AUDIT FINDINGS OF THE VISITOR EXPERIENCE OF GREEN-WOOD CEMETERY

Table of Contents
1. Executive summary ...................................................................................................2
1.1. Background.................................................................................................................. 2
1.2. Overview of Report ...................................................................................................... 2
1.3. Key Findings & Recommendations ................................................................................ 3
2. Introduction ..............................................................................................................8
2.1. Why now? ................................................................................................................... 8
2.2. History of Green-Wood ................................................................................................ 8
3. Assessment Methodology ..........................................................................................9
4. Recommendations ...................................................................................................11
Phase 1: Pre-Visit ............................................................................................................11
Phase 2: Arrival ..............................................................................................................13
Phase 3: Orientation .......................................................................................................14
Phase 4: Engagement .....................................................................................................15
Phase 5: Post-Visit ..........................................................................................................17
Staff & Infrastructure ......................................................................................................18
Conclusion ......................................................................................................................24
APPENDIX .............................................................................................................................. 26

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1. EXECUTIVE SUMMARY
1.1. Background

In 2025, Green-Wood Cemetery will open a new community space called The Green-
Wood Center. The arrival of the Center marks a pivotal moment in the evolution of
Green-Wood; its location outside of the gated cemetery, across the street on the corner
of 5th Avenue and 25th street, signifies Green-Wood’s increasing emphasis on broader
engagement with the people and communities that surround and beyond.

Information for this report was compiled from detailed feedback points, providing an in-
depth understanding of visitor interactions with various aspects of Green-Wood. This
assessment ranges from amenities and wayfinding to post-visit engagement. It
emphasizes the areas of action required for the Cemetery to realize its goals of becoming
a leading cultural institution and outlines a pathway for growth, deepening Green-
Wood’s engagement with the community it serves.

1.2. Overview of Report

This report presents an audit of Green-Wood, a historic cemetery in Brooklyn, New York. The
audit identified five key Objectives, or opportunity areas for improvement:

1. ENHANCE AWARENESS
2. INSPIRE CURIOSITY AND WONDER WITH NEW VISITORS
3. ENHANCE VISITOR ENGAGEMENT
4. FOSTER ONGOING ENGAGEMENT AFTER A VISIT
5. DEVELOP STAFF AND INVEST INTERNAL SYSTEMS AND COMMUNICATION

The report is structured around these five key areas of opportunity. These areas cover
visitor experience, including the pre-visit, arrival, orientation, engagement, and post-visit
experience, as well as staff and infrastructure considerations.

Each area of opportunity is addressed with a set of objectives, tactics, and actions designed
to enhance the visitor experience at Green-Wood. For instance, the audit revealed the need
for a more cohesive visual communication strategy. To address this, an objective was set to
develop a strategic approach to communication and visual signage. The corresponding
tactics include the creation of an internal visual communications staff position and the
commissioning of a signage study. The actions then outline the specific steps to be taken,
such as the development of a comprehensive signage program and the revamp of the
Green-Wood website.

In conclusion, the report provides a strategic roadmap for Green-Wood Cemetery to

enhance its visitor experience and deepen community engagement. By addressing the
identified areas of opportunity and implementing the recommended objectives, tactics, and

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actions, Green-Wood can further its mission of becoming a leading cultural institution and
active cemetery.

1.3. Key Findings & Recommendations

The audit identified five key areas of opportunity that, when addressed, could significantly
enhance the visitor experience at Green-Wood. While the cemetery already offers a unique
and enriching visitor experience, there are aspects that could be further improved. One such
opportunity is to deepen engagement with surrounding neighborhoods, which could
significantly enhance Green-Wood's visibility and standing in the local community. The audit
also highlighted the potential for a more unified and cohesive approach to visual
communication strategies, which would provide a seamless and intuitive experience for
visitors.

Opportunity area 1: ENHANCE AWARENESS

In the dynamic cultural landscape of today, institutions like Green-Wood are

expected to deliver more than just transactional customer service. Modern customer
service programs for cultural destinations aim to create memorable experiences,
foster deeper connections, and inspire repeat visits. They are designed to be
responsive, personalized, and engaging, catering to the evolving needs and
expectations of diverse visitor groups. One way to cultivate such a customer-centric
organization is through the establishment of a service design culture.

Service design is a multidisciplinary approach that is instrumental in shaping superior

customer service programs. It emphasizes designing and improving services to
augment the overall customer experience. This approach adopts a holistic and
customer-centric perspective, considering various touchpoints, interactions, and
processes involved in service delivery. The goal is to create seamless and engaging
experiences that align with visitor preferences and expectations.

By adopting a user-centered approach that prioritizes the experiences of visitors

throughout their journey to and from the cemetery, Green-Wood can accommodate
the anticipated growth in visitation. This strategic approach to customer service,
grounded in service design principles, will enable Green-Wood to deliver memorable
and engaging experiences that meet contemporary standards and expectations.
The audit revealed a limited historical engagement with the surrounding five
neighborhoods. Such engagements are crucial for Green-Wood’s future relevance
and success as a cultural leader. It is highly recommended to develop a robust
community engagement strategy. This strategy should encompass community-
focused initiatives, collaborations with local businesses, and the establishment of a
community ambassador program. These strategies will fortify Green-Wood's

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 relationship with neighboring areas and enhance its reputation and visibility within
the local community.

The report’s recommendations underscore the potential of strategic partnerships in

amplifying the impact and reach of Green-Wood. Collaborations with businesses,
organizations, and institutions that share the same values could augment Green-
Wood’s resources and offer a broader range of experiences to its visitors.

Opportunity area 2: INSPIRE CURIOSITY AND WONDER WITH NEW VISITORS

The Green-Wood Cemetery is poised to expand its engagement visitors through the
opening of its EWC. This pivotal moment underscores the importance of well-
planned communication strategies. A strategic approach will effectively convey
Green-Wood's diverse offerings, from its historical artifacts and ecological landscape
to educational programs and events, to both current and potential visitors. It will also
unify Green-Wood's brand across various platforms, providing a cohesive narrative
that resonates with its audience. This investment in strategic communication will
enhance Green-Wood's visibility, foster deeper community engagement, and further
its mission as a leading cultural institution.

The audit identified a need for a more cohesive visual communication strategy. To
address this, the report outlines and explores a number of actions including the
introduction of a new internal visual communications position. Other
recommendations include commissioning a signage study that will lead to the
development of a new cross-campus signage program that integrates a
comprehensive set of wayfinding elements such as signs, maps, landmarks, written
information, information counters, and other information aids such as acoustic
wayfinding aids, for visitors who are blind or have impaired sight. The goal of this is
to implement a visitor-centric signage and wayfinding system that ties the EWC to
the cemetery and enhances Green-Wood’s visibility.

