National Park Service Centennial Communications Plan 2014

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GeauxMargot August 2014
Executive Summary
What connection will you have to the future of your country? It’s difficult to
imagine the United States in which our grandparents were raised. We smile upon
simpler times without color TVs in every room or workweeks that crept into
personal lives. Our great grand parents couldn’t imagine what it feels like to send
a text message; we may not experience the universal relief in discovering the
cure for cancer, as our children or grandchildren might.
We pass along photos and memorabilia; hoping someone will look at these
marks in time and appreciate the moments that were most important to us. But
what if we could share an experience? A moment that had been felt by a loved
one, and that we know will be shared again. The concept of connecting with
someone from the past, present and future you might not have a reason to
connect with - this is what brings us closer as a country.
The health and longevity of this country’s National Park Service (NPS) is
dependent on active collaboration and investment. This is to say that every
American citizen, from a congressperson on Capitol Hill to a park ranger in the
Midwest to a Junior Ranger in Alaska, has the opportunity to contribute to the
success of the organization. Internally, NPS’ impressive number of volunteers,
seasoned staff of park rangers and historians and seven-region structure lends
itself to supporting such a massive national mission to protect America’s natural
lands. The problem is, Americans don’t fully understand how much effort the
service exerts to preserve their history and culture. Because of this, NPS risks
being seen as obsolete.
To reverse this attitude, NPS does not need to overhaul its business model. It
doesn’t need to rollout hoards of new programs and services. It does not need to
fundraise or lobby.
NPS needs to unearth the emotional connection people have to
their country, history and culture and prove that that the
organization will continue the fight to preserve these values.
This communications plan calls on all seven regions of the
organization, in collaboration with the National Team in
Washington, D.C., to position NPS as the champion of American history and
culture. Pursuing this overarching goal through recommended national
objectives, messages, strategies and tactics; each of the seven regions will have
a step-by-step guide to follow along with their peer Regional Teams. This
collaboration services two objectives: the first being logistical execution as the
National Team should defer to Regional Teams when it comes to
recommendations on local timing and tailored content development for the three
nationally-delegated key publics. The second objective is to position each of the
Regional Teams as champions of their own regions, culminating in a massive,
national hero.
Position NPS as
the champion of
American history
and culture.

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NPS surely competes with various leisure activity providers (i.e. amusement
parks and zoos) depending on location. But the competitor that supersedes these
minor threats, and requires effort from a national-level, is the value Americans
place on preserving their culture. NPS’ 2016 centennial celebration is an
opportune time to rally internal efforts behind a national campaign, and an even
better time to incorporate such a campaign within media outreach efforts while
outlets are encouraged and excited to talk about the timely event.
We propose branding all centennial efforts with an overarching theme that
leverages a well known and widely used visual and catchphrase:
NPS Was Here is a simple, shareable campaign that
highlights efforts made within the last 100 years of
service and ignites excitement as to where NPS will go
in the next 100 years. It speaks toward segments of
American culture in which NPS is involved that
audiences might not organically think of like youth
education programs or local businesses.
The NPS Was Here icon is recognizable as a location
“pin” and alludes to the fact that NPS parks are present
throughout the country. It will be used in all official
advertising, branded collateral and online outreach efforts, both for internal and
external communication. The artwork will also be made accessible to the public
to show off their relationship with NPS.
Each of the seven Regional Teams will be responsible for allocating labor hours
and incorporating the NPS Was Here campaign into their existing paid
communications efforts (i.e. media and signage) for the efforts described below.
Nationally, the projected cost, not including labor hours from within NPS’ National
Team, is estimated at: $860,000.
The campaign will officially launch July 2015 and run through December 2016
to allow enough lead time to ramp up, peak during the centennial month (August
2016) and accrue initial results to measure and evaluate its successes through
the end of the centennial year.
It’s time to reconnect the country to its history, and lead Americans toward their future.

