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ment of its employees in their WHY HOW <br /> disciplines and areas of responsi- <br /> bility. NPS activities are not conducted NPS and other preservation =w k <br /> in isolation. Not even the interests must become full ' <br /> remotest national parks are free partners and equal players in <br /> �. INTEGRATE WITH from influences far beyond its organizations devoted to growth ` �; >, <br /> borders. It is imperative that management, land use, and public <br /> OTHER SYSTEMS NPS participate in the decision- policy outside NPS. ) <br /> making process in all communities , <br /> AND PROCESSES - .__ <br /> and in all public forums in which '. <br /> the fate of parks and the nation's < i <br /> Historic preservation goals and , <br /> cultw•al resources are at stake. <br /> interests are integrated effec- <br /> tively at the local, state, tribal, <br /> and national levels of decision- r <br /> making to secure a balanced •��., c, <br /> voice for preserving the tangi- <br /> ble remains of our past within <br /> larger decision matron arenas. +j ' ., <br /> [CRSP, III.D.] f'' <br /> 1 ..j.r 1 <br /> Use of partnerships, volun- =- <br /> teers, grants, and donations, <br /> with and from other agencies 41 <br /> ' <br /> and organizations, increases <br /> NPS managerial ability. [CRSP, <br /> IV.DJ <br /> V <br /> ,3 <br /> .Y <br /> i <br /> J <br /> Consultation with cultural groups, such as American Indian tribes, is <br /> unpal-tant in preserving their cultural traditions. (Smithsonian Institution) <br /> 19 <br />