Large Scale Greenways - Susquehanna Greenway Partnership · 12-11-2012 · “The Great Rivers...
Transcript of Large Scale Greenways - Susquehanna Greenway Partnership · 12-11-2012 · “The Great Rivers...
Large-Scale Greenways Needs, Trends & Impacts Charles A. Flink, FASLA
Background Information
Chuck Flink, FASLA, RLA • Registered Landscape
Architect • Fellow, American Society of
Landscape Architects • Distinguished Alumnus, NC
State University • Completed work on 235
projects in 200 communities and 36 states since 1984
• Author and National/International Speaker
Projects - United States
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International Greenway Consulting
Argentina - Buenos Aires Belarus – Minsk/rural communities Brazil – Campo Grande Canada – Toronto, Saskatoon China – Beijing, Shenzhen Czech Republic – Prague Hungary - Budapest Japan – Tokyo US Virgin Islands - Island of St. Croix Venezuela - Carcas
Books: Greenways and Trails Literally wrote the book on Greenway and Trail planning, design and development
1994 ASLA Merit Award 2001 NCASLA Merit Award
Volunteer Service Chair, American Trails (1988-
1992) Chair, Board of Trustees, East
Coast Greenway Alliance (2004-2010)
Chair, Board of Visitors, North Carolina State University (2009-present) – advises Chancellor and Board of Trustees
North Carolina Greenways Commission, Appointed by Governor Martin 1994
Formation of American Trails - 1988
National Trails Council –
National Trails System Act1968
American Trails Network - 1985 + =
East Coast Greenway Alliance – 2005
Membership
Board of Trustees State Committees
Staff
Membership
Board of Trustees Trail Council
Staff
Advisory Council
Prior to 2005 After to 2005
State Committees
Susquehanna Greenway
Large Scale Greenways East Coast Greenway Carolina Thread Trail Great Rivers Greenway District Needs, Trends and Impacts
East Coast Greenway
History Begun in 1991 Primary focus was
northeastern U.S. 1997: Maine to
Florida Restructuring in
2005
Vision/Mission “The East Coast Greenway vision is for a long-
distance, urban, shared-use trail system linking 25 major cities along the eastern seaboard between Calais, Maine and Key West, Florida. The Greenway will serve non-motorized users of all abilities and ages. A 3,000-mile long spine route will be accompanied by 2,000 miles of alternate routes that link in key cities, towns, and areas of natural beauty. This green travel corridor will provide cyclists, walkers, and other muscle-powered modes of transportation with a low-impact way to explore the eastern seaboard.”
Authority 501 c 3 – not-for-profit Membership organization Does not own land, does not build
greenway, does not manage greenway Partners with federal, state, regional and
local governments and private sector Designates all segments of ECG Programs events on completed greenway
Organizational Framework Membership
Board of Trustees Advisory Board Trail Council
Staff State Committees
Executive Director
Accomplishments 750 miles of 3,000
miles open for public use – 25% of total mileage goal
eNewsletter & Annual Report
Events: Close the Gaps, Chairman’s Ride, Czech Greenway Tour
Extensive Mapping
Chairman’s Ride 2005
Close the Gaps/Czech Tour
Challenges Organizational
issues 2,250 miles yet to
open Economic
recession has slowed progress
Economic Impact 300 million user
days $165 billion in
annual economic benefit
International Tourist Destination
Funding Capital Funding:
provided by partners
Operations Funding: corporate gifts, philanthropic grants, membership dues, events and programs
Carolina Thread Trail
History Voices and
Choices Vision/Ask 2005 Foundation
for Carolina’s 2007 Launch 2012 – 5-year
anniversary
Vision/Mission “The Carolina Thread Trail is a regional network
of greenways, trails and conserved land that will reach approximately 2.3 million citizens. It will link people, places, cities, towns and attractions. The Thread will help preserve our natural areas and will be a place for exploration of nature, culture, science and history, for family adventures and celebrations of friendship It will be for the young, old, athlete and non-athlete. This is a landmark project and creates a legacy that will give so much, to so many, for years to come.”
