nps final presentation

NATIONAL PARK SERVICE Management Dashboard

P R O J E C T O V E R V I E WThe purpose of this project was to create a dashboard prototype for NPS’s managers. The dashboard will cover three areas including a balanced scorecard, key performance indicators, and service recovery. Each area will feature specific metrics of key performance indicators and key result indicators. The dashboard should be used as a tool for managers to make accurate decisions based on information relavant to the company’s critical success factors.

The DashboardWHAT IS A DASHBOARD?

A dashboard is a graphical presentation tool which helps managers view performance information of a particular object, business or service process. Dashboards provide information of certain areas of a business that need more attention. It is a practical tool for users as it allows them to make instantaneous and informed decisions at a glance.

I N T R O T O T H E N P SWe began our process by conducting desktop research of the NPS to gain an understanding of the organization.

Mission StatementMISSION The National Park Service preserves unimpaired natural and cultural resources and values of the National Park System

for the enjoyment, education, and inspiration of this and future generations. The National Park Service cooperates with partners to extend the benefits of natural and cultural resource conservation and outdoor recreation throughout this country and the world.

Taking care of the national parks and helping Americans take care of their communities.VISION

The National Park Foundation is founded on core values that reflect our commitment and connection to our national parks.• Philanthropy: We believe private citizens, organizations and resources are critical to

sustaining and enhancing America’s over 400 national parks and their programs• Stewardship: We believe the national parks are treasured resources that all

Americans have a responsibility --and opportunity -- to appreciate, protect and support.

• Outreach: We believe that by engaging people across all ages, races and backgrounds, we will create and empower new generations of park supporters.

• Partnership: We believe in quality relationships and partnerships that provide -- and multiply -- direct positive benefits to the national parks.

• Commitment to the National Park Service: We believe in our partnership with the National Park Service, working together in support of a shared vision for our national parks.

• Vitality: We believe in innovative and sound investments and actions that build an efficient, effective and vibrant organization in support of our national parks.

• Accountability: We believe in carefully measuring and clearly communicating the use of private support to benefit our national parks NPS Core Values

• Shared Stewardship – We share a commitment to resource stewardship with the global perservation community.

• Excellence: We strive continually to learn and improve so that we may achieve the highest ideals of public service.

• Integrity : We deal honestly and fairly with the public and one another.• Tradition: We are proud of it, we learn from it, we are not bound by it.

VALUES

Long Term ObjectivesNPS • Connecting people to parks

• Advancing the NPS education mission• Preserving America’s special places• Enhancing professional and organizational excellence

Corporate Strategies NPSCONNECTING PEOPLETO PARKS

• DEVELOP and nurture life-long connections between the public and parks —especially for young people—through a continuum of engaging recreational, educational, volunteer, and work experiences.

• CONNECT urban communities to parks, trails, waterways, and community green spaces that give people access to fun outdoor experiences close to home.

• EXPAND the use of parks as places for healthy outdoor recreation that contributes to people’s physical, mental, and social well-being.

• WELCOME and engage diverse communities through culturally relevant Park stories and experiences that are accessible to all.

• STRENGTHEN the Service as an education institution and parks as places of learning that develop American values, civic engagement, and citizen stewardship.

• USE leading-edge technologies and social media to effectively communicate with and capture the interest of the public.

• COLLABORATE with partners and education institutions to expand NPS education programs and the use of parks as places of learning.

ADVANCING THE NPSEDUCATION MISSION

• MANAGE the natural and cultural resources of the National Park System to increase resilience in the face of climate change and other stressors.

• CULTIVATE excellence in science and scholarship as a foundation for park planning, policy, decision making, and education. ACHIEVE a standard of excellence in cultural and natural resource stewardship that serves as a model throughout the world.

• COLLABORATE with other land managers and partners to create, restore, and maintain landscape-scale connectivity.

PRESERVING AMERICA’S SPECIAL PLACES

ENHANCING PROFESSIONAL AND ORGANIZATIONAL EXCELLENCE

• DEVELOP and recruit NPS leaders at all levels with the skills to lead change, collaborate with partners, ensure employee safety, and seek new ways to accomplish goals.

• BUILD a more flexible and adaptive organization with a culture that encourages innovation, collaboration, and entrepreneurship.

