1. NATIONAL PARK SERVICE
Management Dashboard

2. PRO JE C T OV ER V IEW
The 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.

3. The Dashboard
WHAT 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.

4. I NTR O T O THE NPS
We began our process by conducting desktop research of the NPS to gain an
understanding of the organization.

5. Mission Statement
MISSION 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

6. 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

7. Long Term Objectives
NPS
• Connecting people to parks
• Advancing the NPS education mission
• Preserving America’s special places
• Enhancing professional and organizational excellence

8. Corporate Strategies NPS
CONNECTING PEOPLE
TO 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 NPS
EDUCATION MISSION

9. • 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.

10. FACILITATING
SERVICES
Admission,
provide general
information, trip
planing, parking
ENHANCING SERVICES
Outdoor activities (hiking,
biking, fishing, etc.), Kids
activities, educational
programs, guided tours,
events and attractions,
food, gifts and wildlife
viewing, restrooms
DELIVERY SYSTEM
Engaging in park
offerings and facilities
(restaurants, shops,
trails, buses, rentals,
restrooms)
Service Package
CORE PRODUCTS
Public access to
national parks,
monuments and
landmarks

11. Service Delivery System
Trigger
I 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

12. 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

13. • 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

14. 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.

15. M A PPING FINDINGS
Our next step was to transform the information we gathered into maps and graphs that
would help us visualize and understand our research.

16. 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.

17. 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.

18. 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.

19. 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.

20. PERSON AS
We 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.

21. The Nielson Family
PERSONA (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 teacher
John Dad-37- Chief Accountant at an investment bank
Dylan Son-9-Public School Student
Allison Daughter-7- Public school students
• Animals
• Nature
• Sports
• Traveling
Outdoor activities/Grilling/Scrap-booking/Playing Board Games/Reading

22. Jack Harrison
PERSONA (NPS)
He wakes up at 5am, heads to the kitchen to brew a cup of black coffee and make pancakes with home
made maple
Syrup. 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
HOMETOWN
Livingston, Montana
AGE
37
Outdoor Activities (biking, horseback riding, fishing, hiking, camping, boating,
rafting), Grilling / Reading (national geographic, photography magazines, motor
mechanics) Playing the Harmonica.

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

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

25. Digitalize
Then we digitalized the data using Adobe software.

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

27. Mission Statement
MISSION 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

28. The Nielson Family
PERSONA (VISITOR)
• Sarah, John and the kids get up in the morning
• Eat breakfast together
• Sarah drives kids to last day of school
• After school the kids come home and play with the dog
• Sarah does chores and makes dinner
• Eat dinner together when John gets home
• John says he has a week vacation so they can go to a national park
• Will research what park to go to on Sunday
• After dinner, they play a game of UNO
• Kisses kids goodnight
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 teacher
John Dad-37- Chief Accountant at an investment bank
Dylan Son-9-Public School Student
Allison Daughter-7- Public school students
• Animals
• Nature
• Sports
• Travelling
Outdoor activities/Grilling/Scrapbooking/Playing Board Games/Reading

29. Jack Harrison
PERSONA (NPS)
• Wakes up at 5am
• Makes coffee and pancakes
• Looks at National Geographic while eating
• Goes to work in his Jeep Wrangler
• Trains group of new rangers
• Goes to lunch at Old Faithful Inn dining
• Heads back to office to do paperwork
• 6pm, he heads home to shower
• Goes to a 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
HOMETOWN
Livingston, Montana
AGE
37
Outdoor Activities (biking, horseback riding, fishing, hiking, camping, boating, rafting), Grilling / Reading
(national geographic, photography magazines, motor mechanics) Playing the Harmonica.

30. Use Scenario

31. Corporate Strategies NPS
CONNECTING
PEOPLE
TO 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

32. 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

33. 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

34. I NTE R VIEWS
After preparing a variety of interview questions for Mike, the cheif Spokesman, he was
able to tell us with helpful feedback.

35. QUESTIONS
HOW 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.”

36. HOW TO USE THE DASHBOARD

37. Balanced Scorecard
FINANCIAL
• A quick reference
of the overall NPS
Budget and Total
Costs.
• NPS Stats (Annual
Reports)

38. Balanced Scorecard
FINANCIAL
• Main Revenue
Streams
• Displays profits
earned from the
NPS main service
areas
• NPS Stats (Annual
Report)

39. Balanced Scorecard
FINANCIAL
• Main Services Costs
• Main Infrastracture
Costs
• An overview of costs
for main service
areas and infrastruc-
ture
• NPS Stats (Annual
Report)

40. 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)

41. 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)

42. 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

43. 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)

44. 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)

45. 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)

46. KPIs
REPUTATION
MONITOR
• Measures the
different parks’
reputation monthly
• NPS Stats (Visitor
Use Statistics)
• Online customer
reviews

47. KPIs
WILLINGNESS
TO RECOMEND
• Measures how
willing customers
are to recommend
each park by month
• NPS Stats (Visitor
Use Statistics)
• Online customer
reviews

48. KPIs
SERVICE
RATINGS
• Rates the different
service encounters
areas by park and
month
• NPS Stats (Visitor
Use Statistics)
• Online customer
reviews

49. KPIs
LEVELS OF
INFRASTRACTURE
• Measures the quality of
foundations through-
out the parks by
month.
• Infromation comes
from routine monitors
by employees.

50. 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.

51. 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

52. 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

53. 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)

54. 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

55. 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

56. KPIs
Waiting Time
• The chart measures
how long the
customer waits
at each service
encounter.
• From monitors
performed by
employess.

57. 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