CityMN
Posted
Oct 26, 2026
Nov 18, 2026
Parks, Recreation and Open Space Master Plan with Supporting Public Works Asset \& Operations Assessment
INVITATION The City of Red Wing is seeking proposals from qualified consultants to prepare a comprehensive Parks, Recreation and Open Space Master Plan supported by a focused Public Works asset and operations assessment. The Parks, Recreation and Open Space Master Plan will serve as the primary deliverable and establish a long-term vision, service priorities, capital investment strategy, and implementation framework for the City's parks, recreation, trails, and open space system. Supporting Assessment: A focused assessment of the condition, lifecycle, maintenance, staffing, equipment, partnerships, and operations that directly support the City's parks, recreation facilities, trails, and open spaces. This work will provide the technical foundation needed to understand current conditions, lifecycle and reinvestment needs, maintenance levels of service, and operational capacity. The assessment is intended to inform the Parks, Recreation and Open Space Master Plan rather than function as a separate citywide Public Works organizational study. Primary Deliverable: A comprehensive Parks, Recreation and Open Space Master Plan that evaluates how well the existing system meets current and anticipated community needs and establishes a clear vision for the next 10 to 20 years. The plan shall address service levels, system gaps, demographic and recreation trends, community priorities, accessibility and equity, recreation partnerships and programming, capital investment, implementation priorities, and realistic funding strategies. Organizational Context The City of Red Wing does not operate a traditional parks and recreation department. Public Works is responsible for the maintenance and operation of City parks, grounds, cemeteries, buildings, and public realm assets. Recreation programming is provided primarily through community partners, including the Red Wing School District, YMCA, the Red Wing Municipal Golf Corporation, athletic associations, clubs, and other organizations. See Attachments 1 and 2 for a description of the Building and Grounds Division functions, staffing, and existing partners. REQUESTED SERVICES PART 1 - SUPPORTING ASSESSMENT: PUBLIC WORKS ASSET \& OPERATIONS ASSESSMENT 1. Asset Condition, Lifecycle, and Replacement Assessment The City maintains an inventory of parks, recreation facilities, trails, open spaces, grounds, equipment, and related assets through OpenGov Enterprise Asset Management. The consultant shall use this inventory to assess major assets that directly support the parks, recreation, trail, and open space system and establish current condition, remaining useful life, anticipated rehabilitation needs, and replacement timing. If the consultant identifies gaps or inaccuracies in the asset inventory, those gaps shall be documented along with recommendations for how City staff can maintain and update the inventory going forward. Based on the condition and lifecycle assessment, develop a long-term rehabilitation and replacement schedule for major assets or asset categories valued at greater than $5,000. At a minimum, the schedule shall identify: • Asset or asset category • Current condition • Estimated remaining useful life • Recommended rehabilitation or replacement action • Anticipated timing • Estimated cost The schedule shall be provided in a format that can be readily maintained and updated by City staff and used to guide capital improvement programming and long-term financial planning. 2. Operational and Organization Assessment Conduct interviews with Division staff to establish a baseline understanding of the organizational, operational, and financial framework for services that directly support parks, recreation facilities, trails, and open spaces. The assessment should focus on the staffing, equipment, budgets, maintenance practices, and service delivery arrangements necessary to support the recommendations of the Master Plan. Review relevant information including: • Organizational structure and reporting relationships • Staff roles and responsibilities • Permanent and seasonal staffing levels • Operating budgets and expenditures • Capital budgets and existing capital replacement practices • Maintenance policies, procedures, and standards • Inspection and preventive maintenance practices • Work-order and asset management procedures • Contracts and contracted services • Other operational policies, procedures, and practices relevant to service delivery Document the existing organizational and operational framework for parks, recreation facilities, trails, and open spaces, including how staffing, responsibilities, financial resources, maintenance activities, contracted services, and other resources are currently organized and deployed. Identify