• RECRUIT and retain a workforce that reflects the diversity of the nation, from entry level employees to senior leaders.

• MODERNIZE and streamline NPS business systems and use leading-edge technology to enhance communication.

FACILITATING SERVICESAdmission, provide general information, trip planing, parking

ENHANCING SERVICESOutdoor activities (hiking, biking, fishing, etc.), Kids activities, educational programs, guided tours, events and attractions, food, gifts and wildlife viewing, restrooms

DELIVERY SYSTEMEngaging in park offerings and facilities (restaurants, shops, trails, buses, rentals, restrooms)

Service Package

CORE PRODUCTSPublic access to national parks, monuments and landmarks

Service Delivery SystemTriggerI want to enjoy a day in the outdoors Researching for

information

Finding a NP nearby

Planning the trip

Preparing for activities

Arriving at the NP

Obtaining park pass

Participating in activities

Visiting Concessions

Exiting The NP

Sharing the Experience

Recommending The NP

THE EXPERIENCE OF VISITING A NATIONAL PARK

Customer Complaints• (Yellowstone) Roads are narrowed and feels unsafe.• (Arcadia) The presence of high vehicle traffic distract natural experience• (Arcadia) Not enough parking• (Arcadia) Camping spots have no showers• Facilities are being developed in a way that clashes with nature• (Arcadia) camp grounds areas are not suitable for campers• High traffic while traveling to the park• Road closure and contractions• (Mount Rainer) Eateries too far from the top of the mountain• Toll roads everywhere• (Yosemite) No traffic signs

TRANSPORTATION FACILITIES

ENVIRONMENT AND WILDLIFE

• Unpredictable weather.

INFORMATION • Trail’s intensity was not rated properly• Road closing is not published• Few visitor centers displays

• Visitors expectations• Pack of preparation from visitors• Poor cellular service • Natural disaster, such as landslide

UNCONTROLLABLE FACTORS

EXPERIENCE AND ENJOYMENT

• Kids are loud ( High Seasons)• During peak seasons facilities are crowded, such as buses, visitor

centers, and hotels • Too touristy

• Lack of connectivity to technology• High prices on food• Unexpected fee (“utility fee” )• Lack of variety of food, restaurants, and cafes, would rather grocery

store• (Glacier) Restricting shower rules• (Glacier) Cabins are old and not well maintained• Expensive Hotels• (Yellowstone) Limited restrooms• Low maintenance of restrooms• Lack of signs indicating tracks and attractions

ENHANCING SERVICES

Incoming Complaint Acknowledgment letter to compliant

EEOP provides initial compliant investigation memorandum to Region-al NPS Director noting allegations, relevant requirements, and request-ing status report within 45days.

Respond due from respondent NPS officials

Compliant Review By NPS EEO

Within 60 days EEOP provides written letter of findings to Regional Director with copy to complainant.

Within 30 days EEOP continues to monitor implementation schedule and provide Transition Plan Guidance, maintain telecommunication with related NPS Accessibility Coordinator (AC) or other assigned liaison to provide tech-nical assistance and /or required status reports until case is resolved.

NPS closes case Complainant may appeal the NP decision within 90 days of the decision. The appeal is filed with and decided by the Deputy Secretary, DOI.

BY DAY 5

BY DAY 45

BY DAY 90

BY DAY 180

If no Violation exists

Complaint Handling

If voluntary compliance is not met, then refer case to DOL.

M A P P I N G F I N D I N G SOur next step was to transform the information we gathered into maps and graphs that would help us visualize and understand our research.

Blueprint

After developing a blueprint that captured select service encounters of the National Park Service, we learned that it would be more beneficial to create mini blueprints of all key services.

Service Quality

To determine the service quality of the National Park Service, we developed a fish bone diagram of encounters to view where the service could possibly fail.

Critical Success Factors

Then we developed a map of CSFs to help us identify KPIs and serve as a core structure. In addition, we gathered examples of how the NPS works toward maintaining to the CFSs. For example, in order to preserve “America’s Special Places,” they enforce a code of federal regulations.

Key Performance Indicators

During this stage we developed Key Performance Indicators. By researching the metrics of the NPS performance, we were able to understand what factors would evaluate the progress neccessary to meet CSFs requirements.

