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08-1384Substitute 12/17/08 Council File # 08-1384 Green Sheet # 3064775 RESOLUTION MINNESOTA �� 2 WHEREAS, Minnesota Statutes 462.353, subd. 1, grants a municipality the authority to prepare a 3 comprehensive plan, which is defined in Minnesota Statutes 462.352, subd. 5 as "a compilation of policy 4 statements, goals, standards, and maps for guiding the physical, social and economic development, both 5 private and public, of the municipality and its environs. ..." 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 WHEREAS, Minnesota Statutes 473.856 requires that municipalities prepare comprehensive plans consistent with the development guide and the metropolitan system statements adopted by the Metropolitan Council; and WHEREAS, Mi�nesota Statutes 473.859 details the content of the comprehensive plan; and WHEREAS, Minnesota Statutes 473.864, subd. 2, requires that municipalities review and update as appropriate their comprehensive plans every 10 years and submit them to the Metropolitan Council for review; and WHEREAS, Section 107.02 of the City of Saint Paul administrative code authorizes the Planning Commission to organize and facilitate the preparation of the Comprehensive Plan and any subsequent updates and to transmit its recommend to the Mayor and to the City Council; and WHEREAS, Section 107.04 of the City of Saint Paul administrative code authorizes the Planning Commission to appoint task forces as advisory bodies to study technical issues identified by the commission and to report their findings to the commission for its consideration; and WHEREAS, the Comprehensive Planning Committee of the Planning Commission in January 2006 began the coordination of tasks necessary to prepare the Comprehensive Plan update; and WHEREAS, the Planning Commission on September 13, 2006 initiated the preparation of the Parks chapter, one of six chapters in the Saint Paul Comprehensive Plan update; and WHEREAS, the Planning Commission appointed representatives of Saint Paul residents, stakeholder groups, and people with knowledge and expertise in parks and recreation to participate in the Parks and Recreation Comprehensive Plan Task Force, which was chaired by a member of the Planning Commission and vice-chaired by a member of the Parks Commission; and WHEREAS, the task force met from November of 2006 through April of 2008 to prepare the public hearing draft of the Parks chapter; and and WHEREAS, the Parks Commission held a public hearing on the Parks Chapter on July 16, 2008; WHEREAS, the Planning Commission held a public hearing on the Parks Chapter on September 19, 2008, notice of which was duly given in the Saint Paul Legal Ledger on August 14, 2008; and WHEREAS, the Planning Commission recommended changes to the Parks and Recreation chapter, after considering public comment; and !{ l� �i �� 47 48 WHEREAS, the Planning Commission and the Mayor hereby recommend adoption by the City 49 Council of the Parks chapter of the Saint Paul Comprehensive Plan. 50 51 52 53 54 55 56 57 58 59 60 61 NOW, THEREFORE, BE IT RESOLVED that the City Councii adopt the Parks and Recreation chapter of the of the Saint Paul Comprehensive Plan, continuent on further review bv adiacent communities and the Metropolitan Council; and Adoption Ce�rt�ifi by Counci] Secretary BY� �I' / Approved by May6'r: Date /� BY / 1lL-ra tc..a � � Requested by Department of: By: Approved by the Office of Financial Services By: Approved by CiTy Attorney By: Approved by Mayor for Submission to Council By: Adopted by Council: Date j�� aODF1 � Green Sheet Green Sheet Green Sheet Green Sheet Green Sheet Green Sheet � 08-1384 Department/Office/Council: ! Datelnitiated: '' G� Sheet NO 3064775 j PR _Parks and Recreation � p�-DEG08 j Contact Person 8 Phone: Tom Russell 66415 � � 0 Parks and Recreation _ � � t Parls aud Recrestion D partrnent Dire�or � Assi9� 2 Y5N Attoroev Must 8e on CaunciV A enda by (Date): Number � /�f .1�-'DEC-08 �� . Por , ', Routing '�, Doc. Type: RESOLUTION E-Document Required: Y Document ConWct: Tom Russell Contact Phone: 66415 Order Total # of Signature Pages (Clip All Locations for Signature) 3 MaVO n'��'�i��O'd°' ' 4 CouncO 5 Ciri Clerk _ Citv Clerk ' Action Requestetl: Adoprion of the Pazks Chapter of the Saint Paul Comprehensive Plan Update Recommendations: Approve (A) or Re�ect (R): Planning Commission CIB Committee Civil Service Commission Personal Service Contrects Must Answer the Following Questions: 1 Has this personlfirm ever worked under a contract for this department? Yes No 2. Has this person/firm ever been a city employee? Yes No 3. Does this person/firm possess a skill not normally possessed by any current city employee? Yes No Explain aIl yes answers on separate sheet and attach to green sheet. Initiating Problem, Issues, Opportunity (Who, What, When, Where, Why): Pazks and Recreation has completed their chapter of the Comprehensive Plan update. They went through an extensive process that included a Task Force that was appointed by the Planning Commission and included Saint Paul residents, stakeholder groups and Pazks and Recreation staf£ The task force was chaired by a member of the Planning Commission and Vice Chaired by a member of the Parks Commission. The task force met from November of 2006 through April of 2008 to prepare for the public hearing of the Parks chapter which was held on July 16, 2008 for the Pazks Commission. A second public heazing was held by the Planning Commission on September 19, 2008. Changes were made to the plan as a result of these public heazings. The Planning Commission and the Mayor now recommends that the Parks Chapter of the Saint Paul Comprehensive Plan updated be adopted by the City Council. _ Advantages If Approved: Pazks will have a blue print for the next ten years to help plan and provide direction. ! Disadvantages If Approved: Disadvantages If Not Approved: The Pazks chapter will have to be revisited and the process will be delayed. Total Amount of Transaction: FUnding Source: Financiai Information: (Expiain) CosURevenue Budgeted: Activity Number: December 1, 2008 5:04 PM Page 1 Council File # 08-1384 Green Sheet # 3064775 RESOLUTION 1 2 3 4 5 6 7 8 9 10 11 12 li 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 CITY Presented PAUL, MINNESOTA WHEREAS, innesota Statutes 462.353, subd. 1, grants a municipality the authority to prepare a comprehensive plan, hich is defined in Minnesota Statutes 462.352, subd. 5 as "a compilation of policy statements, goals, stan ards, and maps for guiding the physical, social and economic development, both private and public, of the unicipality and its environs. ..." WHEREAS, Minneso Statutes 473.856 requires that municipalities prepare comprehensive plans consistent with the devel ment guide and the metropolitan system statements adopted by the Metropolitan Council; and WHEREAS, Minnesota Statu s 473.859 details the content of the comprehensive plan; and WHEREAS, Minnesota Statutes 3.864, subd. 2, requires that municipalities review and update as appropriate their comprehensive plans e ery 10 years and submit them to the Metropolitan Council for review: and WHEREAS, Section 107.02 of the Gity Commission to organize and facilitate the preK updates and to transmit its recommend to the Paul administrative code authorizes the Planning of the Comprehensive Plan and any subsequent nd to the City Council; and WHEREAS, Section 107.04 of the City of Saint ul administrative code authorizes the Planning Commission to appoint task forces as advisory bodies to udy technical issues identified by the commission and to report their findings to the commission r its consideration; and WHEREAS, the Comprehensive Planning Committee d 2006 began the coordination of tasks necessary to prepare the WHEREAS, the Planning Commission on September 13\ Parks chapter, one of six chapters in the Saint Paul Comprehensive Planning Commission in January �prehensive Plan update; and initiated the preparation of the update; and WHEREAS, the Planning Commission appointed represent ives of Saint Paul residents, stakeholder groups, and people with knowledge and expertise in parks an recreation to participate in the Parks and Recreation Comprehensive Plan Task Force, which was chaire y a member of the Planning Commission and vice-chaired by a member of the Parks Commission; and WHEREAS, the task force met from November of 2006 through April of hearing draft of the Parks chapter; and WHEREAS, the Parks Commission held a public hearing on the Parks and to prepare the public on July 16, 2008; WHEREAS, the Planning Commission held a public hearing on the Parks Chapter n September 19, 2008, notice of which was duly given in the Saint Paul Legal Ledger on August 14, 2008; nd WHEREAS, the Planning Commission recommended changes to the Parks cha�ter, after considering public comment. 08-1384 47 48 49 50 51 52 53 54 55 City NOVI of the Saint REAS, that the Planning Commission and the Mayor hereby recommends adoption by the of the Parks chapter of the Saint Paul Comprehensive Plan update. REFORE, BE IT RESOLVED that the City Council adopt the Parks chapter of the Comprehensive Plan update. Yeas Nays Absent Bostrom Carter Harris Helgen Lantry Stark Thune Adopted by Council: Date Adoption Certified by Council Secretary B y - Approved by Mayor: Date By: Requested by I� 1 �,��s By: � a, Approved by the By: Approved��t By: Approved a By: �� Financial Services Attomey o�-t�� CITy �F' .Sa�r pf��. 390 Ciry Hall Telephone 651-266-8510 Mayor Christopher B. Colem¢n ISWestKel7oggBoulevard Facsimi(e 657-228-8513 Saini Paul, MN 55102 December 5, 20Q8 Council President Kathy Lantry and members of the City Council 310 City Hall Saint Paul, Minnesota 55102 Dear Council President Lantry and Councilmembers: It is my pleasure to transmit to you the parks and Recreation chapter of the Saint Paul Comprehensive Plan. The Parks and Recreation chapter is one of six chapters that, along with the • Introduction and Implementation sections, will comply with the state law which requires that the City update its comprehensive plan every 10 years. The Parks and Recreation chapter was prepazed by a task force appointed by the Planning Commission and chaired by Commissioner Stephen Gordon; Carrie Wasley of the Pazks Commission was the vice chair. The task force included people with knowledge of Saint Paul and expertise in pazks and recreation. The Parks Commission held a public hearing and approved the Parks and Recreation chapter in July. � The strategies in the Parks and Recreation chapter aze: 1. Promote Active Lifestyles. Policies in this strategy focus on promoting pazks as hubs for active lifestyles, providing safe and secwe access to and use of parks and trails, and being the leader in raising public awareness and providing opportunities for physical activity. 2. Create Vibrant Places. Policies in this strategy focus on reflecting the community, shaping the evolution of the.city, and enhancing the city and its neighbarhoods. 3. Promote a Vital Environment. Policies in this strategy cover natural resource protection, sustainable building and maintenance procedures, environmental education, and financial resources for environmental worl�. �. Respond Creatively to Change. Policies in this strategy focus on understanding and • responding to changing community needs and meeting those needs efficiently and effectively. AA-ADA-EEO Employei Qs ° «8� Council President Kathy Lantry, CiTy Councilmembers December 8, 2008 Page TwQ 5. Innovate with Every Decision. The policies in this strategy focus on enhancing the sustainabiIity of the parks system, using public and private partaerships to expand Pazks' offerings, utilizing supplemental resources, and expanding the volunteer program. 6. Connect the Entire City. The policies in ttus strategy cover equitable access to pazks and programs, as well as better connections for Saint Paul residents and the region through trail and pazkway unprovements. Once adopted, the Comprehensive Plan will guide development and revitalization of Saint Paul for the next 10 years as the city grows while, at the same time, retains what has made it unique for appro�mately 150 years. The Planning Commission has reviewed the Pazks and Recreation Plan, held a public hearing and recommends adop6on. I concur with the Commission's recommendation. Sincerely, �� Christopher B. Coleman Mayor Enclosure � � . � The Saint Paul Comprehensive Plan The Parks Plan is one of six chapters of the 2020 Sai nt Paul Comprehensive Plan C� Tfiis draft was retommended for adoption by the Parks Commission on July 16, 2008 and by the Planning Commission on December 5, 2008 � i38�f �� Introduction Strategy 1: Strategy 2: Strategy 3: Strategy 4: Table of Contents Promote Active Lifestyles Parks as hubs for active and healthy lifestyles Safe and secure access to and use of parks and trails Parks Division leads in raising p�bGc awareness and providing opportunities for physical activity Create Vibrant Places Enhanced cityand neighborhoods Parks and recreation investmenTS shape the evolution of Sa+nt Paul Parks and recreation reflect the community Promote a Vital Environment Model environmental leadership Residents and visitors enjoy and understand the natural enviro�ment Open spaceand naturalresourcesare protected,preserved,and restored Financial resources and organizational capacityto ensure Parks' environmental leadership Respond Creatively to Change Changing community needs are anticipated and understood • Changing community and recreation needs met efficiently, effectively, and safely Strategy 5: Innovate with Every Decision Enhanced sustainability Enhanced volunteer program Public and private partnerships to provide and expand Parks offerings Increased utilization of supplemental resources Strategy 6: Connect the Entire City Equitable access to parks and program Better connedions for SainT Paul residents and tfie region Implementation Appendices AppendixA: ProjectsandPlans Appendix S: Regional Parks and Trails 4 11 15 18 23 27 r1 LJ C��'-{ � � o p o � � � � � N � F _ w % �� " "`:�e��'a A A . �, q�., A� .., _ _.._.___..�m? _ ___ ___!_ _" ' � , , .� � c"_ ,. „a = 1 y `. 3 i _ "— _ . "" __ ",_ _ " . :'. .__ _ : __' _ '_ " _" _ ` _ . , . '3�'� � �5 _� . N : vo � , �' ,n - - �a - �+�� .r x v � 4 ; :. � `�:! � � _ m .;�� _�-,,�,:., � - - - - — .. 1� _- r-� s ` � t ■` v o� 1 1 -' � s c � �" _�' ! � � I 1 ' � �ic0�- . _ _ ��-` - .■ �_.__..,,._ .. , . .... . . .. . .,. _ � ' f � » _" � '-'-'---'�-'-' ! , 1 � - 1 . l , 1 Vc -��--� -- '- - --, - ;..- -- -- + � ' n ' ` , "' �" . i - ' L _ � a!� . _... � � • � ■ �, �. � � � O � � y 2 � n = � � p� w m 3 (A m (1J w o � m m � � � ID ID ^ � � 0 F N m y � — K N� � z F N n 1' 1 —1 � � � w O O N z � � � m ;, � s � ° c .�W. m W o � m F � r y m � a m N � � a � �: �a�� ry � s�;yrv��r�. 1` �T 1 +� '�d;b r�', \�`�1� �� \�� h 0 n" ��, A v �� 'qn ' T:\ 9 `� M1 1 n� ✓�� S � n ` � � .:Y ,n�uT ��F�'� �1�� d �� • �, ��i�� r�"g� .. l � � 4k � ��s� U � � �� r r v _.... 1 ':' �.' S� ��i. . .. ��I� " u ` J' v � � ` ., � � �: ` R �� Y �� , .�, �� : �.r �M��,� m u �,z; � j ��t �vV` .�v' ��; qi`�,� a� rks�,�a � e �CN , �.�.�.d ' v ' •Eyc� \ni�'� ,�� ., � �.��,�—: + ��„ 4 �y' .. �"'\�4a 1 1' 1 '� ` � �x �„"". � � ��; s T � C m • v m R N N � � i Introduction Purpose �� The Parks and Recreation Plan, a chapter ofthe Ciry's Comprehensive Plan, is a state- ment of official ciry poficy to guide parks and recreation development, operations, and maintenance priorities and activities.The plan provides a comprehensive frame- work for meeting the needs, challenges, and opportunities confronting the City's parks and recreation system. Alihough most of the strategies, objectives, and poli- cies in this plan relate specificallyto the parkand recreation system and assume that the City of Saint Paul's Department of Parks and Recreation is the primary actor, the course of action proposed in this chapter may influence and be influenced by the other chapters of the Comprehensive Plan. Setting The city's parks, parkways, and natural features lend form, character, and identity to the city and its neighborhoods. They provide a strong framework for maintaining and improving every citizen's quality of {ife. Parks and recreation facilitiesfunction as neighborhood focal poi�ts, the center of community activiry and life. With 4,123 aaes of parks, approximately 11 percent of Saint Paul's total land area is devoted to Ciry parkland. When Counry, State, and Federal parkland is added in, over 20 percent of SaiM Paul's land consists of park and natural areas. Saint Paul citizens enjoy 170 park properties owned by the City, 33 City-operated recreation centers, 708 miles of off-street trails, 70 miles of on-street bikeways, 24 miles of natural surface trails, 40 miles of parkways, and over 124,000 public-property trees that are main- tained by Parks and Recreation. Saint Paul's parks are highly regarded: the American Academy for Park and Recreation Administration, in partnership with the National Recreation and Park Association, awarded the City of Saint Paul's Parks and Recreation Department the 2005 National Gold Medal Award for Excellence in Park and Recreation Management. The Gold Medal represents and honors the nation's outstanding park and recreation agencies in communities of more than 25�,0�� in population far excellence in the field of reo- reation management. The Parks and Recreation Department provides opportunities for participation in a very diverse range of activities through programming and facilities. Residents can play baseball, soccer, football, softball, ice hockey, golf, basketball, disc golf, tennis, walk, bike, and ski at Ciry recreation centers and parks, as well as participate in many other activities. Kids enjoy access to over 70 tot lots around the city. Special events facilitated by parks staff and held in city parks promote tourism and build commu- nity identity. Aquatics facilities, skateboarding parks, and in-line skating trails offer cutting-edge recreation opportunities. Some of the system's most unique features - Midway Stadium, riverFront and downtown parks, and Como Park Zoo and Marjorie McNeely Conservatory- serve the region as a whole and showcase Saint PauPs won- derfully diverse system for a large audience. � � � � � � � o' � n s "a m 0 08 3 g� KeyTrends Increasing demand. With Saint Paul's population growing in absolute numbers as � wetl as in diversity, the demands being placed on the parks and recreatlon rystem have increased and will continue to grow. Saint Paul's parks serve more than just the city; many of the system's parks and recreation facilities are regiona! draws that attract visitors from around the metropolitan region and the state, and experience unique pressures due to their large constituencies. With more voices calling for addi- tional facilities and programming as well as new kinds of parkand rxreation oppor- tunities to meet emerging trends, the Parks and Recreation Department wili be chal- lenged to continue To provide high-quality facilities and programming that meet the needs of the community and enhance neighborhood quality of life. Decreasing resources. Financial and land resources to support, enlarge, diversify, and maintain the parks system are extremely timited. Funding to support construo- tion, operations, and maintenance has been woefully inadequate for years and will continue to be a major challenge in ihe future as ihe Ciry struggles with an increas- ingly limited budget. Additionally, there has been an increasing budget reliance on userfees as publicdollars have become unreliable. Manyofthe parks, buiidings, and recreation infrastructure Yhat were built in the 1960s, 70s, and 80s are in need of sig- nificant repair and renewal. Land for new parks and recreation facilities is a scarce re- source in Saint Paul. With each passing year more demands are placed on the system, but there is less space and inadequate funding to meet them. Clear priorities and focus are required in this environment, and there is an increased need for compatible multiple uses of parkland, partnerships, volunteers, creative funding sources, and a renewed focus on quality. Increased focus on sustainability. The increased emphasis on "living green' in all aspects of our lives will impact the parks system. From naiural stormwater manage- • ment to protection and restoration of native habitats, the link between open space and the ciry's precious natural resources will become more important in defining Saint Paul's quality of life. Parks wili have to do as much as possible to help Saint Paul become more environmentally sustainable by preserving natural resources, building and operating more efficiently, and educating the public on the importance of the human connection to the naturat realm. A commitment to susTainability dnes not end with the natural environment — it also requires making choices that ensure equality of access and opportunity that are fis- cally appropriate for the long term. Since the Ciry does not have the financial re- sources to meet all of the diverse community needs by simply building more facili- ties and providing more services, the Parks and Recreation Department wiil have to prioritize well and find ways to deliver an efficient and equitable system. In part, this may mean building fewer, higher quality facilities and strudures that will last for a longer time. Sustainable choices will need to be based on an understanding of parks and recre- ation as a total, citywide