Parks & Recreation - February 2016

Parks and Public Health | Green Justice | Great Park’s Great Drama FEBRUARY 2016 W W W. N R PA . O R G

12 Steps to Sponsorship Success

Sponsorship opens up a wealth of opportunities for park and recreation agencies Page 44

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contents february 2016 volume 51 | number 2 | www.nrpa.org

COVER STORY

FEATURES

44 12 Steps to Sponsorship Success

48 The Great Drama of Great Park

Sponsorship opens up a wealth of opportunities for park and recreation agencies looking to shore up their event and programming coffers Sylvia Allen

More than a decade of political turmoil, mismanagement and an uncertain financial landscape has created an ongoing saga surrounding construction of California’s Great Park, even as the project inches toward completion Michael Stockstill

52 Breaking Down Barriers: Parks

and Recreation Connecting with Public Health .Richard J. Dolesh and Zarnaaz Bashir, MPH

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contents february

departments

columns

9 Community Center

6 Perspectives

NRPA Takes Top Honors 9

A Banner Year Susan Trautman, CPRP

A Park for All Abilities 10 NRPA Connect Hot Topics 14 Notable News 15

16 Research Update Freedom to Fail, Space to Grow

Cait Wilson, Jim Sibthorp and Dan Richmond

8 Editor’s Letter Great Expectations Gina Mullins-Cohen

26 Advocacy 2016: The Year of Park Champion Advocacy Jayni Rasmussen

20 By the Numbers Free Play Across the Globe

28 Law Review Physician Nixes Post-Injury Return to Football James C. Kozlowski, J.D., Ph.D.

22 People for Parks

Part Two: Marielle Anzelone Plans a PopUP Forest in Times Square Sonia Myrick

24 Member to Member Guiding the Way to Playground Design Gary Sorge and Donna Walcavage

56 NRPA Update Golden Myths 56 NRPA Sustainability in Action 58 Member Benefits: Can Data Help Predict the Future of Your Community? 60 Test Your Park and Recreation Knowledge 60 Member Spotlight: Janet Bartnik, CPRP 62 Professional Development Calendar 63

34 Future Leaders Lessons from the Road to Leadership

Tiffany Johnson

36 Conservation Friends Groups: People with Passion for Parks Jimmy O’Connor

38 Health and Wellness The Power of the Permit David Tyahla

40 Social Equity Latino Residents Champion for Green Justice in Little Village Mariela Fernandez, Ph.D., and Antonio Lopez

64 Operations Streamline Purchasing with Cooperatives

Page 40 66 Products 68 Marketplace 71 Reader Service and Advertiser Index 72 Park Bench Having a Heart Samantha Bartram

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P E R S P E C T I V E S A M E S S A G E F R O M N R PA’ S L E A D E R S

A Banner Year In 1983, I left the University of Missouri to go to work in the Outdoor Recreation Assistance Program for Missouri State Parks. My job title was planner, and as such, I was to travel the west side of the state, working with hundreds of communities of all sizes that were applying for money from the Land and Water Conservation Fund (LWCF). Seeing the power of parks and what a little money could do to transform a community left a lasting impression on me.

Over the years, I have witnessed the ebb and flow of politics, elected officials and the relationship of parks in communities. It has been a hard road for the LWCF. What inspires me most is the enduring fight for these dollars, the difference they can make and that we in the profession have never given up. Thank you to each of you who took the time to write letters or make a phone call to your senators and representatives. Your voice counted.

Certainly, the fight is not over, but we gained three years and doubled the amount of stateside funding — $110 million. I bow to my friends Joe Turner in Houston, Bill Bryan in Missouri, the Public Policy Committee, and Kevin O’Hara and his team at NRPA who never let up.

Thank you. I am proud that we were a strong voice and that our recent economic impact study (www.nrpa.org/parkeconreport) helped provide supporting facts regarding the benefits of parks to the economy.

NRPA joined forces with other organizations these past few years to advocate for federal funding of important park, recreation and outdoor initiatives. 2015 was a banner year — in addition to the LWCF, Congress approved two federal investments that help local parks: The Fixing America’s Surface Transportation (FAST) Act provides grant opportunities for multimodal bike and walking facilities through state transportation departments and metropolitan planning organizations, and for the first time, environmental education is included in the Every Student Succeeds Act. Under the Title IV 21st Century Community Learning Centers, park and recreation agencies are eligible partners with public schools to provide environmental education inside the schoolroom and fieldbased activities conducted in outdoor classrooms, to include parks.

We are off to a great new year! I encourage you to get involved with NRPA. Whether it’s advocacy, research or education, we are here to support you and ensure your voices are counted. Check out www.nrpa.org for the many activities and programs in 2016!

SUSAN K . T R AU TM AN, CPR P Chair of the Board of Directors

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2377 Belmont Ridge Rd. | Ashburn, VA 20148 2 703.858.0784 | www.nrpa.org

NRPA’S MISSION: To advance parks, recreation and environmental conservation efforts that enhance the quality of life for all people.

EXECUTIVE COMMITTEE

Jack Kardys

Chair of the Board of Directors Susan Trautman, CPRP

Miami-Dade Parks, Recreation and Open Spaces Department Miami, Florida

Great Rivers Greenway District St. Louis, Missouri

Chicago Park District Chicago, Illinois

Bartlett Park District Bartlett, Illinois

Brian Knapp

Clayton County Parks and Recreation Jonesboro, Georgia

Treasurer Neelay Bhatt PROS Consulting Indianapolis, Indiana

Secretary Roslyn Johnson Maryland-National Capital Park and Planning Commission Greenbelt, Maryland

President and CEO Barbara Tulipane, CAE National Recreation and Park Association Ashburn, Virginia

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Beverly D. Chrisman Lexington, South Carolina

Anne S. Close Fort Mill, South Carolina

James H. Evans New York, New York

National League of Cities Washington, D.C.

Rosemary Hall Evans Sugar Hill, New Hampshire

Five River Metro Parks Dayton, Ohio

Earl T. Groves

Neelay Bhatt

Charles E. Hartsoe, Ph.D.

Gastonia, North Carolina

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Maryland-National Capital Park and Planning Commission Greenbelt, Maryland

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EDITOR’S LET TER

Great Expectations Before moving to Virginia in 2012, I lived in Orange County, California. I lived there for 11 years, first in a new area of an old city called Tustin, and next in a master-planned development in the hills above the beachside town of San Clemente, called Talega. These two communities, once separated by 40 miles of strawberry fields, are now connected by the 5 freeway and toll roads. The 5, the main artery not just within Orange County, but to the entire state of California, connects the older beach communities to the sprawling climb of new stucco homes through the fire-prone canyons and up the backside of the Cleveland National Forest.

My 11 years in Orange County began with skyrocketing real estate values, and with that, I was also witness to the dream, the downfall and what is now becoming the rebirth of Orange County’s Great Park. Michael Stockstill, a California-based journalist who has reported on The Great Park for several years, brings to our pages a vigorous, living timeline with updates on the most recent developments in his piece beginning on page 48, “The Great Drama of The Great Park.” This story speaks to lofty goals, slow construction, the investigation launched by the Orange County Grand Jury, the financial chaos during the recession and finally, the positive vision on the horizon.

Two years into NRPA’s Commit to Health initiative, NRPA Vice President of Conservation and Parks, Rich Dolesh, and NRP Director of Public Health Strategies, Zarnaaz Bashir, MPH, discuss the promising expansion of partnerships between park and recreation agencies and those working in the realm of public health. “Breaking Down Barriers: Parks and Recreation Connecting with Public Health,” beginning on page 52, looks at agencies that are embracing such collaborations and how they can be a model to other agencies across the country.

If you want a basic lesson in building successful sponsorships, turn to page 44 and read “12 Steps to Sponsorship Success,” by Sylvia Allen, which lays out each fundamental stage of building lasting and strategic partnerships for successful event and programming endeavors.

Just like your agency is a member of NRPA, associations themselves also belong to associations and the American Society of Association Executives (ASAE) recently honored NRPA’s Marketing, Communications and Magazine department with five coveted awards.

ASAE’s Association TRENDS presented silver ribbons to NRPA for the design of our conference pocket guide, our membership marketing campaign and our 50th Year Anniversary video. Gold ribbons were presented for the video we produced under our Health and Wellness pillar, Get Out and Walk, and Parks & Recreation magazine.

Our work is inspired by your work, so we want to share these honors with you and also say thank you.

PRESIDENT AND CEO Barbara Tulipane, CAE VICE PRESIDENT OF MARKETING, COMMUNICATIONS AND PUBLISHING, AND EDITORIAL DIRECTOR Gina Mullins-Cohen gcohen@nrpa.org EXECUTIVE EDITOR Samantha Bartram sbartram@nrpa.org MANAGING EDITOR Sonia Myrick smyrick@nrpa.org EDITORIAL CONTRIBUTOR Catrina Belt cbelt@nrpa.org PUBLICATION DESIGN Creative By Design www.creativebydesign.net SENIOR MANAGER OF ADVERTISING Dana Storm 703.858.2174 dstorm@nrpa.org MAGAZINE ADVISORY BOARD MEMBERS Keith Anderson Gerald Brown Ernest Burkeen Gwendolyn Chambers Brendan Daley Ryan Eaker Mariela Fernandez Robert García Kathleen Gibi Paul Gilbert Sandra Gonzalez Greg Harrison Todd Lehman Sam Mendelsohn Maria Nardi Gil Peñalosa Dr. Kevin Riley Paula Sliefert Anne-Marie Spencer

GINA MULLINS-COHEN Vice President of Marketing, Communications and Publishing Editorial Director 8

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Stephen Springs

Community Center

NRPA Takes Top Honors

N

RPA’s Marketing and Communications Department and Parks & Recreation magazine were honored in multiple categories in the 2015 Association TRENDS All-Media Contest.

Winners were announced in mid-January, with NRPA taking gold or silver awards in five of 22 categories of association communications — more than any other participant. More than 400 associations took part in the annual competition, held exclusively for associations and designed to recognize the most creative and effective communication vehicles.

NRPA earned the top gold prize in the following categories: • Monthly Trade Association Magazine. Parks & Recreation magazine: August 2015, 50th Anniversary Commemorative issue (http:// ezine.parksandrecreation.org/ HTML5/NRPA-Parks-Recreation-Magazine-August-2015) • CD, Video, Podcast or PSA. NRPA, Get Out & Walk animated video (www.youtube.com/NRPA1) NRPA took the silver prize in the following categories: • Commemoration/Tribute.

NRPA’s 50th Anniversary Video (www. youtube.com/NRPA1) • Convention Program. 2015 NRPA Annual Conference Pocket Guide • Membership Promotion Kit or Campaign. NRPA, Membership Keeps You on Your Feet campaign NRPA will be honored at the 37th Annual Salute to Association Excellence, to be held March 4 in Washington, D.C. An announcement of all contest winners appears online at www.associationtrends.com.

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Community Center

A Park for All Abilities

By David Buzzell

W

hen you hear “inclusive playground,” what comes to mind? Frequently, the “inclusive playground” label is given to traditional playground structures that have incorporated accessible design principles that are often centered on individuals who use wheelchairs or mobility devices. Make no mistake, traditional inclusive and accessible playgrounds should be applauded because they provide places for play, development and socialization for individuals who might not otherwise be able to participate in these activities.

However, when you consider the data related to individuals with disabilities, do these traditional design principles provide opportunities for all individuals with impairments, limitations or challenges? That is the very question we asked ourselves in 2008 when a civic organization approached us, the Round Rock Parks and Recreation Department, with a $1,500 grant for a swing for children with autism.

The Issue One of the biggest challenges we faced as we started designing the Play for All Abilities Park (PAA Park) in 2008 was trying to communicate to our citizens, council members and business community that an inclu-

sive playground shouldn’t only be for those with visible or well-known disabilities, such as individuals who use assistive devices or who have physical differences. It should accommodate the spectrum of disabilities, including cognitive, developmental or communication impairments, to name a few.

The Process While the park and recreation industry and playground manufacturers should take pride in the strides made over the past six to eight years, inclusive play and universally designed playgrounds were very much in their infancy in 2008 with regard to product availability and research. With

Children of all abilities enjoy the Round Rock Parks and Recreation Department Play for all Abilities Park.

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that in mind, the Play for All Design Task Force was created to ensure the final design would address the developmental needs of as many individuals as possible. The task force included teachers and therapy specialists in the educational setting, therapy specialists and professionals in the medical setting, parents of children with disabilities, playground manufacturers, therapeutic recreation professionals and design professionals.

The different skill set and background each task force member brought to the project enabled our inhouse park designers to understand the stimulation and challenges for the spectrum of children and adults who would be using the park. This was one of the most important processes/elements in the development of the PAA Park and led to a number of changes in the final design.

In 2009, we worked with various civic organizations and park advocates to form the Play for All 501(c) (3) Foundation. The foundation was a critical element in our fundraising efforts, as well as our marketing and community awareness initiatives related to the PAA Park. Members of the foundation used their networks to secure meetings with numerous business and corporate entities, which resulted in more than $100,000 in corporate sponsors and one in-kind donation of construction services valued at more than $350,000. Combine these with more than 2,000 community volunteer hours and the city of Round Rock built the $1.3 million Play for All Abilities Park with slightly more than $600,000 in city funds.

The Park The site selected for the PAA Park was a centrally located, 15-acre community park that was easily accessible off a major arterial roadway. It was relatively flat, heavily wooded with several specimen Live Oak trees and adjacent to a major creek corridor. In addition, the regional trail system for the city/county ran through it, allowing for different transportation options for those visiting the park.

The final design was a 55,000-square foot fenced playground, designed in a series of pods, each with a different developmental focus: Retreat Pod — designed as a place of refuge/retreat for individuals who might get over-stimulated. It was designed around five large specimen trees and includes play elements that mimic therapy equipment intended to de-stimulate.

Rock Band Pod — designed to facilitate social interaction, non-verbal communication and confidence building through a series of instruments installed on a stage with lawn seating to create a performance-like setting.

Sensory Pod — designed with a series of elements that provide a spectrum of sensory experiences, including a learning wall, sandbox with buried treasures and texture walk with five different walking surfaces.

Dennis’ Dream Playscape Pod — named after the child who first approached the city in 2006 for a boundless playground, this is a more traditional accessible playground structure with shade and poured-in-place surfacing.

Swing Pod — designed with four different swing bays: wheelchair swing, molded swivel swing, belt swings and bucket swings.

Village Pod — designed with buildings, street signs, roads, crosswalks and site furnishings, this pretend village has eight buildings that are replicas of actual businesses in the community and includes play elements inside each building that teach life skills in a fun, safe environment.

Some park-wide design elements include color-defined wayfinding signage with braille, detectable warning strips at the entry to each pod, limited seating adjacent to play elements to encourage parent participation in play, and preservation of several 200–300 year old Live Oak trees.

The award-winning PAA Park is enjoyed by close to 1,000 people per day on average and has become a huge sense of pride for our community.

To read Buzzell’s tips for developing and inclusive playground in your community, visit www.parksandrecreation.org/2016/February/A-Park-for-All-Abilities.

David Buzzell is Assistant Director of the Round Rock, Texas, Parks and Recreation Department (dbuzzell@roundrocktexas.gov).

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Hot Topics It’s been a busy month of robust discussions on NRPA Connect. Want to see what your colleagues are talking about? Visit the only professional networking platform dedicated to keeping you up-to-date on the latest hot topics and newest trends in parks and recreation.

