Outdoor Recreation Reservations This customer experience profile is from 2020. To view this year’s profile, click here. User Interactions Customer Feedback Social Media Presence Customer Experience Indicators Executive Summary In late 2018, a multi-agency partnership completed a major overhaul of Recreation.gov, the central portal for booking outdoor adventures on federally managed lands. After a busy year of bookings in 2019, the team had to adjust to changing customer needs in the spring of 2020 as travel plans changed amid the coronavirus. Customers find many aspects of the Recreation.gov website and mobile app to be simple, engaging and interactive. The well-organized website, with eye-catching images and advanced digital features such as a trip builder tool, is designed to help users plan and reserve trips in ways comparable to popular commercial travel sites. Still, customer feedback suggests ways the site could improve and make transactions easier. In 2019, half of Recreation.gov users surveyed indicated the website was not easy to use, partially due to popular campgrounds getting quickly booked up and challenges using the search engine. Because the Recreation.gov team members regularly reviewed feedback, they were alerted to the issues and could then add features to the search engine and clarify the availability of recreation sites online. To continue improving the customer experience around booking reservations—a high priority issue—the team plans to increase the accuracy of campground maps and the quality of the images of local recreation sites. Data at a Glance 4.8 out of 5 stars: user rating of the Recreation.gov mobile app as of September 2020 of customers surveyed said it was easy to complete what they wanted to do on the site in fiscal 2019 More Profiles Airport Security Screening and Passenger Support Services Citizenship and Immigration Applicant Services Customs Airport Security and Screening Services Farm Loan and Conservation Service Federal Student Aid Individual Taxpayer Services Medicare Customer Support Services Outdoor Recreation Reservations for Federal Lands Passport Services Veterans Education and Training Benefits Veterans Outpatient Health Care Services Service Overview From whitewater rafting on Idaho’s Salmon River to ranger-led tours at Kentucky’s Mammoth Cave National Park, Recreation.gov provides an entry point for the general public to access and explore scenic federal lands and national treasures. The site acts as a one-stop shop for more than 21 million online users each year who seek to research, plan or book a trip. In 2019, the most common reasons customers visited the site were to reserve a campsite, research a future trip or purchase a ticket or tour. Primary Customers Any individual or group interested in visiting federal lands, waterways or monuments across the country. Key services provided to applicants (data for fiscal 2019 unless otherwise noted ) Trip reservations 4.2 million transactions (4.7 million transactions in fiscal 2018)1 3.9 million online reservations; 588,000 call center reservations; and 297,000 field location reservations. Permits and tickets to high-demand events and activities, such as the White House Easter Egg Roll or a tour at the National Archives. 400,000 permit-related reservations Publication of online content on campsites and recreation activities, indexed for search, with editorial sections containing user ratings, reviews, and recommendations. 3,600 facilities and 103,000 individual recreation sites across the country identified. Trip planning tools and resources. Trip builder tool, which features interactive maps. People Interact With Recreation.gov By (All data for fiscal year 2019) VISITING ONLINE 44 million visits (42 million in fiscal 18) CALLING THE CONTACT CENTER 1 million+ calls Reasons for calls: Requesting information or checking on availability: 50%. Making a new reservation: 25%. Changing or canceling a reservation: 18%. Other: 7%. Average Wait Time for Calls <2 minutes Customer Experience Insights Click tabs to expand Connecting on Social Media As of September 2020, the agency’s social media presence included: Facebook (@Recreation.gov) Joined: June 2010 Followers: 84,700 Total likes: 83,400 Instagram (@Recreation.gov) Joined: May 2014 Followers: 94,900 Total posts: 1,615 YouTube (Recreation.gov) Joined: January 2012 Subscribers: 427 Total views: 27,000 Social media practices Posts almost daily?No Includes multimedia content?Yes Responds to customers?Yes – occasionally For background information on these metrics and our full methodology click here. How Recreation.gov Services Quickly Shifted During the Coronavirus The Recreation.gov team quickly shifted its focus when the coronavirus pandemic closed most federally managed recreation sites. Rather than promoting visits to federal lands, the team provided updates on the operational status of locations and connected customers with local site managers who could give them more details. Team members got creative in order to stay connected with customers during a time when people may not have been using recreation services. They highlighted options for making virtual visits to public lands, providing tips for how people could get to know their “nature hood,” and offered games and scavenger hunts to help children enjoy nature near their homes during the pandemic. Comments