system rather than as a collection of components bcated in distinct neighborhoods. Additionally, part of the solution is to integrate with and recoqnize regional opportunities so that Saint Paul does not recreate opportunities that already exist dose by, even if they are in an adjacent community rather than in Saint Pa ul. Discipline and strategic thinking are crucial components of a parks system that will be sustainable in the long range. Increased focus on active, healthy Iifestyles. The Parks Department has a central role in helping people live more active, healthy lives. The Department assumes a re- • sponsibiliry to respond io the growing obesity epidemic as well as other health chal- lenges that are facing the community by promoting and providing opportunities for adults and youth to make more healthy choices. Cityof5aintPaul ComprehensivePlan � C�'-13�'�{ Parks and recreation facilities and progremming are increasingly seen as a funda- • mental part of a more active, healthy lifesryle; survey respondents cite improved health and fitness as the top benefit of Saint Paul Parks and Recreation.This broad- ening of expectations wi1{ impact how parks faci{ities are designed and wfiere they are located, but it also creates an opportunity for parks to serve as the authorita- tive voice and information source for Saint Paul citizens who want to increase their physical activity level and live more healthy lives. Major Strategies The Parks Plan proposes sixstrategies to guide future development, operations, and maintenance of the Saint Paul parks and recreation system: Promote Active Lifestyles. Policies in this strategy focus on promoting parks as hubs for active lifestyles, providinq safe and secure access to and use of parks and trails, and being the leader in raising public awareness and providing opportunities for physical activity. Create Vibrant Places. Policies in this strawgy focus on reflecting the communicy, shaping the evolution of the city, and enhancing the city and its neighborhoods. Promote a Vital Environment. Policies in this strategy cover natural resource pro- tedion, sustainable building and maintenance procedures, environmental educa- tion, and financial resources for environmental work. Respond Creatively to Change. Policies in this strategy focus on understanding and responding to changing community needs and meeting those needs efficiently and effedively. • Innovatewith Every pecision. The policies in this strategyfocus on enhancing the sustainability of the parks system, using public and private partnerships to expand Parks'offerings, utilizi�g supplemental resources, and expanding thevolunteer pro- gram. Connect the Entire Ciry. The policies in this strategy cover equitable access to parks and programs, as well as better connections for Saint Paul residents and the region through trail and parkway improvements. L� I '_ J v F � a � m � 0 � n v a m Strategy 1: Promote Active Lifestyles When asked about the benefits of parks, trails, and recreation facilities and services, SainY Pau! residents ovenvhelmingly believe that parks facilities improve physical. health and wellness. Increased physital activity has enormous health benefits in com- bating obesity, reducing the risk of chronic disease, and improving mental health. While individuals are ultimately responsiblefortheir own health choices, many Saint Paul residents are challenged to get the exercise they need to stay healthy. Saint Paul Parks and Recreation assumes a responsibility to help Saint Paul residents live more active, healthy lifestyles, in part by promoting these lifestyle choices. This responsibility goes beyond simply providing the parks and recreation infrastructure that Saint Paul citizens enjoy. Walkable, bikeable connections between parks and recreation facilities, as well as between parks properties and other important community assets — schools, religious congregations, community centers — are equally important. Saint Paul must work to reduce barriers to participating in physical activities whenever possible, whether they are due to physical access issues, access fees, or safery issues. Although Saint Paul has wonderful parks and rxreation facilities for iu residents and visitors, these assets will not be fully utilized unless people know about them. Providing information and education about where people can go and why they should go there to participate in the activities they enjoy is a critical piece of Parks' role. In addition, Saint Paul's facilities and programs do not exist in a vacuum — Parks can serve as the authoritative information resource for physical and educational activity opportunities, whether or not the City of Saint Paul is the provider. Trails and Bikeways Saint Paul's bikeways are the collection of orrroad bike lanes, share-the-road facilities, off-road trails and paths, and bicycle boulevards. In general, the Saint Paul Parks and Recreation Department is responsible for off- road facilities, while the Department of Public Works maintains bicyde facilities wi[hin the public right-of-way. While this strategy contains some policies on trails and bikeways,these connections are discussed in more detail in Strategy 6: Connect the Entire City. Additional policies are included in theTransportation chapter of the Comprehensive Plan. Parks as hubs for active and healthy lifestyles 7.1. EnsureconvenientandequiWbleaccesstoparksandrecreationfacilities. a. � Publ icly accessible park or outdoor recreation space should be very accessible to all residents. Establish new parks orfacilitate public access to other outdoor recreation spaces in locations identified as park service gaps (Figure B). Publidy accessible indoor recreation should be accessible to all residenu. in areas where there are concentrations of people with low mobility, provide better access to indoor recreation, and/or make other provisions such as improved transit, transit circulators, mobile recreation, or facility parmershi ps with other organizations. 1.2. Complete the trail and bikeway system. Complete the trail and bike system by implementing key projecu, including those identified in policy 6.17 and shown in figure F Tfie system should meet the needs of commuters, recreational riders, and casual riders; indude amenities that encourage use such as restroom facilities and lockers; and be maintained adequately year- round. 7.3. Providefunctional, accessible, and secure bike racks at all recreation centers and parks. 7.4. Provide programming and education on biking and walking. � Recreation centers need to be connected to the community and to each other, but they can also influence behavior through education; there is an opportunity to do programming for biking and walking to educate and encoutage children and adults • to choose to walk and bike whenever possible. City of SaiM Paut Comprehensive Plan 0 • • � ��3�� 1.5. Provide better public information on getting to parks and recreation facili- ties on foot and bike. Safe and secure access to and use of parks and trails 7.6. Improve public safety in parks. While Saint Paul parks are generally very safe, the perception of safery - or lack thereof - is a quality of life issue for Saint Paul residents. People will not use parks in which they feel vulnerable. Where major concerns exist and public safety improve- ments are needed, Parks will develop a park-specific strategy to address them. 1.7. Apply Crime Prevention through Environmental Design (CPTED) principles and design review for parks projects. CPTED improves safety by applying design principles to the environment rather than focusing on hard security measures. Some of the issues that CPTED addresses include visibility within spaces and mobility options for people moving through spaces. The perception of safety, gained through environmental cues, results in real safety that lessens the need for enforcement staff. Parks design projects should involve CPTED staff as early as possible for maximum effectiveness. L__J � v � a A N a O � n s v � � Figure B. Park Service Area Coverage and Gaps � 8-G� �'� 7.8. Improve communications on public safety issues. Saint Pau! parks users should know how to effxtively report public safety isstaes, and parks security staff should routinely reach out to the communiry. Effective communi-• cation and coordination between Department staff, park securiry, police officers, and neighborhood groupsimproves awareness and responsivenessto parks and neigh- borhood safety issues. Neighborhood input should be sought on safety issues and proposed responses. Develop a system to make data on public safety issues in parks available to the public on a park-by-park basis. (See policy 1.70.) 1.9. Explore increasing the use of proven technologies (such as cameras) in parks facilities to improve public safety and prevent crime. There are security cameras and other surveiilance technologies currently in use in some of Saint Paul's parks, bux they are not widely used. Increasing the use of cameras in parks facilities should be explored further so that concems about intrusions on privacy can be weighed against effectiveness. Public inputon the installation and use ofsurveiltance technologies is necessary. 1.10. Improve the use of data to track, manage, and prevent public safety incidents and to identify areas Yhat need improvement. This includes integrating information systems with the Saint Paul Police Department in a way that helps staff understand the crime and safety issues in parks. Additionally, gathering and integrating data on public safety issues is a necessary step in the pro- cess of expanding parks security staff. 1.17. Improve enforcement of parks rules to improve the quaiity of experience at parks and recreation centers. 1.12. Exploreinaeasedcitationauthorityforparkssecuritystaff. Parks security staff has the authority to issue citations for illegal parking, off-leash • dogs, and failure to remove feces. Increased authority for parks security staff to enforce Parks rules on issues like alcohol consumption and illegal dumping should be considered. 1.13. Seek fu nding to expand parks security staff. Parks security has the task of protectinq patrons of parks as well as the substantial assets of the parks system. To do this job effectively, more staff is needed. The use of volunteers should be explored, possibly in roles as "Park Hosu"or through "Adopt-a- Park' programs where volunteers provide a visible presence in parks and report any securiry issues that arise. 1.14. Work with the Police Department to assign sworn officers to parks issues and facilities. 1.75. Demonstrate and encourage healthy choices for Saint Paul. Lead by example in encouraging healthy choicesfor Saint Paul 6y offering nutritious foods and beverages in parkvending and atevents; restricting smoking and tobacco use in parks; and providing facilities such as bike racks, rest rooms, and changing rooms. 1.76. Utilize special events as opportunities to encourage biking instead of driving. Give people a viable alternative to driving to special evenu by encouraging special events organizers to educate and encourage people to leave their cars at home by working with MetroTransit to provide transit access and providing adequate bike parking. Secured parking for bicycles should be pursued, possibly at a small charge. � CiYyofSaintPaul ComprehensivePlan � r� LJ • � �38� 1.17. Explore partnerships and improve communications with the Saint Paul/ Ramsey County Public Health department and other health partners who are com- mitted to helping Saint Paul citizens Iead more active, healthy lives. 1.78. Pursue opportunities to promote Saint Paul's parks and recreation facilities as a health asset to Saint Paul residents through parterships with healthcare providers. Consider developing programs that are modeled on existing programs between healthcare providers and private fitness dubs, where dub members who exercise several times in a month are given a discount or crediT. People who use Saint Paul's trails, participate in recreation programming or activities, or even exercise in the downtown skyways could be given a reward or credit through their healchcare pro- vider or through the Parks Department. 7.19. Become the trusted "go to" recreation clearinghouse by facilitating informa- tion to residents about all recreation options (city, other public, and private). Communicating and marketing all recreation choices fosters a healthy communiry. Efforts should be made to simplify information and registration for alf recreation options, whether they are provided by the City or by a partner. Use technology to provide information on opportunities and facilities that encourage physical activity. 1.20. Emphasizecollaborativeprogramswith5aintPaulPublic5chools. Saint Paul Parks and Recreation works collaboratively with Saint Paul Public Schools in manyways, including sharingfacilities, coordinating recreation programming, and participating in summer funch programs.These programs should be sirengthened and expanded as opportunities arise. L ' ' v � a � m n v 0 � n � a a m Strategy 2: Create Vibrant Places Seventeen miles of Mississippi Rivercoursing through the urban core; beautiful tree- lined streets and parkways; unique parksat the heartofdowntown; Como Park, Zoo,, and Marjorie McNeely Conservatory; regional parks like Phalen, Highland, Indian Mounds, and Battle Creek: these are just some of the gems of a Saint Paul parks sysYem that serves the people o{Saint Paul and the region. The Saint Paul parks and recreation system is critical to the quality of life and sense of place that make the city a great place to live. Our neighborhoods are strengthened and enhanced by the park and recreation facilities that serve as places for the community to gather, relax, recreate, and con- template. Attractive, well-maintained park and recreation facilities become focal points of neighborhood pride and identity; they reflect and enhance neighborhood character. Beyond enhancing the intangible sense of place that defines Saint Paul, parkfacilities can play a concrete role in economic development. Parks augment the pfiysical appearance ofthe city and contribute to increased property values. Housing and redevelopment projects are boosted by nearby park facilities that are seen as amenities to developers, residents, and businesses alike. The existing network of parks and parkways in Saint Paul provides a strong foun- dation to build on, and opportunities to enhance the system must be continually pursued. Even though Saint Paul is a fully built city, the parks system will still have opportunities to evolve and improve over the coming years.The Parks and Recreation Department must continue to explore ways to serve, strengthen, and reflect the neighborhoods in which parks facilities are embedded. No Net Loss of Parkland Enhanced city and neighborhoods Oneofthewaysthatparklandin5aint 2,7, Reviewandrevisezoningofparklandbyadoptinganewparkzoningdistrict. Paul is protetted for future park users is the City's"no net loss'policy.This policy is The intention of the new zoning district is to reinforce the no-net-loss policy already a partof Saint Paul's City Charter, Section required by City Charter and to make parks ownership more transparent and acces- 13.07.1, and reads,"Lands which may have sible to planners, developers, and residents. The new zoning district would apply only been heretoforeacquired byany means To Parks properties and is not intended to change the regulation of uses in Parks or or wbich may hereafter be acquired by transfer responsibiliry for Parks land use choices from the Parks Commission Yo Yhe anymeansforparkpurposesshallnotbe ZoningCommitteeorPlanningCommission. diverted to other uses or disposed of by the city'(httoJ/www.ci.stpaul.mn.us/ 2,2. Ensure attractive, functional and engaging four-season public spaces. web/CityCode/cho73.htmll. Whenthe city council decides thatdiversion or dis- a. Provide conTinued and ongoing design innovation in parks and recreation posal of parkland is in the public interest, facilities to ensure a high-quality system that enhances Saint Paul's additional parklands must be acquired to neighborhoods. replacethelandsthatarediverted,prefer- b. Allocate adequate resources to support site and facility maintenance that is ablywithinthesamedistrictcouncilarea appropriate to the size and use of each faciliTy, enhances the visibiliry and and of a similar nature to [he divetted attractiveness of facilities, and maximizes safety and security . parkland. 2.3. Improve communications, public relations, and marketing of parks. Support marketing of the city through festivals and other events that take place in parks throughout the city. Promote parks as resources to businesses and their employ- ees. Nurture partnership progrems with businesses, fike the"Adopt-a-Park"program. 2.4. Design parks and facilities for appropriate community gathering or festival opportunities based on park location, size, and function. 2.5. Evaluate the importance of food and explore the use of public/private part- nerships forenhanced food experiences as a means to enliven parks and reinforce • them as places of community gathering. City of Saint Paul Comprehensive Plan � • Parks and Reaeation Commission The Parks and Recreation Commission is a citizen group formed to advise the Mayorand City Council on Parks and Recreation matters of long- range and City-wide importance. Citizen participation is encouraged in all Commission business, and the Commission is often sought out by citizensas a place to voice their concerns and opinions.The members of the Commission are City residents appointed by the Mayor to staggered three-yea r terms. o� i�� This may mean more use of food carts and/or expanded food choices and food providers. 2.6. Analyze the costs and benefits of festivals and events a nd identify methods to make them fiscally sustainable. While festivals and events are important economic, social, and community adivi- ties, they must provide enough communiry benefit to jusiify the public investment required to hold the events. 2.7. Increase volunteer engagement and participation by supporting meaningful volunteerexperiences. Parks'volunteer program should recognize that, for many people, volunteering is more than just an opportunity to do good in their community - it is also a recre- ational activiry. Volunteer experiences should be rewarding and should enhance the lives of the volunteers. In addition to consistently recognizing and rewarding volun- teer work, Parks'volunteer program should help volunteers understand the impact of their work whenever possible. 2.8. Support Blooming Saint Paul's efforts to beautify downtown and Saint Paul's neighborhoods by planting lushand colorfulflowering plants in order to enhance the working, living, and tourism environment of the City. Parks and recreation investments shape the evolution of Saint Paul 2.9. Manage and protect parkland effectively and appropriately by working to reduce encroachments and pursuing strategic acquisitions tofill any existing gaps or changing needs in the park system. 2.10. Require that location and design of parks, open space, and trails be an integral part of large-scale redevefopment projects. Extend green spacea�d trail links into redevelopmentareas. Redevelopment projects should be compatible with and complementary to existing parks; consider relation- ships and connections to existing parks during the design phase of redevelopment projects. Ensure that development adjacent to parks does not in any way create a barrier to public access, use, or enjoyment of a park facility. 2.11. Involve all constituents (residents, park users, interest groups) in setting bal- anced priorities for planning, development, programming, maintenance, use of facilities, physical enhancement or development of facilities and/or open spaces, and otfier park-relaced matters. Involving citizens in decisions regarding park planning, development, operations, and maintenance gives them a sense of ownership, responsibility, and control. Residenis and volunteers play an important role in helping staff identify park and recreation needs specific to their neighborhood. Continuing programmatic and bud- getary support for citizen participation must be provided to ensure that involvement is consistent, meaningful, and effective and has a dear impad on the quality of park and recreation services. 2.12. Utilize the parkland dedication ordinance to implement the Parks chap- ter of the Comprehensive Plan and the priorities of the Parks and Recreation Department. 2.13.Facilitate innovative communication technology, like wireless networks, in parks as partnership opportunities become availab{e. � � A N � d 0 3 T " o � LJ Consider installation of broadband along the Grand Rounds Parkway as a means to connect people, facilities, and the community. 2.14.Preserve historic buildings, memorials, and monuments found in parks� throughout Saint Paul. Provide opporcunities to interpret the park system's history and historic features through venues that are engaging and fun for parkvisitors. 2.75. Encourage the integration of public art in the development and renovation of parks and recreation facilities. Public art enhances the public realm and enriches the experience of parks for visi- tors and residents. Ensure that any new public art is a sustainable asset for the Parks Department; recognize thaY public art has unique maintenance needs and upkeep requirements that must be considered upfront. 