HomeMy Public PortalAboutParks Master Plan 2016PARKS
MASTER PLAN
2016
Missouri
MAYOR & BOARD OF ALDERMEN
ADMINISTRATION
Nan Johnston, Mayor
Diane Driver, Ward 1
Tina Welch, Ward 1
Jim Werner, Ward 2
Dave Rittman, Ward 2
Douglas Wylie, Ward 3
Robert Lock, Ward 3
Marc Sportsman, Ward 4
Greg Plumb, Ward 4
Michelle Flamm, Chairman
Laura Ozenberger, Co-Chair
Adam Zink
Linda Arnold
Susan Robb
Neil Davidson
Philip Wassmer
Bill Gresham
Robert Stuteville
Marc Sportsman, BOA Liaison
Lauren Palmer, City Administrator
Tim Blakeslee, Assistant Administrator
Noel Challis, Interim Director
Julie Rule, Park Board Chair
Vireo
Dick Horton Consulting
COMMUNITY LAND & RECREATION BOARD
(CLARB)
STEERING COMMITTEE
PLATTE COUNTY PARKS
CONSULTANT TEAM
ACKNOWLEDGEMENTS
“The beauty of the park...
should be of the fields,
the meadow,
the prairie,
of the green pastures,
and the waters.
What we want to gain is tranquility
and rest to the mind...
A great object of all that is done in a park,
of all the art of the park,
is to influence the minds of humans
through their imagination.”
Frederick Law Olmsted
Public Parks and Enlargement of Towns, 1870
TABLE OF CONTENTS
Executive Summary I
SECTION I | Introduction, Background & Community Profile 1
Purpose of this Plan 1
Vision & Mission 1
Community Descriptions 2
Demographics 2
Health 5
Recreation Preferences and Trends 5
Conclusion 7
SECTION II | Community Input and Identified Needs 9
Focus Groups 9
On-line /Open House 10
Conclusion 11
SECTION III | Maintenance Management Assessment 13
Guiding Principles 13
Assessment Methodology 13
Maintenance Type 14
Maintenance Mode 14
Maintenance Functions & Frequency 15
Summary 17
Current Capital Maintenance Needs 17
Findings & Recommendations 18
SECTION IV | Park Inventory Assessment 23
English Landing Park 24
Platte Landing Park 26
Pocket park 28
Watkins park 29
Adams Park 30
Brush Creek Trail 31
SECTION V | Riverfront Parks 33
Phase 1 - Review of Plan Documents 34
Phase 2 - Focus Groups 35
Phase 3 - Public Input - Amenity Preferences 35
Phase 4 - Preliminary Design Concepts 36
Phase 5 - Public Input - Design Concept Preference 37
Phase 6 - Final Design Concept 38
Downtown Transition Zone 39
Platte Landing Park 40
English Landing Park 41
SECTION VI | Findings & Recommendations 43
Department 43
Maintenance 43
Funding 44
Service Gap / Connectivity 45
Regional Riverfront Parks 46
Remaining Parks & Park Properties 47
Programming 48
Development Fees 49
City Codes 49
SECTION VII | Appendix 51
Parks Master Plan
Parkville, MO
EXECUTIVE SUMMARY I
EXECUTIVE SUMMARY
PURPOSE OF THE PLAN
Parkville has long been a destination for regional
visitors in addition to serving community residents.
This is due, in no small part, to its excellent park
facilities. Parkville’s parks capture the essence of a
small, riverfront town from the bluffs to the water,
wetlands, natural areas and everything in between.
Parkville parks are also about recreation – people
“re-creating” themselves away from work and home,
enjoying the outdoors. In surveys residents credit
parks, open space and recreational opportunities
for their high quality of life in addition to small town
atmosphere and proximity to all the amenities the
metro area has to offer.
Change is the constant in park and recreation trends.
Parkville now faces considerable change – new
leisure and work trends, demographic shifts, and
development interests. The purpose of this planning
effort is to update the 2008 Parkville Parks Plan to
best meet future challenges and take advantage of
new opportunities. The plan offers recommendations
for the community as a whole with focus on the
future of the riverfront.
The plan sets a long-term vision and action plan for
the park system, providing the City of Parkville, a
road map for facilities, maintaining and improving
the system and operations. As in the 2008 plan,
preservation of the natural environment is paramount
while meeting future needs for recreation. This plan
update includes a current parks inventory, provides
a review of land acquisition objectives discussed in
2008, and funding possibilities. An important part of
the process was updating the Vision and Mission as
shown to the right.
DEMOGRAPHICS
Parkville sits in an excellent position in the
metropolitan area as a unique park and recreation
partner and provider. Although the population
remains relatively unchanged, over half of the
population is between the ages of 18 and 64, most
are married couples, many with children. There is also
a growing senior population. Future park facilities
and recreational programming will need to cater to
Vision Statement
The City of Parkville will enjoy an
accessible, safe and connected
community park system, providing
regionally significant destinations
and preserving and enhancing
Parkville’s unique natural resource
base while maintaining and
creating a variety of unique
recreational activities.
Mission Statement
The City of Parkville will balance
the demand for recreation with the
need for conservation, maintain
park facilities to a high standard,
offer a variety of enjoyable, clean,
safe and accessible recreational
activities and facilities and preserve
natural areas.
both families with children and senior
segments of the population.
The income within the City is relatively
high however the population and
number of households are small.
Should the City desire to significantly
expand or add parks and recreational
programming, additional funding
sources may not be able to rely solely
on the existing tax base. Additional
partnerships with local community
groups may be necessary.
COMMUNITY INPUT & IDENTIFIED
NEEDS
A number of public outreach
engagements were facilitated in
cooperation with the City of Parkville
and Platte County Parks. Nearly 400
participants in total provided input
EXECUTIVE SUMMARYII
identifying park priorities, preferences, and
needs. A variety of public engagement
formats were employed in order to reach as
many residents as possible including:
tFocus Group discussions.
tOn-line questionnaires served across
e-mail and social media.
tA public open house.
tA booth hosted by the Community Land
& Recreation Board (CLARB) at the City’s
4th of July event.
Recurring comments heard from a broad
representation of the community:
tComplete the loop trail .
tProvide natural areas for passive
recreation and wildlife benefit.
tInstall multi-purpose active use fields.
tPreserve environmentally sensitive areas.
tFix up existing parks.
While it might be assumed that proponents
for active recreational fields and those for
Key Map - Proposed Riverfront Parks Concept. Enlargements shown on following pages.
PLATTE LANDING PARK ENGLISH LANDING PARK
DOWNTOWN
TRANSITION
ZONE
natural areas can have somewhat competing
agendas, an analysis of responses from online
surveys showed that in Parkville the two groups
appear to be accepting of each other. In fact,
the community as a whole generally appears
very interested in marrying the two to create a
park system found nowhere else in the region.
RIVERFRONT PARKS DESIGN CONCEPT
The following pages show images of the final
Riverfront Parks Concept Plan as accepted
by the Steering Committee. The final design
incorporates the priorities expressed by the
community and provides a plan which ties the
Downtown businesses to the riverfront parks.
The riverfront parks are divided into three
segments (See Key Map on next Page):
t%08/508/53"/4*5*0/;0/& -
The area immediately south of the railroad
tracks all the way to the river between Main
Street and White Alloe & Rush Creeks
t1-"55&-"/%*/(1"3,
t&/(-*4)-"/%*/(1"3,
EXECUTIVE SUMMARY III
to be held close to downtown shops. This space has
a small plaza area centered at the south end which
could be a great location for art or a memorial plaza
space.
Continuing our walk south towards the river we cross
Rush creek on a new pedestrian bridge into a grand
multi-use open green space. The oval area presents
opportunities for large events to be held right on the
river. At the terminus of our walk is an overlook with
views up and down the Missouri River. Just east of
the overlook is a boardwalk with seating that ex-
tends the pedestrian experience right out over the
water.
Riverfront Boardwalk Retail Incubator Shops
DOWNTOWN TRANSITION ZONE
Goals of this plan include:
1. Extending the downtown experi-
ence across the tracks and into
the parks in such a way that the
two (downtown shops and the
riverfront parks) benefit from
each other in more functional
and economic ways.
2. Creating a sense of being in the
park as soon as you cross the
tracks.
3. Providing better access to more
areas of the park for a larger de-
mographic of park users regard-
less of ability.
4. Tie the transition area to the two
parks in a manner that maximiz-
es efficient use of space for both
motorists and pedestrians.
It should be noted that the plan
recommends relocation of Grigsby
Field. Conversations with the Land
& Water Conservation Fund (LWCF)
indicate that while LWCF funds were
used to build this field the agree-
ment has been amended through the
years. At the writing of this Master
Plan the LWCF agreement for the
property now known as Grigsby Field
is still binding. Changing the use of
the Grigsby Field location will require
going through the conversion process
with the Missouri State LWCF grant
program.
In this final design, if you are walking
on the east sidewalk of Main Street
you can now follow it all the way to
the river. Just as you cross the tracks
you’ll find a small plaza area sur-
rounded by small 10’x10’ retail incuba-
tor popup shops. Behind the plaza
is open lawn in front of the relocated
Farmers Market plaza. Moving south
across McAfee St. is the central lawn,
a great place for a variety of events
Enlargement of Proposed Downtown Transition Zone
8
12
1311
10
9
1. PLAZA WITH RETAIL
INCUBATORS
2. ENTRY GATEWAY
3. FARMER’S MARKET
4. CENTRAL LAWN
5. ART/MEMORIAL PLAZA
6. SCREENED MAINTENANCE
FACILITY
7. PEDESTRIAN BRIDGE
8. MULTI-PURPOSE OPEN
GREEN
9. PLAZA/STAGE
10. PLAYGROUND
11. PICNIC SHELTER
12. OVERLOOK
13. BOARDWALK
2 1
7
4
5
6
3
RAILROAD
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K
S
McAFEE ST.
9 HWYMA
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EAS
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7
EXECUTIVE SUMMARYIV
PLATTE LANDING PARK
Plans for this area of the riverfront parks include the addition of
baseball fields and multi-purpose fields serving such uses as soc-
cer, football, and lacrosse. Mobile concessions and restroom facil-
ities are recommended instead of permanent structures. Parking
is centrally located to minimize infrastructure costs and provide
access to central areas of the park. Picnic areas and natural play
elements are also proposed.
Canoe lockers and an information board are proposed near the
existing rest rooms adjacent to the boat ramp in response to
feedback from the river paddling community. Current plans for
the proposed wetland areas to be constructed by the U.S. Army
Corps. Of Engineers are in the 35% construction document phase
and the project is anticipated to be installed in 2018.
Throughout the design development process, sentiment was
heard that the melding of Platte Landing Park’s passive recre-
ation and proposed wetlands with the proposed active recreation
elements could create a one-of-a-kind park experience not found
anywhere in the region.
Enlargement of Proposed improvements to Platte Landing Park
1
3
2
54
9
10
6
6
7
1. MULTI-PURPOSE ACTIVITY
FIELDS
2. WETLAND
3. DOG PARK (EXISTING)
4. CANOE LOCKERS
5. BOAT RAMP (EXISTING)
6. RIVERFRONT PARKING
7. BASEBALL /SOFTBALL
FIELDS
8. NATURAL PLAY AREA
9. PICNIC AREA
10. SULLIVAN NATURE
SANCTUARY (EXISTING)
RAILROAD
T
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K
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NW RIVER
R
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D
MA
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8
EXECUTIVE SUMMARY V
ENGLISH LANDING PARK
The focus of improvements to this area of the river-
front revolve around better access to amenities for a
wider demographic of park users. McAfee street is
extended deeper into the park and separates more
active use areas of the park from those that are more
passive. Families wanting to go to the playground
can park close and kids no longer have to cross the
street to get to the various swings and play equip-
ment provided. Meanwhile the sand volleyball courts
have designated parking close by and people with
limited abilities now have closer access to trails and
the river. Otherwise, the existing natural beauty of
the park is preserved.
Enlargement of Proposed improvements to English Land-
ing Park
1
2
3
3
RAILROAD
T
R
A
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K
S
9 HWY
3
4 5
5
7
8
9
10
6
4
1. CREEK ENHANCEMENTS
2. PEDESTRIAN BRIDGE
3. NEW TRAILS
4. CONVERT PAVED AREA TO GRASS
5. EXISTING PLAYGROUND TO REMAIN
6. SAND VOLLEYBALL COURTS
7. NEW ROAD EXTENDING DEEPER
INTO PARK WITH PARKING
8. RESTROOM (EXISTING)
9. TRUSS BRIDGE (EXISTING)
10. LOADING AREA FOR STAGE
McAFE
E
S
T
.
EXECUTIVE SUMMARYVI
FINDINGS & RECOMMENDATIONS
Throughout the process of updating this plan
several discussions, site visits, research and
analysis brought to light a number of ways
Parkville could enhance its park system. In
2015 the Board of Alderman and City staff
held a Strategic Planning Workshop to identify
critical success factors for the City of Parkville.
In this workshop goals for 2016-2020 were
identified to move the City closer to its Vision.
The long-term goals identified for Parks were:
1. Create a stand alone Parks Department.
2. Increase staff resources to maintain all new
park areas.
This following nine findings consider these
goals with recommendations to better align
the parks and recreation system with the
newly created vision and mission statements
for Parks.
DEPARTMENT
Currently, the Parks Department is a division
of Public Works. The unification of these
two departments has provided the City with
efficiencies that have proven to be desirable
yet challenging in some ways. If the City
desires to expand parks and park facilities
and add recreational programming at the
riverfront then the need for Parks to operate
as a stand alone department will be necessary.
Additional staffing and possibly the addition
of a Parks Director may be needed to oversee
park facilities, programming and partnership
opportunities. In addition to management of
these resources additional maintenance staff
will be needed to maintain the facilities.
3&$0..&/%"5*0/4
1. If additional recreational facilities and
activity spaces are desired in the Riverfront
Parks consider asking citizens for funding
support.
2. If new facilities are approved, consider
creating a Parks Director position to
oversee park facilities, establish recreational
programming services or consider
programming partners such as the YMCA
or Northland Sports Alliance, and foster new
partnerships.
MAINTENANCE
There is a gap between the resources available
for current maintenance requirements and
the resources needed to accomplish them.
Seasonal positions have been difficult to fill this
year and of the 4 positions budgeted for only
3 were filled. The third position was not filled
until mid-season. As Parkville’s parks grow and
new facilities are approved with recreational
programming to activate them additional
maintenance staffing will be necessary to
operate and maintain them.
Analysis of how Parkville Parks currently
compare to national medians suggests that
the additional resources identified above are
warranted. This is especially evident considering
that Parkville maintains over four (4) times
the amount of park acreage than the national
median on a per 1,000 residents basis, yet
operates with half, or less than half, of the
number of full-time equivalent employees than
jurisdictions maintaining the same amount of
park land.
3&$0..&/%"5*0/
In order to begin closing this gap in maintenance
resources the City should:
1. Increase the rate of pay for seasonal
positions to be more competitive.
2. Add 3 additional seasonal Full-Time
Equivalent (FTE) positions.
3. Out-source mowing of rights-of-way.
Additional measures can be taken to improve
efficiencies within the department, close the
gap in staffing needs, and provide the necessary
data to support capital improvements requests.
Such measures include:
tCreating and formally adopting a Park
EXECUTIVE SUMMARY VII
Maintenance Management Plan (PMMP).
tPurchase and implement a Work Order
System to allow the Department to
manage all aspects of its operations and
provide data for analytical purposes.
tCreate and formally adopt an Equipment
Review Program to anticipate and prepare
for future capital needs in advance of aging
equipment.
tActively seek out partnerships with local
community groups to help close the gap in
maintenance needs.
FUNDING
Parkville does not have a dedicated funding
source for the operating and capital
improvement budgets of a Park Department.
While Parkville’s partnership with Platte County
has made tremendous accomplishments, it is
possible that County tax contributions may be
reduced or eliminated. If so, Parkville will need
to identify alternate sources of revenue for
parks.
3&$0..&/%"5*0/4
1. Consider a 10-year 1/2 cent sales tax
dedicated to park operations and
development of new facilities. Over 10 years
this has the potential to generate about $5
million, or $500,000 annually.
2. Consider re-investing capital dollars back
into the system at a percentage acceptable
to the Board of Aldermen.
SERVICE GAP / CONNECTIVITY
Review and analysis of the dispersion of parks
throughout the community reveals gaps in
service for neighborhood parks. Currently
all of Parkville’s neighborhood parks are
clustered near the downtown area. A few of
the surrounding neighborhoods do have play
equipment and clubhouses with pools which,
although private, help to serve neighborhood
park needs. The Parkville Nature Sanctuary
serves as the City’s only Community size park
and assuming a normal reach of 3 miles serves
the majority of Parkville with the exception of
the western edge.
The western edge of Parkville provides little
opportunity for a neighborhood park and the
2014 Market Feasibility & Economic Impact
Analysis indicated that a sports complex
in this area suitable for regional or national
tournaments similar to the Overland Parks
Soccer Complex was not feasible.
A resounding priority voiced by the community
throughout development of this plan was that of
the need to connect parks to points of interest.
This input is consistent with recommendations
made in planning documents such as the Route
9 Corridor Study, Vision Downtown Plan, and
the Multi-Modal Access and Livable Community
Study. Specific priority connections are:
1. Completion of the Loop Trail.
2. Better trail connections to downtown and the
Riverfront Parks.
3. Provide a trail along the western edge of
Parkville.
Topography and City boundary lines present
the biggest challenged to future opportunities
for parks to better serve the more densely
populated areas of the City and surrounding
neighborhoods that consider themselves part
of Parkville. With that being said, there are
opportunities to improve pedestrian connectivity
and expand the reach of park amenities to parts
of the City that are currently under served.
3&$0..&/%"5*0/4
1. Partner with Platte County to construct a
10’ wide paved trail along the Brush Creek
Greenway extending from the Missouri
Riverfront Trail to Tiffany Springs Park.
2. Construct a segment of the Missouri
Riverfront Trail from Platte Landing Park to
I-435, as identified in the MetroGreen and
Platte County Trail Plans.
3. Coordinate with Kansas City to connect
EXECUTIVE SUMMARYVIII
the Brush Creek Greenway Trail to the
roundabout at NW Hampton Road. This
is the last segment along Hwy 45 that
connects 9 Hwy to the western edge.
4. Construct the proposed plans made in
the Route 9 Corridor Study.