Additionally, a revamp of green-wood.com will improve user experience and

engagement. The current website is organization-centric — meaning that it is set up
for the needs of the organization rather than its users — and therefore hinders
intuitive navigation and access to critical information. A major redesign will transform
it into a user-centric platform, streamlining navigation, improving mobile
responsiveness, and highlighting key resources.

By making certain strategic actions, Green-Wood can not only improve its visibility
and visitor engagement, but also foster a sense of community pride and
participation. This strategic approach to visual communication is a key component in
Green-Wood's journey towards enhancing its visitor experience and forging its role
as a leader among cultural cemeteries.

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Opportunity area 3: DEEPEN VISITOR ENGAGEMENT DURING THE VISIT

Engaging with visitors during their visit to the Cemetery is of paramount importance
in the context of cultural and destination tourism. The true value of Green-Wood’s
unique blend of natural beauty, historical significance, and artistic appeal can only be
fully appreciated when visitors are actively engaged during their visit. Active
engagement not only enhances the visitor's experience but also fosters a deeper
understanding and appreciation of the site's significance. This can be achieved
through various means such as accessible tours, warranted amenities, even digital
applications. By creating a more immersive and interactive experience, Green-Wood
can transform a simple visit into a journey of discovery and learning. This not only
enriches the visitor's experience but also promotes repeat visits and positive word-
of-mouth, both of which are crucial for the sustainability of cultural destinations like
Green-Wood Cemetery.

The audit revealed that while amenities at Green-Wood are present, they could be
improved and better highlighted. Certain facilities like baby-changing stations, and
WiFi/cell data connectivity are lacking, which limits convenience and access for a
segment of visitors. Moreover, the entrance/exit signs, while informative, has been
described by many as too wordy, which reduces their effect, especially among non-
English speakers. To address these, the audit outlines a number of investments that
GW can make over both the short and long-term.

Additionally, this audit explores ways in which Green-Wood can reorient staff
engagement with visitors. This includes replacing existing security booths with ones
that accommodate both a security staff person and a visitor experience volunteer or
paid staff and pairing all security patrols with visitor experience staff when patrolling
the grounds of the cemetery and engaging with visitors.

By investing in "during visit engagement" strategies, Green-Wood can accommodate

the growth in visitation it anticipates, enhance the overall visitor experience, and
foster a deeper connection between visitors and the universal human experiences of
loss and remembrance. This strategic approach will help Green-Wood deliver
memorable and engaging experiences that meet contemporary standards and
expectations.

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Opportunity area 4: FOSTER ENGAGEMENT AFTER A VISIT

The post-visit phase of a visitor's journey is a crucial opportunity for Green-Wood to

foster ongoing engagement and build stronger connections with its visitors.
Currently, there is a gap Green-Wood’s engagement with visitors after their visit. The
audit found that the most comment form of engagement happens through social
media through visitors’ unprompted socializing and review of their visit. To address
this, Green-Wood could invest in systems that enable proactive post-visit
engagement. Several strategies can facilitate this engagement. Automated follow-ups
with visitors through email or social media can maintain the connection established
during the visit. A structured system for collecting and analyzing visitor feedback can
help Green-Wood understand visitor experiences and identify areas for
improvement.

Integrating post-visit needs into the planning or visit stages of a visit can also
enhance the visitor experience. For example, partnerships with neighborhood cafes
and restaurants can be promoted on the website, app, and printed guides or maps.
An email capture system across multiple touchpoints can help build a database for
future engagement, while a segmented email marketing strategy can deliver
personalized and relevant content to different visitor groups.

Listening to and incorporating visitor feedback is also essential. Regular reviews and
updates of processes, staff roles, and procedures based on visitor feedback can
ensure that Green-Wood continues to meet evolving visitor expectations. A review &
response strategy using technology can facilitate prompt visitor response with
consistent messaging. A new volunteer “visitor response” position can act as the
“front-line” responder, alleviating “low-level” busy-work from paid staff.

Finally, to increase the empirical knowledge base of Green-Wood's visitor experience,

spot surveys can gather quantitative data on visitor satisfaction, preferences, and
demographics. A new visit count tracking system can help Green-Wood understand
visitation patterns more readily, including the causes of unexpected spikes in
visitation, and the efficacy of public programs.

By focusing on these actions, Green-Wood could fostering ongoing engagement and

building stronger connections with its visitors.

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Opportunity area 5: STAFF AND INVEST INTERNAL SYSTEMS AND COMMUNICATION

The audit revealed that an unnecessary distinction between The Green-Wood Cemetery
and The Green-Wood Historic Fund constrains the attitudes and behaviors of some staff.
The attitudes that drive this perception can sometimes hinder effective collaboration,
causes redundancies, and prevents a unified approach to visitor experience.

The report recommends removing these divisions, unifying staff, and fostering a
collaborative working environment. Other actions include minimizing the use of the legal
names of each entity and replacing them with one unified ‘Green-Wood’ brand,
celebrating visitor-centric staff and achievements, implementing a staff shadowing
program where colleagues gain a “day in the life of” perspective of their colleagues’
duties, and auditing position descriptions, and implementing shared goals and
performance metrics.

The organization seems to be facing challenges in managing its services efficiently and
effectively due to the use of multiple, sometimes overlapping, systems, and the lack of
standard operating procedures. Addressing these issues could further enhance Green-
Wood's service delivery and improve their operations.

The current visitor experience, while good in many respects, presents several areas that
could be enhanced for improved satisfaction and engagement. These are tied primarily
to the cemetery's internal systems and processes, its service infrastructure, information
and navigation, staff knowledge and ability, and general visitor engagement.

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2. INTRODUCTION
2.1. Why now?

Green-Wood Cemetery's increasing number of lot holders and visitors, along with the
impending scarcity of burial land, led to the creation of a strategic plan in 2019. This
plan, aimed at ensuring Green-Wood's sustainability and alignment with community
needs, has led to the evaluation of the cemetery’s visitor experience four years later
through a comprehensive audit.