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Background
The National Park Service. NPS was established on August 25th, 1916
with a simple, albeit ambitious, mission to preserve the natural and cultural
resources and values of the American national park system for the enjoyment,
education and inspiration of current and future generations. The organization
sees an impressive number of visitors - over 270 million annually.i In addition to
providing recreational and educational programs within the parks themselves, the
401 national parks and trails make a significant impact on local gateway
economies through visitor spending in each park’s local gateway region.ii For
example, in 2012 NPS visitors spent $14.7 billion within such local gateway
regions, which supported 242 thousand jobs nationally that year.iii
Within the organization, NPS has welcomed over 2,482,104 volunteers,
who have accrued over 97 million hours of service, cumulative through 2008.iv
The organization is maintained through leadership in the following seven regions,
all working toward the same national effort: Alaska, Intermountain, Midwest,
National Capital (headquarters), Northeast, Pacific West and Southeast. As for
the audiences they serve, in 2011 about half (57%) of NPS visitors stayed
overnight, indicating that audiences have a relatively equal need for both short
and long park services. v While individual parks can certainly depend on time-of-
year travel peaks and dips, nationally, NPS must maintain a stable, ever-present
reputation with visitors.
As with other organizations receiving public funding, NPS has endured
cycles of budget cuts that have required tough decision making both nationally
and within each individual park. The two areas feeling the brunt of restricted
budgets, or at least the two areas best known to the public, are employment and
operating hours. NPS has undergone both layoffs and hiring freezes and has
limited opening hours both during seasonal and regular, year-round hours.
Structural facilities have also felt the pressure of these budget restrictions –
dollars going toward restoration and preservation are as limited as those being
allocated for building new facilities. While employee attitudes are “understanding”
at best (“pessimistic”, more commonly) NPS’ reduced seasonal hiring numbers
indicates that overhead dollars are actually prioritizing full time rangers and
historians rather than temporarily bulking up the infrastructure for high-peak
tourist seasons.vi And in spite of restricted visiting hours, the National Parks
Conservation Association (an independent membership organization devoted to
protecting and enhancing America’s National Park System for present and future
generations) reports that national parks account for one-third of the top 25
domestic travel locations in the U.S.
External Environment. Americans are weary of their government. A Pew
Research Center survey measuring both public trust and satisfaction of the
federal government between 1958 and 2013 has continued to reveal this
sobering attitude. Last year, “trust” of those surveyed reached as low as 19%
with “satisfaction” following closely behind at 14%.vii While public confidence in
the effectiveness and value of federal agencies and programs has dropped, the

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need for them has not. The U.S. faces increasing demands of government-led
safety and protection initiatives. Whether the 24/7 news cycle is simply making
the public better aware of dangers coming closer to home (i.e. local school
shootings or small-scale terrorist attacks) or such threats are in fact becoming
more commonplace, the basic need to feel protected is prevalent.
As the country hurdles toward a future with a potentially complete lack of
trust in its governing bodies, Americans have become desperate to reconnect
with simpler times. Outside of the rough public attitudes toward the federal
government, advances in technology have sped up the pace of life, making
everyone with a computer or cell phone theoretically accessible 24/7. A
competitive market has made such technologies commonplace for both younger
generations and low-income demographics. The climate has become so
saturated that in 1995 the U.S. opened its first technology-addiction treatment
facility: The Center for Internet Addiction, where patients receive help from
licensed physicians to break their technology addictions and reestablish their
perceived value of “the real world”.viii
There are few areas in the country, possibly the world, that provide
reprieve from these stresses. And when such pockets of relief are sought, they
are indeed temporary. Plans to mend faults within the American federal
government and establish a healthy lifestyle within such a quick pace of life seem
insurmountable. With so many different paths, people and policies needed to
strengthen confidence in the future of the U.S., the best solution will be to rally
behind a single champion that will provide safe spaces to the public and protect
American values that have been built up until this point, and will be built for future
generations.
The National and State Park Industry. National and state parks in the
U.S. consist of both public and private lands that preserve nature, spanning over
national, state and city parks.ix Such parks are charged with ensuring the quality
of the environment within their properties including protecting plant and animal
life and maintaining, and often improving, water and air quality. In addition to
these “basic” services to the physical properties, parks provide a wide array of
programs ranging from historical tours to sustainable agriculture workshops to
veteran-appreciation celebrations, among others.
There are 401 national parks and trails and over 6,600 state parks in the
U.S. as of 2009.x There are nine Congressional Committees of Jurisdiction for
the national park system and related legislation dates back as early as 1916.xi
Because national and state parks reinvest earnings back into their systems, the
annual $41.5 billion industry revenue sees a $0.0 profit.xii Every dollar Americans
spend at a public park is an investment in the health of that park and in the
enjoyment for future visitors.
No matter if a park is publicly or privately owned, the level of tourism each
area attracts affects surrounding local communities. Such communities can be
defined as local gateway regions, which are areas within 60 miles of a park.xiii
Parks have built strong relationships with local businesses in the lodging and
food service industries, each entity supporting of, and vital to, one another.