REGIONAL RIVERFRONT PARKS
A key component to the update of this
Master Plan was a concept plan for the
Riverfront Parks. While multiple planning
documents have offered recommendations
for pieces of the Riverfront Parks and
Downtown area, until now there has not
been a concept plan that ties them all
together into one plan. Included with this
Master Plan for the park system as a whole
is a Master Plan Design Concept for the
Riverfront Parks which ties them to the
downtown area. The design concept (as
shown and discussed in Chapter 5) breaks
the Riverfront Park areas into three zones:
1. The Downtown Transition Zone.
2. English Landing Park.
3. Platte Landing Park.
The following are a list of amenities
recommended for each zone. Appendix C
provides enlargements for each area as well
as conceptual costs for various phases that
could be expected.
3&$0..&/%"5*0/4
%PXOUPXO5SBOTJUJPO;POF
1. Small Plaza with Retail Incubators.
2. Entry Gateway on East Street Just
South of the railroad tracks.
3. Farmer’s Market.
4. Central Lawn.
5. Screened Maintenance Facility.
6. Art/Memorial Plaza.
7. Pedestrian Bridge.
8. Multi-Purpose Open Green.
9. Plaza / Stage.
10. Playground.
11. Picnic Shelters.
12. Missouri River Overlook.
13. Boardwalk.
14. Pedestrian Bridge over Rush Creek.
&OHMJTI-BOEJOH1BSL
1. Enhancements to White Alloe Creek.
2. Pedestrian Bridge over White Alloe Creek.
3. New Trails Connecting Points of Interest.
4. Convert large areas of pavement to grass.
5. Extend McAfee Street deeper into the park
and add parking.
1MBUUF-BOEJOH1BSL
1. Wetland.
2. Multi-Purpose Activity Fields for uses such as
soccer, football, and lacrosse.
3. Baseball/softball fields.
4. Canoe lockers.
5. Parking stalls with views to the river.
6. Picnic areas near Sullivan Nature Sanctuary.
REMAINING PARKS & PARK PROPERTIES
One of the sentiments heard during focus group
discussions was the need to “take care of what
we have.” During the inventory of parks and park
amenities that occurred with this update a level of
service was determined for each park identifying
varying levels of attention that were needed in
all Parkville Parks (Chapter 3). The following
are recommendations for each of Parkville’s
mini and neighborhood parks (Pocket, Adams,
and Watkins) as well as the various properties
maintained by Parks.
3&$0..&/%"5*0/4
Pocket Park
1. Replace wood decking.
2. Update landscaping.
3. Ensure stability of railings and replace or
repaint.
Adams Park
1. Replace the concrete pad under the shelter
and the walk leading to it.
2. Replace shelter.
3. Provide new picnic table and seating under
shelter.
4. Consider the potential for flower beds.
EXECUTIVE SUMMARY IX
Watkins Park
1. Replace play areas with updated
equipment which accommodates a wider
demographic.
2. Repair asphalt trail.
3. Replace shelter.
4. Consider the potential for raised bed
community gardens. Interest to champion
this was expressed by a Main Street
resident during public engagement.
Gresham Memorial Spirit Fountain Park
Continue to maintain the fountain and provide
access for it to serve as an important civic
space.
Dorsey Property
Severe topographical, accessibility, and
visibility constraints prevent it from being able
to provide park amenities. Otherwise, this
property should remain a natural woodland.
Bell Road Property
Accessibility and visibility into this property
are severely constrained. Consider leaving this
as an undeveloped natural area, or acquiring
additional property along Bell Road to improve
access and visibility.
Gateway Property
Currently this is undeveloped land that was
identified as an opportunity for the City to
build a gateway sign to serve as an artful entry
into Parkville. Landscaping could be added
around the structure to further enhance and
beautify this entryway.
PROGRAMMING
While the 2014 Market Feasibility & Economic
Impact Analysis revealed a sports complex
similar the Overland Park Soccer Complex was
not a feasible option for Parkville, the study
did say that, “An eight-field [soccer] complex
could adequately support Northland based
clubs for practice and league play, while also
providing the minimum critical mass of fields
to enable the complex to host smaller local
and regional tournaments.”
Multi-use activity fields and baseball/softball
fields are proposed for Platte Landing Park.
Once these amenities come on-line Parkville
will have the park resources available to
support the need for the City to provide
programming services to the community.
Should the City decide to do so, a position
should be created to establish recreational
programming services.
In the meantime, the City could take steps to
better capitalize on the regional draw of the
Riverfront Parks, create more events to draw
people to the downtown area and patron
shops, increase the community’s awareness of
the natural beauty Parkville parks have to offer,
and continue to partner with others to create
opportunities for citizens to interact.
3&$0..&/%"5*0/4
1. Once the improvements in the Riverfront
Parks begin to move closer to construction,
namely the athletic fields, the City should
begin programming them. This may present
the need for the City to hire a Recreational
Programming Coordinator.
2. CLARB should consider adopting a policy
to create or partner to host four new
community events to be held annually in
the parks. Ideally one could be held each
season of the year. Example events might
be:
tMovies in the park - could be held once a
month from May to October.
tWinter tree decorating contest - local
businesses & community groups sponsor
a tree.
tHost a fishing tournament on the
Missouri River.
tPartner with local schools to create an
augmented reality web-app that families
can download and use on their phones
to explore Parkville parks.
3. Continue to preserve existing relationships
with outside agencies programming
activities in Parkville parks.
EXECUTIVE SUMMARYX
4. Actively market Parkville parks to
surrounding community groups who may
have a need that could be served in Parkville
parks.
DEVELOPMENT FEES
The previous P3 Master Plan identified the
incorporation of a development fee (Impact
Fee) as a way to fund capital improvements to
parks and for land acquisition.
3&$0..&/%"5*0/
1. The Board of Alderman and City
Administrator consider revisiting this
previous recommendation and consider
writing and adopting an ordinance assessing
impact fees for new developments for the
purpose of funding park improvements and
land acquisition.
CITY CODES
Review of current municipal codes for new
subdivisions in Parkville revealed that the City
has a code for Parkland Dedication (Section
505.220). The Board of Aldermen also have
the ability to approve cash in-lieu of dedication
of open space at a rate of $7,000 per acre.
3&$0..&/%"5*0/4
1. Review the cash in-lieu rate against current
land values to determine whether or not this
rate should be increased.
2. Current trends suggest that this could also
be applied to commercial developments
as studies suggest parks and open space
are beneficial to employee health and
workplace productivity. It is recommended
that the Board of Aldermen and City
Administrator consider this as a potential
opportunity to further fund parks.
EXECUTIVE SUMMARY XI
EXECUTIVE SUMMARYXII
S ECTION 1 | INTRODUCTION, BACKGROUND, AND COMMUNITY PROFILE 1
The City of Parkville works hard to respond to
changing times and trends in parks and recreation.
This chapter reviews the significant forces that
influence the parks system. It discusses changes
in population, leisure trends and their impact on
Parkville parks moving forward. The chapter
concludes with an analysis that provides an important
foundation for the Parks Master Plan and that
supports future resource allocation and investment
decisions.
PURPOSE OF THE PLAN
Parkville has long been a destination for regional
visitors in addition to serving community residents.
This is due, in no small part, to its excellent park
facilities. Parkville’s parks capture the essence of a
small, riverfront town from the bluffs to the water,
wetlands, natural areas and everything in between.
Parkville parks are also about recreation – people
“re-creating” themselves away from work and home,
enjoying the outdoors. In surveys residents credit
parks, open space and recreational opportunities
for their high quality of life in addition to small town
atmosphere and proximity to all the amenities the
metro area has to offer.
Change is the constant in park and recreation trends.
Parkville now faces considerable change – new
leisure and work trends, demographic shifts, and
development interests. The purpose of this planning
effort is to update the 2008 Parkville Parks Plan to
best meet future challenges and take advantage of
new opportunities. The plan offers recommendations
for the community as a whole with focus on the
future of the riverfront.
The plan sets a long-term vision and action plan for
the park system, providing the City of Parkville, a
road map for facilities, maintaining and improving
the system and operations. As in the 2008 plan,
preservation of the natural environment is paramount
while meeting future needs for recreation. This plan
update includes a current parks inventory, provides
a review of land acquisition objectives discussed in
2008, and funding possibilities.
1INTRODUCTION, BACKGROUND &
COMMUNITY PROFILE
Vision Statement
The City of Parkville will enjoy an
accessible, safe and connected
community park system, providing
regionally significant destinations
and preserving and enhancing
Parkville’s unique natural resource
base while maintaining and
creating a variety of unique
recreational activities.
Mission Statement
The City of Parkville will balance
the demand for recreation with the
need for conservation, maintain
park facilities to a high standard,
offer a variety of enjoyable, clean,
safe and accessible recreational
activities and facilities and preserve
natural area.
An important part of the process
was updating the Vision and Mission
as follows:
S ECTION 1 | INTRODUCTION, BACKGROUND, AND COMMUNITY PROFILE2
Community Description
Parkville, with a population of just
over 5,500 is located 10 miles
northwest of downtown Kansas City,
Missouri with the distinct advantage
of direct access to the Missouri River
served by existing park land. The
City is named after George S. Park
who bought the steamboat landing
concession on the Missouri River
from David English in 1838 shortly
after the Platte Purchase from the
Native Americans opened the area
for settlement.
Today, Parkville is known for its
beautiful, natural setting, its antique
shops, art galleries and historic
downtown. It is also home to
Park University. Residents enjoy a
variety of parks and a full service
Community Center owned by Platte
County and operated by the YMCA.
The Parkville Nature Sanctuary
is another source of pride for the
community and provides almost 3
miles of maintained trail and high
quality opportunities to explore,
experience and learn about nature.
The City of Parkville continues
to develop its park system.
Important priorities for residents
include continuing to connect
the community with trails, further
development of Platte Landing
Park and continued vitality of the
downtown. The City has an active
Park Board, committed to making
the system the best it can be.
DEMOGRAPHICS
During the past two and a half decades the City’s
population has remained relatively stable with only
a slight increase in the range of 6%. Interestingly,
the ethnic diversity has increased in that period. It is
difficult to determine if this is real change or the result
of changing trends in self-identification with regard to
race, a trend experienced nationwide.
The City’s population is evenly split between male
and female with an average age of 42.7, slightly
higher than either Platte or Clay Counties, at 38.8 and
37.2 respectively. From the 2000 census to the 2010
census two age groups showed the most change
(Table 1.1):
t Persons age 0 to 4 years decreased by (32%)
t Persons age over 65 years increased by 60%
However, the majority of the population, over 65%,
is and has been between the ages of 18 and 64 with
very little change, 4.28%, from the 2000 census to
the 2010 census. These statistics are important, as
recreation and leisure trends tend to vary by age.
S ECTION 1 | INTRODUCTION, BACKGROUND, AND COMMUNITY PROFILE 3
Table 1.1 Age demographics for the City of Parkville.
Parkville, MO
Overview
2010 Census 2000 Census 2000-2010 Change
Counts Percentages Counts Percentages Counts Percentages
Total Population 5,554 100% 5,226 100% 328 6.28%
Population by Age
Persons 0-4 years 280 5.04% 414 7.92% -135 -32.37%
Persons 5-17 years 1,141 20.54% 1,018 19.48% 123 12.08%
Persons 18-64 years 3,627 65.30% 3,478 66.55% 149 4.28%
Persons 65 years + 506 9.11% 316 6.05% 190 60.13%
4PVSDF64$FOTVT
Racial makeup in Parkville has changed (Table 1.2). Since the population has not changed
dramatically it is likely this is due to a national trend of changes in individual self-selection in
this category rather than real change but it is difficult to say with certainty.
Table 1.2 Racial makeup of population in Parkville.
Parkville, MO
Overview
2010 Census 2000 Census 2000-2010 Change
Counts Percentages Counts Percentages Counts Percentages
Total Population 5,554 100% 5,226 100% 328 6.28%
Population by Race
American Indian and
Alaska native alone
7 0.13% 23 0.44% -16 -69.57%
Asian alone 169 3.04% 63 1.21% 106 168.25%
Black or African
American alone
220 3.96% 205 3.92% 15 7.32%
Native Hawaiian and
Other Pacific native
alone
14 0.25% 45 0.86% -31 -68.89%
Some other race
alone
34 0.61% 38 0.73 -4 -10.53%
Two or more races 139 2.50% 70 1.34% 69 98.57%
White alone 4,971 89.50% 4,782 91.50% 189 3.95%
4PVSDF64$FOTVT
The median household income is $113,652, about double that of the Kansas City Metro Area
($57,056) and higher than either Platte or Clay Counties, at $69,787 and $61,384 respectively.
S ECTION 1 | INTRODUCTION, BACKGROUND, AND COMMUNITY PROFILE4
Looking at Parkville’s population in another
way, ESRI provides summaries through a
product called Tapestry™ which describes
characteristics of different segments. Forty-
eight percent of the population is made up
of three segments:
20% Soccer Moms
Household Type: Married Couples
Housing Type: Single Family
Description: The relative peace of our
affluent, family-oriented neighborhoods
in the outer suburbs provides welcome
relief from our hectic jobs, long commutes,
and busy lives with growing children. Any
minute we can save is critical, so we’re
fans of conveniences such as banking and
shopping online and housekeeping services.
First and second mortgages and car loans
are part of life, but we’re well insured and
building investments such as funds, bonds
and stocks. A variety of mobile devices
such as iPads and smartphones keep us
connected. We’re involved in sports and
outdoor activities such as jogging, biking,
golf, boating and trips to a theme park.
16% Green Acres
Household Type: Married Couples
Housing Type: Single Family
Description: We’re older, self-reliant, married
couples who are still working, but edging
toward retirement. Most of us have no
children living at home. We earn income
from wages and salaries, investments,
and increasingly, Social Security benefits.
Country life is for us, so you’ll find us in the
rural pockets of urban areas, living in older
single-family homes with acreage. Because
our homes are older, we handle maintenance
and remodeling projects ourselves, and own
the proper tools to accomplish the tasks.
Vegetable gardening is a priority. We’re
active in the community and are members of
fraternal organizations and veterans’ clubs.
Even though we’re pessimistic about the
economy, we’re not afraid of carrying some
debt, such as home and car loans. We spend
cautiously, focusing on quality and durability.
Technology isn’t important even though we
shop and bank online, the Internet is primarily
for entertainment.
12% Savvy Suburbanites
Household Type: Married Couples
Housing Type: Single Family
Description: We’re empty nesters or empty-
nester wannabes who still have adult
children living at home in established, owner
occupied, suburban neighborhoods. We’re
well educated, well-read, and well-capitalized.
We research products prior to purchase, and
seek quality instead of price. Technology is
used for everything including communication,
shopping, banking and staying current on the
news. Even though we’re financially secure,
we use a variety of resources for informed
investing. We’re not afraid of debt and may
carry first and second mortgages and a line
of credit. Late-model SUV’s, station wagons,
and minivans may be in our driveways. We’re
foodies and enjoy cooking, natural or organic
products are preferred. We exercise, and buy
top of the line gear for golf and skiing. Good
food and wine and cultural events are also not
to be missed.
S ECTION 1 | INTRODUCTION, BACKGROUND, AND COMMUNITY PROFILE 5
HEALTH
From a health perspective, information is
readily available on the County level only. The
2016 Health Rankings Report released by the
Robert Woods Johnson Foundation lists Platte
County #2 in the State for overall positive
health outcomes. St. Charles County ranked
first.
Areas of strength related to Platte County
health outcomes include:
tA high percentage
of the population
has access
to exercise
opportunities
tNumbers of
uninsured are low
tHighly educated
tHigh ratio of
primary care
physicians
tLow
unemployment
tLow air pollution
tClean drinking
water
Areas to explore or of some concern related to
Platte County health outcomes include:
tThe incidence of adult smoking is
approaching the state average
tThose suffering from obesity is equal to the
state average
tThe percentage of adults reporting
excessive or binge drinking is higher than
the state average
RECREATION PREFERENCES AND TRENDS
In Parkville, as nationwide, recreation and
leisure trends are becoming more complex,
influenced by social and demographic forces.
Activities such as tennis and golf have declined
while new activities have emerged. For
example:
t The fastest growing leisure activity is
walking and fitness walking, enjoyed
primarily by Baby Boomers. This
generation is much more active than their
parents at the same age, but prefers low
impact activities or activities that can
include young children as they experience
grand-parenthood.
tAmong youth, the most popular
activities include anything on
wheels, such as in-line skating and
skateboarding, all-terrain in-line skating
and cycling.
tOrganized league activities for youth
soccer and baseball are still very popular,
having largely replaced the spontaneous
“pickup” games of 30 years ago.
tNew hybrid sports combine elements of
several activities in new ways, e.g. disc
golf.
tThere is increased investment in year-
round facilities – indoor soccer arenas,
ice rinks, indoor playgrounds and water
parks, covered playgrounds, etc.
Shifting patterns and preferences
influencing how people live, work, learn and
play are collected, studied and reported
specifically for Parks and Recreation by
Dr. Ellen O’Sullivan, PHD, CPRP and are
interesting to consider within the context
of Parkville Parks and Recreation. Trends
include:
S ECTION 1 | INTRODUCTION, BACKGROUND, AND COMMUNITY PROFILE6
“Healthy Pleasures” – How could the
pursuit of health become any more
interesting than adding a touch of
“healthy pleasures to people’s lives?
Think of it as good times that are
good for you.
“Brand Stand” – If you want to be
around for 2020, you need to take
a stand as to how and what your
organization represents to and for
consumers. Revisit or refine the
clear, concise, compelling word or
words that enable you to stand out
in the minds of current and potential
customers.
“Millennial Parenting” – No surprise
that millennials are doing what
most other generations did at this
life stage by becoming parents
who intend to raise their children
differently than they were raised.
Helicopter parents give way to
‘drone’ parents. They are around
their children’s world but certainly
not hovering over them.
“Blending and Blurring” – All
segments as to how people live,
work, learn and play have been
subject to a blending of two
previously unrelated concepts or
the inability to separate previously
distinct entities. Consider athleisure
clothing, grocerants, and bleisure.
“Multigenerational Aging” – Shades
of gray are everywhere and not only
are there more, older Americans
than ever before but there are
multiple generations of them. Baby
Boomers at 60 years and the
Greatest Generation at 85 years of
age are not the same.
“Two Tiered (or even tri-tiered) Everything” – It’s
not just on airlines anymore as more services and
experiences have at least two varying levels of what
appears to be the same experience and yes, you pay
for the differences. Even Costco now has two levels
of membership.
