HomeMy WebLinkAbout2017-2021 VPA Strategic Plan FULLVENUES PARKS & ARTSSTRATEGIC PLAN2017 - 2021Planning aMORELIVABLESouth Bendfor all
1
CONTENTS & ABBREVIATIONS
CONTENTS
ABBREVIATIONS
Letter from the Executive Director....................
Aaron Perri
Who We Are.............................................................
Mission, Vision, Primary Focus Areas
What Guides Us.......................................................
Impact Drivers & Core Values
Your Voice.................................................................
Community & Employee Input
Planning 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)S&R Safety & Risk*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 Department
Page 2
Page 3
Page 4
Page 5
Page 6
Page 8
Page 9
Page 11
Page 13
Page 15
Page 17
Page 19
Page 20
2
LETTER FROM
EXECUTIVE DIRECTOR
The 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 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 a 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 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 Perri
Executive Director
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)S&R Safety & Risk*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 Department
Mayor Pete Buttigieg
City of South Bend
3
Every resident of South Bend is positively engaged at least once every year.
OUR MISSION
Venues 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&Culture Recreation PublicPlacemaking
OUR VISION
OUR PRIMARY FOCUS AREAS
WHO WE ARE
SURPRISE &DELIGHT{{
4SOCIAL 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 GUIDES US
The places we care for and the services and programs we oer have a signicant impact on:
CITY OF SOUTH BENDCORE VALUES
EXCELLENCEFor 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.ACCOUNTABILITYDEPARTMENTAL
IMPACT DRIVERS
5
YOUR VOICE
60+
neighborhood
focus
groups
200
sticky note commentsproduced atpublic meetings
&meetings
72%
employee participationin communication and needs survey
18 public
open houses2,000 online comments& survey responses
Staff partipation in
Drucker 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.
6
PLANNINGPROCESS
CURRENT CONDITIONS
& ASSET ANALYSIS
STAKEHOLDER &
COMMUNITY FEEDBACK
PRIORITIES & PREVIOUS
PLANNING EFFORTS
Extensive 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 & STRATEGIES
IMPLEMENTATION
To 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.
7
OUR ACTION PLAN
FOR A MORE LIVABLESouth Bend
8
STRATEGICFOCUS AREAS
MAJOR CAPITAL INVESTMENTS
ASSET MANAGEMENT
EVENT & PROGRAM OPTIMIZATION
CUSTOMER ENGAGEMENT
EMPLOYEE DEVELOPMENT
MAJOR CAPITALINVESTMENTS
Objective 1.1
PROJECT IDENTIFICATION
Identify 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 Plans
Objectives Key Considerations
Timeline
Informing Documents2017 2018 2019 2020 2021
VPA-ED/
All
1.1a My SB Parks & Trails Project List
1.1b GRASP Index
1.1c 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 Framework
1.1f 2014 Parks Master Plan, Master Capital Plan
1.1g City Cemetery Plan
1.1h Coal Line Trail Plan
Objective 1.2
PROJECT SCOPE, IMPACTS,
& COSTS
Define 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 Safety
1.2a Project Map
1.2b Project Cost Opinions
1.2c Project Scoping & Impact Scores
1.1f Parks Master Plan Goal #7
1.1g City Comprehensive Plan
VPA-ED/
VPA-F&G,
3RD
Objective 1.3
PUBLIC COMMUNICATION
Develop a comprehensive communication
strategy 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 Elements
VPA-X/
Mayor’s Office
1.1f Parks Master Plan Goal #6
Objective 1.4
PROJECT FINANCING
Institute a fiscally responsible funding
strategy that 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-X
Objective 1.5
PROJECT IMPLEMENTATION
Create realistic, yet aggressive timelines,
that are attentive to community needs and
concurrent projects.
