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Home My WebLink AboutDRAFT 2017-2019 Draft Strategic PlanVENUES PARKS & ARTSSTRATEGIC PLAN2017 - 2021Planning aMORELIVABLESouth Bendfor all 11 CONTENTS CONTENTS & ABBREVIATIONS& ABBREVIATIONSCONTENTSCONTENTSABBREVIATIONSLetter from the Executive Director.................... Aaron PerriWho We Are............................................................. Mission, Vision, Primary Focus AreasWhat Guides Us....................................................... Impact Drivers & Core ValuesYour Voice................................................................. Community & Employee InputPlanning Process.....................................................Strategic Focus Areas Overview....................................................... Major Capital Investment.......................... Asset Management...................................... Event & Program Optimization................. Customer Engagement............................... Employee Development..............................Planning Participants.............................................Appendix...................................................................3rd Outside Professional ContractorsA&F Administration and Finance*BPW Board of Park CommissionersCC Common CouncilCCBM Civic Center Board of ManagersCI Community Investment*DTSB Downtown South Bend, Inc.EAC Ecological Advocacy CommitteeENV Environmental Coalition - DNR, EPA, IDEM, Army CorpsF&G Facilities & Grounds Division - VPAHI-ED Higher Education InstitutionsHPC Historic Preservation CommissionHR Human Resources*IT Innovation & Technology*Legal Legal Department*NGS Neighborhood Groups & Proximate StakeholdersPS Public Safety - Police & Fire Departments*PW Department of Public WorksRec Venues Parks & Arts Recreation Division RP Relevant Interest Partners (ex. Library, South Bend Civic Theater, Michiana Soccer)SBCSC South Bend Community School CorporationVenues Morris Performing Arts, Palais Royale, & Century CenterVPA Department of Venues Parks & ArtsVPA-ED Executive Director of VPAVPA-DD Deputy Director of VPAVPA-F Venues Parks & Arts FoundationVPA-F&G Facilities and Grounds Division VPA-X Experience Division *City of South Bend DepartmentPage 2Page 3Page 4Page 5Page 6Page 8Page 9Page 11Page 13Page 15Page 17Page 19Page 20 22LETTER FROMLETTER FROMEXECUTIVE DIRECTOREXECUTIVE DIRECTORThe Venues Parks & Arts Department has continued to create a more livable South Bend through its commitment to our City values of accountability, inclusion, excellence, innovation, and empowerment. This strategic plan expands on this commitment with intentional goal-setting, including the largest investment in our shared public spaces in South Bend’s history. Our rejuvenated parks and trails system will support community health, safety, equity, and our economy. By incorporating extensive resident input, we’re enabling residents to shape the future of our community. It is through our public venues and green spaces that we can best empower residents to thrive. Through strategic planning sessions, informal conversations and group meetings, our entire department – skilled trades staff, custodi-ans, recreation programmers, event and marketing professionals, managers and administrators – has provided input on the state and direction of the South Bend’s Venues Parks & Arts Department. The depart-ment consults some of the most sophisticated data avail-able alongside industry trends and benchmarks. It includes the diverse input of very important partners and advocates from within the city and beyond. Compiling this information results in this meaningful and lasting plan that provides a clear vision for our department and a set of values to guide us as we work. Our 2017-2021 Strategic Plan sets forth our focus areas and objectives, and lays out some speciﬁc initiatives for us to achieve - things