“Engaging Experiences Required” – The initial
infusion of experiences into products and services
was perceived as an added edge of promotion
or enticement. Not anymore as experiences are
becoming integral to consumer offerings.
“Play reaches the BIG Time” – The power and pursuit
of play has been circling the edges of becoming
more important in society but now that play is
being recognized by physicians as essential for child
development and required for adults as a means to
a healthy lifestyle, play has now risen to new, more
encompassing heights.
S ECTION 1 | INTRODUCTION, BACKGROUND, AND COMMUNITY PROFILE 7
CONCLUSIONS
Parkville sits in an excellent position in the metropolitan area as a unique park and recreation
partner and provider. Although the population remains relatively unchanged, over half
of the population is between the ages of 18 and 64, most are married couples, many with
children. The income within the City is relatively high however the population and number
of households are small. This limits the potential for raising significant sums of money
through tax initiatives for major improvements and highlights the importance of continued
partnerships with Platte County and others to build facilities and deliver services.
Demand will continue for parks and recreation programs and facilities for families.
However, the growing senior population is likely to require expansion and addition of senior
programming. It is important to continue surveying this segment of the population to assure
their needs are addressed in future facility construction and program initiation.
S ECTION 1 | INTRODUCTION, BACKGROUND, AND COMMUNITY PROFILE8
S ECTION 2 | PUBLIC OUTREACH 9
Vireo facilitated a number of public outreach
engagements in cooperation with the City of
Parkville and Platte County Parks. Nearly 400
participants in total provided input identifying park
priorities, preferences, and needs. A variety of public
engagement formats were employed in order to reach
as many residents as possible including:
tFocus Group discussions
tOn-line questionnaires served across e-mail and
social media
tA public open house
tA booth hosted by the Community Land &
Recreation Board (CLARB) at the City’s 4th of July
event
Information gathered from these engagements
provided guidance and direction for the purposes of
updating the Parkville Parks Master Plan and design
concepts for the Riverfront Parks.
FOCUS GROUPS
A total of 10 focus group discussions included over 50
representatives from the following backgrounds:
tElected officials (City
and County)
tCity Staff
tParkville Park Staff
tCLARB
tPlatte County Parks
Staff
tSchools
tEvent Coordinators
tOlder Adult Programs
tParkville EDC
tDowntown
Stakeholders
tMissouri Dept. of
Conservation
tYMCA
tArmy Corps of
Engineers
tFriends of Platte Co
Parks
tPlatte Land Trust
tNKC Baseball
tRunning Well
t5k Event Coordinator
tNorthland Sports
Alliance
tCycle City
tPlatte County Park
Board
2COMMUNITY INPUT AND IDENTIFIED NEEDS
Throughout discussions the following
three topics regarding the park system
as a whole were consistently raised.
1. Loop Trail completion
2. Trail Connections to Points of Interest
a. North/South Downtown to Parkville
Commons
b. East/West Downtown to Western
Edge
3. Athletic Fields
S ECTION 2 | PUBLIC OUTREACH10
OPEN HOUSE/ONLINE
After conclusion of the focus groups
the findings were taken to the public
at large for review, comment and
prioritization. This was done across
two stages. Stage 1 was an open house
held on April 14th from 5:30-7:30 at the
American Legion on Main Street. Forty
eight (48) people attended this event
and provided feedback participating in
two exercises. Stage 2 was an on-line
open link survey that was distributed via
e-mail, web-links, newsletters, Facebook,
and Twitter. In total 286 respondents
provided feedback on priorities for
Parkville parks. The following are the
top three (3) priorities heard from the
community regarding the park system
as a whole:
01&/)064& ".&3*$"/-&(*0/
1. Complete the Loop Trail
2. Natural areas for passive recreation &
wildlife benefit
3. Improved bicycle/pedestrian access
along Hwy 9
0/-*/&4637&: SFTVMUTUPUIFSJHIU
1. Trails
a. Complete the Loop Trail
b. Improved bicycle/pedestrian
access along Hwy 9
c. Trail connections to the western
edge of the city
2. Natural Areas for passive recreation
and wildlife benefit
3. Athletic Fields
0 50 100 150 200
Natural Areas for Passive Recreation and Wildlife Benefit
Multi-purpose Court(s)
Active recreation in the I-435 corridor
Improved bicycle/pedestrian access along Hwy 9
Complete Parkville “Loop Trail” (Riverfront, Brush Creek,
45 HWY, RT. 9)
Providing a trail on the western city edge to Weston and
Platte City
Splash Park
Camping
Tennis Courts
Sand Volleyball Courts
Multi-purpose Running Track
Improve Access to Parks Overall for Older Adults,
Handicapped, etc.
Bocce Ball
172
137
78
71
42
89
92
41
122
59
76
58
81
111
108
113
93
70
89
106
92
125
36
44
66
72
95
74
95
120
33
99
48
0 50 100 150 200 250 300
Preserve environmentally sensitive areas
Provide Natural Areas for Passive Recreation and Wildlife Benefit
Provide more facilities and programs for younger children
Provide more facilities and programs for teenagers and young adults
Provide more facilities and programs for senior citizens
Provide more events in the Riverfront Parks
Develop multi-use fields for community use at the Riverfront
Develop additional, smaller parks used by neighborhood residents
Fix up existing parks
Buy more parkland in underserved areas
Improve un or underdeveloped parks
Figure 2.01 - On-line survey results; Parks and recreation
facility needs identified by respondents.
Figure 2.02 - On-line survey results; Park priority levels
identified by respondents. Blue equals high, red equals
medium, and green equals low priority.
S ECTION 2 | PUBLIC OUTREACH 11
RIVERFRONT PARKS
Additional community engagement activities were held to gain input from residents and park
users regarding the future of the Riverfront Parks. The results of these efforts are discussed in
Chapter 5 which specifically addresses Riverfront Parks.
CONCLUSION
Recurring comments heard from a broad representation of the community:
tComplete the loop trail
tProvide natural areas for passive recreation and wildlife benefit
tInstall multi-purpose active use fields.
It is also clearly important that preserving environmentally sensitive areas and fixing up existing
parks are important priorities. While it might be assumed that proponents for active recreational
fields and those for natural areas can have somewhat competing agendas, an analysis of
responses from on-line surveys showed that in Parkville the two groups appear to be accepting
of each other. In fact, the community as a whole generally appears very interested in marrying
the two to create a world class park system found nowhere else in the region.
17%
4%
29%
15%
22%
20%
17%
9%
33%
16%
10%
17%
13%
13%
20%
24%
14%
18%
20%
23%
11%
15%
12%
15%
19%
21%
6%
18%
14%
17%
14%
30%
2%
12%
29%
12%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Neighborhood Park
Community Garden(s)
Trail/Greenways
On-road Cycling/Bicycle Friendly Streets
Multi-use Fields for Community Use
Natural Areas for Passive Recreation and Wildlife Benefit
Very Important
Important
Somewhat Important
Somewhat Not Important
Not Important
Not Important At All
Figure 2.03 - On-line survey results; Types of facilities that best serve community needs.
S ECTION 2 | PUBLIC OUTREACH12
S ECTION 3 | MAINTENANCE MANAGEMENT ASSESSMENT 13
3
This assessment is created for two purposes:
t To evaluate the current level of maintenance of the
Parkville park system.
t To determine if the current level of maintenance is
adequate or if it should be improved.
Ultimately, the level of maintenance must support the
Vision and Mission that is presented in the new Master
Plan as well as that of the City. In 2015 the Mayor
and Board of Aldermen identified parks as one of the
critical success factors to achieving the City’s vision. In
addition, the long term priorities identified for Parks
include establishing it as a stand-alone department
and increasing staff resources to maintain all new park
areas. That support must include adequate resources in
its operating and capital budgets for staff, equipment,
and supplies to succeed.
GUIDING PRINCIPLES
The guiding principles are the foundation upon which
all recommendations in this report are linked. They are
as follows:
t The level of maintenance that exists in the park
system is directly related to the resources available.
t The most acceptable level of maintenance is one
that:
tProvides Safety & Security
tIs approved by citizens-at-large, the Board of
Aldermen, and Administration
tAllows the community to implement its Vision
and Mission
ASSESSMENT METHODOLOGY
Six categories were analyzed to assess Parkville’s level
of maintenance within the Parks Department:
tSuperintendant’s perception of citizen and
stakeholder satisfaction
tOn-site observations
tMaintenance Type (preventive, cyclical, corrective)
tMaintenance Mode (intensity of
maintenance operations)
tFunction and Frequency of
Maintenance
tBenchmarking Comparisons
SUPERINTENDANT’S PERCEPTION
The Superintendent of Parks was
asked for his opinion about how
others (Mayor, Parkville Board of
Aldermen, CLARB, citizens-at-large,
City Administrator, Director of Public
Works) would rate the maintenance
quality of the park system. Clearly,
this is a difficult position for the
Superintendent to be placed in;
however, he is the first to know of
issues in the system that generate
negative feedback from others,
thus his opinion provides a valuable
insight. Using a scale of 0 to 10
with 10 being the highest standard,
the Superintendant’s perception is
that others would rate the quality of
maintenance in Parkville Parks at an 8.
MAINTENANCE MANAGEMENT ASSESSMENT
S ECTION 3 | MAINTENANCE MANAGEMENT ASSESSMENT14
MAINTENANCE TYPE
Three maintenance types were evaluated: Preventive, Cyclical, and Corrective. Park staff
organizes its work in both the cyclical and preventive categories. Predictable maintenance
functions such as those related to irrigation and fountain upkeep are addressed on a scheduled
basis, thus embracing both the cyclical (annual) approach as well as the preventive approach. The
outcome is that there are minimal corrective actions required during the year.
Preventive – The goal of Preventive Maintenance is to schedule routine actions on each asset that
is to be maintained so that larger problems are prevented.
Cyclical – Generally is defined as the maintenance action on a key element of an asset that will need
replacement or refurbishment one or more times during the life of the asset.
Corrective – Corrective Maintenance is the last type of repair action. Equipment may break down
before it is scheduled to be replaced. Generally speaking, corrective repairs should be a relatively
small part of the maintenance time. Corrective repairs are a signal that something is not working.
MAINTENANCE MODE
There are four maintenance modes as described below and against which Parkville was evaluated.
These maintenance modes, developed by the National Recreation and Parks Association (NRPA),
express varying levels of care for all parks maintenance functions. The national benchmark for
dollars spent per acre is shown to the right of each maintenance mode. These figures are based
on nationwide data provided by the NRPA through their PRORAGIS database.
Table 3.1: Maintenance level description and national benchmark of dollars spent per acre
Mode Description
National Benchmark
(Dollars per Acre)
Mode 1 High level maintenance usually associated with high traffic areas such as those around the perimeter of
buildings and most heavily used parks $6,000
Mode 2 High level maintenance associated with well-developed park areas with reasonably high visitation $4,500
Mode 3
Moderate level of maintenance associated with locations with moderate to low levels of development,
moderate to low levels of visitation, or with agencies that due to budget restrictions, cannot afford a higher
level of maintenance
$3,400
Mode 4 Moderately low level of maintenance associated with low level of development, low visitation, undeveloped
areas or remote parks $1,800
Parkville currently spends $1,424 per acre on park maintenance. This is lower than the national
benchmark for a Mode 4 (or lowest) level of maintenance. While the department may be funded
below the lowest level of maintenance, on-site observation and further discussions with park staff
suggest that Parks is operating at a higher level of maintenance, perhaps as high as Mode 2. The
fact that the maintenance facility is located in the largest park, which represents 80% of the total
park system, contributes considerably to the Department’s efficiency. In addition, the dedication
of current park staff to provide the best service they can with the resources currently available
largely accounts for higher levels of maintenance than the dollars spent would indicate.
S ECTION 3 | MAINTENANCE MANAGEMENT ASSESSMENT 15
MAINTENANCE FUNCTIONS AND FREQUENCIES
Frequency of maintenance is determined by resources, staff efficiency, and citizen expectations.
Currently, the city of Parkville has not adopted a formal park maintenance plan. This would
provide the information necessary for the Department to better work with community leaders,
aligning budgeted resources with maintenance level expectations. An important piece of the plan
would be implementing a new project work order system whereby the Department has the ability
to track current man hours needed to maintain the system. This would give the base information
necessary to calculate additional resources needed to elevate overall maintenance functions.
Detailed below in Tables 3.2 and 3.3, are staff’s calculations of the man hours available for current
tasks and the gap that exists between what is available versus what is needed:
Table 3.2: Curr ent Maintenance Functions and their Maintenance Frequency.
Function
Current Monthly
Man Hours
Maintenance Frequency
(weekly, monthly or annually)
Additional Monthly
Hours Needed
Administration 65 Daily 10
Building maintenance 6 As needed 16
Equipment/vehicle maintenance 16 As needed 12
Facility maintenance 8 Monthly 10
Flower maintenance 16 As needed 10
Mowing/Grounds maintenance 210 Daily 160
Right-of-Way Mowing 50 Weekly
Athletic Field Maintenance 60 Daily 20
Herbicide application 24 Monthly 32
Irrigation 10 As needed
Weedeating 55 Daily 40
Right-of-Way Weedeating 35 Weekly
Recreation equipment 10 Monthly 20
Restroom maintenance 30 Daily 20
Snow removal As needed
Training 16 Monthly 20
Trash pickup 55 Daily 20
Tree care/removal 40 As needed 25
Lighting 4 As needed 6
Setup for Special Events 20 Monthly (April thru October) 30
City Hall landscape maintenance 12 Monthly 12
Fall Cleanup 20 Annually
T O T A L 762 463
S ECTION 3 | MAINTENANCE MANAGEMENT ASSESSMENT16
Table 3.3: Current and Future Maintenance Functions and their Maintenance Frequency for Platte
Landing Park.
Function
Current Monthly
Man Hours
Maintenance Frequency
(weekly, monthly or annually)
Additional Monthly
Hours Needed
Administration 16 Daily 8
Equipment/vehicle maintenance 10 Weekly 2
Wetland maintenance 24 As needed 20
Mowing/Grounds maintenance 40 Weekly 8
Herbicide application 24 Daily 10
New Athletic fields 0 Daily 90
Irrigation (if new fields are irrigated) 0 Weekly 8
Weedeating 30 Daily 20
Recreation equipment
(new playground)0 Weekly 8
Restroom maintenance 16 Daily 2
Trash pickup 18 Daily 8
Tree care/removal 16 As needed 8
Boat ramp maintenance 4 Bi-weekly 0
T O T A L 198 192
Table 3.4: National Medians Benchmarks
Parkville National Median What does it mean?
Annual budget for capital maintenance,
maintenance equipment and asset
depreciation
$192,000
(Average 2013-2016)
High performing agencies develop
a percentage of their total assets
to be budgeted annually for capital
improvements
Reinvest in capital maintenance on
an recurring annual basis at a deter-
mined acceptable percentage
Expenditures per resident
(Total park budget / population)$64.00 $85.84
Parkville spends about 25% less
than the national median on a per
resident basis
Budget per acre of maintained area
(total park budget / total maintained
area)
$1,424 Detailed above in the maintenance
level table
Resources should match determined
acceptable maintenance mode(s)
Park acres per 1,000 residents 45.0 10.6
The proportion of parkland to the
population supporting it. Parkville
maintains over 4 times more park-
land on a per 1,000 residents basis
than the national median.
Number of Full-Time Equivalent (FTE)
employees (includes both full & part
time staff)
7
13.9
(Agencies which maintain 250 or less
acres)
Parkville has about 7 less FTE
employees than the national median
for agencies maintaining the same
amount of parkland.
S ECTION 3 | MAINTENANCE MANAGEMENT ASSESSMENT 17
Summary
Based on the totals provided by staff in Tables 3.2 and 3.3, there is a total gap of 655 hours
needed monthly to accomplish the tasks that should be completed to maintain the park system at
the Department’s current operating maintenance mode and assuming both current and proposed
improvements. Analysis of this gap reveals the following:
t35% of the total gap, or 228 hours, is attributed to mowing and weedeating functions.
t24% of the total gap, or 160 hours, is the result of one of unfilled seasonal position.
t19% of the total gap, or 126 hours, is attributed to general maintenance functions.
t16% of the total gap, or 110 hours, is attributed to athletic field maintenance.
t6% of the total gap, or 41 hours, is attributed to other various tasks and duties such as
administration, seasonal, and special events support.
The development of Platte Landing Park has added and will continue to add significant
maintenance responsibilities to the Park Department. This addition of 130 acres to the park
system as well as the vision to develop new multi-purpose athletic fields, baseball fields, wetlands,
and other amenities will require new resources beyond the current budget to maintain the current
operating Maintenance Mode. According to maintenance staff, Platte Landing Park alone accounts
for about 30% of the gap in maintenance resource needs.
Analysis of how the Department compares to national medians (shown in Table 3.4) suggests
that the needs identified in tables 3.2 and 3.3 are warranted. This is especially evident considering
that Parkville maintains over four (4) times the amount of park acreage than the national median
on a per 1,000 residents basis, yet operates with half, or less than half, of the number of full-time
equivalent employees than jurisdictions maintaining the same amount of park land. Parkville, by
comparison, spends about $22 less per resident than the national median for agencies serving
populations with less than 20,000 people.
Current Capital Maintenance Needs
Discussions with the Superintendent of Parks resulted in identification of a number of capital
needs. Those needs are captured below in Table 6 and have been included in the Capital
Improvement Plan (CIP).
Table 3.5: A list of current capital and deferred maintenance needs
*UFN "QQSPYJNBUF$PTUGPS3FQMBDFNFOU3FQBJS
Drill Seeder 5,000
Zero Turn Mower 17,500
6 Series Tractor w/ Turf Tires 30,000
Brush hog mower attachment 19,500
Storage / Maintenance Facility 75,000
Chipper 20,000
T O T A L $167,000
S ECTION 3 | MAINTENANCE MANAGEMENT ASSESSMENT18
FINDINGS AND RECOMMENDATIONS
#1 – MAINTENANCE MANAGEMENT PLAN
RECOMMENDATION
The City should create and formally adopt a Park Maintenance Management Plan (PMMP). A
PMMP would provide the community with the data it needs to manage the park system as an
important business component of the overall City budget. In outline form, the formal plan would
include the following key components:
tThe philosophy of managing the system for cyclical and preventive maintenance and when
each is appropriate for Parkville
tPark and asset inventory (included with this plan as a starting point)
tIdentification of maintenance activities and maintenance mode expectations for each based on
identified the level of service standards.
tWork load distribution
tStaffing requirements to complete each activity that has been identified
tMaintenance schedules on a daily, weekly, monthly, and annual basis
tDefined maintenance modes to be achieved along with a coordinating diagram (example
below)
Level 1 Maintenance Mode: (5 acres) All front door high traffic areas.
