North Cascades National Park: Strategic Plan

This is the Strategic Plan for the North Cascades National Park Service Complex, three units of the National Park System, jointly 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) [see following sections]. Additional copies of this Strategic Plan are available by visiting or writing park headquarters at 2105 State Highway 20, Sedro-Woolley, Washington 98284. 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/noca/home.htm

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. Applicable Servicewide Long-term Goals, their attendant Park Specific Long-term Goals, and Park Specific Long-term Goals for which there is no direct servicewide goal are then detailed. 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 North Cascades National Park Service Complex

The North Cascades National Park Service Complex 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 1968, the North Cascades National Park Service Complex is located in northwest Washington. Containing 684,313 acres, the park preserves majestic mountain scenery, snow fields, glaciers, alpine meadows and ecological diversity in perpetuity and makes this valuable part of America's heritage available to over 406,971 visitors each year for their experience, enjoyment, understanding, and appreciation.

The North Cascades National Park Service Complex includes three units of the National Park System. They are: North Cascades National Park (504,624 acres federal; 226 acres private); Ross Lake National Recreation Area (115,857 acres federal; 1,609 acres non-federal public; 108 acres private); and Lake Chelan National Recreation Area 61,327 acres federal; 102 acres non-federal public; 460 acres private). Nearly 93% of the entire Complex is part of the legislatively designated Stephen Mather Wilderness which, when combined with adjacent U.S. Forest Service designated wilderness, provides a two million acre contiguous wilderness area.

Seattle City Light is legislatively authorized to operate its three hydroelectric reservoirs and associated facilities within Ross Lake National Recreation Area. Together they supply approximately 30% of Seattle's electricity. Similarly, the Chelan Public Utility District operates hydroelectric facilities on Lake Chelan as well as a small hydro/diesel generation station in Stehekin.

The Complex is bordered by three national forests (Wenatchee, Okanogan, and Mount Baker-Snoqualmie and by lands in Canada managed by the British Columbia Ministries of Forests and Parks & Environment). In addition, it has formal government-to-government relations with five self-governing tribes.

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 379 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 park headquarters Sedro-Woolley, Washington. 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 North Cascades National Park Service Complex, 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.

Contents
Introduction
Mission Statement
Strategies
Key External Factors
Goals
Measuring Results
Preparers
Consultations

II. MISSION

As a unit of the National Park Service, the North Cascades National Park Service Complex is dedicated to conserving, unimpaired, the natural and cultural resources and values of North Cascades National Park, Ross Lake National Recreation Area and Lake Chelan National Recreation Area for the enjoyment, education, and inspiration of this and future generations. We also share responsibility for advancing a great variety of national and international programs designed to extend the benefits of natural and cultural resource conservation and outdoor recreation.

The mission statement of the National Park Service at the North Cascades National Park Service Complex grows from the park's legislated mandate found in the Act of Congress that established the North Cascades National Park Service Complex (PL 90-544) and supplemented by the Washington Park Wilderness Act of 1988 (PL 100-668).

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

Purpose: The purpose of the North Cascades National Park Service Complex is:

To preserve for the benefit, use, and inspiration of present and future generations certain majestic mountain scenery, snowfields, glaciers, alpine meadows and other unique natural features, biological processes and cultural resources in the North Cascades.
To provide outdoor recreation use and enjoyment for the public, and for the conservation of the scenic, scientific, historic and other values contributing to public enjoyment within Ross Lake and Lake Chelan National Recreation Areas.
To preserve and protect the lands legislatively designated as the Stephen Mather Wilderness for use and enjoyment of the public in a manner that will leave them unimpaired for future use and enjoyment as wilderness.

Significance: The primary significance of the North Cascades National Park Service Complex can be summarized as:

The North Cascades National Park Service Complex with its majestic mountain scenery contains almost half the glaciers in the United States outside Alaska. These glaciers are an important source of water for salmon, other wildlife, plants, and the people in the Puget Sound region.
The Park's 9,000+ feet of vertical relief and the great contrast between climates east and west of the Cascade crest provide habitat for one of the greatest diversities of plant life in North America and for varied fauna including rare and sensitive species.
The variety of waters (lakes and rivers) and topography provide a large and expanding nearby population with a wide array of recreational opportunities; from boating and camping to climbing and backpacking.
The Complex, which adjoins public lands preserved in Canada, is the core of one of the largest protected wild areas in North America; a substantial portion of it is designated Wilderness.
Ross Lake National Recreation Area includes a hydroelectric generation complex with its attendant facilities producing some 30% of Seattle's electricity.
The Complex includes 75 eligible and 59 listed National Register structures or sites, 3 Historic Districts, and over 250 archeological sites. It was home to at least 5 tribes whose descendants now live nearby. It includes, within its boundaries, three contemporary communities.