significant operational constraints, gaps, inefficiencies, or service-level issues that could affect implementation of the Parks, Recreation and Open Space Master Plan. 3. Partnership and Shared Service Assessment Evaluate the role of partner organizations and Civic Contributors in supporting the maintenance, operation, programming, and use of City parks, recreation facilities, trails, and open spaces. The assessment should review existing formal agreements and identify: • Shared maintenance or facility management arrangements • Maintenance and operational responsibilities performed by partner organizations or Civic Contributors • Civic Contributors and other in-kind contributions • Partner contributions toward equipment, improvements, or capital projects • Contracted services and other alternative service delivery arrangements • City staff or financial resources required to support partnership activities • Opportunities to improve coordination, clarify responsibilities, or expand beneficial partnerships • Operational or financial risks associated with reliance on partners or Civic Contributors • Opportunities to formalize agreements, responsibilities, maintenance expectations, or other arrangements if appropriate Consider the role of partnerships when evaluating staffing requirements, maintenance levels of service, workload, programming and facility access, financial sustainability, and operational improvements needed to implement the Parks, Recreation and Open Space Master Plan. 4. Public Works Operational Plan Using the findings from Tasks 1-3, develop recommendations describing the operational resources and practices needed to support the future parks, recreation, trail, and open space system. Recommendations should address: • Organizational structure and reporting relationships • Staff roles and responsibilities • Permanent and seasonal staffing needs • Workload allocation and seasonal staffing deployment • Maintenance standards and levels of service • Preventive maintenance and inspection practices • Appropriate use of contracted services • Appropriate use of partnerships and volunteers • Interdepartmental responsibilities and coordination • Operating budget and resource implications • Capital replacement planning • Opportunities to improve efficiency and service delivery • Evaluation of whether existing equipment is appropriate and sufficient to efficiently perform assigned work The operational recommendations should identify near-term, mid-term, and long-term actions and provide sufficient detail to guide future staffing, budgeting, maintenance, equipment, asset management, and service-delivery decisions. These recommendations shall be integrated into the implementation strategy for the Parks, Recreation and Open Space Master Plan. PART 2 - PARK AND OPEN SPACE PLAN The City's 2040 Community Plan and other adopted plans will serve as important background and policy resources for this work. The consultant shall build upon these documents while conducting an independent assessment of current and future parks, recreation, trail, and open space needs. The resulting Parks, Recreation and Open Space Master Plan shall establish a comprehensive long-term vision, service priorities, investment strategy, and implementation framework for the City's parks and recreation system. 1. Existing System and Planning Framework Review the parks, recreation, and open space recommendations contained in the 2040 Community Plan and other relevant City plans and policies. Review existing plans, studies, and adopted concepts for individual parks, open spaces, trails, recreation facilities, and other areas within the system to identify recommendations that remain relevant and should be carried forward, modified, or reconsidered. Review and refine the City's existing classification and inventory of parks and open spaces, including distinguishing developed parks and recreation facilities from conservancy areas, natural areas, and other open spaces. Identify minor corrections, changes in use or classification, or other updates necessary to accurately describe the current system. 2. Community Needs Assessment and Engagement The consultant shall design and lead a community needs assessment and public engagement process in coordination with City staff. The process should use a combination of methods appropriate to Red Wing, which may include statistically valid or community-wide surveys, stakeholder interviews, focus groups, pop-up engagement, community events, online engagement, and meetings with elected and appointed officials. The consultant shall be responsible for developing engagement questions, facilitating key activities, analyzing results, and connecting community input to plan recommendations. City staff will assist with outreach, logistics, communications, and access to existing community networks. Evaluate community and elected official perspectives regarding the existing parks and recreation system, including satisfaction with existing parks and facilities, priorities for reinvestment or improvement, perceived gaps in recreation opportunities, desired programs and services, and interest in potential expansion or development of new parks, facilities, trails, or amenities. Engagement should intentionally seek input from different ages, neighborhoods, abilities, and user groups. Identify areas of general agreement as well as significant differences in priorities or expectations that should be considered in future park and recreation decisions. 