![](media/image1.png){width="1.0902777777777777in"
height="1.4034722222222222in"}

**NATIONAL PARK SERVICE**

**APPALACHIAN NATIONAL SCENIC TRAIL**

**APPALACHIAN TRAIL PARK OFFICE**

##### **STRATEGIC PLAN**

*(Revised April, 2000)*

*Long-term Goals for*

*Fiscal Years 2001-2005*

![](media/image2.png){width="1.3902777777777777in"
height="1.4194444444444445in"}

### APPALACHIAN NATIONAL SCENIC TRAIL

**APPALACHIAN TRAIL PARK OFFICE**

#### FISCAL YEAR 2001 -- 2005

#### (October 1, 2000 -- September 30, 2005)

###### Strategic Plan

for

**APPALACHIAN NATIONAL SCENIC TRAIL**

Approved: \_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_\_
\_\_\_\_\_\_\_\_\_\_\_\_\_

> Park Manager Date
>
> **TABLE OF CONTENTS**
>
> I. INTRODUCTION 5

About This Plan 5

The Appalachian National Scenic Trail 6

The National Park Sevice 8

Government Performance and Results Act of 1993 8

II\. MISSION 10

III\. Strategies: Accomplishing Goals 11

Organization 11

Facilities 12

Financial Resources 12

Program Evaluations 13

[IV. KEY EXTERNAL FACTORS](#iv.-key-external-factors) 14

[Cooperative Management](#cooperative-management) 14

[Increasing Use Patterns](#increasing-use-patterns) 15

[External Threats](#external-threats) 15

[V. National Park Service Goal
Categories](#v.-national-park-service-goal-categories) 16

[Goal Category I Preserve Park
Resources](#goal-category-i-preserve-park-resources) 17

[Goal Category II Provide for the Public Use and Enjoyment and Visitor
Experience of
Parks](#goal-category-ii-provide-for-the-public-use-and-enjoyment-and-visitor-experience-of-parks)
17

[Goal Category III Strengthen and Preserve Natural and Cultural
Resources and Enhance Recreational Opportunities Managed by
Partners](#goal-category-iii-strengthen-and-preserve-natural-and-cultural-resources-and-enhance-recreational-opportunities-managed-by-partners)
18

[Goal Category IV Ensure Organizational
Effectiveness](#goal-category-iv-ensure-organizational-effectiveness) 18

[Long-Term Goals](#long-term-goals) 19

[Appalachian Trail Park Office Mission and Long Term Goals for the
Appalachian National Scenic
Trail](#appalachian-trail-park-office-mission-and-long-term-goals-for-the-appalachian-national-scenic-trail)
20

[Appendix A](#appendix-a) 27

# I. INTRODUCTION

## About This Plan

This is the Strategic Plan for the Appalachian Trail Park Office. The
entire Appalachian National Scenic Trail is a unit of the National Park
System, administered broadly by the National Park Service (NPS), U.S.
Department of the Interior. However, with over 105 agencies and
organizations involved in the cooperative management of the trail, this
plan will only address the goals of the National Park Service's
Appalachian Trail Park Office.

Our Plan includes our mission statement, derived from the legislation
establishing and affecting this trail. It contains our goals organized
under goal categories and mission goals (the "in perpetuity" goals that
encompass everything we do). It also contains long-term goals that
describe in quantified, measurable ways examples of what we plan to
achieve in the five-year period covered by this plan, October 1, 2000
through September 30, 2005, federal fiscal years (FY) 2001-2005.

The content and organization of this Plan relates to the process
established by the National Park Service under the Government
Performance and Results Act of 1993 (GPRA) \[see following sections\].
Additional copies of this Strategic Plan are available by writing trail
headquarters at Appalachian National Scenic Trail, Harpers Ferry Center,
Harpers Ferry, West Virginia, 25425. We welcome questions and comments,
which should be addressed to the Park Manager at this address. A copy of
this plan is also available on our Web site at www.nps.gov/aptr.

The Plan also contains a general section on "Strategies" on how goals
will be accomplished, that briefly sketches the organization,
facilities, and financial resources available to achieve the plan's
long-term goals. There is a brief discussion of "Key External" Factors"
which could positively or negatively affect goal achievement. Each
long-term goal has one or more explanatory paragraphs that give
background, detail, and other useful information to help the reader
understand the goal as well as how the goal will be accomplished. After
these goal explanations, there is an overview of how results will be
measured. Finally, there is a listing of those who were consulted in the
development of the plan and a list of plan preparers.

Each year that this Strategic Plan is in effect there also will be an
Annual Performance Plan covering one-year increments for each long-term
goal. The Annual Performance Plan will be available by January 1^st^
each year. In addition to the Annual Performance Plan, we also use
internal management documents to guide daily operations throughout the
year. These documents detail the specific activities, services, and
products that will be carried out or produced to accomplish goal
results, and the dollars and people required to do it.

## The Appalachian National Scenic Trail

The Appalachian National Scenic Trail is a vital part of America's
national system of parks, trails, monuments, battlefields, recreation
areas, and other significant natural and cultural resources. Established
as the first National Scenic Trail by Congress with passage of the
National Trails System Act in 1968 and amendments, the Appalachian
National Scenic Trail (A.T.) is a continuous marked footpath extending
approximately 2,160 miles across the Appalachian Mountains from the
summit of Springer Mountain in Georgia to the summit of Katahdin in
Maine forming a greenway that connects more than 75 public land areas in
14 states. Preserved within this greenway is the remarkable story of
citizen action in the public interest, along with a wide variety of
natural and cultural resources making the A.T. a valuable part of
America's heritage.