Authority Foundation for the
Carolina’s 501 c 3 Partnership within
15-counties in NC and SC
Private sector support
Organizational Framework Foundation for Carolina’s
501 c 3
Governing Board Advisory Council
Leadership Council
Staff 15 Counties in NC & SC
Executive Director
Accomplishments In 5 years – 100
miles of 500 mile goal
$16 million in private sector funding
Awarded $2.6 million in grants, leveraged against $3.6 public funding
$7.2 million in land donations
Challenges Needs $9 to $10
million in private sector funding
400 miles yet to build
Opposition from rural landowners
3 counties to complete plans
Economic Impact Increase home
values by 4% Generate $250 million
in tourism revenue $100 million in job
creation and construction
Attract and retain people in region
Funding $16 million in
Capital Funding leveraged against public funding
Operations Funding supported by private sector funds
Great Rivers Greenway District
History St. Louis 2004 > Great Rivers Greenway Sales Tax enacted in fall 2003 District launched in 2004
Vision/Mission “The Great Rivers Greenway District works
for a clean, green, connected St. Louis region. To deliver its mission, the District is spearheading the development of The River Ring, an interconnected system of greenways, parks and trails that will encircle the St. Louis region, enhancing the quality of life for residents and visitors.”
Authority Proposition ‘C’ –
Clean Water, Safe Parks and Community Trails Initiative
Metropolitan Park District dba Great Rivers Greenway District
Organizational Framework
Residents of District
10-Member Board (Appointed) St. Louis County
Staff
Executive Director
City of St. Louis
St. Charles County
Accomplishments 1,450 acres of land
conserved and protected
90 miles off-street trails 80 miles of on-street bike
facilities 70 miles of trail in design
Challenges 400 miles to build
for interconnected system
Promoting the trail is a priority
Managing the trail critical to its long term success
Economic Impact Enhances St. Louis metro
as a destination Attract and retain
workers Clean water and clean
air = better quality of life Revenue from tourism
and events
Funding 1/10th of 1 cent
sales tax $68 million in net
assets Income of $15
million per year Operations is $1
million per year
Needs, Trends and Impacts
Common Themes Engaging Vision, Mission and Purpose Authority tie to Vision/Mission Strong Organizational Framework Network of Viable Partnerships Record of Accomplishment Recurring Source of Financial Support Quantifiable Return on Investment
Engaging Vision/Mission Capture the imagination of people and
interest groups Don’t attempt to be all things to all
interests Define an achievable vision and mission
Authority is tied to Vision No power is all power, unless power is
granted by the people or from an existing authority
Direct link from vision to authority helps organizations succeed
Authority shapes purpose and function of organization
Strong Organizational Framework Define roles and responsibilities Directors set policy for organization and
approve annual work program Staff implement annual work program
and carry out day-to-day implementation Advisory boards offer guidance Partners support mission of organization
Network of Viable Partners Partners are critical to the success of large
scale greenways Dependency on partners is not a
weakness Empower others to implement vision and
mission
Record of Accomplishment Measurable progress of organizations
vision and mission – what has been accomplished
Communicate, promote and market record of achievement
Physical transformations are the most meaningful
Activities and programs important as well
Recurring Financial Support Commitment to vision and mission
critically important to funding Yes, enormous competition for limited
funds There are trillions of dollars available to
organizations in the U.S. How compelling is your vision and
organization’s purpose
Return on Investment Greenways are proven to generate
tremendous return on investment Conservative ROI: $3 for every $1; $100 for
every $1 Annual returns from a one time
investment
Susquehanna Greenway Partnership Strengths, Weaknesses, Opportunities, Threats and Accomplishments
History Established in 2001 Action Plan completed
in 2006 501 c 3 Established
2006 Four Regional Lead
Organizations 2010 - advocate
Vision “The Susquehanna Greenway is a place and a
journey connecting people and communities to the Susquehanna River and its enduring story. The Greenway unveils the spirit of the river – renewing awareness of its distinctive scenery and its natural and cultural heritage. It is a destination shaped by diverse people and the pursuit of their dreams. The Susquehanna Greenway balances the needs of generations today and tomorrow; conserves the environment for all living things; and creates healthy and successful communities, wide-ranging recreation, and economic prosperity. The Greenway celebrates the Susquehanna River as a place of timeless value, shared memories and experiences – a place to use and enjoy and to treasure always.”