The Art of Consulting, LLC (AoC), a specialist in the visitor experience of cultural
destinations, conducted the audit. The audit, structured in three phases, assessed
internal systems and website usability, collected extensive visitor data, and identified
target audiences through a visitor journey mapping workshop. It served as an
organizational health check-up, evaluating Green-Wood's effectiveness as both an active
cemetery and cultural institution. The audit's goal was to enhance visitor engagement
and satisfaction by assessing the current visitor experience, identifying improvement
areas, and providing actionable recommendations. It focused on how Green-Wood
could improve the visitor experience across its operations, including the forthcoming
Education Welcome Center (EWC).

2.2. History of Green-Wood

Established in 1838, Green-Wood Cemetery is an illustrious park-like burial ground

nestled within five residential neighborhoods in Brooklyn, New York. Its rich history,
artistic tombs, and diverse ecological landscape attract a wide range of visitors,
including tourists, historians, nature lovers, art enthusiasts, and those visiting their
dearly departed.

Green-Wood, one of the first rural cemeteries in the United States, spans a vast 478-
acre expanse. It houses historical artifacts, mature trees, and over 100,000 monuments
that together weave a tapestry of culture and history. Over time, it has evolved from
being primarily a burial ground to a key cultural institution and green space serving the
local community.

The national significance of Green-Wood Cemetery was recognized when it was listed
on the National Register of Historic Places in 1997 and designated as a National Historic
Landmark in 2006. Among its landmarks is the Weir Greenhouse, the last surviving
Victorian greenhouse in New York City, located across from Green-Wood’s Main
Entrance, which is currently being transformed into a new Education and Welcome
Center (EWC)

Today, Green-Wood is not only a cemetery but also a vibrant cultural destination. It is
home to over 570,000 permanent residents and holds detailed burial records tracing the
past of tens of millions of Americans. Its historical, artistic, architectural, and

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 environmental significance, along with its public programs and biodiversity, contribute
to its growing reputation as a singular cultural institution. As part of its commitment to
enhancing the visitor experience, Green-Wood has undertaken a comprehensive audit
to identify areas of improvement and opportunities for growth.

Green-Wood's vision is to be both an operating cemetery and an essential cultural

institution that showcases the art, history, and natural beauty of America's past,
present, and future. It aims to provide leadership in historic preservation,
environmental stewardship, open-space programming, and education to a broad and
ever-growing audience. This vision is being actualized through the establishment of the
Education Welcome Center (EWC) and the implementation of the findings from the
visitor experience audit.

As a leader among cultural cemeteries nationally, Green-Wood is unique in that it seeks

to embody a world-class experience for visitors as an active cemetery and an emerging
cultural institution. It is committed to ensuring that its staffing, governance, and systems
reflect the best practices of both cemeteries and cultural institutions and are holistically
integrated to mutually reinforce one another. This commitment is evident in its
proactive approach to auditing and improving the visitor experience.

Green-Wood's most recent strategic plan (GWC Strategic Plan 2020 – 2022) charts a
path to the future that builds on organizational strengths and ensures that growth
adheres to the evolving needs of its many communities, including burial lot holders,
Brooklyn neighbors, local, national, and international visitors, and the professional fields
with which Green-Wood is associated. The audit and the establishment of the EWC are
significant steps towards realizing this strategic vision.

In conclusion, Green-Wood Cemetery is a treasure of unparalleled environmental,

cultural, and historic significance. Its role and importance as a leader in the general
cultural landscape of NYC and specifically as a leader of cultural cemeteries nationally
are undeniable. With its commitment to improving the visitor experience through the
audit and the establishment of the EWC, Green-Wood continues to demonstrate its
leadership in the field.

3. ASSESSMENT METHODOLOGY

This audit was a comprehensive evaluation of the cemetery's visitor experience, conducted
in three distinct phases. The first phase involved an assessment of Green-Wood's internal
systems, procedures, and website usability. This included a User Experience/User Interface
(UI/UX) evaluation of green-wood.com, focusing on the site's accessibility, ease of use, and
effectiveness in providing necessary information and facilitating online transactions.

The second phase centered on data collection, gathering over 520,000 data points from
1,366 visitors through various methods such as in-person surveys, focus groups, online

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surveys, online reviews, observation, and staff interviews. This data was analyzed to
understand visitor demographics, needs, expectations, behaviors, sentiments, and
satisfaction levels, providing an extensive understanding of the local visitor experience at
Green-Wood cemetery.

The final phase was to identify Green-Wood’s target audiences and develop a deep
understanding of their needs and expectations through a visitor journey mapping workshop.
The audit methodology combined both quantitative and qualitative data, leading to a
comprehensive understanding of the visitor experience. It identified operational strengths
and challenges, providing a roadmap for Green-Wood's future growth and development. The
audit covered all facets of the visitor experience, including pre-visit, during visit, and post-
visit stages.

Specific areas of assessment:

Phase of Visit Evaluation Tactic

Pre-Visit Experience
Evaluate the effectiveness of marketing and communication efforts in
reaching potential visitors.
A User Experience/User Interface (UI/UX) assessment of green-wood.com
that evaluated the site’s Accessibility, Ease, and Effectiveness of the
website in providing necessary information and facilitating online
transactions (e.g., ticket purchases, event registrations).
An examination of the clarity and accessibility of information related to
planning a visit (e.g., hours of operation, directions, parking, amenities).

During Visit Experience

Site Audit
• Evaluation of the condition of facilities and amenities.
• Evaluation of the efficiency of entrance procedures and visitor
orientation.
• Review of the range and quality of visitor services (e.g., guided
tours, interactive exhibits).
An analysis of visitor satisfaction with staff interactions.
An assessment the effectiveness of wayfinding and signage systems.

Post-Visit Experience
An assessment of follow-up procedures and communications and efforts
to encourage repeat visits or further engagement.
Analysis of feedback received from visitors through in-person intercept
survey
Measurement of the level of visitor engagement on social media and
other digital platforms post-visit.

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4. RECOMMENDATIONS

Phase 1: Pre-Visit
OBJECTIVE: INCREASE AWARENESS
The ‘Visit’ page of green-wood.com is one of the most visited pages of the site, earning 14%
of site traffic in 2022. However, the rich resources offered on this heavily trafficked page are
often buried behind a clickable link. The site needs to be reoriented from what could be
called “organization-centric” to a site that is user-centric.

Enhance choice architecture and introduce planning “nudges” on green-wood.com: as

audiences become increasingly sophisticated in their needs and expectations from service
providers, visitors’ pre-arrival orientation and planning should be an immediate goal.