The initial route of the A.T. was constructed almost entirely by
volunteers between 1923 and 1937, building upon the concepts of Benton
MacKaye, a forward thinking landscape architect and conservationist.
Since that time, volunteers affiliated with the Appalachian Trail
Conference (ATC) and its 31 member trail clubs have planned,
constructed, reconstructed, and maintained the footpath, as well as a
system of more than 250 shelters and associated facilities.

In 1968 Congress recognized that, "Although member clubs of the
conference have shouldered responsibility for many miles of the trail,
and at times have been forced to relocate segments away from the path of
developments, the demands of an expanding population have multiplied in
number and complexity in recent years and long stretches of the trail
are seriously threatened with incompatible encroachments. These are the
problems which the conference has insufficient means to combat. If the
trail is to survive, it is apparent that public agencies must assume a
larger share of the burden of protection (1968, Senate Report)". Today,
with over 155,060 acres acquired by the NPS and the USFS as part of a
permanent right-of-way and protected corridor, the Appalachian National
Scenic Trail ranks both as a component of the national trails system and
a unit of the national park system. Its remarkable decentralized,
volunteer-based cooperative management system further sets it apart as a
premiere example of a partnership program involving all levels of
government and private citizenry engaged in the cooperative management
of a nationally significant public resource.

As directed by the National Trails System Act, the Appalachian National
Scenic Trail Advisory Council (ANSTAC) was established in 1978 for a
period of ten years and included representatives from the NPS, USFS,
Tennessee Valley Authority, Smithsonian Institution, ATC and each of the
14 Trail States. One of the primary purposes of the Council was to
advise the NPS in regard to the administration of this newly designated
national scenic trail. The Council, like Congress recognized ATC's role
in the direct land management of the Trail. In 1984 an unprecedented NPS
delegation agreement was signed with ATC, which delegated management
authority to the Conference and in turn to the 31 trail maintaining
clubs. Prior to the termination of the Council in 1988 a memorandum of
understanding was signed between all of the council members committing
their agencies and organizations to the protection and management of the
Trail and identifying the Cooperative Management System as the
management prescription to be followed by all participants.

Based upon the recognition of Congress and the commitment of ANSTAC, the
NPS continues to recognize that direct land management responsibility
for the Trail lies with ATC and its member trail clubs. Today ATPO has
agreements with the USFS, 6 other units of the NPS and each of the 14
states through which the Trail passes recognizing the role of ATC and
its member clubs and identifying the roles of individual agencies in the
Cooperative Management System of the A.T.

A cooperative agreement between NPS and the ATC provides the cornerstone
of the innovative A.T. Cooperative Management System. In FY 1999, the
NPS ATPO provided \$320,000 in base funding to ATC through the
cooperative agreement for A.T. management activities, which was matched
by substantial financial contributions and more than 181,000 hours of
volunteer labor dedicated to planning, management and maintenance of the
trail.

## The National Park Service

The National Park Service (NPS), established in 1916, preserves
outstanding examples of the best of America's natural, cultural, and
recreational resources for the enjoyment, education, and inspiration of
this and future generations. These resources of national significance
constitute a significant part of America's heritage, character, and
future. The National Park System consists of 378 park units located in
nearly every state and territory of the nation. The National Park
Service not only directly preserves these treasures, it also makes them
available to millions of visitors from throughout the country and the
world every year. The NPS also has legislated responsibilities for
natural and cultural resource conservation outside national parks in
partnership with state and local governments, tribes, and non-profit
organizations. These programs provide a variety of technical and/or
financial assistance.

In consultation with Congress, OMB and other interested parties, the NPS
developed its own implementation process to comply with the Government
Performance and Results Act of 1993 (GPRA). Using an 8-step process, the
NPS developed its first *Strategic Plan* in 1997. A copy of the current
plan is available for review at the Appalachian Trail Park Office in
Harpers Ferry, West Virginia or at any other national park area through
which the Trail passes. It is also available on the Internet at
http://www.nps.gov/planning.

As part of its GPRA implementation process, NPS decided that each of its
component parks, programs, and offices would develop and submit their
own Strategic Plans, Annual Performance Plans, and Annual Performance
Reports. These plans address applicable long-term goals in the NPS
*Strategic Plan* and may add goals specific to their own legislative
mandates, missions, resources, visitor services, and needs. The local
plans are generally a blend of national and local missions and goals.

## Government Performance and Results Act of 1993

GPRA is one of the most recent and comprehensive of a number of laws and
executive orders directing federal agencies to join the "*performance
management revolution*" already embraced by private industry and many
local, state, and national governments.

In a nutshell, *performance management* uses performance goals based on
an organization's primary mission to guide daily actions and
expenditures. Importantly, goals must be quantifiable and measure
results or outcomes, rather than efforts or outputs such as activities,
services, and products. The established and proven performance
management approach is to establish goals -- allocate resources to
accomplish those goals -- take action/do the work -- measure results --
evaluate and report performance -- use evaluation to adjust goals and
reallocate resources -- and continue the loop. This process sharpens our
focus on accomplishing our mission in the most efficient and effective
ways, and holds managers and employees accountable on a clear and
measurable basis.

The approach seems so simple and logical that one is compelled to ask,
"Isn't that what everyone is already doing?" In fact, most federal
agencies have not traditionally done business this way. They have been
funded by programs and activities rather than by goals. Too often they
have conducted business year after year based on what they have always
routinely done, rather than in pursuit of mission-oriented goals. Too
often they have not measured their performance in terms of results
achieved, but rather in level of activities conducted, products
produced, or services provided -- if they have measured performance at
all. And too often managers and employees have not been held accountable
for their performance in achieving concrete, results-oriented goals, and
have not communicated the outcomes of their work to their important
constituencies -- the American people, the Congress, even the President.
So performance management, as embodied in GPRA, is new, revolutionary,
and vitally important to a more effective, efficient, and credible
federal government.