like acquiring new park land, expanding the impact of our recreational programming, caring for our natural and built environment, providing opportunities for our workforce and creating sustainable resources for future successes. If we follow the plan, I am conﬁdent we will inspire a more livable city for all, fueling our mission for generations to come. Aaron PerriExecutive DirectorMayor Pete ButtigiegCity of South Bend 33Every resident of South Bend is positively engaged at least once every year. OUR MISSIONOUR MISSIONVenues Parks & Arts inspires a more livable South Bend for all, connecting us to emotionally engaging experiences and to one another. EVERY YEAR.{EVERY RESIDENT,Arts&CultureRecreation&WellnessParks&NatureOUR VISIONOUR VISIONOUR PRIMARY FOCUS AREASOUR PRIMARY FOCUS AREAS WHO WE ARE WHO WE ARESURPRISE&DELIGHT{{ 44SOCIAL EQUITYNEIGHBORHOOD& ECON IMPACTHEALTH &WELLNESSECOLOGICALSTEWARDSHIPErasing societal divides and ensuring the ability to thrive for all, regardless of income level, race, gender, ability, orienta-tion or age. Creating strong and safe neigh-borhoods and providing signiﬁcant return on investment.Enhancing the physical, mental and emotional wellbeing of individuals. Responsible use and protection of the natural environment through conservation and sustainability practices. WHAT WHAT GUIDES USGUIDES USThe places we care for and the services and programs we offer have a significant impact on:CITY OF SOUTH BENDCITY OF SOUTH BENDCORE VALUESCORE VALUESEXCELLENCEFor each major area of service delivery, establish South Bend as the best in the state, and/or in the top 25% nationally, measuring and reporting prog-ress. Establish a work environment that enables employees to contribute richly to the adminis-tration and the community, taking pride and ownership in our work.EMPOWERMENTEnsure the City administration, as an employer and as a purchaser, reﬂects the community it serves and includes diverse voices in our decision-making and actions.INCLUSIONDeliver better services more efﬁciently by introducing creative approaches to government operations, questioning habits and using evidence to continually improve.INNOVATIONPut residents ﬁrst always, offering services at the greatest value to the taxpayer, with clear and transparent indications of how the govern-ment is using public resources.ACCOUNTABILITYDEPARTMENTALDEPARTMENTALIMPACT DRIVERSIMPACT DRIVERS 55YOUR VOICEYOUR VOICE60+60+neighborhoodfocus groups200sticky note commentsproduced atpublic meetings &meetings72%employee participationin communication and needs survey18publicopen houses2,000online comments& survey responsesStaff partipation inDrucker Institute training sessions to develop a mission statement for the Recreation Division. Department participation in the Center for American Progress CitiStat Model, an 18-month long, inter-department evaluation of program and process improvements. 6PLANNINGPLANNINGPROCESSPROCESSCURRENT CONDITIONS& ASSET ANALYSISSTAKEHOLDER &COMMUNITY FEEDBACKPRIORITIES & PREVIOUSPLANNING EFFORTSExtensive public feedback was gathered from community meet-ings, statistically valid surveying, stakeholder and issue-centric focus group discussions to ensure South Bend's particular needs and desires for their public system was captured. This was done at the neighborhood level, the city level and was also targeted at speciﬁc park, region and program improve-ment requirements.DEVELOPMENT OF OBJECTIVES & STRATEGIESIMPLEMENTATIONTo help reﬁne the strategic goals of VPA, the VPA Strategy Team, consisting of leaders in all depart-ment divisions, ﬁnalized a set of deﬁned focus areas with objectives and strategies. These objectives were developed following several leadership team meetings, SB Stat evaluations, leadership develop-ment retreats, Drucker Institute training sessions, and facility experience audits. The ﬁrst step in setting the bold strategy for