P E R S O N A SWe developed personas to reiterate if our dashboard was user friendly and designed for a specific taget. These also helped us put our work in context and visualize how the dashboard would work in daily life experiences.

The Nielson FamilyPERSONA (VISITOR)

It’s the Friday before summer begins. John and Sarah are the first to wake up in the morning, they get ready for work. While Sarah makes breakfast, John wakes up the kids and helps them get ready for school. They all eat breakfast together. John kisses his family goodbye on his way out the door to work. Sarah and the kids get into a car together and drive to school. During lunch, John goes to eat at the café across the street from the bank. Sarah and the kids have lunch at school. It’s the last day of school and classes are over at three, then they all drive home. While Sarah is doing chores, the kids are outside playing with Chuck, the family dog. Sarah starts making dinner before John gets home at 6:00. John gets home and greets his family and tells the kids to wash their hands for dinner. During dinner John announces to his family that he will have a week off during July and should start coming up with vacation ideas. They were all very excited about the idea of visiting a national park. While everyone is washing the dishes, John says on Sunday they will research national parks together so that they can choose a destination. Its 8:00pm and it’s time to play board games. Tonight it was Dylan’s turn to choose and they played Uno. After three rounds its time to get ready for bed. John and Sarah kiss the kids goodnight.

A DAY IN THE LIFE OF THE NIELSON

HOBBIES• Encourage an inte-

gral education• Maintain a healthy/

active lifestyle• Spend quality family

time

INTERESTS

MEMBERS

GOALS

Sarah Mom-35- Elementary school English teacherJohn Dad-37- Chief Accountant at an investment bankDylan Son-9-Public School StudentAllison Daughter-7- Public school students

• Animals• Nature• Sports• Traveling

Outdoor activities/Grilling/Scrap-booking/Playing Board Games/Reading

Jack HarrisonPERSONA (NPS)

He wakes up at 5am, heads to the kitchen to brew a cup of black coffee and make pancakes with home made mapleSyrup. While eating breakfast he flips through this month’s issue of National Geographic. He gets dress for work and jumps on his Jeep Wrangler to head to work. Today at work his focus is to train the new group of park rangers. Before lunch he tasked the new rangers to search for things and trash that could trigger a wildfire. He goes to lunch at Old Faithful Inn dinning room along with some colleagues. Jack heads back to his office and does some paperwork. At 6pm he goes home to shower and gets ready for his friend’s dinner party.

A DAY IN THE LIFE OF HARRISON

HOBBIES• To advance within

the National Park System Organization

• To spread awareness about wildlife preser-vation

• To visit every National Park in the United States

INTERESTS

OCCUPATION

GOALS

Chief Ranger at Yellowstone National Park

• Animals• Nature• Outdoor sports • Motorcycles• Socializing• Country music

HOMETOWNLivingston, Montana

AGE37

Outdoor Activities (biking, horseback riding, fishing, hiking, camping, boating, rafting), Grilling / Reading (national geographic, photography magazines, motor mechanics) Playing the Harmonica.

MAKING THE DASHBOARDAfter gathering all the research and affinitazing the information we where exited to start developing the dashboard protoytpe.

Paper Prototype

First we developed a paper prototype to decide the placement of the graphs and determine the grid.

Digitalize

Then we digitalized the data using Adobe software.

Interaction

Finally we used key Note to make the different screens interactive. The dashboard prototype was ready.

Mission StatementMISSION Preserves unimpaired natural and cultural resources and values of the National Park System for the enjoyment,

education, and inspiration of this and future generation

Taking care of the national parks and helping Americans take care of their communities.VISION

• Shared Stewardship• Excellence• Integrity• Tradition• Respect

VALUES

The Nielson FamilyPERSONA (VISITOR)

• Sarah,Johnandthekidsgetupinthemorning • Eatbreakfasttogether • Sarahdriveskidstolastdayofschool • Afterschoolthekidscomehomeandplaywiththedog • Sarahdoeschoresandmakesdinner • EatdinnertogetherwhenJohngetshome • Johnsayshehasaweekvacationsotheycangotoanationalpark • WillresearchwhatparktogotoonSunday • Afterdinner,theyplayagameofUNO • Kisseskidsgoodnight

