In a brief, four-paragraph memorandum, National Park Service Director Jon Jarvis has brought to an end a budgeting process that stripped arguably key positions from parks. Dubbed "core ops" for its approach to analyzing a park's core operations, the process failed to produce wise budgeting decisions, the director said in a letter to his regional directors.
"Core ops" was instituted during the Bush administration by Intermountain Regional Director Mike Snyder. Intended to save precious dollars by eliminating operations that were not central to a park's core operation, the process forced superintendents to make tough, and at times questionable, decisions.
For instance, at Dinosaur National Monument the superintendent decided to cut two of the three positions in her paleontological department, at an annual savings of roughly $200,000 in salaries and benefits, so she could, in part, afford more law enforcement staff. Elsewhere in the Intermountain Region, officials at Canyonlands National Park did away with a deputy superintendent's position when the incumbent retired to save $122,000, and Rocky Mountain National Park officials filled a deputy superintendent's job with a division chief, and then left that position vacant to make ends meet.
In a letter (attached below) sent to his regional directors November 20, NPS Director Jarvis said the agency has better tools -- such as its Budget Cost Projection model and the NPS Scorecard -- for seeing that budgets are prudently crafted.
"As director I want to emphasize use of management tools that empower managers with unbiased data and analysis to make informed decisions, improve the justification and presentation of our budgets, and improvement the management of our financial resources. Based on extensive feedback I have received from field managers I believe that the Core Operations process fails to meet these requirements," he wrote.
At the Coalition of National Park Service Retirees, Bill Wade praised Director Jarvis's action.
"I am very pleased to see that Director Jarvis has ended this debacle. It was an absolutely stupid process - born out of the minds of those who placed a higher value on efficiency (saving money) than on effectiveness," said Mr. Wade, who chairs the council's executive committee. "We never heard of a single case where the process ended up with a result that improved the capability of meeting the mission of the park involved, much less being worth the time and money invested in carrying out the process."
The Traveler has asked the Intermountain Regional office for reports assessing the impact of the core ops process, and for Regional Director Snyder's reaction to the directive.