This Plan is much more than just a response to legislative mandate,
however. The law was a catalyst that caused the trail staff to reexamine
daily activities and routine products and services, as well as funding
and staffing expended to accomplish them. It motivated and energized us
to make sure these things are aligned with the mission of the National
Park Service and the Appalachian National Scenic Trail*,* and the
long-term goals established to achieve those missions. The results, we
believe, will be better planning, better management, and better
communication among ourselves and with all of our constituencies and
stakeholders, about where we are, where we need to be, and how we are
going to get there most effectively and efficiently.

#  II. MISSION

The mission statement of the Appalachian Trail Park Office grows from
the Appalachian National Scenic Trail's legislated mandate found in the
National Trails System Act. Our mission statement is a synthesis of our
mandated purpose and the trail's primary significance.

**Mission:** *It is the Mission of the Appalachian Trail Park Office to
foster the Cooperative Management System of the Appalachian National
Scenic Trail in order to preserve and provide for the enjoyment of the
varied scenic, historic, natural and cultural qualities of the areas
between the states of Maine and Georgia through which the Trail passes.*

**Purpose:** *The Appalachian National Scenic Trail will be administered
primarily as a footpath in cooperation with the United States Forest
Service and the 14 States encompassing the Trail, providing for maximum
outdoor recreation potential as an extended trail and for the
conservation and enjoyment of the nationally significant scenic,
historic, natural, or cultural qualities of the areas through which the
Trail passes.*

**Significance:** *The Appalachian Trail is a way, continuous from Maine
to Georgia, for travel on foot through the wild, scenic, wooded,
pastoral, and culturally significant lands of the Appalachian Mountains.
It is a means of sojourning among these lands, such that visitors may
experience them by their own unaided efforts. The body of the Trail is
provided by the lands it traverses, and its soul is in the living
stewardship of the volunteers and partners of the Appalachian Trail
Cooperative Management System.*

**Legislative Intent:** The House and Senate reports along with the
Congressional Record as part of the legislative history of the National
Trails System Act, clarify Congress's intent for the following elements
of the Appalachian National Scenic Trail's mission, purpose and
significance statements:

1\. "Primarily as a footpath" -- The only recognized divergence from use
as a footpath is horseback riding, where it is an accepted and customary
or traditional use.

2\. "Maximum Outdoor Recreation Potential" -- This phrase is used only
in the context of the Trail's length as an extended trail (at least one
hundred miles in length, as defined in the legislation). All references
to this phrase throughout the legislative history are in the context of
the Trail's location to urban areas or in reference to the length of use
as, "...a few hours at a time, or on one day jaunts, overnight treks, or
expeditions lasting a week or more." There is even reference to
volunteer work as a recreational activity, "Their work on the trail has
been as important an outdoor recreation activity to them as the
enjoyment of hiking and camping along the trail."

3\. "Volunteers and private nonprofit trail groups" as referenced in the
National Trails System Act is recognized for purposes of the Appalachian
National Scenic Trail as the Appalachian Trail Conference and its member
trail maintaining clubs - "The committee recognizes that the Appalachian
Trail Conference has pioneered the way for this legislation by its
long-time personal stewardship of the trail, and believes that its
stewardship -- in partnership with the Secretary of the Interior --
should be continued and expanded."

# III. STRATEGIES: Accomplishing Goals

We plan to accomplish our goals using the organization, facilities, and
financial resources summarized below. These paragraphs should give our
partners, stakeholders, and the public a better understanding of what we
are trying to accomplish, and how we plan to do it.

## Organization

Park Manager Pamela Underhill leads the Appalachian Trail Park Office
(ATPO). With a staff of only 8 NPS employees and 1 United States Forest
Service (USFS) employee, the ATPO is not organized into the typical
operating divisions of other national park units. ATPO staff expertise
and specialties include 1 Environmental Compliance Specialist, 1 Outdoor
Recreation Specialist, 1 Law Enforcement Ranger, 1 Natural Resource
Specialist, 1 GIS Specialist, 1 Budget Technician, and 1 Administrative
Technician, all of whom report to a Park Manager.

The NPS does not, nor does it expect to, have the ability to
independently carry out its management responsibilities for the A.T.
Although the National Trails System Act gives administrative authority
for the entire trail to the National Park Service, it also recognizes
the volunteer-based Cooperative Management System already in place prior
to the designation of the trail as a national scenic trail. While
typical national park units receive support from partners and friends
groups, the role of the ATPO is to support the Appalachian Trail
Conference and other partners of the Cooperative Management System of
the A.T. - a management framework consisting of more than 100 federal,
state, and non-governmental organization partners. It is this management
system, which has managed and continues to successfully manage a
resource that spans 14 states, with less than 40% of the land directly
administered by ATPO. (Please refer to page 27 for a list of the
partners comprising the A.T. Cooperative Management System.)

In 1983 the NPS formally delegated management responsibilities to the
Appalachian Trail Conference for lands directly administered by the ATPO
with the EXCEPTION of the following responsibilities:

-   Law Enforcement

-   Special Park Uses

-   Land Acquisition on behalf of the United States

-   Boundary Survey

-   Structure Removal

-   Removal of Hazardous Materials

-   Fulfilling Agency Compliance Requirements per Federal Laws and
    Executive Orders

However, the ATC assists the NPS with these responsibilities as
appropriate and mutually agreed upon.