2.16.Complete and implement the National Great River Park Master Plan. Continue to implement the park, trail, connection, and investment recommenda- tions of the National Great River Park Plan, a completed chapter of the Saint Paul on the Mississippi Development Framework, which calls for Saint Paul to be more natu- ral, more urban, and more conneded and recognizes the Mississippi as a regional asset of national significance. Continue to build partnerships to enhance access, use, preservation, and the quality of the Mississippi River Corridor. Parks and recreation reflect the community 2.17. Ensure staff are prepa red to work with a diverse public through: a. Proaciive recruitment and retention of people of color and bilingual people. for staff and volunteer positions, and b. Training staff and volunteers to be sensitive to the city's park users. 2.78. Anticipate and respond to the cultural diversity of the population. Parkiand Dedication Ordinance Theordinancerequiresthatdevelop a. Offer a culturally rich selection of programs, and expand cross-cultural pro- ers dedicatea portion oftheir land to gramming and interpretive opportunities. parksorpayafeeinlieuoflandfor b. Tailor programs and services to the demographics and needs of the new developments that result in a net community. increaseinparkingspacesand/oranew �. Seekinvolvementandfeedbackfromprimaryculturalgroupsinkeyneighbor- plat.The fees collected can be used for existing parks orfuture parks, butthere hoods in order to involve immigrant, minority, and low-income groups that must be a direct relationship behveen may not otherwise participate in mainstream stakeholder input processes. where the development is located and wherethe money is spent: the money 2•19• Fully develop and implement a comprehensive fee-waiver program to aid mustbespentwithinthesamePlanning individualswherefeesareabarriertoparksandrecreationparticipation. District as the development or within 5 mile ofthe development.The ordinance covers capital costs only - not main- tenance - in order to ensure sufficient park and open space, but it is important not to develop more new parkland than can be maintained. � u Cityof5aintPaul ComprehensivePlan m1 08 /��P • Strategy 3: Promote a Vital Environment o�-i3�� The ciry's residents have access to tremendous environmental resources, induding lakes, the river, trails, and natural areas.These shoufd be protected notjust because they are fragile and unique, but also because they contribute to the quality of life and sense of place for all of Saint Paul's residents. Saint Paul Parks and Recreation is the steward of these important resources, but the Department's responsibilities extend beyond simply proteding the city's natural resourws. Over the term of this plan, the City's goal is to move beyond environmental remediation into having a net positive impact. As climatechange impactstheworld around us,the importance ofmaking sustainable environmental choices is increasingly dear. The Parks and Reaeation Department should demonstrate leadership over the coming years, during the critical time win- dow in which the course of dimate change may be altered. Parks and Recreation should do more than protect the natural resources that are within the City's park system. The Department should set an example for the community by making good choices in City park facilities, operations, and maintenance; educating the public through programming, interpretation, and events; and working closely with part- ners who share a commitment to protecting environmental resources, both local and global.The kind of environmentally friendly policies that this plan recommends are not simply aftruistic; sustainable choices make good business sense and wifl help stretch limited Ciry funds over time. In order to protect the environment, substantial financial resources are required to achieve significant results. It also requires a comprehensive approach — environ- mental issues should not be dealt with ad hoc, as they arise, or projed by project. In an era of limited financial resources and an increasing need for costly environmental work, the City will have to aggressively pursue available funding sources to achieve maximum effectiveness. Model environmental leadership 3.1. Model environmental leadership by: a. Using best practices in sustainable design of new buildings and retrofits, such as by meeting or exceeding LEED (Leadership in Energy and Environmental Design) standards on all new park buildings and facilities; b. Promoting recyding efforts through education and making recyding services available as appropriate throughout the parks and recreatio� system and at events; c. Reducing the use of fertilizers, pesticides, and herbicides in parks and along parkways; d. Reducing the energy consumption of Parks'vehide fleet by replacing tradi- tional veh icles with alternative fuel/hybrid vehicles and encourag ing i ncreased use of transit and non-motorized transportation; e. Decreasing energy use in existing buildings through the use of energy audits and efficiency measures; f. Continuing partnerships to capture/reuse renewable energy resources like wood waste and tree trimmings; g. Using best practices in indoor and outdoor parks and facilities management and using green materials for concessions, operations, deaning supplies, etc; and h. Increasing water conservation and reducing water runoff from Parks' properties. . 11 � � � A � d 0 3 n s - "o � 3.2. Utilize stormwater as a sustainable resource when parks are constructed or redesigned. Improve water quality by increasing infiltration of on-site stormwater in parks.• Stretegies may indude installing pervious pavements in parking lots; shoreline res- toration and buffers, converting turf areas to native vegetation; allowing infiltration of water in swales, rain gardens, stormwater retention or detention ponds, or other methods. Consider collecting and treating off-site stormwater flow when the water can be a recreation amenity or when the water colledion does not compromise rec- reation or park aesthetics. (See Strategy 2 of the Water Chapter.) 33. Publicize and promote Parks and Recreation's environmentally friendly policies and successes. Saint Paul will lead by example, but no one will know about the DepartmenYs suc- cesses unless there is a deliberate effortto publicize and interest the public in what is being done. Residents and visitors enjoy and u»derstand the natural environment 3.4. Expand the environmental education program. Develop programming to educate residents and park visitors on the importance of preserving and properly managing natural resources for environmental benefits, including health, water, and air quality. Provide programming that helps residents learn to reduce their mdividual negative impacton the natural environment Include volunteer activities that promote service and learning; engage volunteers in the res- toration, maintenance, and preservation of the system's natural resources. 3.5. Provide programming and recreation opportunities that encourege people to • participate in ecologically sound outdoor activities. Consider establishing a staff position devoted to organizing ecologically sound out- door activities. 3.6. Provide interpretive signage and information on all environmental demon- stration, applied conservation, and significant management projects. Saint Paul's park system contains many environmentai education resources. Most notably, the presence of Como Zoo and Marjorie McNeely Conservatory offer a ForestryinSaintPaul unique opportunity for people to see, sense, and learn about plant and animal The Fores[ty Unitof Parksand Recreation is relationships through informal and structured programming at an Association of responsible for over 724,000 public property treesthroughouithectty. Forestry's primary Zoos and Aquariums accredited zoo and worid-dass botanical garden.Other areas objeaive isto ensurethe mntinued health containing significant environmeMal educational resources indude Litydale, Crosby ofthecitqsurbanforest.Aspartofthis Farm,BruceVentoNatureSanctuary,andlndianMoundsparks. responsibility, Forestry deals wfth boulevard and parktree planting, maintenance and removal,irimming, wood recycli�g, and Open space and naturel resources are protected, preserved, and restored education. 3.7. Conducta Natural Resource Inventory to prioritize pratection and restoration of existing resources. Develop environmental management plans for natural areas to identify compatible uses and integrate with other management frameworks, authorities, and city efforts. Anticipate and protect parks and natural areas from major dis[urbances, impacts of development, spread of disease, and invasive species. 3.8.Increase tree reforestation. Increase the scale and quality of the urban forest by facilitating city-wide tree plant- ing efforts and by updating and implementing the Street and ParkTree Master Plan. CityofSaintPaul ComprehensivzPlan m 4�� 'u ��l<3�� Pursue opportunities to partner with property owners and neighborhood groups • to ensure proper care of boulevard trees, parciculary those vulnerable to drought. Continue to pursue programs like "Trees Saint Paul;' which receives donations that help pay for planting new trees in ihe city. Coordinate with Ramsey County's Plant-a- Tree program in order to avoid duplicating efforts and competing in a way that does not result in increased tree reforestation. Identify Saint Paul's tree-canopy coverage and evaluaie the feasibiliry of maintaining coverage, wch as with "no net loss' or one-for-one replacement policies for trees. (See policy 210 in the Water chapterJ The Mississippi River The Mississippi River Corridor Plan (http:// m nst pa u Lcivicplus.com/DocumentV ew. asp?DID=2227) is an exisiing, adopxed chapter of the Comprehensive Plan that serves as the City's guiding policy on the river and explains the roles of the numerous enUties with jurisdiction over the Mississippi River, rangi ng from local to federal units of govemmentThe Mississippi RiverGorridor Plan was inFluenced by and isconsistent with the Saint Paul on the Mississippi Development Framework (http://www. riverfro ntco rpo ratio n.com/framewo rk. asp),xhe Mississippi National Riverand Recreation Area (MNRRA) Comprehensive Management Plan, and the State Critical Area program. 3.9. Maintain diversity within the parks system with native and some non-native plaM species. Conduct a study to determine the long-term costs and benefits of diversifying street trees. While block-by-block street-tree monocultures are aesthetically pleasing and easier to maintain, monocultures leave whole blocks vulnerable to a single invasive species or disease. With limited funding, however, the increased cost of maintain- ing a more diverse tree stock is a major factor in deciding whether block-by-block monocultures should be phased out. 3.10. Pursue opportunities and partnerships to acquire land specifically for open space and natural-resource protection, especially: a. Areas containing species included on the State or Federal list of endangered or threatened species; b. Areas representing significant landforms, native plant communities, orsen- sitive habitat; c Areas that connect existing components ofthe open-space network; and d. Areas adjacent to existing parkland/open space. 3.11. Help to protect water quality throughout Saint Paul. a. � c. Work with Ramsey County, the watershed management organizations and districts, and others to ensure the highest possible water quality in the city's lakes, streams, and the Mississippi River. Work with the National Park Service, State of Minnesota, Met Council, water- shed management organizations and districts to preserve, protect, and enhance the Mississippi and its environs. Develop a plan for the promotion, protection, and desired levels of use for each of the water bodies in City parks, with input from citizens and other concerned entities. (See Strategy 2 of the Water chapterJ 3.12. Closely monitor invasive species and quickly respond to threats to parks. Aggressively pursue funding opportunities to effectively deal with invasive species. 3.13. Develop comprehensive, consistent, citywide policies for managing deer, geese, and other animals that create livability issues for Saint Paul. Coord inate resources with state, county, a nd regional agencies and identify regionaf priorities. 3.14. Review maintenance practices to protect and ensure the IongeviTy of parks' naturalresources. Ensure day-to-day operations and construction do not damage naturalresources within parklands. Provide education to staff to make sure best practices are under- C .J stood and followed. � � a a � � � 0 3 n s - o � 13 Financial resources and organizational capacityto ensure Parks' environmentat leadership 3.75. ApproachParks'environmentalresponsibilitiescomprehensivelyratherthan� on a project-by-project basis. When environmental issues are approached ad hoc, the solutions that emerge are not comprehensive in scope or as effective as Yhey could be. Treating each project as an individual and original environmental issue results in duplicative work and costly processes that add substantially to projed budgets. Instead, the Department should take a comprehensive, rystem-wide took at facility design, stormwater management, maintenance procedures, etc., before proposing and applying one-off solutions for individual projects. Because environmental leadership is a Parks and Recreation Department priority, the costs of implementing sustainable choices should be borne by the Department as a whole rather than divided among many small projects. 3.16. Pursue grant opportunities to fund projects and programs that address the causes and effects of climate change and to supportenvironmental stewardship. Work with private and public partners to coordinate the pursuit of appropriate grants. 3.17. Use partnerships with environmental advocacy groups as well as watershed management organizations and districts, county, state, and federal agencies (including the National ParkService) to increase capacityand leverage limited city resources available to address environmental concems. Emphasize regional coordination, placemenZ and leveraged-use agreements for high-qualiry recreational opportunities. Avoid duplications and redundancies. 3.18. Where Saint Paul Parks provides a valuable envirortmenta! service for other municipalities, agencies, or another City of Saint Paul department, leverage � resources from these partners to help maintain Saint Paul's environmental resources. 3.79. Work with other City departments and appropriate staff in coordinating appropriate decisions and policies on water and energy issues. . City of Saint Paul Comprehensive Plan m c� r3B� Strategy 4: Respond Creatively to Change c�8-13�� Recognize the importance of approacfiing both water and energy issues comprehen- sively and with a multidisciplinary, cirywide perspective. The face of Saint Paul has changed significantfy over the fast decades due to a major influx of minorities and immigrant populations.These demographic shifts have given Saint Paul the kind of diversiry that is typical of other cities, and are fostering major cultural changes that serve to enrich the communiry. Saint Paul's future citizens will be even more diverse, and Saint Paul's park system is challenged to meet the needs of tfiis multifaceted, ever-changing population. Changes are happening rapidly, and notjust in the demographics of Saint Paul Parks and Recreations cfientele.The manner in which we are approaching our leisure time is changing for people in all stages of life. As many of us struggle to find a balance between work, family, and life, it seems like there is less time to fit in the all of activi- ties we want to pursue. For kids and teens, the activities and programming offered by Parks and Recreation must compete for limited leisure time with a variety of technology, media, and entertainment options. By contrast, seniors and retirees have increased leisure time and are looking for rewarding ways to spend it. This competi- tion and increased demand means that it is even more crucial that Saint Paul Parks and Recreation delivers the recreation programming and provides the parks facilities that people want and need. � While it is impossible to be certain about what people will want next, Parks can do a better job of evaluating how its current offerings are meeting Saint Paul's needs. d The Department can then make adjustments based on what is learned— if the parks rystem and Parks and Recreation Department are flexible and adaptable enough a to change courses when required. Achieving a nimble system is a major challenge, p but it is a critical goaf. One measure of success for Saint Paul Parks and Recreation in a this time of change is the ability to anticipate and respond quickly and effectively to �' new arcumstances. Parks will have to strive to be ahead of the trend curve whenever s possibleratherthansimplydeliveringthesameprogramsthathavetraditionallybeen a offered. The struggle to look forward while continually evaluating where we are now `� will result in a more efficient system tfiat makes the best use of our {imited financial resources and does a betterjob of ineeting Saint Paul's needs. Changing community needs are anticipated and understood 4.1. Regularly gather customer and resident feedback on needs, satisfaciion, and trends to improve athletic, educational, cultural, social, and contemplative experiences. Repeat and update the survey performed as part of this Comprehensive Plan update at regular intervals in order to track and respond to changes in Saint Paul citizens' perwptions and priorities for parks. Adopt a data collection and management pfan to guide the scope, rypes, and frequency of data colledion. Make multiple listen- ing posts available and ensure that data is centralized and reviewed for planning and action. Develop the capabilities of identified staff on the elements of the data management plan and on specific skills required to gather and analyze information. 4.2. Perform systematic and ongoing evaluation and assessment of pragram- ming, facilities, staffing needs, and public safety issues. Saint Paul Parks and Recreation will use surveys, focus groups, and stakeholder interviews to evaluate programs and events. Assessments should be centralized, integrated, and aciively used for making decisions. Technology and new media should be used more extensively by the Department in order to facilitate effective and inexpensive information gathering and communication with the public. 15 I Ghanging community and recreation needs met efficiently, effedively, and safely � 4.3. Meet changing recreation needs by: a. Adjustingthehours,quality,andflexibilityofindoorrecreationbyconsolidat- ing and collaborating, providing access to higher quality concentrations of recreation and community activities in active lifestyle centers, and by increas- ing opportunities for after-school programs tha[ meet the needs of children with working parents. b. Increasing the number ot off-leash dog areas throughout the city. These facilities should vary in size and experience. Add new off-leash dog areas in locations that are ecologically appropriate and proximate to underserved residential areas. c Providing good access to full-size, dedicated-use, turf sport fields (soccer, Lacrosse, rugby, etc.). d. Increasing access to community gardens by expanding the community gar- den program and leveraging partnerships. e. Adding senior fitness programs, especially in areas with high concentrations of seniors and by utilizing improved transit and walking trails. f. Offering recreation programs that are sensitive to cultural differences. This may result in more customized rxreation programs and activities related to particular neighborhoods, cultures, or districts. g. Providing e�ctreme sport opportunities, such as a skate park, BMX bike track, mountain bike trail, or others, where ecologically appropriate. 4.4, Provide activities and programming for alternative, emerging recreation trends, particularly those that meet the recreational needs of youth. As interest in traditional sports like baseball, sofYbatl, golf, and football has leveled � off or declined, non-traditional and self-directed sports are becoming more popular. Non-traditional recreation opportunities should be integrated in the parks system whenever possible. Opportu�ities for appropriate self-directed recreation in parks, on trails, and in recreation centers should also be available. 4.5. Create access to a broad range of aquatic experiences by: a. Increasing the number of unique aquatic centers that are a destination for the city; and b. Expanding access to pubiic/private aquatics facilities and programs through collaboraYion, coordination, and communication. 4.6. Continue and expand the use of progrems that promote flexible use of staff resources. The use of "Go Teams" to meet staffing needs at recreation centers is an example of such as program. The Go Team is a way for Parks to deploy staff to rxreation centers as needed for specialized leadership in places where there are more participants than staff can handle or to engage groups that are present but not participating.The Go Team supplements the staff that is permanently stationed at a recreation center and provides more flexible solutions to staffing issues. 