FISCAL YEAR 2004

ANNUAL PERFORMANCE PLAN

FOR

MOUNT RAINIER NATIONAL PARK

OCTOBER 1, 2003 – SEPTEMBE= R 30, 2004

Approved: David V. Uberuaga Superintendent = &nb= sp; = &nb= sp; November 1, 2003

= &nb= sp;

Approval page.........= ...........................................................................= .................................................................. 2

Table of Contents.........= ...........................................................................= ........................................................... 3

I Introducti= on.......= ...........................................................................= ............................................................... 5

About this plan ....................................................................= ................................................................. 5<= o:p>

Government Performance and Results Act of 1993 (= GPRA)..........................................= .................. 5

II Mission .= ...........................................................................= ...........................................................................= . 6

III Accomplishing Goals.......= ...........................................................................= .................................................. 7

Organization........................................................................= .................................................................... 7

Facilities..........................................................................= ......................................................................... <= /span>7

Financial Resources.................................................................= .............................................................. 10

IV Measuring Result= s.......= ...........................................................................= .................................................... 11

V Key Extern= al Factors.................................................................= .................................................................. 1= 1

VI Annual Goals.......= ...........................................................................= .............................................................. 12

Ia1A = ; Disturbed Lands ..............................= ...........................................................................= ....... 12

Ia1B = Exotic Species.............................= ...........................................................................= ............. 12

Ia2B = ; Threatened and Endangered Species..............= ............................................................... 13

Ia2X = Native Species of Special Concern..........= ........................................................................ 13

Ia3 &= nbsp; Air Quality.............................= ...........................................................................= ................... 13

Ia4 &= nbsp; Water Quality.............................= ...........................................................................= ............. 14

Ia5 &= nbsp; Historic Structures on the LCS...............= ......................................................................... <= /span>15

Ia6 &= nbsp; Museum Collections.........................= ...........................................................................= ...... 16

Ia7 = C= ultural Landscapes on the CLI...............= ....................................................................... 16

Ia8 &= nbsp; Archeological Sites with Condition Assessments....= ................................................... 16

Ib2A = Archeological Site Inventory......................= ..................................................................... 17

Ib2B = ; Cultural Landscape inventory.................= ......................................................................... <= /span>18

Ib2C = LCS Inventory...........................= ...........................................................................= .............. 18

Ib2D = Museum Objects Catologed...................= .......................................................................... = 18

Ib2E = Ethnographic Resources Inventory.................= ............................................................... 19

Ib3 &= nbsp; Vi= tal Signs ..............................= ...........................................................................= ................. 19

IIa1 = Visitor Satisfaction........................= ...........................................................................= .......... 20

IIa2 = Visitor Safety..............................= ...........................................................................= ............. 21

IIb1 = Visitor Understanding and Appreciation......= ................................................................. 22=

IVa3A = ; Performance Standards Linked to Goals...........= .............................................................. 23

IVa4A = ; Workforce Diversity (min perm) ...............= ...................................................................... 23

IVa4B = ; Workforce Diversity (min temp) ...............= ...................................................................... 24

IVa4C = ; Workforce Diversity (dis perm) ...............= ....................................................................... 24

IVa4D = ; Workforce Diversity (dis temp) ...............= ....................................................................... 25

IVa5 = Employee Housing.............................= ...........................................................................= ..... 25

IVa6A = ; Employee Safety (Lost-time Accidents Rate)...= ............................................................. 25

IVa6B = ; Employee Safety (Workers Compensation—COP Hours)........................................... 26

IVa7 = Line Item Construction...................= ...........................................................................= ........ 26

IVb1 = Volunteer Hours...............................= ...........................................................................= ....... 27

IVb2A = ; Donations and Grants (cash donations).........= ............................................................... 27

IVb2B = ; Donations and Grants (friends groups) ........= ................................................................. 28=

IVb2C = ; Donations and Grants (coop assn) .............= ................................................................... = 28

VII Annual Performance Plan Contributors................................................................= ................................. 29

I. INTRODUCTION

<= span style=3D'font-size:10.0pt;font-family:"Times New Roman"'>About This Plan

This is the Annual Performance Plan for Mount Rainier Natio= nal Park.&nbs= p; It covers October 1, 2003 – September 30, 2004 (Federal fiscal year 2004), one-year of our five year (2001-2005) Strategic Plan. O= ur separate Strategic Plan contains our mission and long-term goals and contributes to the nationwide National Park Service (NPS) mission. Copies of our Strategic Plan are available by writing to the park at Mount Rainier National Park, Tahoma Woods, Star Route, Ashford, Washingto= n 98304.

Our Annual Performance Plan lists each annual goal in the context of its parent mission and long-term goal. L= ike the parent goal, each annual goal is results, or outcome, oriented. Each goal is objective, quantified= and measurable, with performance measures built into each goal statement. Each = goal has a brief background explanation, an overview of how the goal will be accomplished, and a statement of how accomplishment will be measured. See Section III Financial Resource= s and Appendix A: Budget for information on the fiscal and human resources we pla= n to use to achieve the desired outcomes or results.

Our park also develops internal management documents -- annual work plans. They describe the specific activit= ies, services, and products that will be carried out or produced to accomplish planned results in greater detail and list the related dollar and staff (in terms of “full-time equivalents” or FTE) resources. Annual work plans and budgets guide the park’s activities throughout the year.

<= span style=3D'font-size:10.0pt;font-family:"Times New Roman"'>The Government Performance and Results Act of 1993 (GPRA)

This Annual Performance Plan is written in part to fulfill the requirements of t= he Government Performance and Results Act (GPRA). Congress passed this law in 1993 to bring the federal government into the “performance management revolution.” Performance management is a goal-driven management concept and practice already widely adopted by the private sector, state and local governments, and many others= . GPRA requires federal agencies to develop 1) a Strategic Plan, 2= ) Annual Performance Plans, and 3) = Annual Performance Reports in ord= er to more effectively and efficiently manage their activities to achieve their missions, and to more effectively communicate with the Congress and the American people. Please see t= he park’s Strategic Plan for more information about GPRA and performance management.

It should be noted, h= owever, that the following Annual Performance Plan is much more than just a respons= e to legislative mandate. The law = was a catalyst that caused the park staff to reexamine its daily activities and its routine products and services, as well as funding and staffing expended to accomplish them. It motivated and energized us to m= ake sure these things were well aligned with the mission of the National Park Service and Mount Rainier= National Park and t= he long-term goals established to achieve those missions. The results, we believe, will be b= etter planning, better management, and better communication with all of our constituencies and stakeholders, as well as amongst ourselves, about where = we are, where we need to be, and how we are going to get there in the most eff= ective and efficient ways.

II. MISSION

Mission Sta= tement

“Together we pr= eserve, for future generations, the natural and cultural resources in Mount Rainier Natio= nal Park.

Through a variety of = high quality park experiences, we promote park values, personal connections, and responsibility for the environment in our local and global communities.

With integrity, teamw= ork, pride and motivation, we demonstrate environmental leadership and deepen our understanding of the park’s ecosystems. We value our diverse range of indi= vidual contributions by showing respect and concern for each other and the park.

The Mountain inspires stewardship. Its protection a= nd preservation is our legacy.”