Contents
Introduction
Mission Statement
Strategies
Key External Factors
Goals
Measuring Results
Preparers
Consultations

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 the we are trying to accomplish, and how we plan to do it.

Organization

Superintendent William F. Paleck leads the North Cascades National Park Service Complex staff. Staff is organized into five operating divisions: Resource Management, Interpretation, Visitor Protection, Maintenance, and Administration. Staff expertise and specialties include:

Seasonal/Term Career

Maintenance Workers 25 17

Trail Workers 16 6

Natural Resource Specialists 11 14

Cultural Resource Specialists 3 3

Fire Technicians 5 3

Visitor Protection Rangers 19 8

Interpretive Rangers 17 9

Administrative Specialists 2 16

Management & Concession Staff 1 4

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 Seattle and San Francisco Support Offices will work with us to assess and improve our interpretive programming for Goal IIb1. The Columbia Cascades Support Office staff will assist us in assessment and rehabilitation of the Golden West Visitor Center in Stehekin to help ensure we have satisfactory facilities to achieve Goal IIa1. Staff from that office will also 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 Student Conservation Association provides 8-15 conservation aides and two high school work crews annually. In addition to helping accomplish education and visitor service goals through literature sales and donation, the Northwest Interpretive Association will provide 1.5 sales clerks at visitor centers. The Washington's National Parks Fund will conduct the annual trans-Cascades Bike Ride and other fund raising events. The park's two concessionaires and 46 commercial use licensees contribute significantly to achieving our public services goals. The North Cascades Institute will continue to enhance our environmental education efforts with both school children and through adult field seminars. Seattle City Light will continue to provide financial assistance for recreation facilities, research and resource management, erosion control and environmental education as required by the terms of their license from the Federal Energy Regulatory Commission. The Chelan Public Utility District #1 will do likewise when their license is renewed within the next few years.

Facilities

Park facilities and infrastructure for accomplishing our goals includes:

2 Primary Visitor Centers with exhibits, interpretive sales and audio-visual programs
4 Contact Stations (3 jointly operated with USFS)
3 Amphitheaters for staging interpretive programs
4 Vehicle accessible campgrounds with 847 camp sites
8 Picnic Areas
61 Miles of paved and unpaved roads
12 Road Bridges
385 Miles of Trails
75 Major Trail Bridges
1500 Linear Feet of Interpretive Boardwalks
16 Water Systems
1 Wastewater Treatment Plan
1 Solid Waste Compaction/Transfer Station and 3 Recycling Centers
2715 Linear Feet of Floating Docks
787 Interpretive, Trail and Road Signs
185 Administrative and/or Public Use Structures
87 Historic Structures
53 Housing Units (of which 12 are Historic)
19 NPS Structures Assigned to Concession Operations

Financial Resources

Financial resources available to achieve the park's goals include an annual base operating budget of approximately $5,225,000, which funds a work force of 119 Full Time Equivalencies (FTE). This work force will be supplemented annually by approximately 20,000 hours of Volunteers-in-Parks contributed time and special project and program funds distributed by the Pacific West 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.

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

Since 1997 when we prepared our first GPRA Strategic Plan a formal review of annual goal accomplishments has been performed each year by the park management team. Based upon those reviews some goals have been slightly adjusted (both upwards and downwards) for subsequent years. These actions are documented in the Annual Performance Report as well as the Annual Work Plan. That process will continue with this new Strategic Plan. Earlier goal adjustments have been incorporated into this plan.

In addition, the following specific evaluation and goal setting exercises have been conducted since 1997 and contributed to the development of this strategic plan:

Personnel Management Evaluation conducted by the Columbia Cascades Support Office staff.

Protection Ranger Workload and Staffing Analysis conducted by Pacific Great Basin Support Office and Joshua Tree NP staff.

"Vital Signs" Scoping Session involving park, support office, Biological Resource Division, USFS, Washington Department of Fish & Wildlife, University of Washington, Western Washington University, Oregon State University and Western Washington Cascades Provincial Advisory Committee participation.

Complete park staff review, updating and revision of our Natural and Cultural Resource Management Plan.

Development of a 5-year schedule for Cyclic Maintenance and Repair/Rehabilitation projects.

A field review of maintenance and construction operations and needs was conducted by staff from the Columbia Cascades and Pacific Great Basin Support Offices.

Contents
Introduction
Mission Statement
Strategies
Key External Factors
Goals
Measuring Results
Preparers
Consultations

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.