A DAY IN THE LIFE OF THE NIELSONS

HOBBIES

• Encourage an inte-gral education

• Maintain a healthy/active lifestyle

• Spend quality family time

INTERESTS

MEMBERS

GOALS

Sarah Mom-35- Elementary school English teacherJohn Dad-37- Chief Accountant at an investment bankDylan Son-9-Public School StudentAllison Daughter-7- Public school students

• Animals• Nature• Sports• Travelling

Outdoor activities/Grilling/Scrapbooking/Playing Board Games/Reading

Jack HarrisonPERSONA (NPS)

• Wakesupat5am • Makescoffeeandpancakes • LooksatNationalGeographicwhileeating • GoestoworkinhisJeepWrangler • Trainsgroupofnewrangers • GoestolunchatOldFaithfulInndining • Headsbacktoofficetodopaperwork • 6pm,heheadshometoshower • Goestoafriend’sdinnerparty

A DAY IN THE LIFE OF HARRISON

HOBBIES

• To advance within the National Park System Organization

• To spread awareness about wildlife preser-vation

• To visit every National Park in the United States

INTERESTS

OCCUPATION

GOALS

Chief Ranger at Yellowstone National Park

• Animals• Nature• Outdoor sports• Motorcycles• Socializing• Country Music

HOMETOWNLivingston, Montana

AGE37

Outdoor Activities (biking, horseback riding, fishing, hiking, camping, boating, rafting), Grilling / Reading (national geographic, photography magazines, motor mechanics) Playing the Harmonica.

Use Scenario

Corporate Strategies NPSCONNECTING PEOPLETO PARKS

• DEVELOP and nurture connections between public and parks• CONNECT urban communities to parks, trails, waterways, and

community green spaces• EXPAND the use of parks and places for healthy outdoor recreation

• STRENGTHEN the service as an education institution and parks• USE leading-edge technologies and social media to

communicate to the public• COLLABORATE with partners and education institution.

ADVANCING THE NPSEDUCATION MISSION

PRESERVING AMERICA’S SPECIAL PLACES

ENHANCING PROFESSIONAL AND ORGANIZATIONAL EXCELLENCE

• MANAGE the natural and cultural resources the National Park System

• CULTIVATE excellence in science and scholarships• ACHIEVE a standard of excellence in cultural and natural

resource stewardship• COLLABORATE with other land managers and partners

• DEVELOP and recruit NPS leaders at all levels• Build a more flexible and adaptive organization• RERUIT and retain a workforce that reflext the diversity of the

nation• MODERNIZE and streamline NPS business systems and use

leading edge technology to enhance communication

Customer Complaints• High traffic• Road infrastructure• Parking• Road closeur• Traffic signs

TRANSPORTATION FACILITIES

UNCONTROLLABLE FACTORS

• Visiors expectations• Lack of preparation from visitors• Natural disasters

INFORMATION • Not enough information available and few information centers

EXPERIENCE • Kids are loud• Lack of connectivity to technology

ENHACING SERVICES

• High prices on food• Lack of fascilities

I N T E R V I E W SAfter preparing a variety of interview questions for Mike, the cheif Spokesman, he was able to tell us with helpful feedback.

QUESTIONSHOW ARE COMPLAINTS HANDLED?

“If there is a complaint, one of the 401 national parks that make up the National Park System would handle it.”

“Complaints received at the National Park Service headquarters are tracked via a formal data tracking system (DTS), that allows for online review of complaint letters, assignment to particular offices to coordinate a response, and electronic tracking of that response, ensuring the letter is replied to in a timely manner.”

VISITOR SATISFACTION?

“Annual Visitor Satisfaction Survey: Reports on customer satisfaction in park facilities, including visitor centers, restrooms, exhibits, ranger program, assistance from park employees, etc.”

“Conducts the survey in the summer months, or whenever visitation is highest, then receives a report of the results which includes how they rated compared to the baseline from previous reports.”

HOW TO USE THE DASHBOARD

Balanced Scorecard

FINANCIAL

• A quick reference of the overall NPS Budget and Total Costs.