Mission “The Susquehanna Greenway Partnership is
a leading champion for the Susquehanna River Watershed, Pennsylvania’s most important natural asset and the largest tributary to the Chesapeake Bay. We work to advance public and private efforts to connect people with our natural and cultural resources, and promote a sustainable and healthy environment.”
Organizational Framework
Twenty two counties in central Pennsylvania
Susquehanna Greenway Partnership 501 c 3
Advisory Council
Public + Private Partner
Staff Regional Lead Organizations
Executive Director
Strategic Initiatives Conserving and Enhancing Natural
Resources Improving Connectivity Improving River Access Revitalizing River Towns Signage, Branding and Promotion
Accomplishments Federal Designations Rivertowns Demonstration Projects Signage Guidelines Jersey Shore River Access Sojourns Mini-Grant Program eNewsletter
Challenges Financial health Lack of awareness Public embrace of SGP accomplishments Problems with partners: RLO’s Competition for Funding
Opportunities: Looking Forward
Results of SGP Stakeholder Survey
Question 1a: The current mission of the Susquehanna Greenway
Partnership is to serve "as a leading champion for the Susquehanna River Watershed, Pennsylvania's most important natural asset and the largest tributary of the Chesapeake Bay. The SGP works to advance both public and private efforts to connect people with the natural and cultural resources of the River and promote a sustainable and healthy environment.” Is this an appropriate mission statement for SGP?
Answers 1a: Yes: “and offer outdoor recreational
opportunity which promotes healthy living” Too broad Leading champion overblown No – too big a task for organization Champion or policy advocate Mission needs to be more specific/active No other entity focuses on watershed Yes: vision is comprehensive and timeless No: focus on what we do for people
Question 1b: Has the SGP shown effective progress toward
the accomplishment of its mission since adoption of the Strategic Action Plan in 2006?
Answers 1b: Moderate progress Yes: Rivertowns, Jersey Shore fish access, sojourns Yes: measurable progress, need to focus on
customer needs Highest regard for leadership and staff; is task too
large for organization? Improving Success for some river communities, not all SGP is somewhat marginalized by following the
money Yes, 2006 action plan has been achieved Organization in its infancy
Answers 1b: Will we ever accomplish our mission? Organization should evolve goals and
objectives Set 2 year and 5 year goals Need more projects on the ground Does public know what we have
accomplished?
Question 1c: Please describe what you feel have been the
most significant achievements of the SGP since the Strategic Action Plan was adopted in 2006.
Answers 1c: Federal designations, Rivertowns,
demonstration projects, Sojourns, North Branch Canal Trail, Jersey Shore River Access, Alliances in NY, rivertown guide
Staffing, Photo Contest, Driving Tour, Mini-Grant Program, eNewsletter, Website
Organizational capacity, technical assistance program, eTapestry, funding
Earning a reputation as champion for watershed
Tireless efforts of ED
Question 2a: The SGP is a 501(c)(3) non-profit organization
governed by a volunteer Board of Directors. Professional staff, Regional Lead Organizations and regional partner organizations are responsible for developing programs and providing technical assistance to local project partners that are developing greenway projects. (The Organizational Chart is in your meeting packet.) In addition to its Standing Administrative Committees, the SGP board has two program committees: River Towns and Water Trails. Is this the most effective organizational structure for the SGP?
Answers 2a: Change in PA funding priorities has hurt SGP RLO’s are a problem for SGP; thwarting SGP Problems with SEDA-COG relationship SGP structure not the problem, relationships are SGP not “The Leading Champion” yet Lack staff capacity to carry out annual work
program Too many BOD admin. committees SGP success depends on commitment and
contribution from BOD Move SGP from administrative oversight of
SEDA-COG
Question 2b: What changes would you recommend to the
organizational structure?
Answers 2b: Use Contract
Regional Leaders Align with local
and regional organizations
Solve issues with RLO’s
Phase out SEDA-COG
Revise BOD committees
Invite RLO’s to serve on Board
Change RLO to local partners
Match budget to organization function
Answers 2b: Coordinating
Committee was valuable – key partners no longer involved
Better board leadership
Staff capacity
Organization structure is fine as is
Stronger regional partnerships
Form an Authority Not sure
Question 2c: What committees of the SGP board do you
feel would most effectively address the mission of the organization?