Significant weather events including heavy winter snowpack, fall and spring floods or release of geologically unstable areas, and drought conditions leading to landscape level wildfires have all occurred (some repeatedly) in the past decade and will likely occur in the next. Emergency and post-emergency repairs unexpectedly tie up available staff and divert them from planned work. Visitor access may be delayed or blocked for months at a time. This, in large part, explains why annual visitation has fluctuated as much as 68% over the past ten years. In Stehekin alone, visitation last year was 25% greater than the year before.

The population of Washington is projected to double between 1990 and 2040, adding the equivalent of 29 cities the size of Tacoma or Spokane. Much of this growth will take place between Seattle and Vancouver, BC. This is within a 1-2 hour drive of the park and will certainly increase visitation. Snohomish County, immediately west of the park, is the fastest growing county in the state.

Seattle City Light, User Fee Demonstration funds and Line-Item Construction appropriations are funding a significant investment in additions and improvements to recreational facilities. These range from a new Environmental Learning Center on the shore of Diablo Lake and a complete rehabilitation of the Golden West Visitor Center to expanded or enhanced accessible trails, camp sites and fishing facilities. They also include significant improvements to campgrounds and lakeshore campsites as well as providing additional group sites to accommodate those who prefer to recreate as extended families. These investments are certain to invite increased visitation.

Through a variety of techniques we are actively reaching out to other agencies, science and academic institutions and others to expand our scientific understanding of the status and ecological relationships of park resources. The foci of these studies include both threatened and endangered species (e.g. grizzly bear, lynx, bull trout) and key indicators of ecosystem health (e.g. benthic macroinvertebrates). Expansion of our knowledge base will trigger changes in management actions and direction as well as reveal new opportunities and challenges.

Activities and trends by our neighbors in British Columbia could dramatically affect use levels and patterns. As their economy rebounds we can expect a return to higher levels of visitation and, perhaps, reconsideration of thoughts of paving the Hope-Hozomeen road.

Contents
Introduction
Mission Statement
Strategies
Key External Factors
Goals
Measuring Results
Preparers
Consultations

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 focuses on obtaining and using scholarly and scientific knowledge about resources to make better informed decisions.

Ia Natural and cultural resources and associated values are protected, restored and maintained in good condition and managed within their broader ecosystem and cultural context.

Ib The National Park Service 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.

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.

IIa Visitors safely enjoy and are satisfied with the availability, accessibility, diversity, and quality of park facilities, services, and appropriate recreational opportunities.

IIb Park visitors and the general public understand and appreciate the preservation of the park and its resources for this and future generations.

Goal Category III: Strengthen and Preserve Natural and Cultural Resources and Enhance Recreational Opportunities Managed by Partners

This mission goal refers to the legislated NPS partnership programs that assist others outside of park units to preserve our natural and cultural and recreational resources.

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.

IVa The National Park Service uses current management practices, systems, and technologies to accomplish its mission.

IVb The National Park Service increases its managerial capabilities through initiatives and support from other agencies, organizations, and individuals.

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 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. 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.

Long-term Goals For
North Cascades National Park Service Complex
For National Park Service Strategic Planning Period
FY 2001 to FY 2005

GOAL CATEGORY I: PRESERVE PARK RESOURCES

Mission Goal Ia: Natural and cultural resources and associated values of the North Cascades National Park Service Complex are protected, restored, and maintained in good condition and managed within their broader ecosystem and cultural context.

Ia0 Goal Statement: Ia01 [Wilderness Stewardship]: By September 30, 2005, the number of wilderness campsites meeting all applicable standards increases from 45 of 213 in FY 1999 to 57 of 213 (25% increase).

Servicewide Goal: Ia1 Disturbed Lands/Exotic Plant Species: Ia1A –10.1% of targeted parklands, disturbed by development or agriculture, as of 1999 [22,500 of 222,300 acres] are restored; and Ia1B – exotic vegetation on 6.3% of targeted acres of parkland is contained [167,500 of 2,656,700 acres].

Unit Translation: Ia1A Disturbed Lands: By September 20, 2005, 5 (8.5%) of 59 acres of the North Cascades National Park Service Complex's targeted lands disturbed by prior physical development or agricultural uses, as of FY1999, are restored.

Servicewide Goal: Ia1 Disturbed Lands/Exotic Plant Species: Ia1A –10.1% of targeted parklands, disturbed by development or agriculture, as of 1999 [22,500 of 222,300 acres] are restored; and Ia1B – exotic vegetation on 6.5% of targeted acres of parkland is contained [167,500 of 2,656,700 acres].

Unit Translation: Ia1B Exotic Plant Species: By September 30, 2005, exotic vegetation on 100 (10%) of 1000 targeted acres of North Cascades National Park Service Complex lands, as of FY1999, is contained.

