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