Park purpose

The park is a vital part of America’s national system of parks, monuments, battlefields, recreation areas, and ot= her natural and cultural resources. The purpose for the establishment of Mount Rainier Nation= al Park is best stated by quoting excerpts from the March 2, 1899 legislation which establis= hed Mount Rainier as the fifth National Park in the United States. This enabling legislation states that the park was set apart as a public park:=

…for the enjoyment of the people…for= the preservation from injury or spoliation of all timber, mineral deposits, nat= ural curiosities, or wonders…and their retention in their natural condition…grant parcels of ground at such places shall require the erection of buildings for the accommodation of visitors…provide again= st the wanton destruction of the fish and game found in the park

Subsequent acts have established the NPS (1916), revised and extended the park boundar= ies, provided a headquarters site near Ashford, Washington, and designated = 97% of the park as wilderness. Many = of the park's buildings and roads have been designated as National Historic Landma= rks.

Lo= cation and access

Mount Rainier National Park is located just west of the Casca= de Mountain Range in the southwestern part of the state of Washington. The 235,612.5 acre park lies approximately 65 miles southwest of the Seattle-Tacoma metropolitan areas a= nd 65 miles west of Yakima. Mount Rainier towers 8,000 feet ab= ove the surrounding Cascade summits and dominates the Pu= get Sound landscape. For this reason Mount Rainier has been called "The Icon of the Pacific Northwest".=

III. ACCOMPLISHING GOALS

Mount Rainier National Park’s annual goals for FY 2004 will be accomp= lished using the organization, facilities, and financial resources summarized below. These should give the = park staff, partners, stakeholders, and the public a better understanding of not only what we are trying to accomplish this year, but also how we are doing = it in a very real sense.

Organi= zation

Superintendent David = V. Uberuaga, with the assistance of Deputy Superintendent Randy King and the m= anagement team, makes up the management component of the park. The park is organized into five operational divisions representing a broad spectrum of expertise and staff support:

¨       Natural and Cultural Resources

¨       Interpretat= ion

¨       Visitor and Resource Protection

¨       Maintenance=

¨       Administrat= ion

The park has a staff = of approximately 125 permanent employees.&nbs= p; These employees vary in fields of expertise from generalists to specialists. Seasonal employe= es augment the permanent employees during the peak visitation periods. They number up to 165 positions, depending on avability of funding and availability of qualified applicants. The park has an aggressive Volunteer in Parks program which is most active during the peak visitor season.

The park staff will be supplemented and/or supported this year using special project funds, contracts, the assistance or expertise of various other NPS parks and central offices, and/or and other partners, or organizations. NPS assistance in achieving specific park FY2004 annual goals will be provided = by the National Park Service’s Seattle Support Office and the Pacific We= st Regional office. The Universi= ties of Washington and Idaho, the U.S Forest Service, and the State of Was= hington will provide additional, vital assistance through cooperative agreement services or contracts. In add= ition to helping accomplish education and visitor service goals through literature sales and donation, the Northwest Interpretive Association, will provide sa= les clerks at visitor centers. The Washington National Parks Fund will provide financial support for specific projects. Finally, the park’s concessionaires contribute significantl= y to achieving our public services goals as well as to rehabilitation and maintenance of historic structures.

Facili= ties

The developed areas o= f the park are:

¨       Tahoma W= oods (1,200 foot elevation) - This 210-acre administ= rative site is located nine miles west of the park, between the villages of Ashfor= d, and Elbe, on SR 706. The Administrative Headquarters for the park is located at this site. The site contains an employee hous= ing area, and a large greenhouse/nursery operation.

¨       Longmire= (2,700 foot elevation) - This largest and oldest developed area is located in the southwest corner of the park. This area was the first headquarte= rs for the park and contains a large Federal Landmark Historic District that inclu= des: a rustic employee housing area, several historic administrative buildings, = a museum, Wilderness Information Center/Ranger Station, a large maintenance area, the concession-operated National Park Inn which provides food service and overn= ight accommodations, and the General Store.&nbs= p; Cougar Rock Campground, one of the two most popular campgrounds, is located just above this development. Longmire is the only area that is accessible to the public 24 hours,= 12 months per year.

¨       Paradise (= 5,400 foot elevation) - This is the most popular destination for park visitors entering the park. Located on= the south slopes of Mount Rainier, the area = has breathtaking views of the mountain over large open alpine meadows that supp= ort beautiful wildflower blooms at various times of the year. This developed area contains the f= ollowing facilities: the Jackson Memorial Visitor Center, the historic Paradise Ranger Station, the park/concession-operated Guide House, the concession-operated Paradise Inn, and dormitories for park and concession employees. A picnic area, sou= th of the parking areas, also serves as a site for cross-country skiing activitie= s in the winter. Paradise experiences record snowfalls, and snow is often present from October until June. A multitude of trails b= isect the meadows above Paradise. Hiking, photography, and site-seei= ng are popular activities during the summer, while snow sports such as skiing, snowshoeing, tubing, and snowboarding are popular in the winter. This is where most climbers depart= from for summit attempts along the Muir Route. Both guided and independent climbers, and day-hikers pass through Paradise on their way to Camp Muir (located at 10,000 feet). Sev= eral of the more popular climbing routes originate from this area. During months of high snowfall, th= e road between Longmire and Paradise is closed = at night. Each morning the road = is plowed, if necessary, and reopened for visitor-use during the daylight hour= s.

¨       Ohanapec= osh (1,900 foot elevation) - This area is located i= n the southeast corner of the park and consists of: an employee housing area, the Ohanapecosh Ranger Station and campground registration area, the Ohanapecosh Visitor Center, a large popular campground, and a small maintenance area. All facilities are open on a seaso= nal basis.

¨       White River (3,500 foot elevation) - This is a small developed area located in the northeast section of the park. It consists of the White River Ranger Station and Wilderness Informat= ion Center, small maint= enance area, and small employee housing area.&nbs= p; Electricity is supplied by a solar power system. The area is only op= en during the summer season. Thi= s is a popular location for visitors to obtain permits for camping and climbing on= the east side of the park. The Wh= ite River Campground is located just up the road from the ranger station. This small campground is also the trailhead for many popular hiking and climbing routes such as the Emmons Route via Camp Schurman.

¨       Sunrise (6,400 foot elevation) - This is the highest elevation for a developed area accessible by road in the park. Located on the northeast slopes of= Mount Rainier this area has an outstanding view of = the mountain. Facilities consist = of: the Sunrise Visitor Center (includes seasonal employee housing), the historic Sunrise Lodge with concession-operated = food service/gift shop area, a ranger station and concessioner employee housing. There are many trail= s that leave from the area making day hiking a popular activity. Generator power supports these facilities. The visitor seaso= n is short, usually running from early July through late September.

¨       Carbon R= iver (1,880 foot elevation) - This area, which is lo= cated in the northwest corner of the park, is in a rain forest and has the distinction of being the developed area that experiences the greatest amoun= t of precipitation in the park. A = ranger station and a few administrative buildings make up the facilities. There is no potable water in the development. The road leading= from Carbon River Entrance to Ipsut Creek Campground and trailheads experiences washouts which results in closures to vehicular traffic. The park’s General Managemen= t Plan calls for the eventual closure of the road after the next major high water event. An expansion of the park’s boundary is proposed to assist with providing access to the ar= ea should the road need to be permanently closed at some point in the future.

        =             &nb= sp;            =             &nb= sp;            =             &nb= sp;            =

Park resources

The resources of Mount Rainier National Park are significant for = the following reasons:

¨       At a height= of 14,410 feet, Mount Rainier is the highest volcanic peak in the contiguous United States.= It reaches into the upper atmosphere to disturb great tides of eastward-moving Pacific maritime air, resulting in spectacular cloud formations, prodigious amounts of rain, and record-setting snowfalls.<= /o:p>

¨       As a part o= f the Pacific Ring of Fire, Mount Rainier is an outstanding example of Cascade volcanism and has the largest alpine glacial system in the contiguous United States.