4.7. Find ways to adapt winter recreation programming and facilities to respond creatively to climate change, � Cityof5aintPaul ComprehensivePlan m D��i38�{ � /3�'� Winter recreation options that used to be provided by consistently cold, snowy � Minnesota winters are a major challenge for the Parks Department as global warming changes expedations for winter weather.ln the coming years, it may be increasing{y necessary to make snow and provide refrigerated ice rinks in order to ensure that Saint Paul residents can continue to sled, ski, and skate in Saint Paul parks and recre- ation facilities. 4.5. Offer a full range of education programming at Como Park Zoo and Conservatory by following the strategies identified in Como's education plan. Expand program offerings as newfacilities are opened, and expand free value-added program offerings. 4.9. Prioritize programming and area use in ways that maximize meeting the needs of multiple user qroups. Limited resources and increased demands frame the challenge facing Saint Paul. ln order to meet the demands of Saint Paul's population within a very limited budget, Parks and Recreation has to make some hard decisions and find creative ways to stretch funds and staff as much as possible without saaificing quality services. The challenge to the Department is to find new ways to deliver services that satisfy and gratify residents without breaking the budget. The Parks and Recreation Department can begin to address this challenge by setting dear priorities—but it must also maintain flexibility to respond to unforeseen oppor- � � � v � a A N N O 3 !l S N a N �7 o� rat�y 5: Innovate with Every Decision �r tunities and needs. The Department must tap the poiential of iYS existing resources and be willing to explore new and alternative ways of doing things. The ability to • continue to deliver high qualiry park and recreation services depends on the ability to use city resources in an efficient, effective, and innovative mannec Moving beyond ciry resources, this plan calis for increased utilization of volunteers, expanded use of partnerships, and a more coordinated pursuit of supplemental resources. Sustainabiliry—environmental, social, and financial—is a primary goal of this plan, and it cannot be achieved without a serious evaluatfon of the system as a whole in order to make better individual decisions. If we are not innovative and do not make wise choices about what the Parks Department wili devote resources to and what it wil( not, the parks system wilf not be sustainable. Tfie decisions of the Department must be based on meaningful community input, solid data, and an understanding of the whole system rather than the political will of the moment or the loudest voice in a neighborhood shouting match. Enhanced sustainability 5.1. Design and implement a system-wide sustainability evaluation process to evaluate ali new decisions and existing practices on the basis of contributions to fiscal, environmental, and social well being. Evaluate alI existing department operations and procedures and recommend changes in order to move the department toward a more sustainable, innovative operation. 5.2. Create a materials research report to identify and rate the sustainability of products that can be used in facility design and construction, and in operations � and maintenance. The purpose of this research report is for Parks staff to have the information they need to make innovative and sustainable decisions on materials used in design, construdion, maintenance, and operations. 53. Make park and recreation facility and improvement decisions based on a system- wide evaluation of citizen needs and available resources. a. Create a comprehensive asset management program that determines infra- structure improvement priorities. b. Select priority facility improvements for bond funding based on the asset management program. c Prepare a master plan and capital improvement plan for each park and alI trails to help guide facil iry improvements and to identify long-term improve- ment funding needs, Recreation Services Reorganiution Recreation5ervicescontinuesatransition Pi9ureC:QualifyotRecreationCenYers that was initiated in 2007, from a servite delivery system chatwas stricclyfacility 5.4. Renovate and upgrade low-and moderate-quality existing facilities thatfall based, to a system that uses facil+ties as a outside the service areas of high-qualiry facilities of the same type. (Fig. C and D) resource, Programming teams con nected to neighborhoodsworkto plan programs 5.5. Reprogram low- and moderate-quality existing facilities that fall inside the andservicesthaccitizenswantandneed. serviceareasofhigh-quaiityfacilitiesofthesametype. (Fig.CandDj On-site sW ff assigned io recreation facilities supports the progamming teams by 5.6. Choose refurbishment of existing facilities over new construction whenever implementing planned activities, providing day-to-dayleadershipinneigBborhoods, feasib(e. and connecting to participants and • affiliated groups. Cityof5aintPaul ComprehensivePlan � Consideradoptinga"FixitFirsY'policythatprioritizesinvest- �_� �c�"��p� • . �� - �-- - ' ,�� _. _, ,.. ; , y " w , .. . / ' %-' �` �..-; — `� � _ l � , f , n • � • � �� 1� -G--' ,,. J r� �'`"�--,�. �- _ � ,�, %' / � 4•=..=c+,' i ma i � �� .� ` ��'� ~ - i <;. . _. . _ � ,v° ' Q � �/� ouaurv oF `' i '; b' i RECREATION CENTERS �ti ��'�� ' ; , 90�0�,� Mreeayo n' t t� i"-�. '-' ; � ` � , ',,�� I 'v Avera9e �'� 'r • AboveAVerage �O `� � � � 4 � � I Residen9al Areas ��--- Lowduality� HighQualiry— o ' NOTE Darkers�atles represent higher quahty and ovedapping serviw areas � °NOTE RecreaLOn CenteS are s�awn wdh a 1 miL= semce area '" v � a A m Figure D: Quality of Neighborhood Parks " " , - ? a �, ; I � v s.' �� w ��+ �, � �i I e� s Fy. 4,} y � . �'. , . Y 9 J/a� 'v� � s {ry. M� �"1� i ;• �" r d R 5 �* fi g � i�y � 1 4 L � � n� S ,�., y �., ,i ` y �. � �' 19 : 4 YIA t � !f �.�Ap "�1� .• 5t � I� q � r Y f^ � f� � LW �� ,C � A rcX+llP s �` 'F h �'�a�-'L. —.�J� ^ � � . fl � , '�rv� . � � � � � V � � ; \�_�� S F QUALITYOF �� i �� NEIGHBORHOOD PARKS s ` `�-� q� � ResidentialAreas �� , � �l i 3 �,� Parks � � � � Low Qualiry --► High Quafry - -, u,y�' � ' NOTE Darker shades represe�� h�gher qualM1y antl ovetlappmg service areas "NOTE Neighborhood Parks were buffered 12 Mile Areas within Community 8 Regianal Parks ihat serve Neighbo�hootl Park neetls vrere buHeretl V2 mde Mini Parks that serve Neighborhootl Park needs were buReretl 1/4 mile a �-t 38� ment in existing facilities, parks, and other infrastructure over expanding the system through new construction, acquisition, etc Over the lifetime of this ptan, there may be specific amenity needs that cannot be met by refurbishing existing facilities; the� intention of this policy is not to prohibit such strategic investments, but rather to maximize the service life of system assets. 5.7. Improve outdoor sports experiences by enhancing the quality of athletic fields, such as through the use of artificial tuef, engineered soils, lighting, irrigation, and other methods. 5.8. Establish and publicize replacementtimelines. Develop and publish a replacement timeline for each new facility at the time of proposal. Develop facility replacement renewal targets for existing facilities as part of the asset management program. 5.9. Think about the activity first, and then consider all possible facility and delivery options. Continue to foster effedive partnerships with private and other public organizations to offer seamless and efficient delivery of park and recreation services, programs, and facilities.This may mean using a school or other non-cifij facility for public recreation or using a City facility for private recreation, school, or other civic use. S.t0.5eek to develop shared-use facilities as a flrst option when co�templating new or replacement indoor-recreation facilities. These could include combinations of schools, libraries, recreation, entertainment, shopping, services, and other complementary uses. Construction and operation of shared-use facilities should assure the long-term access, identity, use, and successful operation of the recreation componenu and compatibility with other uses. � Enhanced volunteer program 5.71. Develop and support a comprehensive, coordinated volunteer plan and pro- gram for the Parks department, Deve(op a standardized system for recruiting, p(acing, retaining, managing, evaluat- ing, and rewarding volunteers. Use best practices in managing volunteers, induding procedures Iike screening volunteers working with vulnerable populations. 5.72.Explore the creation of one or more volunteer coordinator positions when adequate resources are available. Bu ild leadership and staff capacity to integrate and benefit from volunteer programs. 5.13. Capitalize on episodic and onetime volunteer activities to develop ongoing relationships with participants. Encourage and manage large-scale volunteer projeds that accommodate the desire of local businesses and corporations to volunteer in the community. Groups and individuals who participate in onetime and episodic volunteer activities should be alerted to further volunteer activities. 5.14. Partner with existing volanteer organizations with an interest in parks, environmental issues, and recreation programming. 5.15. Trackvolunteerhourstouseasmatchesforapplicablegrants. • City of Saint Paul Comprehensive Plan m C�-��8�{ Public and private partnerships to provide and expand Parks offerings 5.16. Ensure that all partnerships provide substantial benefits to the public. AIf partnerships and other enterprises on parkland should enhance the parks system and meet the high standards of Saint Paul Parks and Recreation. 5.17. Pursuepartnershipstohostspecialevents,developservicesandjointpromo- tional packaqes, and finance maintenance and capital costs of parks and recreation facilities. 5.78. Engage in sustainable partnerships with local businesses, corporations, foun- dations, and individuals that build on the value of the system withoutjeopardizing aesthetics or over-commercializing the public realm. 5.14. Encourage private landowners and developers to create and maintain pub- licly accessible open spaces or green infrastructure. While there is a dear need for public park space, this policy is intended to increase the amount and distribution of green space across the city to provide a public benefit without adding significantly to Parks'landholdings and maintenance responsibilities. It is particularly important along major redevelopment corridors with {ittfe green space, where much development will occur over the lifetime of this plan. Increased utilization of supplemental resources 5.20. Establish a foundation to provide additional financial and community sup- port for parks and recreation. Create a non-profit foundation to act as a promotion and fundraising arm for Parks and recreation.The partnership at Como Park Zoo and Conservatory with the Como Zoo and Conservatory Society has been a successful modei that has raised significant funds and helped maintain free access. Explore creating additional conservancies and special endowments to help fund general parks functions as well as specific facilities, programs, and activities. Build leadership capacity to manage an increas- ingly diverse set of funding sources and partners. 21 o8�J38�f 5.21. Pursue opportunities consisteni with Department priorities Yo sxure fed- eral, state, and private resources (like grants, gifts, and partnerships) when and. _ � where possible to: , a. Ensureaccessibleprogramsandfacilities; b. Build, operate, and maintain facilities; c. 6cpand current services and provide new services; and d. Enhance environmental protection, restoration, and remediation. 5.22. Pursue grants that further the work of the Parks and Recreation Department effectively and energetically through hiring grant writers/coordinators andlor supporting citywide grant coordination. 5.23. Review access and user fees to determine where increases are market appro- priate and where raising or imposing fees would not significantly impact access. Seek creative fee structures. Develop partnerships and reciproeity agreements with other cities to increase revenues. Increase enforcement of fee policies. Create incen- tives for compliance, like in Minneapolis where parking violators are given a choice of paying their parking ticket or buying a Minneapolis Parks Patron parking pass. Expbre creating a patron fee system for Saint Paul parks and recreation facilities, where visitors can pay once and access all of the aquatic centers, etc. • • City of Saint Paul Comprehensive Plan m Strategy 6: Cannect the Entire City �_ g y Given the challenge of delivering great seroices on a limited budget, it is critical that Saint Paul Parks and Recreation's assets and programs be seen and used as a complete system rather than as a collection of elemeMS. The system cannot work un{ess aIl of its component parts are coherently connected. Connectin9 the system is a way to extend the reach ofthe parks and recreation system withoutadding a single park or recreation center—if parks and recreation facilities are easily accessible and well networked with one another, the effective coverage of Parks and Recreation is improved. Accessible and mnnected parks are a social equity issue—people in alf of Saint Paui's neighborhoods should have equal acwss to parks and reaeation facilities, even if they are not equally close to them.The Division must seek out opportunities to make connections and fill gaps in our park and open space system to ensure park facilities are readily accessible throughout the system. Enhanced and mmplete connections are a crucial part of creating a walkable, bikable city that makes it easier for people to develop active lifesryles. Park and open space connedions provide the meansfor moving between parks, mov- ing within parks, and getting to parks in a safe, convenient, and enjoyable manner. While connections usually take the form of trails, linear parks, or parkways, sidewalks and streets providing access to parks through neighborhoods are also important. Transit provides yet another option for getting people to parks and recreation facili- ties from locations across the city. As such, it is essential to coordinate and integrate our trails and pai'icways with the City's network of sidewalks and streets and with transit routes to provide continuous, convenient, and safe access to, between, and within parks. Equitable access to parks and programs 6.1. Connect parks to new transportation investments, especially the Central Corridor LR71ine. Locate a new high-quality park and recreation space/facility near the Central Corridor LRT line. This faciliry can capitalize on enhanced mobility in this area, and can fulfill a service need and(or replace multiple underperforming facilities. Work to create con- venient connections to major parks and recreation facilities near LRTstops, e.g. Como Park Zoo and Conservatory and limmy Lee Recreation Center/Oxford Pool from the Lexington Station, liarriet and Raspberry Isfands from Union Depot, etc. 6.2. Develop a comprehensive transportation management plan for Como Regional Park. 1J million people go through Como Regional Park a year; on a nice weekend day, about 10,000 people visit. Admission is free. There are 7,100 parking spots available. On Sundays and holidays, bus service is infrequent and there is no bus shelter within the park. Como Regional Park needs to find a sustainable way to deal with its trans- portation chaflenges without creating a disincentive for people to visit the park. A planned Central Corridor LRT stop at Lexington Parkway provides a new transporta- tion opportunity. 63. Review parking across the Parks system and explore charging for parking at parks and recreation facilities. • Some parts of the system are especially problematic. Harriet Island Regional Park, host to many special events that draw huge crowds, presents a major challenge and is a priority for parking sofutions. 23 a � v � A N n � O � n S B � 6.4. Enhance transit access to regional parks, community parks, and adive life- style centers. a. Work to influence Metro Transit route decisions to bring transft closer to key. parkand recreation destinations. b. Establish and expand other options such as local circulators, ride sharing, and parkand rides. c. Where MetroTransit service is inadequate, find permanent funding sources for circulators to provide accessto valuable programming and facilities. d. 6cplore using recreation centers as potential transit partners that could sell bus passes to transit riders, provide route information, and educate parks users abouttransit use. 6.5. Expand the use of mobile recreation to fill park or recreation service gaps, enhance eveMS, and to provide unique recreation to neighborhood and com- munity parks, Mobile Recreation 6.6. Develop and encourage pedestrian and bicycle access to parks and recreation Saint Paul's mo6ile recreation program facilities as well as improved bus services to such facilities. specializes in bringing recreation oppor- tunities to underserved communities Provide better information on non-vehicular access to parks and recreation fadlities by providing recreation options at rec- on the Parks Web site. reation facilities, passive parks, public housinq sites, homeless shelters, and ciTyw;de speda! events. Better connections for Saint Aaul residents and the region As mobile climbing walls,jump cas- tles, and other athletic equipment are 6.7. Build the Grand Rounds Parkwayfrom a loop route to a complete parkway. brought ro the community in non-tradi- tional settings, parks can provide more Add off-street trails, on-street bike lanes, and "green" the Grand Rounds to create a recreation services whereand when they scenic recreational parkway experience, enhance propertyvalues, and build tourism areneededbecauseoftheflexibilityof (Fig. E). Achieve parkway identity through the use of cohesive paving, Iighting, • mobilerecreationaswellaspromote landscaping,signage,andstreetfurnishings. other parks and recreation opportunities. 6.8. Connect the Saint Paul and Minneapolis Grand Rounds parkways together. Since the 1880s, a true Twin Cities Grand Rounds parkway system has been envi- sioned. The two parkway systems would create the finest and largest urban scenic byway sysYem in the United States. 6.9. F�cpand awareness of recreation opportunities through use of park and trail system maps, kiosks, developing and implementing a signage and way-finding master plan, web tools, etc. 6.10. Implement a parkway study to define parkway character, features, and ame- nities; clarify parkway designations; and assign improvement responsibilities and resources. Parkway designations vary widely, and design, maintenance, and use are undear in many locations. �ontinue to enhance the Ciry's parkway system through appropri- ate design and landscaping, limitations on uses within and adjacent to parkways to ensure compatibility and improve aesthetic character, limitations on treffic speed, provision of separate paths for pedestrians and bicydists whenever possible, and provision of on-street bike lanes where feasi6le. 6.11. Work to close gaps in the trail rystem to ensure seamless connedions for bicycles and pedestrians aaoss the city of all ages and abilities There are over 100 miles of parks trails in the city, but there are significant gaps in the system that should be dosed in order to truly connect the city. Priority trail � connections are shown in Figure F. A top priority for off-street facilities in the next ten years will be the development of the Midotwn Greenway extension into Saint Paul. Cityof5aintPaul ComprehensivePlan m �`��8� Figure E: Grand Rounds "" �w - C • T� - - -�� " .. .�-.�.,�--.,..^°....� �--�-�--�°� � -�-..� _ '� _ _ ... � L � ! I � �' � d � WI�EeIOLk { / � � _ �� T. rHCiy - -� � � � -�QOmaMOrton -'- � � _ � 6 � _ � JoM1nson '_ tif t CanoAVenue _ , � ParkwaY !�j F RaymonE Avenue � - - - • = Y WametROad ' Phelham 6outavam - -- � � -_ e � � _ � � � ' �"= - _ � "� - ' � : - - �— -�� F ' i � F t �.� . [ P 4LSS�ss�pP�Rrver --; .,Si° � �, , �` b BculevaM _ ,. - ( � � �' � t j I � r ' � � � � snepaM Roaa �...`3 L...�,.._ - -�..s,.�,:,�..� � k i / � f � ��, l , �K , �) >/ l� CM1Y 8oundary �!��. ^ s i \ � � �Crand Rounds Roule �� "�—} ? ' Y � ResidentialAreas � '� � r �'-..� � r I Parks � ' _ A`'� "'^ J �F � JS nvie. t '` J'b✓ �+._}�,.. � Y �� F � a � • n m m � n s Standards for Off-Road Bike Paths 6.72. Worktoward better pedestrian and bicycle connections between parks, recre- � Off-road bike paths should be paved ation centers, schools, major facilities, and special events. � fora smooth ride.The preferred treatment for newtrails separates ColfaboraTe with partners in Public Works, Saint Paul Public Sthools, Libraries, ett, to cydists from pedestrians so as to avoid develop safe routes to schools, recreation centers, parks, and other major communiry conflicts and accidents.Two-way bike facilities and events. paths should be 12 feet wide, striped down the middle, and signed fortwo- 6.73. Build new off-road trails and upgrade existing off-road trails to make cycling wayuse;alo-footminimumwidth andwalkingmoreconvenient,safe,andpleasantandaddfacilitiesandamenitiesto may be a<ceptable where there are improve the experience of using Saint Paul's trails. low bicyde volumes. Because one-way pathswilloftenbeusedastwo-way Older facilities should be upgraded with appropriate lighting and other securiry facilities, care should be used in select- enhancements and design amenities. "Adopt-a-Trai1" programs, and development of ing this type of facility; if necessary actively used adjacent spaces along trails should be highly encouraged, as increased theyshould be5to6feetwideand activity along trail corridors promotes safery. Promoting safety through activity is of designed to ensure one-way operation. particular concern along dedfcated trails that are isolated from public view. Good coordination between the Department of Public Works and the Department of Parks and Recreation wilf be required to integrate Saint Paul's system of off-road bicyde trails and facilities with on-street bicyde facilities. 