3. Demographic, Trends, and Future Demand Analysis Analyze current and projected demographics, population and household trends, development patterns, recreation trends, and other factors likely to influence demand for parks, recreation facilities, trails, open space, programs, and services over the next 10 to 20 years. Also identify emerging recreation interests and changing community needs that should influence future investment, facility design, programming partnerships, and service delivery. 4. Peer Benchmarking and Level of Service Compare Red Wing with an appropriate set of peer communities and relevant industry practices. Benchmark factors such as park acreage, facility and amenity provision, trail access, staffing and maintenance resources, operating and capital investment, and the City's role in recreation programming. Develop practical level-of-service standards or targets for Red Wing that reflect community priorities, fiscal realities, system character, and the roles of partner organizations. Standards should be usable to evaluate existing conditions and guide future investment decisions. 5. System, Access, and Equity Gaps Evaluate geographic access to parks, trails, recreation facilities, and key amenities using appropriate service-area or walkability analysis. Identify underserved areas, barriers to access, gaps in facility or amenity distribution, and opportunities to improve connections between neighborhoods and recreation destinations. Evaluate accessibility and equity considerations, including ADA access, age-friendly design, transportation access, inclusive recreation opportunities, and whether investments and services are reasonably distributed across the community. 6. Recreation Services, Programming, and Partnerships Evaluate the recreation programs and services available to Red Wing residents through the City, School District, YMCA, athletic associations, clubs, nonprofit organizations, and other partners. Identify service gaps, duplication, capacity constraints, and opportunities for stronger coordination or shared delivery. Recommend the appropriate long-term role of the City in recreation programming and facility support, including where the City should lead, partner, facilitate, or rely on other providers. 7. Park Dedication Requirements and Fees Evaluate the City's existing park dedication requirements and fees and their effectiveness in supporting the City's parks, recreation, and open space objectives. Review the City's current requirements, fee structure, application to different types of development, use of collected funds, and relationship between anticipated development and future park and recreation needs. Identify any issues with the existing approach and recommend modifications, if warranted, to the City's park dedication fee structure or implementation practices. 8. Master Plan, Capital Strategy, and Implementation Using the 2040 Community Plan, other applicable plans and studies, system and needs assessments, community and elected official input, park dedication evaluation, and relevant findings from the supporting asset and operations assessment in Part 1, develop an integrated Parks, Recreation and Open Space Master Plan for the future of the City's system. Recommendations should identify priorities for maintaining and reinvesting in existing parks and recreation facilities; opportunities to improve, repurpose, consolidate, or expand existing facilities; potential future parks, recreation facilities, trails, amenities, programs, or open space investments supported by identified community needs; and areas where additional study or planning may be warranted before future investment decisions are made. The resulting Master Plan shall establish clear, measurable priorities to guide future parks and recreation policy, operations, partnerships, programming, planning, and capital investment decisions. The plan shall include a prioritized 5-year, 10-year, and longer-term implementation and capital investment strategy, order-of-magnitude cost estimates, responsible parties, potential funding sources, and recommended measures for tracking progress and updating the plan over time. The City has budgeted $75,000 for this planning effort. Proposals should prioritize the strategic Parks, Recreation and Open Space Master Plan as the primary deliverable. The supporting asset and operations assessment should be scoped to the level necessary to inform the Master Plan and its implementation recommendations. PROPOSAL REQUIREMENTS • Firm Qualifications: Firm background, relevant experience, and similar project examples • Project Team: Project manager, key personnel, subconsultants • Project Approach and Schedule: Project Objectives, Methodology, \& Deliverables 1. Describe how the proposed approach will balance the Parks, Recreation and Open Space Master Plan with the supporting asset and operations assessment, including the anticipated allocation of consultant effort and fee by major component. 