¨       Mount Rainier's history of eruptions and mudflows continues to shape the area and are a continuing threat to park visitors, employees, and lowland communities.

¨       Because of = its great elevation range and the extensive glacial systems, Mount Rainier offers outstanding opportunities to study how biologic= al communities respond to climatic change.

¨       The park co= ntains outstanding examples of diverse vegetation communities, ranging from old gr= owth forest to extensive sub-alpine meadows and ancient heather.

¨       The park is= a visual remnant of the once widespread primeval Cascade ecosystem and provid= es habitat for many species representative of the region's flora and fauna.

¨       As urban development expands, the park increases in importance as a large island of protected open space where ecosystem processes are dominant.

¨       The park's comprehensive NHLD--a cultural landscape district including buildings, road= s, the Wonderland Trail, and other landscape structures is the most significant and complete example of NPS planning policies and park development of the f= irst half of the 20^th Century.

¨       The develop= ed areas of Mount Rainier contain some of t= he nation's best examples of intact complexes of "NPS Rustic" style architecture of the 1920s and 1930s.

¨       Sometimes c= alled "the place where rivers begin", Mount Rain= ier's watersheds nourish plant and animal communities in the park, extend to the valleys below, and are an important source of water for the growing Puget Sound region.

¨       Mount Rainier, visible throughout the region, has always been a source of inspiration to people. This quality contribu= ted to the establishment of the national park in 1899. The mountain is a prominent icon that shapes the physical environment and human experience in the Pacific Northwest.

¨       For many generations several Native American Indian Tribes have utilized the resourc= es of Mount Rainier for physical, emotional= , and spiritual sustenance. These s= trong ties continue to the present.

¨       The park of= fers recreational and educational opportunities in a wide range of scenic settin= gs, including wildflower meadows, glaciers, and rainforests, all in a relatively compact area that is easily accessible to a large urban population.

¨       Mount Rainier's terrain and weather conditions offer world-class climbing opportunities that have tested the skills of climbers for more than a century.

=

Visitation = and Visitor Use

Visitation to Mount Rainier Natio= nal Park, with some exceptions, has generally increased at a steady rate until it pea= ked in the early 1970's. The later years of World War II, when visitation dropped by more than 60%, is an exam= ple of an exception. In 1970 the visitation hit 1.925 million visitors.&nbs= p; At this point visitation began to fluctuate between 1.495 million in 1974, to an ultimate high of 2.437 million in 1977. The same type of fluctuation characterized the 1980's with a low of 1.536 million in 1982, to a high of 2.023 million in 1989. During= the early 1990's the visitation seemed to stabilize somewhat with visitation averaging just over 2 million visitors per year through 1995. The latter 1990's saw a slight ann= ual decrease in visitation dropping to 1.69 million in 1999. Visitation for 2002 reached= 1.84 million, with 1.93 million in 2003.

Any number of things can influence visitation to= a national park. Major world conflicts, terrorism, fuel prices, fuel scarcity, major construction projec= ts, the national economy, as well as many other factors affect park visitation. In = the case of Mount Rainier, weather patterns = and availability of parking seem to have a great influence on the park's visitation. A good example of= this is on a clear day when Mount Rainier is visible to the nearby metropolitan areas, the parking lots at Paradise and Sunrise will frequently be full before noon. Because there have been no restric= tions on the number of vehicles entering the park, the size of the parking lots h= ave regulated the number of visitors able go to any given area of the park. At peak times when all the parking= lots are filled, there simply is not sufficient room to accept additional vehicl= es. This limits the numbers of people visiting the park.

Financ= ial Resources

Financial resources available to achieve the park= 217;s FY 2004 annual goals include a base operating budget of approximately $9,05= 2,000. Base funding, along with project m= oney, funds a permanent work force of 125 permanent positions, several term positions, and 165 seasonal positions.&nbs= p; This work force is supplemented by 37,000 hours of Volunteers-in-Par= ks service, several Student Conservation Association interns, and various youth organizations. Achieving FY 2= 004 annual goal performance targets is critically dependent on base and project= funding, volunteer assistance, partnerships, and donations. Therefore, in order to plan the year’s goals, to organize the year’s work to accomplish them, a= nd to communicate and document them, all funding and staffing sources, and maj= or alternative sources of support and work, are included in developing our Ann= ual Performance Plan.

Please note that the goals in this plan assume a “flat budget.” We assume that there will be no maj= or increases in funding. Where increases in appropriations are known or are likely, they were taken into account. Where other funding sources (donat= ions, fee revenues, etc.) were “reasonably assured”, they too were ta= ken into consideration when setting performance targets. Obviously, limits on funding const= rain what can be accomplished. GPR= A, 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 have. Performance target numbers speak for themselves about how well funde= d we are to accomplish our mission. Targets must be adjusted to reflect current funding levels. However, budget discussions are no= t the primary purpose of the plan.

As the stewards of the natural and cultural resources, we recognize that a wide variety of alternative management strategies and partnerships are required = to achieve our ambitious work plans. 2004 provides us with the opportunity to = respond to the requirements of GPRA with this Annual Performance Plan, and its companion documents, to better plan, manage, and communicate how - and how = well - we are achieving our mission.

IV.    MEASURING RESULTS=

Measuring success in achieving a goal depends on the nature of the goal. A goal that concerns visitor satisfaction or understanding may be measured by a survey. A goal that concerns reaching a qu= antifiable activity may be measured by a percentage.&= nbsp; Goals concerning resources may require scheduled site visits to spec= ific areas to measure the results.

Goals will also be measured through employee evaluations. With performance standards tied to= park goals, both interim and annual evaluations measure annual goals.=

V. KEY EXTERNAL FACTORS

Park management and s= taff can plan, manage, and control much of what occurs in the park. Sometimes they c= an influence factors external to park boundaries that affect the park. Other factors, such as natural events, are beyond our ability to manage or influe= nce. Additional factors such as populat= ion growth, air quality, internal threats, volcanic and geologic events, weathe= r, human and financial resources, and the Northwest Forest Plan affect our abi= lity to achieve park management goals.

This is not an exhaus= tive list of factors. It is simply= a list of those factors that are likely to influence outcomes at the time this plan was written. These facto= rs are discussed in much greater detail in the parks Strategic Plan for 2001 - 200= 5.

VI. ANNUAL GOALS

Annual goals are the current year’s increments toward achieving the parkR= 17;s long-term goals. Long-term go= als, in turn, are increments toward achieving mission goals. Mission goals are statements of ideal future conditions pursued “in perpetuity” to achieve the mission of Mount Rainier Natio= nal Park. The annual goals below, therefore,= are listed in the context of their long-term and mission goals. Please see the park’s Strate= gic Plan for details and background on our mission, mission goals, and long-term goals.

The park’s annual goals for fiscal year 2004 are listed below. The numbering sequence follows tha= t of the NPS Servicewide plan. Goal numbers may not be consecutive. Certain national goals had no corresponding matching goal at the park level.

Goal Category I    Preserve Park Resources

Ia= . Mission Goal:

Ia: Natural and cultural resources= and associated values of Mount Rainier National Park are protected, restored, a= nd maintained in good condition and managed within their broader ecosystem and cultural context.

Ia1 Long Term Goal:

IalA Long Term Goal - Disturbed Lands=

Ia1A Disturbed lands--By September 30, 2005, 4.0 (6.7%) of Mount Rainier National Park’s 60 acres of targeted disturbed park lands are restored.

Ia1A. Annual goal:

Ia1A Disturbed Lands: By September 30, 2004, 4 acres (cumulative) of targeted disturbed park lands are restored. Restoration includes producing pla= nt materials with native genetic stock, stabilizing sites, and planting with native species. Work is condu= cted primarily in alpine and sub-alpine meadows which have been disturbed as a result of past land management practices.