Servicewide Goal: Ia2 Threatened and Endangered Species: Ia2A – 19% of the 1999 identified park populations [84 of 442] of federally listed threatened and endangered species with critical habitat on park lands or requiring NPS recovery actions have an improved status; and Ia2B – an additional 34% [80 of 442] have stable populations.

Unit Translation: Ia2A[B] Threatened and Endangered Species: By September 30, 2005, 2 (33%) of 6 of the FY1999 federally listed threatened and endangered species with critical habitat in the North Cascades National Park Service Complex or requiring National Park Service recovery actions have stable status.

Servicewide Goal: Ia3 Air Quality: Air quality in 70% of reporting park areas has remained stable or improved.

Unit Translation: Ia3 Air Quality: By September 30, 2005, air quality in the North Cascades National Park Service Complex has remained stable or improved relative to FY1998 conditions.

Servicewide Goal: Ia4 Water Quality: 85% of Park units have unimpaired water quality.

Unit Translation: Ia4 Water Quality: By September 30, 2005, the North Cascades National Park Service Complex has unimpaired water quality.

Servicewide Goal: Ia5 Historic Structures: 50% [12,113 of 24,225] of the historic structures listed on the 1999 List of Classified Structures are in good condition.

Unit Translation: Ia5 Historic Structures: By September 30, 2005, 70 (80%) of 87 North Cascades National Park Service Complex historic structures listed on the FY1999 National Park Service List of Classified Structures (LCS) are in good condition.

Servicewide Goal: Ia6 Museum Collections: 73.4% of preservation and protection standards for park museum collections are met.

Unit Translation: Ia6 Museum Collections: By September 30, 2005, 163 (73.4%) of 222 preservation and protection standards for North Cascades National Park Service Complex's museum collections are met.

Servicewide Goal: Ia7 Cultural Landscapes: 33.1% of the cultural landscapes on the 1999 Cultural Landscapes Inventory with condition information are in good condition [119 of 359].

Unit Translation: Ia7 Cultural Landscapes: By September 30, 2005, 9 (39%) of 23 North Cascades National Park Service Complex cultural landscapes on the 1999 National Park Service Cultural Landscapes Inventory (CLI) with condition information are in good condition.

Servicewide Goal: Ia8 Archeological Sites: 50% of the FY 1999 recorded archeological sites with condition assessments are in good condition [7,470 of 14,940 sites].

Unit Translation: Ia8 Archeological Sites: By September 30, 2005, 91 (33%) of 276 North Cascades National Park Service Complex archeological sites listed on the FY 1999 National Park Service Archeological Sites Management Information System (ASMIS), with condition assessments, are in good condition.

Mission Goal Ib: The National Park Service at the North Cascades National Park Service Complex contributes to knowledge about natural and cultural resources and their associated values; management decisions about resources and visitors are based on adequate scholarly and scientific information.

Ib0 Goal Statement: Ib02 [Develop or acquire additional data sets or other natural or cultural resource information]: By September 30, 2005, the North Cascades National Park Service Complex will have produced a total of 15 additional technical reports or summaries describing newly collected resource information since FY 1999.

Servicewide Goal: Ib1 Natural Resource Inventories: Acquire or develop 87% (2,203) of the 2,527 outstanding data sets identified in 1999 of basic natural resource inventories for all parks.

Unit Translation as Ib01:

Ib01A Bibliographic Inventories: By September 30, 2005, 400 of the 800 natural resource manuscripts listed in NRBIB for North Cascades National Park Service Complex (50%) are in a secure reference collection.

Ib01B1 Species Inventories: By September 30, 2005, confirmation of 66% of the vascular plants and vertebrate wildlife expected to exist in North Cascades National Park Service Complex is documented.

Ib01B2 Species Inventories: By September 30, 2005, 20% of the non-vascular plants and invertebrate species expected to exist in North Cascades National Park Service Complex are documented.

Ib01C Vegetation Baseline: By September 30, 2005, 68,400 acres of the 1994 Vegetation Map (10%) are ground-truthed using the 1998 Color Aerial Photography.

Ib01D Base Cartography: By September 30, 2005 the digital elevation models as well as the digital line graphs for boundaries, hypography, hydrography and transportation networks for the North Cascades National Park Service Complex have all been updated within the past five years.

Ib01E Soils and Geology Inventories: By September 30, 2005, surficial geology maps are produced for 410,000 acres (60%) of the North Cascades National Park Service Complex.

Ib01F1 Species Abundance and Distribution: By September 30, 2005, the distribution and abundance of 50% of the mammal, bird and reptile species known to exist in the North Cascades National Park Service Complex are documented.

Ib01F2 Species Abundance and Distribution: By September 30, 2005, the distribution and abundance of 75% of the amphibian and fish species known to exist in the North Cascades National Park Service Complex are documented.