TACTIC 1: REORIENT GREEN-WOOD.COM

Action 1. Conduct an accessibility audit of the GW website, and redesign website

based on audit findings.
Action 2. Deploy a “fewest clicks” strategy to streamline user navigation and
interaction with the website.
Action 3. Ensure that all visitors to green-wood.com can easily access the
information without the help of GW support.
a. Conduct an audit of the website to meet W3C accessibility
standards.
b. Reorient the website to cater to the specific behaviors and needs of
identified visitor personas.
c. Streamline access to information, staff, and popular/frequent
actions to facilitate efficient planning.
d. Introduce multilingual website translation to reach a broader
audience.
e. Implement features like RSS and a calendar subscription to keep
visitors informed about upcoming events.
f. Enhance the website with an interactive isometric map of the 500-
acre cemetery and visitor center.

TACTIC 2: INCREASE GREEN-WOODS VISUAL PRESENCE IN SURROUNDING NEIGHBORHOODS

Action 4. Identify potential “messaging moments” along corridors leading to each

entrance gate for effective out-of-home messaging.
Action 5. Create a "breadcrumb trail" from nearby subway stations (36th St (DNR)
and 25th St (R)) to the nearest cemetery entrance, ensuring clear

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 directions. One example of this are Light Standards Program that
facilitates the installation of light standard banners hung vertically from
area light poles, utilizing the existing infrastructure to display vibrant
GW graphics, logos, text, or imagery.
Action 6. Collaborate with the MTA and State of NY to co-brand the R Subway
station @ 25th and 4th as "Green-Wood" for increased visibility.
Action 7. Install a neighborhood directional signage program along corridors
leading to each entrance gate, guiding visitors and raising awareness.
Action 8. Install Perimeter fence banners along Green-Wood’s ~4,500 linear-foot
perimeter fence. The extension of GW’s signage program to its
perimeter fence and adjacent streets serves as eye-catching displays
that capture the attention of and provide directional information to
passersby, residents, and visitors transiting to/from nearby subway
stations, thereby strengthening awareness of the institution's presence
and activities. This strategic investment aligns with Green-Wood's
mission of providing leading cultural experiences and positions it well to
handle the forecasted surge in annual visitation.

TACTIC 3: DEVELOP STRATEGIC PARTNERSHIPS WITH LOCAL BUSINESS AND ORGANIZATIONS

Action 9. Develop a public engagement strategy that outlines a partnership

engagement plan featuring partnerships with the most impactful
constituent associations of each visitor audience group, including the
creation and distribution of printed ephemera, website cross-listings,
co-programming, and joint promotions that increase visibility and
mutual visitation.
Action 10. Initiate a community ambassador program to create connections
between Green-Wood and surrounding communities.

TACTIC 4: TAKE OWNERSHIP OF OR CREATE THIRD-PARTY GREEN-WOOD PROFILE PAGES

Action 11. Claim Business Listings: Ensure that Green-Wood has claimed its
business listings on platforms such as Trip Advisor, Yelp, ILOVENY, and
other 3rd party sites that visitors source when planning a visit to Green-
Wood. This allows GW to control the information that is displayed, such
as hours of operation, contact information, and official descriptions.
Specific tasks associated with owning such a page include: 1) monitoring
and responding to reviews regularly; 2) encouraging reviews; 3)
ensuring pages are up to date; 4) refresh pages regularly with high-

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 quality images that reflect seasonal programming; and 5) promoting
events and news.

Phase 2: Arrival
The arrival experience at the Green-Wood Cemetery is a critical component of the visitor
journey. It's the first physical interaction visitors have with the organization, setting the tone
for the entire visit and significantly impacting overall impressions. This is particularly
important for the 28% of first-time visitors. The arrival experience also plays a crucial role in
making all visitors, regardless of their mode of transport, feel comfortable and welcomed. It
serves as an opportunity to orient visitors, providing them with the necessary information to
navigate the space, and reinforcing the cemetery's brand image and values. A positive arrival
experience can encourage the 73% of repeat visitors to stay longer and explore more.
Furthermore, considering that a significant proportion of visitors plan their visit on the same
day or within the week, the arrival experience can support their planning process, enhancing
their overall visit. In essence, investing in the arrival experience is about creating a positive,
welcoming, and informative first impression that enhances visitor satisfaction and retention.

The arrival of the new Education and Welcome Center (EWC) heralds the potential to
provide visitors with a high-impact arrival experience, particularly for those who arrive by
foot or wheelchair (42%), by bike (6%), by bus (3%), or by subway (27%). Moreover, the
timeline of the EWC allows Green-Wood to activate the public spaces between the main
gate and the EWC building, bridging the gap between the two and showcasing the ecological
wonder and beauty of the cemetery. The following strategies and recommendations aim to
encourage broader engagement and cohesion among the EWC, surrounding public spaces,
and the cemetery.

TACTIC 5: UNIFY AND CONNECT THE EWC WITH THE CEMETERY

Action 12. Extend Green-Wood iconic Gothic-Revival style to the exterior fencing,
signage, facade, fenestration, pattern, materials, and textures of the
new EWC and between the public space between the EWC and the main
gate. This will not only establish a visual link between the two
properties and reinforce Green-Wood's unique identity but will likely
drive traffic to both locations.
Action 13. Explore the feasibility of installing a twin-engine, pole signage arch over
the entrance avenue, visually unifying the 500-acre cemetery and the
visitor center.
Action 14. Install program posters outside the gates of the cemetery:
a. Year one: Design, install, and maintain double-sided scrolling light
boxes adjacent to the main gate and across the street at the EWC.
Rotate posters showcasing seasonal program highlights and a
detailed map of the cemetery.

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 b. Year two: Extend the installation of double-sided scrolling light
boxes to each of the remaining entrance gates (9th Ave., 4th
Avenue, Fort Hamilton) for continuous activation.

Phase 3: Orientation
The orientation phase of a visitor's journey is a critical moment that sets the tone for their
entire experience. For a vast space like Green-Wood Cemetery, which spans 500 acres,
effective orientation upon entry is even more crucial. It's not just about making a positive
first impression, but also about providing clear and helpful guidance to visitors as they
navigate the expansive grounds. This is particularly important considering the diverse needs
and expectations of visitors, as reflected in their sentiments about the availability and utility
of signage and wayfinding: while 43% felt that the current provisions met their expectations
and 23% felt they exceeded expectations, 4% felt their expectations were not met.
Furthermore, 30% indicated they didn't need the existing signage or wayfinding, which could
suggest that different visitors require different levels of guidance. By focusing on and
improving the orientation of visitors, Green-Wood can ensure that all visitors, regardless of
their familiarity with the space or their individual needs, feel welcomed, comfortable, and
well-guided during their visit. This can enhance the overall visitor experience, encouraging
longer stays, repeat visits, and positive word-of-mouth. Doing so may be particularly
important for those unfamiliar with Green-Wood like the 47% of first-time visitors who did
not plan their visit to the Cemetery. Finally, the orientation process contributes to the
overall brand image of Green-Wood, serving as a platform to showcase the cemetery's
identity and values. In essence, a well-executed orientation phase can significantly influence
visitor satisfaction, the duration of their stay, and their likelihood of recommending Green-
Wood to others.