Because the A.T. spans 3 NPS regions, ATPO staff obtains assistance or
expertise from various other NPS parks and central offices, in addition
to the Cooperative Management System. Staff from the National Park
Service's Boston, Philadelphia, National Capital, and Southern NPS
Support Office's, as well as Region 8 and Region 9 of the United States
Forest Service work with us on various projects as appropriate.

## Facilities

Most other units of the NPS list hiking trails as part of their park's
facilities. In the case of the A.T. the "facility" is our park. The
Trail is approximately 2,160 miles long, with a protective corridor of
approximately 270,000 acres, including approximately 104,000 acres that
are administered directly by the ATPO. Included in this corridor are 262
traditional 3-sided overnight shelters spaced a day's hike apart and
hundreds of other designated camping sites. In addition there are
numerous trailhead parking lots with informational kiosks or bulletin
boards.

As the NPS acquired lands to protect the Trail, various structures were
acquired as well. The majority of the structures have been or will be
removed and the lands restored. However, a few structures have been
retained for Trail purposes: One structure in Massachusetts, one in New
York and 2 in Pennsylvania have been retained as volunteer caretaker
facilities for on-site protection and management of trail resources due
to the amount of use, for overnight facilities and because of potential
problems in those areas. One structure in Pennsylvania has been retained
as a volunteer trail crew base of operations and another is used as a
regional headquarters office for the Appalachian Trail Conference.

## Financial Resources

Financial resources available to achieve the Appalachian Trail Park
Office's goals include an annual base-operating budget (\$886,000 in
fiscal year 2000) which funds a work force of 7 permanent positions, and
2 permanent positions which are shared with other NPS and USFS offices.
This work force supports the efforts of approximately 4,500 volunteers
who contribute more than 180,000 hours annually towards maintenance and
management of the Trail. Approximately two-thirds of these volunteers
are Volunteers-in-Parks, and the remaining third are
Volunteers-in-Forests whose contributions are reported by the United
States Forest Service.

ATPO also receives special project and program funds distributed by the
National Park Service regional and Washington offices. Achieving our
goal performance targets is critically dependent on our base funding and
on these additional project funds, volunteer assistance, partnerships
and donations. Therefore, in order to plan and organize our goals and
the work to accomplish them, all funding and staffing sources and major
alternative sources of support and work, have been estimated and
included in developing our Plan.

The total amount of financial resources available and spent towards the
management of the entire A.T. is not known. The expenditures of the 105
agencies and organizations involved in the management of the Trail are
not tracked by this office. The ATC, as a recipient of NPS funds submits
annual financial reports to the ATPO. In 1999 the ATC alone expended
approximately 3 million dollars towards the management of the A.T.

Please note that the goals in this plan assume a "flat budget." Other
than increases for inflation, we assumed no major increases in funding.
Where increases in appropriations were known or are likely, they were
taken into account. Where other funding sources (donations, fee
revenues, etc.) were "reasonably assured", they too were taken into
consideration when setting performance targets. Obviously, limits on
funding constrain what can be accomplished toward our goals and mission.
GPRA, however, is distinctly not about discussing budget shortfalls or
requesting or justifying additional funding. Rather it is about
planning, managing, and communicating what we can accomplish with what
we already have. Performance target numbers speak for themselves about
how well funded we are to accomplish our mission, and where targets are
low, additional budget discussions might be generated. But this is not
the primary purpose of the plan.

####### 

## Program Evaluations

Because of our operation within the Cooperative Management System
described above, we do not readily fit into the strategic planning
system established by the NPS. Strategic planning is still an evolving
process for the NPS and the ATPO. This is our second strategic plan, and
we have learned that many of our goals do not readily fit within the
service-wide goals identified by the NPS. The Service also recognizes
that the service-wide goals, which represent the National Park Service
mission, may not reflect all of the important goals for a particular
park. Therefore, we have identified 4 mission goals and 17 long-term
goals that are specific to the mission of the Appalachian National
Scenic Trail.

Many organizations within the Cooperative Management System of the A.T.
do not have 5-year strategic plans. The United States Forest Service,
our primary land management partner, approaches GPRA from a central
office point of view and does not require individual forests to complete
strategic plans. Many other agencies and organizations develop work
plans on an annual basis. The Appalachian Trail Conference is in the
process of developing their first 5-year strategic plan and the ATPO is
working with them throughout this process.

Many assumptions had to be made based on past years' cooperative
efforts. Therefore, this plan will be reviewed annually and potential
minor adjustments will be made based on annual performance achievement
the prior year. The plan also will need to be reviewed and revised at
least every three years as required by the GPRA law, but as the
performance management process is better understood and becomes more
routine, strategic planning will become easier and better, and fewer
reviews and revisions should be necessary.

# IV. KEY EXTERNAL FACTORS 

ATPO management and staff work within the A.T. Cooperative Management
System of the trail when dealing with factors internal and external to
trail corridor boundaries to ensure, to the greatest extent possible,
that there is no net loss in the primitive character, scenic quality,
and remote recreational values of the A.T., as well as to ensure that
the Trail is continuous, open, and passable on foot. Other factors, such
as natural events, are beyond the Appalachian Trail Park Office's
ability to manage or influence. All of these things can negatively or
positively affect goal outcomes. A few of the most important or most
likely factors are briefly identified below. This is not an exhaustive
list, but rather an effort to identify those factors that are most
likely to influence outcomes at the time this plan was written.

## Cooperative Management

The National Park Service through the Appalachian Trail Park Office is
not solely responsible for the management of the Trail. Although the NPS
has administrative authority over the entire trail, we work within a
Cooperative Management System involving over 100 partners. Most
management decisions are made in consultation with affected partners.
Various federal and state agency initiatives have resulted in both
negative and positive outcomes for Trail protection.