2. Describe the proposed community engagement and needs-assessment approach, peer benchmarking methodology, level-of-service analysis, and process for developing implementation priorities and funding strategies. 3. Project schedule and proposed timeline • Fee Proposal o Total project cost o Cost by task o Hourly rates o Reimbursable expenses • References o At least three references from comparable projects. o Provide links or PDFs of example projects Primary Contact: Brandy Howe brandy.howe@redwingmn.gov 651-385-5137 ATTACHMENT 1 - Division Description Buildings and Grounds Division - Public Works The Buildings and Grounds Division of the Public Works Department is responsible for a diverse range of services that enhance, operate, and maintain City-owned facilities and public spaces. The Division's responsibilities include parks and grounds maintenance, cemetery operations, flowers and landscaping, urban forestry, municipal facility maintenance, street lighting, and traffic control infrastructure. These responsibilities encompass a wide variety of specialized services performed throughout the City. The information provided in this attachment is intended to be a high-level overview of the Buildings and Grounds Division and is not an exhaustive description of every service, asset, or responsibility assigned to the Division. The individual disciplines described below represent distinct areas of work; however, each requires varying levels of Buildings and Grounds staff time, equipment, coordination, oversight, and financial resources. Collectively, these responsibilities demonstrate the broad range of specialized services the Division is responsible for providing throughout the City. Parks and Grounds Buildings and Grounds maintains the City's parks, parklets, conservation areas, trails, and grounds surrounding municipal facilities. Work includes lawn and landscape maintenance, trail maintenance, playground inspections, installation and maintenance of park amenities, native prairie restoration, irrigation and public water sources, and aquatic facility maintenance. The Division also maintains public spaces within the downtown core and West End, including flower baskets, planters, landscaped areas, and other public amenities. Seasonal employees provide significant support for routine grounds and landscape maintenance during the warmer months. Cemeteries Buildings and Grounds operates and maintains three City cemeteries. In addition to grounds maintenance, cemetery responsibilities include the sale of cemetery lots, coordination and performance of burials, monument installation, and maintenance of perpetual flowers. Flowers and Landscaping Flower and landscape maintenance is a significant seasonal responsibility of the Division. Staff maintains approximately 300 hanging flower baskets, 87 planters, 140 landscaped spaces, and 2,175 cemetery perpetual flowers. These services contribute to the appearance of City parks, cemeteries, the downtown core, West End, and other public spaces. Urban Forestry The Division manages the City's urban forest, including approximately 6,200 maintained trees. Responsibilities include planting, pruning, maintenance, and removal of public trees. Buildings and Grounds staff performs this work with assistance from other Public Works staff and contracted services when necessary. Facilities Buildings and Grounds maintain more than 125 City-owned facilities, ranging from park pavilions to water treatment plants. Facility responsibilities include maintaining building envelopes and mechanical, electrical, and plumbing systems, as well as fire protection, intrusion alarm, and security camera systems. The Division includes specialized trades and facility maintenance personnel who provide preventative maintenance, repairs, troubleshooting, and support necessary to keep municipal buildings safe, functional, and operational. Trails Buildings and Grounds is responsible for the maintenance of trails located throughout the City. While some trails are located within City parks and open spaces, many function as neighborhood connections, park-to-park connections, or links between residential