Level 2 Maintenance Mode: (80 acres) All athletic fields, active recreation and riverfront areas.
Level 3 Maintenance Mode: (50 acres) All wetland and passive recreation areas.
Level 4 Maintenance Mode: (80 acres) All areas not otherwise designated at a higher level.
S ECTION 3 | MAINTENANCE MANAGEMENT ASSESSMENT 19
#2 – LEVEL OF MAINTENANCE GAP
There is a gap between the available resources for
current maintenance requirements and the resources
needed to accomplish them. All of the data in Tables
3.2 and 3.3 is based on six positions:
tSuperintendent position
t2 full-time positions
t3 seasonal positions
The Parks Department has been budgeted for an
additional seasonal position which would result in a
total of four seasonal positions once the position is
filled.
As previously mentioned, analysis of how the
Department compares to national medians (shown in
Table 3.4) suggests that the needs identified in Tables
3.2 and 3.3 are warranted.
RECOMMENDATION #2a
Seek support from City Administration and the Board
of Aldermen to close the gap.
1. Fill the open seasonal position and add three
(3) additional seasonal positions. While this still
falls short of meeting the national norm, it will
fill the identified gap and begin to position the
Department to adequately and efficiently take on
additional park improvements.
2. Increase the operating budget by $22 per resident
to match the national median. This equates to
about $120,000 per year in additional funding.
RECOMMENDATION #2b
Out-source mowing of rights-of-way to help close the
gap. Currently right-of-way mowing and weed eating
accounts for about 10% of Park’s total man hours.
Outsourcing could be on an as-workload-demands
basis. When resources fall short of the workload
demand to maintain the identified standards, Parkville
should outsource mowing of rights of way and non-
park properties. Outsourcing right-of-way mowing
and weed eating will free-up 85 hours per month for
existing staff to devote to other maintenance activities.
#3 – WORK ORDER SYSTEM
The Department does not have access
to a commercial software program
designed as a work order system. The
work order system would allow the
Department to manage all aspects of
its operations and provide data to be
used for analytical purposes. Accurate
data can greatly improve the allocation
of resources.
There are several vendors of work
order systems designed specifically
for municipal park departments.
Acquisition software costs range
between $4,000 and $6,000 with
an additional one-time cost of
approximately $1,000 for training.
Monthly fees are assessed after one
year and typically range between $300
and $500 per month. Popular vendors
are:
tManagerPlus
tCityWorks
tTrims
tMainTrac
RECOMMENDATION
The City of Parkville should acquire
and implement a commercial work
order system. When implemented, the
system will:
tTake the guess work out of capturing
the quantifiable data needed to
respond to questions from citizens-
at-large, administration, Board of
Aldermen and others
tCapture the man hours and other
resource requirements needed to
maintain the system
tSchedule work
tCollect data
tValidate operating and capital
budget requests
S ECTION 3 | MAINTENANCE MANAGEMENT ASSESSMENT20
#5 – FORMAL PARTNERSHIP POLICY
The Department has entered into various
partnerships from time to time, but does not
actively seek out partnerships as part of its
current culture. Considering the wealth and
variety of amenities Parkville parks have to
offer a variety of community groups and the
Department’s relatively limited resources,
actively pursuing partnerships could prove
integral to closing the maintenance gap and
promoting the unique assets that Parkville
parks have to offer.
RECOMMENDATION
Encourage a Departmental culture that actively
seeks partnerships within the community that
are mutually beneficial. Notify the public of
the Department’s interest in doing so and see
what kind of community interest is generated.
Review proposals for doing so and when it is
determined to be mutually beneficial, clearly
define the parameters surrounding the nature
of the partnership including responsibilities of
all parties and the expectations of the outcome
of the agreement. Agreements should include
the following:
tContact information
tDate when the agreement will be reviewed
on an annual basis
tGoals for each partner and assurance that
they are mutually beneficial
tDollar value of contributions by each partner
tExpected/projected revenue
tHow best to communicate
tInsurance requirements
tAgreement terms
tApproved signatures of each partner
#4 – EQUIPMENT RENEWAL PROGRAM
The Department does not have a defined
equipment replacement program outside of
identifying capital needs when equipment
wears out. The combination of undependable
equipment, a small staff, and a gap
between maintenance requirements and
available resources is not a good formula
for the provision of an acceptable level of
maintenance.
RECOMMENDATION
The City should create and formally adopt an
automated equipment review program. For
each piece of equipment a determined review
period would be identified. When a piece of
equipment approaches the determined review
horizon an assessment would be made by the
Superintendant regarding the immediacy with
which its replacement should be identified as a
capital need.
S ECTION 3 | MAINTENANCE MANAGEMENT ASSESSMENT 21
S ECTION 3 | MAINTENANCE MANAGEMENT ASSESSMENT22
S ECTION 4 | PARK INVENTORY ASSESSMENT 23
NW87 Ter
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Beech
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ay N
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PL AT T E
L A N
D
I N G
P A R K /E N G L I S H L A N D I N G P A R K 5 M I L E S E R V I C E R A D I U S
PARKVI LLE
NATURE
S A N C T U A R Y 3 M I L E S E R V I C E R A D I U S
NEIGHBORHOOD PARKS
1/4 MILE SERVICE RADIUS
4PARK INVENTORY ASSESSMENT
The purpose of this assessment was to take the
pulse of the quality and condition of Parkville
parks and establish a Level of Service (LOS) or
standard by which all parks could be measured.
First, each park was evaluated as a whole.
Criteria assessing the Accessibility, Character,
Connectivity, and Usability of a park were
scored. Second, the amenities in each park
were evaluated in terms of their accessibility
and condition. The product of park qualities
and the condition of amenities within each
established a LOS. For the purpose of this
Plan, level of service ratings are identified as
Above Average, Average, and Below Average as
an expression of each park’s service compared
to the park system as a whole. Finally, the
geographic area served by each park was
also assessed. The map below illustrates
the reach of each park as a function it’s LOS.
Generally accepted reaches (1/4 to 1/2 mile for
neighborhood parks, 3 miles for Community
Parks, and 5 miles for Regional parks) are
enhanced by parks with better qualities and
with amenities that are in better condition. Also
evident in this map are areas of the community
that are under served by parks. The following
pages include cut sheets with results of the
assessment for each park. Each cut sheet
includes a description, inventory of amenities,
LOS assessment, achievement towards previous
recommendations, and new recommendations.
Accomplished P3 recommendations are
identified with strike-through text.
S ECTION 4 | PARK INVENTORY ASSESSMENT24
DESCRIPTION
English Landing Park is a 68 acre
facility with amenities including: 3 miles
of walking trails, a large playground
area, a boat ramp, picnic shelters,
sand volleyball court, and a disc golf
course. This park is sure to satisfy
anyone wanting to take advantage
of the great outdoors. The park, with
its scenic walking trails that closely
parallel the winding Missouri River,
is like none other in the metro area.
English Landing Park attracts a wide
variety of users from bicyclists to
walking or running enthusiasts; there is
a recreation opportunity for all to enjoy.
Photo: Riverfront Trail Image: 2015 aerial
INVENTORY OF AMENITIES
Playgrounds 2
Trails (limestone screenings) 3 miles
Boat Ramp 1
Sand Volleyball courts 3
Soccer Fields 1
Baseball Fields 3
Picnic Shelters 3
Stage 2
Disc Golf 18 holes
Open Green 2 acres
RV Hookups (For Events Only) 18
Restroom 1
ENGLISH LANDING PARK
LEVEL OF SERVICE: ABOVE AVERAGE
English Landing Park has a fairly high level of service
value as the result of existing park qualities and
relatively good condition of amenities.
Accessibility: Has parking, ADA accessible routes,
visible park signage and mostly clear sight lines.
Character: Large canopy trees offer shade throughout
the park, the park has lighting along the waterfront as
well as seating opportunities and spectacular views of
the park’s natural beauty and Missouri River.
Connectivity: Walks and trails connect to Platte
Landing Park, Sullivan Nature Sanctuary and Downtown
Parkville.
Usability: Current amenities include 3 miles of walking
trails, a restroom, large playground area, a boat ramp,
picnic shelters, sand volleyball courts, and disc golf.
Condition & Accessibility of Amenities: Amenities are
well maintained and easy to access with little to no
constraints. However, parking could be located closer to
amenities.
ENGLISH
LANDING
PARK
MA
I
N
S
T
.
NW RIVER R
O
A
D
PARK
UNIVERSITY
9 HWY
MISSOURI RIVER
S ECTION 4 | PARK INVENTORY ASSESSMENT 25
Image: 2016 future concept
CURRENT RECOMMENDATIONS
t&YUFOEWFIJDVMBSBDDFTTBOE
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SJWFSGSPOU
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XBMLTBOEUSBJMT
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PROGRESS TOWARDS P3 RECOMMENDATIONS
4USJLFUISPVHIUFYUJOEJDBUFTDPNQMFUJPO
tIdentify areas of
environmental
significance (wetlands,
sensitive species
and habitat) to be
fully protected from
development.
tExplore options for
multiple users at Grigsby
Field.
tMake a grand entrance
to park at ball field #1.
tUpgrade rest rooms.
tAdditional shelters.
tConvert current boat
ramp into a fishing pod.
tFrisbee golf area in
English Landing Park.
tFitness or stretching
area at park entrance
tOverlook to river at the
end of Main Street.
tTennis.
tBasketball courts.
tWater splash fountains.
tPreserve riverfront green
space.
tExpand Trail system.
CURRENT PROJECTS STATUS
tRestroom rehab completed in 2016
S ECTION 4 | PARK INVENTORY ASSESSMENT26
DESCRIPTION
Platte Landing Park is a cooperative
effort between Platte County and the
City of Parkville. The first phase of the
new 130 acre park is complete. The
Park includes 2 miles of trails, Platte
County’s first off-leash area for dogs,
and a new boat ramp into the main
channel of the Missouri River.
INVENTORY OF AMENITIES
Trails (limestone) 2 miles
Boat Ramp 1
Dog Park 1
Restroom 1
PLATTE
LANDING
PARK
ENGLISH LANDING
PARK
PARK
UNIVERSITY
NW RIVER R
O
A
D
9 HWY
MA
I
N
S
T
.
Photo: Dog Park Image: 2015 aerial
LEVEL OF SERVICE: ABOVE AVERAGE
Platte Landing Park has a high level of service value as
the result of existing park qualities and relatively new
amenities.
Accessibility: Has parking, ADA accessible routes,
visible park signage and clear sight lines into most
areas of the park.
Character: Large canopy trees offer shade along the
waterfront; there is no lighting in the park nor seating
opportunities, but there are Interesting views and
potable water access at the dog park and boat ramp.
Connectivity: Walks and trails connect to English
Landing Park, Sullivan Nature Sanctuary and
downtown Parkville.
Usability: Amenities are available including a boat
ramp access to the Missouri River, an off-leash dog
park, and 2 miles of pedestrian trails.
Condition & Accessibility of amenities: Amenities
are relatively new and easy to access with little to no
constraints.
PLATTE LANDING PARK
MISSOURI RIVER
S ECTION 4 | PARK INVENTORY ASSESSMENT 27
PROGRESS TOWARDS P3 RECOMMENDATIONS
4USJLFUISPVHIUFYUJOEJDBUFTDPNQMFUJPO
tCollaborate with
Platte County and
the United States
Corps of Engineers
to the acquisition of
conservation land.
tDevelop soccer fields, a
boat ramp and parking.
tExpand baseball or
softball fields.
tCollaborate with
Platte County Parks
and Recreation on
the development and
maintenance of the 130
acres of land purchased
by Platte County in
2008.
tTake advantage of
donated services.
tExpand trail system.
CURRENT RECOMMENDATIONS
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Image: 2016 future concept
CURRENT PROJECTS STATUS
tWetland project in coordination with
the Army Corps. of Engineers and
Platte County.
tCurrently in the design stage
complete to the 35% Construction
Document level.
tArmy Corps of Engineer review
processes are expected to be
complete by the end of 2016.
tPartnership agreement between
the County and the U.S. Army
Corps. of Engineers (USACE) is
being formalized.
tConstruction is currently
anticipated to be completed in
2018.
S ECTION 4 | PARK INVENTORY ASSESSMENT28
POCKET PARK
DESCRIPTION
Located in the downtown historic
district, Pocket Park is a central
gathering location. The unique
downtown ambiance has a magnetic
draw to all those who may pass by.
INVENTORY OF AMENITIES
Overlook 1
Seating Area 2
Small Plaza Space 1
LEVEL OF SERVICE: AVERAGE
Pocket Park has an average level of service value and
serves as a minimum standard by which all parks should
be compared. While updates and improvements have
been made more can be done to update this park.
Accessibility: Has parking, ADA accessible routes,
and mostly clear sight lines with the exception of a
mezzanine level gathering space. However, there is no
clearly visible park signage.
Character: An urban gathering space centrally
located in the downtown core with shade, interesting
landscaping, lighting, seating, drinking fountain and
interesting views.
Connectivity: Centrally located in the downtown core
with sidewalks that connect to the Riverfront parks.
Usability: Current amenities include a small plaza area
with two gathering spaces terraced above.
Condition & Accessibility of Amenities: Amenities
on the ground level are relatively new while the
wood decking, stairs and metal railings on the upper
terraced gathering spaces are in need of repair.
PROGRESS TOWARDS P3 RECOMMENDATIONS
4USJLFUISPVHIUFYUJOEJDBUFTDPNQMFUJPO
tImprovement of current facilities and maintaining the
existing character.
tPreserving the wooden deck.
tUpdate landscaping.
CURRENT RECOMMENDATIONS
t3FQMBDFXPPEEFDLJOH
t6QEBUFMBOETDBQJOH
t3FQBJOUNFUBMSBJMJOHTBOEFOTVSFTUBCJMJUZ
CURRENT PROJECTS STATUS
tNone.
POCKET
PARK
MA
I
N
S
T
.
EAS
T
S
T
.
9 HWY
NW RIVER
R
O
A
D
S ECTION 4 | PARK INVENTORY ASSESSMENT 29
WATKINS PARK
LEVEL OF SERVICE: BELOW AVERAGE
Bruce Watkins Park has a below average level of service
value primarily due to its tired amenities.
Accessibility: Has parking, ADA accessible routes, and
clear sight lines to all areas of the park.
Character: A neighborhood park that abuts a wooded
area with a creek creating shade and interesting
views. The park does not have lighting, but does have
seating.
Connectivity: The park is nestled in a fairly low
density area of single-family homes but there are no
sidewalks connecting them to the park.
Usability: Current amenities include a small shelter
with a picnic table, a basketball goal on a small court,
asphalt walking trail, swing, and rocker play equipment
Condition & Accessibility of Amenities: All amenities
are fairly accessible but are in need of repair.
PROGRESS TOWARDS P3 RECOMMENDATIONS
4USJLFUISPVHIUFYUJOEJDBUFTDPNQMFUJPO
tImprovement of current facilities and maintaining the
existing character.
tUpdate signage.
CURRENT RECOMMENDATIONS
tReplace play areas with updated equipment which
accommodates a wider demographic.
tRepair asphalt trail.
tReplace shelter.
tConsider the potential for raised bed community
gardens - interest to champion this expressed by a
Main Street resident during public engagement.
CURRENT PROJECTS STATUS
tNone.
INVENTORY OF AMENITIES
Trails (asphalt) 0.10 miles
Picnic Shelter (small) 1
Swing (2-5 yr olds) 1
Play Equip. (2-5 yr olds) 1
Basketball Goal 1
DESCRIPTION
Watkins Park was donated on behalf
of the Watkins family in honor of Bruce
Watkins, a prominent citizen and
former Kansas City council member.
Features include a picnic shelter,
basketball goal, a small oval trail and an
area for horseshoes.
WATKINS
PARK
9 H
W
Y
ELM S
T
.
WE
S
T
S
T
.
11TH ST.
W 12TH ST
.
MA
I
N
S
T
.
S ECTION 4 | PARK INVENTORY ASSESSMENT30
ADAMS PARK
LEVEL OF SERVICE: BELOW AVERAGE
Adams Park has a below average level of service
value as the result of existing park qualities and a few
relatively tired amenities.
Accessibility: There is no parking, ADA accessible
routes, or walks connecting to the park. However, sight
line visibility is clear throughout the extent of the park.
Character: A neighborhood park that abuts residential
properties. The park does not have lighting, but does
have shade and seating. New landscaping is under
construction.
Connectivity: The park is nestled in an area of single-
family homes but there are no sidewalks connecting
them to the park.
Usability: Current amenities include a small shelter
with a picnic table and a small open green space
Condition & Accessibility of amenities: Amenities are
in fair condition. The green space at the lower area
of this terraced park needs to be established with
grass and the concrete pad under the shelter and walk
leading to it needs to be replaced. The shelter needs
to be replaced as well.
PROGRESS TOWARDS P3 RECOMMENDATIONS
4USJLFUISPVHIUFYUJOEJDBUFTDPNQMFUJPO
tImprove current retaining wall
tUpdate landscaping
tUpdate signage
CURRENT RECOMMENDATIONS
tReplace the concrete pad under the shelter and the
walk leading to it.
tReplace shelter and seating underneath
tConsider the potential for raised bed community
gardens
CURRENT PROJECTS STATUS
tNone
INVENTORY OF AMENITIES
Picnic Shelter (small) 1
DESCRIPTION
Adams Park is a mini-neighborhood
park located just off Main Street at
the intersection of 13th and Walnut
streets. The park land was donated
in 1977 by Joan Adams Mondale, wife
of Vice-President Walter Mondale, in
memory of her grandparents Dr. and
Mrs. Charles Ryan Adams. Water and
electricity are not available.
ADAMS
PARK
MA
I
N
S
T
.
E. 12TH ST.
W. 13TH ST
.
11TH ST.
ELM
S
T
.
PLATTE
COUNTY
HEALTH DEPT.
WA
L
N
U
T
S
T
.
9 H
W
Y
S ECTION 4 | PARK INVENTORY ASSESSMENT 31
BRUSH CREEK TRAIL
DESCRIPTION
This is a proposed new park on the western edge of the city.