## 

## 

## Increasing Use Patterns

The popularity of the Appalachian National Scenic Trail is expected to
continue and present even greater challenges both in terms of cultural
and natural resource preservation and visitor use. Currently there is no
way to determine accurate visitation figures for the Trail. It is
estimated that over 3 million people use the Trail annually.

## External Threats

More than 2,000 miles long and consisting of a protective corridor of
land averaging only 1,000 feet in width, the Appalachian National Scenic
Trail often has been referred to as the longest, skinniest park in the
world. Because of the Trail's unusual configuration and geographic
expanse, it is particularly vulnerable to external threats. Projects
that have the potential for significant impact to the Trail's scenic,
recreational, and natural resources include power lines,
telecommunication towers, highways, and many other forms of development.

[Additional factors affecting performance include:]{.underline}

-   The cost of trail maintenance and maintaining and restoring natural
    and cultural resources are escalating.

-   Threatened, endangered, and sensitive plant and animal species on
    Trail lands are having difficulty improving due to increased loss of
    habitat, competition from exotic species, and environmental
    contamination beyond our control.

-   The implementation of new programs that emphasize wise use of
    limited resources and sustainable practices.

-   A significant increase in the number of projects requiring
    compliance reviews under the National Environmental Policy Act
    and/or Section 106 of the Historic Preservation Act.

-   The National Parks and Omnibus Act of 1998 (Public Law 105-391)
    established major new responsibilities for concessions management,
    employee training and career development, natural resources
    inventory and monitoring, and cooperative research studies.

# V. National Park Service Goal Categories

The NPS performance management process requires all units of the NPS to
organize goals and efforts under four goal categories in broad,
nationwide, "in perpetuity" mission goals that state ideal future
conditions. The Service also recognizes that the service-wide goals,
which represent the National Park Service mission, may not reflect all
of the important goals for a particular park. We have identified 4
mission goals and 17 long-term goals that are significant to the mission
of the Appalachian Trail Park Office. Two of these goals stress ATPO's
support of the Cooperative Management System, which may be perceived as
an activity rather than an outcome. However, the ATPO does not have the
ability to carry out any of the goals identified within this plan
outside of the Cooperative Management System. This system is a part of
the trail's significance and is a resource in and of itself that
requires our protection and nurturing.

The Appalachian National Scenic Trail is comprised of municipal, state
and federal lands. Federal lands include areas administered by the
United States Fish and Wildlife Service, the United States Forest
Service, and 6 national park units as well as the lands administered by
the ATPO. ATPO's funding and staff efforts work to provide support to
protect resources and provide for public enjoyment off of ATPO lands as
well as accepting support for our lands. Because of the
multi-jurisdictional land base and cooperative management efforts, it is
difficult to report on resource protection and visitor satisfaction only
on ATPO lands when our funding and efforts are spread trail-wide.
Therefore each goal will specify whether it applies to the whole trail
or just ATPO lands. The term "ATPO lands" is used rather than generic
"NPS lands" because the trail passes through 6 other national park units
and we do not want to confuse our administrative responsibilities with
theirs. Where possible the goals pertaining to ATPO lands and resources
are listed under goal categories I and II. Goals where we are providing
support specifically for another agency's or organization's lands and
resources are listed under goal category III.

These mission goals encompass all we do and a brief explanation about
each one is provided below.

## Goal Category I Preserve Park Resources

This category addresses all goals that relate to the condition of
natural and cultural resources and the acquisition of knowledge from and
about them. It includes the concepts of biological and cultural
diversity to ensure trail resources are preserved and interpreted in
relationship to the broader ecosystem and cultural context that extend
beyond the trail to nearby lands. Trail cultural context means that
trail resources are managed in relation to other historical events or
cultural processes.

The long-term goals related to this category are shown in the next
section and include the protection, restoration, or maintenance of
ecosystems, rare or endangered plant and animal populations,
archeological and ethnographic resources, historic structures and
cultural landscapes, museum objects, and research collections. Mission
Goal Ia focuses on the condition of these resources. Mission Goal Ib on
obtaining and using scholarly and scientific knowledge about resources
to make better informed decisions.

Ia0. Natural and cultural resources and associated values of the A.T.
are protected, restored and maintained in good condition and managed
within their broader ecosystem and cultural context through effective
support and implementation of the A.T. Cooperative Management System.

Ib. The National Park Service contributes to knowledge about natural and
cultural resources and associated values; management decisions about
resources and visitors are based on adequate scholarly and scientific
information.

## Goal Category II Provide for the Public Use and Enjoyment and Visitor Experience of Parks

This category includes all goals for visitor satisfaction, enjoyment,
safety, appreciation, and understanding. It includes the mandate found
in the NPS Organic Act "to provide for the enjoyment of the
\[resources\] in such manner and by such means as will leave them
unimpaired for the enjoyment of future generations."

The long-term goals related to this category are shown below and include
programs, facilities, services, and recreational opportunities affecting
the enjoyment, understanding and safety of visitors from all over the
nation and the world. Mission Goal IIa covers facilities and services
such as shelters, trailheads, campgrounds, recreational opportunities
and keeping visitors safe.

IIa0. Cooperator efforts are supported by the National Park Service to
assure visitors to the Appalachian Trail safely enjoy and are satisfied
with the availability and quality of trail facilities and appropriate
recreational opportunities.

## Goal Category III Strengthen and Preserve Natural and Cultural Resources and Enhance Recreational Opportunities Managed by Partners

This mission goal refers to the legislated NPS partnership programs that
assist others outside of park units to preserve our natural and cultural
and recreational resources.

National Park units do not report to the majority of goals in this
category except for IIIaX. Park Partnerships, which focuses on assisting
partners to protect their resources and serve their visitors on lands
other than NPS lands.