OBJECTIVE: INSPIRE CURIOSITY AND WONDER WITH NEW VISITORS

TACTIC 6: FACILITATE DEEPER ON-SITE ENGAGEMENT FOR FIRST-TIME VISITORS

Action 15. Commission a wayfinding study that identifies an unobstructive,

minimal wayfinding system that satisfies visitor needs while preserving
the character of the cemetery. The study should determine the number,
type, style and content of signage and wayfinding through the cemetery.
The study should also include best practices and strategies for cost and
timeline of implementation and maintenance.
Action 16. Introduce "What's happening here" signage at maintenance and
construction sites throughout the cemetery to keep visitors informed of
ongoing activities, highlighting the unique aspects of Green-Wood and

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 creating an immersive experience that showcases the cemetery's rich
history and cultural offerings.
Action 17. Collaborate with the security division to establish a protocol for regular
sharing of visitor experience summaries, enabling effective corrective
measures. Ensure that all Green-Wood department heads attend
morning formations to cascade timely information throughout the corps
of officer guards, as well as to participate in promotion and award
ceremonies. This collaborative approach will enhance communication
between the Visitor Experience function and security, facilitating the
necessary information exchange to address visitor behavior and
practices promptly.
Action 18. Invest in revenue-generating orientation amenities, such as a high-
quality, multi-page Guide to a Cultural Cemetery (i.e., visitor guide), can
provide significant benefits for Green-Wood Cemetery. This approach
not only enhances the visitor experience by providing valuable
information and guidance, but also creates an additional revenue
stream that can support the cemetery's operations and initiatives. A
suggested donation of $3 for the guide is a modest amount that most
visitors would be willing to contribute, especially considering the value
they receive in return. Furthermore, the guide itself serves as a tangible
memento of their visit, potentially encouraging repeat visits and word-
of-mouth recommendations. It's a win-win situation: visitors receive a
valuable resource that enhances their experience, and Green-Wood
receives additional funding and a powerful tool for visitor engagement.
Action 19. Implement a Green-Wood Visitor Concierge Program to provide well-
trained volunteers who act as concierges, facilitating exceptional visitor
experiences and bridging the gap between EWC-based staff, volunteers,
and cemetery staff.

Phase 4: Engagement
OBJECTIVE: ENHANCE VISITOR ENGAGEMENT

Engaging with visitors during their visit to the cemetery is central to Green-Wood meeting its
mission. As a historical and cultural landmark, Green-Wood offers a unique blend of natural
beauty, historical significance, and artistic appeal. However, the true value of these
attributes can only be fully appreciated when visitors are actively engaged during their visit.
From staff and visitor feedback, it is evident that amenities at Green-Wood while present
could be improved and better highlighted. Certain facilities like baby-changing stations and
Wi-Fi and cell phone connectivity are lacking, limiting convenience and access for a segment

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of visitors. Moreover, the signage system, while informative, is often described as too wordy,
leading to confusion, especially among non-English speakers.

Additionally, the visitor experience audit revealed the need for a dedicated accessibility
audit of the cemetery. This audit should focus on both the programmatic and physical
aspects of accessibility, using the Americans with Disabilities Act (ADA) and other relevant
resources available such as the Smithsonian Guidelines for Accessible Design that may guide
GW in implementing such a program across a vast space that includes interior and exterior
places. The audit should identify any barriers to access and provide recommendations for
readily achievable solutions that ensure an equivalent experience for all visitors.

TACTIC 7: MODERNIZE, UPDATE, AND INCREASE VISITOR AMENITIES

Action 20. Improve the visibility to existing amenities such as water bottle filling
stations, bathrooms, and baby-changing tables through increased
signage, in the GWC app, and identification on maps.
Action 21. The GWC app could be improved to serve as a more comprehensive
planning and visit aid. Improvements warranted include a mobile-
friendly map of the cemetery with GPS-enabled “you are here”
navigation feature, highlighted tour routes, a visitor feedback feature,
and upcoming public programs.
Action 22. Improve perceptions of safety through increased cell phone
connectivity. The environment, admired for its tranquil beauty, contains
some areas that feel unsafe or that are challenging to navigate due to
the size of the site, impacting the overall perception of the cemetery.
Explore participation in Brooklyn’s mesh network as a cost-effective and
more immediate method of extending cell phone data and/or Wi-Fi
connectivity through the cemetery.

TACTIC 8: REORIENT STAFF ENGAGEMENT WITH VISITORS

Action 23. Replace existing security booths with ones that accommodate both a
security staff person and a visitor experience volunteer or staff.
Action 24. Pair all security patrols with visitor experience staff (e.g., volunteers)
when patrolling the grounds of the cemetery and engaging with visitors.

16
Phase 5: Post-Visit
OBJECTIVE: FOSTER ONGOING ENGAGEMENT AFTER A VISIT
The audit identified a gap in ongoing engagement with visitors after their visit. While some
visitors share their experiences on social media or write reviews, these efforts are largely
unprompted. Between June 29, 2022 and June 28, 2023 Green-Wood’s Instagram, Facebook,
and Twitter collectively earned 5.2M mentions, but only 24% of which included words
associated with a reviewing a visit, like "visit","visited","saw","went", “watched” "spent",
"toured" or "viewed".

To build stronger connections, deepen engagement, and enable feedback-driven

improvements, Green-Wood could invest in systems that help staff more easily and
proactively engage with visitors after their visit. Currently, Green-Wood staff do not have the
bandwidth or access to infrastructure to follow up with visitors after their visit. To address
this, Green-Wood could invest in an integrated content management system that integrates
email (MailChimp function) with website, and Eventbrite to trigger an email proactively that
does things like offers post-visit surveys or invites the recipient to a program that fits their
visitor interests. Such spot surveys will facilitate Green-Wood’s ongoing collection of
important information about visitor satisfaction, preferences, and demographics.