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Internally, budget restraints have forced national and state parks to tighten
employment numbers and business hours. Many parks have cycled through
layoffs and hiring freezes, while also restricting visitation hours and seasonal
openings across the country.
While national and state parks provide for, and benefit the most from,
visitors within the U.S., there is a relationship with the international community
worth noting. Research findings, educational trainings and best practices are
shared with counterpoints abroad. During times of struggle, the American park
industry has loaned employees to provide aid or assistance internationally (i.e.
forest fire fighters).xiv
While income levels factor into the demand for park services within both
domestic and international travelers, the amount of leisure time that visitors have
is almost as important. This especially rings true for American citizens who
typically have less paid vacation time than their European counterparts, for
example. Fewer vacation days require U.S. vacationers to plan their time
efficiently and often times an in-state or domestic travel destination is the best
use of time and budgets. While demand for the industry is highly seasonal, with
summer being the busiest time of year for the industry, parks offer year-round
activities both statewide and nationally.
Services. NPS provides the means necessary to maintaining the quality of its
parks with both labor and materials. These services range from clearing litter to
building safer trails to posting informational signage, among others. NPS also
curates educational programs for visitors of all ages. The programs offered
highlight American history, expand knowledge on parklands and wildlife and
encourage visitors to spend time outdoors, getting to know their country
organically. NPS has also continued to lobby for the preservation of endangered
species and wildlife. Its historians and rangers are well educated and highly
passionate about their work, and many offer their expertise and insight to
develop grant proposals and similar legislative efforts.
Promotions. NPS will celebrate 100 years of service in August 2016. In
addition to making the case for additional government funding to ring in its
centennial, the organization will have the attention of the media and American
public both in reflecting what NPS has accomplished in the last 100 years, and
what it plans to accomplish for the next 100 years. Leading up to 2016, NPS will
increase marketing efforts to make its parks and programs more inclusive and
accessible. Recently the organization launched the “Find Your Park” initiative
across the country in which Americans are encouraged to explore NPS parks
(whether online or in person) and build a connection to a park they can call their
own.
Market Share and Competition. As of last year, NPS held a 7.2% market
share within the National and State Park industry and shares this space with
state, city and private parks that make up the remaining 92.8% of the industry.xv

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Outside of public parks, private leisure hubs such as amusement parks and
arcades offer quick thrills and top-level amenities. Zoos and museums are able to
meet the educational-angle young parents often seek for family travel
destinations.
Aside from direct competitors in the “destination” market, NPS competes with
other national programs for waning government funds. The organization also
finds itself competing with private entities, such as oil companies, that want to
buy current and/or potential parklands from congressmen and women to use the
land for private earnings.
Resources. Externally, support from the National Park Foundation (NPF) is
unmatched. Established just over 50 years into NPS’ tenure, a Congressional
Charter charged NPF with a mission to fasten the Service’s place in the
American landscape with the help of national financial security. The Foundation
accomplishes this by raising private funds, establishing strategic relationships
with profitable partners and marketing to the public to increase awareness and
interest.
NPS also has resources within the government, both nationally and
statewide. Legislators on the Hill are invested in NPS’ health for both self-
motivated reasons (parks being one of the least controversial issues in the
political arena) and in the interest of the people they serve back home.
Congressmen and women have a good pulse of how their voters perceive
national parks that live within their state or even district, as well as how these
parks affect local businesses. This is a sensitive area for NPS, and the nation, as
the organization has endured constant budget restrictions from these governing
bodies. Anecdotally, preserving the country’s parks is a non-political, generally
well-received mission. However, the efforts continue to slip behind other national
priorities that are politicized and are then perceived as more important or urgent.

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Situation Analysis
Where are we now? NPS is beloved by the American people but its
strength in being a non-controversial organization also weakens the perception of
its value, nationally. 55% of surveyed Americans believe it’s imperative to not cut
back on service at the national parksxvi, while 59% believe it’s unacceptable to
increase visitor fees to avoid spending costs.xvii Americans view the organization
as fundamental to the country and feel entitled to its longevity and quality.
However, the public lacks knowledge of the services and programs NPS
provides, and so does not understand the amount of time, effort and money it
takes to maintain an organization for which its sole purpose is to reinvest right
back into the good of the country.
Where do we want to go? By increasing awareness of the investments
NPS makes in its lands, local businesses and personal experiences for visitors,
key publics will better understand the efforts made by the organization in the
name of service. The country will value NPS as the ultimate champion for
American culture and that the next 100 years of service will see the same
reliability as the last.
Problem/Opportunity Statement
Few Americans understand the investment NPS makes in preserving American
history and culture. NPS has the opportunity to educate key publics on how the
organization has preserved American history and culture for the last 100 years,
and how it will continue to ensure the same protection for the next 100 years. If
NPS does not establish this reputation, its perceived value will fall behind other
national priorities and maintaining the health of the organization could turn into a
negative burden.
Goal
Objectives
 Increase key publics’ perceived value of NPS by 10% by the end of 2016.
 Increase the number of parents with children under age 18 that:
1) have visited a national park within the past 2 years by .4%
2) can name a valid park name/location to 69.1%
by the end of 2016.
 Increase employee and volunteer satisfaction by 15% by the end of 2016.
To position the National Park Service as the most vital protector and investor of
American history and culture.