Ia1B. Long Term Goal - Exotic Plant Species=

By September 30, 2005, non-native vegetation on 40 acres (22.2%) of 180 targ= eted acres in Mount Rainier National Park will = be contained.

Ia1B. Annual goal:

Ia1B Threatened and Endangered Species: By September 30, 2004, 60 acres (cumulative) of priority targeted disturbances are contained. Species listed on the State of Washington and P= ierce and Lewis= County Noxious Weed Lists will be contained to their current locations. Seed production will be prevented.&= nbsp; Methods include chemical and mechanical treatment. Containment requires year to year treatment; therefore, the twenty target acres included areas reported as co= ntained in previous years. Total containment will be 60 of the 180 target acres.

Ia2B Long Term Goal:

Ia2B Threatened and Endangered Species (stable):= by September 30, 2005 surveys will be completed in at least 3 of 5 years ascertaining the presence of nor= thern spotted owls at 20 historic sites and documentation will be made of any reproductive activity occurring at sites where breeding occurs. This effort will be completed by <= st1:date Year=3D"2005" Day=3D"30" Month=3D"9" w:st=3D"on">September 30, 2005 and will produce results that represent an improved understanding of the species in = the park from that known in 1997.

Ia2B. Annual Goal:

By September 30, 2004, 2 T&E species wi= ll be improved and 2 will be in stable condition (cumulative).<= /b>

Ia2X Long Term Goal:

Ia2X Native Species of Special Concern: By September 30, 2005 10% of planned monitoring studies involving native plant and animal species of spe= cial concern will contribute information needed to access if the populations are= at scientifically acceptable levels.

Ia2X. Annual Goal:

Goal Achieved prior to 2004.<= /o:p>

Ia3 Long Term Goal:

Ia3 Air Quality: By September 30, 2005, air quality in Mount Rainier National Park improves or does not degrade from 1997 baseline conditions.

Ia3. Annual Goal:

Ia3 Air Quality: By September 30, 2004, visibility, atmospheric deposition, and ozone measurements will be obtained from a mini= mum of three sites within the park, vital signs for air quality related values = will be identified, and park air quality will be protected through cooperation a= nd coordination with federal, state and local regulatory entities.<= /span>

Monitoring of visibility, atmospheric deposition, and ozone will indicate that Mount Rainier Class I air quality has not degraded from 1997 baseline conditions.=

In order to provide data to measure results, Mount Rainier Natio= nal Park will monitor various air quality related values at several sites within the park. Visibility, ozone, and deposition will be measured continuously at Paradise and Tahoma Woods. Baseline limnologic conditions, sn= owpack chemistry, and precipitation chemistry will be measured in order to assess = the effects atmospheric deposition may be having on sensitive mountain lakes in= the park.

The resource management staff will work closely with regulatory agencies and private industry in improving air quality I the park and in the region. This will be accomplished by revie= wing air quality permits, collaborating on monitoring efforts, and collaborating with State and Regional regulators in development of their State Implementa= tion Plans.

The resource management staff will coordinate with technical specialists and NPS Air Resources Division to develop indicators, sampling design, and long-term monitoring strategies for assessing status and trends in air quality related values in the park and No= rth Coast and Cascades Ecosystem Network.

Air pollution resulting from park operations will improve or not be degraded by maintaining and repairing heating and ventilation systems, converting to cleaner fuels, converting to solar power where feasible, and addressing some management issues in park residences and campgrounds. The resource management and mainte= nance staffs will work closely with the NPS Air Resources Division to identify emission sources resulting from park operations, and to develop mitigation strategies to reduce emissions and improve fuel efficiency.

The NPS Air Resources Division reports results for this goal.=

Ia4 Long Term Goal:

Ia4 Water Quality: By September 30, 2005, 16 representative si= tes will demonstrate unimpaired water quality.

Ia4. Annual Goal:

Ia4 Water Quality: By September 30, 2004, 16 representative si= tes will be sampled a minimum of 2 times during the field season.<= /b>

In Mount Rainier National Park, the over 400 lakes = and nearly 500 streams and the aquatic ecosystems they harbor, are a highlight = of the landscape for which the park was established in 1899. Five species of amphibians are fed= erally listed as either threatened or species of concern. All of the bivalves known to exist= in the park are state “watch” species, and one that may be present= is a federal “special concern” species. Five mollusks and two amphibian sp= ecies are associated with lakes in old-growth forest, which is becoming increasin= gly rare outside of parks and wilderness, are considered to be imperiled even w= ith the preferred alternative of the Northwest Forest Plan, and warrant special attention. Protection of aquatic ecosystems is a high-priority goal of park management. Detecting diminis= hed water quality and trophic level for Mount Rainier lakes and streams is essential to the preservation of the park’s water resources. The catchments and= water source(s) of these lakes and streams represent hectares of parklands, are points of focus for the surrounding environment, and may serve as useful indicators of general ecosystem change in the park.

Historical data based on short-term and infrequent studies may provide inaccurate information to assess the status and trends of aquatic ecosystems. Long-term monitoring is essential = to reduce the uncertainty. Such information is particularly important to park management given the potentia= l effects of atmospheric deposition and global climate change. A long-term monitoring program on selected lakes and streams is needed to document changing conditions caused= by natural phenomena and human related activities. It is clear from our past limnolog= ical data from these lakes that considerable variation already exists for many components of these aquatic ecosystems.&nb= sp; Although some evidence of the impacts of atmospheric deposition is a= vailable for zooplankton assemblages and introduced trout on native salamander populations in high mountain lakes in the west, little is known about how t= here lakes respond to environmental changes.

Low-level disturbances from human-related activities may be masked by natural variability. Managers need to= look for changes in trajectories of lake and stream components through time. Subtle effects on aquatic ecosyste= ms should not be de-emphasized or ignored.

In order to measure this goal, water quality of 10 representative lakes and six representative stream sites will be measured over a five year period. Chemical parameters that will be measured include pH, specific conductance, dissolved oxygen, ANC, cations, = anions, nutrients, transparency (lakes), turbidity (streams), and total and dissolv= ed solids (streams). Physical parameters will include transparency and bathymetry for lakes, and stream habitat for streams. Biological parameters that will be measured include plankton, benthic invertebrates, fish and amphibians. To further measure this goal, information will continue to be gathered on park wetlands status and functi= on and fish and amphibian presence and distribution in aquatic ecosystems throughout the park.

The resource management staff will coordinate with technical specialists to develop indicators, sampling design, and long-term monitoring strategies for assess= ing status and trends in aquatic ecosystems in the park and in the North Coast Cascades Ecosystem Network.

Ia5 Long Term Goal:

Ia5 Historic Structures: By September 30, 2005, 81 struct= ures (55%) of Mount Rainier’s 127 historic structures on the 1999 List of Classified Structures (LCS) are in good condition.

Ia5. Annual Goal:

Ia5 Historic Structures: By September 30, 2004, 75 of 127 of the LCS structures are in good condition.

=

We will continue to perform routine maintenance to keep the baseline 64 struct= ures in good condition. Rehabilitation or major repairs will be undertaken to improve the condition of at least one front or back country LCS structure. = Work is scheduled to be completed on the Guide House and to begin on the Sunrise Lodge (new roofing and siding) and possibly L-110, a housing unit at Longmi= re.

Ia6 Long Term Goal:

Ia6 Museum Collections: By September 30, 2005, Mount Rainier Natio= nal Park will fulfill at least 14 deficiencies from the Museum Collection Preservati= on & Protection Checklist

Ia6. Annual Goal:

Ia6 Museum Collections: By September 30, 2004 Mount Rainier Natio= nal Park will fulfill five deficiencies from the Museum Collection Preservation and Protection Checklist. (339 of 339 deficiencies fulfilled.)