transformation of the system involved a complete study of the current conditions of the system's parks and services. A comprehensive inventory of the facilities, public lands and services was then informed by benchmarking with comparative communities. Establishing the baseline of our current level of service prepared us to begin future planning. A study of changing trends and shifting user preferences was used to create an understanding of the gaps and likely needed changes to the current inventory for the future.Using both the analysis of current conditions and assets in addition to community feedback, VPA identiﬁed priorities that best captured the future needs of our parks system, venues and public spaces. Previous planning efforts, including the Parks Master Plan, Reginal Cities Economic Plan, City Comprehensive Plan and other neighborhood speciﬁc plans, also informed the priorities. The goals of these planning efforts are identiﬁed in the strategic plan as supporting documents. The Strategic Plan was reviewed by the VPA Strategic Team and presented to the Board of Park Commissioners for review and adoption. Each of the targeted strategies has an assigned owner to lead the issue towards completion. Each strategy will be further broken down into actionable steps, led by the owner, with a particular focus on the key considerations. Review of the overall Strategic Plan will be on at least an annual basis. 7OUR ACTION PLANFOR A MORE LIVABLESouth Bend 88STRATEGICSTRATEGICFOCUS AREASFOCUS AREASMAJOR CAPITAL INVESTMENTSMAJOR CAPITAL INVESTMENTSASSET MANAGEMENTASSET MANAGEMENTEVENT & PROGRAM OPTIMIZATIONEVENT & PROGRAM OPTIMIZATIONCUSTOMER ENGAGEMENTCUSTOMER ENGAGEMENTEMPLOYEE DEVELOPMENTEMPLOYEE DEVELOPMENT MAJOR CAPITALMAJOR CAPITALINVESTMENTSINVESTMENTSObjective 1.1PROJECT IDENTIFICATIONIdentify a suite of projects that meets the community’s needs as deﬁned through public feedback, professional research and consultance, industry benchmarks and pertinent data sources.·Data-Driven·Consistent/Complements Other PlansObjectives Key ConsiderationsTimelineInforming Documents2017 2018 2019 2020 2021VPA-ED/All1.1a My SB Parks & Trails Project List1.1b GRASP Index1.1c Trust for Public Land 1.1d City Comprehensive Plan, Community Building Goal #1, 2, 3, 4 Land Use Policies, Public Facilities Goal #5 1.1e Riverfront Conceptual Framework1.1f 2014 Parks Master Plan, Master Capital Plan1.1g City Cemetery Plan1.1h Coal Line Trail PlanObjective 1.2PROJECT SCOPE, IMPACTS, & COSTSDeﬁne conceptual scope of each project, explore potential societal impacts and gather preliminary opinions of cost.·Social Equity ·Ecological Stewardship·Neighborhood & Economic Impact·Health & Wellness ·Public Safety1.2a Project Map1.2b Project Cost Opinions1.2c Project Scoping & Impact Scores1.2d Parks Master Plan Goal #71.2e City Comprehensive Plan VPA-ED/VPA-F&G, 3RDObjective 1.3PUBLIC COMMUNICATIONA comprehensive communicationstrategy designed to educate residents, to engage with them throughout the project, and to inspire civic pride.·Dedicated Website·Engaging Content·Feedback Tools·Project Tracking·Physical Collateral/On-Location·Educational ElementsVPA-ED/Mayor’s Ofﬁce1.3a Parks Master Plan Goal #6 Objective 1.4PROJECT FINANCINGA ﬁscally responsible funding strategythat leverages outside investment and does not raise taxes. ·Private Investment / Fundraising·Redevelopment Funding·Parks Bond·Operational & Maintenance (2.3)VPA-ED/Mayor’s Ofﬁce,A&F, CI, PW, VPA-F, VPA-XObjective 1.5PROJECT IMPLEMENTATIONRealistic, yet aggressive timelines, that are attentive to community needs and concurrent projects.·Prioritization/Phasing·Other Public/Private Projects·Project Management & Owners3rd/VPA-ED, PW,CI, PS, RP1.4a Parks Master Plan Goal #2 1.5a My SB Parks & Trails Project List STRATEGIC STRATEGIC FOCUS AREA FOCUS AREA 1beginKEYsigniﬁcant progresscompletionLead Role/Contributor 101064040Overproject sites identiﬁed in all districtsof South Bend Objective 2.1FACILITY MANAGEMENT SOFTWAREIdentify and institutionalize a software system to increase effectiveness of preventative and routine maintenance.