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Key Publics
Note on American publics: while national parks do receive international visitors, increasing
awareness of NPS’ investment into the maintenance and growth of the country speaks directly to
domestic audiences who will benefit from such a future. While international audiences will
certainly reap the rewards of a better-valued NPS during future visits, this communications plan
seeks to appeal to citizens who will live in the country NPS helps build.
Parents With Children Under Age 18. Young families raising pre-college
aged children are intimately invested in the future of their child. Parents need to
be made aware of the current programs NPS curates for children and young
students, both close to home and nationally. When young children partake in
NPS programs whether consistently (close to home) or a few times a year
(vacations or school trips), a trusting relationship is developed with the
organization. From a self-interest perspective, young families want to know that
their children will be taken care of and will benefit from the knowledge that every
dollar spent toward their child participating in such programs gets reinvested right
back into future programs. Tangently, one family’s participation increases the
availability and opportunity for other families to partake and enjoy.
Many young families also want their children to experience life outdoors and
away from technology. Heightened access to technology requires readjusting the
balance between work and play; as now the term “play” can consist of sitting in
front of a gaming device indoors all day. Additionally, pre-college students seek
volunteer opportunities for school credit and college applications. These needs
both lend themselves to NPS’ services and programs.
A relationship with NPS benefits the child now by encouraging healthy,
outdoor lifestyles, teaching new facts and skills, and potentially docking volunteer
hours to better appeal to schools. Time spent at national parks organically builds
a deep-rooted appreciation for the American landscape and ingrains an innate
desire to preserve the same beauty for future generations. The relationship
benefits the child in the future because every dollar spent now is reinvested into
NPS, keeping the parks accessible to them as they age, and potentially to their
future children.
Gateway Community Business Owners. Business owners within 60 miles
of a national park experience the most immediate economic benefits from its
existence. A 2012 National Park Visitor Spending Effects report estimated that
within that year, park visitors spent $14.7 billion within local gateway
communities.xviiiThe local businesses depending the most on NPS tourism are
within the lodging and food industries; spending on lodging was estimated at $4.5
billion in the same report. NPS was also responsible for supporting 218,000 jobs
within these local gateway communities that year.xix The National Park Hospitality
Association (NPHA) also works directly with NPS to ensure the quality of park
visitors, a key relationship to strengthen from which both entities will benefit.xx
NPS is vital to these local businesses and especially within rural areas for
which tourists are solely visiting to see a national park. It will be important for
local businesses to understand that while they depend on NPS, the organization

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depends on them as well. As NPS protects and invests in its own service, it is
doing the same for the businesses that protect its visitors and staff.
Staff and Volunteers. As NPS positions itself as the most important protector
of American history and culture, it is vital that the public sees the same
investment in the relationship with its employees. The recent count of 22,000
employees is a bit of a shock considering how many visitors NPS sees
annually.xxi A majority of NPS staff are tenured, with only 6.7% having been in
the workforce for less than three years in 2012’s Best Places to Work in the
Federal Government survey.xxii NPS needs to better connect with this internal
audience to build the same level of trust and sense of protection it has with the
general public. It’s important that NPS employees are well connected and feel
authentically tied to their employer. This will directly help position NPS as a
protector and investor within the organization, and visitors will feel another layer
of care knowing that these employees are on the same team, working toward the
same goal.
NPS’ internal audience is especially interesting in that it accrues larger
numbers of volunteers than paid staff. Volunteers have a unique position within
NPS’ key publics because while they dedicate hours to fulfill the organization’s
mission and provide logistical support, they benefit on a personal level by
enjoying the benefits of working on national park land that has been preserved by
both NPS and peer volunteers. Volunteers also have the ability to spend hours
across different parks, nationally, while NPS staff are typically beholden to one
single park during their tenure. In this way, volunteers are able to gain a
comprehensive and very rich relationship with the organization at a higher-level.