Ib01F3 Species Abundance and Distribution: By September 30, 2005, the distribution and abundance of 20% of vascular plant species in the North Cascades National Park Service Complex are documented.

Ib07G Water Resources and Chemistry Baseline: By September 30, 2005, stream surveys documenting the physical and chemical characteristics, disturbance, large woody debris and fish and amphibian habitat are completed for 79 of 158 miles (50%) of primary stream segments (low gradient response zones) within North Cascades National Park Service Complex.

Servicewide Goal: Ib2 Cultural Resource Baselines: Ib2A – Archeological sites inventoried and evaluated are increased by 30% [from FY99 baseline of 48,188 sites to 62,644]; Ib2B – Cultural landscapes inventoried and evaluated at Level II are increased by 136.4% [from FY99 baseline of 110 to 260]; Ib2C – 100% of the historic structures have updated information [FY99 baseline 24,225 of 24,225]; Ib2D – Museum objects cataloged are increased by 35.9% [from FY99 baseline 37.3 million to 50.7 million]; Ib2E – Ethnographic resources inventory is increased by 634.5% [from FY99 baseline of 400 to 2,938]; and Ib2F: 31% of parks have historical research that is current and complete to professional standards [117 of 379].

Unit Translation: Ib2B Cultural Landscape Baseline: By September 30, 2005, the number of North Cascades National Park Service Complex cultural landscapes inventoried, evaluated, and entered on the National Park Service Cultural Landscapes Inventory (CLI) at Level II is increased from 1 in FY 1999 to 3 (300% increase).

Servicewide Goal: Ib2 Cultural Resource Baselines: Ib2A – Archeological sites inventoried and evaluated are increased by 30% [from FY99 baseline of 48,188 sites to 62,644]; Ib2B – Cultural landscapes inventoried and evaluated at Level II are increased by 136.4% [from FY99 baseline of 110 to 260]; Ib2C – 100% of the historic structures have updated information [FY99 baseline 24,225 of 24,225]; Ib2D – Museum objects cataloged are increased by 35.9% [from FY99 baseline of 37.3 million to 50.7 million]; Ib2E – Ethnographic resources inventory is increased by 634.5% [from FY99 baseline of 400 to 2,938]; and Ib2F: 31% of parks have historical research that is current and complete to professional standards [117 of 379].

Unit Translation: Ib2C Historic Structures Baseline: By September 30, 2005, all 87 (100%) of North Cascades National Park Service Complex historic structures on the FY 1999 National Park Service List of Classified Structures (LCS) have updated information in their LCS records.

Servicewide Goal: Ib2 Cultural Resource Baselines: Ib2A – Archeological sites inventoried and evaluated are increased by 30% [from FY99 baseline of 48,188 sites to 62,644]; Ib2B – Cultural landscapes inventoried and evaluated at Level II are increased by 136.4% [from FY99 baseline of 110 to 260]; Ib2C – 100% of the historic structures have updated information [FY99 baseline 24,225 of 24,225]; Ib2D – Museum objects cataloged are increased by 35.9% [from FY99 baseline of 37.3 million to 50.7 million]; Ib2E – Ethnographic resources inventory is increased by 634.5% [from FY99 baseline of 400 to 2,938]; and Ib2F: 31% of parks have historical research that is current and complete to professional standards [117 to 379].

Unit Translation: Ib2D Cataloging Museum Objects: By September 30, 2005, the number of North Cascades National Park Service Complex museum objects cataloged into the National Park Service Automated National Catalog System (ANCS+) and submitted to the National Catalog is increased from 122,397 in FY 1999 to 138,397 (13% increase).

Servicewide Goal: Ib2 Cultural Resource Baselines: Ib2A – Archeological sites inventoried and evaluated are increased by 30% [from FY99 baseline of 48,188 sites to 62,644]; Ib2B – Cultural landscapes inventoried and evaluated at Level II are increased by 136.4% [from FY99 baseline of 110 to 260]; Ib2C – 100% of the historic structures have updated information [FY99 baseline 24,225 of 24,225]; Ib2D – Museum objects cataloged are increased by 35.9% [from FY99 baseline of 37.3 million to 50.7 million]; Ib2E – Ethnographic resources inventory is increased by 634.5% [from FY99 baseline of 400 to 2,938]; and Ib2F: 31% of parks have historical research that is current and complete to professional standards [117 of 379].

Unit Translation: Ib2F Historical Research Baseline: By September 30, 2005, North Cascades National Park Service Complex's Historic Resource Study (HSR) and Administrative History are completed to professional standards and current (approved since 1980).

Servicewide Goal: Ib3 Vital Signs: 80% of 265 parks with significant natural resources have identified their vital signs for natural resource monitoring.