The Museum Curator will continue to address deficiencies stated in the checklist.=

Ia7 Long Term Goal:

Ia7 Cultural Landscapes: By September 30, 2005, 41.4% of = Mount Rainier National Park’s cultural landscapes on the Cultural Landscapes Inventory with condition information = are in good condition (12 of 29).

Ia7. Annual Goal:

Ia7 Cultural Landscapes: By September 30, 2004, 40% of the park’s cultural landscapes on the CLI in FY 1999 are in good condition.

Work continues on general cyclic and/or rehabilitation efforts on a portion (bridges, trail tread, drainage bars, etc.) on the 93-mile Wonderland Trail= , a recognized contributing element of the park’s National Historic Landm= ark District.

Planning for the replacement of the Jackson Memorial Visitor Center continues an= d is on schedule for line item construction funding in 2006. The rehabilitation of the historic= Guide House will be completed in 2004. Completion of these projects will enhance = the associated cultural landscapes, bringing them from FAIR to GOOD condition.<= o:p>

Ia8 Long Term Goal:

Ia8 Archeological Sites: By September 30, 2005, 51% (26 of 51) of M= ount Rainier National Park archaeological sites listed on the FY 1999 National P= ark Service Archaeological Sites Management Information System (ASMIS), with condition assessments, are in good condition.

Ia8. Annual Goal:

Ia8 Archeological Sites: By September 30, 2004, a systematic evaluat= ion of archeological sites in the park is necessary in order to determine their condition. The plan for FY200= 4 is to continue determining the condition of additional sites even though the l= ong term goal was accomplished prior to 2004 (41 sites have been surveyed).

The current set of archaeological sites recorded in Mount Rainier Natio= nal Park has been documented by professional Park Service or contracted archaeologists. These records include initial assessments of research potential, site condition and anticipated sources of deterioration. Continuing condition monitoring is essential for maintaining the physical and research integrity of the park’s archaeological record.<= span style=3D'mso-spacerun:yes'> Current documentation is used to d= evelop “First Condition Assessments” in the ASMIS database for all archaeological properties listed in FY 1999 (29 good 1 fair). To meet continuing monitoring need= s, a sample of at least 51% of the FY 1999 total will be selected and field evaluated to meet ASMIS “Current RMP”.

Condition Assessment Requirements: Prop= erties initially evaluated at greatest risk of damage will be given highest priority. Remaining propertie= s will be selected in a manner that represents landforms and major ecological zones widely distributed around the mountain.

Ib. Mission Goal:

Ib The National Park Service at Mount Rainier National Park contributes to knowledge about natural and cultural resources and their associated values; management decisions about resources and visitors are ba= sed on adequate scholarly and scientific information.

Ib2A Long Term Goal:

Ib2A Archeological Baseline: By September 30, 2005, the number of M= ount Rainier National Park archaeological sites inventoried, evaluated and liste= d in the National Park Service ASMIS is increased from 51 in FY 1999 to 61 (20% increase).

Ib2A. Annual Goal:

Ib2A Archeological Baseline: By September 30, 2004 work by the Central Washington University Archeological Field School to expand the exis= ting site database by evaluating undocumented sites and continued excavations at= one site in the park will continue to be supervised by the Cultural Resource Specialist during FY2004.

Anticipated addition of an Archeological Technician will improve compliance inventory capacity and, with the Cultural Resource Specialist, will facilitate additi= onal research directed inventory. = As of 2003, 147 sites have been added to the system. This exceeds the original goal of = adding 70 sites to the database.

Additional archeological site survey work is needed to improve the site database, and enhance our understanding of site density and distribution patterns in the park. These data not only hel= p us to better manage the park’s archaeological resources, but help to dev= elop better informed interpretive efforts related to prehistoric and historic hu= man use of park landscapes. =

Ib2B Long Term Goal:

Ib2B Cultural Landscape Baseline: By September 3= 0, 2005, the number of Mount Rainier National Park’s cultural landscapes inventoried, evaluated, and entered on the National Park Service Cultural Landscape Inventory (CLI) at Level II is increased from 5 in FY1999 to 12 (= 140% increase).

Ib2B. Annual Goal:

Ib2B Cultural Landscape Baseline:<= span style=3D'mso-spacerun:yes'> By September 30, 2004, increase the number = of cultural landscape sites inventoried and evaluated to Level II in the CLI f= rom the baseline of 5 to 10 (9 were completed by 2003).

Inventory of the 93-mile Wonderland Trail at Level II will continue, adding additional surveyed mileage to the 45-miles already inventoried. In FY2004 inventory w= ork at Paradise will continue in association= with the Line-Item Construction Projects to replace the <= st1:PlaceName w:st=3D"on">Jackson Memorial Visitor Center, rehabilitation of the Guide House (Guide House project is scheduled to be completed in 2004).

Ib2C Long Term Goal:

Ib2C Historic Structures Baseline: By September = 30, 2005, the number of structures on the 1999 List of Classified Structures (L= CS) for Mount Rainier National Park has been increased from 127 to 158 to refle= ct the new historic structures added with the designation of the Mount Rainier National Historic Landmark District in 1997, and all of the 158 entries have been updated to reflect their current condition.

Ib2C. Annual Goal:

Ib2C Historic Structure: = ;By September 30, 20= 04, 154 identified structures have been entered into the LCS system (cumulative total).

148 out of 158 identified structures have been entered into the LCS system as o= f September 30, 2003. The park will enter 6 identified structures into the LCS system by September 30, 2004.

Ib2D Long Term Goal:

Ib2D Cataloging Museum Objects: By September 30, 2005, Mount

Rainier National Park will= add at least 2,600 new catalog records to ANCS+.

Ib2D. Annual Goal:

Ib2D Cataloging Museum Objects: By September 30, 2004, Mount Rainier Natio= nal Park will complete the addition of 500 new catalog records to ANCS+.<= /span>

The Museum curator will accession, identify, house and catalog 500 ANCS+ catalog records for backlog natural history and historic objects. It should be noted that the baseli= ne information for the goal was incorrect and the annual accomplishment was adjusted downward to reflect this error.&n= bsp; The cumulative goal for 2004 is 732606 objects.

Ib2E Long Term Goal:

Ib2E Ethnographic Resources Baseline: By September 30, 2005, the nu= mber of Mount Rainier National Park ethnographic resources inventoried, evaluated and entered on the National Park Service Ethnographic Resources Inventory (ERIO) is increased from 0 in FY 1999 to 6 (100% increase).<= /p>

Ib2E. Annual Goal:

Ib2E Ethnographic Resources Baseline: By September 30, 2004, in prepar= ation for establishing the baseline inventory and evaluation of ethnographic resource= s, discussion will be expanded to include all federally recognized Native Amer= ican groups having ties to the park in order to improve our knowledge of traditi= onal land-use patterns.

Ethnographic resources consist of subsistence and ceremonial locales and sites, structur= es, objects and landscapes assigned cultural significance by traditional users;= and perceived as meaningful to their identity as a group and survival of their = way of life. Subsistence and cere= monial uses of Mount Rainier landscapes have be= en historically documented. A pr= ogram emphasizing regular consultation and cooperative contact with local Native American groups, combined with archival and ethnographic study, will help d= evelop a more complete understanding of the traditional cultural importance of park landscapes and resources. Recognizing that ethnographic resources often are considered privile= ged information by Native American groups, it is not yet clear how many specific park resources as defined here will be documented in formal fashion.