1

Senior programs for recreation centers: What are the latest trends related to serving seniors in your recreation centers? Your colleagues share innovative ideas about how they are engaging patrons 55 and older in their communities.

Community garden ideas: Have you considered designing a community garden? Visit this discussion to learn the challenges your colleagues have faced and the positive outcomes many experienced.

2

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3

Vinyl wraps for fleet vehicles: Participants in this thread share their thoughts on purchasing vinyl wraps for their fleet of maintenance vehicles. Some even turned this idea into a contest for their community, with the winning artwork displayed on vehicles.

90th anniversary ideas: Has your agency reached a milestone anniversary that you want to celebrate?

Whether it’s your 10th, 30th or 90th, commemorating this special occasion is a great opportunity to engage your community members and encourage them to visit and learn about your facilities or parks and all they have to offer.

Trails along canal banks: Looking for examples of using canal banks as cycling, walking and jogging paths? Park and rec professionals share information about projects they are working on and completed examples that have inspired them.

Have a question or idea you would like to share? Visit www.nrpa.org/connect to get started.

— Hayley Herzig, NRPA’s Membership Programs Manager

4 5

Notable News n Following a 12-year, community-led effort brokered by The Vital Ground Foundation, a nonprofit land trust based in Missoula, Montana, the land surrounding the shoreline of Alvord Lake, north of Troy, will be protected from development, due in part to the recently reauthorized Land and Water Conservation Fund. The Vital Ground Foundation purchased a 142-acre forested parcel on the east shore of the lake, in Lincoln County, just two miles north of Troy. The $1.15 million project was anchored by a $400,000 U.S. Forest Service Community Forest and Open Spaces Program grant, and was complemented by a substantial donation from the Friends of Alvord Lake. n Research from Salud America!, a national network for Latino childhood obesity prevention funded by the Robert Wood Johnson Foundation and based at The University of Texas Health Science Center at San Antonio (http://bit. ly/1P36OXY), shows that Latinos lack access to spaces necessary to be physically active. One suggested solution is for local governments to include sustainable funding for park maintenance, repairs and improvements, as well as look for ways to fund infrastructure maintenance and programming. n Effective January 11, Dion Louthan became director of the Parks, Recreation and Libraries Department for the city of Roseville, California. Louthan has more than 20 years’ experience, most recently as parks and recreation director for the city of Salina, Kansas. He earned a bachelor’s degree in parks, recreation and leisure facilities management from the University of Kansas.

n The Produce for People program, part of Portland Parks and Recreation Community Gardens, donated more than 42,000 pounds of food to local hunger relief agencies. The 42,000 pounds of food is organic and locally grown in 42 of the 50 Portland Community Garden sites. n This year, thanks to Washington, D.C., Mayor Muriel E. Bowser (D) and the city’s Department of Parks and Recreation, residents of the nation’s capital will be able to exercise at city-run fitness centers for free. Back in December, the mayor announced that fees at city-run fitness centers will be eliminated for 2016 and beyond.

Jordan Bennett, a spokesperson for the mayor, said she is doing so “…to make sure that everyone, regardless of financial status, has an opportunity and access to get fit and healthy.” n A proposal has been submitted to turn 40 blocks of Broadway, in the middle of Manhattan, into green space.

While earlier projects (the High Line and the Low Line) focused on transforming unused infrastructure, designers of this new park — to be called the Green Line — argue that it not only could bring new business to the neighborhoods nearby and help raise property values, but could also double as green infrastructure: bioswales, special plantings designed to suck up stormwater, could help absorb rain and snow and keep it out of the city’s overloaded sewer system and from dripping into the subway system below.

For more news from around the industry, visit www.parksandrecreation.org/2016/February/Notable-News.

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Research Update Freedom to Fail, Space to Grow

By Cait Wilson, Jim Sibthorp and Dan Richmond

W

hat role do failure and success play in youth recreation programming? We often take the easy route and say that it depends on the child and the context. While this is accurate, such wisdom is rarely helpful to programmers and frontline staff who have to facilitate recreational experiences for the kids who show up, rather than those who might be “perfectly” aligned with what their programs offer.

Recent research from education, psychology, sport, leadership and business is making its way into youth development circles and offers some insight into how both failure and success can be more effectively used in recreation programming. Work by Carol Dweck and colleagues makes a compelling case that youth who view failure as a growth opportunity, rather than a perpetual barrier to success, are most likely to continue on productive developmental trajectories. Dweck defines children who view failure as an opportunity for further development and learning as possessing a “growth mindset.”

What Is a Growth Mindset?

Growth mindsets are beliefs in the

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“Failure is only the opportunity to begin again, this time more intelligently.”

– Henry Ford (1863-1947), founder for Ford Motor Company malleability of abilities (e.g., cognitive, social, psychological, physical) through practice and effort. Recent research supports that growth mindsets help youth overcome obstacles experienced with shyness, aggression, depression, negative stress responses

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and weight gain. In contrast, a fixed mindset implies that abilities or traits are largely fixed and can’t be changed much through effort.

Failure is viewed fundamentally differently through these two lenses.

Youth with a growth mindset do not dwell on failure — they see failure as a problem to be solved through additional learning and effort. Failure represents an opportunity for youth to analyze goals, adapt strategies and advance their learning. Ultimately, a growth mindset helps youth to effectively cope with obstacles and excel in the face of adverse situations. Conversely, youth with a fixed mindset interpret failures as inability and anticipate future failures. This interpretation leads to withdrawal and lack of engagement with challenges. Children do not want to risk putting themselves in challenging situations since they internalize failure as a result of their unchangeable innate abilities and label themselves as inept.

This growth mindset perspective of failure does not come naturally to most children, especially if they have come to associate failure with some stable and internal aspect of themselves (“I’m just not a good leader”).

Most children learn pretty quickly what comes easily and what does not, and no amount of effort is going to make every kid a professional athlete or a musician. However, children often incorrectly attribute failure to a lack of innate talent when, through effort, success is not only possible but likely. When children mistakenly link failure with innate abilities, they deny themselves further learning opportu-

nities, undervalue persistence and resilience, and are incapable of coping with hindrances.

Recreation programming provides an ideal setting to foster growth mindsets in youth. Recreation programs are not beholden to standardized tests or outcomes. Professionals are able to align their programs with the needs of individual children and create opportunities for success through effort in the face of failure. Success, especially in non-competitive recreational pursuits, can be construed differently for children based on their abilities and personal goals. Recent research provides guidance on how to foster a growth mindset in youth.

Specific interventions, trainings and practices are gaining attention in other professions, are supported by research and can be intentionally infused into park and recreation programs. Recreation professionals can proactively work to instill growth mindsets in multiple ways: changes in organizational culture, leadership, programming and feedback.

dren who demonstrate a strong work ethic and perseverance throughout the process of their pursuits as opposed to predominantly recognizing children who, for example, score the most goals. Programs need to implement a

rewards system where all participants have an equal chance at receiving awards, rather than promoting systems that always consistently favor innately talented youth. Organizations can shift the criteria for awards selection

Organizational Culture Organizational culture often glorifies innate ability through well-established norms such as team and leadership selection, awards ceremonies, performance metrics and accolades by parents, coaches and other youths. These organizational norms evoke thoughts, feelings and behaviors emblematic of a fixed mindset if merely ability is emphasized over effort or hard work.

The most innately talented kid is often the MVP, the team captain or garners a disproportionate amount of attention from coaches and parents. To combat this fixed-mindset culture, coaches and parents need to be knowledgeable of the growth mindset and be made aware of their role in providing praise to chil

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Research Update

and leadership appointment to focus on kids who work hard through effort, regardless of innate talent.

Leadership Recreation leaders themselves need to have growth mindsets. Education and leadership training programs should be considered for recreation professionals to develop a growth mindset about their leadership abilities. Training sessions provide youth workers with suggestions on how to incorporate the growth leadership mindset in a recreation setting.

A common intervention that has demonstrated effectiveness in other contexts is having coaches write and share a story of a time they initially failed, but ultimately succeeded through effort. Then have coaches make the connection that if it was possible for them to succeed through effort after failing initially it is also possible for the children to succeed.

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Programming Youth need to be provided with meaningful recreational programming that teaches participants to embrace challenges and value effort.

Professionals can help foster growth mindsets through program designs that focus on learning or mastery goals — goals related to improvement — rather than performance goals that emphasize proving one’s ability. Mastery approaches are associated with a greater willingness to take on challenges and persevere through failure, whereas performance approaches can push individuals to avoid challenge and possible failure. That said, programs need to have set goals and outcomes that are realistic and attainable for the children participating while still providing appropriate challenge. Regardless of the mindset, repeated failure is counterproductive and contributes to drop out.

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Feedback Another way to foster a growth mindset is by program leaders providing process-oriented feedback.

Research suggests that recreation professionals should be providing praise and encouragement for the effort applied, strategies used to solve problems and decision-making processes, as well as persistence and determination exhibited by participants. Praise for the process and not the outcome produces more long-term benefits than simply telling youth that they are smart or talented when they succeed. Consider how feedback such as, “Joey is always working hard to get better, and it shows,” might contribute to a growth mindset. In contrast, feedback such as, “Joey is a talented ball player,” focuses on innate ability and promotes a fixed mindset.

Ultimately, one of youth programmers’ main goals is to help develop participants into self-motivated individuals who are able to see the value of persistence and hard work, especially after experiencing setbacks. How we encourage youth to view challenges and overcome obstacles can carry over to other parts of their lives. Recreation programs that foster a growth mindset help equip youth with the tools and beliefs necessary to overcome challenges they face while on the road to success.

Detailed references for this article can be found at www.parksandrecreation. org/2016/February/Freedom-to-FailSpace-to-Grow.

Cait Wilson is a Doctoral Student at The University of Utah (cait.wilson@utah.edu).

Jim Sibthorp is a Professor at The University of Utah (Jim.Sibthorp@health.utah.edu). Dan Richmond is a Doctoral Candidate at The University of Utah (dan.richmond@utah.edu).

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By the Numbers

Free Play Across the Globe

Evidence continues to emerge about the benefits of active, experiential playtime — exploring nature, on the playground, sports, etc. — for those children allowed to engage frequently in such activities. When children are able to spend time at play, their cognitive abilities improve, they learn valuable social skills and their physical health is less likely to deteriorate. But, what can the free-play habits and choices of children all over the world tell us about this most instinctual activity? Yale University researchers Dorothy G. Singer, Jerome L. Singer, Heidi D’Agostino and Raeka DeLong sought to answer that question in their 2009 study, Children’s Pastimes and Play in Sixteen Nations — Is Free-Play Declining? Below, we highlight some of the more interesting findings of the report, which culled data from children and mothers in Argentina, Brazil, China, France, India, Indonesia, Ireland, Morocco, Pakistan, Portugal, South Africa, Thailand, Turkey, the United Kingdom, the United States and Vietnam.

2,400:

Number of children whose play habits were studied for the report.

1-12: Age range of children who participated in

the study.

72:

Percentage of surveyed mothers who say their children regularly spend their free time watching television — this was the most common leisure activity among boys and girls equally and across all 16 countries surveyed.

58: Percentage of surveyed mothers who say their

children regularly spend their free time playing outside.

60 versus 63: Percentage of free time

33:

Percentage of children surveyed in the United States who say they “often” spend time exploring nature.

5:

Percentage of children surveyed in Vietnam who say they “often” spend time exploring nature.

54:

Percentage of children surveyed who report being happiest while playing outside at a playground or park.

19:

Percentage of children surveyed who report being happiest while playing an electronic game.

72:

Percentage of mothers of surveyed children who agreed with the idea that children today are growing up too quickly.

spent watching television and playing outside, respectively, as reported by children living in developed countries.

78 versus 49: Percentage of free time

spent watching television and playing outside, respectively, as reported by children living in developing countries.

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Source: Children’s Pastimes and Play in Sixteen Nations — Is Free-Play Declining? (www.journalofplay.org/sites/www. journalofplay.org/files/pdf-articles/1-3-article-childrens-pastimesplay-in-sixteen-nations.pdf)

People for Parks Part Two: Marielle Anzelone Plans a PopUP Forest

By Sonia Myrick

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ast month we introduced you to Marielle Anzelone, an urban ecologist, and the PopUP Forest installation with which she plans to temporarily transform New York City’s Times Square. Anzelone runs an organization called NYC Wildflower Week that gets people connected to nature in the city, and her goal is to show the importance of incorporating, and relative ease with which we can incorporate, nature where people are in the city. Following is an extract from the second half of a conversation Parks & Recreation had with Anzelone about this project, which she hopes to unveil in spring 2017. To read part two of the conversation in its entirety, go to www.parksandrecreation.org/2016/February/Part-Two-Marielle-Anzelone-Plans-a-PopUP-Forest.

Parks & Recreation magazine: You plan to carry out this transformation in the middle of the night. What logistically is involved in installing and dismantling this exhibit?

Marielle Anzelone: We don’t know yet because it depends on the design, and of course, the design right now is such that we would be able to do that. But, I don’t know what

the final shape of it will take. It will be a lot of people doing a lot of work during the hours of 11 p.m. and 6 a.m. That’s essentially what it is…a lot of bodies. Times Square is a really big commuter hub with people coming in from New Jersey and from other parts of the city. All those people will be on their daily routine, you know the morning slog, and all of a sudden, they’ll

An artist’s rendering of Marielle Anzelone’s PopUP Forest that would be installed in Times Square.

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come out of the subway and they’ll be greeted by this crazy business.

P&R: What does success look like for you once this project is complete?

Anzelone: I would say that it’s a number of things. First of all, the PopUP Forest is an art exhibit, so it’s temporary. Some people have said, “Wouldn’t it be better to have a forest in Times Square permanently?” And it wouldn’t because that’s not what Times Square is about. The forest is there to be this stark contrast between the two polar opposites of New York City. The way it’s designed right now, it’s modular, so the pieces would be broken down and put into groups and donated to schools throughout the city, especially schools that are in need of green space and gardens.

So they would have an awesome afterlife. I want to have some kind of

classes for students around what the plants are and why they are important in New York City to get the kids engaged. So that would all be part of the PopUP Forest project.

We’re going to be especially targeting neighborhoods that have very low amount of green space and typically those are socioeconomically depressed neighborhoods. There’s a lot of research that looks at nature from an environmental justice angle and shows that people who live in lower-income neighborhoods typically see less green overall and the green that they do see is less diverse. So this would be a way of addressing some of those issues.

Kids in the city don’t think that there’s nature here or they have negative connotations of it. Education for kids about nature is so huge. Even just having them walk through the woods. It’s good for their little brains.

Every kid in New York City should have an opportunity to do that and there shouldn’t be limitations on it because they live so far away from a park. There should be a way and it should be part of the curriculum.

I don’t know how to do that but it’s something I’m looking into and trying to figure out.

But also, what I’d like to see is more greenery where people live. I don’t think nature should be a destination. It should be embedded in people’s daily lives. It behooves urban planners to think about ways to weave ecological elements into neighborhoods. I live very close to Prospect Park…it’s out the back of my apartment building. Okay, first of all I live in an apartment building, as a lot of people in New York City do, so I don’t have a yard. My yard is Prospect Park. But what if I lived a little further from Prospect Park? In

window and they hear things like “New York City has nature.” They must look out their window and be like, “Man, they are pulling my leg,” because they don’t see anything like that out their window. So, how do you help people make that kind of mental leap? You have to bring nature to where they are. And it goes back to all the studies that have been shown how good nature is for people to be around.