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Brand Positioning
Currently, NPS is known as a “steward” of America’s national public lands; the
term elicits the notion of passive supervision. The organization needs to
reposition itself as the most vital protector and investor of American history and
culture, a necessary champion that without which, the country would surely
experience immeasurable loss. Capitalizing on this fear of potential loss, the
brand will grow within a “choices” frame; establishing that without NPS the
country would have no one fighting to protect its history, to teach the new
generation about American culture, and to ensure that there will be pieces of the
country left for its great grandchildren, and theirs, to visit and enjoy.
Framing Cues. To build this new position, three framing cues will be used
throughout each strategy and subsequent outreach tactic:
1) Emotion elicited from fond, nostalgic memories of previous experiences
at parks (i.e. family vacations, school trips) and the desire for future
generations to share the same experiences. Can also speak to patriotism.
2) Credibility established by the organization naturally owning the largest
share of public outdoor space. The sheer number of volunteers, legislative
efforts and donations via NPF adds to its credibility.
3) Association make the connection between key publics and NPS, these
are your parks, your history and your future. Every American should feel
as if they have skin in the game when it comes to national parks.
Messaging
1) NPS protects my history, culture and values.
a. Without NPS, I would have an incomplete view of American history.
b. NPS cares for American lands nationally and locally.xxiii
c. NPS ensures minority groups are well represented in American
history.xxiv
d. NPS preserves historic sites and properties for my enjoyment.
i. For instance, the organization has installed solar panels,
green roofs and wind turbines at historic sites and parks in
recent years to save on energy costs and preserve the
environment.
2) NPS invests in my country’s future.
a. NPS takes care of public parks enjoy with my family now and into
the future.
b. NPS provides educational programs for my child, which helps lead
a full life and better their chances of getting into good schools.xxv
c. Youth Conservation Corps (15-18), Public Land Corps (16-25), Girl
Scouts (5-18) and Boy Scots (7-18)
d. Park visits support local jobs.
i. In 2012 put $14.7 billion in local gateway communities and directly
supported over 145,000 jobs.xxvi
a. NPS puts US-earned dollars right back into the economy

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3) National Parks are accessible to all Americans.
a. I am a vital supporter of NPS’ health as an organization.
b. National parks exist near almost any place I’d visit or live in the
U.S.
i. Capitalize on the sheer number of parks and trails (401 in all 50 states
and U.S. territories).
c. NPS’ website makes it easy to find my park either by region or
activity I want.xxvii
d. NPS steps up to accommodate peak tourist seasons – I don’t need
to worry about being underserved.
i. Works directly with local businesses and NPHA to better prepare for
peak tourist seasons, especially as it concerns the centennial.xxviii
4) NPS values its staff and volunteers.
a. I share NPS’ passion for outdoor spaces and the American
landscape.
b. Staff enjoy working for NPS - most employees have been with NPS
for 3+ years.
c. NPS is building a diverse workforce, opening doors for different
demographics.
i. Invested in creating a more diverse workforce within minority
populations and for people with disabilities.xxix

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Strategies and Tactics
1) All Audiences
a. Position NPS as the answer to the emotional need for consistency
and a certain future by showcasing the organization’s widespread
presence through an overarching campaign: NPS Was Here.
The theme does not necessarily require new programming or initiatives on NPS’ part
but rather rallies parks together around a centralized theme that excited and intrigues
the public.
i. National Team Build NPS Was Here microsite and populate
NPS.gov pages with links to NPSWasHere.org.
1. Each of the seven regions will be responsible for
curating and managing their individual page’s content.
ii. National Team Develop print, online, TV, radio and out of
home advertising.
1. The National Team will provide art files for national
media efforts (publications like Google, Expedia,
Travelocity, travel magazines).
2. Regional teams are responsible for securing and
executing paid media plans with local publications
and budgeting related signage.
iii. National Team Create social media platforms (Twitter,
Facebook, Instagram, Pintrest and Foursquare) – populate
with national content to prepare for soon-to-come visitors.
1. Rather than creating multiple handles/pages for each
of the seven regions, it is recommended that each
region use the national handle and can differentiate
themselves with hashtags (i.e. “@NPSWashere
#NPSMidWest).
The following strategies and tactics are best managed and executed by internal
teams within each of the seven NPS regions. In this way each region can tailor its
content to be geographically relevant and timely. The strategies and tactics below
are step-by-step guidelines each region should follow to ensure consistency within
the national campaign.
It is recommended that each regional team include at least: a communications
director, media outreach coordinator, traffic manager, social media coordinator and
project manager. Each task force will report to, and work with, the national team at
headquarters in Washington, D.C.
The National Team will complete certain tactics, which are highlighted in red italics
below.