·GIS Integrated·Work Order Tracking ·Mobile Inputs/Management·Maintenance Logs & Information·Digitize all Physical Files·Compatible with COSB SystemsObjectives Key ConsiderationsTimelineInforming Documents2017 2018 2019 2020 2021IT/VPA-F&G2.1a Parks Master Plan Objective 1.52.1b City Comprehensive Plan, Public Facilities, Goal 5.1.1Objective 2.2STANDARD OPERATIONALPROCEDURECreate written policy and procedures for all recurring tasks or situations to reduce waste, improve efﬁciencies and empower workforce. ·Easy to Follow & Readily Available·Training Videos·Building Captains·Measurement Tools·Install & Empower Creativity 2.2a VPA Admin Policies & Procedures, Storm Damage Manual2.2b Parks Master Plan Goal #1 VPA-F&G/ ITObjective 2.3STANDARDS OF CAREDeﬁned speciﬁcations for the level of service that each facility or property receives.·Trails 365 ·Trees ·River Banks ·Recycling ·Wi-Fi ·Lighting·Cleanliness ·Nuisance Animal ·No Mow/Prairie ·Invasive vs NativeVPA-F&G2.3a Natural Resources Management Plan2.3b NRPA Maintenance Modes I-V2.3c Parks Master Plan Goal #12.3d City Comprehensive Plan, Urban Design Goal #1, 3, 4 Public Facilities, Goal 1,5 Transportation, Goal 3,4 Ecological Management Goal #3, 4, 7, 8Objective 2.4CAPITAL FUNDA dedicated, self-sustaining capital fund with consistent cash ﬂows available for capital projects.·Foundation Combination & Positioning·Donor and Memorial Program·Endowment·Contract Consolidations ·Energy Savings·Not Routine MaintenanceVPA-DD/A&F, VPA-F&G,VPA-X, VPA-FObjective 2.5VOLUNTEER PROGRAMA sustainable volunteer program that increases civic engagement and improves levels of service throughout city.·Volunteer Tracking / Software·Training ·Needs Database·Recognition·Corporate & Non-proﬁt PartnershipsVPA-X/HR2.4a Parks Master Plan Goal #2 2.5a Parks Master Plan Objective 2.2.10 STRATEGIC STRATEGIC FOCUS AREA FOCUS AREA 2beginKEYsigniﬁcant progresscompletionLead Role/ContributorASSET ASSET MANAGEMENTMANAGEMENT 1212Objective 2.6“FRIENDS OF...” GROUPSHealthy partnerships with neighborhood and special interest groups to inﬂuence direction, gather resources and input work to act as multiplier within the system.·Systematize "Friends of…" Groups·Neighborhoods & Pocket Parks·Expectations/MOUs/Authority·Topical Advocacy Groups -Ecological, Recreation, Arts, ADA, etc.Objectives Key ConsiderationsTimelineInforming Documents2017 2018 2019 2020 2021VPA-X/NRC2.6a Parks Master Plan Objective 3.1Objective 2.7SAFETY & SECURITYEnhanced, modernized and formalized systems for more consistency and care.·Building Protocols (Entry, Emergency)·Equipment Inspections/Lock Out·Safety Committee·Ambassador & Volunteer Coverage2.7a Parks Master Plan Objective 3.1.1 VPA-X/RPObjective 2.8PUBLIC ARTEmploy a displayed art strategy for outdoor, public spaces that empowers artists and respects public assets.·Public Arts Commission (2.6)·Policies·Temporary vs Permanent·Promotion·Financing (2.3)VPA-F&G/SBPD, S&R, SC2.8a Parks Master Plan Objective 3.82.8b City Comprehensive Plan, Arts & Culture Goal #1-6 ASSET ASSET MANAGEMENTMANAGEMENTSTRATEGIC STRATEGIC FOCUS AREA FOCUS AREA 2Lead Role/Contributor Objective 3.1REALIGN OFFERINGSOptimize public resources and personnel to provide most value to the residents of South Bend through elimination, alteration or addition of programs and events.·Identify Gaps & Redundancies·Leverage Partnerships·Quality & Quantity MeasuresObjectives Key ConsiderationsTimelineInforming Documents2017 2018 2019 2020 2021REC/IT, VPA-X3.1a Recreation Mission Statement3.1b Program Audit3.1c 2014 Master Plan3.1d Riverfront Conceptual Framework3.1e Parks Master Plan Objective 4.5.5, 4.5.33.1f City Comprehensive Plan, Public Facilities Goal 5, 7.2 Objective 3.2COST RECOVERYBalance of public resources and user fees to allow sustainable and accessible programming.