Unit Translation: Ib3 Vital Signs: By September 30, 2005, North Cascades National Park Service Complex has identified its vital signs for natural resource monitoring.

Servicewide Goal: Ib4 Geological Resources: Geological processes in 53 parks [20% of 265 parks] are inventoried and human influences that affect those processes are identified.

Unit Translation as Ib04: Ib04 Geological Resources: By September 30, 2005, 6 (66%) of 9 geological processes of special concern at North Cascades National Park Service Complex are actively studied and monitored for needed protection, mitigation, etc.

GOAL CATEGORY II: PROVIDE FOR THE PUBLIC 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 the North Cascades National Park Service Complex.

Servicewide Goal: IIa1 Visitor Satisfaction: 95% of park visitors are satisfied with appropriate park facilities, services, and recreational opportunities.

Unit Translation: IIa1 Visitor Satisfaction: By September 30, 2005, 95% of visitors to the North Cascades National Park Service Complex are satisfied with appropriate park facilities, services, and recreational opportunities.

Servicewide Goal: IIa2 Visitor Safety: The visitor accident/incident rate will be at or below 7.96 per 100,000 visitor days [a 16% decrease from the FY92 — FY96 baseline of 9.48 per 100,000 visitor days].

Unit Translation: IIa2 Visitor Safety: By September 30, 2005, the number of visitor accidents/incidents at the North Cascades National Park Service Complex is reduced from the FY1992-FY1996 five-year annual average of 22.7 to 15.0 (33.9% decrease).

Mission Goal IIb: Park visitors and the general public understand and appreciate the preservation of the North Cascades National Park Service Complex and its resources for this and future generations.

Servicewide Goal: IIb1 Visitor Understanding and Appreciation: 86% of visitors understand and appreciate the significance of the park they are visiting.

Unit Translation: IIb1 Visitor Understanding: By September 30, 2005, 75% of North Cascades National Park Service Complex visitors understand the significance of the park.

Servicewide Goal: IIb1X Educational Programs: [Park determined percentage] of [target number] of students participating in NPS formal educational programs understand America's cultural and natural heritage as preserved by the National Park Service and its programs. (Optional Goal)

Unit Translation: IIb1X Educational Programs: By September 30, 2005, 80% of 7,600 participants in North Cascades National Park Service Complex formal educational programs understand America's cultural and natural heritage preserved by the National Park Service and its programs.

GOAL CATEGORY III: STRENGTHEN AND PRESERVE NATURAL AND CULTURAL RESOURCES AND ENHANCE RECREATIONAL OPPORTUNITIES MANAGED BY PARTNERS

Mission Goal IIIa: Natural and cultural resources are conserved through formal partnership programs.

Servicewide Goal: IIIaX Park Partnerships : The number of satisfactorily completed projects under formal agreements that assist partners in protecting their resources or serving their visitors is increased by [park-determined percentage].

Unit Translation: IIIaX Park Partnerships : By September 30, 2005, the number of projects satisfactorily completed by the North Cascades National Park Service Complex under formal agreements that assist partners in protecting their resources or serving their visitors is increased from 20 in FY 1999 to 25 (25% increase).

GOAL CATEGORY IV: ENSURE ORGANIZATIONAL EFFECTIVENESS

Mission Goal IVa: The National Park Service at the North Cascades National Park Service Complex uses current management practices, systems, and technologies to accomplish its mission.

Servicewide Goal: IVa1 Data Systems: 66% [25] of the 38 major NPS data systems are integrated/interfaced.

IVa1 is a WASO-only goal. Parks will not use this goal, but may optionally develop a linked IVa01 goal for targeting/reporting their own local data system integration/interfacing and like activities and outcomes.

Unit Translation: IVa01 Data Systems: By September 30, 2005, 90 (90%) of 100 North Cascades National Park Service Complex computer stations, as of FY 1999, are connected to the parkwide network.

Servicewide Goal: IVa3: Workforce Development and Performance: IVa3A – 100% of employee performance agreements are linked to appropriate strategic and annual performance goals and position competencies; and IVa3B – 95% of NPS employees demonstrate that they fully meet their competency requirements.

Unit Translation: IVa3A Workforce Development and Performance-Employee Performance Standards: By September 30, 2005, 100% of North Cascades National Park Service Complex permanent and term employee performance agreements are linked to appropriate strategic and annual performance goals and position competencies.

Servicewide Goal: IVa4 Workforce Diversity: Increase the servicewide representation of underrepresented groups over the 1999 baseline: IVa4A – by 25% in the 9 targeted occupational series in the permanent workforce; IVa4B – by 25% of women and minorities in the temporary and seasonal workforce; IVa4C – by 10% of individuals with disabilities in the permanent workforce; and IVa4D – by 10% of individuals with disabilities in the seasonal and temporary workforce.