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iv. National Team Distribute national press release highlighting
the 2016 centennial and highlight one special program within
each of the seven NPS regions taking place in 2016.
1. Pitch centennial year programs and initiatives to local
media, continuing to tie back to NPS’ NPS Was Here
theme.
v. National Team Build NPS Was Here artwork app for social
media cover photos (Twitter, Facebook and LinkedIn).
1. Allows users to enter personal photos along with the
specific park for which they volunteered, were
employed or visited. The app will generate a pre-sized
“Google-maps, landscape view” photo and
incorporate the branded callout graphic along with a
random selection of their photos that reads “NPS Was
Here”.
vi. National Team Create suite of out of home collateral
branded with the NPS Was Here icon – Regional Teams are
responsible for printing and distributing by or before July
2015 to use a full year to establish brand recognition before
the centennial.
1. Window decals (distributed to local businesses,
described in further detail below).
2. Bumper stickers.
3. Outdoor staked-signs (parks can post throughout their
property or at the entrance).
2) Parents With Children Under Age 18
a. Raise awareness of NPS’ youth/education programs through local
paid and earned media and online outreach efforts
i. Seek youth and education-oriented partners (public
television programs, kids magazines, local youth/parent
organizations, etc.) to promote centennial events (i.e. Junior
ranger day of service) via calendar listings, editorials and
social media announcements.
ii. Secure and promote program participation/visits by under-18
celebrities.
1. The National Team can help support coordination as-
needed by each of the regional teams and will
promote national-level celebrity visits.
2. Regional Teams are encouraged to reach out to and
promote local youth celebrity participation.

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b. Leverage young parents’ inherent “stake” in their child’s future to
encourage year-round enrollment in youth/education programs.
i. National Team Develop a White Paper on college
admissions; specifically on the impact a student’s volunteer
and extracurricular activity experience has on their
acceptance.
1. National Team Will be hosted on NPSWasHere.org,
promoted within relevant parent communities online
as well as social media.
ii. National Team Build a mentorship program that connects
young students with an NPS staff member to build longer-
term relationships with the park service.
1. The National Team will build the digital platform and
train Regional Teams on how to manage their own
sections. Will also provide recruitment protocol and tip
sheets.
2. Regional teams will be responsible for recruiting and
vetting both mentors and students.
iii. Host community meetings relevant to young parents and
influencers (i.e. PTA, new-moms, mommy bloggers, etc.) in
NPS facilities. Distribute branded collateral specific to local
youth/educational programs.
iv. Sponsor college fairs at local gateway community high
schools.
v. National Team Rollout paid, national, media campaign in
publications geared toward parents.
1. Regional Teams are responsible for identifying
strategic, local publications that target the parent-
audience
.
3) Gateway Community Business Owners
a. Underscore the economic impact NPS has made within local
businesses to establish trust and mutual dependence.
i. Host Rotary Club meetings and town halls in local gateway
communities
ii. Secure interviews from local business owners in local
newspapers centered on the economic impact NPS has had
on their business
iii. Sell sponsored tents during the celebration month
b. Instill a sense of community within the local gateway businesses,
for which NPS is the keystone
c. Increase gateway community consumers’ understanding that
dollars spent with such a business helps the economic health of
NPS

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i. NPS Was Here certification they can stick on windows/frame
on the wall to show that they’re a valued NPS partner
National Team
ii. Offer discounts/coupons to 2015 customers for 2016 –
printed/online coupons will be branded with NPS Was Here
4) Staff and Volunteers
a. Reconnect NPS staff with the organization’s mission by
participating in a national brand ambassador program. The National
Team will coordinate and manage the program in collaboration with
the Regional Teams.
The brand ambassador program benefits every staff member by
training employees to connect with one another and find local avenues
to resolve concerns and broadcast successes.
i. Identify no more than 2 candidates per region (14 nation-
wide) to participate in the Brand Ambassador Pilot Program.
Approach directly explaining the intention of the program and
ask for their assistance in establishing goals and strategies.
ii. Kick off the Pilot Program with participants to gather
feedback and further insight.
iii. Build the Brand Ambassador online web portal, test with pilot
participants.
1. Web portal will include roughly structured discussion
boards
a. Section divided by regional issues
b. Section divided by national issues
2. Includes regular survey/polling calls to action to keep
track of employee attitudes
iv. Distribute internal rollout the month prior to launch – a
highlighted article in an internal newsletter, followed by an
exclusive eBlast and finally a formal announcement/invitation
to participate.
b. Instill a sense of pride in working and volunteering with the National
Park Service through an appreciation campaign.
i. National Team Distribute social media posts recognizing one
exceptional “hero” a month beginning 1916 through 2016.
1. Separate campaign for Volunteer and Staff (so will
release updates biweekly).
2. Ties back to NPS Was Here campaign.
3. Who will be our next hero?
4. Who will you help next?