• NPS Stats (Annual Reports)

Balanced ScorecardFINANCIAL

• Main Revenue Streams

• Displays profits earned from the NPS main service areas

• NPS Stats (Annual Report)

Balanced Scorecard

FINANCIAL

• Main Services Costs• Main Infrastracture

Costs• An overview of costs

for main service areas and infrastruc-ture

• NPS Stats (Annual Report)

Balanced Scorecard

LEARNING& GROWTH

• Educational Activity Raiting

• One of the NPS’s main goals is to educate society, this graph measures customers’ appeal to the educational activities including, field trips, tours and exhibits

• NPS Stats (Visi-tor Use Statistics/ Online customer reviews)

Balanced Scorecard

EMPLOYEE

• Employee Satisfaction• Employee Motivation• Good employee

performance is key for service quality. These graphs measure the employees’s satisfaction and motivation

• NPS stats (Visitor Use Statistics / Online customer reviews)

Balanced Scorecard

CUSTOMER

• Customer Satisfaction• Customer Complaints • As the center of any

service it is important to monitor customer needs and percep-tions. These graphs measure the average # of the total recieved customer complaints and customers stais-faction

• NPS Stats (Visitor Use Statistics)

• Online customer re-views

Balanced Scorecard

COMMUNITY&-SUSTAINABILITY

• Utility Consumption• Natural Resources

Condition• The consumption and

the conditions of the NPS resources, such as water, electricity and air is an import-ant facor for preser-vation and costs.

• NPS Stats (Annual Reports)

Balanced Scorecard

CUSTOMERS &EMPLOYEES

• Total Accidents• Maintaining the

safety and security of customers and employees is a ma-jor critical success factor for the NPS.

• NPS Stats (Accident Statistics)

KPIs

CUSTOMER SATISFACTION

• Measures customer satisfaction levels from highly satisfied to highly unsatisfied. The information is displayed by season and park

• NPS Stats (Annual visitor Surveys)

KPIs

REPUTATION MONITOR

• Measures the different parks’ reputation monthly


• Online customer reviews

KPIs

WILLINGNESS TO RECOMEND

• Measures how willing customers are to recommend each park by month



KPIs

SERVICE RATINGS

• Rates the different service encounters areas by park and month



KPIs

LEVELS OF INFRASTRACTURE

• Measures the quality of foundations through-out the parks by month.

• Infromation comes from routine monitors by employees.

KPIs

AVAILABILITY OF ACCOMODATIONS

• The graph provides information on the available lodging spaces through the different facilities in each park by week. While the chart provides an overview of the available spaces in the different parks by month.

• Hotels and lodging services IT ysytems.

Service Recovery

COMPLAINT HANDLING

• This graph displays the amount of complaints that are pending, read, responded to, and resolved. This is important to know how promptly each park is responding to customer complaints.

• Estimated Average

Service Recovery

COMMON COMPLAINTS

• An amount of complaints categorized by the main service areas of NPS is displayed in this graph. As well as, a warning to signal managers to know which area may be recieving excessive complaints during the current month.

• Average of online reviews

Service Recovery

REPORTED ACCIDENTS

• This graph shows the amount of reported accidents categorized by fatal, critical, or minor for the current month.

• NPS Stats (Accident Statistics)

Service Recovery

LATEST INCIDENTS

• This list displays the date, severity, and park that the latest incidents occurred. As well as a brief description of the situation, who it was reported by, and the status of the incident.

• Online search

Service Recovery

COMPLAINT CALENDAR

• This is a weekly display of the amount of pending and resolved complaints. The calendar can be viewed by year, month, week, or day.

• Average of online reviews

KPIs

Waiting Time

• The chart measures how long the customer waits at each service encounter.

• From monitors performed by employess.

Work Cited• NPS Overview: http://www.nps.gov/news/upload/NPS-Overview-2012_updated-04-02-2013.pdf• NPS Employee reviews: http://www.glassdoor.com/GD/Reviews/National-Park-Service-Reviews-E41328.htm?filter.reviewRating=2.0• Employee review article : http://www.nationalparkstraveler.com/2009/06/survey-says-national-park-service-far-best-government-

agency-work• NPS Careers and Training: http://www.nps.gov/training/carfield.htm• Outdoor agencies blend their databases for a better service: http://fcw.com/articles/2012/03/16/national-park-service-database-cus-

tomer-service.aspx