6.14. Provide adequate funding to maintain existing trails so that they are conve- nient, safe, and pleasant. Maintenance funding is essential for trail system sustaina6ility and to achieve the � health and transit benefits envisioned by this plan, but it is a huge challenge. Parks trails are not just for recreation; they are used as part of our transportation network. They must be weli maintained to keep them safe, functionaf, and a viab{e transporta- tion option. � �"I �J�`f �ways � Road es bulevarC T2ii te RoatlTrail .._..._...Z._..._.._. _ .._..._..._ Revised Bikeways -'11I18/08 — Ex�shn9 B�kewaYs :�; CorrirlorstorSNtly ` � Cityof$aintPaul ComprehensivePlan m C� Implementation �__��c� This section includes implementation steps for achieving the vision of the Parks and Recreation Comprehensive Plan. While all of the policies in this plan can be seen as a prioriry for Saint Paul Parks and Recreation, the foflowing action steps wifl hefp determine where Parks Division will spend its money and concentrate its efforts over the life of this plan. 1. Continuetoprepareyearlystrategicactionplans. The intent of the strategic action plan is to provide a realistic work plan that focuses the work of the Parks and Recreation Division over a five-year period. The strategic aciion plan shouid be updated annually, presented to the Parks and Recreation Commission for review and approval, and transmitted to the City Council. 2. Use the Saint Paul Parks and Recreation Vislon Plan as a blueprint for making decisions and prioritizing actions. The Parks and Recreation Vision Plan describes the future of Saint Paul Parks and Recreation. It establishes goals, priority initiatives, actions and tools to help the city, residents, and partner organizations reach that healthier future. It is based on the Parks and Recreation chapter of the Saint Paul Comprehensive Plan and prioritizes adions to implement the Comprehensive Plan's objectives and policies. The Vision Plan is designed to be an illustrative guide to the vision for Parks and Recreation, as well as a"how to` manual for achieving that vision. � v To that end, the Vision Plan includes initiatives for each of the six Comprehensive Plan strategies,andincludestoolstohelpguidedecisionmaking,investment,andactions. � The Vision Plan does not indude alf possible department acUOns or Comprehensive A • Plan policies. Rather, it focuses on the prioriry initiatives needed to achieve the ^ vision, and it is designed to communicate that vision and those initiatives to a broad � audience. � � n i m 3. Continue surveysand data managementefforts. � � Many of the policies included in this plan call for increasing data-collection efforts and integrating data into the processes and decisions that guide Saint Paul Parks and Recreation. Accurate and timely information will help the Parks Division prioritize investments, evaluate programming, gauge support, and anticipate future needs. in order to continue to make good decisions that benefit parks and recreation users and Saint Paul citizens, the Division will need to gather information regularly and use the data to inform appropriate choices. 4. Complete development and redevelopment projects that enhance the park system. There are many projeds and plans That the Parks and Recreation Division will under- take in the next twenry years. Appendix A indudes a list of current plans and projeds that are expected to be implemenied in the near term, and is an adopted portion of the Comprehensive Plan. As new circumstances arise, Appendix A can be updated to reflect an accurate list of plans and projeds that can be completed to continue to enhance the park system. • 27 cz� �a ��( Appendix A: Projects and Plans This appendix consists of a(ist of current plans and projecu that are expected to be implemented in the near term. As new circumstances arise, Appendix A can be• updated to reflect an accurate list of plans and projects that can be completed to continue to enhance the parkrystem. Note: The p�ojects and plans below are not listed in order of priority. Some plans and projects are listed more than once. Formore information on any of these projects and plans, please contact Brad Meyer at 651-266-6377or brad.meverC�ci.stpauLmn.us Redevelopment Projects: 1. CherokeeTrails 2. Como Park Zoo and Conservatory a. JapaneseGardens6cperience b. Gorilla habitat c Usitorcenterforecourtgardens d. Pinniped habitat 3. Como Regional Park a. Historic monument restoration b. McMurray softball fields improvements 4. Deferred maintenance at Como, Highland 9, and Phalen golf courses 5. Duluth and �ase Recreation Center 6. Grand Rounds 7. Harriet Island infrastrudure and work replacement for the public dock 8. Highland national club house and historic pool building 9. Highland pool service building 10. Lilydale Regional Park 11. Maintenancebuildings a. 85 Water St b. Phalen/East Side 12. Midway Stadium renovation 13. Phaten Regional Park a. Update Phalen Park Master Plan b. Phalen Regional Park upgrades New Development Projects: 14. BluffPreserve/HighwoodHillstrailsysiem 15. Bruce Vento a. Bridge to river b. Interpretive center - acquisition 16. Como Park Zoo and Conservatoty a. Off-site parking and shuttle 17. Como Regional Park a. Aquaticsfacility b. Entrance point and roadways c. Woodland Classroom 18. Crosby parking lot 19. Destination garden 20. Fitzgerald Park 21. Harriet Island/S. Saint Paul trail 22. HenryParkP(an � . CityofSaintPaul ComprehensivePlan � o��gy � 23. Implement Aquatics Plan a. Como aquatia faciliry b. Highland aquatics center Phase2 24. Jointfacilitieswith5aintPaulPublicLibraries a. PaynefMaryiand—Arfington Recreation Centerand Arlington Hilfs Library b. Conway Recreation Center and Sun Ray Library c Hillcrest Recreation Center and Highland Park Library 25. Off-leash dog areas 26. Signage system 27. Support new Parks Conservancy 28. Trillium/Trout Brook 29. Upper Landing Head House development and management 30. Xcel site/soccerfields Plans and Studies Implement: 31. Aquatics Plan 32. �entral Corridor Development Strategy and Station Area Plans (6.1} 33. Como Park Zoo and Conservatory education Plan (4.7) 34. FitzgeraldParkPrecinctPlan 35. StreetandParkTreeMasterPlan(3.8) 36. Trou[ Brook-Lower Phalen Creek Small Area Plan v New: � a • 37. Como Regional Parktransportation managemeni plan (62) � 38. HenryParkPlan T 39. Materials research report (52) � 40. National Great River Park Master Plan (2.74) T 41. Natural resources inventory (3.7) a � 42. Parkway study (6.10) � 43. Phalen Park Master Plan 44. System-wide reviewof parki�g 45. Volunteer plan (5.11) 46. Midway Stadium neighborh000d planning � 29 � Credits Chris Coleman, Mayor City Council Jay Benanav (to December zom) Dan Bostrom Melvin Carter Pat Harris Lee Helgen D� ��38y Kathy Lantry Debbie Montgomery ho oecember zom) Russ Stark Dave Thune Parks and Recreation Comprehensive PlanTask Force R.D. Brown Brian Pelc ChuckEvens Pete Regnier Erick600dlow*+ KathySchubert Steve Gordon* (Chair) Carrie Wasley+ Mce Chair) MaggieLindorfer JennyWinkelman lohn 0'Connell * Planning Commission member +Parks Commission member Saint Paul Planning Commission Barbara A. Wencl Bob Cudahy Bob Spaulding Brian Alton (Chair) Carole Murphy Faricy Dennis Rosemark Daniel Ward, II Eduardo Barrera � Erick L. Goodlow Gaius Nelson George EJohnson * Until January 2008 Saint Paul Parks Commission Jonathan Carter Erick Goodlow Thomas Kayser Therese Kelly Paul Middleton Parks and Recreation Division Bob Bierscheid, Director Gladys Morton Jim Bellus Jon Commers Kathi Donnelly-Cohen Kristina Smitten Marilyn Porter Michael Margulies Richard J F Kramer Stephen D Gordon Susan McCall * Yung-Kang Lu Betsy Mowry Wendy Moylan Peter Phia Pha Carrie Wasley Department of Planning and Economic Development Cecile Bedor, Director Larry Soderholm, Planning Administrator Research and Planning Jess Rosenfeld i Parks and Recreation Staff to theTask Force V'mceGillespie RichLallier Mike Hahm Tom Russell Kathy Korum EricThompson Jody Martinez Report Production Joan Chinn � v � a � m 0 3 n S N a N 37 �-r 3�4 � Parks and Recreation Plan Background Information inciuded: • Planning Commission Resolution • Parks Commission Resolution • • Changes to the plan recommended by the Comprehensive Planning Committee of the Planning Commission � Staff responses to comments on the public hearing draft • Public comment record u o8�r3�y city of saint paul planning commission resolution file number 08-55 date December 5. 20�8 Saint Paul Comprehensive Plan RESOLUTION RECOMMENDATION TO ADOPT THE PARKS CHAPTER OF THE COMPREHENSIVE PLAN WF►EREAS, Minnesota Statutes 462.353, subd. 1, grants a municipalify the authority fo prepare a comprehensive plan, which is defined in Minnesota Statutes 462.352, subd. 5 as "a compilation of policy statements, g,oals, standards, and maps for guiding the physical, social and economic development, both private and public, of the municipality and its environs. ..." WHEREAS, Minnesota Statutes 473.856 requires that municipalities prepare comprehensive plans consistent with the development guide and the metropolitan system staYements adopted by the Metropolitan Council; and WHEREAS, Minnesota Stafutes 473.859 details the content of the comprehensive plan; and WHEREAS, Minnesota Statutes 473.864, subd. 2, requires that municipalities review and update as appropriate their comprehensive plans every 10 years and submit them to the Metropolitan Council for review; and WHEREAS, Section 107.02 of the City of Saint Paul administrative code authorizes the Planning Commission to organize and facififate the preparation of the Comprehensive Plan and any subsequent updates and to transmit its recommend to the Mayor and to the City Council; and WHEREAS, Section 107.04 of the City of Saint Paul administrative code authorizes the Planning Commission to appoint task forces as advisory bodies to study technical issues identified by the commission and to report their findings to the commission for its consideration; and moved by Donnellv-Cohen ' seconded by in favor Unanimous against � u � �-��y • Planning Commission Resolution Saint Paul Comprehensive Plan — CHAPTER NAME Page 2 WHEREAS, the Comprehensive Planning Committee of the Planning Commission in January 2006 began the coordination of tasks necessary to prepare the Comprehensive Plan update; and WHEREAS, the Planning Commission on September 13, 2006 initiated the preparation of the Parks chapter, one of six chapters in the Saint Paul Comprehensive Plan update; and WHEREAS, the Planning Commission appointed representatives of Saint Paul residents, stakeholder groups, and people with knowledge and expertise in parks and recreation to participate in the Parks and Recreation Comprehensive Plan Task Force, which was chaired by a member of the Planning Commission and vice-chaired by a member of the Parks Commission; and WHEREAS, the task force met from November of 2006 through April of 2008 to prepare the pubiic hearing draft of the Parks chapter; and WHEREAS, the Parks Commission held a public hearing on the Parks Chapter on July 16, 2008; and WHEREAS, the Planning Commission held a public hearing on the Parks Chapter on • September 19, 2008, notice of which was duly given in the Saint Paul Legal Ledger on August 14, 2008; and. WHEREAS, the Planning Commission recommended changes to the Parks chapter, after considering public comment. NOW, THEREFORE, BE IT RESOLVED, that the Planning Commission hereby recommends adoption by the City Council of the Parks chapter of the Saint Paul Comprehensive Plan update. � og-��{ �P�� Parks a�� Recreatifln Gommission 300 City Halt A�Encx, ZS LV. 4th Strcct, Saim Paul, Mh 55102 -(651)366-534U RESflLUTi01�` 6H-17 WHEREAS, Ehe Saint Paul Parks and Recreation Commission is an appointed body established to advise Yhe Mayor and City Council on long-ran�e and city-wide maYfers related to Parks a�id Recreation; and WFIEREAS, tl�e City of Saint Paul is required to suUmit a�� update of ihe City's Contprehensive Plan to the 14etropolitan Coi�ncil every 10 years; and WHEREAS, The Parks and Recreatio.n Chapter is an important gart of the City's Compretiensive Pla�� and serves as ti�e Systeins Plan for developin� and operating the Gity's ea�tensive parks and recreation system; and WHEREAS, the City's Pianning and Econouiic Develogment Depariment leads the revision effort to insure that the Comprehensive PIan is tk�orough and compieta and ready for review a�id recomn�eitdation by the Plannin� Comnlission and the Parks a�3d Recreation Chapter by the Pianning and Parks ai�d Recreation Commissions; and WHEREftS, the Planning Camn�ission and the Parks and Recreation Cammission appai»ted a Coatprehensive Plan'I'ask Force to study, elicit commanif_y and staff input and to �uide tlie 2009-2fl19 ugdate; and WHEREAS, the Comprehensive Plan Task Force conducted mQnthIy meetings with numerous panels for over ane year and l�as recommended a fliorou�h, compiete and visioiiary plan for adoption by t13e Saint Pau[ City Council; and, now, therefore, BE IT RESOLVED, that the Saint Paul Parks �utd Recreatioii Commission recomme3�ds that the proposed 2�09-2019 Parks at3d Recreation Chapter of the 20Q9-3�19 Saint Paul Comprel�ensive Plan is reconvnended to the Planning Cammission and City Council for adoption. Adopted by t}�e Saint Paul Pa� and Recreation Cammission on Juiy 16, 2008: Approved: Resolution OS-17 Yeas �� Nays /? Absent: ,'� s Attested to Uy: ��i�� 1-tr`��-c.�-C�it Staff to the P�r'k and Recreation Conimissian � • . g:id rvho�p\parkscomm�ssionlresol u[ionSLOU8�0617compm� enstveplan Brian A[ton, Cham PLANNING COMMISSION ��'>13��f � CTTY OF SAINT' PAUL Chr�sfopher B Coleman, Mayor Date: To: From: Subject: 25 West Fourth Street Telephone 651-266-6700 SaintPaul,.bIN55102 Facsemde: 651-228-3220 11/18/OS Planning Commission Comprehensive Planning Committee Recommendation — Parks.Chapter of the Saint Paul Comprehensive P1an Background The Planning Commission held a pubiic hearing on the Parks Plan, one of six chapters of the Saint Paul Comprehensive Plan, on September 19` Two people spoke, both in support of the plan. In addition, seven letters and emails were received, all in support of the plan but with some - speciflc revisions. • This memo presents the Committee's comments and recommendations for changes to the public hearing draft of the Parks Plan for consideration by the full Planning Commission. Policy discussion and Committee recommendations Policy 3.8 /ncrease tree reforestation. lncrease the sca/e and quality of fhe urban forest by facilitating city-wide tree planting efforts and by updating and imp/ementing the Street and Park Tree Maste� P/an. Committee Discussion. The Committee discussed comments from Benita Warns and Friends of the Parks and Trails on tree maintenance issues and the importance of addressing tree maintenance in the Parks chapter. Committee Recommendation. Amend 3.8 as follows: 3.8. /ncrease tree reforestation. Increase the sca/e and qualify of the urban forest by facilitating aty-wide tree p/anting efforts and by updating and imp/ementing the Street and Park Tree Master Plan. Pursue opportunities to Policy 2.8 Support B/ooming Saint Paul's efforts to beautify downtown Saint Paul and surrounding neighborhoods by planting /ush and co/orful flowering p/anfs in order to enhance the working, living, and tounsm environment of the City. Committee Discussion. The committee discussed the Tri-Area Block Club's request to replace "surrounding neighborhoods" with "all" neighborhoods." • Committee Recommendation. Amend Policy 2.8 to read as follows: �'� ��f 2.8. Support Blooming Saint Paul's efforts to beautify downtown �aiat Faf�{ and � • Saint Paul's neighborhoods by planting lush and colortul f/oweri�g plants in order to enhance the working, living, and fourism environment of the Cify. Policy 2.11 Involve all constituents (residents, park users, inferest groups) in sefting balanced priorities for planning, development, programming, mainEenance, use of facilities, p'hysical enhancement or development of facilities and/or open spaces, and other park-re/ated matters. . Involving citizens in decisions regarding park planning, devefopme�t, operations, and maintenance gives them a sense of ownership, responsibilify, and control. Residents and volunteers play an important role in helping staff identify park and recreation needs specific to their neighborhood. Continuing support for citizen parficipation must be provided to ensure fhat involvement is meaningful and effective and has a clear impact on the qualify of park and recreation services. Committee Discussion: The Committee discussed comments from Chai Insook and Friends of the Parks and Trails on recognizing the cost of community involvement and the importance of having a consistent approach to public participation. Committee Recommendation. Amend 2.11 as follows: 2.11. Involve all constituents (residenYs, park users, inferest groups) in setting balanced priorifies for planning, development, programmrng, maintenance, use of facilities, physica! enhancement or development of facilities and/or open spaces, and other park-re/ated matters. Involving citizens in decisions regarding park planning, development, operations, and maintenance gives them a sense of ownership, responsibrlity, and control. Residents and • vo/unteers p/ay an important role in helping staff identify park and recreation needs spec�c to their neighborhood. Continuing proqrammatic and budqetary support for citizen participation must be provrded to ensure that involvement is consistenf. meaningful, and effective and has a clear impact on the quality of park and recreation services. • AN AFFIItMATIVE ACTION EQUAL OPPORTUNITY EMPLOYER DEPAR'IMENT OF PLAN!VING & ECONOMIC DEVELOPMENT Cecde Bedor, Dvecfor �� CITY OF SlAINT PAUL Christopher B. Coleman, Mayor Date: To: From: Subject: 25 West Fourth Street Samt Paul, MN 55102 October 9, 2008 Comprehensive Planning Committee Jess Rosenfeid, jessica.rosenfeld@ci.stpaul.mn.us, 651-266-6560 Review of public hearing comments on the Parks Plan Q Telephone 651-266-6565 Facsamde. 651-228-3267 Background The Planning Commission held a public hearing on the Parks Plan, one of six chapters of the Saint Paul Comprehensive Plan, on September 19, 2008. Two people spoke, both in support of the plan. In additian, seven letters and emails were received, all in support of the plan but with some specific revisions. This memo summarizes the issues raised and presents staff comments/recommendations for the Committee to consider as it forwards the Parks Plan to the full Planning Commission. . Overview of public hearing comments The comments focused on a number of issue areas: inequities, public/private partnerships, trails and bikeways, tree maintenance, transportation management, and the sale of parkland. Additional comments on specific policies were also received. Finally, there were several comments that are beyond the scope of the Parks chapter but will be referred to appropriate City staff. 7. Inequities. Comment. The Tri-Area Block Club suggests that there is a wide disparity among parks and recreation centers: some centers continue to get funds to add "frills" while others are underserved, in dire need of repai�s, and struggle to offer basic services and programs. They state that inequities exist and must be add�essed. The Tri-Area Block Club is also concerned about the equitable dispersal of grants/funds. Staff Comment. The task force was also concerned about equity issues and disparities within the park system. There are a number of policies included in the plan that address these issues, including policies 5.4, 5.5, and 2.11. Additionally, staff realizes that equity issues are ongoing; citizens with questions about how decisions are made that direct funding, programming, etc., are always encouraged to bring their concerns to the Parks Commission and make use of the District Council system to ensure that their voices are being heard. Staff Recommendation. No change. 2. PubliclPrivate Partnersfiips. Comment. Chai Insook comments on the appropriateness of public/private partnerships: because the . public and private sectors are motivated by different objectives and have different bottom-line goals, it is critical that St. Paul residents (specifically the local park community) are informed of the partnerships and AN AFFIRMATIVE ACTION EQUAL OPPORTUNITY EMPLOYER o$ - 138� understand the nature and scope of those partnerships. The Friends of Parks and Trails also express concern about the need to protect the public in shared-use facilities and in public/private partnerships. • Staff Comment. The plan tries to strike a balance between using public/private partnerships to stretch our limited resources and avoid redundancy without compromising the quality of Saint Paul's public park system. The plan's central policy on public/private partnerships, 5,16, summarizes this balance: "Ensure that all partnerships provide substantial benefits to the public." Determining the relative public benefit of any individual partnership agreement, however, is an ongoing administrative issue for Parks and the City. !n general, the City Council is tasked with assessing the costs and benefits of publiGprivate partnerships when it reviews Parks' agreements with outside vendors or private partners. The Parks Commission must also weigh the question of public benefit when reviewing agreements. Both bodies welcome public input, and concerned citizens are encouraged to keep the City accountable for impfemenfing the batanced vision of this pfan. Staff Recommendation. No change. 