·Target of 40%·Scholarships·Foundation Combination & Positioning·Sponsorship/Donations3.2A Cost Recovery Methodology3.2b Parks Master Plan Goal #2VPA-DD/A&F, VPA-XObjective 3.3MARKETING ALLOCATIONSUnderstanding positions within the marketplace and budgeting an annual promotional schedule for each program or event.·Experience Division vs Staff Created·Budget Marketing AllocationsVPA-X/VPA-F3.3a Marketing Plan, Sample Allocation EVENT & PROGRAMEVENT & PROGRAMOPTIMIZATIONOPTIMIZATIONSTRATEGIC STRATEGIC FOCUS AREA FOCUS AREA 31313Lead Role/ContributorbeginKEYsigniﬁcant progresscompletion 1414STRATEGIC STRATEGIC FOCUS AREA FOCUS AREA 3Key ConsiderationsTimelineInforming Documents2017 2018 2019 2020 2021Objective 3.4CITY-WIDE SIGNATUREEVENTAn annual occasion to celebrate the city's culture, progress and creativity.·Regional Draw·Highly Commercialized/Branded·Private Funding·Leverages Outside Groups/OrgsVPA-X/RP, VPA-FObjective 3.5BUSINESS DEVELOPMENTFUNDConsistently funded accounts available to increase economic impact.·Self Promotion at Morris PAC·Buy-down Fund at Century CenterVPA-DD/Venues, CCBM,A&F3.4a City Comprehensive Plan, Economic Development Goal #93.4b City Comprehensive Plan, Community Building, Goal # 7 3.5a AECOM Economic Report3.5b Parks Master Plan Goal #23.5c City Comprehensive Plan, Economic Development Goal #93.5d City Comprehensive Plan, Arts & Culture Goal #5 & 6 ObjectivesObjective 3.6MOBILE RECREATION PROGRAMA dynamic, traveling recreation program designed to increase geographic levels of service and improve relevancy.·Concept & Manufacturing·Programming·Partnerships·Policies & Scheduling·LaunchREC/VPA-X, RP,SBCSC, VPA-F&G3.6a Parks Master Plan Objective 6.43.6b City Comprehensive Plan, Arts & Culture Goal #1 & 4 City Comprehensive Plan, Public Facilities Goal Lead Role/ContributorEVENT & PROGRAMEVENT & PROGRAMOPTIMIZATIONOPTIMIZATION CUSTOMERCUSTOMERENGAGEMENTENGAGEMENTSTRATEGIC STRATEGIC FOCUS AREA FOCUS AREA 4Objective 4.1WEBSITECreate a new department website that is consistent with the VPA brand identity and optimized for accessing programs and events. ·Empowers Self Service·Integrated with Registration Software·Multiple Content Managers·Socially-Integrated·Mobile-First Design·Open Data for Resident UseObjectives Key Considerations Informing Documents2017 2018 2019 2020 2021VPA-X/REC, VPA-F&G4.1a VPA Branding GuidelinesObjective 4.2REGISTRATION SOFTWAREOverhaul online and in-person registration processes and technology for ease of use. ·Encourage Online/Self Service·Maintain In-Person Options·Modernize Experience·Data Collection & Reporting ·Review Morris PAC Ticket Window4.2a Customer Survey Results4.2b Parks Master Plan 1.2.5 VPA-X/VPA-F,Ambassadors,RECObjective 4.3CUSTOMER SERVICE TRAININGCreating a culture that understands the customer's expectations and aligns resources and service standards to exceed them.·Reach All Staff·”Surprise & Delight”·All Interactions = Service Opportunities·Technology to Assist·Measure Service Satisfaction·Internal Training/Outward CampaignIT/REC, VPA-X4.3a Parks Master Plan Objective 4.3.3 VPA-X/Mayor’s OfﬁceObjective 4.4BRAND MANAGEMENTDevelopment of a consistent visual identity and brand standards throughout VPA.·Institutionalize VPA·Unique Logos vs Brand Families ·Template/Locked Solutions·Mascot4.4a VPA Brand Guidelines Timeline1515Lead Role/ContributorbeginKEYsigniﬁcant progresscompletion 1616CUSTOMERCUSTOMERENGAGEMENTENGAGEMENTObjective 4.5EXPERIENCE AUDITSOn-site visits to ensure brand is well represented and consistent and at all points of customer interaction.