Answers 2c: Rivertowns,
Governance + Development
Regional Coordinaton, Community Outreach
Executive, Rivertowns, Water Trails
None – not working BOD not effective
right now Not enough
Directors to have effective committees
Subcommittees of current committees
Question 3: What are the barriers and obstacles that you
and your organization face in accomplishing the mission and goals of the SGP as defined in the 2006 Strategic Action Plan? Please list all that you feel are relevant.
Answers 3 – part 1 Lack of Funding Stakeholder
engagement Lack of focus BOD not effective Lack of resource
inventory Lack of capacity
No “boots on the ground”
Lack of public support for vision
Too big a job/vision Lack of time to
devote to work program
Answers 3 – part 2 Special Place Conservation Benefits Awareness Partnerships
Goals are unrealistic + not measureable
Who, when and where?
Priorities for SGP
Question 4: With respect to developing the 2013-2016
Susquehanna Greenway Strategic Action Plan, what do you feel should be the emerging priorities of the organization?
Answers 4: Organizational Susquehanna Trail
Authority Effective working
alliances Stable funding Sustainable SGP Decentralized
organization + MOU
SGP demonstrates “value added”
SGP is the singular organization for Greenway
Stronger BOD Better
communications Strengthen staff
Answers 4: Projects + Programs Rivertown
revitalization Greenway trails Projects
demonstrating economic impact
Greater visibility
Efforts to promote recreation + environmental awareness
Focus on Rivertowns: Revitalization Teams
Use ofAct 13 Impact funds
SGP Vision and Mission
Vision “The Susquehanna Greenway is a place and a
journey connecting people and communities to the Susquehanna River and its enduring story. The Greenway unveils the spirit of the river – renewing awareness of its distinctive scenery and its natural and cultural heritage. It is a destination shaped by diverse people and the pursuit of their dreams. The Susquehanna Greenway balances the needs of generations today and tomorrow; conserves the environment for all living things; and creates healthy and successful communities, wide-ranging recreation, and economic prosperity. The Greenway celebrates the Susquehanna River as a place of timeless value, shared memories and experiences – a place to use and enjoy and to treasure always.”
Mission “The Susquehanna Greenway Partnership is
a leading champion for the Susquehanna River Watershed, Pennsylvania’s most important natural asset and the largest tributary to the Chesapeake Bay. We work to advance public and private efforts to connect people with our natural and cultural resources, and promote a sustainable and healthy environment.”
Vision/Mission - ECGA “The East Coast Greenway vision is for a long-
distance, urban, shared-use trail system linking 25 major cities along the eastern seaboard between Calais, Maine and Key West, Florida. The Greenway will serve non-motorized users of all abilities and ages. A 3,000-mile long spine route will be accompanied by 2,000 miles of alternate routes that link in key cities, towns, and areas of natural beauty. This green travel corridor will provide cyclists, walkers, and other muscle-powered modes of transportation with a low-impact way to explore the eastern seaboard.”
Vision/Mission – Thread Trail “The Carolina Thread Trail is a regional network
of greenways, trails and conserved land that will reach approximately 2.3 million citizens. It will link people, places, cities, towns and attractions. The Thread will help preserve our natural areas and will be a place for exploration of nature, culture, science and history, for family adventures and celebrations of friendship It will be for the young, old, athlete and non-athlete. This is a landmark project and creates a legacy that will give so much, to so many, for years to come.”
Vision/Mission – River Ring “The Great Rivers Greenway District works
for a clean, green, connected St. Louis region. To deliver its mission, the District is spearheading the development of The River Ring, an interconnected system of greenways, parks and trails that will encircle the St. Louis region, enhancing the quality of life for residents and visitors.”
SGP Strategic Action Plan 2013-2106
Action Plan What are your recommendations? 2013-2016 Work Program Roles and Responsibilities
Board of Directors Staff Regional Lead Organizations Advisors Partners
Recommendations SGP should revisit its vision and mission
statements – tie to action, activities and programs
SGP should fine tune organizational framework – become more efficient
SGP needs to adapt to changes in state and regional programs
SGP needs to tie is future funding to activities and programs