## Goal Category IV Ensure Organizational Effectiveness

This category includes all goals that support the mission of the trail
and the NPS, and the focus is on governmental processes rather than the
results. Goals in this category measure various workplace standards and
cover those things that will help us be more responsive, efficient,
effective, and accountable.

IVa The National Park Service uses current management practices,
systems, and technologies to accomplish its mission.

## Long-Term Goals 

Long-term goals are examples of how we will make progress toward the
mission goals above, and how we will contribute to nationwide NPS goals
during the period of this Plan. The numbering sequence for long-term
goals follows that of the NPS Service-wide plan so that our
contributions can "roll up nationally" into NPS accomplishments. Goal
numbers may not be consecutive - where numbers are left out, an NPS goal
does not apply to the Appalachian National Scenic Trail. Associated
goals that are similar to NPS goals but not identical with NPS criteria,
optional goals, and goals specific to this Trail contain a zero (0) or
an X in the number. Goal categories and mission goals are in regular
type. *Long-term goals are italicized.* Each year, by January 1^st^ we
will also produce an Annual Performance Plan that shows how much of each
long-term goal we intend to accomplish during that fiscal year. We will
assess what we actually accomplished in an Annual Performance Report at
the end of each fiscal year.

# Appalachian Trail Park Office Mission and Long Term Goals for the Appalachian National Scenic Trail

###### Goal Category I. Preserve Park Resources

Appalachian Trail Park Office Mission Goal Ia: Natural and cultural
resources and associated values of the A.T. are protected, restored and
maintained in good condition and managed within their broader ecosystem
and cultural context through effective support and implementation of the
A.T. Cooperative Management System.

Ia01. Support of A.T. Cooperative Management System

*Ia01. By September 30, 2005, 95% of the members of the A.T. Cooperative
Management System conducting NPS delegated management responsibilities
on NPS lands are provided with the support necessary to fulfill their
delegated responsibilities in the protection and management of the Trail
and are satisfied with the level of support they receive from the ATPO.*

Ia1. Disturbed lands/Exotic Plant Species

*Ia1A. By September 30, 2005, 5 acres (15%) of 33 acres of the
Appalachian National Scenic Trail\'s lands administered by ATPO,
disturbed by prior development and targeted for restoration, are
restored.*

> Through the land acquisition process for the Appalachian National
> Scenic Trail incidentally acquired structures are removed and lands
> are restored. With over 75 structures designated for removal
> circumstances such as funding, hazardous materials, political factors
> and contracting processes may change the priority or ability to remove
> specific structures within any given year. The goal to restore 5 acres
> by 2005 is based upon the average number of acres restored between the
> years of 1994-1999.

Ia2X. Native Species of Special Concern

*Ia2X. By September 30, 2005, the number of natural heritage sites
containing globally rare plant and animal species that are being
monitored will increase from 6 to13 and these species are in a stable or
improving condition.*

> Approximately 320 occurrences of globally rare species are currently
> known to exist within the A.T. corridor, both on and off of ATPO
> lands. Of the 53 natural heritage sites on ATPO lands, 19 contain
> globally rare species. Three of those sites contain globally rare
> amphipods, which we do not have the ability to monitor at this time.
> For globally rare resources not on ATPO land, the NPS and ATC will
> support agency partners to implement management recommendations to
> protect globally rare species on their land. Natural heritage data in
> ATC's TREAD database will be linked to GIS data to make querying,
> manipulation and display of information easier.

Ia4. Water Quality

*Ia04. By September 30, 2005, ATPO will define and inventory its water
resources.*

ATPO Mission Goal Ib: The ATPO contributes to knowledge about natural
and cultural resources and associated values: management decisions about
resources and visitors are based on adequate scholarly and scientific
information.

Ib1. Natural Resource Inventories

Ib01. Trail Natural Resource Inventories

*Ib01A. By September 30, 2005, 14 (100%) of 14 natural heritage
inventories of rare, threatened and endangered vascular plants and some
animal classes will be completed within the A.T. corridor in the 14 A.T.
states.*

> Cooperating land managers decided early on that as ATPO began
> conducting natural and cultural resource inventories all lands within
> the Trail corridor would be inventoried. ATPO provides support to
> preserve resources on municipal, state and federal lands.
>
> Natural heritage inventories will be completed in Massachusetts and
> Georgia in FY 2000, in New York and New Jersey in FY2001, and in
> Maryland in FY2002. ATPO will prioritize recommended management
> actions. Federally listed Threatened, Endangered, and Globally Rare
> species will be prioritized for protection, and volunteer A.T.
> monitors will be recruited by ATC for the higher priority occurrences,
> if they are not already being monitored. For the highest priority
> sites on ATPO land, management recommendations to protect the species
> will be assessed by the NPS and ATC, and if time and monetary
> resources permit, management actions to protect the species will be
> implemented. Animal classes not surveyed in some of the state natural
> heritage inventories could be surveyed in FY2002-FY2004, pending the
> availability of financial resources. Some GIS data would be acquired,
> including digital orthophotography that could be used to identify
> location and extent of natural resources.

*Ib01B. By Sept 30, 2005, the locations and estimated acreages of
invasive exotic plant species will be identified on 500 miles of the
A.T., with concentration given to finding and documenting exotic species
within natural heritage sites along the Trail.*

> The documentation of exotic species along the A.T. will be
> accomplished using Appalachian Trail volunteers to identify the
> invasive exotic plant species and estimate the acreage covered by each
> invasive exotic plant. ATC would recruit volunteers for this purpose
> and ATPO and ATC would help train volunteers to identify exotic
> species and record information about them. The ATPO GIS Specialist
> would assist in documenting acreages of invasive exotic species. The
> annual goal for documenting invasive exotic species on the A.T. each
> year would be 100 miles.