Ib3 Long Term Goal:

Ib3 Vital Signs: By September 30, 2005, Mount Rainier Natio= nal Park has identified its vital signs for natural resource monitoring.<= /span>

Ib3. Annual Goal:

Ib3 Vital Signs: By September 30, 2004, vital sign indicators are identified for monitoring the health of the ecosystem at Mount Rainier National Park.

Complete a scoping workshop involving experts from within and outside the NPS who are knowledgeable about park ecosystems to identify vital signs for the park th= at may contribute to a network monitoring program for assessing ecosystem heal= th.

Continue to serve on the technical advisory committee for the North Coast and Cascades Network to develop a network monitoring plan.

GOAL CATEGO= RY II: PROVIDE FOR THE PUBLIC ENJOYMENT AND VISITOR EXPERIENCE OF PARKS=

IIa. Mission Goal:

IIa Visitors safely enjoy and are satisfied with the availability, accessibilit= y, diversity, and quality of park facilities, services, and appropriate recrea= tional opportunities at Mount Ra= inier National Park.

IIa1 Long Term Goal:

IIa1 Visitor Satisfaction: By September 30, 2005, 85% of park visitors= are satisfied with appropriate park facilities, services, and recreational opportunities.

IIa1. Annual Goal:

IIal Visitor Satisfaction: By September 30, 2004, 95% of park visitors= are satisfied with appropriate park facilities, services and recreational opportunities.

Visitor satisfaction and enjoyment are a fundamental part of the visitor experience. Mount Rainier’s goal of 95% satisfaction rate will be achieved through a variety of recreational opportunities and availability of services and facilities. Yearly, Mount Rainier National Park’s interpretive= staff will conduct a sampling of the visiting public and use this survey as a gage for determining overall satisfaction.

Satisfaction will be achieved by assuring that:

Park facilities and recreation and recreational access will be available to the public by the timely opening of roads and trails in the spring season. Concise informational signage will provide the visitor with the information necessary to select the facilities= and services they desire. Accessi= bility for special populations will be enhanced through a continual upgrade and improvement in our public buildings. Consistent power will be provided to the visitor through upkeep and maintenance of the power grid, when an outage does occur, timely restoratio= n of power using the secondary power systems will minimize visitor discomfort. Visitors will enjoy well-stocked a= nd maintained comfort stations located in strategic areas throughout the park = with an ample number of comfort stations to handle the maximum capacity crowds. Water fountains will work and closures of facilities due to plumbing and bu= ilding repairs will be kept to a minimum. Grounds will be well maintained and kept free of litter and natural debris. Garbage collection wi= ll be routine and efficient, providing visitors with a comfortable controlled environment when visiting the public buildings and indoor exhibits. Effective supervision will enhance= the facility operations and maintenance unit, and further the efficiency of park facility maintenance staff, by increasing service levels; the visitor will realize additional benefit and enjoyment.

Concession operations will be managed with NPS over-sight, so that service and cleanli= ness will be optimized. The visito= r will be provided with a range of appropriate accommodations and services as a variety of price and service levels.

Visitors to the park will enjoy the availability and diversity of a well-maintained trail system. A groomed snow play area enhances wintertime recreational back-country waste is managed and privy maintenance services are provided f= or the backcountry user. Current= trail and campsite information is available from Wilderness Rangers encountered in the park’s outback. Visitors are assisted and the image of the park a= nd its values will increase the visitors overall satisfaction through contact = and education.

Visitor satisfaction is achieved through efficient, effective and proactive administration, supervision and management of all built and natural facilit= ies within its boundaries. Field personnel will have the logistical support from the Administration and Procurement Offices to enable them to operate at 100% effectiveness. Equipment will be well maintained = and available for utilization. On= ly the best personnel will be recruited and hired through the merit system, thus improving overall organizational effectiveness and visitor satisfaction. Budgets will be allocated and trac= ked to assure dollars are maximized and satisfaction is realized.

IIa2 Long Term Goal:

IIa2 Visitor Safety: By September 30, 2005, the visitor accident/incident rate at Mount Rainier National Park is maintained at its low baseline rate of 2.67 per 100,000 visitor days.

IIa2. Annual Goal:

IIa2 Visitor Safety: By September 30, 2004, the occurrence of vi= sitor accidents/incidents at Mo= unt Rainier National Park is no higher than 116 incidents for the year.

The reporting requirement for this goal changed from a baseline rate to a total number of incidents per year. This number will decline to no more than 113 incidents per year by 2005. 76 incidents were tabulated in 2003.

To ensure the safety of visitors, park staff will provide services that direct= ly relate and contribute to the safety and security of visitors. This includes, but is not limited = to, services such as law enforcement, resource protection, search and rescue, a= nd criminal investigations. Staf= f will utilize preventative and educational messages to the visiting public in are= as such as safe vehicular travel on mountainous roads, Wilderness/backcountry,= and climbing. Staff will identify, investigate, and provide correcting or mitigating sources of injury and property damage experienced by visitors.

IIb. Mission Goal:

IIb. Park visitors and the general public understand and appreciate the preserva= tion of Mount Rainier National Park and its resources fo= r this and future generations.



IIb1 Long Term Goal:

IIb1 Visitor Understanding: By September 30, 2005, 86% of Mount Rainier National Park visitors understand = the significance of the park.

IIb1 Annual Goal:

Visitor Understanding: By September 30, 2004, 85% of Mount Rainier Natio= nal Park visitors understand the significance of the park.

Based on a visitor survey, 85% of the visitors to Mount Rainier Natio= nal Park understood the significance of the park in 2003.

Approximately 2 million people will visit Mount Rainier National Park in 2004, and many will take the opportunity to receive interpretive messages that connect visitors with the meanings and significance of park resources. The park will cont= inue to provide effective personal and non-personal interpretive services includ= ing visitor center exhibits, publications, wayside exhibits, formal interpretive and educational programs, and informal contacts.

The park will:

·         Conduct tra= ining sessions for concessionaires and park staff regarding park mission, values, resources, and operations.

·         Provide per= sonal services interpretive programs that are inclusive of multiple points of vie= w at Paradise, Longmire, Ohanapecosh, and Sunrise areas.

·         Refine the Outreach Program to convey basic park values to constituents and to develop relationships and relevance with diverse external audiences.

·         Continue to implement the Comprehensive Interpretive Plan to ensure presentation of park significance and meanings.

·         Continue to network with education and scientific communities on programs and projects including Columbia Crest Magnet School, Regional Education Consortium, and No= rth Cascades Learning Network.

·         Enhance and improve the presentation and content of interpretive media through planning= and fabrication of new waysides and planning new exhibits for Paradise and Sunrise visitor centers.

  &nbs= p;             =

Goal achievement will be measured by the Visitor Survey Card administered by the Cooperative Park Studies Unit and the Division of Interpretation and Educat= ion in August.

GOAL CATEGORY III: STRENGTHEN AND PRESERVE NATURAL AND CULTURAL RESOURCES AND ENHANCE RECREATIONAL OPPORTUNIT= IES MANAGED BY PARTNERS

IIIa. Mission Goal:

IIIa Natural and cultural resources are conserved through formal partnership programs. There are no park goals in t= his category so no service wide goals are listed.

GOAL CATEGORY: IV ENSURE ORGANIZATIONAL EFFECTIVENESS

IVa. Mission Goal:

IVa The National Park Service at Mount Rainier National Park uses current management practices, systems, and technologies to accomplish its mission.<= /span>

IVa3 Long Term Goal:

IVa3A Workforce Development and Performance-Empl= oyee Performance Standards: By September 30, 2005, 100% of employee performance plans are linked to appropriate strategic and annual performance goals.

