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National Park Service U. S.department of the Interior Joshua Tree

National Park Service U. S.department of the Interior Joshua Tree

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Published by: melikem on Oct 18, 2009
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10/20/2011

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 Joshua Tree National Park Business Plan
Fiscal Year 2001 
National Park ServiceU. S.Department of the InteriorJoshua Tree National Park
 
 
National Park Service
1
Introduction
Contents
Introduction
Superintendent's Foreword 2Executive Summary 3Park Overview 4Joshua Tree National Park Map 6
Historical Context
Fund Source Analysis 7Adjusted Base Budget 8Analysis of Real Growth 9Increased Cost Analysis 10Analysis of Expenditures 11Visitation 12
Current Park Operations
Resource Protection 14Visitor Experience and Enjoyment 16Facility Operations 18Maintenance 20Management and Administration 22
Financials
Summary Financial Statement 24Financial Analysis 26Volunteer Analysis 27Government Performance and Results Act 28Funded Investments 29
Priorities and Strategies
Operations and Maintenance Priorities 30Investment Priorities 32Strategies for Reducing Costs 34Strategies for Increasing Non-Appropriated Funding 36
Engaging the Community 38Acknowledgments 40
The purpose of business planning in the National ParkService is to improve the ability of parks to clearlycommunicate their nancial status to their principalstakeholders. A business plan answers such questionsas: What is the business of this park? How much moneydoes it need to operate within appropriate standards? Thisplan demonstrates the park’s functional responsibilities,operational standards, and nancial picture.The goal of the business planning process is to accomplishthree main tasks. First, it provides the park with a synopsisof its funding history. Second, it presents a clear, detailedpicture of current park operations and funding. Finally,it outlines park priorities and funding strategies for thefuture.Parks apply a common method when developing a businessplan. Park activities are organized into ve functionalareas that describe all areas of business for which a park isresponsible. The functional areas are further broken downinto 35 programs. This allows the park to move beyondthe traditional National Park Service method of reportingexpenditures in terms of fund sources, and instead reportexpenditures in terms of activities. As a result, the parkcan communicate its nancial situation more clearly toexternal audiences. Furthermore, using the same 35-program structure for all parks provides a needed measureof comparison across all park units.The process is facilitated by the use of a web-basedapplication that allows parks to complete data collection,analysis, and document production with step-by-stepinstructions.Completion of the business plan process not only enablesa park to produce a powerful communication tool, but alsoprovides park management with nancial and operationalbaseline knowledge for future decision-making.

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