Author: zeceightinsights_l0pfvg

Why

Valpo Parks recently transitioned its agency leadership after 30+ years. As a result, there was a desire to revisit the existing mission statement for applicability to today’s realities. Additionally, the timing presented a great opportunity to create the department’s first vision statement along with core values.

HOW

Zec Eight Insights was hired to facilitate the organizational planning process. Two workshops were held with the leadership team:

• Workshop #1. This workshop focused on mission statement refinement. The existing mission statement was used as a point of reference for how well it aligns with a series of probing questions. From there, two statements were developed and a department-wide staff survey was implemented.
• Workshop #2. This workshop presented the updated mission statement for review and final edit and comment. Then, facilitated exercises led the core leadership team through vision and core value statement development.

What

The final updated statements were approved and ready for marketing/branding opportunities once the department’s agency leadership transition was implemented. This allowed Valpo Parks to usher in a renewed identity (that built upon the previous leadership’s legacy) with the introduction of the new director.

Reference
Kevin Nuppnau, Director
Valpo Parks
(219) 462-5144 x6307
knuppnau@valpo.us
3210 N Campbell Street
Valparaiso, IN 46385

Why

Cicero, Indiana needed to update its Recreation Impact Fee (RIF) ordinance. As part of the process, it was determined an update was needed for its five-year Parks and Recreation Master Plan. Since Cicero did not have a Park Board, updating the Master Plan did not have to remain on a strict five-year cycle. With a change in department leadership and the recent removal of the outdoor community pool, it was determined updating the Master Plan along with the RIF was a logical approach to understanding community need while charting a new course for the department.

HOW

The Master Plan placed a large emphasis on community engagement to truly understand unmet need within Cicero. Utilizing the water bill and other marketing channels, the engagement process was able to reach almost double the participants as the previous planning effort conducted six years prior. The consultant team then matched community input with industry standards, organizational readiness, and financial considerations to confirm the department’s positioning to deliver parks and recreation services.

What

The final Master Plan provides direction for leveraging parks and recreation services within Cicero. As identified through data analysis, Cicero serves more than its residents and is more of a destination due to its proximity to the Morse Reservoir and sports complex. The Master Plan details action steps for working with Hamilton County Tourism, other local municipal park departments, and the school system to increase recreation access. Additionally, strategies include ways to grow commensurate with community growth and expectations.

Reference
Jim Hunter, Superintendent
Cicero Parks Department
(317) 984-3475
jhunter@townofcicero.in.gov
1050 S Pearl Street
Cicero, IN 46034

Why

Located in Tacoma, Washington, Metro Parks Tacoma was created in 1907 by a vote of the people as an independent municipal corporation separate from the City of Tacoma for the purpose of operating a system of parks and recreation facilities. Metro Parks is a special purpose district and is the largest of its kind in the state. Metro Parks desired a document that would set goals, standards, and strategies for developing a parks and recreation system that is responsive to community demands and also contributes to a built environment that advances health for people and the planet. The plan focused on transitioning Tacoma towards becoming a “city in a park” to reflect the intent of integrating MPT’s work with partners who share the same goals of healthy people and a healthy environment in Tacoma.

HOW

Zec Eight Insights partnered with Herrera and ETC Institute to perform the required work over an 11-month period. The team focused on defining a new level of service (LOS) methodology. To do so, Herrera gathered and synthesized available GIS data sets to develop both static and dynamic maps and visualization instruments pertaining to park access, environmental considerations, and equity. Zec Eight Insights performed detailed recreation program assessments, conducted stakeholder engagement opportunities, analyzed existing system documents, altered the park classification system, and facilitated strategic visioning workshops. ETC Institute provided their expertise in statistically valid surveying which resulted in 511 collected responses with a precision rate of +/- 4.3% at the 95% level of confidence.

What

The final System and Strategic Plan consolidates the former Mission-Led Comprehensive Program Plan and Facilities LOS Plan into one document. Also, the final document is now part of the City of Tacoma’s Comprehensive Plan for the first time, meaning the plan’s strategies are managed by the State’s Growth Management Act. This gives an extra boost to developing Tacoma as a city in a park.

Reference
Alisa O’Hanlon Regala, Strategic Planning Manager
Metro Parks Tacoma
(253) 244-4318
alisa.ohanlonregala@tacomaparks.com
4702 S 19th Street
Tacoma, WA 98405

Why

The City of Clemson Parks and Recreation Department’s focus is to provide the public, both residents and visitors, with unique recreation experiences. The city’s parks, open space, and recreation facilities contribute to the health of the community’s residents, enhance the integrity and quality of the natural environment, and attract visitors to the community, thereby contributing to local tourism and economic development. To optimize the city’s existing parks and recreation resources and assets, as well as strategically plan for the future, the city was interested in preparing a Strategic Master Plan.