Marielle Anzelone

the front of my building, there aren’t a lot of trees on my block. It’s moderate income and there aren’t a lot of garden spaces, so where are the green things? How does anyone who lives on my block or lives on any other block like it when they look out their

To read part one of the conversation in its entirety, go to www.parksandrecreation.org/2016/January/Part-OneMarielle-Anzelone-Plans-a-PopUPForest.

Sonia Myrick is the Managing Editor of Parks & Recreation magazine (smyrick@nrpa.org).

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Member to Member Guiding the Way to Playground Design

By Gary Sorge, FASLA, and Donna Walcavage, FASLA

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hen it comes to designing play environments, maintaining consistent quality among facilities is certainly important but so are creativity, context sensitivity and inspiring play. So, how do you find that balance between prescriptive standards and expressive character? That was the challenge facing the New York State Office of Parks, Recreation and Historic Preservation, which determined that a menu of options, along with guidance on how and when to use those options, could help its regional staff develop unique, appropriate and fun new playgrounds that still meet the state’s high standards of quality and recreational value.

The Power of Choice When Rose Harvey assumed the role of commissioner of the New York State Office of Parks, Recreation and Historic Preservation in 2011, she recognized that the state’s playgrounds needed to break free from the somewhat formulaic, cookie-cutter approach of years past. What’s more, some equipment was now outdated and no longer the best fit for

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play value or spatial quality. The department also wanted to expand the idea of playgrounds as active space to go beyond children, incorporating exercise opportunities for active adults and seniors.

That’s when the menu idea was born. With the help of landscape architecture consultants, the department expanded the menu idea into a comprehensive guidebook — called the

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New York State Play Areas Guidebook — that provides not only prototypes for various playground environments, but also guidelines to help designers adapt and implement them. The guidebook is organized into two main components: park environment types and implementation.

Park Environment Types Because topography and environment varies dramatically across the state of New York, the department identified three main categories that apply to most of the state’s parks: • Woodland — near or within a forest or naturalized setting; • Waterside — near a stream, river or body of water; and • Urban — located in a city or town center.

The guidebook steps through each of these environments, presenting a vision for each context, including potential features, style of play and play amenities, and considerations for transitioning between the play area and its surroundings. Each section contains numerous project examples and potential equipment and components.

Again, these suggestions and descriptions are not meant to prescribe a particular design or piece of equipment but rather to guide designers in creating an aesthetic that complements the surroundings and appeals to current and prospective use groups. For example, the woodland playgrounds section describes how, in years past, brightly-colored, plastic

and metal equipment may have been purchased for a playground in a forested setting simply because that was the easiest or most common approach to playground design. That equipment can create a jarring disconnect with the natural surroundings rather than the physical and mental connection to nature that the playground could provide if designed as an extension of the neighboring forest. The guidebook provides examples of sites and playground components that “enhance the forested context,” including natural materials such as timber, rope and wood-fiber surfacing.

The visual transition of these playgrounds into their settings is a major feature of the guidebook. Each of the three context areas provides specific considerations and suggestions for transition areas. But, the book also addresses the topic globally in its own section, reinforcing the importance of a consistent aesthetic throughout a given park and the concept of borderless play. The transitional spaces section presents considerations for ground materials, landscape plantings, seating, fences (or lack thereof), access points and other site features and amenities.

Going Beyond the Norm In addition to the three playground categories, play areas that could be incorporated within various settings are also defined: Landform playgrounds — These play areas use sculpted topography as a main play feature, whether it already exists on-site (e.g., a large hill) or can be designed into it (e.g., a berm or a field of small hills). The guidebook describes — and shows in example images — not only how these landforms can be incorporated into a playground, but also what

kinds of play equipment can be integrated into them.

Outdoor expressions — These playgrounds or portions of them are focused on exploring visual, tactile and social play that goes beyond the climbing, swinging and sliding of typical playgrounds. Installations and equipment should engage the five senses, including anything from musical “instruments” like slap pipes and dance chimes, to moveable sculptures, and sand and puzzle-building stations.

Another benefit of incorporating these elements into a playground is they do not always require safety surfacing, which helps keep costs down.

Ground plane — The surfacing of a playground is a crucial part of its aesthetic and safety. In fact, for most play areas, safety surfacing is required to meet the impact attenuation requirements of equipment fall heights and the entire fall zone. Various types of surfacing, including artificial turf, poured-in-place rubber, rubber mulch, wood fiber and sand, and the pros, cons and applicability of each to different types of playgrounds are discussed in the guidebook.

Fitness — One of the department’s goals is to provide opportunities for everyone — no matter what age or physical ability — to be active in state parks. Centered on the idea of “active design,” the guidebook includes design ideas and equipment suggestions that can help get the entire family active, whether it’s play areas for children, fitness equipment for teens and adults or walking trails for anyone. The goal is not to become a Venice Beach-like bodybuilding venue, but rather to incorporate simple equipment that is easy to use and easy to maintain outdoors. While things like pull-up bars and balance beams have been

included in park areas for years, a growing trend is to include actual fitness equipment — leg press, chest press, elliptical machines — within park settings to help raise the level of activity. The guidebook highlights examples of these, as well as product lines designed specifically for seniors or people in wheelchairs.

Playgrounds in Action Since the guidebook was completed, New York State Parks has designed three new playgrounds within Letchworth State Park south of Rochester (which falls into the “woodland” category). The team was able to draw inspiration from the book as well as guidance from its implementation section, which helped identify the best sites for the new playgrounds and considerations for the level of play at each.

The department now aims to implement a statewide, multiyear play area rehabilitation plan, using the guidebook as motivation for regional facilities managers.

“With the methodology and standard of quality the book has helped us establish, we’ve been able to jumpstart the process and move a playground concept more quickly into implementation,” says David Herring, capital facilities regional manager for the Genesee Region of New York State Parks. “It’s a tremendous resource and tool for our department that will help ensure visitors to our beautiful state parks can experience the physical, mental and social benefits of physical play.”

Gary Sorge, FASLA, is a Vice President at Stantec and leader of the firm’s landscape architecture practice (gary.sorge@stantec. com). Donna Walcavage, FASLA, is a Principal and Landscape Architect, also at Stantec (donna.walcavage@stantec.com).

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ADVOCACY

Rep. Bob Dold (R-IL-10) visited Waukegan Park District during a 2015 Park Champion event to check out its Summer Food Service Program and see how local parks and rec make a huge difference in communty members’ lives.

2016: The Year of Park Champion Advocacy

By Jayni Rasmussen

T

his past summer, we were floored by the motivation and creativity of the Park Champions who stepped up in the first year of our new grassroots advocacy initiative. Following up on the success and lessons learned from the inaugural summer of Park Champion advocacy (www.parksandrecreation.org/2015/August/The-Summer-of-Park-Champion-Advocacy), we’re excited to expand the initiative by making 2016 the year of Park Champion advocacy.

2016 is going to be a big one. With one-third of the 100 U.S. Senate seats and all 435 U.S. House of Representatives seats up for election next year, the timing has never been better to host a Park Champion event. The Park Champion show-and-tell advocacy model is ideal during election years, as your federal elected officials will be eager to get out and be seen in their home states and districts. By hosting a Park Champion event, you are providing a photo-perfect venue for congressional members to connect with constituents.

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That’s why this year we’re excited to expand the initiative to a year-round movement with 50 Park Champion events in 50 states.

You already know how important parks and recreation is to the community you serve. But, we need your help to ensure Congress continues to understand the importance of parks and recreation — help us meet our goal of 50 Park Champion events in 50 states by signing the Park Champion pledge at www.nrpa.org/ park-champions.

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Once you’ve signed the pledge, take advantage of some of the great new tools available to you to get started: Host an Event — Now Even Easier to Do Park Champions who host events are powerfully poised to demonstrate the importance of parks and recreation to the community their members of Congress serve. It’s easy to build on an existing event by inviting your members of Congress. Check out www.nrpa.org/park-champions to access our easy-to-use Park Champion Advocacy Toolkit to get started.

Learn and Grow Starting in early 2016, we’ll be hosting an exciting new series of monthly webinars designed to educate new and veteran Park Champions on how to be

effective park and recreation advocates.

Just like our 2015 webinars, the 2016 Park Champion webinar series will be packed with information on key park and recreation legislation, advocacy tips and tricks, and a premier slate of guest speakers. Stay tuned for a calendar of 2016 webinars. Did you miss any of our 2015 Park Champion webinars? Don’t worry! Archived recorded webinars are available at www.nrpa. org/park-champions/calendar.

Speak Up We’re excited to announce that NRPA is now using CQ Engage, an innovative advocacy tool that makes it easier than ever for you to have your voices heard. With Engage, it takes just a few moments and the simple click of a button to be an advocate for the parks and recreation issues that mat-

ter most. Check out our new Engage site at www.nrpa.org/advocacy-enage and take action today.

Activate Your Networks NRPA is more than 50,000 members strong, but for each member agency, there are hundreds to thousands of volunteers and citizen advocates.

Through webinars and an updated advocacy guide, we’ll be training our Park Champions on how to activate their networks to advocate for federal parks and recreation policy.

Park Champion CoordiNation In 2016, we’ll be ramping up opportunities for Park Champions across the nation to coordinate as a community. Using NRPA Connect, Park Champions will brainstorm ideas and network with other Champions.

Maintain and Bolster Relationships Many NRPA members and Park Champions have either long-standing or recently established relationships with elected officials, so in 2016, we’ll be working with our Champions to help them maintain and bolster these relationships.

Use Your NRPA Policy Team — We’re Here for You In addition to meeting with members of Congress here in Washington, D.C., on your behalf, we are here to support you. From our office in the heart of D.C., we are ready to provide you with tailored briefings to prepare you for your meetings. Contact Jayni Rasmussen at jrasmussen@nrpa.org for details.

Jayni Rasmussen is NRPA’s Advocacy and Outreach Specialist (jrasmussen@nrpa.org).

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Physician Nixes Post-Injury Return to Football

By James C. Kozlowski, J.D., Ph.D.

T

he Americans with Disabilities Act (ADA) prohibits discrimination on the basis of disability. Title II of the ADA applies to public entities, including public park and recreation agencies and public educational institutions. With or without reasonable accommodations, the ADA requires individuals with disabilities to be “otherwise qualified” for a particular program or activity. To be otherwise qualified, a disabled individual must meet the essential eligibility requirements for program participants. A disabled individual is not otherwise qualified when participation would pose a “direct threat” of serious injury or death to the participant or others. Moreover, the ADA would not require accommodations that fundamentally change an activity or pose an undue financial or administrative burden on the public entity.

As illustrated by the case described herein, federal courts will generally defer to the reasonable medical judgment of an agency’s designated physician when an “otherwise qualified” and/or “direct threat” determination for a disabled participant is based on competent and individualized medical evidence.

Catastrophic Heatstroke In the case of Class v. Towson University, 806 F.3d 236; 2015 U.S. App. LEXIS 19772 (4th Cir. 11/13/2015),

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plaintiff Gavin Class alleged Towson University (TU) had violated Title II of the ADA when he was excluded from the football program.

On August 12, 2013, during a football practice in 91-degree heat, Class collapsed with “exertional heatstroke.” He was transported to a hospital shock trauma unit where he remained in a coma for nine days and almost died. Multiple organ failures necessitated a liver transplant and numerous additional surgeries.

In January 2014, following a pro-

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tracted recovery, Class returned to classes at TU and sought reinstatement on the football team. Applying its “return-to-play” policy, TU refused to clear Class to play football. TU based its decision on the opinion of the TU team physician, a board-certified sports-medicine doctor. The team physician thought it would present an unacceptable risk of serious injury or death to allow Class to participate in the football program. TU’s return-toplay policy gave the team physician “final authority” over the decision.

In his complaint, Class alleged his “inability to regulate his body temperature and his susceptibility to heatstroke” constituted a “disability” under the ADA. Moreover, Class claimed he was “qualified to play intercollegiate football if Towson University agreed to his proposed accommodations.”

The federal district court found TU had violated the ADA by denying Class the requested reasonable accommodations. TU appealed. On appeal,

assuming Class was indeed “disabled” under the ADA, TU claimed Class was not an “otherwise qualified” individual for the football program with the requested accommodations. As noted by the federal appeals court, following his organ transplant hospitalization, Class had a heightened risk of infection and subsequent heatstroke.

Heat Tolerance Testing Because Class was a student-athlete seeking to return to play after an injury, TU’s athletic staff had the team physician review his request. Following a review of his medical records, TU’s team physician, along with a team of board-certified physicians in sports medicine, unanimously concluded, “Class could not safely participate fully in Towson University’s football program.”

Thereafter, TU had an institute conducting research on heatstroke and heat illness review Class’ medical records and conduct a series of heat-tolerance tests. Following this process, the recommendation was for Class to “only exercise in cool environments ranging from low-to-high intensity (including football practices) and only low-to-moderate intensity in warmer environmenThe institute’s report recommended further testing “prior to any intense conditioning that is done in a warm-to-hot environment” to determine how Class would respond to “high exercise intensity coupled with heat exposure” if he was allowed to return to football practice in August.

Based on this report and the earlier review of the medical records, TU’s team physician again refused to clear Class for participation in the football program. In the opinion of the TU team physician, Class had not demonstrated that he had “sufficient heat tolerance to handle competitive football

practices, including scrimmages, and play outdoors in seasonal heat.” In particular, the TU team physician noted that the heat tolerance tests conducted on Class “did not adequately mimic the conditions that Class would face playing competitive football.” Further, “Class had not passed any test wearing the specialized padding recommended to protect his liver and the standard football gear, including the pads and helmet required for playing football.”

Consistent with NCAA requirements and national best practices, Towson University applied its written return-to-play policy, which provided that the university’s team physician has the final and autonomous authority in deciding if and when an injured student-athlete may return to practice or competition. Moreover, TU’s policy expressly provided, “a student-athlete’s private physician DOES NOT have any jurisdiction as to the participation status of the student-athlete.” (Emphasis of court) Reinstatement Demand Class retained legal counsel and made a formal demand to be fully reinstated in the football program. In response, based on the advice of medical professionals, TU maintained Class was “unable to return to playing football safely” and “no reasonable accommodation can be made to adequately protect him from potentially devastating health effects.” Moreover, in the opinion of TU’s physicians, “routine temperature monitoring alone would not adequately provide for his safety, and the sports medicine professionals cannot fashion a reasonable or practical precaution that would adequately protect Mr. Class from another serious heat-related illness.”

In his complaint alleging violation of the ADA, Class contended he

was “disabled” within the context of the ADA based on his “inability to regulate his body temperature” and because his “susceptibility to heatstroke substantially limits major life activities, including regulating body temperature, walking, standing and running, when he experiences a heatstroke.” However, with “reasonable accommodations” required by the ADA for qualified individuals with a disability, Class claimed he could “fully return to football.” Based on the institute report, Class contended “reasonable accommodations” would include TU monitoring his body temperature when performing new or unique exercises or conditioning sessions; monitoring his fluid needs and matching his fluid losses; and conducting all exercise progression at the discretion and direct observation of a medical professional.