3. Trails and Bikeways Comment There were a number of comments on fhe policies on trails and bikeways, as well as on Figure G, the map of priority trail connections. The Tri-Area Block Club was concerned the Trout Brook Greenway was not included in the Plan. Tom Dimond would like to see a number of changes to the map, particularly in the Highwood area. Staff Comment. Figure G was a late addition to the public hearing draft, in part because an identical map is included in the Transportation chapter, so some comments may be based on an earlier version of the map. Even the correct vecsion of the map was diffcult to read in the draft pian, due to some formatting • is�es_ The draftmao does include Trout 6rook Greenway. Because the same map is included in the Transportation chapfer, changes to the map will impaet both chapters. Staff Recommendation. Reassess comments on trails during review of Transportation chapier. Update the map based on input from Parks and Transportation public hearings and ensure legibility. 4. Tree Maintenance Comment. Benita Warns is concemed that boulevard trees don't get enough water duri�g droughts. All the plans for diversification of species are useless if the trees die for lack o[ water. She recommends that the City provide individuals or block clubs with some tree watering bags and ailow citizens to volunteer to provide the water. Friends of the Parks and Trails argue.that tree maintenance should be added to the plan, because replanting trees is a waste of money without provisions for taking care of the trees for at leastthree years afterthey are planted. ' Staff Comment. Staff agrees that tree maintenance is eritically important, especially in times of drought. While Parks depends on individual property owners to water the boulevard Yrees on their properties, Parks staff is considering the kinds of ideas proposed by Benita Warns. AddiTionally, Yhe Forestry Unif has developed a drought plan that focuses on tree care when water is scarce. Finally, a new Tree Committee was recently established by the Parks Commission; it wili be composed of tree experts as well as, concemed citizens and will deal with many of the ongoing issues related to caring for the city's trees. Staff Recommendation. Amend 3.8 as-follows: .. 3.8. Increase tree reforestation. Increase the scale and quality of the urban foresf by facilitating city-wide tree planting efforts and by updafing and implemenfing the Street and Park Tree Master Plan. Pursue opportunities to aartner with • 2 � i3�� propertv owners and neiqhborhood qroups to ensure proper care of boulevard trees especiallv those . particular/v vulnerable to droupht ... 5. Transportation Management at Como Comment. Deborah Robinson suggests that a comprehensive approach to transportation at Como should include a shuttle bus and metered parking, which could act as an extra incentive to help visitors opt for mass transit options. Como Friends also submitted comments on the transportation/parking situation at Como and the tension it causes with the surrounding neighbortood. With expanded public transportation linkages to Como and alternative off-site parking options, Como Friends believe that solutions are available. Staff Comment. The Parks chapter calls for a comprehensive transportation management plan for Como. Better transit, parking meters, and off-site solutions would a{I be potentiaf components of the pfan. Staff Recommendation. No change. 6. Sale of Parks Comment. Benita Warns suggests that the City sell some small parcels of land that are not functional as parks. She believes that these parcels should be sold at the same time as a new park is dedicated to maintain "no net loss." Funds from the sale should be earmarked for the neighborhood losing the "park." Staff Comment. While the functionality of small parcels of land as parks is debatable — it depends on the particular property and the neighborhood context — Benita Warns' comment is generally consistent with the no-net-loss policy. Her proposal is doable on a case-by-case basis; the Parks Commission can consider proposals for particular parks properties to consider whether selling them is feasible. The task force neither discussed nor endorsed the idea of selling parkland as a policy directive, h6wever. • Staff Recommendation. No change. Comments on sqecific elements of the Parks chapter 7. Figure B: Park Service Coverage Areas and Gaps Comment. Friends of the Parks and Trails suggest that Figure B be changed to refiect tra�c barriers. Staff Comment. The task torce was also concerned about access to parks, and discussed many potential barriers to access including economic concerns, lack of transpoRation, and poor walking environments. Figure B's purpose was to show what areas of the city are underserved by parks based only on distance. There are certainly other measures by which parks service areas can and should be judged. Figure B is just one tool for assessing service coverage; other considerations are also important, and will be used by Parks staff and the Parks Commission in determining where parks investments are necessary. Staff Recommendation. No change. 8. Policy 2.8 2.8. Support B/ooming Sainf Paul's efforts to beautify downtown Saint Pau/ and surrounding neighborhoods by planting lush and colorful flowering plants in order to enhance the working, living, and tourism environment of the City. • Comment. The Tri-Area Block Club requests replacing "surrounding neighborhoods" with "all" neighborhoods." b� Staff Comment. Blooming Saint Paul is not programmatically limited to the neighborhoods surrounding • downtown. Staff Recommendation. Amend Policy 2.8 to read as follows: 2.8. Support Blooming Saint Paul's efforts to beautify downtown Saint Paul and s�redading its neighborhoods by planting lush and colorful flowering plants in order to enhance the working, livrng, and tourism environmenf of the City. 9. Policy 2.11 2.11. ' lnvolve all constituents (residents, park users, interesfgroups) in setting balanced priorities for planning, development programming, maintenance, use of facilities, physical enhancement or development of facilities and/or open spaces, and other park-related matters. Involving citizens in decisions regarding park plannrng, development, operatrons, and marntenance gives them a sense of ownership, responsibility, and control. Residents and volunteers play an important role in helping staff idenfify park and recreation needs specific to fheir neigh6orhood. Continurng support for citizen participation must be provided to ensure that involvement is meaningfu! and effective and has a clear impact on the quality of park and recreation services. Comment 1. Chai Insook has concerns about the community involvement process. He suggests that Parks adhere to a consistent set of procedures on public involvement to help ensure that park projects reflect the visions and wishes of communities in which they are imbedded. Comment 2. Friends of the Parks and Trails supports this policy, but believes the cost of this kind of public involvement should be recognized, planned for, budgeted for, and not minimized. Staff Comment. Staff gener,ally agrees with the comments. Public participation issues are also an • ongoing adminisfrative issue for Parks, however, and should be also raised through the District Council system, the Parks Commission, and the City CounciL Staff Recommendation. Amend 2.11 as follows: 2.11. Involve all constituents (residents, park users, interest groups) in sefting balanced priorities for planning, development, programming, maintenance, use of facilities, physical enhancement or developmenf of facilities and/or open spaces, and ofher park-related matfers. . lnvolving citizens in decisrons regarding paric planning, deve%pment, operations, and maintenance gives them a sense of ownership, responsibility, and controL Residenfs and volunteers play an important role in helping staff identify park and recreation needs spec�c to their neighborhood. Continuing proqrammatic and budaetarv support for citizen participation musf be provided to ensure that involvement is consistent meaningfuf, and effective and has a clear impact on the quality of park and rec�eation services. 10. Policy 2.12 2.12. Parkland and funding received through the parkland dedication ordinance should be used in a manner fhaf is consistenf with the Comprehensive Plan and the priorities of the Parks and Rec�eation Drvision. Comment. Friends of the Parks and Trails suggest that maintenance budgets must increase when new parkland is added. if more maintenance funds are not available, the land from the parkland dedication ordinance could remain undeveloped until more maintenance funds.are made available. Staff Comment. This comment is consistent with current Parks operating policy. • 4 G�-1�8 �f Staff Recommendation. No change. • 11. Policy 3.10 3.10. Pursue opportunities and partnerships to acquire land spec�cally for open space and natural- resource protection, especially a. Areas cor�taining species included on the Sfate or Federa! list of endangered or fhreatened species b. Areas representrng significant landforms, native plant communities, or sensitive habitat; c. Areas that connect existing components of the open-space network; and d. Areas adjacent to existing parkland/open space. Comment 1. The Tri-Area Block Club believes the City should inventory the acquisitions needed to complete greenways, trailheads, and trail extensions and connections so as to be vigilant and prepared when opportunities present themselves. Comment 2. Tom Dimond suggests that Parks should pursue opportunities to acquire bluffs and wetlands in the Critical Area. Staff Resoonse Comment 1. Staff agrees that trail development is important, but feels it is covered adequately in other parts of the plan (see Strategy 6, particularly policies 6.11 and 6.13). Staff Response Comment 2. Staff believes that the acquisition of significant bluff and wetland areas is adequately covered by 3 10(b), and will be addressed more extensively by the National Great River Park Master Plan (2.16). Staff Recommendation. No change. • 12. Policy 3.11 (c) 3.1 ? Help to protect water quality throughout Saint Paul. c. Deve/op a plan for the promotion, protection, and desired levels of use for each of fhe water bodies in City parks, with input f�om citrzens and other concerned entities. Comment. The Tri-Area Block Club asserts that the issue of active vs. passive use of park lands must be addressed on a site-by-site basis. Staff comment. The policy calls for a plan for each of the water bodies in City parks, and is consistent with a site-by-site analysis to determine the appropriateness of passive vs. active uses. Staff Recommendation. No change. 13. Policy 4.3 (a) 4.3. Meet changing recreation needs by: a. Adjusting the hours, quality, and f/exibility of indoor recreation by consolidating and collaborating, providing access to higher quality concentrations of recreation and community activities in active lifestyle centers, and by increasing opportunities for afte� schoo/ programs that meet the needs of children with working parents_ Comment. The Tri-Area Block Club is concerned that creating higherquality concentrations of recreation • or "hubs" may not be of benefit to all. Distance negatively impacts accessibility, and those from lower economic neighborhoods have less ability to get to such facilities. AN AFFIRMATIVE ACTION EQliAL OPPORTUNITY EMPLOYER �-13$`f Staff Comment. Staff is also concerned about ensuring that all citizens have good access to indoor . recreation activities, and believes that this policy shouid be used in the context of the rest of the plan, which tries to balance distance, mobility, and quality of recreation facilities and experiences. Distance is specifically considered in policies 5.4 and 5.5: 5.4. Renovate and upgrade low- and moderate-qualify existing facilities that fall outside the seivice areas of high-quality facilities of the same type. 5.5. Reprogram low- and moderate-quality existing facilities that fall inside the service areas of high- quality faci/ities of the same type. Mobility issues are highlighted in Policy 1.1 (b), which reads, "Publicly accessible indoor recreation should be accessible to all residents. In areas where there are concentrations of people with low mobility, provide beiter access to indoor recreation, and/or make other provisions such as improved transit, transit circulators, mobile recreation, or facility partnerships with other organizations." Staff Recommendation. No change. 14. Policy 4.7 4.7 Find ways to adapf winter recreation programming and facilities to respond creatively to global warming. Winter recreation options that used to be proyided by consistent/y cold, snowy Minnesota winters are a major challenge for the Parks Division as global warming changes expectations for winter weather. In the coming years, it may be increasingly necessary to make snow and provide refrigerated ice rinks in order to ensure that Saint Paul residents can continue to sled, ski, and skate in Saint Paul parks and recreation faciliSes. Commenf 1. The Tri-Area Block Club is concerned that with limited financial resources, making snow and • refrigerated ice rinks may not be cost effective and should not be implemented at the expense of programs that may serve a broader range of participants. Is this also a"green" use of energy? Comment 2. Chai Insook suggests that making snow and ice to keep winter sports alive in the face of global warming is an interesting idea, but it wouldn't be sustainable and would completely ignore the connection between global warming and individual choices and actions. Staff Comment. While keeping winter sports viable in Saint Paul was a major concern for the task force, staff is also concerned about the sustainability implications of this policy. One of the goals of this plan is to find ways to keep people active year round. At the same time, the plan lays out clear economic and environmental sustainability goals. Policy 5.1 reads, "Design and implement a system-wide sustainability evaluation process, to evaluate all new decisions ... on the basis of contributions to fiscal, environmental, and social well being." Adapting winter recreation programming to respond creatively to global warming should not come at the cost of our other sustainability goals. Staff Recommendation. Amend 4.7 as follows: 4.7 Find sustainaBle ways to adapt winter recreafron programming and faci/ities fo respond c�eafively to global warming. 15. Appendix A: Projects and Plans Comment. Friends of Parks and Trails would fike to see Dickerman Park added to the list of projects. r1 u Od -l�`� Staff Comment. Appendix A contains a list of plans to implement, including the Central Corridor • Development Strategy and the Station Area Plans. Dickerman Park is included in these planning documents. Staff Recommendation. No change. Other Comments Staff received a number of comments that are beyond the scope of the Parks and Recreation chapter of the Comprehensive Plan. These comments are summarized below, and will be referred to Parks staff for further consideration. 1. We need a roller rink in Saint Paul. (Benita Warns) 2. Saint Paul should host a cyclocross event. (Benita Warns) 3. Griggs Recreation center is an important neighborhood amenity and should be protected. (Benita Warns) 4. The City's partnership with Black Bear Crossing to manage the Como Lake Pavilion means that visitors no longer have direct access to the Como Lake pavilion. (Chai Insook) 5. The City's partnership with Como Town and Lancer Corporation to operate the amusement rides and catering in Como Park have turned Como Park into an amusement park and limited options for visitors who want to use/rent Como picnic pavilions. (Chai Insook) Finally, Benita Warns submitted comments on the sidewalk network. These comments wilf be fonvarded to Transportation chapter staff, along w/ comments on the bikeways/trails network. • • 0��13��. � Public Comment Record: Parks and Recreation Plan �. Minutes from Planning Commission Public Hearing, September �9, zoo8 z. LetterfromTomDimond 3. Letter from the Tri Area Block Club 4. Email from Benita Warns 5. Email from Chai insook 6. Email from Deb Robinson 7. Letter from Como Friends 8. Letter from Friends of the Partcs and Trails of Saint Paul and Ramsey County � • n u og-i� Saint Paul Planning Commission City Hall Conference Center 15 Kellogg Boulevard West Minutes September 19, 2008 A meeting of the Planning Commission of the City of Saint Paul was held Friday, September 19, 2008, at 830 a.m. in the Conference Center of City Hall. Commissioners Present: Commissioners Absent: Mmes. Donnelly-Cohen, Lu, Morton; Porter, Smitten, Wencl; and Messrs. Alton, Barrera, Bellus, Commers, Goodlow, Gordon, Kramer, Lu, Nelson, Spaulding, and Ward. Ms. *Fazicy, and Messrs. *Johnson, and Margulies. *Excused • • Also Present: Larry Soderholm, Planning Administrator; Patricia James, Lucy Thompson, Penelope Simison, Jessica Rosenfeld, Luis Pereira, Christina Morrison, Josh Williams, Anton Jerve, Emily Goodman, and Sonja Butler, Department of Planning and Economic Development staff. I. Approval of minutes September 5, 2008. MOTION: Commissioner ponnelly-Cohen moved approval of the minutes ofSeptember S, 2008. Commissioner Wencl seconded the motion. The motion carried unanimously on a voice vate. Chair's Announcements II. Chair Alton had no announcements. Planning Admipistrator's Announcements III. Larry Soderholm reported on planning-related business at the City Council for last week and their agenda for next week. � PUBLIC HEARING: Pazks and Recreation Plan: Item from the Comprehensive Planning Committee. (Jessica RosenfeZd, 651/266-6560) � Chair Alton announced that the Saint Paul Planning Commission is holding a public hearing on the Parks and Recreation Plan. Notice of the public hearing was published in the Legal I,edger on August 14, 2008, and was mailed to the citywide Early Notification System list of recipients and other interested parties. Jessica Rosenfeld, PED planner, spoke about how the task force tackled the different topics one at a time. Ms. Rosenfeld said they had discussions on issues ranging from safety in pazks to �-i 3� �1 revenue sources and volunteers. She said that they looked at policies in the last pazks plan and • eliminated, revised or added new policies, based on what they leamed. "Ms. Rosenfeld talked about the plan's six strategies: promote active lifestyles, create vibrant places, promote a vital environment, respond creatively to change, innovate with every decision, and connect the entire city. She continued to say that many of these strategies ue a lot like what was in the last chapter, but this plan has a few new areas of focus. The task force did a good job of talking through the issues and coming up with compromises. Chair Alton read the rules of procedure for the public hearing. The following people spoke. Mr. Bob Bierscheid, Director of Parks and Recreation Department. Mr. Bierscheid said that there were thir[een task force members who worked on this plan, and they represented a variety of interests throughout the community. They hosted a number of interest group sessions, at which a variety of activity and facility proponents discuss their particular issues and goals with the committee. Several Parks and Rec staff also participated in the task force's meetings. An extensive community survey was done, not only in Saint Paul but beyond, to get a sense of what people from around Saint Paul feel about the system and the needs for the system. The committee studied national, regional, and local trends. The task force also did an evaluation of the existing plan, wanting to know what worked, what didn't, and what should be added or eliminated. Mr, Bierscheid said that this is a great plan. 2. Ms. Jeanne Weigum, President of Friends of the Pazks and Trails of St. Paul and Ramsey • Commty. Ms. Weigum distributed a hand-out, which she read from to give emphasis to points in the plan they particularty want to support and to comment on. Overail the Friends of the Pazks and Trails believe this document is excellent and they commend aIl of the participants on the task force that drew up the plan. MOTTON: Commissioner Gordon moved to close the public hearing, and leave the record open for written testdmony submitted by noon on Monday, September 22, 2008, and to refer the matter back to the Comprehensive Planning Committee for review and recommendation. Commissioner Ward seconded the motion. The motion carried unanimously on a voice vote. Zoning Committee NEW BUSINESS #OS-138-347 Carleton Place Lofts Phase II— Conditional Use Permit for a building 67 feet high in a TN3 zoning dishict. 