·Post-Construction Evaluations·Multi-level Staff ParticipationObjectives Key Considerations Informing Documents2017 2018 2019 2020 2021VPA-F&G/VPA-X, REC4.5a Experience Audit Template & ResultsObjective 4.6STORYTELLINGShift marketing focus from solely promotional to engaging, real-life content that reinforces mission and goals. ·Tie Activities to Mission·Increase Digital Media Engagement·Connect with Donors/Users·Virality4.6a Marketing Plan4.6b Parks Master Plan Goal #6 VPA-X/REC, VPA-XTimelineSTRATEGIC STRATEGIC FOCUS AREA FOCUS AREA 4Lead Role/Contributor 17Key ConsiderationsLead Role/ContributorTimelineInforming Documents2017 2018 2019 2020 2021Objective 5.1HIRING PROCESSReinforce organizational mission and culture throughout search, hiring and orientation stages of employment.·Diversity of Staff·On-Boarding·Culture Book·City Policy Training (5.2)·Mission Focus·Peer FellowshipHR/VPA-DDObjective 5.2CITY POLICY TRAININGFormalized, written and deﬁnitive training for all manager-level staff and above to increase productivity, empower workforce and reduce ambiguity.·Purchasing ·Human Resources·Legal ·Finance & Budgeting·Inter-Departmental Relations·Consolidate Purchasers·Emergency PreparednessVPA-DD/HR, D&I, S&R, Legal,A&F5.1a Recent Employee Demographic Data5.1b COSB Policy and Procedure Manual, Human Resources Policies5.1c COSB Orientation Packet 5.1d COSB Inclusion & Diversity Guidelines5.1e VPA Recreation Programming Orientation5.1f Parks Master Plan Objective 6.2.1 5.2a Employee Handbook5.2b COSB Policy and Procedure Manual, Purchasing Policy Guidelines, Diversity of Purchasing 5.2d VPA Administrative Policies & Procedures Manual5.2e Parks Master Plan Objective 4.2 ObjectivesObjective 5.3COMMUNICATION & ENGAGEMENTA culture that reinforces a clear, consistent exchange of information and ideas while working to ensure all team members feel connected to their work product.·SPARK Dollars·Newsletters·Teamsters & Part Timers (No Email)·Cross-Functional Teams·Face-to-Face Interactions·Meeting & Team Building Regimen·Centralized Digital Filing & Information VPA-ED/VPA-X,Mayor’s Ofﬁce5.3a VPA Administrative Policies & Procedures Manual 5.3b VPA Communication Survey Results5.3c VPA Marketing Manual5.3d VPA Branding Guidelines5.3e Parks Master Plan Objective 4.1, 4.4 STRATEGIC STRATEGIC FOCUS AREA FOCUS AREA 5EMPLOYEEEMPLOYEEDEVELOPMENTDEVELOPMENTbeginKEYsigniﬁcant progresscompletion 1818Key ConsiderationsTimelineInforming Documents2017 2018 2019 2020 2021Objective 5.4INTERNSHIP PROGRAMA meaningful program in every division, adding mutual value to the participant and City of South Bend.·Higher Education Partners·South Bend Afﬁnity/Ownership VPA-X/HI-ED, SBCSCObjective 5.5YOUTH JOB DEVELOPMENTPROGRAMAn entry-level, youth employment program designed to teach work and life skills.·Shift Summer Employment ·Professional Ofﬁce Days·Paid Positions·South Bend Afﬁnity/Ownership VPA-F&G/REC, HR5.4a Parks Master Plan Objective 3.75.4b City Comprehensive Plan, Community Building, Goal 1.6 Economic Development Goal #3 5.5a Parks Master Plan Objective 4.2.95.5b City Comprehensive Plan, Economic Development Goal #3.2 & 3.3 Education Goal #4 ObjectivesObjective 5.6CONTINUING EDUCATIONAll levels of staff receive formalized opportunities to improve professional and interpersonal skills.·Mentorship·Site Visits·Associations·Jr. Level ParticipationHR, VPA-DD/HR, RP, HI-ED5.6a Parks Master Plan Goal 4 STRATEGIC STRATEGIC FOCUS AREA FOCUS AREA 5EMPLOYEEEMPLOYEEDEVELOPMENTDEVELOPMENTLead Role/Contributor RESIDENTSVPA STAFFLEADERSHIP TEAMKEY CONSULTANTSSPECIAL THANKS TO... SPECIAL THANKS TO... who engaged with planning processes that shaped this planwho voiced their observations to identify areas of need in the department and the city Jackie Appleman Ray Comer Brenda Hall John Martinez Matthew Moyers Maurice Scott Cynthia TaylorAaron Bauer Michelle DeBeck Garry Harrington Gregory McGowan Karen Myers Patrick Sherman Brent ThompsonTammy Bennett Eva Ennis Jeff Jarnecke Paul McMinn Susan O’Connor Kristine Skoglund Kimberly WilliamsMike Bueno Matt Esau