At trial, an athletic trainer and Ph.D. in exercise physiology, the chief operating officer of the institute that had issued a heat tolerance report on Class, testified that a “CorTemp” system would effectively monitor Class’ body temperature. Specifically, Class would “ingest a small electronic device that would track his internal body temperature and communicate the readings through low-frequency radio waves to a nearby handheld monitor.” Further, the CorTemp system “would require that the monitor be positioned near Class for 3 to 5 seconds every 5 to 10 minutes, which would provide data with sufficient frequency to allow Class to cease physical activity before his internal temperature reached the dangerous level at which a heatstroke could occur.”

In the professional opinion of TU’s team physician, this testing and monitoring procedure did not alter her professional judgment to not clear Class “to return to football.”

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Otherwise Qualified?

Assuming Class was a “disabled individual” under the ADA based on an inability to regulate his body temperature during exertion, the federal appeals court noted that Class had to prove that he was “otherwise qualified” to participate in Towson University’s football program. Specifically, Class would have to establish “(1) that he could satisfy the essential eligibility requirements of the program and (2) if not, whether any reasonable accommodation by Towson University would enable him to meet these requirements.”

Moreover, in conducting an “otherwise qualified” inquiry under the ADA, the federal appeals court acknowledged it “must be guided by facts, based on reasonable medical judgments given the state of medical knowledge, about the nature of the risk posed by an individual’s participation in the program.”

According to TU, requiring clearance by the team physician under its return-to-play policy was an “essential eligibility requirement for participation in its football program.”

Further, in determining “whether an educational institution’s eligibility requirement is essential and whether it has been met,” the federal appeals court would “accord a measure of deference to the school’s professional judgment.” As noted by the court, the NCAA had filed an amicus (i.e., friend of the court) brief in this case supporting TU’s policy: The NCAA, as amicus, explains that decisions about the impact of health and safety risks on players “are made daily” concerning a host of “medical conditions, such as concussion, cervical spine trauma, cardiac arrest, knee injuries and more.”

Granting the team physician final 30 Parks & Recreation

clearance authority, a policy that is consistent with NCAA guidelines and national best practices, is a fair and reasonable manner for Towson University to coordinate these essential determinations for the unique and dynamic medical profiles of its several hundred student-athletes.

Accordingly, the federal appeals court concluded, “Towson University’s requirement that a student-athlete obtain the team physician’s clearance before returning from injury is legitimately an essential eligibility requirement.”

In general, Class did not dispute that the required medical clearance was a legitimate and essential eligibility requirement. However, Class contended “the team physician’s medical opinion was based on her feelings, not on any medical or scientific evidence.” In so doing, Class claimed the team physician had “virtually no experience in dealing with heatstroke” and “never explained why it would be unsafe for Class to return to the football field.”

As characterized by Class, the team physician “merely stated that she was concerned about his ability to thermoregulate, that she was concerned that he had a propensity for heatstroke, that any future heatstroke could be catastrophic.” Class claimed the team physician “acknowledged that she was not aware of any scientific literature or research that supported her opinion.”

Good Faith Medical Decision According to the federal appeals court, the specific issue within the context of the ADA was “whether the team physician’s opinion was reasonable — i.e., whether it was individualized, reasonably made and based upon competent medical evidence.” In resolving this issue, the court acknowledged that it would “give the team physician’s decision — and derivatively, Towson

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University’s decision — a measure of deference.” That being said, in “considering whether the decision is reasonable,” the court further noted that it “must be satisfied that it was consistent with the university’s statutory obligations to provide reasonable accommodations and not a pretext for illegal discrimination” prohibited by the ADA. In evaluating reasonableness, we must determine whether the team physician’s decision and, derivatively, Towson University’s decision (1) was a good-faith application of its policy to protect the health and safety of student-athletes, (2) was in compliance with the university’s statutory obligations to provide reasonable accommodations and (3) was not a disguise for discrimination under the ADA… In the opinion of the court, a review of the record in this case indicated “Dr. Kindschi and Towson University applied the return-to-play policy in good faith and that the decision not to fully reinstate Class was not simply a pretext for unlawful discrimination.” Accordingly, the court focused its attention on “whether Dr. Kindschi and Towson University reasonably considered Class’ proposed accommodations.”

Unreasonable Accommodations?

As cited by the court, Class had proposed accommodations that he claimed “would satisfy Towson University’s need for his healthy and safe participation in the football program.” Accordingly, Class contended the requested accommodations were reasonable within the context of the ADA and would “render him ‘qualified’ under Towson University’s return-to-play policy.” In addition to the “use of padding to protect his abdominal wall,” weakened by multiple surgeries, Class proposed the following accommodations:

L AW R E V I E W

(1) The condition that Class’ internal temperature be closely monitored and (2) the condition that all exercise be done at the discretion and under the direct observation of a medical professional.

In response, TU claimed the proposed accommodations were “unreasonable” and therefore not required by the ADA because the requested procedures “would not effectively satisfy Towson University’s safety concerns” and “would not effectively reduce Class’ risk of heatstroke.”

Moreover, TU contended these proposed accommodations “would require fundamental changes in the nature of the football program.”

As cited by the federal appeals court, the ADA would not require a proposed accommodation under the following circumstances: An accommodation is unreasonable…if there is a high likelihood that the accommodation would not effectively allow the disabled individual to meet the eligibility requirements, or if it requires a fundamental alteration in the nature of the program.

In the opinion of the TU team physician, the requested accommodations would not “effectively eliminate the risk of a second catastrophic heatstroke.” On the contrary, according to the team physician, “Class’ full participation in the football program, even with the proposed accommodations, would unacceptably expose him to the risk of another heatstroke that could be fatal.”

As described by the federal appeals court, the role of the judiciary in such cases was limited to determining whether the team physician’s “professional judgment was supported by the record,” not “to agree or disagree with Dr. Kindschi’s opinion or to weigh 32 Parks & Recreation

whether her evaluation is more persuasive than another doctor’s.” In this particular instance, the federal court found the team physician’s professional judgment was supported by the record.

As noted by the court, Class had admitted to an “inability to regulate his body temperature and susceptibility to heatstroke.” And, evidence at trial indicated “Class may be at an increased risk of a reoccurrence of heatstroke as a result of his original injury.”

Accordingly, the appeals court found the opinion of the TU team physician that “Class could not play football without the risk of serious injury or death was well supported.”

Unreasonable Health/Safety Risk The only remaining issue was whether it was reasonable for the team physician to conclude that the “temperature monitoring accommodation would not sufficiently reduce this risk” of serious injury or death.

Specifically, the team physician was concerned “about the reliability of where the electronic heat sensor was in the GI system” because “digestion is a fairly individualized and even day-today process.” As applied to Class, the team physician found the team heat sensor “unreliability would be compounded by the difficulty of figuring out two-a-day practices with one CorTemp sensor.”

The team physician indicated “she would not feel comfortable having Towson University’s trainers monitor Class’ internal temperature without a physician present.” Moreover, even if “well implemented,” the team physician found the monitoring program “would not eliminate the meaningful risk of catastrophic reinjury.”

As noted by the federal appeals court, the expressed concerns of TU’s team physician were similarly reflect-

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ed in the testimony of the institute officer who had issued the requested heat tolerance report on Class. Specifically, the institute officer conceded “the internal temperature monitoring could not ensure that Class would not suffer from another heatstroke while playing or practicing.”

In the opinion of federal appeals court, implementation of the requested monitoring procedure “would not guarantee” that Class would be removed from participation “sufficiently early” to avoid further injury. The court found removing Class from football activity would effectively “deny Class the very participation that he seeks by the accommodation.” In light of such “serious caveats and precautions” surrounding a return to football for Class, the federal appeals court found the team physician’s decision was reasonable under the circumstances.

Class could not play as the coach might need if playing were to raise his internal temperature to a dangerous level, which itself would be an individualized threshold, would not be known with any certainty and would be predicted only as a discretionary medical judgment that could prove to be wrong…And no one disputed that the monitoring effort would be conducted against the continuous and heightened risk of heatstroke and the reality that numerous athletes had died or suffered serious injury from it — including Class himself.

Reasonable Medical Judgement As noted by the court, the applicable legal standard for reviewing the team physician’s decision was whether the team physician’s judgment was reasonable. In this particular instance, the federal appeals court found the team physician’s decision was “supported by legitimate health and safety concerns, manifested by the medical re-

cords, which were not eliminated by the proposed monitoring system.” In so doing, as a general principle, the federal court acknowledged, “Courts are particularly ill-equipped to evaluate the medical ineffectiveness of proposed accommodations in safeguarding against significant health risks.”

On the same facts, another team physician at another university, reviewing the same medical history, physical evaluation and medical recommendations, might reasonably decide that Class met the physical qualifications for playing on an intercollegiate [football] team. Simply put, all universities need not evaluate risk the same way. What we say in this case is that if substantial evidence supports the decisionmaker that decision must be respected.

Fundamental Alteration On appeal, TU also contended, “the temperature monitoring and medical supervision proposed by Class would fundamentally alter the nature of its football program.”

The federal appeals court agreed.

As characterized by the federal appeals court, the proposed accommodations by Class would require TU to monitor his exercises and activities in the football program under the “direct observation of a medical professional.” To do so, however, the court found “Class’ proposed accommodations would require Towson University’s team physician to allow Class to play football and supervise his participation when, in her medical judgment, she has concluded that he should not be playing football under the circumstances.”

In the opinion of the federal appeals court, the TU team physician’s role was an “essential aspect of the football program.” Accordingly, the court found Class’ proposed modification would “constitute a fundamental alteration in the nature of the [football] program” to effectively require the TU team physician to “allow Class to play football and supervise his participation when, in her medical judgment, she has concluded that he should not be playing football under the circumstances.”

Conclusion As a result, the federal appeals court reversed the judgment of the federal district court that found TU had violated the ADA by denying Class the requested reasonable accommodations.

James C. Kozlowski, J.D., Ph.D., is an attorney and Associate Professor in the School of Recreation, Health and Tourism at George Mason University (jkozlows@gmu.edu). Webpage with link to law review articles archive (1982 to present): http://mason.gmu.edu/~jkozlows.

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FUTURE LEADERS

Lessons from the Road to Leadership

By Tiffany Johnson, CPRP, MPA

I

t seems like just yesterday that I was where many of you are today: a former program participant, summer employee and intern. Some of my peers and family laughed at the thought of studying parks and recreation management when I was a student. I remember being 21, a recent graduate, and going back home to Washington, D.C., seeking a career in the field.

The park and recreation department did not have any vacancies, so I couldn’t even begin to pursue a career in the field. Instead, I took a part-time job at the International Spy Museum just to pay the bills. I thought I had sacrificed my passion; in reality, I gained valuable experience in the hospitality and customer service industry.

Three months later, I interviewed for a recreation specialist position with the District of Columbia Department of Parks and Recreation (DPR). I was nervous, but I used the tools and skills gained as a student, including my internship portfolio showcasing my educational and work experience, to help me visually share my story, my passion and my drive for wanting the position. On the pan-

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el of interviewers, the toughest person, who asked the most questions and made me sweat, became one of the best mentors and friends I have to this day. Sometimes people are hard on us because they see something in us that we don’t see within ourselves.

The Entry and the Climb Once hired, I immediately took advantage of every opportunity present-

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ed to me. My first mentor, a DPR employee, was one of the first to believe in me as a leader, not just in parks and recreation but in life. With her encouragement, I attended my first NRPA Congress in 2006. I had no idea how much of an effect attending this conference would have on my passion, growth and development as a professional. My experiences from that conference drove my commitment to being a better professional and to gain experiences outside of my normal scope of practice. That year, I made a personal commitment and adopted the motto, “Be the change that I want to see.”

Be the Change I returned to Washington, D.C., with a renewed energy and passion for wanting to do more, be more, give more and

someday create a legacy in parks and recreation. I tapped into the network of professionals that I met to create, enhance and implement programs and special events much different from the norm. I began to gain the respect of veteran professionals within my agency. In 2007, I was recognized by the National Recreation and Park Ethnic Minority Society (NRPEMS) and also was a recipient of the Young Professional Fellowship, which allowed me to shadow one of NRPA’s former executive directors. Attaining such honors further propelled my drive, my understanding of professional involvement, and my passion to continue to be active. As a “newbie,” I was coached and mentored to a level that I didn’t fully understand at the time. I thought that my image would affect my advancement, so I slowly changed the company that I kept, the way that I showed up, the way that I dressed, the way that I spoke and the way that I thought. I remained engaged in national and local networking through meetings, attending and presenting at conferences and by serving on committees. I learned to ask questions to assist with my lack of awareness and also to embrace being uncomfortable! From these experiences more success followed.

In 2010, I was nominated for and selected as an Extern for the American Academy for Park and Recreation Administration. There, I was paired with an elite group of professional and academic mentors, and I gained a broader appreciation for having a diverse group of mentors. In 2011, I received the Mid-Atlantic and National New Professional Award, and, in 2013, was elected as the 39th and youngest president of the NRPEMS. As president, I created a national mentoring program that pairs new and young professionals with senior

managers to prepare them for the rigors of leadership and brought back the quarterly newsletter and hosting yearly community service projects in the conference host city. My personal achievements encouraged me to do more to make sure that other young professionals were equally informed and exposed to these opportunities.

Leadership As a young professional, transitioning to a leader has been one of the toughest challenges, but as the world changes, so does the definition of leadership! Initially, when I stepped into leadership roles, I was very uncomfortable and had to learn how to lead people often older than me. Having active, professional mentors throughout the United States helps tremendously. Never be afraid to ask for assistance or suggestions; most leaders have been in the same place. In my 10 years as a professional, I have grown even more passionate about what the future holds for all of us and for our communities. I am now a Ph.D. student pursuing a degree in business administration with a concentration in organizational leadership focusing on parks and recreation with the intent of further propelling and advancing research and practice in the field.

I offer the following advice, my top 10 list for all young professionals: • Find things that you love and are passionate about. Learn to incorporate them into your position and share your story. Let your passion lead the way and you will never work a day of your life.

• Find mentors inside and outside of your department and the profession. It is extremely important to stay in touch and have consistent communication!

• Take advantage of volunteer, schol-

Tiffany Johnson

arship, fellowship, certification and award opportunities. There are so many available through NRPA and state associations.

• Step out of your comfort zone by networking with other professionals that don’t look like you or come from the same demographic or professional backgrounds.

• Be a constant learner. Seek educational and professional development opportunities to assist with your growth. In addition, the NRPA schools will further develop your professional pursuits, knowledge and networks.

• Surround yourself with positive individuals and avoid the watercooler!

• Think and dream BIG! • Work hard and share your passion with your community.

• Stay focused, determined and driven through it all.

• “Be the change that you want to see!”

Tiffany Johnson, CPRP, MPA, is a Ph.D. student and Area Manager with the District of Columbia Department of Parks and Recreation (tiffanym.johnson@dc.gov).

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Friends Groups: People with Passion for Parks

By Jimmy O’Connor

T

he question, “How can we do more with less,” is often asked within park and recreation agencies. Operating under this auspice is the new normal. Happily, there exists an often-underutilized source of talent and support in every community — friends groups. Such citizen bodies prove particularly relevant when it comes to conservation in parks, where they are poised to help an agency do more, with more.

The list of needs that friends groups can help to address is practically endless. Many groups are equipped to support invasive plant removal, plant and maintain pollinator gardens, install bird and bat houses, maintain trails, build political and financial support for park enhancements, promote parks at public events and apply for grants.