16
5. Volunteers can highlight mentorship or a community
that they helped service.
ii. Distribute an online Volunteer Toolkit that includes:
1. One-page FAQs.
2. One-page Volunteer-impact results.
a. I.e. “If one in 20 people devoted 10 hours of
service a month, NPS would be able to
maintain extended hours throughout the entire
summer tourism season”.
3. A letter template that volunteers can use to accredit
their time with either their company or school.
4. NPS Was Here social media artwork (see tools in All
Audiences).
c. Reaffirm a sense of community and NPS’ appreciation within NPS
staff
i. Host a nation-wide gala exclusive to NPS staff on August
22nd (the Saturday before the centennial celebration).
1. Two events per each of the seven regions across the
U.S.
2. The National Team will provide a stipend for each
event (14 total). Regional Teams are responsible for
allocating event funding.
ii. Build a discount program with NPS staff and nation-wide
gateway business community owners for the year of 2016.
1. NPS staff receive impressive discounts at any
participating gateway community business.

17
Evaluation
How each objective will be measured:
 Increase key publics’ perceived value of NPS by 10% by the end of 2016.
o Use benchmark surveys for both Parent and Business Owner key
publics. The first survey would be conducted during July 2015,
followed by a second during July 2016 and a final during December
2016. Sample Survey in Appendix
o Release a second iteration of in-market polling from a 2011 Roper
Center poll that found 55% of Americans believe service at the
national parks cannot be cut back.xxx
 Increase the number of parents with children under age 18 that:
1) have visited a national park within the past 2 years by .4%
2) can name a valid park name/location to 69.1%
by the end of 2016.
o Using in-market polling data, improved measurements will be
evaluated based on growth from the original findings:
 Users increased ~2.125% each year between 2000-2008,
between 2008-2016, we’d ideally increase this to ~2.5%
through 2016.xxxi
 Increase employee and volunteer satisfaction by 15% by the end of 2016.
o Mark an increased score within the Best Places to Work in the
Federal Government – ideally to 65. xxxii
 Previous years’ ratings are as follows:
 55.1 in 2013
 61.3 in 2012
 61 in 2011
 63.7 in 2010 highest ranking
Evaluating the plan’s overall effectiveness:
1) Short term
a. Increased park attendance through 2016, specifically within the
parent-demographic, nationwide.
b. Increased enrollment in youth programs, nationwide.
c. Returning-consumer use of the gateway community business
discounts
d. NPS staff-use of nation-wide gateway community business
discounts
2) Long term
a. Increased positive feedback via targeted surveys addressing NPS’
perceived value within gateway community businesses.
b. Closer relationships between students and NPS; measured via
targeted surveys and psychographic studies.

18
c. Increased trust in NPS as the best protector and investor in
American history and culture; measured via NPS Was Here brand
recognition.
APPENDIX B
NPS SWOT
Internal Strengths
o Strong reputation and history with the general public
o Great volunteer numbers
o Positive mission statement – easy for audiences to rally behind
o Education programs speak to younger, future generations and the
young families that hope to see them learn and succeed
Internal Weaknesses
o Expensive to maintain parks and programs, difficult to keep parks open
the amount that the public expects
o Difficult to fully grasp all of the provided services
o Somewhat lack of cohesiveness on a national level as each park is
closely tied in its surrounding community/state
External Opportunity
o Easy for congress people to reach across the aisle and support
through legislation/funding
o National Park Foundation dedication
o Currently: LGBT community has applauded NPS for including LGBT
sites in the American historic landscape
External Threats
o Competitors: amusement parks, spas, zoos, golf courses, rock-
climbing gyms, private parks and oil companies
o Americans want parks but don’t want to increase their taxes to pay for
them
o International travel
o Losing funding and land to private entities (including oil companies)

