VI. POLICIES AND STANDARDS

A. Policies

The Service recognizes that the present and future welfare of the national park system depends in large measure on the public's support of the way the Service manages the parks. The public will have a greater appreciation of, and support for, our management if they recognize that we seek, and are receptive to, their involvement in the important decisions that are made. Toward that end, the following policies are adopted:

    1) We will plan in advance and be clear at what stages, and how, we will invite the public to participate in our decision-making processes. This policy for advance public participation planning will be applied to diverse areas of decision-making, such as the development of superintendents' compendia; general management and site planning processes; major exhibits; resource management decisions; educational and interpretive programming; new site designations; fee changes; and a broad range of other products, services, issues, and activities.

    2) We will plan early for appropriate opportunities for public participation in our decision-making process when the decisions will lead to actions or policies that may significantly affect or interest them. We will also work to provide sustained opportunities for the public to enter the conversation about relevant issues (both historical and contemporary) at our parks and program offices.

    3) We acknowledge that public involvement is particularly critical where parks and surrounding communities interact. There are stakeholders with interests in what we do and it is often best to face common issues and resolve them with a coordinated approach. We will work with surrounding landowners, land managers, and jurisdictions to address issues and seek mutually beneficial solutions to these issues.

    4) Our purpose in seeking public involvement will be more than simply meeting the minimum requirements of law; we will aspire to deliver excellent resource stewardship, be a good neighbor and host, and foster two-way communication to achieve those goals.

    5) Managers are encouraged to be resourceful and employ a wide variety of methods and techniques to obtain the opinions of individuals and groups. However, we will be mindful of the requirements of the Federal Advisory Committee Act (FACA), which affects how we obtain advice from certain types of groups. Some examples of public involvement activities not implicating FACA are included in Appendix C. Additional information on FACA can be found in the NPS Guide to the Federal Advisory Committee Act ( http://www.nps.gov/policy/DOrders/facaguide.html ).

    6) While we expect public involvement to improve, inform, and influence our decision-making, the public does not ultimately make, or necessarily share in making, the decisions. There are limitations that we must be careful to define and communicate. The final decision-making with regard to the resources and values of the national parks is the responsibility of the National Park Service and the Department of the Interior and cannot be delegated. Nevertheless, managers should approach all decision making with a bias in favor of significant and meaningful public involvement.

    7) We will respectfully engage the public in thoughtful participation, build understanding, find creative ways to address problems, accommodate diverse values and dissenting opinions, and encourage continuing collaboration in our decision-making processes.

    8) On potentially controversial issues, we will be particularly mindful to plan and design public involvement opportunities at the earliest opportunity. As issues arise, managers should already be familiar with a range of alternative dispute resolution techniques, including the use of facilitators or mediators, to help resolve controversial issues. If a controversy pertains to a rule-making activity (i.e., adopting a regulation), "negotiated rulemaking" should be considered, utilizing a negotiated rulemaking committee. Special procedures apply to the establishment of a negotiated rulemaking committee. Those who consider establishing one should contact the Office of Policy and Regulations or their servicing Solicitor's office.

    9) To make the most of limited staffing and funding, we will:

• Keep active contact lists of interested, affected parties and groups - making sure to include our supporters as well as those who may not agree with us.
• Seek the leverage of our resources by scheduling our public involvement opportunities to coincide with other scheduled activities (meetings, special events, etc.) taking place within the Service as well as external to the Service.
• Maximize sharing of knowledge and tools through NPS program websites and communication tools to provide access to ideas, information, and examples to facilitate civic engagement efforts. We will call upon individuals with expertise about how to create and manage opportunities for public involvement activities.

    10) We will develop capacity in public involvement strategies and will encourage Service employees to become knowledgeable Why Civic Engagement and public involvement techniques and principles. Interdisciplinary training materials and opportunities will be developed to help park managers and others who are responsible for public involvement activities understand and apply "best practices." Superintendents should consider incorporating the expertise of community planners into their staffing requirements. Opportunities should include a web site for finding helpful information and for sharing internal and external expertise.

    11) While this DO is oriented toward the "external" public, it is equally important that the underlying principles be applied to our employees (i.e., park staff, regional and all Washington program office staffs, and Center staffs). This will lead to better, more rational and defensible decisions that will be supported and more effectively implemented by staff for the benefit of the public.

    12) We will design public participation processes that are as open and inclusive as possible so that our diverse publics, including those who typically do not participate, have opportunities to share their views, values, and concerns.

    13) We will use computer and Internet technologies to expand public access to information and opportunities to participate, while recognizing that there will be unequal and incomplete access and cultural differences in the use of technology by providing alternative opportunities for those without access to technology.

B. Standards

In pursuing the policies stated above, public participation and involvement strategies and activities will be deemed to be successful if they meet the following standards:

  Match the tools to the job. Successful processes respect and respond to a community's or public's unique interests, capacities and civic culture. At the beginning of a public participation and outreach process, stakeholders and client groups are heard, engagement strategies are tested and refined to respond to participants and their diversity of experiences and perspectives. The public participation process involves helping participants to define how they would like to participate. Using appropriate public involvement tools and processes, it is explained how interim decisions lead to the final outcome. Visions, goals and values are clarified early with the explanation of how they will influence decision-making.

  Ensure that all voices are heard, but none dominate. We actively and meaningfully seek to listen to the voices of all interests. A diversity of experiences and perspectives is solicited and heard. We actively engage those stakeholders who may not have been previously or traditionally involved, and keep updated contact lists (especially phone and email) of interested parties. To the greatest extent possible, major stakeholders will receive a telephone call followed by written communication whenever key matters are under consideration.

  Ongoing relationships are critically important. In the parks and in our programs, our day-to-day, ongoing relationships provide the foundation for effective public involvement and participation between park superintendents, managers, and staff with their neighbors, fellow agencies, tribes, and local and state governments. We do not rely merely upon written correspondence or other notification methods to get people involved, but make the necessary phone calls and try to meet in person. Beyond striving for quality and personal commitment to these relationships, we also find ways to document and share them with succeeding superintendents and managers throughout the NPS as appropriate for the good of the bureau.

  Build understanding first, then ownership. We include all stakeholders, project sponsors and policy makers in a collaborative exploration of the conditions and trends, precedents and possibilities, and key factors that will shape our joint future. That common knowledge base fosters working relationships, helps build support, and sets the stage for implementation. We seek to develop seamless park management that involves the community.

  Follow a "no surprises" ethic. As a project's or issue's public involvement process moves toward conclusion, no one is surprised by new information or controversy. Channels of communication are kept open, all participants are kept in the loop, and stay focused on finding mutually supportive solutions. A clear path is offered toward the final plan or decision.

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