Perhaps even more important are the less-tangible ways friends groups help a park and rec system succeed.

Friends groups are able to bring forth a voice of the community that is not bound by the municipal process —

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pushing forward issues that may not be possible from within the agency.

Friends groups form because people care. There exists a passion that can be stoked by a park and recreation agency toward benefit or burden. All friends groups, at some time or another, are at odds with the park and recreation agency. Concern with the condition of a park or an agency’s plans for a park are primary reasons friends groups are formed. However, the underlying motivations of individuals who assemble to support a park are almost always admirable.

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Friends groups can, if empowered, provide a meaningful solution when an agency is tasked to do more with less. Engaging friends groups, like those detailed below, to support park needs should be the new, new normal.

Friends of Camarillo Dog Parks organizes support for three dog parks within Camarillo, California. Formed in 2010 with the goal to educate, promote and support dog-related challenges and ideas, the group is a significant voice and collaborator in improving parks within the city. “The Friends of Camarillo Dog Parks has been one of our main supporters for park improvements,” says Michele Kostenuik, administrative analyst for Pleasant Valley Recreation and Park District. Agency staff members attend the group’s board meetings and work closely to provide project guidance. To

help raise support, the friends group formed a number of partnerships and sponsorships with community organizations and businesses. Additionally, Friends of Camarillo Dog Parks sells branded shirts, hats and other wares during events to help raise funds and awareness. During the past five years, the group has raised more than $60,000 to support the parks and has assisted with installation of benches, fencing, water fountains and signage.

Furthermore, volunteers with the group recognize the contribution they can make to conservation needs by participating in National Trails Day events, tree plantings and pathway improvements.

Friends of Vernon Park, in Philadelphia, Pennsylvania, is one of more than 80 groups supporting parks in the city. These groups are the “eyes and ears who have the pulse on the community,” says Patty-Pat Kozlowski, director of stewardship and volunteers with Philadelphia Parks and Recreation. Managed by a core of volunteer officers, but made possible through the collective support of many, the group hosts park cleanup days, including their annual Love Your Park Day, and special events like the Fall Bazaar, oldies nights and The People’s Poetry and Jazz Festival. Highlighting the value of input from the Friends of Vernon Park, even beyond the park borders, the city invited the group to participate in stakeholder meetings for a nearby bus shelter redesign. Reflecting on the importance of partnerships with Philadelphia Parks and Recreation and Fairmount Park Conservancy, Friends of Vernon Park President Ruth Seeley writes in her annual update letter, “All these people are responsible for many parks in Philadelphia, but manage to make us feel

special and supported in every way.”

Friends of Banshee Reeks, in Loudoun County, Virginia, helped shape the vision for Banshee Reeks Nature Preserve upon its opening in 2001. The friends group has a history of supporting citizen science projects, such as invasive plant removal and bird banding, as well as purchasing items needed for park upkeep. The group hosts a website and

Many friends groups are formed by the nudging of a park and recreation agency.

Facebook page and sets up a booth at community events with the aim of raising public awareness about the nature preserve. The Friends of Banshee Reeks board meets monthly with preserve manager, Ron Circe, to discuss upcoming activities and assess how it can support the preserve.

When asked how the friends group has changed since its inception, Circe says, “The Friends of Banshee Reeks was formed by a group of passionate people who saw the opportunity to protect this unique property, not only for people, but more importantly for nature. Over time, the value of Banshee Reeks has been cemented and the group has been able to expand its focus to promotion of the preserve, while also helping fund special projects as they come up. I know the group is committed to what is best for the preserve, which helps make my job easier. It’s a great partnership.”

How an agency engages with a friends group depends on the group’s mission, its appetite for involvement and the agency’s needs. While friends

groups should always be viewed as potential partners, it is the park and recreation agency — with background knowledge, professional expertise and a budget and mandate — that should set the stage for a relationship that mutually benefits both parties. The foundation for the relationship must be built on trust and transparency.

Whether a community has dozens of friends groups or is on the cusp of forming its first, suggestions for embracing the pool of talent and resources within a friends group include: 1. Hold regular meetings. Meetings are great opportunities to discuss the status of projects, upcoming activities and specific issues. Some friends groups include the park manager as a non-voting member of their board — a great way to signify the partnership.

2. Create friends groups where none exist. Many friends groups are formed by the nudging of a park and recreation agency. Given basic resources such as meeting space and staff time, community members are more likely to feel empowered to organize support for their neighborhood park.

3. Make a list of needs (or wants) and share this with the friends group.

Organize the list by those needs requiring only time and those with an additional financial cost. Don’t be afraid to discuss what you can realistically accomplish and what is likely going to need additional volunteers, money or political support from the friends group.

Encouraging positive relationships with friends groups and embracing practices that invite community participation not only result in better parks, but also more successful agencies.

Jimmy O’Connor is NRPA’s Director of Conservation (joconnor@nrpa.org).

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HEALTH AND WELLNESS

The Power of the Permit The 60 million reasons to use it to ensure a safe, equitable and enjoyable sports experience for the youth of your community

By David Tyahla

F

ollowing is the first in a series of articles highlighting the work of the Aspen Institute’s Sport and Society Program and its Project Play initiative: in particular, its recommendation to local governments to use the “Power of the Permit” in an effort to promote equitable, safe and enjoyable sports experiences for all youth, in every community. This column provides background on and defines the issue. Future columns will share examples of policies national youth sports organizations have put in place that help further the standard of safe and equitable participation in youth sports, as well as allow you to hear from recognized leaders in the field.

Background NRPA has been fortunate to participate in the Aspen Institute’s Sport and Society Program. Sports journalist Tom Farrey — now the Sport and Society Program’s executive director — realized that the needs of America’s children were not being met, that children need to be active

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and enjoy the many benefits of playing sports and that society was placing too many barriers in the way of youth participation.

Following two years of roundtables and dialogue with more than 250 leaders and stakeholders, the Institute released its initial report in 2015, titled Sport for All Play for Life: A

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Playbook to Get Every Kid in the Game.

The report provides an ambitious vision and calls for “reimagining organized youth sports” by prioritizing inclusion and health benefits, while also acknowledging the value of unstructured (pick-up) play.

The report also lays out for decisionmakers strategies to remove the numerous barriers to participation, which impact all youth — whether they come from lower-income families and cannot afford to pay to play, or they suffer from the win-at-all-costs mentality that weeds out and excludes youth of moderate skills. The recommendations are simple and direct, including asking kids what they want,

encouraging sports sampling at a young age, focusing on age- and skill-appropriate development and “training the trainers,” ensuring all coaches, especially the thousands of volunteers who make youth sports happen in every community, are given the basic tools to teach, mentor and see the potential in every child. Among these recommendations is one that stands out most to the park and recreation community — the Power of the Permit.

At NRPA’s 2015 Conference in Las Vegas, Farrey spoke about the report and Project Play’s vision for structural change in youth sports.

He spent the majority of his time talking directly to the park and recreation community and the critical role we must play if we’re serious about removing the barriers so that all children can participate and benefit from youth sports. The issue of the Power of the Permit resonated with everyone in attendance.

Power of the Permit University of Missouri School of Law Professor Douglas E. Abrams is often cited as the authority on this topic and has written extensively on it. Simply stated, Power of the Permit refers to the “recognized authority of government agencies to manage public property, including public sports and recreation venues.” The value of this cannot be understated. Two key areas where this impacts parks and recreation are safety and equity.

The National Council on Youth Sports reports that more than 44 million boys and girls are participating in organized youth sports today, with the total registered participants, including adult coaches, officials and administrators, top

ping out above 60 million. That’s 60 million reasons why each park and recreation agency needs to pay attention to how it allocates its field and facility usage to the local community.

The safety-related concerns are obvious — from risk management and background screenings of the adults who operate your fields and facilities and may come in contact with young participants in the sports programs, to having adult coaches and officials qualified to administer basic first aid. Coaches and officials should also have basic training and guidelines for identifying possible head and brain injuries suffered by athletes and knowing when to remove them from play. It’s important to note that while almost every state now has a concussion safety policy for scholastic sports, not all apply these same standards to local youth sports and recreation programs.

Looking out for the safety and well-being of young athletes even pertains to ensuring all coaches receive adequate training in ageand skill-appropriate instruction in their sport. Namely, a soccer coach licensed to manage professionals may know all of the technical and tactical aspects of the game, but does he or she understand how to teach the basics to a 7-year-old playing the game for the first time, especially now that national youth soccer organizations are mandating that kids play small-sided games with no goalkeepers?

The equity issue is about protecting equal access and opportunity for all children to play. With more than 44 million young people already involved in organized youth sports — better than half of all peo-

ple under the age of 18 in America — the concern over how we allocate use of existing resources, including playing fields and indoor facilities, across all interested parties and in a fair manner will only increase in the future.

Are the organizations to which you’re allocating field and facility usage providing opportunities for all boys and girls to participate, or are they focusing their efforts primarily on developing “elite” athletes and winning competitions over the personal (and sports) development of their young athletes?

Do they weed out children before they even have a chance to develop skills and, most of all, a love for the game?

Much is being written about how proper and pragmatic management of permit usage of your fields and facilities can benefit everyone in your community. This includes how to utilize local citizen advocates on your public park and recreation (or sports) boards to create strong permitting standards for the facility use.

Future columns will focus on examples of the positive steps national sports organizations are taking to train the adults charged with coaching our kids in a manner that promotes positive youth development and, most of all, safety. We’ll also share cases where local agencies have used the Power of the Permit to institute high standards for coaching, safety and equitable access for youth in their community.

For more on the Aspen Institute’s Project Play initiative, visit www.aspenprojectplay.org.

David Tyahla is NRPA’s Senior Government Affairs Manager (dtyahla@nrpa.org).

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SOCIAL EQUITY

Residdents of Chicago’s Little Village neighborhood worked for 15 years to reclaim and restore blighted property in their community and transform it into a vibrant local park.

Latino Residents Champion for Green Justice in Little Village

By Mariela Fernandez, Ph.D., and Antonio Lopez

O

n a trip to 26th Street in Chicago’s Little Village neighborhood, visitors are struck by the rich Mexican culture and the thriving business activity. Regarded as the capital of the Mexican Midwest, Little Village is also the second-highest provider of tax revenue to the city of Chicago, behind only the Magnificent Mile in downtown. A recent article in Crain’s Chicago Business marveled at the economic prowess of the community: “The strip lacks the glamour of Michigan Avenue or the wealth of Lincoln Park. Instead, the area between Kedzie and Kostner Avenues is dotted with family-owned restaurants, bakeries, barbershops, grocers and clothing shops, plus an occasional Western Union and Verizon outlet.

Nothing about the simple signage or interiors hints at the huge volume of cash being spent: some $900 million annually, according to the most recent figures available.”

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If the thriving business environment in this immigrant community is a surprise, then the neighborhood’s standing as a center of environmentalism in Chicago is even more startling. Low-income Latinos from Little Village have waged successful campaigns that closed a coal power plant in the area and transformed a superfund site into a 22-acre public park.

Working alongside the Little Village Environmental Justice Organization (LVEJO), a local nonprofit, these

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community-led victories for clean air and open space are two of the most important grassroots environmental justice success stories to occur across the country in recent years.

Overcoming Environmental Obstacles As a densely populated environmental justice community located on the southwest side of Chicago, Little Village is an excellent case study of a community that has endured environmental racism. According to a 2008 Huffington Post article, Little Village’s ZIP code was regarded as having the “second-worst air quality in the eight-county region of Chicago, [and] children in this area had the ninth-highest rate of lead poisoning

of Chicago’s 77 community areas with asthma rates of 17 percent.”

For decades, a coal power plant in the area also spewed more than 3 million tons of toxic carbon dioxide emissions each year, and for many years, low-income community members lived next door to an extremely toxic property. Since the late 1980s, residents living next to the abandoned Celotex superfund site complained that the site was responsible for troubling health impacts on young children. Through years of door-to-door organizing, community meetings and protests, neighbors learned that children were being impacted and displaying high rates of asthma and other health concerns. In a recent oral history, one Little Village resident, Teresa, recalled that her daughter gave birth to a baby boy who tested positive for lead. The doctors speculated that Teresa’s daughter had been breathing in particles from the contaminated site. Other neighbors worried about rashes on their hands and bodies that wouldn’t go away. An EPA investigation of the site and surrounding areas confirmed the contamination, and one of their reports mentioned that high levels of polycyclic aromatic hydrocarbons, or PAHs, were observed, which could potentially lead to negative health outcomes, including cancer. Currently, Little Village continues to be a frontline community where local residents are impacted by industrial legacies and multiple sources of pollution with residential areas placed immediately next to an industrial corridor and polluting factories. Each day, heavy diesel trucks clog traffic, nearby shipping waterways release methane and raw sewage and hun

dreds of contaminated brownfield sites lay abandoned.

Despite the environmental challenges in Little Village, Latino residents migrate to the community because it serves as an ethnic enclave for Mexican residents who desire a sense of home and community.

In addition to strong family and community networks, the resilience of Little Village’s low-income community members and skills in neighborhood organizing are why community leaders and LVEJO have scored stunning victories for environmental justice.

The campaigns to shutter the coal power plant and reclaim blighted land for park space spanned more than 15 years before Little Village residents were successful, involving Latino high school students, immigrants, professionals, LVEJO staff and other community organizations. Throughout the process, residents noticed the difference in treatment the community received regarding the cleanup process in comparison to other Chicago neighborhoods. For instance, in her 2014 piece for Midwest Energy News, author Kari Lydersen mentioned that in another Chicago neighborhood, a chocolate factory was charged with violating “opacity limits for a total of about 26 minutes over two days,” while the coal power plant in Little Village (and another in Pilsen) had violated the opacity limits for approximately “45 and 32 hours at the [coal power plants] between 2002 and 2006.”

After a decade of neighborhood organizing, lawsuits and asking the EPA, local aldermen and the city of Chicago to move forward with the cleanup and park development process, LVEJO and community lead-

ers successfully forced the retirement of the Midwest Generation Crawford Coal Power Plant in 2012 and opened La Villita Park in 2014.

These successes were credited to the tireless efforts of local activists to educate the wider community about the harmful impact of the coal power plant.

Expanding Access Further, the notion of establishing a park was driven by community and youth leaders who understood that the eastern part of the neighborhood had always struggled with lack of access to parks and recreation resources. Access to this type of public space was determined by longstanding conflicts between two major gangs in the community: the Latin Kings and the Two Six. The Latin Kings control the east side, which is the most populated, while the Two-Six control the west. This presented a significant challenge when east-side residents attempted to use Piotrowski Park, the only large park and field house in the west side neighborhood, up until 2014. Many east-side residents reported being harassed when attempting to use Piotrowski Park.

Consequently, the new La Villita Park addressed the severe need for open space on the east side.

In 2010, Little Village was ranked 76th out of 77 in-Chicago neighborhoods in terms of access to green space. Although the community still needs more open space, the first large park built in 75 years in Little Village doubled the amount of open space available to local residents. As a result of creating the new La Villita Park, Little Village currently ranks 70th out of 77 for green space.

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Input from community members was essential in the creation of La Villita Park — residents were quick to respond and became deeply engaged with the project.