Further, and to aid in the review of an expected increase in digital communication from
visitors, Green-Wood could develop a new volunteer 'visitor response' position within the
new EWC, that acts as the 'front-line' responder, alleviating paid staff from such
administrative tasks so that they can focus on more complex projects germane to their
position.

Finally, The Art of Consulting has designed, and is providing along with this report, a new
visit count tracking tool. This tool will help mangers more readily observe visitation patterns,
and understand the conditions affecting visitation patterns, meaning that they will be able to
understand the causes of heretofore unexpected spikes in visitation, as well as track the
efficacy of public programs.

By focusing on these actions, Green-Wood aims to enhance the visitor experience after their
visit, fostering ongoing engagement and building stronger connections with its visitors.

TACTIC 9: FACILITATE POST-VISIT ENGAGEMENT:

Action 25. Implement a visitor email capture system across multiple touchpoints,
such as on-site sign-up forms, online booking platforms, and post-visit
surveys. Offer incentives, such as exclusive content or discounts, to
encourage visitors to provide their email address.

TACTIC 10: LISTEN TO AND INCORPORATE THE VOICE OF THE VISITOR IN DECISIONS THAT
IMPACT THEM

17
 Action 26. Invest in a Voice of the Customer (VoC) platform that integrates post-
visit feedback from email, surveys, online reviews, and social media.
Leading tools include Medallia, Qualtrics Customer, and Clarabridge.
Action 27. Use VoC data to integrate new knowledge more readily into the
planning and design of visitor services and amenities.
Action 28. Develop a new volunteer “visitor response” position that acts as the
“front-line” responder, alleviating “low-level” busy-work from paid staff.

TACTIC 11: INCREASE THE EMPIRICAL KNOWLEDGE BASE OF GREEN-WOOD'S VISITOR

EXPERIENCE

Action 29. Conduct spot surveys to gather quantitative data on visitor satisfaction,
preferences, and demographics.
Action 30. Deploy a new visit count tracking system to notice visitation patterns
more readily like causes of unexpected spikes in visitation, and the
efficacy of public programs.

Staff & Infrastructure

OBJECTIVE: DEVELOP STAFF AND INVEST INTERNAL SYSTEMS AND COMMUNICATION
Green-Wood's staff, contractors, and volunteers, who manage over 35 visitor touchpoints,
are the organization's greatest assets. They provide services and information to Green-
Wood's 450,000 annual visitors, donors, and community stakeholders. While their kindness
and assistance are often praised, some inconsistencies in service have been noted,
particularly concerning attitudes toward certain visitor groups. These inconsistencies stem
from a lack of customer service training, such as empathy or de-escalation training. By
implementing such training programs, Green-Wood can ensure that every visitor interaction,
whether digital or in-person, is positive.

In addition to staff training, Green-Wood may consider expanding and professionalizing its
volunteer program. Volunteers are not just helpers; they are ambassadors for Green-Wood,
representing a significant resource for the forthcoming EWC.

Green-Wood's current IT systems, integral to the visitor experience, have been implemented
incrementally over the years without a cohesive strategy. This has led to inefficiencies and
overspending, negatively impacting the visitor experience. To improve, Green-Wood should
consider consolidating communication channels, aligning website and mobile app
functionalities, implementing standard operating procedures, and adopting an integrated
CRM/POS system.

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Of the 35 visitor touchpoints that Green-Wood's staff use and manage, 28 are IT systems and
platforms that serve an instrumental function in the delivery of services to its visitors (see
Table 1 of the Appendix). As of the winter of 2023, staff, contractors, and volunteers across
Green-Wood managed more than 35 visitor touchpoint transactions. These teams used a
myriad of analog and digital systems to provide services to visitors.

As Green-Wood operates as a service-oriented, cultural destination with myriad systems and

services in place to serve over 450,000 annual visitors, donors, and community stakeholders,
strategic investments should be made to not only serve existing visitors but to ensure that
Green-Wood staff and infrastructure can accommodate the forecasted increase in visitation.
Specific staff and visitor pain points identified in the audit include the following three areas
of IT infrastructure:

1. Multiple Email Systems

GW staff use at least seven systems to communicate via email with visitors (MailChimp, WordPress
(through multiple web contact forms), RazorsEdge, Eventbrite, and Outlook (contactus@ and info@).
The audit found redundancy; unifying email comms under one platform might improve efficiency.

2. Confusing and duplicative visitor-facing databases

Multiple databases (Burial Search, Burial
and Vital Records - Beta Version, Archon,
Past-Perfect Online, etc.) are used for
visitor-facing purposes. While each
database serves a unique purpose, it
might be worth exploring if there's an
opportunity to consolidate some of these
databases, to simplify visitor access and
potentially reduce maintenance efforts.

3. Duplicative donation processing and

constituent management software that do Figure 1 2023 Service Blueprint: A diagram of Green-
Wood's processes of service delivery.
not “speak to” one another
Several platforms are used to generate and
track fundraising activity and information about the people who contribute financially to Green-Wood
through both earned and contributed revenue (Shopify, Give Lively, Venmo, RazorsEdge, and
Signup.com), many of which have overlapping functionalities. An in-depth analysis of the use of each
of these platforms is necessary to determine cost and labor efficiencies, and whether consolidation
could improve efficiency and donor experience.

Green-Wood might consider consolidating these systems where possible to improve

efficiency and the visitor experience. For example, unifying email communications under
one platform, consolidating visitor-facing databases, and streamlining constituent
management platforms could all contribute to improved efficiency and visitor experience.
Finally, Green-Wood should consider creating an office of visitor experience to oversee and
streamline all visitor-related strategies and operations. This would ensure a consistent and
cohesive aesthetic across all physical and digital touchpoints, reinforcing Green-Wood's
brand identity and enhancing the visitor experience.