Jonathan Jones Adam Miller Adam Oltman Courtney Sniadecki Kara WoodKari Bumgardner Dave Firestone Rose Kaufman Chris Mofﬁtt Aaron Perri Jessica Spoor Amanda YaskoJim Byers Nick Gaul Elizabeth Leachman Paul Moreland Amy Roush Tony Stearns Denise Ziglerwho guided this process by identifying priorities and reﬁning our goals as a departmentSULTANTSKEY CORSHIP TEAMVPA STAFFRESIDENwith planning processes that shaped this plano identify areas of need in the department and the city Brenda Hall John Martinez Matthew Moyers Maurice Scott Cynthia TaylorGarry Harrington Gregory McGowan Karen Myers Patrick Sherman Brent TJeff Jarnecke Paul McMinn Susan O’Connor Kristine Jonathan Jones Adam Miller Adam Oltman Courtney SnRose Kaufman Chris Mofﬁtt Aaron Perri Jessica Spoor Elizabeth Leachman Paul Moreland Amy Roush Tony Stearns ss by identifying priorities and reﬁning our goals as a departmentSmith Group JJR Jones Petrie Raﬁnski Green Play LLC Rundel Ernstberger Assoc.Capraro Consulting Services United Consulting Trust for Public Land Troyer Group1919CITY OF SOUTH BEND DEPARTMENTSCommunity Investment Administration & Finance Public Works Police Department Fire DepartmentLeadership of Mayor Pete Buttigieg 2020APPENDIXAPPENDIXINFORMING DOCUMENTSMy SB Parks & Trails Capital Development Project List......................GRASP Index....................................................................................................Trust for Public Land Park Score ...............................................................City Comprehensive Plan ............................................................................Riverfront Conceptual Framework............................................................Parks Master Plan..........................................................................................City Cemetery Plan........................................................................................Coal Line Trail Plan........................................................................................My SB Parks & Trails Project Map.............................................................. Cost Opinions.......................................................... Project Scoping & Impact Scores.......................Parks Administration Policies & Procedures Manual...........................Natural Resources Management Plan......................................................NRPA Maintenance Modes I-V....................................................................Recreation Mission Statement...................................................................Program Audit.................................................................................................Marketing Plan................................................................................................AECOM Economic Report............................................................................VPA Branding Guidelines.............................................................................Customer Survey Results.............................................................................Experience Audit Template & Results.......................................................Recent Employee Demographic Data.......................................................COSB Employee Policies .............................................................................COSB Orientation Packet............................................................................COSB Inclusion & Diversity Guidelines....................................................VPA Communication Survey Results.........................................................1.1a1.1b1.1c1.1d1.1e1.1f1.1g1.1h1.2a1.2b1.2c2.2a2.3a2.3b3.1a3.1b3.3a3.5a4.1a4.2a4.5a5.1a5.1b5.1c5.1d5.3b 321 E. Walter Street, South Bend, Indiana 46614Phone: 574.299.4765vpa@southbendin.govsbvpa.orgMorris Performing Arts Center