2251 University Ave W, NW comer at Haznpden. (.7osh Williams, 651/266-6659) MOTTON: Commissioner Monon moved the Zoning Committee's recommendation to approve the conditional use permit. The motion carried unanimously on a voice vote. #08=136-060 Taco Bell (1672 Rice) — Conditional Use Percnit for a fast food restaurant with drive-through service, with modification of drive-tluough placement standazds (proposed C� o8-i�8 y . placement between street and building and less than sixty feet from residential properry). 1672 Rice St, SE comer at Larpenteur. {Sar-ak Zorn, 651/266-6570) MOTION: Com»�issioner Morton moved the Zoning Comminee's recomnzendation to approve the conditional use permit with conditions. The motzon carried unanimously on a voice vote. #08-138-386 Javad Seved Feehahati— Reestablishment of nonconforming use as auto-repair. 1200 7`� St W, NE corner at Tuscazora. (Kate Reilly, 651/266-6618) No action taken, apptication rejected #08-140-640 Gre¢ Jones & Portia Bunker — Rezoning from OS O�ce-Service to B2 Community Business. 1278 Selby Ave, SE corner at Syndicate. (Sarah Zorn, 651/266-6570) MOTION: Commissioner Monon moved the Zoning Committee's recommendation to approve the rezoning. The motion carried unanimous[y on a voice vote. V. Comprehensive Planuing Committee Concrete and Asphalt Piants — Request to initiate a zoning study. (Penny Simison, 651/266-6554) MOTION: Commissioner Aonnelly-Cohen moved the Comprehensive Planning Committee's recotnmendation to approve the initiation of the zoning study. The motion carried unanimously on a voice vote. • VI. Neighborhood Planning Committee Central Corridor Overlav District: Addition of Western, Victoria and Hamline as Defined Station Areas — Adopt resolution recommending approval. (Donna Drummond, 651/266-6556 and Lucy Thompson, 651/266-6578) Lucy Thompson, PED staff, explained that in June the City Council adopted a resolution asking the Planning Commission to consider extending the Central Corridor Overlay Zoning District to Westem, Victoria and Hamline. LRT stations aze identified for construction at some point in the fuhue at these three intersections. The Met Council Municipal Consent decision says if money becomes available in this fust phase of funding, that building out one of these three stations during the initial construction period will be a prioriTy. If funding does become available for just one station, no decision or decision process has yet been established to say which of the three would go first. But since the City anticipates that all three will eventually be completed as LRT stops, it is right to extend the overlay zoning regulations to cover all three areas. Ms. Thompson continued. At the Planning Commission's public heazing, there were three speakers and all of them were in favor of ea-tending the overlay zoning district. There was also an email from Benita Warns, an active Midway neighborhood resident, in opposition to extending the overlay zoning dishict. Due so a computer mix-up, her email reached City staff late; that is why it is being distributed now. `Ms. Wam's primary concern is about neighborhood parking. Ms. Thompson concluded, saying there are three reasons why staff and the Neighborhood � Planning Committee recommend the extension of the overlay zoning: First, there are some shor[ t��i3�� VII. VIII. IX. X. �. term development opportunities at Westem and Hamline, and the City wants to work with any developers there to make sure they aze working towazds transit oriented development. Second, it is important to conrinua to make clear the City's support for eventual construction of these three stations and putting these zoning requirements into place will do that. Third, the overiay zoning for these locations is consistent with the Central Corridor Development Strategy, which was adopted as a chapter of the Comprehensive Plan last year. MOTION: Commissioner Wencl moved the Neighborhood Planning Committee's recommendation to approve the resolution to adopt the addition of Weste�n, Victoria and ftarnline as station areas. The motion carried unanimously on a voice vote. Communicatioas Commission Commissioner Smitten had no report. Task Foree Reports None Old Business None New Business None Adjournment Meeting adjourned at 9:13 a.m. Recorded and prepared by Sonja Butler, Planning Commission Secretary Planning and Economic Development Department, Ciry of Saint Paul Respectfully submitted, Approved_ (Date) Larry Soderholm, AICP Planning Adminisizator Bu[IerlFlemingLSeptember 79, 2008 Marilyn Porter Secretary of the Planning Commission � • I 1 u • Tom Dimond 2119 Skyway Drive Saint Paul, MN 55119 August 8, 2008 Comprehensive Plan suggested changes and additions. Water Resources Management Plan Page 22 2.20 Preserve and restore native shorelines to improve water quality o�� Z For other water bodies, the DNR has the authority to require local adoption of model shoreland standazds by ordinance. The City will adopt model shoreland standards without waiting for a DNR directive requiring adoption. Saint Paul should adopt shoreland standards by.ordinance rather than wait to be required. Wetlands Page 24 Wetlands areas are among the most productive on earth. Wetlands store and filter water and • replenish aquifers. Wetlands provide food and shelter for plants, fish, birds and other species. Saint PauPs wetlands aze valued stopping points on the Mississippi River Flyway which is the largest flyway for migratory birds in North America. Wetlands are home to many rare and endangered species including Minnesota's State Flower the Lady Slipper. Saint Paul iecognizes the need to treat wetlands as a valued resource. Saint Paul has a City wide no-net-loss wetland policy which prdvides for a two—to--one replacement ratio. In the Critical Area the City will protect existing wetlands and encourage restoration of degraded wetlands. The long range policy of Saint Paul is to increase the acreage and quality of wetlands. It is important to mention the value of wetlands for plants and animals. The long range policy should increase the acreage and gualiZy of wetlands. 2.25 Comp�ete a Wetland Management Plan for Saint Paul and implement its findings. The objectives ofthe Wetland Management Plan aze to protect existing wetlands, encourage restoration of degraded wetlands, increasing the acreage and quality of wetlands. The plan will collect background information, coordinate departments and agencies, conduct assessments, map and classify wetlands, map wetlands that have been filled or degraded and develop management strategies. The City will cooperate with WMOs to develop and implement the plan. The management plan should identify what if any legislative authority is needed to ensure successful implementation of the plan. • Q� The objective of the wetland management.plan is the protection and restoration of wetlands. • Collecting information, coordination of departments, etc are steps to accomplish the objective. Parks and Recreation Plan Page 13 3.10 Pursue opportunities and partnerships to acquire land specifically for open space and natural resource-protection, especially: e. Bluffs and wetIands in the Critical Area Saint Paut and Ramsey County have been working on acquisition of bluffs for 30years. Update the biuff acquisition map and develop a plan to speed up acquisition of bluffs. In conjunction with the Wetiand Management Plan identify what wetlands in the Critical Area should be acGuired for open space and natural resource protection. Bluff and wetland protection are called for in the Critical Area. Bluff acquisition has been ongoing for 30 years. Parks Plan Page 13 313 Develop comprehensive, consistent, citywide policies for managing vegetation, wildlife and habitat throughoixt the City, in a sustainable manner that enhances the environment and protects native species, based on best management pracUCes. Vegetation, habitat and wildlife management plans should be based on enhancement of the environment and protection of native species. • Parks Plan Page 26 Trails Map Show proposed bridge and trail over Hwy 61 connecting Henry Park and the Sam Morgan Trail to Pig's Eye Lake through the regional park and connecting with the riverfront trail at the new Fish Hatchery Bridge. Show the proposed reconnection of the Mounds Park pavilion trail to the riverfront with the new Fish Hatchery Bridge. Show proposed riverfront pazk area and trail head that can be provided when the final section of Shepazd/Warner Rd is moved back from the river with construction of the new Fish Hatchery Bridge. Improvements at Chestnut aze a good example of amenities that couid be provide when the road is moved back. Show completed and proposed sec6ons of trail azound Holman Field. Show proposed pazk plans far Holman Field located at the old terminal pazking lot and float plane harbor. The Highwood small area plan calis for development of a trail system on unused mad right of way. Along with implementing the Highwood trail system other unused right of way in Saint Paul should be considered for trails. The river is Zargely inaccessible from Eastside neighborhoods. Neighborhoods that are onZy a bZock from the river and regional parks currently have to travel miles to access parks that are just across the street (Hwy 61) "and railroad. If you drive to the river from the Eastside there is • � `� y nowhere you can park The only parking is at Lampert Landing in Lower Town. The only access . to the river is the Fish Hatchery Bridge that is scheduled for replacement. The replacement of the Fish Hatchery Bridge affords many open space and trail opportunities including pulling the road backfi�om the river as has been done along the other stretches of the road when they were reconstructed. Design should incorporate Grand Rounds design amenities. Canoe rainps and parking should be provided at Pig's Eye Lake and the former float plane hazbor. The Parks Plan shouZd address boat ramps and fzshing piers. A canoe ramp should be provided at Pig's Eye Lake at the north end of Red Rock road A canoe ramp is proposed for the park at the former float plane harbor at Holman Field. • • �8 J3$ `t September 15, 2008 To: St. Paul Planning Commission Go Jess Rosenfeld From: Tri Area Block Club C/o 1111 Abell St. St. Paul, MN 55117 Re: Pazks and Recreation Plan chapter of the St. Paul Compzehensive Plan Public Heazing September 19, 2008 The members of the 14-square block Tri Area Block Club, located in St. Paul's North End neighborhood, have a special interest in the City's Pazks Plan as a result of our many yeazs of advocating for the Trillium project. We feel that we have a responsibility to ensure that the Trillium Environmental Learning Preserve, thetrail extensions and connections, and the Trout Brook/Lower Phalen Creek Greenway, become realiries. In a lower economic neighborhood such as ours, this project holds great significance; it was initiated by the community and will be a tremendous amenity. We wish to acknowledge the staff and task force members who compiled this document and thank you for the opportu�uly Yo submit our comments on specific points that we feel need to be strengthened, added, or changed. ➢ Strategy 1: Promote Active Lifestyles 11 (a) We strongly agree with ensuring convenient & equitable access to ALL residents. This strategy is especially unportant for residents of economically disadvantaged neighborhoods, many of whom do not have access to good health care/choices. The opporhuziues afforded by Yrails, fitness progs�aens, etc. contribute toward improved health and weilness. - 12 The trail extensions & connections within and to the Trout Brook/Lower Phalen Greenwav Corridor need to also be mentioned here. The Trout Brook Regional Trail needs to be extended south through the Trillium preserve azea with connections to the Vento Regional Trail and the Munger/Gateway State Trail. All three serve as major commuter routes coming into the City of St. Paul, downtown, and connecting to the Mississippi River and Sam Morgan Trail. Completin¢ this link should be considered a riori . 1.22 The Trillium Environmental Learning Preserve is an example of an opportunity to collaborate with St. Paul Public Schools to develop programs beneficial to the many nearby schools in tiie North End, East side, and Frogtown neighborhoods. • • . �z�-� �y • ➢ Strategy 2: Create Vibrant Places This strategy is critical to the North End and other Invest St. Paul neig�borhoods. A completed Trilliuxn Preserve, Greenway, and Trails would be "focal points of neighborhood pride and identity" — amenities that would greatly contribute to an enhanced quality of life. There needs to be a greater recognition of the value of greenspace. 2.8 Replace the word "sunounding" neighborhoods with "all" neighborhoods. This is more inclusive. 2.9 & 2.10 Be mindful of sensitive, natural azeas and wetlands such as Willow Reserve in the North End and ensure protection, NOT intrusion. The integration and compatibility of pazks to adjacent redevelopment is critical. For years, the Tri Area Block Club has acted as watchdog to ensure the Trillium project is not adversely impacted by adjacent redevelopment and that all projects interface beneficially. The opportunity exists, as per the City design plan for this project, to integrate the trails and greenway through the Arlington/Jackson brownfield reclamation redevelopment project. 2.11 Constituent involvement is key to success. Because our block club members initiated the Trillium project on a truly grassroots level, it became "our" project and it is that sense of ownership that continues to drive our advocacy efforts. However, throughout the long process to complete a project, the City must recognize the • importance of keeping citizens involved, informed, and "in the loop." 2.13 Be very cognizant of the delicate balance between park use/public ownership and "commercialization" through private partnerships. 2.16 As a tributary that once ran to the Mississippi River, the Trout Brook Conidor should be recognized as a connection and linked to plans for the River Corridar. ➢ Strategy 3: Promote a Vita1 Environment 3.2/3.4/3.5 Utilization of storm water runoff will be an integral part of the Triliium project and an example for others. It will also lend itself to the educational component of the project. 3.6 Add the Trillium Environmental Learning Preserve to the list of azeas with significant environmental educational resources. 3.10 The City should inventory the acquisitions needed to complete greenways, trailheads, and trail extensions and connections so as to be vigilant and prepared when opportunities present themselves. • � -13� 3 3.11 (a&b) The natural storm water runoff cleansing component of the Trillium project could be a model for this concept. • 3.11 (c) The issue of active vs. passive use of pazk lands must be addressed on a site-by- site basis. Sensifive, natural areas, such as Willow Reserve, must be protected against intrusion� 3,16 / 3.17 / 3.18 / 3.19 Ensure that grants/funds are equitably dispersed. "Select" projects or sites should not receive the bulk of limited funding/resources at the expense of others. This would enable more projects to move forward in a timely manner. Coordination between departments, agencies, and partners must be a priority when planning and implementing a project to ensure a quality product. ➢ Strategy 4: Respond Creatively to Change 4.1 & 4.2 Meaningful input must be inelusive and come from the bottom up, not from the'top down. Utilize district councils, blockclubs, schools, etc. 43 (a) Creating higher quality concentrarions of recreation or "hubs" may not be of benefit to all. Distance negarively impacts accessibility, especially for the very young, the disabled, the elderly, and the poor. Those from fower economic neighborhoods have less abilify to get to sucb facilities. Convenience and accessibility are important. 43 (d) Splinter parcels and the increasing number of vacant lots could be used as • community gazdens and "pockeP' greenspace. Low income and Invest St. Paul neighborhoods in particulaz would benefit from such added amenities. 43 (e) Improved transit and walkiug trails would be a beneficial addition to low income neighborhoods. Traits are timetess and can accoxnmodate a11 ages and abilities — wheelchairs, walking, ranniug, biking, skating, etc. 43 (g) If adding extreme sport opportunities that require monitoring and/or enforcement, be mindful that staffmg and financial resources aze already limited. 4.7 With limited financial resources, making snow and refrigerated ice rinks may not be cost effective and should not be implemented at the expense of programs that may serve a broader range of participants. Is this also a"green" use of energy? ➢ Strategy 5: Innovate with Every Decision We felt a need to comment on the overall context of this strategy. A widening dispazity exists among Rec Center and park facilities. There is a disinvestment in infrastructure and maintenance at many facilities. Some centers continue to get funds to add "frills" while others are underserved, in dire need of repairs, and struggle to offer basic services and programs. Pazks and Rec Centers play a vital role in lower income neighborhoods but not • �'��y � all areas have lazge corporate sponsors, institutions of higher learning, or foundations for • support and assistance. Inequities exist and must be addressed. ➢ Strategy 6: Connect the Entire City 6.1 The extension of the Trout Brook Regional Trail and completion of the trail connections within the Greenway to the future LJnion Depot Transit Hub will provide for an extensive commuter network. 6.7 & 6.8 The trail extensions and connections within the Trout Brook/Lower Phalen Greenway Comdor should be added as an item in this section of the plan as a priority for completion. While we appreciate that Appendix A(page 31) acknowledges the Trillium/Trout Brook (#28) as a new development project and the Trout Brook/Lower Phalen Creek Small Area Plan (#36) as a plan for implementation, it is also important to assure the neighborhood that has long advocated for this project that it is indeed a Ciry priority. 6.11 Figure G(page 26) Again, the aforementioned trail commections do not appear to be part of this figure (although it is difficult to read). Could you clarify if the reference to the "St. Paul Greenway projecY' (page 25, 4�' line) and "future St. Paul Greenway Trail" (6.13 pg 25, line 18) are actually the same trails as in the Trout Brook/Lower Phalen Creek Greenway Corridar? If so, thera needs to be clarification. • We were unable to comment on Appendix B, Regional Pazks and Trails, as there was nothing on that page (32) in the copy we received. However, we hope it includes the extension of the Trout Brook Regional Trail south through the Trillium site and connections with the Vento Regional Trail and Munger/Gateway State Trail. • (12/10/2008) Jessica Rosenfeld - Fwd: Te'stimony for Parks Plan Public Hearing ` p�ge � From: To: Date: Subject: Larry Soderholm _ Rosenfeld, Jessica 9/18/2008 9:32 AM Fwd: Testimony for Parks Plan Public Hearing »> "Wams, Benita B- Eagan, MN" <benita.b.wamsCalusos.qov> 9/18/2008 127 AM »> �8 /��{ • Please include this e-mail message as a part of the official 2cord for the September 19, Z008 Planning Commission Public Hearing on the Parks and Recreation Plan. Please also acknowledge receipt of this message. Werall 1 support this plan. It is obvious that the task force put a great deal of time and effort into cra8ing a plan to take St. Paul through the neat decade and beyo�d. I have several unrelated items that I wish to see addressed in the final version of this plan. Boulevard Tree Plan. During droughts, the boulevard trees don4 get enough water. All the plans for diversifiration of species are useless rf the trees die for lack of water. I recommend that the City provide individuals or block clubs with some tree watering bags and allow citizens to volunteer to provide the water. Sell Some Park Land. I understand that the City has a policy for no net loss of park land. However, there are some small parcels of land that, while technically�park Iand, they function more as vacant lots. They are not being used by the public as parks, and likely �ever will be. Theee parcels should 6e sold at the same time as a new park is dedicated (such as the one proposed for along Central Corridor) to maintain "no net loss" Funds from Ne sale be earmarked for the neighborhood losing the "park." Roller Rink We need a roller rink in 6t. Paul. Roller skating is a I'rfetime sport, and skating on t2dRional quad skates is making a huge comeback, thanks to the Minnesota Roller Girls. I still actively compete in quad speed skating, and have won a number of medals at the national championships. I am interested in coaching an all-ages speed team. There are lots of ice rinks in St. Paul (many owned by Ramsey County) but no roller rinks. Skaters should not have to drive 10 to 15 miles to use a roller rink. Host a Cvclocrass Race, Cyclocross is the fastest growing bicycle sport in Minnesota. Two years ago there was a cyclocross race at Como Park that was very well attended. The plan mentions adding extreme sports venues. Cyclocross is an eutreme sport and it belongs in St. Raul. There are a number of parks (Como, Phalen, Battle Creek, Crosby Farms, etc.) that are well suited to cycfocross. Comolete the Sidewalks. There are many places around the City where there are no sidewalks. Of particular note is the area surrounding the Griggs Recreation Center. A number of north-south streets northwest of the center have no sidewalks on either side. It is difficult for pedestrians to get to Griggs without walking out in the street. Homeowners should not be permitted to "opt out° of putting sidewalks in front of or at the side of their homes — they should be charged a hefty fee that far exceeds the assessment to have the sidewalks installed. Why should they be allowed to eMend their private yarcls into the public right-of-way without having to pay to do it? _ While on the subject of sidewalks, we mustn't forgeY that we need to develop a better method of street plowing that doesn't leave large mounds of compacted snow that block the comer ramps at intersections. This is a perenniai problem that prevents seniors and others with limited mobility from being able to walk on milder winter tlays. Bicycle Connection to Avd Mill Road/Midtown Greenwav Extensioa The current plan calls for a route that foilows Pasral Street south across 1-94 and then tums east on�Marsball Ave., then tums south again at Hamline Ave. There is a safer attemative that should be explored. Instead of tuming east at Marshall, the route should continue south on Pascal and then the City should purchase a small strip of Iand around 100 feet long for a path running from Dayton to the trail. This would prpvide a direct connectio� to this important bikeway. .