In spring 2019, the park announced new strategic priorities that will guide decision making over the next five years. The priorities revolve around the concepts of core, resources, experience, infrastructure, and partnerships. Superintendent Cam Sholly and the senior leadership team developed these priorities with significant input from field staff around the park. Each priority has key focus areas and a range of measurable actions that will continually be refined as work progresses.
Yellowstone Superintendent Cam Sholly and Civil Engineer Kyle Stone cut a ribbon in front of brand-new employee housing in Mammoth Hot Springs.
Support the Yellowstone team first Improve employee housing, work conditions, health and wellness, team engagement, interdivisional respect and collaboration, accountability, professional development, hiring processes, internal communications
Improve strategic management and business acumen platforms Improve financial management practices, priority setting processes, project formulation, workforce performance
Advance operational/organizational alignment and effectiveness Develop more efficient operational and programmatic alignments to improve resource sharing, communications, and organizational performance
A bull bison standing in the road on a windy day near Swan Lake.
NPS / Jacob W. Frank
Strengthening the Yellowstone Ecosystem & Heritage RESOURCES
Advance and sustain the Yellowstone ecosystem Understand/Respond more effectively to climate change impacts; advance and sustain wildlife management and large landscape conservation efforts, identify new cooperative conservation opportunities with states and partners; continue building scientific capacity to improve decision making; improve environmental sustainability
Ensure effective resource planning and compliance Integrate NEPA, NHPA, legal requirements effectively into internal decision processes
Advance sustainability Lead/Deliver on sustainability issues and collaborate with partners; Improve energy conservation and renewable technologies; Improve water management and efficiencies/upgrades in treatment plants, pipes, and fixtures; Reduce fuel use and GHG emissions by transforming size, types of vehicles, and technologies; Reduce waste and prevent pollution; Adapt infrastructure to a changing climate; Inventory, identify, map, and evaluate bone yards, dump sites, and environmental and hazardous waste locations
Park ranger at East Entrance handing out a park map.
NPS / Jacob Frank
Delivering a World-Class Visitor EXPERIENCE
Understand and respond to increased visitor use Develop effective visitor use strategy that focuses on protecting park resources, staffing/infrastructure, improving visitor enjoyment/recreation opportunities, and collaborating with gateway communities
Protect people and resources Provide high levels of public safety, law enforcement, resource protection, emergency response, and other related services
Improve visitor services and amenities Provide exceptional facilities and amenities relating to accessibility, connectivity, recreational opportunities, and sustainable practices
New viewpoint and pullouts on the Tower to Chittenden Road Improvement Project (near Dunraven Pass).
Build effective administrative framework Develop infrastructure investment strategy, improve condition data, project scoping, planning and design processes, and short and long-term fund source priorities
Improve condition of employee housing and workspaces Improve existing housing, replace obsolete housing, identify external housing partnership opportunities
Improve and maintain condition of transportation-related infrastructure Improve condition of park bridges, roads, parking lots, and other transportation priorities
Improve condition of historic structures and other cultural resources Rehabilitate condition of high-priority historic assets
Improve condition of visitor service and public health-related infrastructure Improve condition of Wastewater critical systems and fresh water critical systems; Liquid propane gas and electrical generation/distribution systems; Entrance stations, amphitheaters, and campgrounds; Concession-assigned facilities and infrastructure; Trails, boardwalks, and marinas
A group of park partners at the Teepee Village near Madison Junction (an installation that was part of Mountain Time Arts' series titled "Yellowstone Revealed") during Yellowstone's 150th anniversary.
NPS / Jacob W. Frank
Building Coalitions & PARTNERSHIPS
Become a higher-performing Yellowstone team Build relationships within/across division, district, and programmatic boundaries; Seek new ways of collaboration/partnership for the benefit of One Yellowstone; Actively communicate across all park and NPS levels
Strengthen Yellowstone Forever and philanthropic capacity Support ongoing capital/programmatic investments with Yellowstone Forever; Continue building a robust philanthropic platform; Collaboratively develop/prioritize future projects
Build trust with gateway communities Strengthen partner relations with gateway community leaders; Communicate on regular schedules with community stakeholders; Develop responsive actions and mutual collaboration areas
Honor Tribal legacies and heritage Cultivate close relationships with Tribes; Convey appropriate Native American heritage through education, public outreach, and programming efforts and Tribal connections
Cultivate relationships with elected officials Build and maintain strong relationships with members of Congress; Strengthen close relationships with political officials at state/local levels
Strengthen conservation, environmental, business and recreation coalitions Cultivate close relationships with conservation, concessioner, business, recreation, and environmental partners who share values consistent with the NPS mission and Yellowstone