HOW

Zec Eight Insights partnered with ETC Institute to develop the city’s first Strategic Master Plan in 10 years. Zec Eight Insights focused on setting up the department’s operations for the foreseeable future. With an expanding park system, and little to no investment in operations and maintenance personnel, a focus on establishing staffing standards, best practices, operational efficiencies, and funding directives highlighted the master planning process. Additionally, recreational assessments were conducted to determine the best path forward for the Town-Gown relationship between the city and Clemson University.

What

The final Strategic Master Plan develops the department’s first-ever capital improvement program (CIP). This is an important step forward for the city as Clemson Parks and Recreation is embarking on designing a new indoor recreation space to expand recreation program offerings. Additionally, the city is looking at new ways to decrease 10-minute walk service gaps within the community while simultaneously increasing the availability of non-motorized travel to help minimize traffic congestion.

Reference
Jay Bennett, Director
Clemson Parks and Recreation
(864) 624-1122
jbennett@cityofclemson.org
102 Nettles Park Road
Clemson, SC 29631

Why

In Indiana, communities must have a five-year Master Plan on file to be eligible for the Land and Water Conservation Fund monies established by Congress in 1964. In addition to meeting Indiana Department of Natural Resources guidelines, the Town desired to explore additional funding and revenue considerations, programmatic reach, and how to best balance existing system investment with new development.

HOW

The Master Plan process was separated into four phases:

1. Discovery. Data collection and review, internal stakeholder engagement, service area population analysis, parkland inventory and analysis, and program inventory and analysis.
2. Needs Assessment. External stakeholder engagement, industry best practices benchmark analysis, and gap analysis.
3. Strategic Development. Vision and mission alignment and action plan development.
4. Master Plan Finalization. Final presentations, final deliverables, and I-DNR and Park Board approvals.

What

The final Master Plan outlines specific strategies for operations, maintenance, programming, and financing in addition to project-specific capital investment/re-investment needs. Additionally, the Master Plan process coincided with the Town’s five-year update to the Recreation Impact Fee (RIF). As a result, funding and revenues strategies was a vital component as the Town prepares for an influx of continued population growth.

Reference
Will Lacey, MPA, CPRP, AFO, IMN
Assistant Town Manager & Parks Director
(317) 745-4180 x5101
wlacey@danvilleindiana.org
49 North Wayne Street
Danville, IN 46122

Why

Open Space and Recreation Plans (OSRPs) are required to be updated every seven years by the Massachusetts Executive Office of Energy and Environmental Affairs (EEA) through the Division of Conservation Services (DCA). OSRPs allow a municipality to maintain and enhance all the benefits of open space that together make up much of the character of the community and protect the “green infrastructure” of the community – water supply, land, working farms and forests, viable wildlife habitats, parks, recreation areas, trails, and greenways.

HOW

Zec Eight Insights partnered with Activitas to update Lexington’s OSRP. Zec Eight Insights focused on public engagement support through virtual meeting engagement, community context analysis through localized recreation trends and environmental justice area research, analysis of needs from the statistically valid community survey and stakeholder engagement, and development of management goals and objectives that would correspond to both the town and stakeholders’ preferred vision for open space.

What

The final OSRP was approved and provides the town with a seven-year action plan with detailed action steps related to eight goals: increase the efficacy of communication and collaboration with other Town departments, citizen groups, and neighboring communities; improve access to programs and facilities for people of all ages, abilities, identities, and backgrounds; provide a balance of activity and educational opportunities for all of Lexington’s citizens; allocate capital efficiently in order to maintain, preserve, and grow open space and recreational infrastructure for many years in the future; identify and establish open space management programs that will assure optimal maintenance and use of Town-owned lands; protect Lexington’s natural environment and resources, both within and beyond the borders of open space and recreational properties; enhance connectivity between open space and recreation areas to develop intermodal transportation opportunities through Lexington; and assess, acquire, and protect parcels that are important from an environmental, agricultural, recreational, or historical perspective.

Reference
Karen Mullins, Conservation Director
Town of Lexington
(781) 698-4501
kmullins@lexingtonma.gov
1625 Massachusetts Avenue
Lexington, MA 02420

Why

Located in the northeast corner of Indiana, Fort Wayne is the second largest city in the state, and 85^th largest in the country. As a result, Fort Wayne Parks and Recreation manages over 2,700 acres of park land, 87 parks, community centers, family aquatic centers, dog parks, a campground, theater, botanical conservatory, ice rink, and much more. In addition to being a requirement for Land and Water Conservation Fund (LWCF) grant opportunities, Fort Wayne Parks and Recreation wanted to complete a Five-Year Master Plan to produce a much more comprehensive capital improvement plan effort.

HOW

Zec Eight Insights partnered with Designing Local for the planning process. Designing Local is a certified woman-owned business that helps communities create beautiful, functional places that engage and inspire. Together, the planning team analyzed park access, ALICE findings, levels of service, operational policies and procedures, financial projections, existing site conditions and constraints, and public engagement findings to provide a more comprehensive understanding of the Fort Wayne parks system.