Growth trends suggest this is the area where future development
will occur and an analysis of the parks system shows a gap
in service here. A shared use path along Brush Creek will
significantly contribute to the Loop Trail planned for in the 2008
P3 Parks Master Plan and the 2009 Parkville Master Plan.
PROGRESS TOWARDS P3 RECOMMENDATIONS
tDevelop parks in undeserved areas, particularly in the northern
and western parts of Parkville.
tPursue land purchases or donations for regional parks in these
areas:
tI-435/45 Highway Corridor.
tAcquire natural areas through land dedications and
coordination with public and/or private entities.
tCreate and maintain a variety of trail types that provide.
Connectivity throughout the park system and community.
tExplore opportunities for trail connections to the MetroGreen
40-mile loop trail system.
CURRENT RECOMMENDATIONS
tPursue land purchases or donations acquiring natural areas
along Brush Creek.
tDevelop a trail along Brush Creek creating a scenic Greenway.
This will provide a connection along the I-435/45 HWY corridor
and will contribute towards completing the Parkville Loop Trail
as well as regional connections identified in the MetroGreen
Plan.
BRUSH
CREEK
GREENWAY
45 HWY
PARMA
WOODS
SHOOTING
RANGE &
OUTDOOR
EDUCATION
CENTER
NW RIVER ROAD
I-4
3
5
S ECTION 4 | PARK INVENTORY ASSESSMENT32
S ECTION 5 | RIVERFRONT PARKS 33
Re-examination of community priorities for the
Riverfront Parks was an important component to this
Master Plan. The need for this arrived from concerns
by City officials that the adopted Platte Landing
Park Master Plan was not in accordance with what
was actually built. The process to determine current
priorities involved discussions with City and County
staff, CLARB, focus group discussions with key leaders
and various park user groups, public open houses,
and on-line open-link surveys disbursed through social
media.
Throughout the process the combination of input
from related planning documents (including: Vision
Downtown Plan, Route 9 Corridor Study, Platte County
Parks Master Plan, Livable Community Study, Sports
Complex Report, Flood Protection Study) and input
from the community guided design of a new Riverfront
Parks concept.
The following pages describe the process and what was
learned along the way.
5RIVERFRONT PARKS
S ECTION 5 | RIVERFRONT PARKS34
PHASE 1 - REVIEW OF PLAN DOCUMENTS
Vision Downtown Plan
The Vision Downtown Plan has specific com-
mentary related to the Riverfront Parks and
how they should be integrated with the down-
town core. This plan provides a concept of how
the City might design the transition space from
downtown into the park (Fig. 5.01)
ROUTE 9 CORRIDOR STUDY
This plan identified barriers to the Riverfront
Parks and trails as well as recommended po-
tential future land use, sidewalks and trails. The
railroad tracks present the greatest constraint
and limit access to two locations (Main and
East Streets). This study recommends an at-
grade crossing through a new intersection at 1st
Street.
FLOOD PROTECTION STUDY
This study addressed issues related to the fact
that the Riverfront Parks exist in a floodway.
Several preventative options were explored
including a concrete wall (red line in Fig. 5.02),
and a bermed levee trail along the river.
SPORTS COMPLEX REPORT
This study investigated the feasibility of a
sports complex on the west side of town along
I-435. The study essentially concluded that
a national soccer tournament level complex
would not be profitable, but an eight-field
complex with synthetic all-weather turf could
adequately support the region.
MULTI-MODAL ACCESS AND LIVABLE
COMMUNITY STUDY
This plan identified routes of travel as well as
opportunities for enhancement of pedestrian
routes, wayfinding, parking, and open space.
The plan suggests that a combination of ele-
ments including wayfinding directional signs,
sidewalk enhancements and a series of gate-
ways to the Farmer’s Market and park trails in
conjunction with increased parking efficiency
may help to create a greater sense of place
while linking various Downtown locations
(Fig. 5.03).
E 2nd Street
E 1st Stre
e
t
Ma
i
n
S
t
r
e
e
t
Ea
s
t
S
t
r
e
e
t
UV9
Corporation and its data suppliers
Figure 5.01
- Proposed
Downtown
Core/Park
Transition Area
Redevelop-
ment Concept:
Vision Down-
town Plan
page 61.
Figure 5.02 - Recommended floodway protec-
tion wall: Flood Protection Study.
Figure 5.03 - Birds Eye view vision for down-
town/park transition: Livable Community Study.
S ECTION 5 | RIVERFRONT PARKS 35
PHASE 2 - FOCUS GROUPS
Discussions were held with a variety of City
and County elected officials, City and Coun-
ty staff, key leaders in the community, and
various park user groups. In total over 50
people representing over 20 different back-
grounds participated in preliminary discus-
sions. The results of these discussions guid-
ed future phases and informed the process
by identifying key priorities for public input.
There was a clear and consistent message
that resulted from these discussions and the
top three (3) priorities were:
1. CONNECTIVITY between downtown
and the park
2. RECREATION and HABITAT integrated
together
3. PARKING
30 days via social media, e-mail, and web-
site links. Questions in the survey took cues
from what was learned during focus group
discussions. The responses from this survey
guided development of preliminary design
concepts (Fig. 5.05). A total of 286 respon-
dents participated. See Appendix A.
What we heard from the open house:
1. Natural areas for passive recreation and
wildlife benefit
2. Veteran’s memorial
3. Nice rest rooms
What we heard from the on-line survey:
1. Nice rest rooms
2. Natural areas for passive recreation and
wildlife benefit
3. Multi-Use recreational fields
Figure 5.04 - Photos from the April 14th Open
House held at the American Legion.
Figure 5.05 - Results of the on-line survey; Pref-
erences for future Riverfront Park Amenities.
PHASE 3 - PUBLIC INPUT
A public open-house was held on April 14,
2016 (Fig. 5.04) at the American Legion on
Main Street. Forty eight (48) participants
attended this event and provided input on
amenities they would like to see in the River-
front Parks in the future. Participants placed
dots on images provided to indicate the
three (3) amenities most important to them.
At the open house participants were also
asked to take an on-line survey.
An online survey was open to the public for
60.4%
13.1%
20.5%
6.0%
29.7%
11.0%
18.7%
23.0%
33.6%
11.7%
9.2%
21.6%
15.2%
18.7%
0.0% 20.0% 40.0% 60.0% 80.0%
Nice Restroom at the Riverfront
Provide Safer Pedestrian Entry to
the Riverfront over the Railroad
Tracks
Improved Lighting in the Riverfront
Parks
Veteran’s Memorial
Multi-use Fields for Community Use
at Riverfront Park
Additional Parking at Riverfront Park
Dock Facilities for Parking Boats at
Riverfront Park
Construct a Riverfront Plaza at the
end of Main Street
Natural Areas for Passive
Recreation and Wildlife Benefit
A Weather Protected Performance
Space at Riverfront Park
A West Entry to Riverfront Park
Improve/Relocate Farmer’s Market
Improve Access Within Riverfront
Parks, i.e. Pedestrian Bridge over
Brush Creek
Other (please specify)
S ECTION 5 | RIVERFRONT PARKS36
Phase 4 - PRELIMINARY DESIGN CONCEPTS
Taking cues from existing planning documents, focus group discussions, and public input,
two preliminary design concepts were developed. The concepts were discussed with City
Staff, presented to the Steering Committee and the Board of Alderman, and put before the
public for comment and selection.
Both plans treated Platte Landing the same proposing sports fields in both concepts. The
Downtown Transition area differed with one plan extending an open central green mall from
downtown to the riverfront (Concept A), while the other plan did so with a promenade walk
and included residential and commercial development south of the tracks (Concept B). In
English Landing the idea of extending the drive deeper into the park (further east) and add
parking was introduced. See Appendix C for larger images of the Figures below.
Figure 5.06 - Proposed Riverfront Parks Concept A - The Mall
Figure 5.07 - Proposed Riverfront Parks Concept B - The Promenade
S ECTION 5 | RIVERFRONT PARKS 37
Phase 5 - PUBLIC INPUT
Both concepts A and B were made
available to the public for comment via
a booth hosted by CLARB members at
the 4th of July celebration downtown
(Fig. 5.08) as well as an on-line survey.
Overall, nearly 400 participants provided
input resulting in a clear preference for
the future direction of the riverfront
parks. See Appendix A for detailed on-
line survey data.
Results of the on-line survey showed
that there was a clear preference for
Concept A (Fig. 5.07) and that the top
five (5) most important things the com-
munity felt should be included in the
final design were (From Fig. 5.09):
1. Riverfront Boardwalk
2. Farmer’s Market Plaza
3. Creek enhancements
4. Central Green (Open lawn mall)
5. Playground & picnic areas near ball
fields
CONCEPT A
CONCEPT B
Figure 5.08 - Photo: July 4th CLARB booth asking
citizens to vote on preliminary concepts
Figure 5.09 - Results of on-line survey Riverfront Parks
future amenity preferences
Figure 5.07 - Results of on-line survey
concept preferences
86
76
74
94
63
53
129
56
52
37
104
28
77
31
42
44
58
69
0 50 100 150
CentralGreen Mall (lawn with trees) - Concept A
Promenade Walk - Concept B
Small Picnic Shelters near Sullivan Nature
Sanctuary- Concept A
Creek Enhancements
Pedestrian Bridge over White Aloe Creek
Pedestrian Bridge over Rush Creek - Concept B
Riverfront Boardwalk
Small Retail Incubator shops along The Mall or
the Promenade
Extend EastPark Drive deeper into English
Landingpark and add parking for better
accessibility -Concept A
Keep English Landing Park Drive as is, but add
parking stalls -Concept B
Farmer's Market Plaza for small events closer to
downtown shops- Concept A
Canoe Lockers with City Map and Resource
information for river paddlers
Playground & picnic areas near athletic fields
Riverfront drive with parking near the river -
Concept B
Residential Apartments with ground floor retail
near downtown core- Concept B
Small parking garage with ground floor retail near
downtown core -Concept B
Extension of Downtown development across the
railroad tracks
Athletic Fields
S ECTION 5 | RIVERFRONT PARKS38
PHASE 6 - FINAL DESIGN CONCEPT
The following pages show images of the final Riverfront Parks Concept Plan as accepted by
the Steering Committee. The final design incorporates the priorities expressed by the com-
munity and provides a plan which ties the Downtown Transition Zone immediately south of
the railroad tracks to the two riverfront parks, English Landing and Platte Landing. Enlarge-
ments of the overall plan and individual areas can be found in Appendix C.
Goals of this plan include:
1. Extending the downtown experience across the tracks and into the parks in such a way
that the two (downtown shops and the riverfront parks) benefit from each other in
more functional and economic ways.
2. Creating a sense of being in the park as soon as you cross the tracks.
3. Providing better access to more areas of the park for a larger demographic of park us-
ers regardless of ability.
4. Tie the transition area to the two parks in a manner that maximizes efficient use of
space for both motorists and pedestrians.
It should be noted that the plan recommends relocation of Grigsby Field. Conversations with
the Land & Water Conservation Fund (LWCF) indicate that while LWCF funds were used to
build this field the agreement has been amended through the years. At the writing of this
Master Plan the LWCF agreement for the property now known as Grigsby Field is still bind-
ing. Changing the use of the Grigsby Field location will require going through the conversion
process with the Missouri State LWCF grant program.
PLATTE LANDING PARK ENGLISH LANDING PARK
DOWNTOWN
TRANSITION
ZONE
S ECTION 5 | RIVERFRONT PARKS 39
DOWNTOWN TRANSITION ZONE
In this final design, if you are walking
on the east sidewalk of Main Street
you can now follow it all the way to
the river. Just as you cross the tracks
you’ll find a small plaza area sur-
rounded by small 10’x10’ retail incuba-
tor popup shops. Behind the plaza is
open lawn in front of the relocated
Farmers Market plaza. Moving south
across McAfee St. is the central lawn,
a great place for a variety of events
to be held close to the downtown
shops. This space has a small plaza
area centered at the south end which
could be a great location for art or
memorial dedication space.
Continuing our walk south towards
the river we cross Rush creek on a
new pedestrian bridge into a grand
multi-use open green space. The
oval area presents opportunities for
large events to be held right on the
river. At the terminus of our walk is an
overlook with views up and down the
Missouri River. Just east of the over-
look is a boardwalk with seating that
extends the pedestrian experience
right out over the water.
Figure 5.10 - Enlargement of Proposed Downtown Transi-
tion Zone
Figure 5.11 - Photos of potential amenities and uses
8
12
1311
10
9
1. PLAZA WITH RETAIL
INCUBATORS
2. ENTRY GATEWAY
3. FARMER’S MARKET
4. CENTRAL LAWN
5. ART/MEMORIAL PLAZA
6. SCREENED MAINTENANCE
FACILITY
7. PEDESTRIAN BRIDGE
8. MULTI-PURPOSE OPEN
GREEN
9. PLAZA/STAGE
10. PLAYGROUND
11. PICNIC SHELTER
12. OVERLOOK
13. BOARDWALK
2 1
7
7
4
5
6
3
S ECTION 5 | RIVERFRONT PARKS40
Figure 5.12 - Enlargement of Proposed improvements to Platte Landing Park
PLATTE LANDING PARK
Plans for this area of the riverfront parks include the addition
of baseball fields and multi-purpose fields serving such uses as
soccer, football, and lacrosse. Mobile concessions and restroom
facilities are recommended instead of permanent structures.
Parking is centrally located to minimize infrastructure costs and
provide access to central areas of the park. Picnic areas and
natural play elements are also proposed.
Canoe lockers and an information board are proposed near the
existing rest rooms adjacent to the boat ramp in response to
feedback from the river paddling community. Current plans
for the proposed wetland areas to be constructed by the U.S.
Army Corps. Of Engineers are in the 35% construction document
phase and the project is anticipated to be installed in 2018.
Throughout the design development process, sentiment was
heard that the melding of Platte Landing Park’s passive recre-
ation and proposed wetlands with the proposed active recre-
ation elements could create a one-of-a-kind park experience not
found anywhere in the region.
1
3
2
54
98
10
6
6
7
1. MULTI-PURPOSE ACTIVITY
FIELDS
2. WETLAND
3. DOG PARK (EXISTING)
4. CANOE LOCKERS
5. BOAT RAMP (EXISTING)
6. RIVERFRONT PARKING
7. BASEBALL /SOFTBALL
FIELDS
8. NATURAL PLAY AREA
9. PICNIC AREA
10. SULLIVAN NATURE
SANCTUARY (EXISTING)
S ECTION 5 | RIVERFRONT PARKS 41
ENGLISH LANDING PARK
The focus of improvements to this area of the river-
front revolve around better access to amenities for a
wider demographic of park users. McAfee street is
extended deeper into the park and separates more
active use areas of the park from those that are more
passive. Families wanting to go to the playground
can park close and kids no longer have to cross the
street to get to the various swings and play equip-
ment provided. Meanwhile the sand volleyball courts
have designated parking close by and people with
limited abilities now have closer access to trails and
the river. Otherwise, the existing natural beauty of
the park is preserved.
Figure 5.13 - Enlargement of Proposed improvements to
English Landing Park
1
2
3
3
RAILROAD
T
R
A
C
K
S
9 HWY
3
4 5
5
7
8
9
10
6
4
1. CREEK ENHANCEMENTS
2. PEDESTRIAN BRIDGE
3. NEW TRAILS
4. CONVERT PAVED AREA TO GRASS
5. EXISTING PLAYGROUND TO
REMAIN
6. SAND VOLLEYBALL COURTS
7. NEW ROAD EXTENDING DEEPER
INTO PARK WITH PARKING
8. RESTROOM (EXISTING)
9. TRUSS BRIDGE
10. LOADING AREA FOR STAGE
S ECTION 5 | RIVERFRONT PARKS42
S ECTION 6 | FINDINGS & RECOMMENDATIONS 43
Throughout the process of updating this plan
several discussions, site visits, research and
analysis brought to light a number of ways
Parkville could enhance its park system. In
2015 the Board of Alderman and City staff
held a Strategic Planning Workshop to identify
critical success factors for the City of Parkville.
In this workshop goals for 2016-2020 were
identified to move the City closer to its Vision.
The long-term goals identified for Parks were:
1. Create a stand alone Parks Department.
2. Increase staff resources to maintain all new
park areas.
This following nine findings consider these
goals with recommendations to better align
the parks and recreation system with the
newly created vision and mission statements
for Parks.
A. DEPARTMENT
'*/%*/(
Currently, the Parks Department is a division
of Public Works. The unification of these
two departments has provided the City with
efficiencies that have proven to be desirable
yet challenging in some ways. If the City
desires to expand parks and park facilities
and add recreational programming at the
riverfront then the need for Parks to operate
as a stand alone department will be necessary.
Additional staffing and possibly the addition
of a Parks Director may be needed to oversee
park facilities, programming and partnership
opportunities. In addition to management of
these resources additional maintenance staff
will be needed to maintain the facilities.
3&$0..&/%"5*0/4
1. If additional recreational facilities and
activity spaces are desired in the Riverfront
6FINDINGS & RECOMMENDATIONS
Parks consider asking citizens for funding
support.
2. If new facilities are approved, consider
creating a Parks Director position to
oversee park facilities, establish recreational
programming services or consider
programming partners such as the YMCA
or Northland Sports Alliance, and foster
new partnerships.
B. MAINTENANCE
'*/%*/(
There is a gap between the resources available
for current maintenance requirements and
the resources needed to accomplish them.
Seasonal positions have been difficult to fill this
year and of the 4 positions budgeted for only
3 were filled. The third position was not filled
until mid-season. As Parkville’s parks grow and
new facilities are approved with recreational
programming to activate them additional
maintenance staffing will be necessary to
operate and maintain them.
S ECTION 6 | FINDINGS & RECOMMENDATIONS44
Analysis of how Parkville Parks currently
compare to national medians suggests that
the additional resources identified above
are warranted. This is especially evident
considering that Parkville maintains over four
(4) times the amount of park acreage than the
national median on a per 1,000 residents basis,
yet operates with half, or less than half, of the
number of full-time equivalent employees than
jurisdictions maintaining the same amount of
park land.
3&$0..&/%"5*0/
In order to begin closing this gap in
maintenance resources the City should:
1. Increase the rate of pay for seasonal
positions to be more competitive.
2. Add 3 additional seasonal Full-Time
Equivalent (FTE) positions.
