NPS Mission - National Park Service

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National Park Service FY 2013 Budget Justifications which had been recognized in a Management Review of the NPS Acquisition and Financial Assistance programs that was conducted by DOI in 2006. NPS began implementing MABOs in FY 2007. The MABO approach has supported a leveling of acquisition workload across the Service and a more effective and efficient application of our human resources functions. MABO Leads monitor workload across the MABO to maintain balance and professional development opportunities. Regional Acquisition Chiefs in turn monitor workload across the region. A major demonstration of the success of MABOs was the American Recovery and Reinvestment Act (ARRA) of 2009 which doubled the normal contracting workload. By working across MABOs and regions, and improving planning and communications, NPS delivered the timely obligation of the ARRA program. Issues that MABOs are currently facing include the large portion of the workforce that is eligible or nearing eligibility, for retirement and the concern over who will train new employees. In addition, reductions in operating budgets generally leads to an increase in acquisition activity, at a time when it is the most difficult to manage it. These circumstances require a re-evaluation and re-assessment of acquisition regulations and policy if the acquisition function is to remain responsive. NPS has begun such an evaluation. The NPS Call to Action goal 34, “Team Buyin’” is an effort to include all members of the acquisition team (program personnel, budget, finance, solicitors, contracting, etc) as early as possible in the process to produce a more effective and efficient program to help support the NPS mission. Financial Assistance: The NPS awards approximately $750 million annually in grants and cooperative agreements that comprise federal financial assistance (FA). As with its acquisition program, the success with which NPS accomplishes its mission is dependent in many ways on the effectiveness of the Service’s FA activities. The bureau has also launched an initiative to improve the responsiveness and flexibility of its FA activities, as it has with its acquisition activity, to ensure its effectiveness in the dynamic public and private environment of today. Similar to what it is doing for acquisition, the bureau is establishing systems to: identify members of the FA team earlier in and throughout an activity with an FA component, such as from developing the bureau's budget, through the "lessons learned" assessment of an FA activity; clarify roles and responsibilities of all team members; improve communications among team members; and promote exercise of professional judgment by team members as expected by federal and departmental regulation and policy. As with its acquisition activity, FA transactions can be awarded and administered at every level of the NPS organization. The NPS Contracting Office at headquarters is responsible for the professional development, policy, and oversight of the Servicewide FA program, and for Servicewide FA support. The Federal Grants and Cooperative Agreement Act and the Financial Assistance Management Improvement Act are the primary legal basis for the regulations and policies which govern the development of financial assistance programs, award, and administration of Grants and Cooperative Agreements. Workforce Management: The Workforce Management function of the National Park Service affects every aspect of the management of the organization. Critical workforce issues such as recruitment, staffing, work/life initiatives, and employee relations, retention, employee development, equal opportunity, and succession planning have an impact on every NPS program. Workforce Management is currently executing a plan to improve employee engagement and satisfaction with working in the Federal Government. As a part of that effort, the NPS is undergoing a human resources transformation that focuses on building the organization's capacity to better serve its customers by growing the vitality, productivity, and professionalism of its Human Resources community. The goal is quick, efficient Human Resources service and an increased capacity to provide useful strategic human resources advice. The plan requires taking advantage of new ideas and new technology and committing to a future for our workforce that reflects the best government practices. In FY 2008, after development of a Workforce Management Strategic Plan, the NPS began a competitive review of human resources functions, combined with an associated review of the service delivery configuration in human resources. The review indicated a need to improve the quality and timeliness of service delivery. It also demonstrated a need to add new types of HR services such as organizational development, position management, and workforce succession planning to meet the changing needs of ONPS-103
National Park Service FY 2013 Budget Justifications the Service. As a result, NPS began to consolidate Human Resource service delivery throughout the park system by reducing the 74 Servicing Personnel Offices (SPOs) to 23 Servicing Human Resource Offices (SHROs). In FY 2012, the regions which manage the SHROs received a $6 million increase to develop HR managers’ capacity to provide services, improve HR service delivery, meet diversity recruitment goals, implement Office of Personnel Management HR staff to employee ratio recommendations of 1:75, and provide HR training. Regions are developing hiring toolkits to aid parks in navigating the hiring process; this would be especially beneficial for those parks which lost HR staff due to the transformation. Regions and SHROs will also provide more formal training to SHRO employees interested in being more strategic advisors to customers, but lack the breadth of consultancy skills. To decrease the time needed for the hiring process, SHROs continue to expand the position description; knowledge, skills, and abilities; and assessment questionnaire libraries, FY 2013 Program Performance The Administrative Support function supports and contributes to the accomplishment of all areas of the NPS mission and is integral to all NPS performance and goals. The programs within the Administrative Support function would: • Provide the budget formulation and execution, accounting services, property and space management, and business management tools to support the operation of the National Park Service. • Work with DOI to implement of the Financial and Business Management System (FBMS) throughout the NPS, while focusing on solidifying sound financial management and acquisition practices. • Use best business practices to provide the NPS community and the public with usable information, cost-effective technology, and services that are customer driven, results-oriented, secure, and universally accessible. • Work with DOI to improve effectiveness and efficiencies in information technology through the transfer to a common e-mail system and the consolidation of servers, data centers, and help desks. • Continue to enhance communication with the public through social media such as Facebook and YouTube. Continue to develop applications for the smart phone and tablet computer to assist with visitor education. • Provide enhanced recruitment, staffing, retention, equal opportunity, succession planning, work/life and employee relations, and development services and advice through development of more coherent organizational and business practices for delivering quality HR services to managers, employees, and applicants. • Revitalize the learning and development activities through increasing the technology enhanced learning program, initiating operation of a Distance Learning Center, and providing support to the NPS Career Academy, allowing NPS employees to receive high-quality training opportunities in a cost efficient manner, thereby impacting all NPS mission goals through enabling employees to receive the training necessary to better perform their duties. • Administer and award procurement and financial assistance transactions in support of the NPS mission. Address the material weaknesses identified by the Department through the implementation of the Major Acquisition Buying Offices (MABO) structure, instituting effective sharing of acquisition resources and formalizing contracting workload management and technical oversight. Required training for warrants and other certifications for the procurement, contracting and financial assistance programs will also be supported. These improvements to the MABOs will lead to better, more efficient and effective management of the NPS acquisition process and contracts, thereby contributing to sound financial management and the achievement of a wide variety of NPS mission goals. • Incorporate improvements into contracting processes that were realized by ARRA execution successes. ONPS-104
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