What

The final Master Plan included the development of GIS base files, five-year capital improvement plan (CIP) project list, along with recommendations for operational investment, GIS management and integration, redefining levels of service, utilization of additional funding sources, land acquisition, and site planning considerations. Recommendations for both the built environment and operational planning enable Fort Wayne Parks and Recreation to be more successful with implementing action strategies and communicating with elected officials, staff, and the public.

Reference
Alec Johnson, Deputy Director
Fort Wayne Parks and Recreation
(260) 427-6425
alec.johnson@cityoffortwayne.org
705 East State Boulevard
Fort Wayne, IN 46805

Why

Greenfield, Indiana is the county seat of Hancock County. Formerly considered a relatively “unhealthy” county, Hancock County now ranks 4^th in the Hoosier state as the healthiest county, and parks and recreation services play a vital role in residents’ health. To capitalize on this trend, and to keep current with the Indiana DNR’s five-year planning guidelines, Greenfield Parks and Recreation wanted to update its five-year plan.

HOW

Zec Eight Insights focused on communicating with a public that has been traditionally difficult to reach for public opinion. To solicit meaningful public feedback, Zec Eight Insights conducted stakeholder interviews and focus groups, attended a summer concert series event, implemented an online survey, provided a traditional in-person public meeting opportunity, and surveyed participants at the annual Trunk or Treat Halloween event using real-time polling software. In addition to the public outreach, Zec Eight Insights ensured staff visioning sessions occurred as a mechanism to facilitate staff alignment as a precursor to developing the final action plan.

What

The final Parks and Recreation Master Plan brings forth outstanding relevant recommendations from the previous planning period and combines them with an increased focused strategy on increasing operational investments and impact, making park system improvements, enhancing recreation programming opportunities, increasing the utilization of park sites, leveraging partnerships to create more access, and preparing for smart growth.

Reference
Ellen Kuker, Director
Greenfield Parks and Recreation
(317) 325-1453
ekuker@greenfieldin.org
280 Apple Street
Greenfield, IN 46140

Why

Logansport, Indiana is looking towards its public recreation to revitalize a community experiencing slow population growth. In fact, with many public spaces along the Eel River (which runs through the heart of the city), the parks and recreation department is poised to be the catalyst for the area’s community vitality. The Logansport Parks and Recreation Department desired to develop a five-year master plan that would help position themselves as the area’s “First Choice in Outdoor Recreation.”

HOW

Zec Eight Insights partnered with Context Design and ETC Institute to create the department’s next five-year plan. Zec Eight Insights focused on conducting an operational assessment, synthesizing community engagement data, and developing new vision and mission statements along with core values for the department. A series of public meetings and staff (and Board) workshops helped create a unified vision for park land improvements, recreation investments, and the overall vision for Logansport Parks and Recreation.

What

The final Parks and Recreation Master Plan provides site-specific guidance for amenity and facility improvements, operational best practices, funding and financing strategies, and leveraging the city’s waterfront and rich history as part of its recreational offerings. Additionally, a new vision statement, mission statement, and core value statements were developed, reviewed, and adopted by the Park Board as part of the overall plan development and adoption process.

Reference
Janet E. Fawley, Parks Administrator
Logansport Parks and Recreation
(574) 753-6969
parksadministrator@cityoflogansport.org
1701 Dividend Drive
Logansport, IN 46947

Why

Located in the northeast corner of Indiana, Allen County Parks manages over 1,000 acres of park land. In addition to being a requirement for Land and Water Conservation Fund (LWCF) grant opportunities, Allen County Parks wanted to complete a Five-Year Master Plan for the following reasons: to improve agency management; establish direction and set constraints; define goals, objectives, and priorities; communicate direction to staff; allocate agency resources; facilitate delegation of responsibilities; manage change; assure public accountability; evaluate success; promote consistency in decisions; and promote cooperation and unity.

HOW

Zec Eight Insights partnered with Designing Local for the planning process. Designing Local is a certified woman-owned business that helps communities create beautiful, functional places that engage and inspire. Together, the planning team analyzed park access, ALICE findings, levels of service, operational policies and procedures, financial projections, existing site conditions and constraints, and public engagement findings to provide a more comprehensive understanding of the Allen County Parks system.

What

The final Master Plan included the development of GIS base files, five-year capital improvement plan (CIP) project list, along with recommendations for system funding, department advocacy, technology improvements, land acquisition, and staffing considerations. Recommendations for both the built environment and operational planning enable Allen County Parks to be more successful with implementing action strategies and communicating with elected officials, staff, and the public.

Reference
Jeff Baxter, Superintendent
Allen County Parks
(260) 449-3312
jbaxter@allencountyparks.org
8401 Union Chapel Road
Fort Wayne, IN 46845