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. � <br /> A Strate�ic Plan of Action <br /> For the past two-plus years, our communications efforts have largely been <br /> based on the promises of the economic benefits sure to result from connecting <br /> the city's resources with the new technologies flowing from the City's <br /> redevelopment of the Studebaker Corridor into Ignition Park and Notre <br /> Dame's renewed commitment to becoming a world-class research university. <br /> Our communications have been centered on the redevelopment of the former <br /> Studebaker Corridor into the site now recognized as Ignition Park. Moving <br /> forward, our communications will continue to focus on the development of <br /> Ignition Park as a new hub of research-related business, but will also begin to <br /> address and incorporate into the "New South Bend" story such other <br /> developments and initiatives as the Coveleski Neighborhood and East Bank <br /> Village that are close to the park and are strengthening the quality of life, <br /> housing, sports and recreational opportunities in downtown South Bend...all <br /> key ingredients of a city where people will want to live and build a better <br /> future. � ' <br /> As outlined in the preceding parts of this report, that dream -- and the 'i <br /> promises of a better economic future -- has begun to be realized. In particular, ; <br /> Data Realty's announcement that it will break ground this spring on a $20- ; <br /> million, 50,000-square-foot high-tech data center in Ignition Park signifies that � <br /> the dream and the promise are truly becoming a reality. Other developments I <br /> are expected, especially in the context of the emerging business plan for the � <br /> park and other initiatives to stimulate business investment based on Notre ; <br /> i <br /> Dame research. � <br /> This progress calls for a fresh approach to our marketing communications, � <br /> away from a long list of creating new products, to a broader and more agile � <br /> approach of using what we have already created to support the emergence of � <br /> the dream into reality. We therefore have developed a new strategic action � <br /> plan with fewer components and which are more broadly defined as areas of <br /> attention, in order to respond to new developments and opportunities in this <br /> changed operating landscape. The specific tactics under these strategic <br /> initiatives are intentionally stated in the broadest terms, in order to maintain <br /> - is - <br />