IVa3. Annual Goal:

IVa3A Workforce Development and Performance-Employee Performance Standards: By September 30, 2004, 102 of Mount Rainier permanent and term employees’ performance standa= rds are linked to appropriate strategic and annual performance goals.

The unit of measurement for this goal is now the actual number of employee performance standards rather than the percentage. By 2005, 114 employees will have performance standards that are linked to strategic and annual performance goals.

On an annual basis, all employees are required to be given and Employee Performance Plan and Results Report (DI02002). This performance plan highlights t= he main tasks that the employee is expected to accomplish during the year. This goal attempts to link individ= ual employee performance to the broader goals listed in the NPS Strategic Plan = and individual park work plans. In addition, position competencies have been added to the goal. Theoretically it further solidifie= s the links between individual performance and organizational goals.

IVa4A Long Term Goal:

IVa4A Workforce Diversity-Permanent Women and Minorities: By S= eptember 30, 2005 increase service wide representation in targeted occupatio= ns by 25%.

IVa4A. Annual Goal:

IVa4A Workforce Diversity-Permanent Women and Minorities: by September 30, 2004, increase the representation of underrepresented groups in those targeted se= ries present in the park’s workforce to 11 positions.

The unit of measurement for this goal has changed to the number of employees ra= ther than the percentage of the workforce. Mount Rainier National Park had a= total of 13 employees from underrepresented groups in targeted series in FY 2003 which exceeded the long term (FY 2005) goal of 12 employees.

IVa4B Long Term Goal:

IVa4B Workforce Diversity-Temporary/Seasonal Wom= en and Minorities: By S= eptember 30, 2005 increase the number of women and minorities in the tempora= ry workforce by 25%.

IVa4B. Annual Goal:

IVa4B Workforce Diversity-Temporary/Seasonal Women and Minorities: By September 30, 2004, increase the number = of women and minorities in the temporary and seasonal workforce to 89 individuals.

The unit of measurement for this goal has changed to the number of employees ra= ther than the percentage of the workforce. Mount Rainier National Park had a= total of 74 women and minority employees in temporary and seasonal positions in FY 2003. The long term (FY 2005)= goal increases this number to 93 employees.

IVa4C Long Term Goal:

IVa4C Workforce Diversity – Permanent Empl= oyees with Disabilities: By September 30, 2005 increase permanent disabled employees by 10%.

IVa4C. Annual Goal:

  &nbs= p;             = IVa4C Workforce Diversity-Permanent Employees with Disabilities: By

September 30, 2004, in= crease the representation of individuals with disabilities in the permanent workfo= rce to 2 individuals.

The unit of measurement for this goal has changed to the number of employees ra= ther than the percentage of the workforce. Mount Rainier National Park had a= total of 3 individuals with disabilities in the permanent workforce in FY 2003. The long term (FY 2005) goal is to assure that at least two positions are encumbered with by individuals with disabilities.

IVa4D Long Term Goal:

IVa4D Workforce Diversity – Temporary/Seas= onal Employees with Disabilities: By September 30, 2005 increase individuals with disabilities in the seasonal workforce by 10%.

Note: Baseline information for this goal= has been adjusted to 2000 as a result of the Service wide plan’s revision/breakout of the goal into four elements subsequent to the 1999 baseline data compilation.

IVa4D Annual Goal:

Temporary/Seasonal Employees with Disabilities: By September 30, 2004, increase the representation of individuals with disabilities to 11 individu= als.

The Service wide goal is to increase underrepresented groups in permanent/term position= s over the 1999 baseline by 25% in the targeted series. The unit of measurement for this g= oal has changed to the number of employees rather than the percentage of the workforce. The GS-083 Police Officer, GS-170 Historian, GS-301 Administrative Programs, and the GS-1010 Exhibits Specialist series are not represented at MORA. Of the remaining target series, GS= -025 Park Ranger, GS-193 Museum Curator, and GS-1640 Facility Manager, there are= 26 positions of which eight, are occupied by target group employees. The park is utilizing position management tools such as bridge series positions and recruitment for upward mobility positions, as well as alternative hiring authorities to maximize opportunities for diversity in these series.

IVa5 Long Term Goal:

IVa5 Employee Housing: By September 30, 2005, 50% of empl= oyee housing units at Mount Rainier, classified as being in poor or fair conditi= on in 1997, have been removed, replaced, or upgraded to good condition.

IVa5. Annual Goal:

IVa5 Employee Housing: By September 30, 2004, 12 of 12 of Mount Rainier’s employee housing unit= s, classified as being in poor or fair condition in 1997, have been removed, replaced, or upgraded to good condition.

This goal has been modified based on current FMSS data. The reporting requirement was also changed from a percentage to the actual number of units.<= /p>

IVa6 Long Term Goal:

IVa6A Employee Safety – Lost-time Injuries= : By September 30, 2005, the number of Mount Rainier National Park employee lost-time injuries is reduced from the FY 1992 - FY 1996 five year annual average of 8.4 to 4 (55% reduction).

IVA6. Annual Goal:

IVa6A Employee Safety - Lost-time Injuries: By September 30, 2004, the numbe= r of Mount Rainier National Park employee lost-time injuries is reduced to 4 from the baseline average of 8.4.

Mount Rainier National Park's goal of reducing lost-time injuries to a rate= of 4 per 200,000 hours worked will be achieved through the continued development= and implementation of actions set forth in the annually revised Park Safety Act= ion Plan, Management Team 3-year Safety Action Plan and the newly developed Regional Safety Audit Criteria.

The Park Safety Action Plan will set out a plan of action to change unsafe work behaviors that have been identified through root cause investigations of accidents, facility inspections, and the Safety Evaluation Profile. The Park Safety Committee in partnership with the safety office will continue, aggressively, to implement the Action Plan.

The Management Safety Action Plan will be updated and new action items will be identified. Emphasis will be placed on the JHA system, a broad based safety competence training program for all employees, inclusion of safety in all regular performance appraisals, and further collaborative work with concess= ions and the union on the Safety Program.

Goal achievement will be monitored, measured, and verified by use of the DOI - S= MIS system.

IVa6B Long Term Goal:

IVa6B Employee Safety – Continuation of Pa= y: By September 30, 2005, Mount Rainier National Park's hours of Continuat= ion of Pay will stay at its FY92-96 average.

IVa6B. Annual Goal:

IVa6B Employee Safety – Continuation of Pay: By September 30, 2004, Mount Rainier National Park’s hours of Continuation of Pay will remain at its FY-92-96 average.<= /b>

IVa7 Long Term Goal:

IVa7. Line-Item Construction: By September 30, 2005, 100% of L= ine-Item projects funded by September 30, 1998, and each successive fiscal year, meet 90% of cost, schedule, and construction parameters.

IVa7. Annual Goal:

IVa7 Line Item Construction: By September 30, 2004, 100% of Mount Rainier Natio= nal Park’s Line-Item projects funded in FY-1999, and each successive fiscal year, meet= 90% of the cost, schedule, and construction parameters.

Planning for the replacement of the Jackson Memorial Visitor Center is on schedule. The rehabilitation = of the Guide House at Paradise continues and is scheduled to be completed in April of 2004. Planning for the Paradise Inn rehabilitation has begun and should be on schedule for construction in 2006= .

Goal achievement will be monitored, measured, and verified during project planni= ng, design, and construction phases to ensure projects are within cost, schedul= e, and construction parameters.

Mission Goal:

IVb. The National Park Service at Mount Rainier National Park increases its manage= rial capabilities through initiatives and support from other agencies, organizations, and individuals.

