I again welcome the opportunity to discuss Park issues with Tony  Scallon. 

(T.S.) "I have served on several bodies.  All the part time  commissions and 
Boards expected the CEO (superintendent) to have the  vision.  I think Scott 
confuses vision with strategic planning.  Most  Boards do strategic planning 
and priority setting within the mission.   Scott wants the vision to be in the 
nine Board members of the park board.   I think this will lead to further 
fracturing of the Board members."
 
I find it strange and interesting that Tony Scallon undervalues his  
importance as a city council board member. I am truly grateful that Tony did 
not  
think that it was up to city staff to come up with a vision for Tony to  
implement. When the history is recorded about NRP, Milwaukee Ave. and Cedar  
Riverside 
land ownership, it was really Tony Scallon's vision as a (City  Council) Board 
Member that greatly improved the city as I know it.
 
I don't see why Park Commissioners should be functionally less  responsible 
than other elected officials.
 
One of my favorite books is Theodore Wirth's history of the  Minneapolis Park 
system and if I have to win an election just to get a copy, it  is well worth 
it. We are greatly indebted to his vision and his ability to  communicate his 
ideas. I think if you look at his writings and number of  different boards he 
worked with in his long tenure, you can see he credits the  boards for the 
shared vision that has created this wonderful Park  system.

So if Jon Gurban can synthesize and communicate a vision to the board that  
makes sense to them that is great. But the responsibility of the long term  
plan is squarely on the shoulders of our elected officials.
 
I can and I will say good things about Jon Gurban. I have been able to work  
with him on a variety of issues and I think one of the reasons that he has  
gotten staff support is that he has a great attitude of let's get it done. This 
 
in an environment where many things weren't getting done. He and I were 
finally  able figure out a way of installing "our" solar panels on "their" roof 
at  
Matthews Park for the Seward Neighborhood solar project. His "goodwill trio" 
was  a great inter department effort at solving problems that had languished 
for  years at Park Centers. He is also working on changing the "silo" mentality 
of  separate park divisions.
 
 
 But I disagree that the future of the park system is  largely dependent on 
privatizing the Park system.
 
Going back to the work of Theodore Wirth, his mission, carefully crafted  
with the Park Board Commissioners, was a system of parks that serves all  the 
people. That in a nutshell is what the primary function and mission of the  
Park 
system should be. I think we need to be really careful when we have for-  
profit parks. When we veer away from that, you need to have a clear and  
defined 
purpose other than it might make money. If you asked me about some  pragmatic 
criteria for making enterprise decisions I would say: The issues  for me are 
issues of access, inclusion , history, affordability, mission, and  corporate 
branding that diminishes "Park" branding.
 
I think if we could agree that those things that provide access  to all are a 
priority, then it helps us make budget decisions. Like would it  have been 
better to have a free pool available to all or a water park that costs  $180 
for 
a summer family pass?
 
 Ideally in a budget process you look at what you want to do and  define your 
core missions, you then design your system and structure to fit that  and 
fund and fundraise to accomplish those goals.
 
 
 I think we need to talk about this "vision thing" I don't think  
Commissioners should be standing on the sideline waiting for a superintendent 
to  come up 
with ideas as some have suggested. It is also essential to keep the  public 
involved, not just as voters every four years, but actively informed and  
involved participants.
 
Thanks,
Scott Vreeland  Seward
 
 
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