Ib2. Cultural Resource Baselines

*Ib2A.* *By September 30, 2005, the number of Appalachian National
Scenic Trail archaeological sites inventoried, evaluated, and listed in
the National Park Service ASMIS is increased from 0 in FY 1999 to 24.*

*Ib2B. By September 30, 2005, the number of Appalachian National Scenic
Trail cultural landscapes inventoried, evaluated, and entered on the
National Park Service Cultural Landscapes Inventory (CLI) at Level II is
increased from 0 in FY 1999 to 1.*

*Ib02C. By September 30, 2005, the number of Appalachian National Scenic
Trail structures that have been inventoried and added to the LCS has
increased from 0 in FY 1999 to 4.*

> A substantial portion of Appalachian Trail lands have only recently
> been acquired. As a result, little cultural resource inventory data
> exists. In 1999, the Appalachian Trail Park Office and its
> Trail-management partners initiated the first of a series of
> state-by-state cultural resource overview and assessment projects to
> identify, evaluate, and categorize cultural resource sites along the
> A.T. Additional inventories will be completed as funding permits.

Ib3. Vital Signs

*Ib3. By September 30, 2005, the Appalachian National Scenic Trail has
identified its vital signs for natural resource monitoring.*

> GIS and other natural resource data will be acquired, and analyses
> performed to assist in the identification of vital signs for natural
> resource monitoring in the A.T. corridor. Natural heritage data from
> paper maps will be digitized into a GIS database for the A.T.
> corridor. In FY2000 a workshop will be held in the Southern
> Appalachians to determine interest in and potential direction for the
> monitoring of vital signs within the A.T. corridor.

**Goal Category II. Provide for the Public Use and Enjoyment and Visitor
Experience of Parks**

ATPO Mission Goal IIa0: Cooperator efforts are supported by the National
Park Service to assure visitors to the Appalachian Trail safely enjoy
and are satisfied with the availability and quality of trail facilities
and appropriate recreational opportunities.

IIa01. Visitor Satisfaction

*IIa01. By September 30, 2005, 98% of trail visitors are satisfied with
trail conditions and appropriate trail facilities.*

In 1999 a user survey was conducted along the entire length of the
Appalachian National Scenic Trail. A base line of 98% of satisfied trail
visitors was derived from that survey. A visitor survey card will be
developed for all National Trails to measure annual satisfaction rates.
Until the survey card is developed ATPO will seek to maintain the 1999
level of 98% satisfaction.

IIa02. Visitor Safety

*IIa02. By September 30, 2005, the visitor accident/incident rate on the
Appalachian National Scenic Trail is determined, as a formula is
developed to report visitation to the NPS Public Use Statistics office.*

Currently there is no means to determine the visitation to the
Appalachian National Scenic Trail. Although visitor accidents and
incidents occurring on ATPO lands are dealt with appropriately by this
office, we can not measure the percentage of occurrences as requested by
the NPS. The development of a visitation formula will allow us to report
to the NPS goal to reduce visitor accident/incident rates in the future.
Support from this office is also provided to trail partners for visitor
protection trail-wide.

**Goal Category III. Strengthen and Preserve Natural and Cultural
Resources and Enhance Recreational Opportunities Managed by Partners**

This mission goal refers to the legislated NPS partnership programs that
assist others outside of park units to preserve their natural, cultural
and recreational resources.

**Mission Goal IIIa: Natural and cultural resources are conserved
through formal**

**partnership programs**

IIIaX. Trail Partnerships

IIIaX1. Threatened and endangered species

*IIIaX1. By September 30, 2005, 15 (75%) of 20 of the FY1997 federally
listed threatened and endangered species within the corridor of the
Appalachian National Scenic Trail that do not have designated critical
habitat and do not have official National Park Service recovery actions
have stable status.*

> Currently, there are 20 occurrences of federally listed threatened and
> endangered species known to exist within the A.T. corridor; however,
> none of these have been documented on lands directly administered by
> ATPO. For those federally listed species within the A.T. corridor, but
> not on ATPO lands, the NPS and ATC will provide support to the
> appropriate agencies or organizations to implement management actions
> to protect the species and will assist in securing volunteers to
> monitor these species. The NPS and ATC will encourage monitoring and
> discuss implementation of management actions with A.T. partners for 5
> species occurrences each year. Natural heritage data will be digitized
> off of paper maps into a Trail-wide GIS system.

**Goal Category IV. Ensure Organizational Effectiveness**

**NPS Mission Goal IVa: The National Park Service uses current
management practices, systems, and technologies to accomplish its
mission.**

IVa3A. Performance Plans Linked to Goals

*IVa3A. By September 30, 2005, 100% of Appalachian National Scenic Trail
employee performance plans are linked to appropriate strategic and
annual performance goals and position competencies.*

IVa4A. Workforce Diversity.

*IVa4A. By September 30, 2005, the 4 Appalachian National Scenic Trail
permanent positions in the 9 targeted occupational series filled by
employees from underrepresented groups is maintained at the FY1999 level
of 3.*

IVa6A. Employee Lost-time Injury Rate.

*IVa6A. By September 30, 2005, the number of Appalachian National Scenic
Trail employee lost-time injuries is maintained at the FY1992-FY1996
five-year annual average of 0.*

IVa6B. Continuation of Pay Hours.

*IVa6B. By September 30, 2005, the number of Appalachian National Scenic
Trail hours of Continuation of Pay will remain at 0.*

IVb1. Volunteer Hours.

