WILD MILE GOVERNANCE STRATEGY

Final Briefing Book

February 2021 CONFIDENTIAL DRAFT FOR INTERNAL USE ONLY
GOVERNANCE STRUCTURE | Long-term Governance Structure

STRUCTURE OVERVIEW RECCOMMENDATION

Ultimately, the Wild Mile should be governed by a dedicated
nonprofit with a sole focus on the Wild Mile. That entity will
hold underlying accountability to property owners and local
stakeholders and is likely to include board and/or staff
members from existing organizations.
Government, Community,
Property Owners
and Other Stakeholders
The end goal is to have a nonprofit with a dedicated focus on the Wild Mile. This organization will maintain
underlying accountability to property owners and the public and will be responsible for day-to-day management.
The long-term success of the governing organization will be defined by:
• A clear and compelling vision for the Wild Mile, one that is affirmed at each stage of the project through
world-class execution, and one that is an outgrowth of and responsive to genuine community need and
interest.
• The governance authority held by a board that covers the range of necessary capacity and expertise, and that
is also representative of the community. The board will be essential in leveraging the fundraising apparatus of
the Wild Mile and using relationships to identify service-providers, educational institutions and other large
organizations.

• Active engagement with current and future property owners, government, and community stakeholders to
shape the direction of the Wild Mile’s community involvement and programming.
Dedicated Nonprofit
• Management capacity that has been developed to include operations, programming, and asset management
Single Purpose of public spaces and public facilities consistent with the needs for a successful and compelling open space at
Neighbor Space Wild Mile Entity each phase of development.
Board
• A flexible board and staff to respond proactively to the Wild Mile’s role in a dynamic neighborhood context.
Single Purpose
NNUP Wild Mile Entity • A board and staff that demonstrate clear accountability to the public, the city, and other stakeholders.
Management Capacity

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GOVERNANCE STRUCTURE | Short-term Governance Structure

INTERIM GOVERNANCE RECCOMMENDATION

The current governance structure for the Wild Mile is
disjointed but sufficient to address current basic
requirements, get the pilot running, receive grants, and
maintain credibility with the City.
In the short-term before a long-term governance structure is established, the goal is to continue to leverage the
existing partnership arrangement between the three organizations to advance implementation of the Wild Mile
pilot.
The short-term success of the governing organization will be defined by:

Government, Community, • Securing sufficient fundraising to execute and complete the Wild Mile pilot.
Property Owners
and Other Stakeholders
• Developing a clear business plan for ongoing operation and maintenance of the Wild Mile pilot.

• Negotiating a final agreement with property owners critical to the Wild Mile pilot.

• Active engagement with the city and other government and community stakeholders.

• Reaching consensus on the agreed upon success metrics for the Wild Mile pilot that will be monitored over
Existing Partnership
time to demonstrate accountability.

Urban Rivers Neighbor Space NNUP HR&A recommends that these factors of success for the pilot be thoroughly evaluated by the existing partners
and their city stakeholders periodically throughout the execution of the Wild Mile pilot. These agreed upon
partner check-ins should be optimally timed to facilitate seasonal reflection on the pilot’s operation to-date and
any course adjustments that are deemed necessary for continued success. This evaluation will be an important
moment of consideration of the ways in which the Wild Mile pilot has (or has not) fulfilled its vision and laid the
groundwork for transitioning towards a more permanent state. HR&A believes the participation of city
stakeholders in these periodic check-ins is a crucial factor that will help establish regular communication channels
between local government officials and all of the partners involved which will lay the groundwork for a future
governance transition.

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GOVERNANCE STRUCTURE | Transition Planning

TRANSITION FROM INTERIM TO LONG-TERM

While simultaneously advancing the Wild Mile pilot, the existing partners also need to initiate planning to transition from the interim to long-term governance structure. This
proactive planning should include five broad areas of focus to ensure a smooth and successful transition.

The long-term vision for the Wild Mile is the result of a collaboration between the community, the city, and local and city-wide constituents. A successful future for the Wild Mile
rests on the ability to establish a clear steward for bringing this collective vision into reality. Currently, there is consensus among the partners in this study that the path forward
for stewarding this collective vision is for the existing Urban Rivers organization to transition into a dedicated nonprofit with a sole focus on the Wild Mile. HR&A recommends
that the existing partners should seek to formally document this consensus within a Memorandum of Understanding (MOU) that outlines this shared goal of shifting primary
responsibility for the Wild Mile to a subsumed Urban Rivers.

Based on the agreement between the partners on a path forward for long-term governance, HR&A recommends five areas of focus to advance transition planning for governance
of the Wild Mile even while implementation planning for the Wild Mile pilot is underway. Together, these five areas represent the key next steps associated with transitioning from
the current interim partnership structure to a longer-term sustainable governance model. While these areas of focus are by nature interrelated and overlapping endeavors rather
than separate sequential tasks, HR&A recommends initiating these steps in the following order and the components of each task are detailed on the pages that follow.