Unit Translation: IVa4A Workforce Diversity-Permanent Women and Minorities: By September 30, 2005, the number of North Cascades National Park Service Complex permanent positions in targeted occupational series filled by employees from underrepresented groups is increased from 10 at end of FY 1999 to 15 (50% increase).

Unit Translation: IVa4B Workforce Diversity-Temporary/Seasonal Women and Minorities: By September 30, 2005, the total number of North Cascades National Park Service Complex temporary/seasonal positions annually filled by women and minorities is increased from 50 in FY 1999 to 63 (26% increase).

Unit Translation: IVa4C Workforce Diversity — Permanent Employees with Disabilities: By September 30, 2005, the number of North Cascades National Park Service Complex permanent positions filled by employees with disabilities is increased from 1 in FY 1999 to 2 (100% increase).

Unit Translation: IVa4D Workforce Diversity — Temporary/Seasonal Employees with Disabilities: By September 30, 2005, the number of [name of unit] temporary/seasonal positions filled by employees with disabilities is increased from 4 in FY 1999 to 5 (25% increase).

Servicewide Goal: IVa5 Employee Housing: 50% of employee housing units listed in poor or fair condition in 1997 assessments are rehabilitated to good condition, replaced, or removed.

Unit Translation: IVa5 Employee Housing: By September 30, 2005, the number of North Cascades National Park Service Complex employee housing units listed in poor or fair condition in FY 1997 is reduced from 27 to 23 (15% reduction).

Servicewide Goal: IVa6. Employee Safety: IVa6A – The NPS employee lost time injury rate will be at or below 4.49 per 200,000 labor hours worked (100 FTE); and IVa6B – the servicewide total number of hours of Continuation of Pay (COP) will be at or below 51,100 hours.

Unit Translation: IVa6A Employee Safety — Lost-time Injuries: By September 30, 2005, the number of North Cascades National Park Service Complex employee lost-time injuries is reduced from the FY1992-FY1996 five-year annual average of 2.17 to 1.5 (30.8% reduction).

Unit Translation: IVa6B Employee Safety — Continuation of Pay: By September 30, 2005, the [name of unit] total number of hours of Continuation of Pay (COP) is reduced from the FY1992-FY1996 five-year annual average of 204 to 163.2 (20% reduction).

Servicewide Goal: IVa7 Line-Item Construction: 100% of line-item projects funded by September 30, 1998, and each successive fiscal year, meet 90% of cost, schedule, and construction parameters.

Unit Translation: IVa7. Line-Item Construction: 100% of North Cascades National Park Service Complex line-item construction projects funded by September 30, 1998, and each successive fiscal year, meet 90% of cost, schedule, and construction parameters.

Mission Goal IVb: The National Park Service at the North Cascades National Park Service Complex increases its managerial capabilities through initiatives and support from other agencies, organizations, and individuals.

Servicewide Goal: IVb1 Volunteer Hours: Increase by 44.7% the number of volunteer hours [from 3.8 million hours in 1997 to 5.5 million hours].

Unit Translation: IVb1 Volunteer Hours: By September 30, 2005, the number of North Cascades National Park Service Complex volunteers hours is increased from 19,767 in FY 1997 to 23,720 (20% increase).

Servicewide Goal: IVb2 Donations and Grants: IVb2A – Cash donations are increased by 3.6% [from $14,476,000 in 1998 to $15,000,000]; IVb2B – Value of donations, grants, and services from Friends Groups and other organizations is increased to $50,000,000; and IVb2C – Value of donations, grants, and services from Cooperating Associations is increased by 35% [from $19,000,000 in 1997 to $25,600,000].

Unit Translation: IVb2A Cash Donations and Grants: By September 30, 2005, cash donations to North Cascades National Park Service Complex are increased from $2,684 in FY 1998 to $2,791 (4% increase).

Unit Translation: IVb2B Cash Value of In-kind Donations: By September 30, 2005, the cash value of in-kind donations, grants, and services to North Cascades National Park Service Complex by the Washington National Parks Fund is increased from $30,019 in FY 1997 to $40,519 (35% increase).

Unit Translation: IVb2C Cash Value of In-kind Donations from the Northwest Interpretive Association: By September 30, 2005, the cash value of in-kind donations, grants and services to North Cascades National Park Service Complex from the Northwest Interpretive Association is increased from $15,315 in FY 1997 to $18,378 (20% increase).

Servicewide Goal: IVb4 Fee Receipts: Receipts from park entrance, recreation, and other fees are increased by 33.1% over 1997 level [from $121,000,000 to $161,000,000].