*IVb1. By September 30, 2005, the number of Appalachian National Scenic
Trail hours reported by Volunteers-in-the-Parks is maintained at
113,350.*

ATPO supports the efforts of approximately 4,500 volunteers who
contribute more than 180,000 hours annually towards maintenance and
management of the Trail. Approximately two-thirds of these volunteers
are Volunteers-in-Parks, and the remaining third are
Volunteers-in-Forests and reported by the United States Forest Service.

###### VI. CONSULTATIONS & MEASURING RESULTS

We consulted directly with the staff of the Appalachian Trail Conference
and indirectly with a variety of individuals and organizations in
developing our original plan and this revision. The goals and
initiatives of the ATPO are discussed in length with ATC staff and Board
of Managers on a regular basis. Below are the specific annual ATC
meetings which include ATPO staff: Field Staff Retreat, Trail and Land
Management Committee, Volunteer Recruitment, Training and Development
Committee, Education, Interpretation, and Outreach Committee, Board of
Managers Meeting.

Each employee of the ATPO is fully accountable for fulfilling his or her
individual goals identified in the Annual Performance Plan. Employees
are evaluated annually based on individual performance plans.

All members of the A.T. Cooperative Management System will receive a
copy of the Appalachian National Scenic Trail's Strategic Plan. Their
comments and suggestions will be welcome.

**VII. STRATEGIC PLAN PREPARERS**

The following trail staff members were involved in preparing this
Strategic Plan:

Pamela Underhill, Park Manager

Rita Hennessy, Outdoor Recreation Specialist, GPRA Coordinator

Don Owen, Environmental Protection Specialist

Bob Gray, Chief Ranger

Kent Schwarzkof, Natural Resource Specialist

Mark Grupe, GIS Specialist

Pete Irvine, USFS Liaison

*.*

## Appendix A

Members of the Appalachian National Scenic Trail's Cooperative
Management System

The members of the Appalachian National Scenic Trail's Cooperative
Management System include the following partners:

Trail Managing, Nonprofit Organizations - The Appalachian Trail
Conference, The Maine Appalachian Trail Club, Appalachian Mountain Club,
Randolph Mountain Club, Dartmouth Outing Club, Green Mountain Club,
Vermont Land Trust, AMC-Berkshire Chapter, AMC-Connecticut Chapter, New
York-New Jersey Trail Conference, Keystone Trails Association,
Wilmington Trail Club, Batona Hiking Club, AMC-Delaware Valley Chapter,
Philadelphia Trail Club, Hawk Mountain Sanctuary Association, Blue
Mountain Eagle Climbing Club, Allentown Hiking Club, Brandywine Valley
Outing Club, Susquehanna Appalachian Trail Club, York Hiking Club,
Mountain Club of Maryland, Cumberland Valley A.T. Management
Association, Potomac Appalachian Trail Club, Old Dominion Appalachian
Trail Club, Tidewater Appalachian Trail Club, Natural Bridge Appalachian
Trail Club, Roanoke Appalachian Trail Club, Outdoor Club at Virginia
Tech, Piedmont Appalachian Trail Hikers, Mount Rogers Appalachian Trail
Club, Tennessee Eastman Hiking Club, Carolina Mountain Club, Southern
Appalachian Highlands Conservancy, Smoky Mountains Hiking Club,
Nantahala Hiking Club, Georgia Appalachian Trail Club.

State Agencies -- MAINE - Baxter State Park, Department of Conservation,
Department of Inland Fisheries and Wildlife, Warden Service, Office of
State Planning, Department of Public Safety; NEW HAMPSHIRE -- Department
of Resources and Economic Development, Office of State Planning, State
Police; VERMONT -- Agency of Natural Resources, Environmental and Water
Resources Board, Department of Public Safety, State Police;
MASSACHUSETTS -- Executive Office of Environmental Affairs, Department
of Environmental Management, Division of Fisheries, Wildlife and
Environmental Law Enforcement, Department of Public Safety; CONNECTICUT
-- Department of Environmental Protection, Department of Transportation,
State Police; NEW YORK -- Department of Environmental Conservation,
Division of Fish and Wildlife, Department of Transportation, Bridge
Authority, Office of Parks, Recreation, and Historic Preservation,
Palisades Interstate Park Commission, State Police; NEW JERSEY --
Department of Environmental Protection, State Police; PENNSYLVANIA --
Department of Conservation and Natural Resources, Game Commission, Fish
Commission, Department of Transportation, Natural Diversity Inventory
Office, State Police; MARYLAND -- Department of Natural Resources,
Department of Transportation, State Police; WEST VIRGINIA -- Department
of Natural Resources, Department of Transportation, State Police;
VIRGINIA -- Department of Conservation and Recreation, Department of
Forestry, Department of Game and Inland Fisheries, Department of
Transportation, Department of Emergency Services, State Police;
TENNESSEE -- Department of Environment and Conservation; NORTH CAROLINA
-- Department of Environment, Health and Natural Resources; GEORGIA --
Department of Natural Resources.

Federal Agencies/Units -- UNITED STATES FOREST SERVICE - White Mountain
National Forest, Green Mountain National Forest, George Washington and
Jefferson National Forests, Cherokee National Forest, National Forests
in North Carolina, Pisgah National Forest, Nantahala National Forest,
Chattahoochee National Forest; UNITED STATES FISH AND WILDLIFE SERVICE -
Wallkill River National Wildlife Refuge; NATIONAL PARK SERVICE --
Delaware Water Gap National Recreation Area, C&O Canal National
Historical Park, Harpers Ferry National Historical Park, Shenandoah
National Park, Blue Ridge Parkway, Great Smoky Mountain National Park;
SMITHSONIAN INSTITUTE; Tennessee Valley Authority.