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Volume 26
Number 2
Fall 2009
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Table of data. Research Report
Partnership behaviors, motivations, constraints, and training needs among NPS employees
By Melissa S. Weddell, Rich Fedorchak, and Brett A. Wright
Published: 4 Sep 2015 (online)  •  14 Sep 2015 (in print)
Results and discussion
Implications and conclusions
Literature cited
About the authors
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AS WE PREPARE FOR THE NPS CENTENNIAL IN 2016, there has been renewed interest in developing innovative partnerships to usher in the next century of park preservation (Bomar 2007). Although some may view this partnership interest as new, the roots of forging “strategic alliances,” as our first director, Stephen Mather, called them, go deep into NPS history (see sidebar).

More recently, Karen Wade, former director of the NPS Intermountain Region, remarked at a partnership workshop, “The parks that are doing the best are those that have figured out how to collaborate and share. … It is my belief that building relationships creates opportunities.” Former NPS director Mary Bomar, in her 2006 nomination hearing, stated that “training for NPS personnel … will continue to build a culture of partnership in all fields and at all levels” (Bomar 2007). Former Secretary of the Interior Dirk Kempthorne further affirmed the commitment of the National Park Service to “sound partnership practices that are essential to the success of the centennial initiative and are accountable, efficient, and transparent” (Kempthorne 2007).

Implementing a monitoring and evaluation system to track training effectiveness and developing “an agile workforce that is capable of responding to changing organizational and personnel needs” require systematic research into issues such as employee retirement and succession (National Park Service 2003). Monitoring for potential “competency shortfalls” is logically a part of this research agenda. Therefore, the Service initiated a systematic research effort to monitor and evaluate the preparation of NPS personnel to address prescribed partnership competencies and the need for employee training and development programs. This study attempts to determine the impact of “partnership competency shortfalls” on the workforce and the ability of the Service to manage partnerships into the future. This article highlights the critical findings to enable managers to continue improving partnership training and enhance collaborative efforts.

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This page updated:  2 November 2009

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From the Editor
In This Issue
20 Years Ago in Park Science
At Your Service
Information Crossfile
In Focus
Restoration Journal
Field Moment
Meetings of Interest
Masthead Information
Forest vegetation monitoring in eastern national parks
Contaminants study provides window into airborne toxic impacts in western U.S. and Alaska national parks
Exploring the influence of genetic diversity on pitcher plant restoration in Indiana Dunes National Lakeshore
Sidebar: Ecology of plant carnivory
Students to the rescue of freshwater mussels at St. Croix National Scenic Riverway
Pulse study links scientists and managers
A rapid, invasive plant survey method for national park units with a cultural resource focus
Prescribed fire and nonnative plant spread in Zion National Park
  Partnership behaviors, motivations, constraints, and training needs among NPS employees
Sidebar: The partnership phenomenon
Distribution and abundance of Barbary sheep and other ungulates in Carlsbad Caverns National Park
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