- Uaaratle Midwav Stadium. This is mentioned in the project list, but d is long overdue. The Saint Paul Saints bring a Iot of revenue into the City and provide affordable family entertainment. They need to upgrede the seating to make it more comfortable forfans, especially season ticket holders that are the financial backbone of the organization. Also, the stadium doesn't have enough bathrooms for fans, especially women. Fans would be willing to pay a little more for each ticket'rf the result was a more comfortable seat in an improved facility. Griaas Recreation Center. On the map, Griggs was given a low rating. Griggs was recently rebuilt and the building is quite nice, The outdoor children's play area is wpnderful, especially for toddlers and pre-school age children. I am concemed that the City will consider cfosfng Griggs berause it is in between Jimmy Lee and Como Park. Griggs is an important amenity in our neighborhood, and the community worked for 10 years to get the money to rebuild 'R. I want to see iF protected, and see mo2 programming there. Thanks to the task forw who worked so hard on this plan. � Benita Wams . 1440 Lafond Avenue � St. Paul, MN 55104-2438 651-641-1037 - � warnsCa�ocli�k.com • • (12/10/2008) Jessica Rosenfeld - Parks�and Recreation Plan of the St� Paul Comprehensive Plan � � Page 1' From: • To: CC: Date: Subject: Ms. Rosenfeld, Chai Insook <chaiinsook@earthlink.net> <jessica.rosenfeid@ci.stpaul.mn.0 "s> "david@comopark.org" <david@comopark.org>, <ward4@ci.stpaul.mn.us> 9/22/2008 11:46 AM Parics and Recreation Pian of the St. Paul Comprehensive Pian du�cz�-r � I would like to express a few concerns regarding the Parks and Recreation Plan (or Parks Chapter) of the St. Paul Comprehensive Pian. In the Plan's Introdudion, the Plan recognizes that St. Paul parks serve more than just the city because many of the system's parks and facilities also draw regional and state-wide visRors. It is this broader park communiry that the Plan aims to serve, and it is this broader park community that the Pian refers wfth terms like'Yoices" and "consti[Gencies". While I am certain that St. Paul parks attract regional and state-wide visitors, I am less cettain that it is the responsibility of St. Paul's Department of Parks and Recreation to serve this broader park communiTy. Instead, I believe this Plan should aim to serve St. Paul residents. WRh this focus, additional facilities, programming, or new kinds of park and recreation opportunities would be gwded by the voices of local residents and park community, and the task of providing highyualiry faciGties and programming that meet the needs of the community and enhance neighborhood qua{ity of life would be manageable even with decreasing resources With the focus and priorities that are guided by the right voices and constituencies, perhaps the City would feel less pressured and need to form private partnerships. _ " Regarding the use of public and private partnerships to expand Pa�ics'offerings: I understand there are funding pressures to form partnerships with private businesses. However, because the public and private sectors are motivated by different objectives and have different bottom-line goals, it is critical that St. Paul residents (specifically the local park community) are infortned of the partnerships and understand the nature and scope of those partnerships. It is also important that park neighbors have input on how the new business partner will operate the park services in their neighborhood. This would ensure that all partnerships provide sustainable benefits to the public. I offer two examples of such partnerships in which some of the changes took neighbors by surprise: ' The first is the City's partnership with Black Bear Crossing to manage the Como Lake Pavilion. As a result of that partnership, visitors no longer have direct access to the Como Lake pavilion. The gates to the pavilion are locked when the restaurant is closed, and are generally locked when the restaurant is open. Visitors must go through the resfaurant to access the pavilion, and visitors can no longer bring their own picnics to enjoy while overlooking the lake. • The second is the City's partnership with Como Town and Lancer Corporation to operate the amusement rides and catering in Como Park. In short, Como Town is turning Como Park into an amusement park. The density of rides, level of noise, longer operating hours than the Zoo or Conservatory, and being available for private rentals beyond normal hours, the amusement park within the Park has changed the nature of the Zoo and Park experience for visitors and neighbo�s. This change dfd not reflect the needs or wants of the neighborhood, and has detracted from the neighborhood quality of life. The City's partnership with Lancer has resulted in fewer options for Park visitors i�terested in usmg or renting the Como picnic pavilions. The partnership has also resWted m the over-designing and building of pubhc facilities at Como Zoo and Conservatory that will now obligate the City to higher operating and maintenance costs for the long-term. That these significant improvements have not incorporated green technology also shows the Park's level of commitment to sustainabiliry and environmental leadership I believe that more of St Paul's residents and park neighbors would support the kinds of publiGprivate partnerships that actually help us reach our sustainable goals. In these examples, it is unclear to what extent Parks has identified the needs of neighborhoods; and how it had involved the neighborhoods to inspire a sense of ownership, responsibiliry, and control (see 2.11). • Goal 4 7 is alarming: Making snow and ice to keep winter sports alive in the face of global warming is an interesting idea, but it wouldn't be sustainable and would completely ignore the connection behveen global warming and individual choices and actions. I also have concerns related to the community involvement process. In a typical scenario, it is my observation that the City floats an idea, and based on neighborhood reaction, decides whether to go full-speed ahead or ihrottle back. With the City taking this wait-and-see approach towards community invoivement, neighborhood vigilance is absolutely critical in order to help shape projects going into neighborhoods. A single policy change on this matter, or a commitment on the part of the Ciry and Parks to adhere to a consistent set of procedures on pubiic involvement would be most welcomed by neighborhoods. This would help ensure that park projects reflect the visions and wishes of communities in which they are imbedded. Taking the Como Pool rebuilding project as an example, the City and Parks Department has an opportuniTy to listen to what the local community wants. Will the Parks design another amenity in Como Park to attract more regional and state-wide visitors, or will the City and Parks rebuild what has traditionally been a community pool used predominantly by locai residents? On a more positive note, I am encoureged that the City is investing in the Como Park Shuttle prqect, which has had the support of the local park community for over hvenry years. I am also encouraged that the St. Paul Parks is now beginning to explore the possibility of charging a fee for parking, as many other park systems do. These are two great ideas that are more powertul when combined and should be implemented as a package. Together, the shuttle system and fee parking in the park would encourage visitors deade how they choose to get to the parks. Park visitors can either drive Yo a park-and-ride and take the free shuttles, or � 12/10/2008 Jessica Rosenfeld Parks and Recreation Plan of the St. �'aul Com�rehensive�Pl� ' �� , - -- _ an Page 2' ��! �8� drive directly to the park and pay for parking. And revenues from parking fees could be used to operate and maintain the free shuttle, and also pay for securiry in the Parks and parking lots. • Thank you for the opportuniTy to comment on this plan. I hope you find some of these ideas useful Chai Insook Chailnsook • • (12/10�2008) Je'ssica'Rosenfeld comments on Parks & Rec Plan draft � �" '�.�� Page 1 08-��8y From: Deb Robinson <dmro6inson@bitstream.net> • To: <jessica.rosenfeld@ci.stpaul.mn.us> Date: 922/2008 4:03 PM Subjec[: comments on Parks & Rec Plan draft Attachments: Part.001 ' Saint Paul Department of Planning & Economic Development, Attn. Jessira Rosenfeld- 25 West fourth Street, #1100 Saint Paul, MN 55'102 Subject: Comments on Parks & Recreation Plan (draR June 2008). Dear Planning Commission Members: After reading the Public Hearing Draft for the Parks and Recreation Plan, I agree with much of what I found there. A few example of the best examples are: 2.14 — Commitment to preserving the parks' historic features; 3.4— E�cpanding environmental education; 3.11, protecting water quality; 3.14 — Protecting parks' natural resources, 3.76 — Fund projects that support environmental stewardship. There are many areas of this plan that address the concerns that a long-time park volunteer, like myself, applaud. I support all 6 strategies in this plan. However, as a long-time volunteer, I have to add that over-dependence on volunteer labor might not be sustainable over the years. I know that the Park and Recreation Department has been hit very hard by budget cuts in the recent past and has had to do more with �less; I would like to see the State live up to a higher percentage of their responsibility for funding Regional Parks maintenance (I'm sure you woutd as well.) As a long-time resident of Como Park area, I believe a shuttle bus system should be added to: 62 — Development of a comprehensive • transportation management pian for Como Park Perhaps metered parking may also be considered as an eaTra incentive to help visitors opt for a mass transit options. I've witnessed the traffic congestion increase around the Como Campus antl Como Park over the years. This increase in traffic become a problem for both Como Park's visitors and Como Park's local residents. My conversations with other local homeowners has convinced me that they would welcome more people, but not more cars. Thank you for considering my comments, Deborah Robinson 1434 East Como Blvd St. Paul, MN 55117 651-488-5802 �o • D� /3b �( .:,::.:., ��` � , ° �.�. gx: � COYYLO L�� '°�+^=' TOGETHER WE GROW September 17, 2008 Jess Rosenfeid 1300 City Ha.11 Anne% 25 West Fourth St Saint Paul, MN 55102 Dear Ms, Rosenfeld � Como Friends is &upportive of the comprehensive planning process that Saint Paul Parks and Recreation is undertalang and pleased at the opportunity to confri[iute commenfs on the dcaft Parks Plan. . For over l00 years, Como Park Zoo and Conservatorp has been a cherished historical, culturat and social destination that offers a variety of recre�ttionai and educational exPeriences. Como welcomes a diverse sudience, encouraging people to create memories and develop an appreciation of the natural worid. Como helps build family relationships by offering a free e�cperience where parents and grandparents can be the heroes. Camo feeds people's spirits, their need far Lmme together as a fahuly, and Lheir connection to community, nature and the world. Como Par& Zoo ancY Conservatory is a key element w.ithin Saint Paut Parks and Recreai3on. As the most visited recreation destination in the city of Saint Paul, Coino contributes to the high quality of life enjoyed by Saint Paul residents and helps Parks and Recreation with progress on identified Major Strategies. • Como is a vibrant place that enhances the citp of Saint Paul and serves �s a center of community Iife for the surrounding neighborhoods. ! Como is a living example of sustainability that offers a multitude of opporiunities for people to learn about sustainability t�i�ugh interacla.ve progra.mming. Comds free, daily progiams are accessible to every visitor with formal education pmgrams offering excellent curricula on animals, giants and consexvation for a modest fee. • The partnership between Como Friends and Parks and Recreation is a model of innovation that demoasteates the value and impact of a successful publicJprivate sector parEnership. With all the success and growth in the last five years, Como Park Zoo and Canservatory faces risks and challenges. Key chalTenges identified saithin the Parks Plan that we would like to emphasize are below. • Como serves a,n ever growing diverse poputaiaon of visitois who egpress sapport far recent improvements and growth. With 1.9 million annual visitors, Como couId be in danger of being `loved to death° without adequate public sector investment in annual operations and needed maintenance. • Because Como is free, it serves a diveise audience (ethnically, racially, economica,lly and geographically) that may not have access to affordable family recreation in other settings. With eighty-four percent of visitors coming from cities i225 Estabrook Drive, Saint Paul, MN 55T03 ea 651. 487. 5229 e f. 651. 487. 8Z45 p www.comofriends.org � • • '` /'-=� _ \ � eoard of Direccos Smrt Dongoske„Chair • Wendy Rubm, Vice Gurt • Shane Boyd, Treasorer • Jack�e Sncha, Pres:dent • Direttors: Barbara eachman • Jo Baiiey • Anne Reid DaviC GaSel • Fran Gretz • Mtke Hahm • Terry I{��trods • 3ill Kaphing • Grcn M<Neely - Mada Ortlway • Bob Pvam • Jamce Remman • Ed Pendergaz: • Kan Rominski • Arlene Scheunemanr� Kath� Schuberc • Keith W iezecki • EmeriNS Direcmrs: Leonard W1lkenmg � /�� other than Saint Paul, obtaining new support from the Minnesota State Legisiature or from regional governmental entities will be essential to maintaining the existing quality of egperience for att. + Pressures related to parking and transportation impact access to Como and aLso create tension with the surrounding neighborhood. Strategies to alleviate traffic congestion and parking pressures will be critical to sustaining one of Saint Paul's most vital environments. We are confident that solutions are available for both expanded public traasportation linkages to Como and alternative off-site parking options. Como is uniquely positioned to pmvide Saint Paul residents with convenient and equitable year-round access to family-centered recreation, esposure to and learning about sus�ainability, and an e%perience that seroes a diverse audience. With effective planning and resources, Como will continue to be a place to celebrate nature and build families for generations to wme. Thank you for the opportunity to submit comments on the Parks Plan. � erely, Scott n oske g • Chair, Board of Directors . I�i .. : �parks �,�`¢ °< SC Paul and Rams2v Cnu 20TH ANNNERSARY 1985-2005 September 14, 2008 To: St. Paul Planning Commission Re: St. Paul Pazks and Recreation Plan � • From: Jeanne Weigum, President, Friends of the Parks and Trails of St. Paul and Ramsey County i6u s�nwooa nve. Thank you for the opportunity to respond to the draft Pazks and Recreation Plan, which will S[ Faul, MN 55116 � become part of ttie Comprehensive Plan. We wish to commend atl of the participants of #he Fax- 651-695-876k committee which drew u the lan. We know the worked lon and hard on this and we wwwhierrclsottheparks.org P P Y g , believe that the plan is very good. r�a�t Jeanne Weig vicePresideat Neit Freney Treasurer 7amee R. Bricher Direcro}s Duke Addicks Chaz Bmbker 'rno�s r. rn��,� Bonnie Crrteskowiak Williazn Fcank StcveHavser ' w,n��a x� Michelle I-Ioffman Rick Sohnson Mazilyn Limd6erg MazkM. Nolan Scou Ramsay Pierre Regnier KathFeen Stack n�m[orEme,;nu David Lilly Tnmman W. Por[er � ar,ao Bob sierscheia Dan $reva Mazc Gcess Greg Mack Kers. Nelsan Teny Noo�n Fxe<uuve Director and Secretary Pegry Lynch We do have a few suggestions: STRATEGY 1: PROMOTE ACTIVE LIFESTYLES Add: Recognize iraffzc as a barrier for access to garks. (An example — Sibley Manor and the new residential units just west of Sibley Manor have no open space or recreational facilities. These housing comptexes are bouncied by W. 7` and Shepard Road). Figure B should be changed to reflect traffic barriers. STRATEGY 2: CREATE VIBRANT PLACE5 We applaud section: 2.1 Review and revise zoning of parkland by adop6ng a new park zoning districk The Friends of the Parks have Zong supported ihe identafzcation ofparks, trails and open space in the zoning regulations. 2.10 Require that locafion, design and funding of parks, public open space, and trails be an integral part of large-scale redevelopment projects. This is very important and demands that Parks be at the tabde when any development is considered. 2.11 Involve all consfitnents (residents, park users, interest groups) in setting baIanced priorities for planning, development, programming, maintenance, use of facilities, physical enhancement or development uf facilities and/or open spaces, and other park- related matters, This is not a new idea, but it is very zmportant. However, the cost should be recognized, planned for, budgeted for and not minimized. 2.12 Parkland and funding received through the parkland dedication ordinance sLould be used in a manner that is consistent with the Comprehensive Plan and the priorities of the Parks and Recreafion Division. It is important that the maintenance budget increase when new parkZand is added if mare maintenance funds are not available, the land from the . � �^�� • parkland dedication orditam•tce could remain undeveloped until more maintenance funtls are available. 2.17 and 2.18 Ensure staff is prepared to work with a diverse public and anticipate and respottd to the culturat diversity of the popularion. These recommendations are excellent and essential. STRA1`EGY 3— PROMOTE A VITAL ENVII20NMENT 3.1 Model environmental ieadership by (b}. Promoting recycling efforts through education and maldng recycling services available as appropriate throughouf the parks and recreafion system and at events... This policy is long overdue. There must be a place to recycZe in every park This policy is an obvious opportunify to set the example for the city. 3.8 Increase tree reforestation. Tree maintenance must be added here. The Friends of the Parks promote tree planting in the parkr and the biggest problerra we have is the Zack of watering for these trees. Replanting is a waste of money without pravisions for taking care of the trees for at least three years after they are planted 3.1b Pursue grant opportunities Yo fund projects and programs that address the causes and effects of climate change and to support environmental stewardship. Gran1 writing is highly skidled work A�ho wi11 do it? What will be fhe expectation of the staff? • STRATEGY 4- RESPOND Cl2EATIVELY TO CAr1NGE 4.1 AND 4.1 Regularly gather customer and resident feedback... and perform systamatic and ongoing evaluarion and assessment of programming... 77aese policies are important to the ongoing job of the Purks Division, and we hope that staffing will be available to make these evaluations. STRATEGY 5-1NNOVATE WITH EVERY DECISTON 5.6 Choose refurbiskment of esisting facilifies over new construcrion whenever feasible. 99 Think about the activity first, and then consider all possible facility and delivery optio�s. �.10 Seek to develop shared-use facilities as a first option when eontemplating new or repiacement indoor recreation facilifies. Many of these strategies are a welcome approach to decision making. However steps must always be taken to protect the public in shared use facilities or public private parmerships. STRATEGY 6— CONNECT 1`HE ENTIRE CITY 6.1 Conaect parks to new transportafion investments, aspeciatly the Central Corridor LRT line. Because University Avenue is going to be redeveloped with high density residential, it is vital thatparks and open spaces be an integral part of this redevelopment. • �° �� 6.2 Develop a comprehensive transportation management plan for Como Regional • Park. 6.7 Build the Grand Rounds Parkway from a Ioop route to a comptete parkway. 6.8 Connect the St. Paul and Minneapolis Grand Rounds parkways together. These strategies have been discussed for years. 13'e strongZy urge that these gei done. APPENDIX A- PROJECTS A1VD PLANS New development Projects. Adc1 Dickerman Park — one of the main greenspaces on the LRT corridor. Overali the Friends of the Pazks and Trails believe that this document is excellent and we thank ffie staff and citizen groups who spent so much time on it. f 1 � .