19
APPENDIX C
Original Research Examples
A. Example of benchmark survey questions – Parents
1) How many children under 18 are in your household?
2) Which national parks are closest to your home? (do they need
prompting/help with names?
3) How many national parks have you visited with your children?
4) Have you ever enrolled your children in an NPS youth-program?
5) Would you enroll your child in an NPS youth-program?
a. If yes – would you recommend the program to another local
parent?
b. If yes – did you see a benefit to your child’s well-being and
happiness, generally?
6) Do you feel you have enough information about your local programs?
B. Example of benchmark survey questions – Gateway Business Owners
1) What national parks are closest to your business?
2) What percent of your customers are directly interacting with your business
because of park visitation?
3) What local leisure activities, outside of NPS, attract your customers?
4) How important are NPS’ functions to your success as a business?

20
APPENDIX D
NPS Was Here Campaign Mood Board
Decal Inspiration (for businesses)
Social Media Covers for the Public

21
APPENDIX E
References
iihttp://clients1.ibisworld.com.proxy.library.georgetown.edu/reports/us/industry/operatingconditions.aspx?
ntid=1643
ii http://www.nature.nps.gov/socialscience/docs/NPSVSE2012_final_nrss.pdf
iii http://www.nature.nps.gov/socialscience/docs/NPSVSE2012_final_nrss.pdf
iv http://www.nps.gov/aboutus/index.htm
vhttp://www.ustravel.org/sites/default/files/page/2009/10/MOF11_Outlook_National_Parks.pdf
vii http://www.people-press.org/2013/10/18/trust-in-government-interactive/
viii http://www.pewinternet.org/2007/11/21/boot-camp-for-internet-addicts/
ix http://clients1.ibisworld.com/reports/us/industry/default.aspx?entid=1643#ID
x http://www.rff.org/RFF/Documents/RFF-BCK-ORRG_State%20Parks.pdf
xi http://www.nps.gov/legal/
xii http://clients1.ibisworld.com/reports/us/industry/ataglance.aspx?entid=1643
xiii http://www.nature.nps.gov/socialscience/docs/NPSVSE2012_final_nrss.pdf
xivhttp://clients1.ibisworld.com/reports/us/industry/productsandmarkets.aspx?entid=1643
xv http://clients1.ibisworld.com/reports/us/industry/majorcompanies.aspx?entid=1643#MP10513
xvi
http://www.ropercenter.uconn.edu.proxy.library.georgetown.edu/CFIDE/cf/action/ipoll/questionDetail.cfm?k
eyword=national%20and%20parks&keywordoptions=1&exclude=&excludeOptions=1&topic=Recreation&orga
nization=any&label=&fromdate=01/01/1935&toDate=12/31/2014&stitle=&sponsor=Reuters&studydate=01-
JAN-
34&sample=1021&qstn_list=&qstnid=1779433&qa_list=&qstn_id4=1779433&study_list=&lastSearchId=76101
56&archno=&keywordDisplay=
xvii
nization=any&label=&fromdate=01/01/1935&toDate=12/31/2014&stitle=&sponsor=McClatchy&studydate=0
1-JAN-
xviii http://www.nature.nps.gov/socialscience/docs/NPSVSE2012_final_nrss.pdf
xix http://www.nps.gov/aboutus/index.htm
xx http://www.parkpartners.org/Home.html
xxi http://www.nps.gov/aboutus/workwithus.htm
xxii http://bestplacestowork.org/BPTW/rankings/detail/IN10#workforce
xxiii http://www.nps.gov/history/hps/pad/plancompan/plancompanion.htm
xxiv http://www.kcet.org/news/agenda/diversity/lgbt-heritage-theme-study-launched-by-national-park-
service.html
xxv http://www.nps.gov/gettinginvolved/youthprograms/index.htm
xxvi http://www.nature.nps.gov/socialscience/docs/NPSVSE2012_final_nrss.pdf
xxvii http://www.nps.gov/findapark/index.htm
xxviii http://www.parkpartners.org/
xxixxxix http://www.nps.gov/diversity/index.htm
xxx
nization=any&label=&fromdate=01/01/1935&toDate=12/31/2014&stitle=&sponsor=Reuters&studydate=01-
JAN-

22
xxxi http://www.npca.org/assets/pdf/Committee_People_and_Parks.PDF
xxxii http://goldrushcam.com/sierrasuntimes/index.php/news/mariposa-daily-news-2013/167-
december/11371-national-park-service-continues-to-decline-in-ranking-for-best-place-to-work-in-
government-

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