A Community’s Effort La Villita Park represents the desires of community members, and that’s a big reason why it’s regarded as so special. LVEJO staff members conducted charrette activities at schools, community events and churches with youth, families and other Little Village residents. These were done to determine their needs and preferences for park amenities. The charrette activities revealed that the community wanted similar services as other parks in Chicago. For example, the neighborhood members wanted a playground, soccer fields, basketball courts, a skate park, picnic pavilion, fitness stations and restrooms. Residents also determined the name of the park through a survey sent to more than 700 households. In recent interviews, LVEJO staff members stressed the importance of involving community residents in the planning of neighborhood services, something that is often a challenge in many communities across the nation. The new park serves as a groundbreaking example in Chicago of a just transition from an extremely contaminat42 Parks & Recreation

ed site to a healthy community asset that will serve the neighborhood for generations. Because of the extraordinary organizing efforts of everyday community members and the commitment of LVEJO, more than 5,000 children in the surrounding area will now have a clean park for recreation.

In an effort to address crime-related challenges in the community, the mayor’s office, in partnership with the Chicago Park District, LVEJO and other Little Village community residents and organizations, were able to proactively launch the “Keep La Villita Park Safe and Beautiful Pilot Program” during summer 2015. The pilot program was set up in order to maintain positive relations between various institutions (e.g., Chicago Police Department, Chicago Park District, Chicago School District) and Little Village residents. It also aimed to increase park programming during times when crime is most likely to occur. The program was also meant to establish a working relationship with the Chicago Police Department with the end goal of reducing the number of arrests and community/police

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conflict at the park. The pilot program had several successes during its first year of implementation, including having no homicides, shootings or major acts of violence in the park.

The Mi Parque volunteer program was also created, which was responsible for helping to oversee the park and creating a collaboartive relationship with park users.

Like the rich Mexican culture and bustling economic activity on 26th Street, the fight for environmental justice continues to thrive in Little Village.

Committed to holistically addressing the improvement of health and environmental conditions in the area, community leaders and LVEJO are currently working on a local climate adaptation plan for Little Village from a social justice perspective. Specifically, LVEJO and the La Villita Park Advisory Council are examining how community leaders and organizations can proactively plan for the unintended impacts of park development and other revitalization initiatives, which include gentrification. The organization is also advocating for a new field house in La Villita Park to ensure usage during the winter months. Consequently, the case of Little Village supports claims that people of color do in fact care about the environment and should be regarded in community planning efforts.

Detailed references for this article are available at www.parksandrecreation.org/2016/February/Latino-Residents-Champion-for-Green-Justice-in-Little-Village.

Mariela Fernandez, Ph.D., is an Assistant Professor in the Parks, Recreation and Tourism Management and College of Health, Education and Human Development Departments at Clemson University (marielf@clemson.edu). Antonio Lopez is the Executive Director for the Little Village Environmental Justice Organization (alopez@ lvejo.org).

It has been two years since our commitment and the positive impact of the implementation of the HEPA standards is being realized in communities all across the United States.

929 park and recreation sites have pledged to implement the HEPA standards.

108,781 children now have improved access to healthy foods and increased opportunities for physical activity.

THANKS TO ALL OF OUR PARTICIPATING AGENCIES! •ACC Leisure Services •City of Hartford Recreation Division •Fairfax County Department of Neighborhood & •Palm Beach County Parks and Recreation Community Services •Albany Recreation & Parks Department •City of Hialeah Department of Parks and Recreation •Pine Bluff Parks and Recreation •Fontana After School Program •Anne Arundel County Recreation and Parks •City of Inglewood Parks and Recreation •Port Huron Recreation •Fort Wayne Parks & Recreation •Arlington County Department of Parks and Recreation •City of Iowa City •Portland Parks & Recreation Department •Fredericksburg Parks, Recreation and Public Facilities •Portsmouth Parks & Recreation •Baltimore City Recreation and Parks •City of Kalispell Parks and Recreation •Grand Prairie Parks, Arts, And Recreation Department •Prince George’s County Department of Parks and •Baltimore County Recreation and Parks •City Of Keene Recreation (M-NCPPC) •Blowing Rock Parks And Recreation •City of Los Angeles, Department of Recreation and Parks•Great Alaska Council Boy Scouts Of America •Greensboro Parks and Recreation •Prospect Heights Park District •Burlington Parks, Recreation & Waterfront •City of Lubbock Parks & Recreation •Gwinnett County Parks And Recreation •Recreation and Park Commission for the Parish of East •Caroline County Recreation & Parks •City of Moraine Parks and Recreation Baton Rouge (BREC) •Hannahville Youth Services •Channahon Park District •City of North Las Vegas •Richland County Recreation Commission •Houston Parks and Recreation Department •Charlottesville Parks and Recreation •City of North Miami Parks & Recreation Department •Richmond Parks & Recreation •Indy Parks and Recreation •Chicago Park District •City Of Oakland Parks and Recreation •Rockville Recreation & Parks Dept •Jackson Recreation & Parks •City and County of Honolulu Parks and Recreation •City of Omaha Parks and Recreation •Rutland Recreation and Parks Department •Johnson County Park And Recreation District •City Of Alamogordo •City of Peabody Parks and Recreation •Sacramento START •City of Aurora •City of Philadelphia Parks and Recreation Department •Kansas City Parks and Recreation •Saint Paul Parks and Recreation •Knoxville Parks and Recreation •City of Austin Parks and Recreation Department •City of Pittsburgh Parks and Recreation •Schaumburg Park District Parks and Rec •Lansing Parks and Recreation •City of Bakersfield •City of Providence •Seattle Parks and Recreation •Lawrence Parks and Recreation Department •City of Bloomington Parks and Recreation Department •City of Rio Rancho Parks & Recreation •Seneca Nation of Indians •Lincoln Parks & Recreation •City of Buckeye •City of Rockville •Shreveport Public Assembly and Recreation (SPAR) •Lincoln-Woodstock Recreation Department •City of Chattanooga-Youth and Family Development •City of San Diego Parks & Recreation •Siler City Parks & Recreation •Little Rock Parks and Recreation •City of Cody Parks, Recreation & Public Facilities •City of Sanford •South Portland Parks, Recreation and Waterfront •Longview Parks & Recreation •City of Colorado Springs Parks and Recreation •City of SeaTac •Lynwood Recreation & Community Services Department •Sports and Arts in Schools Foundation •City of Conroe •City of South San Francisco Parks and Recreation •Syracuse Parks and Recreation Department •Madison School and Community Recreation •City Of Covina Parks & Recreation Department •Town Of Breckenridge •City of St. Petersburg •Maple Grove Parks and Recreation •City of Detroit - Recreation Department •Tucson Parks and Recreation •City of Steubenville Parks and Recreation Department •Maplewood Parks & Recreation •City of Elgin Parks and Recreation •Tunica Parks & Recreation •City of Tallahassee Parks & Recreation •Martin County Parks and Recreation •City Of Evanston Parks and Recreation Division •Tuskegee Parks and Recreation •City of West Palm Beach •Memphis Parks and Neighborhoods •City of Florence •Village Of Champions Options After School •City of Whitefish Parks and Recreation Department •Metro Parks and Recreation •City of Fort Lauderdale Parks and Rec •Washington DC Department of Parks and Recreation •City of Wichita Parks and Recreation •Miami-Dade Parks & Recreation •City of Fort Worth Parks and Recreation •Waukegan Park District •Columbus Recreation and Parks Department •Minneapolis Park and Recreation Board •City of Fresno Parks and Recreation •West Allis-West Milwaukee Recreation And Community •Dallas Park and Recreation •Montgomery County Department of Recreation •City of Gainesville Parks and Recreation Services •Naval Base San Diego Parks and Rec •City of Gary Department of Public Parks - Youth Services •Danville Parks and Recreation •Willamalane Park and Recreation District Bureau •Davenport Parks And Recreation •North Little Rock Parks and Recreation Department •City of Greensboro Parks and Recreation Department •Des Moines Department of Parks and Recreation •NYC Department of Parks and Recreation

Make the Commitment www.nrpa.org/CommitToHealth

By Sylvia Allen

to Sponsorship Success

S

ponsorship: An investment, in cash or in kind, in return for access to exploitable business potential associated with an event or highly publicized entity. Selling sponsorships is not a matter of buying a mailing list of potential buyers, writing a direct-mail letter, putting together a “package,” mailing everything out and waiting for the telephone to ring with people offering you money. The reality is much more complicated (and time consuming) than that.

In the definition above, the key words are “investment,” “access to” and “exploitable.” First, by constantly looking at sponsorship as an investment opportunity, where there is a viable payback, you are no longer talking to a potential sponsor about a payment of cash or money. Instead, by calling it an investment, you’re automatically implying that value will be returned to the investor. Second, access to means the ability to be associated with a particular offering (such as golf tournaments, swim meets, hiking/biking trails, etc.). And lastly, exploitable, a positive word, means “to take the greatest advantage of ” the relationship. In other words, allowing 44 Parks & Recreation

sponsors to make the greatest use of their investment and use it as a springboard and cross marketing opportunity with their own advertising efforts.

Never underestimate the value of your agency’s opportunities — these can be as simple as banners on your grounds to title sponsorship of an event or activity. The following 12 steps will give you a better understanding of how to put together sponsorship offerings, what words to use, and the entire process from thinking about sponsorship to going about getting one.

Step 1: Take Inventory

What are you selling? Each event has a number of elements that would be

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of value to a sponsor. They include, but are not restricted to, the following: • Radio, TV and print partners • Collateral material…posters, flyers, brochures • Tickets (quantity for giving to sponsor plus ticket backs for redemption) • VIP seating/parking • Hospitality • On-site banner exposure • Booth • Audio announcements • Product sales/product displays • Celebrity appearances/interviews • Internet exposure Look at your activities like a store and take inventory of the many things that will have value to sponsors, whether it be the marketing or hospitality value. Take your time in making up this list as the time spent at the beginning will be rewarded by more effective sponsorships when you get into the selling process.

Step 2: Develop

Your Media Partners Treat your media partners the same way you would all other sponsors, with the same rights and benefits.

Negotiate with radio and television for airtime and with newspapers and magazines for print coverage. (You can always try for money, but securing a trade is just as good as it will help you to be competitive with others who are seeking money from the same sponsors you will be approaching.)

This inventory of media can then be included in your total sponsorship offerings to other prospective sponsors.

In fact, after taking your inventory, steps two and three are done almost simultaneously as you must have something to give to your potential media partners that describes the sponsorship.

So, what is important to your media partners? Your event offers the media an opportunity to increase

their non-traditional revenue (NTR).

You have an audience, sampling opportunities, sales opportunities and multiple avenues of exposure that the media can offer to their own advertisers. Many times, an advertiser asks for additional merchandising opportunities from the media. Your event offers them that opportunity. You can let them sell a sponsorship for you in return for airtime or print coverage.

Always have them coordinate this through you so they are not approaching your sponsors, and you are not approaching their advertisers. From radio and TV, you want airtime that can then be included in your sponsorship offerings, and from print, you want ad space and/or an advertorial (a special section). In both instances, you are getting valuable media to include in your sponsorship offerings to your potential sponsors. When the event is over, they should provide you with proof of performance (radio and TV should give you an affidavit of per-

formance; print should give you tear sheets) and, conversely, you should provide them with a post-event report.

Step 3:

Develop Your Sponsorship Offerings Try to avoid having too many sponsorship levels and categories that are “cutesy.” Don’t use gold, silver and bronze or industry-specific terms your sponsor might not understand.

Categories such as title, presenting or associate, or that are product-specific, are easy to understand and easy to sell. A title offering is the most expensive and most effective sponsorship.

The minute the name of your activity is married to a sponsor’s name, the media have to give the entire title, which is great exposure for the title sponsor.

Before your initial sponsor contact, prepare a one-page fact sheet that lists the various opportunities available for marketing as well as the date, time and location of your activity.

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SPONSORSHIP SUCCESS

Step 4:

Research Your Sponsors Become an expert on your potential sponsors. The more you know about them the better prepared you will be for their questions and the easier it will be for you to craft a sponsorship offering that meets their specific needs. Search the Internet, read their annual reports, do a data search on the company, use the various sourcebooks available to you…find out what they are currently sponsoring, what their branding strategies are and what their business objectives are.

Be prepared to discuss the sponsors’ individual marketing strategies with them when making the sales call. You should be able to quickly and intelligently answer questions during the sales process.

There are different departments, with different budgets, that can spend money on sponsorships. These departments include, but are not restricted to, advertising, marketing, public relations, product management, brand managers, human relations directors, multicultural marketing managers, office of the president and even a sponsorship director!

Look for different opportunities within the same company.

Step 5:

Make Initial Sponsor Contact Then, pick up the telephone. When you reach the correct person, instead of launching right into a sales pitch, ask them several questions about their business that will indicate to you whether or not they are a viable sponsor for your project. For example: “Based on what I have read about your company, it appears (fill in the blank with your knowledge.) Is that true? Are you interested in maintaining/increasing your profitability? Are you interested in creating a better envi46 Parks & Recreation

ronment for your employees (or attracting new employees, or rewarding current employees)?”

Make sure the questions you ask can be answered with a “yes.” Also, make sure you are talking with the decisionmaker. How would you know this? During the questioning process, ask “Is there anyone else you want involved in this discussion?” That way they can give you another name without being intimidated that they are not the final decisionmaker.

One of the questions I’m always asked is, “How do I get past the gatekeeper?” If you can’t get past the gatekeeper, make him/her your friend and ally. Explain the program, explain the benefits of participation and get him/her to make the appointment for you Getting through voice mail is another concern. Don’t leave long, boring messages and never leave more than three messages. Dial around and try to get a real person. Talk to the operator…have the person paged…get their email address and send a note… call early in the morning…late in the day. In other words, be creative!

Step 6:

Go for the Appointment Once you have had a brief discussion, try to get an appointment.

If they say, “Send me a package,” respond with: “I’ll do even better than that. I’ve prepared a succinct one-page fact sheet that highlights the various marketing and promotion components of my event. May I fax or email it to you?” Ask for the fax number and email address, send the document to them right away and then call back shortly to make sure they received it. If they have received it, go for the appointment.

Explain that the fact sheet is merely a one-dimensional outline that can-

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not begin to describe the total event and you would like to meet with them, at their convenience, to show them pictures, previous press coverage, a video, whatever you have.

Follow the basic sales techniques of choices: Monday or Friday, morning or afternoon. Don’t give them a chance to say they can’t see you.

If a face-to-face meeting is not possible, make an appointment for a telephone interview. Have them write that appointment in their book, just as if it were an in-person conversation. Send them a package of information they can have in front of them so they can follow along with your discussion and presentation.

Step 7: Be Creative

Once in front of the sponsor, demonstrate your knowledge of their business by offering a sponsorship that meets their specific needs. Help them come up with a new and unique way to enhance their sponsorship beyond the event. For example, if it’s a bank, how can they benefit from association with your event? What kind of promotion could you design for them? Or, devise a contest where people have to fill out an entry form to win something. Think about hospitality opportunities — rewards for leading salespeople, special customer rewards, incentives for the trade.

Be prepared to offer these ideas, and more, to help sponsors understand how this sponsorship offers them great benefit.

In many instances, it is up to you to lead the discussion. Often a potential sponsor will turn to you and say, “I don’t know how to make this work.”

This is where your knowledge and research will prove invaluable since you will have given thought, beforehand, to how they can maximize their participation in your event.