19
Green-Wood Cemetery's current IT systems, integral to the visitor experience, have been
implemented incrementally over the years without a cohesive strategy. This approach has
led to inefficiencies, duplicated efforts, and overspending, negatively impacting the visitor
experience. Research underscores the direct correlation between employee experience and
customer experience, suggesting that improvements in the former can lead to significant
enhancements in the latter. For Green-Wood, this means consolidating communication
channels, aligning website and mobile app functionalities, implementing standard operating
procedures, and adopting an integrated CRM/POS system

TACTIC 12: BRING INFORMATION TECHNOLOGY AND WEBMASTER DUTIES IN-HOUSE

Action 31. Bring the management of GW website in-house: Hire an IT

manager/Webmaster who can execute the following set of
recommendations:
a. Adopt an integrated CRM/POS System: Issue a Request for
Information (RFI) for an integrated IT solution that connects GW’s
revenue and constituent engagement transactions. Integrating a
CRM (Customer Relationship Management) solution with a POS
(Point of Sale) system, like Blackbaud Altru or Cougar Mountain by
DENALI.
b. Centralize Communication Tools: Streamline the communication
process by adopting a centralized communication system that can
manage all visitor communication from one platform. Integrating
such a tool with the CRM/POS solution above will improve
communication with the public while reducing the time staff spend
on such tasks.
c. Integrate the management of GW’s website and App: The
integration of website and mobile app management within cultural
institutions like Green-Wood is a necessity. Having a single team
manage both GW’s website and mobile app can lead to a more
consistent user experience, increase user engagement and
satisfaction, and lead to more efficient use of resources.

TACTIC 13: PROVIDE ACCESS TO TRAINING AND OTHER RESOURCES THAT EMPOWER STAFF
TO DELIVERY BEST-IN-CLASS SERVICE TO CEMETERY STAKEHOLERS

Action 32. Develop Staff Training Programs: Effective staff interaction is crucial for
positive visitor experiences (Pritchard, Havitz, & Howard, 1999).
Developing staff training programs that unify GW’s two corporate

20
 organizations and provide staff the tools skills and abilities to effectively
deliver improved visitor relations. Introduce customer service training in
the form of empathy and de-escalation training and reinforce such
training regularly.
Action 33. Expand and professionalize GW’s volunteer program.

TACTIC 14: CREATE AN OFFICE OF VISITOR EXPERIENCE TO COORDINATE VISITOR-RELATED

STRATEGIES AND OPERATIONS.

The fundamental role of a visitor service function at a cultural cemetery like Green-Wood, is
to ensure a positive and enriching experience for all visitors. This involves providing
information and guidance, ensuring accessibility and comfort, and facilitating meaningful
engagement with the site's historical and cultural significance. Unique to cemeteries, this
function also has the significant responsibility of facilitating conversations and education
about death, mourning, and cultural practices around death and dying. This unique
opportunity allows the cemetery to serve as a space for reflection, understanding, and
dialogue about these often-taboo subjects, fostering a deeper connection between visitors
and the universal human experiences of loss and remembrance.

The assessment found that Green-Wood needs to adopt a holistic approach towards visitor
experience. This involves understanding that a visitor's journey commences prior to their
physical arrival at cemetery or EWC and addressing touchpoints within the pre-visit stage of
the visitor journey. For many, a visit to Green-Wood begins online either from a classroom,
around a family table, or on a phone on the subway.

Action 34. Establish simplified cemetery hours. Communicate these hours through
a personable voice of the Green-Wood institution, e.g., “Green-Wood
Cemetery warmly welcomes visitors year-round, free of charge. Our
operating hours are simple: we open one hour after sunrise and close
one hour before sunset. This approach, aligning with the day's natural
light, ensures public safety and convenience for our visitors. Please
check your preferred app for today's sunrise and sunset times before
planning your visit.”
Action 35. From time to time solicit the timely input of visitors when designing
programs and physical spaces at Green-Wood. Doing so not only
ensures better fit and resonance with GW’s audiences but fosters good
will in the community. And may lead to unanticipated donations.

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 Action 36. Implement a new volunteer-staffed call center at the EWC; Delegate
front-line customer service tasks like answer general inquires,
transferring calls, responding to email, receiving reservation holders,
and accommodating general daily walk-in visitors, paid staff will be
freed up to focus on more complex projects that require their
specialized skills and expertise. This not only maximizes the use of our
resources but also allows Green-Wood to deliver more value to its
stakeholders.
Action 37. Implement user-centric design principles across all visitor touchpoints,
from the website to in-person services. Implementing user-centric
design principles is essential for Green-Wood to enhance the overall
visitor experience and meet evolving needs and expectations. Specific
examples of user-centered design methods that GW can implement at
little, or no cost include:
a. User Research: build on the spring survey with occasional spot
surveys conducted during summer, fall and winter.
b. Usability Testing: This involves testing Green-Wood’s services with
real visitors to identify any issues or areas for improvement. For
instance, staff could conduct usability testing on its ticket
reservation process for its public programs. This could involve
observing a group of test users as they go through the process of
finding a program they're interested in, reserving a ticket, and
receiving confirmation of their reservation.
c. Iterative Design: This is a process of continually refining and
improving GW’s services based on user feedback and testing. For
example, staff could perform a series of iterations on a new signage
program before the final elements are produced and installed.

TACTIC 15: CREATE A VISUAL COMMUNICATIONS STAFF POSITION

Establishing an internal design team within Green-Wood’s new Office of Visitor Experience
would be a strategic move that offers several benefits. This person would ensure a
consistent and cohesive aesthetic across all physical and digital touchpoints, from signage
and buildings to promotional materials for public programs, reinforcing Green-Wood's brand
identity and enhancing the visitor experience. The efficiency of an in-house person would
lead to faster turnaround times for design projects, which is particularly beneficial for the
dynamic nature of public programs. While there's an upfront cost to establish an in-house
position, it can prove more cost-effective in the long run by saving on the costs of hiring
external agencies or freelancers for each project, or worse yet having ad hoc signs created

22
spontaneously without attention to GW’s standards. But probably most important is the in-
house person’s ability to take a strategic approach to design, aligning it with Green-Wood's
overall goals and strategies, and designing with the visitor journey in mind. This includes
creating a unified aesthetic for signage and materials, which plays a crucial role in guiding
visitors through Green-Wood's expansive campus and promoting its public programs.

Tactic 16: UNIFY AS GREEN-WOOD

With a long-standing tradition and societal significance dating back to 1838, Green-Wood
has grown into a cherished national institution. However, its successful evolution and
diversification over the last 26 years have inadvertently led to a subtle yet counter-
productive internal division between the staff of The Green-Wood Historic Fund and The
Green-Wood Cemetery. Established 159 years after the Cemetery, the Historic Fund operates
as a separate corporate entity, a 501(c)(3) charitable organization, distinct from the historic
cemetery, a 501(c)(13) nonprofit mutual cemetery company. Different mandates, funding
sources, and programmatic priorities inherent to these two legal structures have given rise
to an "us vs. them" paradigm among staff. This unfortunate divide has intensified over time,
at times creating a counter-productive environment that stands in stark contrast to an
otherwise harmonious institutional culture. As the cemetery nears its burial capacity, the
urgency to preserve it as a crucial ecological and social resource becomes more apparent.
Although the distinct legal structures of the entities must be maintained, the faux divide that
has emerged between the two bodies of staff doesn’t. It is time to erase this artificial divide
and foster a unified, collaborative working environment that aligns with Green-Wood's
evolving mission.

