request through the Operation Formulation System to expand our Education Program. Currently, our program is coordinated by an Interpretive Park Ranger who is a team member of the visitor center staff, as well as responsible for enhancing and maintaining the Education Program through a collateral duty. In other words, this employee first staffs the visitor center, and secondly coordinates the Education Program. We hope to receive permanent funds to separate these duties and dedicate a full-time staff to the management of this important function; estimating reaching 20,000 additional students in those schools with limited transportation issues. In 2000, many students who participate in education programs have never visited a national park. Exposure to the agency's mission will create new stewards of our natural and cultural resources and a greater appreciation of the National Park Service's role in their community.
And finally, we intend to reintroduce the Park Superintendent's outreach
program to the local youth service groups (Scouts, YMCA/YWCAs, Big Brothers
and Sisters, etc.) in an effort to enhance awareness of the Klondike programs
and again improve community stewardship.
GOAL CATEGORY IV: ENSURE ORGANIZATIONAL EFFECTIVENES
MISSION GOAL IVa: The National Park Service at the Seattle unit
of Klondike Gold Rush National Historical Park uses current management
practices, systems, and technologies to accomplish its mission.
IVa3: Workforce Development and Performance-Employee Performance Standards
Long-term Goals: By September 30, 2005, 100% of the Seattle unit of Klondike Gold Rush National Historical Park permanent and term employee performance agreements are linked to appropriate strategic and annual performance goals and position competencies.
Since the beginning of GPRA, we have identified the essential competencies of all park employees; permanent and term. Identification was one aspect, however, providing the necessary "formal" developmental opportunities continue to be a challenge to the parks financial resources.
If the required training becomes available, the Park Superintendent must assure that the operational budget can afford the costs associated with the training course, and also determine adequate staffing coverage so as not to adversely impact the efficiency and effectiveness of the park's mission.
Also from the beginning of GPRA, all park employees' performance standards have been linked to the park's Strategic Plan and GPRA Goal Work Plans; both ongoing goals and one-year projects. The Park Superintendent reviews the status regularly for implementation and project completion. Interpretive park rangers accomplish many of the projects, when they are not providing visitor programs (projects are usually tied to collateral duty). So, when the park experiences a shortage of staffing for the visitor center or interpretive program coverage, projects are deferred until ample coverage resumes.
IVa4: Workforce Diversity
Long-term Goals: By September 30, 2005, the number of the Seattle
unit of Klondike Gold Rush National Historical Park permanent and temporary/seasonal
positions in targeted occupational series filled by employees from underrepresented
groups is maintained at the FY 1999 level of 3 (38% of park's positions).
In recent years, our efforts in hiring seasonal/term employees from
underrepresented groups has proven somewhat successful. Because we are
located in an urban area, we are close to the colleges, employment offices,
and the military facilities in conducting our outreach efforts. And that
is where we have been concentrating most of our diversity recruitment efforts.
The occupational series in this park includes interpretive park rangers, administration and management. The permanent ranger positions are currently filled, and are not represented by women, minorities, or the disabled. One permanent administrative position is currently filled by a woman, but not by a minority or the disabled. The management position is also currently filled, and is represented by a minority. The seasonal/term positions in our park are normally filled by one or two employees each summer season if funding is available. Starting in FY 1999, management decided to hire intermittent employees to staff the visitor center whenever there was a staffing shortage, and then reduce the summer coverage when feasible to compensate for the added hours spent over the winter months. This plan has proved beneficial.
In FY 2000, the park received a base operating budget increase of $50,000
from the requested $100,000, to support the safety, protection, and visitor
services. We plan to continue hiring intermittent seasonal throughout the
year; increasing interpretive staffing in the summer months with seven-day
seasonal/term coverage. Though we are required to hire employees under
OPM authorities, we cannot automatically select individuals from the underrepresented
groups, however, we do hire through the Student Temporary Employment Program
authority whenever possible, which gives us more opportunity to reach women,
minorities, and the disabled.
IVa6A: Employee Safety - Lost-time Injuries
Long-term Goals: By September 30, 2005, the number of the Seattle unit of Klondike Gold Rush National Historical Park employee lost-time injuries is reduced from the FY1992-FY1996 five-year annual average of 14 days to 0 days (or a 100% reduction).
Monitoring of occupational safety hazards is an ongoing effort by park
management as well as the entire park staff. We strive to improve our communication
of safety concerns to park employees. Employee suggestions, concerns, complaints,
recommendations, and training development, as well as outreach needs are
regarded as serious business. Constant improvement will assure a safe workplace.
MISSION GOAL IVb: The National Park Service at the Seattle unit
of Klondike Gold Rush National Historical Park increases its managerial
capabilities through initiatives and support from other agencies, organizations,
and individuals.
IVb1: Volunteer Hours
Long-term Goals: By September 30, 2005, the number of the Seattle unit of Klondike Gold Rush National Historical Park volunteers hours is increased from 200 in 1998 to 340 (70% increase).