3. Out-source mowing of rights-of-way.
Additional measures can be taken to improve
efficiencies within the department, close
the gap in staffing needs, and provide
the necessary data to support capital
improvements requests. Such measures
include:
tCreating and formally adopting a Park
Maintenance Management Plan (PMMP).
tPurchase and implement a Work Order
System to allow the Department to manage
all aspects of its operations and provide
data for analytical purposes.
tCreate and formally adopt an Equipment
Review Program to anticipate and prepare
for future capital needs in advance of aging
equipment.
tActively seek out partnerships with local
community groups to help close the gap in
maintenance needs.
C. FUNDING
'*/%*/(
Parkville does not have a dedicated funding
source for the operating and capital
improvement budgets of a Park Department.
While Parkville’s partnership with Platte County
has made tremendous accomplishments, it is
possible that County tax contributions may be
reduced or eliminated. If so, Parkville will need
to identify alternate sources of revenue for
parks.
3&$0..&/%"5*0/4
1. Consider a 10-year 1/2 cent sales tax
dedicated to park operations and
development of new facilities. Over 10 years
this has the potential to generate about $5
million, or $500,000 annually.
2. Consider re-investing capital dollars back
into the system at a percentage acceptable
to the Board of Aldermen.
S ECTION 6 | FINDINGS & RECOMMENDATIONS 45
D. SERVICE AREA GAP / CONNECTIVITY
'*/%*/(
Review and analysis of the dispersion of parks
throughout the community reveals gaps in
service for neighborhood parks. Currently
all of Parkville’s neighborhood parks are
clustered near the downtown area. A few of
the surrounding neighborhoods do have play
equipment and clubhouses with pools which,
although private, help to serve neighborhood
park needs. The Parkville Nature Sanctuary
serves as the City’s only Community size park
and assuming a normal reach of 3 miles serves
the majority of Parkville with the exception of
the western edge.
The western edge of Parkville provides little
opportunity for a neighborhood park and the
2014 Market Feasibility & Economic Impact
Analysis indicated that a sports complex
in this area suitable for regional or national
tournaments similar to the Overland Parks
Soccer Complex was not feasible.
A resounding priority voiced by the
community throughout development of this
plan was that of the need to connect parks
to points of interest. This input is consistent
with recommendations made in planning
documents such as the Route 9 Corridor Study,
Vision Downtown Plan, and the Multi-Modal
Access and Livable Community Study. Specific
priority connections are:
1. Completion of the Loop Trail.
2. Better trail connections to downtown and
the Riverfront Parks.
3. Provide a trail along the western edge of
Parkville.
Topography and City boundary lines present
the biggest challenged to future opportunities
for parks to better serve the more densely
populated areas of the City and surrounding
neighborhoods that consider themselves
part of Parkville. With that being said, there
are opportunities to improve pedestrian
connectivity and expand the reach of park
amenities to parts of the City that are currently
under served.
3&$0..&/%"5*0/4
1. Partner with Platte County to construct a
10’ wide paved trail along the Brush Creek
Greenway extending from the Missouri
Riverfront Trail to Tiffany Springs Park.
2. Construct a segment of the Missouri
Riverfront Trail from Platte Landing Park to
I-435, as identified in the MetroGreen and
Platte County Trail Plans.
3. Coordinate with Kansas City to connect
the Brush Creek Greenway Trail to the
roundabout at NW Hampton Road. This
is the last segment along Hwy 45 that
connects 9 Hwy to the western edge.
4. Construct the proposed plans made in the
Route 9 Corridor Study.
S ECTION 6 | FINDINGS & RECOMMENDATIONS46
E. REGIONAL RIVERFRONT PARKS
'*/%*/(
A key component to the update of this Master
Plan was a concept plan for the Riverfront
Parks. While multiple planning documents
have offered recommendations for pieces of
the Riverfront Parks and Downtown area, until
now there has not been a concept plan that
ties them all together into one plan. Included
with this Master Plan for the park system as
a whole is a Master Plan Design Concept for
the Riverfront Parks which ties them to the
downtown area. The design concept (as
shown and discussed in Chapter 5) breaks the
Riverfront Park areas into three zones:
1. The Downtown Transition Zone.
2. English Landing Park.
3. Platte Landing Park.
The following are a list of amenities
recommended for each zone. Appendix C
provides enlargements for each area as well as
conceptual costs for various phases that could
be expected.
3&$0..&/%"5*0/4
%PXOUPXO5SBOTJUJPO;POF
1. Small Plaza with Retail Incubators.
2. Entry Gateway on East Street Just South
of the railroad tracks.
3. Farmer’s Market.
4. Central Lawn.
5. Screened Maintenance Facility.
6. Art/Memorial Plaza.
7. Pedestrian Bridge.
8. Multi-Purpose Open Green.
9. Plaza / Stage.
10. Playground.
11. Picnic Shelters.
12. Missouri River Overlook.
13. Boardwalk.
14. Pedestrian Bridge over Rush Creek.
&OHMJTI-BOEJOH1BSL
1. Enhancements to White Alloe Creek.
2. Pedestrian Bridge over White Alloe Creek.
3. New Trails Connecting Points of Interest.
4. Convert large areas of pavement to grass.
5. Extend McAfee Street deeper into the
park and add parking.
1MBUUF-BOEJOH1BSL
1. Wetland.
2. Multi-Purpose Activity Fields for uses
such as soccer, football, and lacrosse.
3. Baseball/softball fields.
4. Canoe lockers.
5. Parking stalls with views to the river.
6. Picnic areas near Sullivan Nature
Sanctuary.
F. REMAINING PARKS & PARK PROPERTIES
S ECTION 6 | FINDINGS & RECOMMENDATIONS 47
'*/%*/(
One of the sentiments heard during focus
group discussions was the need to “take
care of what we have.” During the inventory
of parks and park amenities that occurred
with this update a level of service was
determined for each park identifying varying
levels of attention that were needed in all
Parkville Parks (Chapter 3). The following are
recommendations for each of Parkville’s mini
and neighborhood parks (Pocket, Adams,
and Watkins) as well as the various properties
maintained by Parks.
3&$0..&/%"5*0/4
Pocket Park
1. Replace wood decking.
2. Update landscaping.
3. Ensure stability of railings and repaint.
Adams Park
1. Replace the concrete pad under the shelter
and the walk leading to it.
2. Replace shelter.
3. Provide new picnic table and seating under
shelter.
4. Consider the potential for flower beds.
Watkins Park
1. Replace play areas with updated
equipment which accommodates a wider
demographic.
2. Repair asphalt trail.
3. Replace shelter.
4. Consider the potential for raised bed
community gardens. Interest to champion
this was expressed by a Main Street
resident during public engagement.
Gresham Memorial Spirit Fountain Park
Continue to maintain the fountain and provide
access for it to serve as an important civic
space.
Dorsey Property
1. Severe topographical, accessibility, and
visibility constraints prevent it from being
able to provide park amenities. Otherwise,
this property should remain a natural
woodland.
Bell Road Property
1. Accessibility and visibility into this property
are severely constrained. Consider leaving
this as an undeveloped natural area, or
acquiring additional property along Bell
Road to improve access and visibility.
Gateway Property
1. Currently this is undeveloped land that was
identified as an opportunity for the City to
build a gateway sign to serve as an artful
entry into Parkville. Landscaping could
be added around the structure to further
enhance and beautify this entryway.
S ECTION 6 | FINDINGS & RECOMMENDATIONS48
G. PROGRAMMING
'*/%*/(
While the 2014 Market Feasibility & Economic
Impact Analysis revealed a sports complex
similar the Overland Park Soccer Complex was
not a feasible option for Parkville, the study
did say that, “An eight-field [soccer] complex
could adequately support Northland based
clubs for practice and league play, while also
providing the minimum critical mass of fields
to enable the complex to host smaller local
and regional tournaments.”
Multi-use activity fields and baseball/softball
fields are proposed for Platte Landing Park.
Once these amenities come on-line Parkville
will have the park resources available to
support the need for the City to provide
programming services to the community.
Should the City decide to do so, a position
should be created to establish recreational
programming services.
In the meantime, the City could take steps to