Unit Translation: IVb4 Fee Receipts: By September 30, 2005, the North Cascades National Park Service Complex receipts from park entrance, recreation, and other fees are increased from $113,100 in FY 1997 to $147,700 (33.1% increase).

Servicewide Goal: IVbX Park Partnerships: The number of projects satisfactorily completed by partners under formal agreements that protect park resources or serve park visitors is increased by [park-determined percentage].

Unit Translation: IVbX Park Partnerships: By September 30, 2005, the number of projects successfully completed by partners under formal agreements that protect the resources and serve the visitors of North Cascades National Park Service Complex is increased from 15 in FY 1999 to 20 (25% increase).

Contents
Introduction
Mission Statement
Strategies
Key External Factors
Goals
Measuring Results
Preparers
Consultations

VI. MEASURING RESULTS

Members of the park management team are assigned responsibility for tracking and reporting accomplishments for specific long-term goals semi-annually. This responsibility is a critical element in each of their Annual Performance Plans. In many cases they may delegate actual counting of specific data to subordinate specialists (e.g. the Trail Foreman will doubtless report on camps under goal Ia01 and report to the Chief of Maintenance). Reports are submitted to the Park GPRA Coordinator (Chief of Administration) who, with the Park Superintendent, is responsible for verifying and validating their accuracy. Goal assignments (Goal Number, What is Reported, Who is Responsible) are summarized below:

Ia01 Actual count of additional camps meeting standard. Chief of Maint.
Ia1A Actual count of acres restored. Chief of Resource Mgt.
Ia1B Actual count of acres treated. Chief of Resource Mgt.
Ia2[B] Consultation with USF&WS. Chief of Resource Mgt.
Ia3 Reported by WASO Division of Air Quality.
Ia4 Sites sampled and results. Chief of Resource Management
Ia5 Actual count of structures in good condition. Chief of Resource Mgt.
Ia6 Actual count of standards met. Chief of Resource Mgt.
Ia7 Reported by CCSO staff. Chief of Resource Mgt.
Ia8 Actual count of sites in good condition. Chief of Resource Mgt.
Ib02 Actual count of reports issued. Chief of Resource Mgt.
Ib01 Actual count of inventories completed. Chief of Resource Mgt.
Ib2B Reported by CCSO staff. Chief of Resource Mgt.
Ib2C Actual count of records updated. Chief of Resource Mgt.
Ib2D Actual count of objects cataloged. Chief of Resource Mgt.
Ib2F Both documents are complete and current. Superintendent
Ib3 Vital signs have been identified. Chief of Resource Mgt.
Ib04 Actual count of processes monitored. Chief of Resource Mgt.
IIa1 Use of servicewide survey device. Chief of Interpretation
IIa2 Actual count of accident/incident reports. Asst. Superintendent
IIb1 Use of servicewide survey device. Chief of Interpretation
IIb1X Awaiting servicewide survey device. Chief of Interpretation
IIIaX Actual count of projects completed. Management Assistant (Allen)
IVa1 Actual count of connected computers. Chief of Admin.
IVa3A Inspection of employee agreements. Chief of Admin.
IVa4A Inspection of employment records. Chief of Admin.
IVa4B Inspection of employment records. Chief of Admin.
IVa4C Inspection of employment records. Chief of Admin.
IVa4D Inspection of employment records. Chief of Admin.
IVa5 Actual inspection of housing units. Chief of Maint./Chief of Admin.
IVa6A Inspection of SMIS data. Assistant Superintendent
IVa6B Inspection of COP reports. Assistant Superintendent
IVa7 Analysis of Completion Reports. Superintendent/Chief of Maint.

Contents
Introduction
Mission Statement
Strategies
Key External Factors
Goals
Measuring Results
Preparers
Consultations

VII. STRATEGIC PLAN PREPARERS

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

Bill Paleck, Park Superintendent
Ed Gastellum, Assistant Park Superintendent
Teresa Wright, Acting Chief of Administration and Acting Park GPRA Coordinator
Sue Glesne, Budget Officer
Pat Blunt, Personnel Officer
Barbara Rolph, Park Contracting Officer
Margie Allen, Management Assistant
Tim Manns, Chief of Interpretation
Bruce Freet, Chief of Resource Management
Dr. Jesse Kennedy, Branch Leader for Cultural Resources
Dr. Regina Rochefort, Science Advisor
Pete Cowan, Chief Ranger
Tom Belcher, Chief of Maintenance
Dan Moses, Management Assistant

VIII. CONSULTATIONS

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.

North Cascades National Park Service Complex did not engage in consultation with parties outside of the National Park Service. It is our hope that through broadly circulating this document, including placing it on our expanded web site, we can engage interested members of the public in a dialogue on how it can be improved.

http://www.nps.gov/noca/strategic.htm
Last Updated: 17-Apr-2000