.
TASK 1 Financial Business Plan

TASK 2 Organization Growth Plan

TASK 3 Programming Plan

TASK 4 Community Investment Plan

TASK 5 Phasing Plan

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ROADMAP | Task 1: Financial Business Plan

TO-DO LIST
TASK DESCRIPTION POTENTIAL PARTNERS REQUIRED SUGGESTED START & INTERDEPENDENCIES

Subtask 1.1 Establish Build the framework for both near and long- • Financial & economic planning consultant Month 0-3
initial capital cost term financial sustainability along with the • Cost estimation firm – a qualified cost estimator
estimates appropriate plan for phasing. will need to prepare initial capital cost estimates There are no barriers to advancing this task.
• Landscape architecture firm – the landscape
architecture firm that prepared the Framework
Plan may need to be available to answer
questions from the cost estimator
Subtask 1.2 Establish Establish preliminary cost estimates for the • Open space business planning firm – a firm with Month 3-6
initial operating cost annual operations of the governing entity expertise in the economics of open spaces will
estimates for full build- including programming, staffing, liability, admin, likely be required This task depends on finalizing a programming
out etc. vision and execution plan (3.1).

Subtask 1.3 Establish Identify a range of potential public and private
10-year sources and funding sources including public sector
uses contributions, philanthropy, earned income, and
economic value capture and the approximate
size of each source.
Subtask 1.4 Finalize Finalize a comprehensive funding plan that
funding plan includes capital funding sources and uses,
operating funding sources and uses, and public
and private funding expectations.
• Funding partners – outreach to potential
funding partners may be required to estimate
the likelihood and/or size of various sources
• Open space business planning firm – a firm with
expertise in the economics of open spaces will
likely be required
Month 6-9
This task depends on finalizing a preliminary
capital and operating cost estimate (1.1, 1.2).
Month 9-12
This task may lead to refinements of the initial
programming plan (3.1).

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ROADMAP | Task 2: Organization Growth Plan

TO-DO LIST
TASK DESCRIPTION POTENTIAL PARTNERS REQUIRED SUGGESTED START & INTERDEPENDENCIES

Subtask 2.1 Establish a Execute a formal MOU between the existing
formal transition organizations that clearly establishes the plan to
agreement transition Urban Rivers into the long-term
governance organization that will serve as the
single-purpose entity dedicated to the Wild Mile.
Subtask 2.2 Establish Formally amend Urban Rivers’ organizational
and/or amend documents to legally establish it as the single-
organizational name, purpose entity and revise the organization’s formal
bylaws, mission, and mission and goals to reflect its dedicated focus.
goals
Subtask 2.3 Update Create a new brand identity for the single-purpose
organizational branding entity dedicated to the Wild Mile.
Subtask 2.4 Establish Outline a plan for scaling the governing board of
board capacity and the single-purpose entity to address funding goals
diversification plan and ensure diverse representation of the
community (racial/organizational/etc).
Subtask 2.5 Establish Outline a plan for scaling the staff of the single-
staff diversification and purpose entity to address the capacity needs and
capacity plan ensure diverse representation of the community
(racial/organizational/etc).
• N/A – no external partners required
• N/A – no external partners required
• Branding firm – a qualified marketing or graphic
design firm should establish a brand identity for
the new entity including logo, etc.
• N/A – no external partners required
• N/A – no external partners required
Month 2-3
There are no barriers to advancing this task.
Month 4-6
This task depends on securing agreement among
the existing partners to the formal transition
agreement (2.1).
Month 4-6
This task depends on securing agreement among
the existing partners to the formal transition
agreement (2.1).
Month 7-8
This task depends on finalizing the initial capital
and operating cost estimates (1.1, 1.2).
Month 7-8
This task depends on finalizing the initial capital
and operating cost estimates (1.1, 1.2).

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ROADMAP | Task 3: Programming Plan

TO-DO LIST
TASK DESCRIPTION POTENTIAL PARTNERS REQUIRED SUGGESTED START & INTERDEPENDENCIES

Subtask 3.1 Develop an Develop a conceptual programming vision for the • Open space business planning firm – a qualified Month 3-6
initial near-term and system of open spaces within the Wild Mile that firm with expertise in open space programming
long-term accounts for implications on earned income and an understanding of its implications on This task should be completed in coordination
programming strategy potential. revenue generation with establishing the operating cost estimates
(1.2).
Subtask 3.2 Identify Evaluate the potential programming partners that • Programming partners – outreach to potential Month 5-9
near and long-term co- can participate in co-production and programming partners may be required to
production partners (i.e. implementation of the programming vision. estimate the likelihood and structure of This task depends on finalizing an initial
schools) participation programming strategy (3.1) and should be
completed in coordination with finalizing a
programming funding plan (3.3).
Subtask 3.3 Establish Based on the programming strategy, test the order • Open space business planning firm – a firm with Month 5-9
programming funding of magnitude of earned income revenue expertise in the economics of open spaces will
plan generation from F&B, events, sponsorship, leases, likely be required This task should be completed in coordination
and/or other activities. with identifying co-production partners (3.3) and
establishing 10-year sources and uses (1.3).