Step 8:

Make the Sale You have to ask for the sale. You can’t wait for the sponsor to offer; rather, you have to ask, “Will we be working together on this project?”

Develop your own closing questions.

Hopefully, as you went through the sales process, you determined their needs and developed a program to meet those needs. And, you certainly should have done enough questioning to determine what their level of participation would be. Keep in mind that different personality styles buy differently, which means you must select from a variety of closing techniques to ensure the right “fit” with the different personalities.

As with any sale, once you have concluded the sale, follow up with a detailed contract that outlines each party’s obligations. A handshake is nice, but if the various elements aren’t spelled out there can be a bad case of “but you said” when people sometimes hear what they want to hear, not necessarily what was spoken.

Make sure you include a payment schedule that ensures you receive all the money before your event. If not, you could suffer from the “call girl principle.” The only exception to this rule is if you are working with a Fortune 500 company. They will want to hold back 10 percent until after the event as insurance against not getting full delivery. It’s a normal practice and, if you’ve done your job, nothing to worry about.

Step 9:

Keep the Sponsor in the Loop Once you have gone through the sales process, you will want to keep your sponsors involved up to, and through, your event. Ask if their public relations department will send out a press release about their involvement. If they do, make sure you have approval rights before it

is sent out. (You want to make sure that your event is being presented in the proper light, just as you want to assure your sponsors, with your releases, that their marketing message is being presented properly.) Show them the collateral material as it is being developed — posters, flyers, invitations, etc. — to ensure they are happy with their logo placement (with fax and email, this is now a very simple process). Keep them up to date on new sponsors, new activities — whatever is happening.

Discuss their marketing needs with them — make sure of proper follow-through on the contest or other activity they are doing.

Step 10: Involve the

Sponsor in the Event The more you involve sponsors in the process, the more involved (and committed) they become. Get them to participate by being on site: walk around with them; discuss their various banner locations, the traffic at their booth and the attendance at the luncheon they sponsored, whatever is appropriate to their participation.

Take time to participate in the various hospitality offerings with them.

Introduce them to other sponsors — talk to their representatives. Do everything possible to ensure positive participation and, of course, reinforce this participation as a prelude to renewal!

Step 11: Provide Sponsors

with a Post-Event Report There’s a very old saying regarding presentations: “Tell them what you are going to tell them, tell them and then tell them what you told them.”

The post-event report is the last segment of this saying. Provide your sponsors with complete documentation of their participation. This should include copies of all collater-

al material, affidavit of performance from your radio and TV partners, tear sheets, tickets, banners, press stories…whatever has their company name and/or logo prominently mentioned or displayed. This should all be included in a kit, with a written postevent report that lists the valuation of the various components, and presented to the sponsor with a certificate of appreciation for their participation.

Use a formula that encompasses cost per thousand (CPM) because that is the language your sponsors understand from their media buys. If you have done your pricing properly, you can use those same figures in your post-event report. Be consistent and be honest. If you are doing it the right way, you will deliver at three times their investment, just in marketing value. And, a 3:1 ROI is great…certainly assurance of renewal!

Step 12:

Renew for Next Year If you’ve followed these preceding steps carefully, renewal is easy. In fact, you may be able to get your sponsor to give you a verbal renewal during your event (if it is going well) and certainly after you have provided that post-event report that documents the value of all the marketing components he or she received. You should try for a 3:1 ROI. In many instances, it will be even more than that if you have delivered as promised!

Selling isn’t easy; however, it can be an easier and a fun experience once you have done your homework and are prepared to intelligently discuss the sponsorship.

Sylvia Allen is the author of How to Be Successful at Sponsorship Sales — learn more about her work at www. allenconsulting.com.

Sylvia Allen is President of Allen Consulting (sylvia@allenconsulting.com).

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The Great Drama of

Great Park

Irvine, California’s Great Park is beginning to take shape. The 688-acre tract, seen in development at right, will eventually boast a 176-acre sports complex with soccer fields, softball and baseball diamonds, tennis and sand volleyball courts and open play areas. After a recent deal with the Anaheim Ducks, it will also host a 270,000-square-foot ice skating center like the one seen in the above rendering.

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More than a decade of political turmoil, mismanagement and an uncertain financial landscape has created an ongoing saga surrounding construction of California’s Great Park, even as the project inches toward completion

By Michael Stockstill

T

he Orange County Great Park, with a history of generating more controversy than recreation, continues to take shape at the former Marine Corps Air Station El Toro in Irvine, California. Since its inception in 2002, the project has served as somewhat of a political football, as accusations of mismanagement of personnel and funds hampered development. The Great Recession of 2008 further complicated matters, and only in the past few years have city leaders and developers reached what all hope is a viable plan to finish the largest new metropolitan park in the state.

Great Park Then That almost 700 acres of Great Park is finally under construction and on target for public use is a welcome contrast to the park’s tumultuous past.

The genesis of Great Park came in 2002, when Orange County voters approved a ballot measure halting plans for conversion of the former Marine base into an international airport, replacing it with a broadly defined regional park. The base was annexed by the city of Irvine a year later.

In the meantime, federal officials decided to auction off the closed property. Homebuilding giant Lennar acquired the 4,682-acre property for $649.5 million in July 2005.

Lennar agreed to deed 1,347 acres to the city for Great Park, as well as a payment of $200 million toward park planning and development.

The first years of Great Park’s existence were full of high expectations.

A nine-member board of directors (five city council members and four independent individuals) commissioned the park design that won national planning awards, engineers drafted infrastructure schematics and derelict buildings on the property were demolished.

Dozens of organizations and individuals approached park leaders and staff proposing partnerships that might result in museums, community centers or specialty sports facilities.

A major entertainment conglomerate organized a rock concert on site, and Cirque de Soleil staged its unique performances at the park.

Initial development of Great Park was modest — a play area and four soccer fields were built. A historical timeline was painted on a preserved portion of a runway, a small hangar was repurposed for events and a permanent base for balloon operations was constructed (Lennar donated a helium balloon to the park, which soon became its signature symbol).

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G R E AT P A R K

Great Park’s impressive sports park area, including several fields for multiple sports, is situated near the signature giant orange helium baloon, seen here in the distance.

Balloon rides were free and thousands of local residents made the 400-foot ascent.

After taking control of Great Park by rewriting its legal charter (relegating the nine-member board to an advisory capacity), the Irvine City Council decided to “activate” the park with concerts, art shows, pumpkin festivals and similar public events.

But, the growing contrast between lofty assurances of big things to come and the dearth of significant construction began to generate criticism in the press and from other elected leaders. The park’s many sole-source contracts also raised eyebrows. Eventually, the Orange County Grand Jury launched an investigation into the Great Park project.

Great Park became entwined with city politics, at once embraced by the majority faction that had controlled the city council for more than a decade and targeted by opposition candidates who focused on the continued spending and unfulfilled promises.

In 2008, Great Park was caught up in the national financial chaos — Lennar’s key lender was Lehman Brothers, which went bankrupt during the Great Recession. Lennar 50 Parks & Recreation

cut staff and slowed operations, later positioning development of Great Park under the auspices of Five Point Communities.

The potential for funding to build out Great Park — estimated at more than $1 billion — initially looked positive because the city had placed the entire project in its redevelopment zone. Over a 40-year lifetime, redevelopment would generate hundreds of millions of dollars if all the residential and commercial development was built. But, that bubble burst in early 2011 when redevelopment agencies were disbanded by California Governor Jerry Brown. As the prospect of significant funding evaporated, the long-term viability of Great Park became a hot topic of debate in the city and county (eventually, Irvine settled a lawsuit it filed against the state that challenged the demise of redevelopment, accepting $227 million paid out over a decade).

City elections in 2012 brought in a new majority of councilmembers who demanded answers about Great Park spending. They commissioned two forensic audits, supplementing an accounting firm with a law firm.

The city posted on its webpage the

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depositions of 23 former staff, consultants and others connected to the project, that were conducted for the audit. Testimony in the depositions pulled back the curtains of Great Park activities, detailing accusations of political favoritism, power struggles between consultants and staff and an atmosphere of apprehension and uncertainty.

The 2014 elections seated a new council that extended the scope of the audit, raising the possibility that legal action against some Great Park consultants might follow.

In March 2015, the city released the results of an audit of past Great Park spending and management that took more than two years to complete. The audit testimony painted a picture of dysfunction, political intrigue and alleged cronyism, including multiple accusations that a political consultant with no engineering or planning expertise became the unofficial, self-appointed project manager of Great Park. Especially remarkable was a 27-page statement from former Great Park CEO Mike Ellzey that claimed his authority was undercut by consultants and elected officials. Ellzey, whose sixyear tenure as Great Park CEO was a record (the first CEO lasted a little more than two years, the second just four months, the third about 14 months), left the city in early 2015 for a new job as director of the nearby Nixon Library.

With so much testimony already public, the release of the audit was anticlimactic. More than 150 pages long, it concluded that “hubris” and an inability of Great Park leaders to deal with financial and management issues in a straightforward manner allowed the project to drift far from its original path.

Some of the consultants who were criticized in the audit have fought

back with lengthy rebuttals and a website detailing their version of events. They also convinced a committee in the State Assembly in late summer to order the California State Auditor to audit the Great Park audit. Results of the state investigation are not expected until well into 2016.

Irvine Assistant City Manager Eric Tolles now leads the Great Park project. According to city estimates, there is about $327 million available (not counting the money Five Point Communities is now spending on development of the park) for construction, operation and management during the next 10 years.

Great Park Now Today’s visitors to the Great Park site will find much activity underway — two massive runways are being demolished; the 4 million square feet removed thus far yielding 145,000 tons of concrete and asphalt that will be recycled into roadbeds and parking lots, clearing 688 acres of land that will become, by mid-2017, a modified and slimmed-down version of the original Great Park design.

Great Park’s centerpiece will be a 176-acre sports complex with 18 to 21 soccer fields, 12 softball and baseball diamonds, 24 tennis courts, 11 sand volleyball courts and two large open play areas. The sports park will be adjacent to Great Park’s signature feature, the aforementioned giant orange helium balloon. Four large parking lots at the corners of the sports park will ensure easy access.

Great Park’s other major recreational element is a 185-acre golf course and clubhouse. Like a cat with nine lives, the golf course has been in, out and now back in park plans during the decade Irvine city leaders have overseen its planning. The course replaces much of what was a key element in the original Great

Park design, created in 2007 by Ken Smith, a New York landscape architect. Smith proposed a man-made canyon gouged from one end of the property to the other as a counterpoint to the otherwise flat landscape.

Smith’s plan also called for a large lake and bridge, forested bosque, botanical garden and a section of the park reserved for museums and other cultural uses.

The 41-acre bosque remains in the new plan and has begun to take shape. It will connect to a 36-acre trail bisecting the two tracts of homes directly adjacent to Great Park property (the first 700 homes developed

by Five Point Communities are separated from Great Park’s eastern border by a large roadway). An adventure playground for children will be located in the bosque as well.

A reflection of Orange County’s agricultural heritage, 77 acres of Great Park will be farmed and a community garden center relocated to accommodate popular gardening classes and a farmer’s market. Finally, although not contiguous to the main Great Park parcel, a 178-acre wildlife corridor will hug the southern boundary of the former base perimeter, linking to other regional corridors. It is scheduled for completion in 2018-2019.

Five Point Communities received permission from city of Irvine leaders in November 2013, to spend $215 million of its own funds and assume management of Great Park construction in return for an increase in development of its property around the park — 4,600 homes in addition to a similar number previously approved.

While Five Point concentrates on the 688 acres that will encompass most of Great Park, local leaders have turned their attention to the park’s 260-acre Cultural Terrace section, which the city is responsible for plan-

ning and developing. Smith’s original plan for the area showed a large lake surrounded by a series of sites where cultural institutions might locate museums, a library, botanical garden or similar uses. Two massive buildings formerly used as aircraft hangars on the parcel have been identified for reuse, possibly as a military museum.

Past studies also identified the Cultural Terrace as a site for an open-air amphitheater.

Five Point agreed to fund $2 million in studies to bring Cultural Terrace development options into sharper focus. In late October 2015, the city and Five Point agreed on a scope of work for the $2 million, which will identify four major study areas: infrastructure and engineering, planning and circulation, architecture and programming, and a financial analysis.

And, in November 2015, the city and the Anaheim Ducks professional hockey team signed a deal that will lead to the creation of a 270,000-square-foot ice skating center on 13.5 acres of Great Park property. The city agreed to spend $1.7 million on infrastructure to serve the site — the Ducks will build and operate four ice rinks, one with a 2,500seat arena. After the facility is open the city will receive $250,000 or 25 percent of the facility’s annual profit per year (whichever figure is lower).

The Ducks will lease the land for 25 years and the option for 25 more, at which point the facility reverts to city ownership.

Time will tell, but at the dawning of the new year, all signs point to the likely completion of this behemoth park and recreation facility, despite its many fits and starts.

Michael Stockstill is a retired public affairs executive from Orange County. A former journalist, he has written extensively about Great Park (stockstill49@outlook.com).

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n o i t a e r ec R d n a Parks cting with Conne Health MPH c i l Bashir, z b a a n u r P rd J. Dolesh and Za a

By Rich

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A

s park and recreation professionals increasingly come to regard themselves as part of a system of health providers in their communities, one of the challenges they face is the difficulty in making the connection to their counterparts in public health. Why such collaboration remains difficult is puzzling — a general lack of knowledge of corresponding scopes of duties on behalf of both professions is one obvious cause. But, park and recreation agencies and public health entities in several locales are developing positive relationships and serving as examples of how such cooperation measurably benefits the health of the public.

According to the National Association of County and City Health Officials (NACCHO), there are approximately 2,800 local health departments across the country, which generally have five categories of responsibility for public health: (1) Conducting community assessments to understand specific health issues and barriers to healthy activities in the population it serves; (2) Investigating health problems and health threats; (3) Preventing, reducing and containing adverse health effects from communicable diseases, disease outbreaks from unsafe food and water, chronic diseases, environmental hazards and risky health behaviors; (4) Conducting emergency preparedness activities; and (5) Implementing health promotion programs.

If you were to compare the categories of responsibility that park and recreation agencies have in their communities, such as providing parks and public open spaces for residents; protecting air and water quality through a system of protected lands, including stream valleys and floodplains; providing a comprehensive program of recreation services for residents; and serving the needs for recreation, physical activity and

conservation for persons of all abilities and all ages, you would certainly agree there is major alignment with these areas of responsibility between public health and parks and recreation. However, working together for the health of the community remains challenging.

Growing Awareness of Essential Role in Health and Wellness Dee Merriam, a community health planner for the Centers for Disease Control and Prevention (CDC) with a background in parks and recreation, wrote a recent article in the Journal of Environmental Health (www.cdc.gov/ nceh/ehs/docs/jeh/2016/jan-febparks.pdf) about how public health professionals can better work together with park and recreation professionals. She says, “Everyone agrees parks and recreation provides a health benefit.” Yet, she recognizes that, “A lot of public health agencies don’t see the value of what parks and recreation can bring to a community.”

Recognition of the critical role health plays in the mission of parks and recreation has been slow to develop. Ten years ago, if you asked park and recreation professionals if they were part of a system of health providers, you would have been met with

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BREAKING DOWN BARRIERS

Young volunteers in Helena, Montana, helped to collect cigarette butts discarded in local parks. Their efforts led to the implementation of a tobacco-free parks policy.

a blank stare of incomprehension. If you ask the same question in 2016, you would find almost universal agreement that parks and recreation are all about health. In the past decade there has been a groundswell of awareness within the field of parks and recreation that health and wellness should be important, mission-critical priorities, and that the public very much wants these outcomes.