The park's volunteer program has been identified for revision in 2001-2005 to enhance the effectiveness, quality, and appropriateness of all volunteer positions. Park management, along with the Park Volunteer Coordinator, are evaluating the current program and plan to initiate aggressive recruitment efforts based on the identified needs.
Along the with the above efforts, training plans will be revised to ensure a comprehensive means to evaluate what we want to accomplish with our program and receive assistance from trained individuals, as well as to provide these individuals with responsibilities, opportunities, and a sense of acceptance and importance. From past experience, many of our volunteers have shown an interest in gaining cultural resource, interpretive, or administrative experience which they then used to seek employment; both in the private workforce and in land management federal agencies. Only a few of our volunteers have been interested in only keeping busy, since there are many opportunities in the Seattle area for those to spend their time.
Again, we plan to revise our volunteer program to include changes in
our approach.
IVb2A: Cash Donations and Grants
Long-term Goals: By September 30, 2005, cash donations to the Seattle unit of Klondike Gold Rush National Historical Park are increased from $1,294.00 in 1998 to $1,475.00 (14% increase).
We maintain a secure, professionally displayed donation box located in the visitor center accompanied by a plaque indicating our appreciation for donations to our interpretive programs. Providing the best programs and the best accommodations with appreciative attitudes will hopefully increase the amount of donations our park receives. Also, by improving our programs with tangibles we hope to convince our visitors that their donations do enhance the park's interpretive programs.
Upcoming interpretive projects to be funded by donations are special events such as participation in local parades, county fairs, and community events.
IVb2C: Cash Value of In-kind Donations from Northwest Interpretive
Association
Long-term Goals: By September 30, 2005, the cash value of in-kind donations, grants, and services to the Seattle unit of Klondike Gold Rush National Historical Park from the Northwest Interpretive Association is maintained at the FY 1997 level of $8,000.
In the past, our park's cooperating association has had oversight by park staff (as a collateral duty), as well as part-time association personnel. The park's sales outlet is currently managed by association personnel, and as such, the branch operating budget has redistributed the majority of support allocation from non-personal services to the Branch Manager's salary.
Our goal has been to increase sales through availability of theme-related interpretive material, and in return, our branch operating budget would increase; providing additional funding to support the park's interpretation, education, research, and visitor services. Accomplishing this goal has been a difficult task. First of all, the association controls the amount of inventory we have on-hand. So, the park must creatively manage the inventory to ensure the best-selling products are not depleted. Unavailability means no sale, no revenue, no profit, and no support for the following years' branch operating budget. We must also not forget the unsatisfied visitor who either places their name on a waiting list, or walks away empty-handed because stock items are unavailable.
In 1999, our park increased their sales, however, the Northwest Interpretive
Association experienced an unexpected sales decrease of $400,000 from their
major sales outlets; opening later than normal due to inclement weather.
Also, several other sites plan to reduce their operating hours, which means
less anticipated sales. So, the Board adopted a very conservative budget
for FY 2000, reduced their support office staff and cut operating expenses
which reduced the amount of aid to the sites. The bottom line is, even
though our park experienced an increase in sales, our branch operating
budget (amount of aid to our park) was reduced, rather than increased.
Because of this, our goal is to maintain, not increase, because we do not
control the association's revenue as a whole. The association has indicated
it will take several years to recover from the FY 1999 lost revenue, so
all Klondike can do is continue managing our branch sales efficiently and
creatively and hope that our interpretation, education, research, and visitor
services aid from our association benefits will again increase.
VI. MEASURING RESULTS
The Superintendent measures the results using the annual Visitor
Survey, the Group Leader Evaluation Forms as well as visitor
contacts and periodic personal review of the programs, facilities, and
work place environment.
VII. STRATEGIC PLAN PREPARERS
The following park staff members were involved in preparing this Strategic Plan:
Willie Russell, Superintendent
Sue Keifer, Chief of Administration
Park GPRA Coordinator: Sue Keifer
tel. #: (206) 553-7220 ext. 320
e-mail address: sue_keifer@nps.gov
Appendix A
Organizational Chart
Klondike Gold Rush National Historical Park - Seattle
Unit
Current Staffing
|
Administration/ Management |
|
Resource |
Security |
Staffing |
|
|
|
|
|
|
Administration/ 1 Superintendent, 1 Chief of Administration, 1 Administrative Assistant
Management
Interpretation 4 Permanent Park Rangers, 1 Seasonal Park Ranger
Natural/Cultural 0
Resource
Maintenance 0
Proposed Staffing Plan
|
Management |
|
Resource |
Security |
Staffing |
|
|
|
|
|
|
Administration/ 1 Superintendent, 1 Chief Ranger (Interpretation), 1 Chief of Administration
Management 1 Administrative Assistant
Interpretation 5 Permanent Park Rangers, 3 Seasonal Park Rangers
Natural/Cultural 1 Education Specialist, 1 Education Assistant, 2 Seasonal Park Rangers
Resource
Maintenance 1 Full-time Maintenance-Security Worker,
1 Intermittent Maintenance-Security Helper