on social media helped the team keep a pulse on issues customers faced during the pandemic. Facebook posts revealed that some people had difficulty requesting refunds for canceled trips. The team responded to the posts and clarified the process for contacting local site managers to request a refund. As recreation sites began to reopen, Recreation.gov worked with site managers to inform people of steps they were taking to protect visitors’ health, such as making only every other campsite available for reservations and using timed and ticketed entry to limit traffic. Indicators that the Customer Experience is a High Priority Click buttons to expand. Commitment to Customer Experience The agency: Includes high-quality customer experience in its strategic goals. N/A Not assessed because this is a multi-agency program. However, customer experience is a key element in the contract and work statements that guide how Recreation.gov is managed. Specifies customer feedback as a key measure of the organization’s performance. N/A Not assessed because this is a multi-agency program. However, customer feedback measures are used to assess performance in the contract and work statements that guide how Recreation.gov is managed. Has a senior executive with the responsibility and authority to lead efforts to improve customer experience across the organization. N/A Not assessed because this is a multi-agency program. However, a Recreation Management Committee, with members from each agency that contributes to Recreation.gov, helps guide improvements to the site. Shares meaningful customer feedback with the public. Yes See customer survey data in the CX insights section above. Customer Service Basics For the most common services provided, customers can: Complete frequently used transactions online. Yes Users can plan and book reservations, apply for permits and explore new trips. Easily find information to call an appropriate representative. Yes Schedule in-person appointments. N/A Recreation.gov does not have field offices. Obtain status updates. Yes Customers can check the status of existing reservations, tickets, and permit applications through their personal online account online or through the mobile app. Has a process for standardizing across channels the information and guidance provided to customers. Yes The team has processes to update FAQs and help articles so they are consistent across channels. Customer Feedback The agency collects and analyzes data and information on customer perceptions: Of specific interactions, including website visits, phone calls and in-person appointments. Yes Of a customer journey through a series of interactions or multistage processes that build toward a specific goal. Yes They collect feedback on the experiences with processes such as planning a new trip and booking a reservation. Of the overall service the organization provides. Yes Through qualitative research, such as customer interviews, focus groups, analysis of social media comments or direct observation. Yes The team conducts interviews and focus groups with customers. Through a structured analysis of comments about the service left on social media channels. Yes More details about our methodology Footnotes and Methodology Footnotes 1 Transactions refer to interactions where money is exchanged between a customer and service offered by Recreation.gov, such as making or modifying a reservation, purchasing a pass or applying for a permit or lottery. The decrease in the number of transactions from 2018 may be attributed to the government shutdown that ended in early 2019. 2 The Net Promoter Score is an industry measure used to assess customer willingness to recommend a product or service, serving as a proxy for overall customer satisfaction. https://www.medallia.com/net-promoter-score/ 3 The customer satisfaction survey was launched in May 2019 using Qualtrics website intercept. Response options used a 5-point Likert scale ranging from “strongly disagree” to “strongly agree.” The percentages for each question represent the percentage of customers who responded “agree” and “strongly agree” for Q3 and Q4. Values represent a sample size of 13,606 respondents and response rate of 1% for Q3, and a sample size of 5,558 respondents and response rate of 9% for Q4. Data for Q1 is not available as the customer experience survey was not yet live and there was insufficient data in Q2 to be analyzed. Social media review methodology To assess how agencies use social media to interact with customers, we examined three social media best practices identified through conversations with experts: posting frequently, delivering engaging content and responding to questions. We analyzed the most active Facebook or Twitter account by selecting specific months to examine trends throughout the year, including changes to social media activity during the coronavirus. The team defined posting almost daily as meaning the agency posted for at least 25 out of 30 days on average in September 2019, December 2019, March 2020 and May 2020. Includes multimedia content is defined as whether the agency posted a range of multimedia content with interactive elements beyond just static images. Responds to customers is defined as whether or not agencies respond to questions through the direct message feature on Facebook or in the comment section of posts. To