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ROADMAP | Task 4: Community Investment Plan

TO-DO LIST
TASK DESCRIPTION POTENTIAL PARTNERS REQUIRED SUGGESTED START & INTERDEPENDENCIES

Subtask 4.1 Define Analyze the existing conditions and inequities and
challenges and identify a framework of community-centric
opportunities principles and desired outcomes that can guide
framework the project at all stages.
Subtask 4.2 Equity and Based on the challenges and principles identified,
inclusion toolkit develop a suite of potential neighborhood-scale
policy interventions and programs that will
enhance the project’s contribution to equitable
development. This may include direct community
oversight in the form of board representation or
advisory positions, developer property
agreements, local hiring targets, MWBE
programming partner targets, workforce training
programs, or more.
Subtask 4.3 Policy and Develop detailed plans for toolkit items that
partnership include specific policy designs, outreach to
development potential partners, etc.
• Community development firm – a firm with
expertise in neighborhood analysis and
equitable development in open space planning
may be required
• Community development firm – a firm with
expertise in neighborhood analysis and
equitable development in open space planning
may be required
• Community development firm – a firm with
expertise in neighborhood analysis and
equitable development in open space planning
may be required
Month 6-8
There are no barriers to advancing this task.
Month 8-11
This task depends on finalizing the board and staff
plans (2.4, 2.5) and the programming strategy (3.1).
Month 11-14
This task depends on finalizing the equity and
inclusion toolkit (4.2).

Subtask 4.4 Publish the Draft and publish the community investment plan • N/A – no external partners required Month 14
community investment to ensure the single-purpose entity is held publicly
plan accountable for its goals. This task depends on finalizing all tasks above (4.1-
4.3) and the organization’s branding (2.3).

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ROADMAP | Task 5: Phasing Plan

TO-DO LIST
TASK DESCRIPTION POTENTIAL PARTNERS REQUIRED SUGGESTED START & INTERDEPENDENCIES

Subtask 5.1 Define a Determine a clear and function “Phase 1” and
Phase 1 choose whether to prioritize by location, critical
mass activity, revenue generation mix,
implementation feasibility, etc. Outline the
associated capital and operating budget.
Subtask 5.2 Define a Determine targets for future phases of the Wild
phasing plan for full Mile that ultimately deliver the vision of this
build-out unique open space amenity.
Subtask 5.3 Execute Implement the first phase of development of the
Phase I and future Wild Mile and monitor progress. Based on results,
phases execute future phases of development.
• N/A – no external partners required
• N/A – no external partners required
• Various – depending on specifics of each phase
a variety of construction, funding,
programming, etc partners will be required
Month 14-18
This task depends on finalizing Tasks 1-4 and
should be completed in coordination with defining
phasing for full build-out (5.2).
Month 14-18
This task depends on finalizing Tasks 1-4 and
should be completed in coordination with defining
phasing for full build-out (5.2).
Timing to be determined
This task depends on finalizing Tasks 1-5.

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ROADMAP | 18-month Summary
0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18

Task 0 | Execution and Evaluation of the Wild Mile Pilot Partner Check-In

Task 1 | Financial Business Plan

Subtask 1.1 Establish initial capital cost estimates

Subtask 1.2 Establish initial operating cost estimates for full build-out

Subtask 1.3 Establish 10-year sources and uses

Subtask 1.4 Finalize funding plan

Task 2 | Organization Growth Plan

Subtask 2.1 Establish a formal transition agreement

Subtask 2.2 Establish and/or amend organizational name, bylaws, mission, and goals

Subtask 2.3 Update organizational branding

Subtask 2.4 Establish board capacity and diversification plan

Subtask 2.5 Establish staff diversification and capacity plan

Task 3 | Programming Plan

Subtask 3.1 Develop an initial near-term and long-term programming strategy

Subtask 3.2 Identify near and long-term co-production partners (i.e. schools)

Subtask 3.3 Establish programming funding plan

Task 4 | Community Investment Plan

Subtask 4.1 Define challenges and opportunities framework

Subtask 4.2 Equity and inclusion toolkit

Subtask 4.3 Policy and partnership development

Subtask 4.4 Publish the community investment plan

Task 5| Phasing Plan

Subtask 5.1 Define a Phase 1

Subtask 5.2 Define a phasing plan for full build-out

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WILD MILE GOVERNANCE STRATEGY
Final Briefing Book
February 2021 CONFIDENTIAL DRAFT FOR INTERNAL USE ONLY