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Partnering for Preservation
National Park Service's INTERMOUNTAIN REGION'S UNIVERSITY AS PARTNER POSTER FOR CRM 2000 CONFERENCE Innovative Changes for the CRM Program:
Background
The National Park Service's Intermountain Cultural Resources Program was restructured during the reorganization of the support offices in 1996-7. An integrated Cultural Resource Management organization was stitched together creating a seamless support office entity of central office staff devoted to the preservation and protection of those resources in the park and partner sites of the region. More than hundred of the former regional office professionals and support staff were merged into one support office (SO) program led by the Superintendent of the SO in Santa Fe.
After several servicewide reinvention labs and strategic planning sessions conducted by the former Southwest Cultural Resources Center it became apparent that the NPS delivery of professional services to the newly realigned Intermountain Region would need innovative re-engineering to accomplish the expanded mission for a much larger geographic area. It was suggested that a time tested concept be reinforced and the partnerships with Universities were stepped up as a result. Formerly known as Cooperative Park Studies Units, or CPSUs, a new thrust was developing out of the NPS reorganization's vision and planning documents calling for an ecosystem focus for this collaborative research. Fortunately for the Intermountain there were several existing University cooperative agreements in place to take advantage of these strategies.
In the southern portion of the region the Universities in Texas and Arizona had been hosting archeological teams and principal investigators for decades. Near the former regional office locations of Santa Fe and Denver there were NPS offices duty stationed on campuses of state universities in New Mexico and Colorado.
A collaboration between the Conservation Division of the former SWCRC and the University of Pennsylvania's Architectural Conservation Laboratory had created the kind of bridges that would allow graduate student researchers a natural transition to employment.
In the north there were individual contractors working from the private sector and programs of the university systems of Utah, Montana and Wyoming assisting parks and partners on an as-needed basis as well. One of the initiatives that was called for by those superintendents who participated in the Intermountain's CRM strategic planning efforts was to enhance the delivery of services to the northern parks by locating a satellite office of CRM staff to supplement the delivery of professional services. The changes, stemmed from the innovations involving closer university ties for accessing researchers. These outputs would be measured by the new Government Performance Results Act (GPRA) provisions. In this way measurable outcomes called for in the servicewide goals of the National Park Service's GPRA plan would be innovatively achieved resulting in a faster, better and cheaper delivery system for the benefit of the resources entrusted to NPS stewardship.
Read more...
For more information about this story, please contact Barry Sulam, Barry Sulam, LLC, bsulam@aol.com.
Background
The National Park Service's Intermountain Cultural Resources Program was restructured during the reorganization of the support offices in 1996-7. An integrated Cultural Resource Management organization was stitched together creating a seamless support office entity of central office staff devoted to the preservation and protection of those resources in the park and partner sites of the region. More than hundred of the former regional office professionals and support staff were merged into one support office (SO) program led by the Superintendent of the SO in Santa Fe.After several servicewide reinvention labs and strategic planning sessions conducted by the former Southwest Cultural Resources Center it became apparent that the NPS delivery of professional services to the newly realigned Intermountain Region would need innovative re-engineering to accomplish the expanded mission for a much larger geographic area. It was suggested that a time tested concept be reinforced and the partnerships with Universities were stepped up as a result. Formerly known as Cooperative Park Studies Units, or CPSUs, a new thrust was developing out of the NPS reorganization's vision and planning documents calling for an ecosystem focus for this collaborative research. Fortunately for the Intermountain there were several existing University cooperative agreements in place to take advantage of these strategies.
In the southern portion of the region the Universities in Texas and Arizona had been hosting archeological teams and principal investigators for decades. Near the former regional office locations of Santa Fe and Denver there were NPS offices duty stationed on campuses of state universities in New Mexico and Colorado.
A collaboration between the Conservation Division of the former SWCRC and the University of Pennsylvania's Architectural Conservation Laboratory had created the kind of bridges that would allow graduate student researchers a natural transition to employment.
In the north there were individual contractors working from the private sector and programs of the university systems of Utah, Montana and Wyoming assisting parks and partners on an as-needed basis as well. One of the initiatives that was called for by those superintendents who participated in the Intermountain's CRM strategic planning efforts was to enhance the delivery of services to the northern parks by locating a satellite office of CRM staff to supplement the delivery of professional services. The changes, stemmed from the innovations involving closer university ties for accessing researchers. These outputs would be measured by the new Government Performance Results Act (GPRA) provisions. In this way measurable outcomes called for in the servicewide goals of the National Park Service's GPRA plan would be innovatively achieved resulting in a faster, better and cheaper delivery system for the benefit of the resources entrusted to NPS stewardship.
Read more...
For more information about this story, please contact Barry Sulam, Barry Sulam, LLC, bsulam@aol.com.
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