Our Mission
To assist private and public organizations with the realization of all the benefits their agencies are capable of providing to the communities they serve.
Our Values
Family, Community, Fellowship, and Sustainability are at the center of everything we undertake. These are the things that are the heartbeat of every community.
Our Guiding Principles
Success is not defined by simply completing a project or finishing the work. It is found in meeting the goals of the program. As such, the goals of Veritas III are rooted in the success of any undertaking against the problems we are attempting to solve or the benefits we are attempting to bring about. The guiding principles of any project are often lost in the effort of the project itself. Anyone can finish a project. Veritas III will help you meet the goals of your program.
Preservation of Capital Investment
Every initiative the city undertakes has a “First Cost”, or initial build-out expense. That cost represents the main investment the city is making in the services it provides. In order to ensure that this investment realizes its maximum potential, steps must be taken to ensure that the investment is maintained for the maximum period of time and that every dollar initially spent is maximized over the entire life of the investment. End of Useful Life (EUL) processes need to be applied with all capital investments whether it is mechanical equipment, buildings, pools, roof systems, fencing, irrigation, IT, playgrounds, pavilions, or landscaping and sports fields. All have an EUL. This initiative aims not only to create quality fields and grounds but also to achieve the maximum amount of time to EUL. As such, recommendations for changes in maintenance practices and the functions that should be in place to preserve the initial cost of capital initiatives are critical to the success of the initiative over time.
Increase in Revenues
Studies across the United States show that when a community invests in quality throughout their parks systems, they realize an increase in revenues from many sources. The investment being made through this initiative should result in increased funds available to maintain the quality of these parks. Ensuring that these parks become the “First Choice” for tournaments, events and many community activities will lead to increases in Hotel Occupancy Tax revenues, sales tax revenues from local restaurants and businesses as well as other sources directly related to increased inter-community spending. Quality parks have shown time and again to be capable of paying their own way through the economic stimulus they provide. This is a consideration in every recommendation made in this document.
Increase in Reputation
The reputation of a facility or system of facilities for quality and service is a tangible, even measurable element to the success of that system. Word of mouth marketing is known to be the best way to reach people when they are making their decisions as to where they will host their tournaments and events and subsequently bring their revenues to the city. When a city has a reputation for excellent and competitive fields with smooth and even playing surfaces and excellent observer accommodations and facilities, they become the “First Choice” for many additional revenue-generating activities. Ensuring that a level of quality of play is always present means the city will be discussed widely among decision-makers and be positively compared to other quality venues in the state and even the nation. Community pride in the facilities their city maintains will also create goodwill that will find its way to future bond initiatives and projects the city desires to undertake.
Becoming Competitive
“If you build it, they will come.” Cities compete with one another for the revenues discussed in these guidelines. A quality system of parks will allow the city to compete with larger cities that may regularly attract the tournament and event revenues that are available. Being competitive with larger cities will mean that these revenues come to your city where those revenues can be used to maintain and invest in parks systems throughout the city. Goal number one is always to serve the community itself. Bringing in revenues from outside the city provides funds and opportunities to further serve that community. Reputation creates that competitiveness and marketing capability that makes that possible.
Adjusting to Changes Since Original Design
Always be aware of things that may have changed since the original design of the parks. These changes may include usage, demands of competitive sports, cities demographics such as an increase in young families, economic downturns that directly affect available dollars for sustainable maintenance and improvements as well as physical considerations such as water supply and weather patterns. Other changes may be reflected in new goals and desires of the city for the trajectory, perception, and strategy for realized revenues for the parks system itself.
Increase in Positive Player Experience
In the case of ballfields and sports complexes, positive player experience is at the root of the success of every principle outlined here. It is the positive player experience that will be discussed between coaches, players, parents, caregivers, and those responsible for the safety and well-being of the players. This is what will create the word-of-mouth reputation that will make the city competitive with other cities, increase community pride of ownership, and ultimately lead to the overall success of the program.
Increase in Personal/Player Safety
In the case of ballfields and sports complexes, safety is an important element of this initiative. Reducing those factors that have already been identified as well as ensuring that all player and spectator safety issues are proactively addressed will be another critical factor of success, especially in the area of positive player experience. Properly built and maintained playing fields will significantly reduce the liability risk of the city where it exists while positively affecting reputation and competitiveness. Safety-related procedures such as regularly scheduled safety inspections are built-in to the recommendations provided in this program.
Improvement in City/Tenant Relationships
All of the principles mentioned in this guide will lead to a more positive and constructive relationship with tenants. The tenants of the parks are an integral part of the success of the maintenance and usage initiatives proposed. Providing a higher-level field quality and proactive maintenance that does not require a tenant to notify the city of an issue that affects play or user experience will lead to a more cooperative and constructive relationship. Making tenants a more integral part of the city program will allow for and encourage greater participation of the community in decisions made and future initiatives undertaken. Increased tenant trust and confidence in the parks department will lead to deeper input and buy-in for future capital improvements.
Maximization of Contract Dollars Spent on Maintenance
Emphasize the need to create proactive and effective maintenance procedures. Dollars effectively spent on maintenance will significantly reduce larger dollar expenditures on remediation and renovation in the future by expanding the time between such events. While dollars spent on maintenance may increase, the need for higher dollar expenditures is effectively reduced. This program will make recommendations for changes in operational procedures that maximize the effect of maintenance dollars by prioritizing efforts that will subvert the greater need for a major renovation and extend the useful life of the fields and systems maintained. These may represent significant paradigm changes in the current methods employed but will increase quality overall while reducing larger expenditures in the future.
Follow Us
Social is at the core of what you do.