assess this, we examined September 2019, December 2019 and April 2020 (or another month when data was not available). “No” indicates the agency never or rarely responds to comments; “Yes – occasionally” indicates the agency responds sometimes, but there does not appear to be a consistent pattern over time; and “Yes – regularly” indicates the agency responds to comments on a frequent and consistent basis over time. The number of tweets, likes, posts and views reflect the total activity since the social media account was established. Website experience methodology For each agency, we selected for review a set of webpages that customers would theoretically visit to seek answers to frequently asked questions, vetted with each agency. We partnered with the Center for Plain Language to conduct this review. The center followed the same methodology it uses to assess plain language for its annual ClearMark awards for a range of organizations and its annual Federal Plain Language Report Card for the government. Two plain-language experts individually and independently reviewed and scored each set of pages, using five plain-language criteria to assess each site. They rated each criterion on a five-point scale: Information design and navigation. Pictures, graphics and charts. Style or voice. Structure and content. Understanding of audience. The reviewers then met to reach consensus on strengths and weaknesses of each site and to assign a letter grade based on their ratings. Customer experience indicators methodology The Partnership and Accenture developed the following list of indicators to understand how agencies prioritize the customer experience, and steps they can take to improve. The list is based on research about effective customer experience practices in both government and the private sector, and aligns with practices in a customer experience maturity self-assessment for agencies developed by the Office of Management and Budget. Leaders who participated in the Partnership’s federal customer experience roundtable provided input. Commitment to customer experience The agency: Includes high-quality customer experience in its strategic goals. Criteria: 1) customer experience with the agency’s services is listed in the strategic plan as one of the organization’s top priorities or a supporting goal of one of the priorities 2) the strategic plan provides specific actions the agency will take to improve customer experience. Specifies customer feedback as a key measure of the organization’s performance. Criteria: There is a performance measure included in the agency’s strategic plan, annual performance report or agency priority goals that is based on feedback directly from customers Has a senior executive with the responsibility and authority to lead efforts to improve customer experience across the organization. Criteria: Based on a review of the agency organizational chart and online descriptions of leadership positions, the agency has an executive who meets the following criteria: 1) customer experience is his or her primary responsibility 2) he or she reports to the head of the organization or a deputy 3) his or her work spans all major service delivery channels (e.g., online services, contact centers, face-to-face services). Shares meaningful customer feedback with the public.Criteria: In alignment with the Office of Management and Budget’s guidance on customer experience measurement, the agency publishes customer feedback that: 1) represents multiple service delivery channels 2) provides details into different aspects of the experience (e.g., beyond overall customer satisfaction) Customer Service Basics For the most common services provided, customers can: Complete online frequently used transactions.Criteria: Based on a review of the agency’s website, customers can complete major services or transactions online. Easily find information to call an appropriate representative.Criteria: Does the agency’s website provide a clear explanation of which number to call for specific issues or provide one number that customers can call to get routed to the appropriate person. Schedule in-person appointments. Criteria: Based on a review of the agency’s website, customers can schedule appointments for in-person services. Obtain status updates.Criteria: Customers can get current updates through an online or self-service channel that includes estimated timelines on items such as submitted applications or benefit disbursements. Find standardized and consistent information and guidance across channels. Criteria: At least two service delivery channels have integrated knowledge management systems so that when content for customers on one channel is updated, it is updated on the other channel. Customer Feedback The agency collects and analyzes data and information on customer perceptions: Of specific interactions, including website visits, phone calls, and in-person appointments. Of the customer journey through a series of interactions or multi-stage processes that build toward a specific goal. Of the service provided by the organization overall. Through qualitative research, such as customer interviews, focus groups or direct observation. Through a structured analysis of comments about the service left on social media channels. This customer experience profile was produced in collaboration with Accenture Federal Services.