areas, public facilities, commercial areas, and other destinations. As a result, the City's trail system should be considered a community-wide asset rather than solely a park amenity. Trail responsibilities include routine maintenance and vegetation management, along with maintenance and repair of associated trail infrastructure as necessary. Street Lighting and Traffic Control Infrastructure Buildings and Grounds is also responsible for maintaining more than 1,000 streetlights within City limits and 122 individual traffic-control assets. Staffing The Buildings and Grounds Division currently staffs 16 full-time employees. The staffing structure identified in the newer draft consists of: • 1 Deputy Director - Buildings and Grounds • 1 Superintendent - Buildings and Grounds • 1 Superintendent - Parks and Cemetery • 1 Operations Foreman - Trades • 6 Maintenance I positions (1 vacant) • 1 Maintenance - Urban Landscape • 1 Facilities Maintenance HVAC • 1 Facilities Repair Technician • 1 Electrician (vacant) • 1 City Plumber • 1 Infrastructure Asset Management Specialist • 1 ICWC crew (partially shared) • 1 ICWC crew (4 days per week) Seasonal Employees In total the Buildings and Grounds Department within Public Works allocates operational funds for 23 seasonal employees. Primarily working in our parks and cemeteries these employees are responsible for weeding, mowing, watering and general maintenance that keep our community looking clean and welcoming. Athletic Field Description - One (1) Seasonal Employee is assigned for the entire summer to the Athletic Field Complex. The City of Red Wing is contractually bound to provide a seasonal employee to this location, and they work closely with the Red Wing Amateur Baseball Associations contracted maintenance worker. This position's primary duties are field prep, mowing, weed whipping and park refuse cleanup. A.P. Anderson Park Description - One (1) Seasonal Employee assigned for the entire summer to the Park. This position's primary duties are field prep, mowing, weed whipping and park refuse cleanup. Colvill Park Description - Two (2) Seasonal Employee are assigned to this park annually. At least one of these employees is typically a retired person who can continue to work till all of the fallen leaves are taken care of. Their job duties include mowing, weed whipping, refuse collection, and rented facility clean up. Flowers and Downtown Core Description - There are Six (6) seasonal employees allocated to this area. Their primary duties are watering of flower baskets, gardens and flowerpots, weeding of garden and landscaped spaces, mowing in the downtown parks and facility yards, and general refuses cleanup. Cemetery Description - Our two main cemeteries (Oakwood and Burnside) are primarily maintained by ten (10) seasonal employees. Their job duties include mowing, weed whipping, light tree trimming, light equipment maintenance, assisting with grave opening, light concrete work, and general grounds cleanup. 10ft Mow Route Description - One (1) Seasonal Employee that mows a mow route to all of the neighborhood parks as well as City Maintained boulevards and other properties. Parking Ramps and Landscapes Description - One (1) Seasonal Employee to ensure the three downtown parking ramps are clean as well as to go out to all of our hinterland landscaped areas to weed whip and pull weeds (light landscaping). Utility Mow Route Description - One (1) Seasonal Employee that mows a mow route at all of the water department grounds as well as some other City Maintained boulevards and other properties. ATTACHMENT 2 - PARTNERSHIPS • RAMBO (Memorial Park) • Aurora Ski Club (Memorial Park and the Golf Course) • Friends of the Bluff • Mississippi National Golf Course Volunteers • Red Wing Area Armature Baseball Association (Ath) • Red Wing Youth Baseball (Ath and AP) • Red Wing Community Recreation • Red Wing Youth Softball (AP Anderson) • Red Wing Youth Soccer (AP Anderson) • Goodhue County Master Gardeners - Discovery Garden • Master Gardeners - Bay Point • Red Wing Community Gardens (Featherstone Park, Spring Creek Park) • Red Wing Area Seniors - Anna Dee's Closet (Facility Renters) • Red Wing Area Seniors - ADA Community Garden (Facility Renters) • Ignite (Facility Renters) • Downtown Mainstreet • West End District • Red Wing Arts (Events and Sculpture Walk) • Kiwanis (Flower Basket Program) • Elysian Senior Homes (Seminary Parking Ramp Partnership) • HRA (Mostly Parking Ramp Concerns) • Goodhue County Historical Society (We own the building) • Pickleball (unofficial) • The Prairie Enthusiasts • Minnesota Climber Association (He Mni Can/Barns Bluff) • Friends of the Sheldon (Facility and Grounds including landscaped areas) • Friends of the Library (Facility and Grounds including landscaped areas) • Red Wing Farmers Market • Red Wing Chamber of Commerce (events) • Dog Park People (coming soon)