better capitalize on the regional draw of the
Riverfront Parks, create more events to draw
people to the downtown area and patron
shops, increase the community’s awareness of
the natural beauty Parkville parks have to offer,
and continue to partner with others to create
opportunities for citizens to interact.
3&$0..&/%"5*0/4
1. Once the improvements in the Riverfront
Parks begin to move closer to construction,
namely the athletic fields, the City should
begin programming them. This may present
the need for the City to hire a Recreational
Programming Coordinator.
2. CLARB should consider adopting a policy
to create or partner to host four new
community events to be held annually in
the parks. Ideally one could be held each
season of the year. Example events might
be:
tMovies in the park - could be held once a
month from May to October.
tWinter tree decorating contest - local
businesses & community groups sponsor
a tree.
tHost a fishing tournament on the
Missouri River.
tPartner with local schools to create an
augmented reality web-app that families
can download and use on their phones
to explore Parkville parks.
3. Continue to preserve existing relationships
with outside agencies programming
activities in Parkville parks.
4. Actively market Parkville parks to
surrounding community groups who may
have a need that could be served in Parkville
parks.
S ECTION 6 | FINDINGS & RECOMMENDATIONS 49
H. DEVELOPMENT FEES
'*/%*/(
The previous P3 Master Plan identified the
incorporation of a development fee (Impact
Fee) as a way to fund capital improvements to
parks and for land acquisition.
3&$0..&/%"5*0/
1. The Board of Alderman and City
Administrator consider revisiting this
previous recommendation and consider
writing and adopting an ordinance assessing
impact fees for new developments for the
purpose of funding park improvements and
land acquisition.
I. CITY CODES
'*/%*/(
Review of current municipal codes for new
subdivisions in Parkville revealed that the City
has a code for Parkland Dedication (Section
505.220). The Board of Aldermen also have
the ability to approve cash in-lieu of dedication
of open space at a rate of $7,000 per acre.
3&$0..&/%"5*0/4
1. Review the cash in-lieu rate against current
land values to determine whether or not this
rate should be increased.
2. Current trends suggest that this could also
be applied to commercial developments as
studies suggest parks and open space are
beneficial to employee health and workplace
productivity. It is recommended that the
Board of Aldermen and City Administrator
consider this as a potential opportunity to
further fund parks.
S ECTION 6 | FINDINGS & RECOMMENDATIONS50
7APPENDIX
APPENDIX A - COMMUNITY INPUT DATA A
Focus Group Questions
Open House
On-line Survey - Park System Preferences
Riverfront Parks
4th of July
On-line Survey - Design Concepts
APPENDIX B - MAP B
Parks Service Area - Gap Analysis
APPENDIX C - RIVERFRONT PARKS DESIGN CONCEPTS C
Preliminary Riverfront Parks Design Concepts
Concept A
Concept B
Final Riverfront Parks Design Concept
Phasing & Costs Diagram
51
APPENDIX A - FOCUS GROUP QUESTIONS
WĂƌŬǀŝůůĞWĂƌŬƐDĂƐƚĞƌWůĂŶhƉĚĂƚĞ
&ŽĐƵƐ'ƌŽƵƉ͗ϭ
ĂƚĞ͗dŚƵƌƐĚĂLJ͕DĂƌĐŚϭϬ
dŝŵĞ͗ϵ͗ϬϬĂŵ
ƚƚĞŶĚĞĞƐ͗ŽƌLJDŝůůĞƌ͕:ŽŚŶ'ƌŽƚŚĂƵƐ͕ůĂŶ^ĐŚĂŶŬ͕dŽŵĂƌŶĂƌĚ͕ůLJƐĞŶďĞů
dŚĞWĂƌŬ^LJƐƚĞŵ
ϭ͘/ƐƚŚĞƌĞĂŶLJƚŚŝŶŐŵŝƐƐŝŶŐĨƌŽŵƚŚĞƉĂƌŬƐLJƐƚĞŵ͍
Ă͘dƌĂŝů>ŽŽƉʹϰϱ,ǁLJƚƌĂŝůĨƌŽŵϵ,ǁLJƚŽEĂƚŝŽŶĂůƐ͘EĞĞĚĐŽŶŶĞĐƚŝŽŶĨƌŽŵŽǁŶƚŽǁŶƚŽ
ϵ͘EĞĞĚĨƌŽŵŽǁŶƚŽǁŶǁĞƐƚ͘EŝĐĞƚŽĨŝŶŝƐŚƚŚĞůŽŽƉ͘
ŝ͘EŽĚĞƐ
ϭ͘WĂƌŬǀŝůůĞŽŵŵŽŶƐ
Ϯ͘WĂƌŬǀŝůůĞŽŶŶĞĐƚŝŽŶ
ϯ͘ϭϬŽĨϯϬĂĐƌĞƐŝŶǀĂůůĞLJĐŽƵůĚďĞƚƌĂŝůŚĞĂĚƉĂƌŬ
ϰ͘ƌĞĂƚĞŵŽƌĞƉŽŶĚƐƚŽĐŽŶƚƌŽů
ϱ͘ϵ,ǁLJĚĞǀĞůŽƉŵĞŶƚWůĂŶ
ď͘ ůĞĐƚƌŝĐĂƌƉƌŽŐƌĂŵ;ŐŽůĨĐĂƌƚƐͿ
ŝ͘ŽŶŶĞĐƚŝŽŶĨƌŽŵWĂƌŬǀŝůůĞĐŽŵŵŽŶƐƚŽĚŽǁŶƚŽǁŶĂŶĚƉĂƌŬƐ
ŝŝ͘ŝƚLJƐƚƌĞĞĞƚƐĚŽŶ͛ƚĐƵƌƌĞŶƚůLJƐƵƉƉŽƌƚ
ŝŝŝ͘ŽŶƐŝĚĞƌĂtĂůŬĂďůĞĞůĞŵĞŶƚƐ
ŝǀ͘ŽŶŶĞĐƚŝŽŶĐŽƵůĚĨŽůůŽǁƚŚĞĐƌĞĞŬƚŽ,ŽŶŽƌ>ĂŶĞ
ǀ͘EĞĞĚĚƵĂůƉƵƌƉŽƐĞƚƌĂŝůƐŶŽƚĂůůĐĂŶƐƵƉƉŽƌƚ
Đ͘DƵůƚŝͲƉƵƌƉŽƐĞĐŽƵƌƚʹWŝĐŬůĞďĂůůŽƌdĞŶŶŝƐ
Ě͘ZĞƐƚƌŽŽŵĨĂĐŝůŝƚŝĞƐʹďĞƚǁĞĞŶ ŶŐůŝƐŚůĂŶĚŝŶŐĂŶĚƉůĂƚƚĞůĂŶĚŝŶŐ
Ğ͘DĂƌŬĞƚŝŶŐĂŶĚŽƵƚƌĞĂĐŚƚŽŽƵƚůŝŶĞĨƵƚƵƌĞƉůĂŶƐʹĂůŽƚŚĂƐďĞĞŶĚŽŶĞďƵƚƚŚĞƌĞŝƐŶŽ
ǀŝƐƵĂůŽƌƉůĂƚĨŽƌŵƚŽŐĞƚŝƚŽƵƚƚŽƚŚĞĐŽŵŵƵŶŝƚLJƚŽŐĞŶĞƌĂƚĞƐƵƉƉŽƌƚ
ŝ͘/&ƚŚĞƌĞƐĂďĞƚƚĞƌǁĂLJƚŽŐĞƚǁŽƌĚŽƵƚʹďĞƚƚĞƌǁĂLJƚŽŐĂŝŶƐƵƉƉŽƌƚĨƌŽŵ
ĐŽŵŵƵŶŝƚLJĨŽƌĨƵŶĚŝŶŐ
Ĩ͘dĂŶŬ&Ăƌŵ
Ő͘ĐƚŝǀĞƌĞĐƌĞĂƚŝŽŶĂůƉĂƌŬĂůŽŶŐϰϯϱĐŽƌƌŝĚŽƌ
Ś͘tĞƐƚĞƌŶĞĚŐĞƚƌĂŝůĐŽŶŶĞĐƚŝŽŶƚŽWůĂƚƚĞŝƚLJĂŶĚƚŚĞŶŽŶƚŽtĞƐƚŽŶ
ŝ͘ZŝǀĞƌZŽĂĚ;&&ͿʹƐŚƵƚŝƚĚŽǁŶ͍ŽŶǀĞƌƚƚŽƚƌĂŝů͍dŚŝƐĐŽƵůĚďĞĐŽŶŶĞĐƚŝŽŶƚŽ
ϰϯϱ
ŝŝ͘dŚŽƵƐĂŶĚKĂŬƐŶĞǁƉŚĂƐĞǁŝůůĐŽŶŶĞĐƚ
ŝŝŝ͘hŶŝŽŶŚĂƉĞůƚŽϰϯϱ
ŝ͘ZĂŝůƌŽĂĚŶĞĞĚƐĂĚŽƵďůĞƚƌĂĐŬʹĐŝƚLJŶĞĞĚƐĂĐƌŽƐƐŽǀĞƌŝŶƚŽƉĂƌŬƐ
ŝ͘ƵƌƌĞŶƚůLJŚĂǀĞĞŶŽƵŐŚƌŽǁƚŽĚŽĂĚŽƵďůĞƚƌĂĐŬ
ũ͘ŽŶ͛ƚǁĂŶƚĂůĞǀLJ
Ŭ͘EŽĞŶƚƌLJĨƌŽŵǁĞƐƚĂŶĚƉƌĞƚƚŝĞƐƚĚƌŝǀĞŝƐĂůŽŶŐZŝǀĞƌZŽĂĚ
WĂƌŬǀŝůůĞWĂƌŬƐDĂƐƚĞƌWůĂŶhƉĚĂƚĞ
&ŽĐƵƐ'ƌŽƵƉ͗Ϯ
ĂƚĞ͗dŚƵƌƐĚĂLJ͕DĂƌĐŚϭϬ
dŝŵĞ͗ϭϬ͗ϭϱĂŵ
ƚƚĞŶĚĞĞƐ͗:ŝŵDĐĂůů͕^ƵƐĂŶ^ŵŝƚŚ͕ĂƌĞŶ,ŝŐĞƌĚ͕dƌŽLJtŝůƐŽŶ
dŚĞWĂƌŬ^LJƐƚĞŵ
ϭ͘/ƐƚŚĞƌĞĂŶLJƚŚŝŶŐŵŝƐƐŝŶŐĨƌŽŵƚŚĞƉĂƌŬƐLJƐƚĞŵ͍
>ĞŐŝŽŶWŽƐƚϯϭϴŝƐƌĞƋƵĞƐƚŝŶŐĂǀĞƚĞƌĂŶƐŵĞŵŽƌŝĂů
ŶĚŽĨŵĂŝŶƐƚƌĞĞƚŶĞdžƚƚŽ'ƌŝŐƐďLJĨŝĞůĚĨĂĐŝŶŐƚŚĞƌŝǀĞƌ
DĞŵŽƌŝĂůŝnjŝŶŐƚŚĞϱƐĞƌǀŝĐĞďƌĂŶĐŚĞƐ
ZĞĂůŶĞĞĚƚŽŚĂǀĞƚŚŝƐĂƐĂŶŝĐŽŶŝĐƐƉŽƚ
&ůĂŐƐůŝƚƵƉĂƚŶŝŐŚƚ
^ƚĂƌƚĞĚĂƐŵĂůůĨƵŶĚǁŝƚŚ>ĞŐŝŽŶĂŶĚŽƚŚĞƌĨƵŶĚŝŶŐƐŽƵƌĐĞƐĂƐǁĞůůŝŶĐůƵĚŝŶŐЪ
ĐĞŶƚƐĂůĞƐƚĂdž
tŽƵůĚĐŽŶŶĞĐƚƚǁŽƉĂƌŬƐǁŝƚŚďŽƚŚƚƌĂŝůƐůĞĂĚŝŶŐƚŽŝƚ
EŽƐĂĨĞǁĂLJƚŽŐĞƚƚŽƚŚĞƌŝǀĞƌĨƌŽŶƚƉĂƌŬʹ ŶŐůŝƐŚ>ĂŶĚŝŶŐƉĂƌƚŝĐƵůĂƌ
sĞŚŝĐƵůĂƌƚƌĂĨĨŝĐĐŽŶŐĞƐƚŝŽŶĂƚƉŝĐŬƵƉĂƌĞĂŝŶ ŶŐůŝƐŚ>ĂŶĚŝŶŐ
WĂƌŬŝŶŐŝƐŵŝƐƐŝŶŐŝŶ ŶŐůŝƐŚ>ĂŶĚŝŶŐ;ĞǀĞƌLJĚĂLJ͕ŶŽƚũƵƐƚƐƉĞĐŝĂůĞǀĞŶƚƐͿ
dŽŽŵĂŶLJŶŽƉĂƌŬŝŶŐƐŝŐŶƐ
tĞƐƚĞƌŶ džƉĂŶƐŝŽŶŽĨWĂƌŬƐ
ŽŵŵƵŶŝƚLJ'ĂƌĚĞŶʹŵŝŐŚƚďĞĂŶŽƉƚŝŽŶĨŽƌĚĂŵƐ;ƉƌŽďĂďůLJŵŽƐƚͿ͕tĂƚŬŝŶƐ͕
EĂƚŝŽŶĂůĂŶĚzDʹEĞdžƚƚŽƵĞĐĞĐůƵƵƐĞʹǁĞůůƵƐĞĚůĂƌŐĞĚŽŶĂƚŝŽŶŐŝǀĞŶƚŽĨŽŽĚ
ƉĂŶƚƌŝĞƐ
KŶ^ƚƌĞĞƚLJĐůŝŶŐʹĐŽŶĚŝƚŝŽŶƐŵƵƐƚŶŽƚĞŶĐŽƵƌĂŐĞƐƵĐŚ
EŽƌƚŚͬ^ŽƵƚŚĐŽŶŶĞĐƚŝŽŶĂůŽŶŐ,ŝŐŚǁĂLJϵ
Ϯ͘hŶĚĞƌƐƚĂŶĚŝŶŐƚŚĂƚĂǀĂŝůĂďůĞĨƵŶĚŝŶŐŝƐůŝŵŝƚĞĚ͕ƐŚŽƵůĚƚŚĞŝƚLJĨŽĐƵƐŽŶŝŵƉƌŽǀŝŶŐĞdžŝƐƚŝŶŐ
ĨĂĐŝůŝƚŝĞƐŽƌŽŶďƵŝůĚŝŶŐŶĞǁ͕ĂĚĚŝƚŝŽŶĂůĨĂĐŝůŝƚŝĞƐ͍
DWĐĂůůĞĚĨŽƌ&ĂƌŵĞƌƐŵĂƌŬĞƚƚŽďĞŵŽǀĞĚƚŽďĂůůĨŝĞůĚŽŶĞĂŶĚƚŚŝƐǁŽƵůĚĂůůŽǁĨŽƌŵŽƌĞ
ƉĂƌŬŝŶŐ͘
ηϭƉƌŝŽƌŝƚLJ
ĚĚŝƚŝŽŶĂůĞǀĞŶƚƐƉĂĐĞͲĐĂƌŶŝǀĂů
ĂůůĨŝĞůĚϭƌĂƌĞůLJŐĞƚƐƵƐĞĚ
ĚĚƉĂƌŬŝŶŐĐůŽƐĞƚŽĚŽǁŶƚŽǁŶ
ZŝǀĞƌĨůŽŽĚƉƌŽŶĞĂƌĞĂƐŝƐŶŽƚƚŚĞƉůĂĐĞƚŽŝŶǀĞƐƚŝŶďĂůůĨŝĞůĚƐ
ZĞƐƚƌŽŽŵƐŝŶƚŚĞƌŝǀĞƌĨƌŽŶƚƉĂƌŬƐ
WĂƌŬǀŝůůĞWĂƌŬƐDĂƐƚĞƌWůĂŶhƉĚĂƚĞ
&ŽĐƵƐ'ƌŽƵƉ͗ϯ
ĂƚĞ͗&ƌŝĚĂLJ͕DĂƌĐŚϭϭ
dŝŵĞ͗ϵ͗ϬϬĂŵ
ƚƚĞŶĚĞĞƐ͗:ĂŵŝĞWĂƌƌĞƚƚ͕tĞŶĚLJ^ĂŶŐƐƚĞƌ͕ĂƌůĂŽĚĚƐ͕ŽŶƌĂĐŬĞŶ͕:ŽĞ&Ždž͕<ĞǀŝŶ,ĞĂƚŽŶ͕ŚƌŝƐ
ĂƌĚǁĞůů͕ůŝƐŚĂůĂĐŬǁĞůĚĞƌ͕DŝŬĞ ŵŵŝĐŬ
dŚĞWĂƌŬ^LJƐƚĞŵ
ϭ͘/ƐƚŚĞƌĞĂŶLJƚŚŝŶŐŵŝƐƐŝŶŐĨƌŽŵƚŚĞƉĂƌŬƐLJƐƚĞŵ͍
Ă͘ŽŶŶĞĐƚŝŽŶƐ
ŝ͘ĞƚǁĞĞŶzDĂŶĚĚŽǁŶƚŽǁŶ
ď͘dƌĂŝůŽŶŶĞĐƚŝŽŶƐ
Đ͘WĂƌŬhŶŝǀĞƌƐŝƚLJdĞŶŶŝƐŽƵƌƚƐĂůŽŶŐƚƌĂŝůŶĞĂƌWĂƌŬǀŝůůĞ^ĂŶĐƚƵĂƌLJ
ŝ͘EŽƚƐĞƌǀŝŶŐƚŚĞĐŽŵŵƵŶŝƚLJďƵƚĐŽƵůĚ
Ě͘DƵůƚŝͲWƵƌƉŽƐĞĨŝĞůĚ;ƐŽĐĐĞƌ͕ůĂĐƌŽƐƐĞͿ
Ğ͘^ƉůĂƐŚWĂƌŬ
Ĩ͘WůĂLJĨŝĞůĚƚŚĂƚŝƐĂĐĐĞƐƐŝďůĞ
Ő͘dƌĂŝůƐǁŝƚŚǁŽƌŬŽƵƚƐƚĂƚŝŽŶƐĂůŽŶŐƐŝĚĞ;ĂŐŝŶŐƉŽƉƵůĂƚŝŽŶͿ
Ś͘tŽƌŬŽƵƚƐƚĂƚŝŽŶƐĂůŽŶŐĐƌĞĞŬ
ŝ͘ŵĞŶŝƚŝĞƐƐƵĐŚĂƐĐŽŵŵƵŶŝƚLJŐĂƌĚĞŶĂŶĚŽƚŚĞƌƉƌŽĚƵĐƚŝǀĞ
Ϯ͘hŶĚĞƌƐƚĂŶĚŝŶŐƚŚĂƚĂǀĂŝůĂďůĞĨƵŶĚŝŶŐŝƐůŝŵŝƚĞĚ͕ƐŚŽƵůĚƚŚĞŝƚLJĨŽĐƵƐŽŶŝŵƉƌŽǀŝŶŐĞdžŝƐƚŝŶŐ
ĨĂĐŝůŝƚŝĞƐŽƌŽŶďƵŝůĚŝŶŐŶĞǁ͕ĂĚĚŝƚŝŽŶĂůĨĂĐŝůŝƚŝĞƐ͍
Ă͘WƌŽƚĞĐƚŝŶƚĞŐƌŝƚLJŽĨƉĂƌŬ͊͊
ŝ͘EĞǁďĂƚŚƌŽŽŵƐ͕ŵŝůĞŵĂƌŬĞƌƐŽŶƚƌĂŝůƐ
ŝŝ͘<ĞĞƉĐůĞĂŶĂŶĚŵĂŝŶƚĂŝŶ
ŝŝŝ͘>ĂƐƚƚŚƌĞĞ^ĂƚƵƌĚĂLJƐŶŽƉĂƌŬŝŶŐĂŶLJǁŚĞƌĞ͊
ŝǀ͘/Ĩ ŶŐůŝƐŚůĂŶĚŝŶŐƉĂƌŬŶŽƚƚŚĞƌĞĚŽǁŶƚŽǁŶǁŽƵůĚĚƌLJƵƉ
ď͘ůĞĂŶƵƉZƵƐŚƌĞĞŬ
Đ͘ůŽƚŽĨƚŚŝŶŐƐŝŶƚŚĞǀŝƐŝŽŶŵĂLJŶŽƚŚĂƉƉĞŶǁͬŽŽƵƚƐŝĚĞŵŽŶĞLJ
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Ğ͘ ŶŐůŝƐŚ>ĂŶĚŝŶŐĂŶĚWůĂƚƚĞ>ĂŶĚŝŶŐĂƌĞƐĞĞŶĂƐƐĞƉĂƌĂƚĞƉĂƐƐŝǀĞǀƐ͘ĂĐƚŝǀĞ
Ĩ͘KƵƚƐŝĚĞĨƵŶĚŝŶŐʹŐƌĂŶƚƐ͕ĞƚĐ͘ĨŽƌƚŚĞĨƵƚƵƌĞ
Ő͘ŽŶŶĞĐƚŝŽŶďĞƚǁĞĞŶŶĂƚƵƌĞƐĂŶĐƚƵĂƌLJĂŶĚ ŶŐůŝƐŚ>ĂŶĚŝŶŐ
Ś͘EĂƚƵƌĞ^ĂŶĐƚƵĂƌLJŝƐĂŚŝĚĚĞŶŐĞŵ͊
ŝ͘ŽŐƐŝŶƉĂƌŬƐ
ũ͘WůĂƚƚĞůĂŶĚŝŶŐƉĂƌŬŵĂŝŶƚĞŶĂŶĐĞĨƵŶĚŝŶŐ͍
ŝ͘ĚǀĂŶƚĂŐĞŽĨŚĂǀŝŶŐŶĂƚŝǀĞĨƵŶĚŝŶŐƐ
WĂƌŬǀŝůůĞWĂƌŬƐDĂƐƚĞƌWůĂŶhƉĚĂƚĞ
&ŽĐƵƐ'ƌŽƵƉ͗ϰ
ĂƚĞ͗&ƌŝĚĂLJ͕DĂƌĐŚϭϭ
dŝŵĞ͗ϭ͗ϬϬƉŵ
ƚƚĞŶĚĞĞƐ͗:ĞƌĞŵLJ:ŽƌĚĂŶ͕ĞƌƌŝĐŬtŝůĚĞ͕ĞĂŶŶĂƌŵƐƚƌŽŶŐͲWůĂƚƚĞ^ĞŶŝŽƌ^ĞƌǀŝĐĞƐ͕tĞŶĚLJ^ĂŶŐƐƚĞƌ͕
ZLJĂŶ ǀĞƌƚƐŽŶZƵŶŶŝŶŐtĞůů͕DŝŬĞĂŶƚǁĞůůE<ĂƐĞďĂůů
dŚĞWĂƌŬ^LJƐƚĞŵ
ϭ͘/ƐƚŚĞƌĞĂŶLJƚŚŝŶŐŵŝƐƐŝŶŐĨƌŽŵƚŚĞƉĂƌŬƐLJƐƚĞŵ͍
Ă͘>ŝŐŚƚŝŶŐĐŽƵůĚďĞĞdžƚĞŶĚĞĚĨƌŽŵ ŶŐůŝƐŚůĂŶĚŝŶŐŽǀĞƌŝŶƚŽƉůĂƚƚĞůĂŶĚŝŶŐ
ď͘WĞƌĨŽƌŵĂŶĐĞĂƌĞĂŶŽƚĚĞƉĞŶĚĞŶƚŽŶŐŽŽĚǁĞĂƚŚĞƌƉůĂLJƐ͕ƐƉĞĐŝĂůĞǀĞŶƚƐ
ŝ͘^ŽƵŶĚƐLJƐƚĞŵ
ŝŝ͘>ŝŐŚƚŝŶŐ
ŝŝŝ͘WĂƌŬŝŶŐ
ŝǀ͘EŽƚŶĞĐĞƐƐĂƌŝůLJŝŶĚŽŽƌ͕ďƵƚƉƌŽƚĞĐƚĞĚĨƌŽŵĞůĞŵĞŶƚƐ
ǀ͘ϭϬϬͲϭϮϬƉĞŽƉůĞ
ǀŝ͘
Đ͘DŽƌĞDƵůƚŝͲƉƵƌƉŽƐĞĨŝĞůĚƐ
ŝ͘&ůĂŐĨŽŽƚďĂůů
ŝŝ͘^ŽĐĐĞƌ
Ě͘ ŶŐůŝƐŚůĂŶĚŝŶŐŶŽƚŝĚĞĂůĨŽƌůĂƚĞŶŝŐŚƚŐĂŵĞƐ͕ƉůĂƚƚĞůĂŶĚŝŶŐĐŽƵůĚƐĞƌǀĞŐĂŵĞƐ
Ğ͘>ŝŐŚƚŝŶŐ
Ĩ͘ĐĐĞƐƐƚŽǁĂƚĞƌŝŶƚŚĞĚŽŐƉĂƌŬ
Ő͘DƵůƚŝͲƉƵƌƉŽƐĞƚƌĂĐŬĨŽƌƌƵŶŶĞƌƐ
Ś͘ ĂƐLJĂĐĐĞƐƐĨŽƌƐĞŶŝŽƌĂŶĚŚĂŶĚŝĐĂƉĨŽůŬƐ
ŝ͘WĂƌŬŝŶŐ
ŝŝ͘tĂƚĞƌ
ŝŝŝ͘ZĞƐƚƌŽŽŵƐ
ŝǀ͘WŚLJƐŝĐĂůůŝŵŝƚĂƚŝŽŶƐ
ǀ͘
ŝ͘ŽĐĐĞďĂůů
ũ͘KƵƚĚŽŽƌƉŽŽů
Ŭ͘/ŶĚŽŽƌƐŽĐĐĞƌ
Ϯ͘hŶĚĞƌƐƚĂŶĚŝŶŐƚŚĂƚĂǀĂŝůĂďůĞĨƵŶĚŝŶŐŝƐůŝŵŝƚĞĚ͕ƐŚŽƵůĚƚŚĞŝƚLJĨŽĐƵƐŽŶŝŵƉƌŽǀŝŶŐĞdžŝƐƚŝŶŐ
ĨĂĐŝůŝƚŝĞƐŽƌŽŶďƵŝůĚŝŶŐŶĞǁ͕ĂĚĚŝƚŝŽŶĂůĨĂĐŝůŝƚŝĞƐ͍
Ă͘EĞǁŽƵƚĚŽŽƌĂŵƉŚŝƚŚĞĂƚĞƌ
ď͘ŽƚŚ
Đ͘/ŶĚŽŽƌͬKƵƚĚŽŽƌĂŵƉŚŝƚŚĞĂƚĞƌůŝŬĞǁĞĂƚŚĞƌďLJůĂŬĞ
WĂƌŬǀŝůůĞWĂƌŬƐDĂƐƚĞƌWůĂŶhƉĚĂƚĞ
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ĂƚĞ͗&ƌŝĚĂLJ͕DĂƌĐŚϭϭ
dŝŵĞ͗Ϯ͗ϬϬƉŵ
ƚƚĞŶĚĞĞƐ͗dŝŵůĂŬĞƐůĞĞ͕>ĂƵƌĞŶ͕ŚŝĞĨŽĨWŽůŝĐĞ
dŚĞWĂƌŬ^LJƐƚĞŵ
ϭ͘/ƐƚŚĞƌĞĂŶLJƚŚŝŶŐŵŝƐƐŝŶŐĨƌŽŵƚŚĞƉĂƌŬƐLJƐƚĞŵ͍
Ă͘WĞĚĞƐƚƌŝĂŶĨƌŝĞŶĚůLJƉĂƌŬŝŶŐŝŶ ŶŐůŝƐŚ>ĂŶĚŝŶŐ
ŝ͘<ĞĞƉƐĂƚƚĞŶĚĂŶĐĞĚŽǁŶ
ď͘^ƉŽƌƚƐĨŝĞůĚƐ
Đ͘ƌĞĂŵĞŶŝƚŝĞƐƉƌŽƉŽƐĞŽƵƚǁĞƐƚǁŽƌƚŚǁŚŝůĞ
Ě͘EĞŝŐŚďŽƌŚŽŽĚƉĂƌŬƐ
Ğ͘ŽŵŵƵŶŝƚLJŐĂƌĚĞŶ
Ĩ͘>ŝŐŚƚŝŶŐŝŶWůĂƚƚĞ>ĂŶĚŝŶŐƉĂƌŬ
Ő͘ĂŵƉŝŶŐŝŶƉĂƌŬƐ
Ś͘,ŽǁĚŽǁĞĐĂƉŝƚĂůŝnjĞŽŶƌĞŝǀĞƌĨƌŽŶƚ
ŝ͘dŽƵƌŝƐƚĚĞƐƚŝŶĂƚŝŽŶ