·Prioritization/Phasing
·Other Public/Private Projects
·Project Management & Owners
3rd/
VPA-ED, PW,
CI, PS, RP
1.1f Parks Master Plan Goal #2
1.1a My SB Parks & Trails Project List
STRATEGIC FOCUS AREA 1
beginKEY significant
progress completion
Lead Role/
Contributor
10
6
40Over
project sites identified
in all districtsof South Bend
Objective 2.1
FACILITY MANAGEMENT
SOFTWARE
Identify 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 Systems
Objectives Key Considerations
Timeline
Informing Documents2017 2018 2019 2020 2021
IT/
VPA-F&G,
Venues
1.1f Parks Master Plan Objective 1.5
1.1g City Comprehensive Plan,
Public Facilities, Goal 5.1.1
Objective 2.2
STANDARD OPERATIONAL
PROCEDURE
Create 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 Manual
21.1f Parks Master Plan Goal #1
VPA-F&G/
IT, Venues
Objective 2.3
STANDARDS OF CARE
Define 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 Native
VPA-F&G/
EAC, Venues
2.3a Natural Resources Management Plan
2.3b NRPA Maintenance Modes I-V
1.1f Parks Master Plan Goal #1
1.1g City Comprehensive Plan,
Urban Design Goal #1, 3, 4
Public Facilities, Goal 1,5
Transportation, Goal 3,4
Ecological Management Goal #3, 4, 7, 8
Objective 2.4
CAPITAL FUND
Create a 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 Maintenance
VPA-DD/
A&F, VPA-F&G,
VPA-X, VPA-F
Objective 2.5
VOLUNTEER PROGRAM
Develop a sustainable volunteer program
that increases civic engagement and
improves levels of service throughout city.
·Volunteer Tracking / Software
·Training
·Needs Database
·Recognition
·Corporate & Non-profit Partnerships
VPA-X/
HR, Venues
1.1f Parks Master Plan Goal #2
1.1f Parks Master Plan Objective 2.2.10
STRATEGIC FOCUS AREA 2
beginKEY significant
progress completion
Lead Role/
Contributor
ASSET MANAGEMENT
12
Objective 2.6
“FRIENDS OF...” GROUPS
Build healthy 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 Considerations
Timeline
Informing Documents2017 2018 2019 2020 2021
VPA-X/
NRG
1.1f Parks Master Plan Objective 3.1
Objective 2.7
SAFETY & SECURITY
Establish enhanced, modernized and
formalized systems for more consistency
and care.
·Building Protocols (Entry, Emergency)
·Equipment Inspections/Lock Out
·Safety Committee
·Ambassador & Volunteer Coverage
1.1f Parks Master Plan Objective 3.1.1
VPA-X/
RP, Venues
Objective 2.8
PUBLIC ART
Employ 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/
PS, S&R,
Rec, Venues
1.1f Parks Master Plan Objective 3.8
1.1g City Comprehensive Plan,
Arts & Culture Goal #1-6
ASSET MANAGEMENT STRATEGIC FOCUS AREA 2
Lead Role/
Contributor
Objective 3.1
REALIGN OFFERINGS
Optimize 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 Measures
Objectives Key Considerations
Timeline
Informing Documents2017 2018 2019 2020 2021
REC/
IT, VPA-X
3.1a Recreation Mission Statement
3.1b Program Audit
1.1e Riverfront Conceptual Framework
1.1f Parks Master Plan Objective 4.5.5, 4.5.3
1.1g City Comprehensive Plan,
Public Facilities Goal 5, 7.2
Objective 3.2
COST RECOVERY
Balance public resources and user
fees to allow sustainable and accessible
programming.
·Target of 40%
·Scholarships
·Foundation Combination & Positioning
·Sponsorship/Donations
1.1f Parks Master Plan Goal #2,
Cost Recovery MethodologyVPA-DD/
A&F, VPA-X
Objective 3.3
MARKETING ALLOCATIONS
Develop an understanding of positions
within the marketplace and budgeting an
annual promotional schedule for each
program or event.
·Experience Division vs Staff Created
·Budget Marketing Allocations VPA-X/
VPA-F
3.3a Marketing Plan,
Sample Allocation
EVENT & PROGRAMOPTIMIZATION
STRATEGIC FOCUS AREA 3
13
Lead Role/
Contributor
beginKEY significant
progress completion
14
STRATEGIC FOCUS AREA 3
Key Considerations
Timeline
Informing Documents2017 2018 2019 2020 2021
Objective 3.4
CITY-WIDE SIGNATURE
EVENT
Host an annual occasion to celebrate
the city's culture, progress and creativity.