Action 38. Introduce a new annual staff award that acknowledges and celebrates
the staff person who has demonstrated the greatest effort in unifying
the two legacy divisions of Green-Wood (Historic Fund and Green-Wood
Cemetery. A potential name of the new award may be The Moylan
Award, in honor of Richard Moylan’s 40+ years of service to the Green-
Wood Cemetery. Doing so can serve as a motivation for all staff to
contribute to the unification of Green-Wood. It would help to make the
staff feel appreciated for their efforts, reinforcing positive behaviors and
attitudes towards the change.
Action 39. Unify the Green-Wood brand, doing away with the individual names
(The Green-Wood Historic Fund" and "The Green-Wood Cemetery")
from all branding and communications. Replace with a new unified
brand that emphasizes the shared mission and values of both
organizations. The new brand should embrace the history and the

23
 future of Green-Wood as a whole, instead of having two separate
identities. All communication, from internal memos to external
marketing, should use this unified branding.
Action 40. Encourage Joint Team-building Activities that involve members from
both entities. These activities can help to break down barriers and
promote better communication, collaboration, and understanding
among the staff. This could involve retreats, workshops, or even shared
community service activities that reflect the mission of Green-Wood.
Action 41. Codify shared goals and performance metrics for both entities to
encourage collaboration and unity. This would ensure that every staff
member, regardless of their 'side', works towards the same overarching
visitor-centric objectives.
Action 42. Foster cross-departmental projects or committees to building
constructive interactions between staff members by creating
opportunities for them to work together on projects or committees. For
example, a signage committee could work on developing the new
signage program, or a public outreach committee could work on
promoting the cemetery and its history to the community.
Action 43. Create a staff exchange or shadowing program that has colleagues from
one entity spending a day working with a colleague in another entity to
understand their operations better. This can improve empathy and
understanding, breaking down the "us vs them" mindset.

Conclusion
This comprehensive report presents a five-year visitor experience strategy, encapsulated in
16 key tactics and associated actions. The strategy is designed to foster ongoing
engagement, enhance visitor experiences, establish effective feedback mechanisms,
encourage visitor sharing, collect valuable data, and nurture relationships through targeted
email marketing. By implementing these strategies, Green-Wood can solidify its connection
with visitors, encourage repeat visitation, and foster positive word-of-mouth within the
community.

The execution of these strategic recommendations will not only ensure Green-Wood's long-
term sustainability but will also reinforce its position as a vital cultural institution within the
local community. This commitment to growth and evolution will enhance the visitor
experience and deepen Green-Wood's connection with the community it serves.
The actionable recommendations provided in this audit offer a pathway to a more engaging,
accessible, and satisfying visitor experience that aligns with Green-Wood's mission and

24
values. To monitor progress and maintain a commitment to continuous improvement,
regular follow-up audits are recommended.

Several actions in this report represent opportunities to generate new revenue, increase
visitation, and broaden community support. The construction timeline of the EWC provides
Green-Wood with the necessary time to plan the activation of public spaces at the
intersection of 25th ST and 5th Ave. This bridges the gap between the cemetery and the new
building, providing an opportunity to promote Green-Wood’s mission and programming
more effectively.

These strategies, along with the accompanying recommendations, aim to enhance public
perception of Green-Wood and the overall visitor experience at the Cemetery. They provide
a clear roadmap for improving arrival, visibility, engagement, and overall visitor satisfaction.
By implementing these strategies, Green-Wood can create a more cohesive and memorable
experience for visitors, thereby establishing itself as a premier cultural destination.

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APPENDIX
System Use/Purpose Primary Audience

Mailchimp Email marketing platform Subscriber visitors

Eventbrite Ticketing platform Program attendees

Shopify Online sales platform Donors/Members

Give Lively Fundraising platform Donors/Members

School Programs/Field Trip booking and

Explorable Places Educators
marketing platform
Green-Wood's annual
Donors, Foundations,
The Arch magazine/newsletter. In print and as PDF
Government Agencies
on web
Paper map that can be picked up at main
Paper Map 1 (internally
office or any entrance, or as a PDF on the Cemetery visitors
called the "visitor's map")
website
Paper Map 2 (internally Paper map that can be picked up at main
Cemetery visitors
called the "Lot owner's office or from security not available
map") online.

Google Forms Custom online forms Survey respondents

WordPress Website creation/management software Website visitors

Public-facing side of custom cemetery

database originally created by General public & onsite
Burial Search
Huntington by Maintained by Intera (Tavi cemetery visitors
Gherman), hosted on our website
Database integrated into our website to
Burial and Vital Records - General public & onsite
search a select archival record group
Beta Version/In-progress cemetery visitors
(NEH grant funded)

Platform for publishing archival finding Scholars and

Archon (Here)
aids Researchers

26
 Web publishing side of an internal
Staff
Past-Perfect Online Collections Management System (Past
Perfect)
Tree Finder (Hosted by
Naturalist visitors
Esri) (Here)
This draws from the same custom
Plot owners & cemetery
Grave Finder "Kiosks" cemetery database by Huntington/Intera
visitors
as the Burial Search

A platform for gathering Naturalist visitors &

Nature's Notebook
scientific/natural observations students

A platform for gathering Naturalist visitors &

iNaturalist
scientific/natural observations students

Green-Wood App
Cemetery visitors
(Created and maintained Custom App
by Blue Raster)

Bloomberg Connects app IN DEVELOPMENT Cemetery visitors

App that geolocates historic images of

Urban Archive App General public
the city from the archives of partner orgs

contactus@, etc. Four staff monitor this email account General public

info@ Five staff monitor this email account General public

Raiser’s Edge is a cloud-based software

program for fundraising and relationship Staff
RazorsEdge
management, specifically designed for
nonprofits.
Volunteer scheduling. SignUp.com is a
Staff & Volunteers
peer-to-peer fundraising software
Signup.com designed to help educational institutions,
faith-based businesses, and nonprofit
organizations recruit and

PayPal Customer payments Donors/Members

Give Lively via Strip payment processor Donors/Members

27
 Authorize.net payment processor Donors/Members

[appendix b: service blueprint]

[appendix c: visitor journey map]
Appendix d: four visitor personas]

28