IVb1 Long Term Goal:

IVb1 Volunteer Hours: By September 30, 2005, the number of Mount Rainier National Park volunteer hours is increased from 52,= 000 in FY97 to 54,080 (a 4% total increase over eight years, from 1997-2005.)

IVb1. Annual goal:

IVb1 Volunteer Hours: By September 30, 2004, increase the number = of volunteer hours to 37,633.

The target number for this goal has been modified to reflect actual number of h= ours achieved in FY 2003 while factoring-in a proportional increase for FY-2004 = and 2005.

To meet our long and short term goals for increasing the number of volunteer h= ours, we will focus on our current core group while identifying candidates for additional volunteer opportunities. We will also actively identify projects= of interest and enhance communications between park coordinators and the volun= teer workforce.

IVb2A Long Term Goal:

IVb2 Donations and Grants:

IVb2A — Cash donations are increased by 3.= 6% [from $14,476.00 in 1998 to $15,000.00.

IVb2A. Annual goal:

IVb2A Cash donations and grants: By September 30, 2004, increase cash donati= ons to $16,030.

Mount Rainier National Park recognizes the value of donations received from= park visitors, partners and non-profit organizations. Through these donations and grants= , the park is able to work on more projects and provide expanded interpretation, education and research, thus enhancing the visitor’s park experience.= Maintenance of facilities and preservation of natural and cultural resources benefit from these donations= as well. Many donations to our S= AR program help fund equipment and supplies for this very important program as well.

IVb2B Long Term Goal:

IVb2B — Value of donations, grants, and se= rvices from Friends Groups and other organizations are increased to $50,000.00.

IVb2B. Annual Goal:

IvB2b Cash Value of In-kind Donations: By September 30, 2004, cash valu= e in in-kind donations from Friend Groups and other organizations is increased to $8,000.

The FY 2004 and 2005 annual goals have been modified to reflect realistic targets. The park has only be= en able to meet the original target in one out of three years.

Mount Rainier National Park recognizes the valuable contributions made thro= ugh the efforts of the park’s Friends Group – Washington’s National Park Fund.= Since it’s inception in 1994, “The Fund” has contributed to projects for educational purposes, natural resources improvements, cultural resources restoration, trails maintenance and campground improvements. Their mission statement – &#= 8220;Washington’s National Park Fund = works to restore, enhance and preserve Washington’s national parks for curr= ent and future generations” –

clearly is in concert with the NPS mission statement. New management in “The Fund” will assist in increasing viable projects throughout the park.<= o:p>

IVb2C Long Term Goal:

IVb2C — Value of donations, grants, and se= rvices from Cooperating Associations are increased by 35% [from $19,000.00 in 1997= to $25,600.00].

IVb2C. Annual Goal:

IVb2C Cash Value of In-kind Donati= ons from Northwest Interpretive Association: By September 30, 2004, cash value of in-kind donations from the Cooperating Association is increased to $20,621.

The FY 2004 and 2005 annual goals have been modified to reflect realistic targets. The park has never m= et the original target over the past three years.

The Northwest Interpretive Association, working through a cooperative agreement with Mount Rainier National Park, prov= ides interpretive and educational services to the visitors and public. The sales of publications, maps, audiovisual aids, and other items directly related to the interpretive and education themes of the park and the National Park System are important contributions to park operations. The sale and marketing of merchandise, including technologically advanced materials and methods, provide an important perception of the park= to the visitor.

The support and dedication to Mount Rainier National Park provides yet another dimension for visitors to obtain an increased understanding and appreciation of the park and its resources, while enabling the park to benefit from their professional business activity.

VII. ANNUAL PERFORMANCE PLAN CONTRIBUTORS

Superintendent David = V. Uberuaga and Deputy Superintendent Randy King manage the Plan by assigning "Goalkeepers" to each= of the park goals. These Goalkee= pers are responsible for:

¨       Identifying= and describing the goal

¨       Target=

¨       Baseline

¨       Desired con= dition

¨       Actual chan= ges

The Goalkeepers are:<= o:p>

GOAL        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;            &= nbsp;       GOALKEEPER

Ia1A       Restoring Formerly Developed Lands      &n= bsp;            = ;           Laurie Kurth

Ia1B        Containing Exotic Plant Species      =             &nb= sp;            =          Laurie Kurth

Ia2B        Stable T&E Species=         &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;            &= nbsp; Jim Schaberl

Ia2X        Native Species Special Concern      =             &nb= sp;            =          Jim Schaberl

Ia3           Air = Quality in Class I Parks    &nb= sp;            =             &nb= sp;            =       Barbara Samora

Ia4           Water Quality      =             &nb= sp;            =             &nb= sp;            =             &nb= sp; Barbara Samora

Ia5           Hist= oric Structures     &nb= sp;            =             &nb= sp;            =             &nb= sp;       Ellen Gage

Ia6           Park Museum Collections     &n= bsp;            = ;            &n= bsp;            = ;        Deborah Osterberg

Ia7           Cult= ural Landscapes     &nb= sp;            =             &nb= sp;            =             &nb= sp;    Susan Dolan

Ia8           Arch= eological Sites      &n= bsp;            = ;            &n= bsp;            = ;            &n= bsp;    Greg Burtchard

Ib2A       Archaeological Site Inventor= y        &= nbsp;           &nbs= p;            &= nbsp;         Greg Burtchard

Ib2B        Cultural Landscape Inventory     &nbs= p;            &= nbsp;           &nbs= p;            Susan Dolan

Ib2C        LCS Inventory        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;            &= nbsp;           El= len Gage

Ib2D       Museum Objects Cataloged        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p; Deborah Osterberg

Ib2E        Ethnographic Resources Inventoried     &n= bsp;            = ;             <= /span>Greg Burtchard

Ib3          Vital Sign= s        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;      Roger Andrascik

IIa1         Visitor Satisfac= tion        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;            &= nbsp;   Dan Blackwell

IIa2         Visitor Safety        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p; Dave Ashe

IIb1         Visitor Understanding and Appreciation  &= nbsp;           &nbs= p;          Sheri Forbes

IVa3A     Performance Standards Linked to Goals        &= nbsp;           &nbs= p;     Patty Klump

IVa4A     Diversity of the Labor Force (min perm)<= span style=3D'mso-tab-count:2'>        &= nbsp;           &nbs= p;     Patty Klump

IVa4B     Diversity of the Labor Force (min temp)<= span style=3D'mso-tab-count:2'>        &= nbsp;           &nbs= p;     Patty Klump

IVa4C     Diversity of the Labor Force (disab perm= )        &= nbsp;           &nbs= p; Patty Klump

IVa4D     Diversity of the Labor Force (disab temp= )        &= nbsp;           &nbs= p; Patty Klump

IVa5        Housing Units Upgraded=         &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;     Craig Hecht

IVa6A     Lost Time Injury Rate            =             &nb= sp;            =             &nb= sp;        Mike Sorenson

IVa6B     Continuation of pay hours        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;   Patty Klump

Iva7        Line item Construction=         &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;          Eric Walkinshaw

IVb1        Volunteer Hours        &= nbsp;           &nbs= p;            &= nbsp;           &nbs= p;            &= nbsp;        Lee Taylor

IVb2A    Donations and Grants - Cash Donations        &= nbsp;           &nbs= p;    Donna Mettler

IVb2B     Donations and Grants - Friends Groups        &= nbsp;           &nbs= p;     Donna Mettler

IVb2C     Donations and Grants - Coop. Assn.        &= nbsp;           &nbs= p;          Lee Taylor

Concessions Analyst, = Chris Jones, who temporarily serves as the park GPRA Coordinator, performed data = input.

        =             &nb= sp;            =