·Regional Draw
·Highly Commercialized/Branded
·Private Funding
·Leverages Outside Groups/Orgs
VPA-X/
RP, VPA-F
Objective 3.5
BUSINESS DEVELOPMENT
FUND
Establish consistently funded accounts
available to increase economic impact.
·Self Promotion at Morris PAC
·Buy-down Fund at Century Center
Venues/
CCBM,
A&F
1.1g City Comprehensive Plan,
Economic Development Goal #9
City Comprehensive Plan,
Community Building, Goal # 7
3.5a AECOM Economic Report
1.1f Parks Master Plan Goal #2
1.1g City Comprehensive Plan,
Economic Development Goal #9
City Comprehensive Plan,
Arts & Culture Goal #5 & 6
Objectives
Objective 3.6
MOBILE RECREATION
PROGRAM
Build a dynamic, traveling recreation
program designed to increase geographic
levels of service and improve relevancy.
·Concept & Manufacturing
·Programming
·Partnerships
·Policies & Scheduling
·Launch
REC/
VPA-X, RP,
SBCSC,
VPA-F&G
1.1f Parks Master Plan Objective 6.4
1.1g City Comprehensive Plan,
Arts & Culture Goal #1 & 4
City Comprehensive Plan,
Public Facilities Goal
Lead Role/
Contributor
EVENT & PROGRAMOPTIMIZATION
CUSTOMERENGAGEMENT
STRATEGIC FOCUS AREA 4
Objective 4.1
WEBSITE
Create 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 Use
Objectives Key Considerations Informing Documents2017 2018 2019 2020 2021
VPA-X/
REC,
VPA-F&G,
Venues
4.1a VPA Branding Guidelines
Objective 4.2
REGISTRATION SOFTWARE
Overhaul the 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 Window
4.2a Customer Survey Results
1.1f Parks Master Plan 1.2.5
VPA-X/
VPA-F,
Ambassadors,
REC, Venues
Objective 4.3
CUSTOMER SERVICE
TRAINING
Create 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 Campaign
IT/
REC, VPA-X,
Venues
1.1f Parks Master Plan Objective 4.3.3
VPA-X/
Mayor’s Office
Objective 4.4
BRAND MANAGEMENT
Develop a consistent visual
identity and brand standards
throughout VPA.
·Institutionalize VPA
·Unique Logos vs Brand Families
·Template/Locked Solutions
·Mascot
4.1a VPA Brand Guidelines
Timeline
15
Lead Role/
Contributor
beginKEY significant
progress completion
16
CUSTOMERENGAGEMENT
Objective 4.5
EXPERIENCE AUDITS
Conduct on-site visits to ensure brand
is well represented and consistent at all
points of customer interaction from
major Venues to smaller park
facilities.