ŝŝ͘EŽƚƐĞƚƵƉǁŝƚŚƚŚĞƚLJƉĞŽĨĂŵĞŶŝƚŝĞƐƚŽƐƵƉƉŽƌƚ
ŝŝŝ͘ĂŵƉŝŶŐĂŶĚŽƚŚĞƌĂĐƚŝǀŝƚŝĞƐ
ŝǀ͘KǀĞƌŶŝŐŚƚĂĐƚŝǀŝƚŝĞƐ
ϭ͘DĂLJďĞůŽĐĂůŝnjĞƚŽƐƉĞĐŝĨŝĐĚĞƐŝŐŶĂƚĞĚĂƌĞĂƐ
ŝ͘WĂƌŬŝŶŐĨŽƌďŽĂƚƐ
ũ͘ŽŶŽƚƐĞĞŽƌƐƵƉƉŽƌƚŝŶǀĞƐƚŵĞŶƚƐŝŶƐŵĂůůĞƌƉĂƌŬƐ
Ŭ͘&ŽĐƵƐŽŶƌŝǀĞƌĨƌŽŶƚŐŝǀĞŶĐƵƌƌĞŶƚƌĞƐŽƵƌĐĞƐ
Ϯ͘hŶĚĞƌƐƚĂŶĚŝŶŐƚŚĂƚĂǀĂŝůĂďůĞĨƵŶĚŝŶŐŝƐůŝŵŝƚĞĚ͕ƐŚŽƵůĚƚŚĞŝƚLJĨŽĐƵƐŽŶŝŵƉƌŽǀŝŶŐĞdžŝƐƚŝŶŐ
ĨĂĐŝůŝƚŝĞƐŽƌŽŶďƵŝůĚŝŶŐŶĞǁ͕ĂĚĚŝƚŝŽŶĂůĨĂĐŝůŝƚŝĞƐ͍
Ă͘ŽƚŚ
ď͘ŝƌĞĐƚŝǀĞĨƌŽŵďŽĂƌĚŽĨĂůĚĞƌŵĂŶƚŽŐĞƚďĂĐŬƚŽďĂƐŝĐƐ͕ŵĂŝŶƚĂŝŶĞdžŝƐƚŝŶŐ
Đ͘:ƵƐƚƐƵŶŬŵŽŶĞLJŝŶƚŽƉŚĂƐĞϭŽĨƉůĂƚƚĞůĂŶĚŝŶŐƉĂƌŬ͕ĐĂŶ͛ƚůĞĂǀĞƵŶĨŝŶŝƐŚĞĚ͘
Ě͘tŚĂƚŝƐĂƌĞĂůŝƐƚŝĐ͕ĂĐŚŝĞǀĂďůĞǀŝƐŝŽŶĨŽƌƉůĂƚƚĞůĂŶĚŝŶŐƉĂƌŬ
Ğ͘ŽŵďŝŶƚŝŽŶ
Ĩ͘EĞĞĚƚŽƵŶĚĞƌƐƚĂŶĚŽǀĞƌĂůůǀŝƐŝŽŶŽĨƉůĂƚƚĞůĂŶĚŝŶŐ
Ő͘WĞĚĞƐƚƌŝĂŶĨƌŝĞŶĚůLJŵĞĂƐƵƌĞƐ
Ś͘
WĂƌŬǀŝůůĞWĂƌŬƐDĂƐƚĞƌWůĂŶhƉĚĂƚĞ
&ŽĐƵƐ'ƌŽƵƉ͗ϲ
ĂƚĞ͗ϯͬϭϰͬϮϬϭϲ
dŝŵĞ͗ϰ͗ϯϬƉ͘ŵ͘
ƚƚĞŶĚĞĞƐ͗:ĂLJŵĞhĚĞŶ;WĂƌŬhŶŝǀ͘Ϳ͕ƌ͘:ŽƐŚŽůǀŝŶ;WĂƌŬ,ŝůůͿ͕<ĞŶWĂƌƌŝƐŚ;dƵƌŬĞLJdƌŽƚͿ͕DŝŬĞ ŵŵŝĐŬ͕
EŽĞůŚĂůůŝƐ
dŚĞWĂƌŬ^LJƐƚĞŵ
ϭ͘/ƐƚŚĞƌĞĂŶLJƚŚŝŶŐŵŝƐƐŝŶŐĨƌŽŵƚŚĞƉĂƌŬƐLJƐƚĞŵ͍
Ă͘ŝŬĞƐŽŶƐƚƌĞĞƚƐ
ď͘DŽƌĞĂǀĞŶƵƐĨŽƌďŝŬĞƐ
Đ͘ŽŶŶĞĐƚŝŶŐƚŚĞŶŽƌƚŚĞŶĚǁŝƚŚƚŚĞƐŽƵƚŚĞŶĚĂůŽŶŐŚǁLJϵ
Ě͘'ĞƚƚŝŶŐĚŽǁŶƚŽ ŶŐůŝƐŚ>ĂŶĚŝŶŐWĂƌŬŝƐĚŝĨĨŝĐƵůƚ
Ğ͘ŝƐƚƌŝďƵƚŝŽŶŽĨƉĂƌŬƐƚŚƌŽƵŐŚŽƵƚƚŚĞŶĞŝŐŚďŽƌŚŽŽĚƐ
Ĩ͘DŽƐƚƐƚƵĚĞŶƚƐƵƐĞ ŶŐůŝƐŚůĂŶĚŝŶŐĂŶĚůŽǀĞƐĂŶĚǀŽůůĞLJďĂůůĂŶĚƚƌĂŝů
Ő͘ŽŵŵƵƚĞƌƐůŝŬĞĚŽŐƉĂƌŬ
Ś͘EĞĞĚƚŽƉůĂŶĨŽƌĨƵƚƵƌĞĚĞǀĞůŽƉŵĞŶƚ͕ĞƐƉĞĐŝĂůůLJĂƚŶŽƌƚŚĞŶĚŶĞĂƌ/Ͳϰϯϱ
ŝ͘KƉƉŽƌƚƵŶŝƚŝĞƐĨŽƌůŝƚƚůĞŽŶĞƐ
ũ͘DĂŝŶƚĞŶĂŶĐĞŽĨƚƌĂŝůƐ͕ĞƐƉĞĐŝĂůůLJĚƵƌŝŶŐƐƉƌŝŶŐ
Ŭ͘dŚĞŵŽƌĞƚƌĂŝůĐŽŶŶĞĐƚŝŽŶƐƚŚĞďĞƚƚĞƌĞǀĞŶŝĨŝƚ͛ƐŽƵƚƐŝĚĞƚŚĞĐŝƚLJďŽƵŶĚĂƌLJ
ů͘dĞŶŶŝƐĐŽƵƌƚƐ
ŵ͘^ĂŶĚsŽůůĞLJďĂůůƐĞĞŵƐǀĞƌLJƉŽƉƵůĂƌ
Ϯ͘hŶĚĞƌƐƚĂŶĚŝŶŐƚŚĂƚĂǀĂŝůĂďůĞĨƵŶĚŝŶŐŝƐůŝŵŝƚĞĚ͕ƐŚŽƵůĚƚŚĞŝƚLJĨŽĐƵƐŽŶŝŵƉƌŽǀŝŶŐĞdžŝƐƚŝŶŐ
ĨĂĐŝůŝƚŝĞƐŽƌŽŶďƵŝůĚŝŶŐŶĞǁ͕ĂĚĚŝƚŝŽŶĂůĨĂĐŝůŝƚŝĞƐ͍
Ă͘EĞǁ͕ŵĂŬŝŶŐĐŽŶŶĞĐƚŝŽŶƚŽƉůĂĐĞƚŚĂƚĚŽŶ͛ƚŚĂǀĞƚŚĞŵ
ď͘ŽŶŶĞĐƚŝŽŶƐƚŽŶĞŝŐŚďŽƌŚŽŽĚƐ
Đ͘ĚĚƉŽƉƵůĂƌĂŵĞŶŝƚŝĞƐĂŶĚĨĞĂƚƵƌĞƐƚŚĂƚĂƌĞĨĂŵŝůLJƌĞůĂƚĞĚ
Ě͘ŽŵŵƵŶŝƚLJŐĂƌĚĞŶƐ
Ğ͘KůĚĞƌĨŽůŬƐůŝŬĞĂŵĞŶŝƚŝĞƐŐĞĂƌĞĚĨŽƌLJŽƵŶŐĞƌĨŽůŬƐ;ϮϬͲϰϬͿ
Ĩ͘&ĂŵŝůLJZĞƵŶŝŽŶƚLJƉĞŽĨƐƉĂĐĞƐ
Ő͘KƉƉŽƌƚƵŶŝƚLJƚŽƉĂƌƚŶĞƌǁŝƚŚŽƌŐĂŶŝnjĂƚŝŽŶƐ;zD͕ĞƚĐ͘Ϳ
Ś͘&ŝĞůĚƐ
ŝ͘dƵƌĨͲĨŝĞůĚůŝŬĞWůĂƚƚĞWƵƌĐŚĂƐĞ
ZŝǀĞƌĨƌŽŶƚ
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ĂƐƉĞĐƚƐŽĨƚŚŽƐĞƚŚĂƚĂƉƉĞĂůĞĚƚŽLJŽƵ͍^ŽŵĞƚŚĂƚĚŝĚŶŽƚ͍
Ă͘tŚĞŶŶŽŽŶĞŝƐƵƐŝŶŐƚŚĞďĂůůĨŝĞůĚƐƚŚĞLJĂƌĞĂǁĂƐƚĞŽĨƐƉĂĐĞ
ď͘&ĂƌŵĞƌƐŵĂƌŬĞƚ
Đ͘ŵƉŚŝƚŚĞĂƚĞƌ
Ě͘KƚŚĞƌĂŵĞŶŝƚŝĞƐƚŚĂƚĚƌĂǁƵƐĞƌƐ
Ğ͘ŝŐŐĞƌĂƌĞŶĂĂƌĞĂĨŽƌůĂƌŐĞƌĞǀĞŶƚƐůŝŬĞůĂƌŐĞĐŽŶĐĞƌƚƐĞƌŝĞƐ
WĂƌŬǀŝůůĞWĂƌŬƐDĂƐƚĞƌWůĂŶhƉĚĂƚĞ
&ŽĐƵƐ'ƌŽƵƉ͗ϳ
ĂƚĞ͗ϯͬϭϱͬϮϬϭϲ
dŝŵĞ͗ϳ͗ϬϬƉ͘ŵ͘
ƚƚĞŶĚĞĞƐ͗ŽĂƌĚŽĨůĚĞƌŵĞŶ
dŚĞWĂƌŬ^LJƐƚĞŵ
ϭ͘/ƐƚŚĞƌĞĂŶLJƚŚŝŶŐŵŝƐƐŝŶŐĨƌŽŵƚŚĞƉĂƌŬƐLJƐƚĞŵ͍
Ă͘ĂůůĨŝĞůĚƐ
ď͘EŝĐĞƌĞƐƚƌŽŽŵ
Đ͘>ŝŐŚƚŝŶŐŝŶW>W
Ě͘ŽĐŬƐ
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Ő͘sĞƚĞƌĂŶƐƚƌŝďƵƚĞʹƐĞĞĂƚĐŚŝƐŽŶ
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WĂƌŬKƉĞƌĂƚŝŽŶƐĂŶĚDĂŝŶƚĞŶĂŶĐĞ
ϭ͘tŝƚŚƚŚĞĂĚĚŝƚŝŽŶŽĨƐŽŵĞϭϯϬĂĐƌĞƐŽĨƉĂƌŬůĂŶĚƚŽƚŚĞWĂƌŬǀŝůůĞWĂƌŬ^LJƐƚĞŵ͕ĂůŵŽƐƚĚŽƵďůŝŶŐ
ŝƚƐƐŝnjĞ͕ƉƌĞƐƐƵƌĞŽŶŵĂŝŶƚĞŶĂŶĐĞĂŶĚŽƉĞƌĂƚŝŽŶƐĨƵŶĚŝŶŐǁŝůůŝŶĐƌĞĂƐĞ͘/ƐƚŚŝƐĂŶŝŵƉŽƌƚĂŶƚ
ĐŽŶƐŝĚĞƌĂƚŝŽŶĂƐŝŵƉƌŽǀĞŵĞŶƚƉůĂŶƐĂƌĞĐŽŶƐŝĚĞƌĞĚ͍
Ă͘ďƐŽůƵƚĞůLJͲηϭƉƌŝŽƌŝƚLJ
ď͘DĂŝŶƚĂŝŶǁŚĂƚƚŚĞLJŚĂǀĞ
APPENDIX A - OPEN HOUSE
April 14th 2016
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APPENDIX A - ON-LINE SURVEY
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APPENDIX A - RIVERFRONT PARKS
4th OF JULY
, 111111111111111R::":"
APPENDIX A - RIVERFRONT PARKS
ON-LINE SURVEY - DESIGN CONCEPTS
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APPENDIX B - PARKS MAP
NW87Ter
N
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NW 64th St
NW
85thTer
NW 87th St
67th
NW65St
E 3rd St
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76th
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62nd
57thSt
NWSunsetDr
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HerrCir
McAfeeSt
BluffsWay
NW
GradenRd
61st
NW Matton Ln
DeersTrl
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Rinehart Ln
NW76Ter
NW 82 St
NW85thSt
ShorlelineDr
NW77St
NW62St
NW59thTer
NW56St
NW74St
NW 87th St
NW YukonSt
NW77Ter
NW79Ter
NW77Ter
QuailRunDr
WestsideDr
NW 84 Ter
NW72St
N Ch
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n A
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NW78St
RidgeRd
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70St
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NW71stSt
NW74thSt
NW65St
67thSt
NW 68 St
NW 80 St
NWBluffDr
NWMonticelloDr
NW86Ter
NW 80th St
NW57Ter
NW77St
NW78St
NW Custer Dr
63rd St
Woodhaven L
n
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NW70thSt
NW64thTer
NForestDr
NW 86th St
ForestParkDr
NWWardRd
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Meadow
Lake
NW90thSt
Claret
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NW86thSt
NW Brink-Myer Rd
NWBarryRd
NW 79 St
NW66StNW Blue Gra
ss Dr
N Kla
mm Rd
NW
SkyviewAve
NW Tiffany Springs Rd
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NWBrostromRd
MontclairAve
ClearwaterDr
NW 72 St
PleasantFordDr
NWCaneyCreekDr
NW 79 Pl
BirkdaleDr
NW
CadwalladerRd
NW Johnson Trl
NW70St
Julian
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NW81stSt
NW
O
ak
Dr
NW Porter Rd
RiverHillsDr
NW Lo
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E6thSt
TimberRidgeSt
NWVerlinDr
SMainSt
NAvalonSt
NW63rdSt
NW75thSt
NW
Klamm
Rd
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NW
PotomacAve
NWJones-MeyerRd
NWBelvederePkwy NW 74 St
Ea
s
t
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Rive
r Rd
Highway
N
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NW 64th St
NWRiverRd
NW
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NW
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NW76St
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NW River Park Dr
NNationalDr
NW 64th St
NMontroseAve
Na
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l
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Rd
Bell
Rd
NWPrairieViewRd
NW72ndTer
ParkRidgeDr
NW73rdSt
W7St
NWCrookedRd
MordenRd
NW80Ter
GlennLn
NW57St
NFiskAve
Avalon
Scenic
NW75St
N
AvalonSt
TrailridgeDr
NW 60 St
NW81St
NW
ForestDr
NW
ScenicDr
MirrorLakeDr
N
HelenaAve
FoxHillRd
Spinnaker
N
ArcolaAve
NationalDr
NPomonaAve
NBoardwalkAve
N
AmityAve
NNevadaAve
NW
HillsideDr
NW72St
NW
WinterAve
NW
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HoslettSt
NWMilreyDr
NW Bridle P
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NW
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NW 76th St
NationalDr
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CoffeyRd
CoffeyRd
N Cong
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NW Crooked Rd
NW
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PLATTE
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PA R
KVILLE
NATURE
SANCTUARY3MI LESERVICERADIUS
P A R K V I L L E , M O PARK SYSTEM LEVEL OF SERVICE MAP
0 3,000 6,000 1,500
FT
Parkville City Limits
Railroad
Interstate
Street
Parcel
Park
Lakes & River
Floodway
500 Year Floodplain
100 Year Floodplain
NEIGHBORHOOD PARKS
1/4 MILE SERVICE RADIUS
APPENDIX C - RIVERFRONT DESIGN CONCEPTS
PRELIMINARY CONCEPT - A
PRELIMINARY CONCEPT - B
RIVERFRONT PARKS - FINAL DESIGN CONCEPT
DOWNTOWN
TRANSITION ZONE &
PLATTE LANDING PARK
ENLARGEMENT
FINAL CONCEPT PLAN
ENLARGEMENT
RAILROAD TRAC
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DOWNTOWN
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ENLARGEMENT
FINAL CONCEPT PLAN
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9 HWY
RAIL ROAD
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1 2
3
4
5
6
14
15
15
15
15
16
17 18
18
1920
17
7
89
10
11
12
13
RIVERFRONT PARKS - PHASING DIAGRAM
WITH CONCEPTUAL COSTS
PHASE I - PLATTE LANDING PARK $2,500,000 - $3,300,000
A. Wetland - No out of pocket costs from city; It is assumed that this project will provide
preliminary grading for athletic fields and road base for drive and parking lot.
B. Entry Road & Baseball Fields $500,000 - $1,000,000
C. Parking Lot & Park Area $500,000 - $750,000
D. Soccer Fields $250,000 - $400,000
E. Trail Connections $100,000 - $300,000
PHASE II - PARKING LOT - SOUTH OF NATURE SANCTUARY $200,000 - $400,000
PHASE III - RIVERFRONT PARK $400,000 - $800,000
PHASE IV - DOWNTOWN TRANSITION ZONE $1,000,000 - $2,000,000
PHASE V - ENGLISH LANDING PARK $500,000 - $800,000
PHASE VI - PLATTE LANDING PARKING & CANOE LOCKERS $200,000 - $400,000
A
PHASE I
PHASE IV
PHASE V
PHASE VI
PHASE III
PHASE II
B
C
D
NARRATIVE:
The diagram shown here defines segments of the Riverfront Parks Concept that could be pack-
aged as individual projects. Some Phases, such as Phase I, have multiple stages that require
sequencing so that the City may benefit from the economies of scale. For example, the wet-
land project (Phase IA) could potentially provide earthwork and grading for the athletic fields
(Phases IB & D) from excavated material that cannot be hauled off. In addition, an access road
and staging area constructed for Phase IA can provide a road base for Phases IB and C. The
table below shows potential costs that may be associated with each phase.