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{ fir$ y,.;�r.•,. v, t a time when ■ Expand and revitalize or ganiza- Collaboration, coalition-build- needs are grow- tional structure and partner- ing, and volunteers will contin- ing and govern- ships with other governmental ue to be crucial to the working g g mental budgets entities and the private sector: of this program. To garner this ' are level or support, the program's impor- declining, it is ■ Enhance our knowledge of com- tance to the quality of life of essential that all available tools munity heritage values. every American must be clear. and partners are marshaled. The National Park Service Strategic The goals set forth in this plan ■The financial resources from Plan, which integrates the objec- provide the roadmap for under- government sources will not trves of the Government taking these actions. In order to grow. In fact, federal funding Performance and Results Act of respond to the challenges of con- will continually be challenged 1993 (GPRA), is one indication of tinuing social, cultural, and eco- in light of other societal needs this imperative. The Cultural nomrc change, we expect that cur such as deficit reduction, and . Resources Strategic Plan comple- rent programs will need to be must be carefully allocated as ments the NPS Strategic Plan by adjusted. We will need to set pri- inflation and other factors using its major goals and focusing orities responsibly, so that the diminish its buying power. As attention on the particular needs limited public funding available a result, priority-setting, innov- f of cultural resources throughout for preservation does as much ative approaches to problems, the nation. This plan is intended good as possible for this and and entrepreneurial skills will 1; to be used by NPS resource staff future generations. Reflecting require the collective wisdom " :P and program managers, as well as this need for economy is the of all partners and advocates of r partnership agencies and organ- GPRA mandate that agencies the programs. New technolo- zations that work with the nation- develop strategic plans to ensure gies and means of outreach to al historic preservation program their effectiveness and financial currently under-served groups , 4 and park cultural resources. accountability. The following will be key aspects of program 1 Y g Y ' p 1 b"r' assumptions guide this plan's dis- building. To meet the challenges of cultural cession: resources protection, the follow- ■ At the same time, the long- ing actions are necessary: ■ Existing preservation tools term results of historic preser- ' must be used more effectively vation in social and economic ■ Increase our understanding of to respond to social and eco- terms justify society's invest- cultural resources —their loca- nomic change. We must devel- ment in preserving resources. x tion, condition, and significance. op additional preservation tools This plan articulates not only to meet new, emerging needs. how NPS can responsibly allo- t Reduce losses of cultural cite existing funding, but also resources. ■The national historic preserva- a vision that fully meets the tion program is and will remain legal, ethical, and professional ■ Strengthen public appreciation a model of"federalism" and of responsibilities of NPS to pre- of, support for, and involve- cooperation among the federal sent and future generations. ment with cultural resources. government, individuals, local governments, grass-roots orga- nizations, tribes, and states. 7