·Post-Construction Evaluations
·Multi-level Staff Participation
Objectives Key Considerations Informing Documents2017 2018 2019 2020 2021
VPA-F&G/
VPA-X, REC,
Venues
4.5a Experience Audit Template & Results
Objective 4.6
STORYTELLING
Shift 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
·Virality
3.3a Marketing Plan
1.1f Parks Master Plan Goal #6
VPA-X/
REC, VPA-X,
Venues
Timeline
STRATEGIC FOCUS AREA 4
Lead Role/
Contributor
17
Key Considerations
Lead Role/
Contributor
Timeline
Informing Documents2017 2018 2019 2020 2021
Objective 5.1
HIRING PROCESS
Reinforce 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 Fellowship
HR/
VPA-DD
Objective 5.2
CITY POLICY TRAINING
Formalize a 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 Preparedness
·Natural Resource Management Plan
VPA-DD/
HR, D&I,
S&R, Legal,
A&F
5.1a Recent Employee Demographic Data
5.1b COSB Policy and Procedure Manual,
Human Resources Policies
5.1c COSB Orientation Packet
5.1d COSB Inclusion & Diversity Guidelines
1.1f Parks Master Plan Objective 6.2.1
5.1b COSB Policy and Procedure Manual,
Purchasing Policy Guidelines,
Diversity of Purchasing
1.1b VPA Administrative
Policies & Procedures Manual
1.1f Parks Master Plan Objective 4.2
Objectives
Objective 5.3
COMMUNICATION &
ENGAGEMENT
Cultivate a 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 Office
2.2a VPA Administrative
Policies & Procedures Manual
5.3b VPA Communication Survey Results
3.3a VPA Marketing Manual
4.1a VPA Branding Guidelines
1.1f Parks Master Plan Objective 4.1, 4.4
STRATEGIC FOCUS AREA 5 EMPLOYEEDEVELOPMENT
beginKEY significant
progress completion
18
Key Considerations
Timeline
Informing Documents2017 2018 2019 2020 2021
Objective 5.4
INTERNSHIP PROGRAM
Institute a 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, SBCSC
Objective 5.5
YOUTH JOB DEVELOPMENT
PROGRAM
Create an 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, HR
1.1f Parks Master Plan Objective 3.7
1.1g City Comprehensive Plan,
Community Building, Goal 1.6
Economic Development Goal #3
1.1f Parks Master Plan Objective 4.2.9
1.1g City Comprehensive Plan,
Economic Development Goal #3.2 & 3.3
Education Goal #4
Objectives
Objective 5.6
CONTINUING EDUCATION
Offer all levels of staff formalized
opportunities to improve professional
and interpersonal skills.
·Mentorship
·Site Visits
·Associations
·Jr. Level Participation
·Natural Resource Management Plan
HR, VPA-DD/
HR, RP, HI-ED
1.1f Parks Master Plan Goal 4
STRATEGIC FOCUS AREA 5EMPLOYEEDEVELOPMENT
Lead Role/
Contributor
RESIDENTS
VPA STAFF
LEADERSHIP TEAM
KEY CONSULTANTS
SPECIAL THANKS TO...
who engaged with planning processes that shaped this plan
who voiced their observations to identify areas of need in the department and the city
who guided this process by identifying priorities and refining our goals as a department
Smith Group JJR Jones Petrie Rafinski Green Play LLC Rundel Ernstberger Assoc.
Capraro Consulting Services United Consulting Trust for Public Land Troyer Group
19
CITY OF SOUTH BEND DEPARTMENTS
Community Investment Administration & Finance Public Works
Police Department Fire Department Innovation & Technology
Leadership of Mayor Pete Buttigieg
Ecological Advocacy Committee
Jackie Appleman Kari Bumgardner Dave Firestone Rose Kaufman Paul Moreland Amy Roush Tony Stearns
Aaron Bauer Jim Byers Nick Gaul Elizabeth Leachman Matthew Moyers Maurice Scott Cynthia Taylor
Tammy Bennett Ray Comer Brenda Hall John Martinez Karen Myers Patrick Sherman Brent Thompson
Todd Brill Michelle DeBeck Garry Harrington Paul McMinn Susan O’Connor Kristine Skoglund Kimberly Williams
Suzanne Brill Eva Ennis Jeff Jarnecke Adam Miller Adam Oltman Courtney Sniadecki Kara Wood
Mike Bueno Matt Esau Jonathan Jones Chris Moffitt Aaron Perri Jessica Spoor Amanda Yasko
Denise Zigler
20
APPENDIX
INFORMING DOCUMENTS
My 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.......................
VPA 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.........................................................
1.1a
1.1b
1.1c
1.1d
1.1e
1.1f
1.1g
1.1h
1.2a
1.2b
1.2c
2.2a
2.3a
2.3b
3.1a
3.1b
3.3a
3.5a
4.1a
4.2a
4.5a
5.1a
5.1b
5.1c
5.1d
5.3b
321 E. Walter Street, South Bend, Indiana 46614Phone: 574.299.4765vpa@southbendin.govsbvpa.orgMorris Performing Arts Center