Mutual Goals Promote Greater Cooperation Alex Stone, a planner for the Rivers, Trails and Conservation Assistance (RTCA) program of the National Park Service, which provides technical assistance to state and local governments, says, “We all want to have healthier communities,” while pointing out that there have not been good ways for parks and recreation to validate improvements in community health. “The question for us was how to integrate health in a meaningful way into our outdoor recreation planning process.” She described efforts in Washington State that began with their serving on a health advisory committee with state and local representatives. This led to development of two pilot projects, one in Moses Lake and one in Mt. Vernon, north of Seattle. “It was clear to us that communities wanted to expand 54 Parks & Recreation

access to opportunities for improving health,” Stone says.

Stone noted how even the vocabulary proved to be a barrier at the outset. What was an “intervention” and what did this mean to communities?

Andrea Irland, an outdoor recreation planner for RTCA working in Ohio, said that the data-driven aspects of public health can put off park and recreation agencies not used to working in that framework. She agreed that terms like “social determinants of health” can also be daunting.

However, she noted that she has seen much progress in the level of mutual understanding. Health departments are thinking upstream, being more proactive and less reactive. They are now thinking about how they can be instrumental in helping to seek grants, for example, for projects such as the design and construction of a local trail system.

RTCA worked with CDC to produce a workbook targeted at both park and recreation professionals, as well as health practitioners. The Parks, Trails and Health Workbook — A Tool for Planners, Parks and Recreation Professionals, and Health Practitioners is rich with information on how to develop proven methods of practice to enable cooperation between health agencies and parks agencies (see sidebar).

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Health in All Policies Takes Shape As awareness of the need for comprehensive health initiatives has grown, public health agencies and other health providers have begun to promote the notion of “Health in All Policies (HiAP),” a strategy to address the underlying conditions that influence health. These conditions are sometimes called the social determinants of health. The HiAP strategy also addresses issues of equity — both health equity and social equity.

Leading national public health organizations such as the American Public Health Association (APHA), NACCHO and the Public Health Institute, support HiAP as a means of improving public health through collaborative approaches. Fundamentally, the belief is that in order to improve the health of communities, health must be incorporated into all aspects of decisionmaking across all sectors.

While public health agencies have been leading the charge to improve health, HiAP points to non-traditional health partners such as parks, planning, housing and transportation, as being vital partners in the effort to change policies and environments that promote health. The challenge to implementing a HiAP approach is that all sectors must work together to improve underlying conditions that affect health and reduce disparities that now exist.

Examples of Collaboration Show Enormous Potential One of the more successful collaborations between a health agency and a park and recreation department is taking place in Helena, Montana.

Their cooperation has been enabled by the fact that the heads of both agencies work together in a variety of ways through the city/county administrative structure. “We have a strong philosophy of working to-

gether,” says Amy Teegarden, director of parks and recreation for the city of Helena. “We have many compatible goals in the effort to make our community more healthy, but we really began to work together when we established a health community coalition.

“The health department became our partner when we started a tobacco-free parks policy. We wanted to demonstrate how much smoking was occurring in parks. A group of kids and teens went to a park we designated and picked up all the cigarette butts they could find. Their volunteer project led to some powerful photos that became background material for the recommendation to the city commission to implement a tobacco-free parks policy,” Teergarden says.

“The best benefit of the partnership between our respective departments has been the success we had in developing a solid cooperative relationship,” Teegarden continues.

“This cooperation opened the door to more tools and resources. For example, we have an awesome trail system, but it is not easy to find trail heads. Our health department led the effort to gain APA and APHA supThese jars contain hundreds of cigarette butts discarded in local parks in Helena, Montana — their use as a visual aid was instrumental in city and park leaders adopting a tobacco-free parks policy.

port for a $100,000 grant to develop an active living wayfinding system and communities plan to increase health equity by guiding residents to opportunities for physical activity and nutritious food.” Other examples included development of community gardens, permaculture sites and an edible forest park in cooperation with the health department.

Janet Bartnik, director of parks and recreation in Liberty, Missouri, said her mayor requested collaboration between the parks and recreation and health departments from day one. “We had work to do, and negative perceptions to overcome,” Bartnik says. “[The health department] saw us as tree-huggers or the agency that handed out the balls in the gym. We saw them as the agency that handed out birth and death certificates, checked our concession stands and tested our pools. Now, after working with them, I believe that our health department can be one of our greatest resources.” One of the pivotal factors that enabled better cooperation was the creation of a community health coalition. “The health department has all the data we need to make smart decisions,” Bartnik says. “With their help, we can model healthy behaviors to implement in communities through a strategic health planning network.”

Bartnik said that their cooperation has transcended many barriers and that they now each espouse the philosophy that they need to work together to create the climate to say, “The healthy choice is the easy choice.” She pointed out that inviting the public health department to collaborate on park and recreation master plans was a great example of implementing a HiAP strategy. Their community health coalition was the catalyst for getting a grant to look at how developments were planned and whether sidewalks on one side of the

street only or cul-de-sacs led to less walking and biking and thus less access to parks. “We are working at a higher level of performance, and outcomes are truly a part of the process to achieve the larger goal of improving the health of the community,” she says.

From the point of view of the park and recreation professional, finding opportunities to work with public health agencies may be challenging, but the results are well worth the effort.

As Merriam says, “You have to break down the barriers and be willing to think out of the box — and don’t give up if you are not successful at first.”

Richard J. Dolesh is NRPA’s Vice President of Conservation and Parks (rdolesh@nrpa.org).

Zarnaaz Bashir, MPH, is NRPA’s Director of Strategic Health Initiatives (zbashir@nrpa.org).

Resources Parks, Trails and Health Workbook —A Tool for Planners, Parks and Recreation Professionals and Health Practitioners is a workbook prepared by the Rivers, Trails and Conservation Assistance Program (RTCA) of the National Park Service and the Center for Disease Control and Prevention (CDC). This workbook is intended to provide ideas and examples of to how to integrate public health considerations into the planning and development of parks and trails. www.nps.gov/ncrc/ programs/rtca/helpfultools/Parks,%20 Trails,%20and%20Health%20Workbook_Final%20Draft.pdf Health in All Policies: A Guide for State and Local Governments was created by the American Public Health Association, Public Health Institute and the California Department of Public Health to provide guidance on using the HiAP approach to improve the health of populations in communities nationwide. www.phi.org/resources/?resource=hiapguide

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NRPA Update Golden Myths

A myth: An idea or story that is believed by many people but that is not true.

— Merriam Webster Dictionary

By Mike Abbaté and MaryBeth Thaman

T

he National Gold Medal Award Program distinguishes the best of the best in the park and recreation profession, and the Gold Medal for Park and Recreation Management is the highest award you can achieve for your agency. It is available through a partnership between NRPA and the American Academy for Park and Recreation Administration (Academy). Applying for the Gold Medal provides your agency with opportunities to chronicle your successes in your various program areas, management structure, fiscal responsibility and service, while celebrating the innovative and creative approaches you use to solve day-to-day challenges in your community.

During the past three years, almost 200 municipal, county or special district agencies have applied to compete in five population categories: Class V — 30,000 or less Class IV — 30,001–75,000 Class III — 75,001–150,000 Class II —150,001–400,000 Class I — 400,001 and over NRPA and the Academy encourages agencies interested in pursuing this award to visit www.nrpa.org/goldmedal and reach out to other Gold

Medal-winning agencies in their state or region (the list of past winners can be found at www.nrpa.org/ goldmedal). You can also access an archived recording of the February 3 Live Chat about the Gold Medal at www.nrpa.org/Professional-Development/E-Learning/Chat-Sessions/ Gold-Medal-Award-Program.

The Gold Medal Award, established in 1967, has a long and prestigious history. But, like anything that lasts, myths have grown up during

the past 49 years of success. Here are a few you may have heard, and the real, straight-up truth.

MYTHS Myth 1:

You cannot win the Gold Medal on the first try As the Director of Portland, Oregon Parks and Recreation, Mike Abbaté had heard this myth, and so was content to be named a finalist in 2011.

Imagine his surprise when Portland’s small delegation to the NRPA Congress in Atlanta was called to the stage as the Class I Winner! It turns out that Portland’s story is not unique. In the past five years, more than 11 percent of all winners have been first-time applicants. So, don’t let your inexperience or lack of previous awards discourage you — this could be YOUR year!

Myth 2:

You have to be a special district to win Special Parks Districts are often seen as the Gold Standard of park and recreation providers. After all, they have their own elected officials, taxing authority and independence. In truth, there is much to be said about the benefits of being a park district. However, this does 56 Parks & Recreation

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not necessarily translate to winning the NRPA Gold Medal. In the past five years, more than 90 percent of all winners have NOT been special districts — they have been municipal departments, bureaus or divisions of a city or county government. So, the Gold Medal is for everyone. If you are not a special district, don’t count yourself out!

Myth 3:

You must be from an affluent community to win With the statistical data required from applicants, judges have at their disposal several important pieces of information. They know the amount of funds allocated per capita in a particular jurisdiction. They also know the median income of the community. They have the total acres of parks, the numbers of facilities and the total employee count for each applying agency. All of this is helpful information when profiling and understanding the agency.

The judges evaluate each applicant based on a few broad principles: their demonstrated overall management effectiveness, the spectrum of programs offered, consistency of agency operations with an adopted public plan or policy, and engagement of the local community in park and recreation decisionmaking. These considerations and evaluations are made regardless of the median income of the community and/or size. In fact, for less-affluent communities, judges factor in successful demonstration of the agency’s ability to

Myth 4:

There is favoritism in the judging — you need to know a judge, have recently retired or be from a certain state The five sitting judges each year are reflective of the diversity of the profession, communities of various sizes, geographic regions, gender and ethnicity. NRPA and the Academy are committed to ensuring that the judging process is completely objective and fair for all. The table below is a breakdown of the 2016 panel of judges.

Judges volunteer to spend between 50 and 100 hours each year evaluating applications and ensuring that the process is fair and accurate. Each judge is committed to make rankings and recommendations fairly and without prejudice or favoritism. With each applicant, judges disclose any past relationship with the applying agency and its staff, and recuse themselves where the integrity of the Gold

Medal program could be jeopardized by their past knowledge.

FACTS

Beyond the myths, here are a few facts that might help convince you that your agency should apply this year: 1. The process of preparing an application will bring your team together, regardless the outcome.

2. The process of applying helps you see where there may be gaps in your agency and cause you to become better in the process.

3. If you are selected as a finalist, it means you are one of the four best park systems for a community of your size. This type of affirmation from an unbiased panel can unite staff and give them great pride!

4. If you are selected as a finalist, it helps you better tell the story of your agency’s value to your community, elected officials and partners.

5. If you are declared the Grand Award Winner, you will be recognized across the country, and more importantly, your efforts will be an immense source of pride for your citizens, elected leaders, media and staff!

Mike Abbaté is Director of the Portland, Oregon, Parks and Recreation Department and 2016 Gold Medal Head Judge (mike.abbate@ portlandoregon.gov). Mary Beth Thaman is Director of the City of Kettering, Ohio, Parks, Recreation and Cultural Arts Department and Gold Medal Committee Chair-Elect (marybeth. thaman@ketteringoh.org).

Position

Name

Location

Class Category

Gender

Ethnicity

Chief Judge

Mike Abbaté

Portland, OR

I

male

White

4 Year Judge

Darrell Crittendon

Norfolk, VA

II

male

African American

3rd Year Judge

Carol Potter

Retired Dept. of Defense

Military

female

White

2nd Year Judge

Susie Kuruvilla

Gurnee, IL

IV

female

Indian/South Asian

Guest Judge

Cathy Metz

Durango, CO

V

female

White

th

“do more with less.” In other words, the specific evaluation questions have no relation to the wealth of a community.

The reality is that in the past three years, 33 percent of winners have had a Community Median Household Income of less than $60,000, with the average being $71,000. So, whether your community is affluent, poor or in the middle, showing in your application that your team delivers well-managed services to your residents is what’s important.

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NRPA Update

NRPA Sustainability in Action

By Ted Mattingly

F

or the third year running, the NRPA Green Team participated in the sixth annual Loudoun Green Business Challenge — this time as the returning winner of the commercial category. Once again, NRPA was awarded top honors as the most sustainable business in Loudoun County, Virginia, at the Green Business Awards Gala, held November 5, 2015.

NRPA achieved the competition’s highest designation — platinum — along with 24 other participants. A total of 66 local companies competed in the challenge, regarded as a friendly points-based competition and certification process that challenges and encourages businesses to implement more efficient and sustainable practices. Participation also demonstrates leadership, an eye toward improving the bottom line, creating a healthi-

er work environment for employees and minimizing the environmental impact organizations have on their communities. The challenge focuses on five specific categories: Education and Outreach, Energy, Water, Waste and Transportation. Here are a handful highlights of what NRPA accomplished during 2015: Energy: Installation of new LED fire exit signage, light motion sensors in

all conference rooms and auto-timer surge protectors to reduce phantom plug loads.

Waste: Installation of automatic hand towel dispensers for 100 percent post-consumer waste towels and participation in the “Grounds to Grow On” Keurig k-cup recycling program.

Education and Outreach: Hosted an Innovation Lab on the economic impact of park and recreation facilities, programs and services on communities, initiated a multiyear grant program with American Water to provide funding sources for localities to improve infrastructure in their communities, and developed a program to engage and educate youth in basic conservation practices that will be rolled out nationwide in 2016.

Water: Installation of floating wetlands and grass buffers in and around the pond at NRPA headquarters to improve water quality, reduction of building water pressure to help prevent unnecessary wear and reduce water use and leaks, and replacement of NRPA’s 18-year-old water heater.

In August 2015, the NRPA Green Team worked with Eagle Scout candidate Jared Carey and his local Scout Troop 2970 to install floating wetlands in the pond at NRPA’s headquarters in Ashburn, Virginia. Four floating wetland islands were introduced to the pond — each includes a variety of plants that will help improve water quality and clarity by removing excess nutrients from the water and reducing the incidence or severity of low-dissolved oxygen events. The wetlands also provide significant wildlife habitat for the inhabitants of the pond and a lovely spot for birders and turtle watchers to catch a glimpse of their favorite creatures.

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Transportation: Conducted a staff transportation survey, participated in Bike to Work Day, and hosted a staff carpool day.

We look forward to the 2016 challenge and mentoring other businesses in the county to encourage greater participation and improve sustainability efforts in our local community.

Ted Mattingly is NRPA’s Director of Facilities and Administrative Services (tmattingly@nrpa.org).

It’s Time to Fill that Trophy Case

Every year NRPA recognizes individuals and agencies who work hard to advance parks, recreation and environmental conservation efforts that advance the quality of life for all people. Our awards programs highlight the efforts of those who go above and beyond to make a difference in the community.

Now accepting submissions for Gold Medal Awards, National Awards and the Hall of Fame.

www.nrpa.org/Awards

NRPA Update

Can Data Help Predict the Future of Your Community?

M

ySidewalk is answering the above question, which is on the mind of many park and recreation professionals in this age of open data, transparency and participatory planning. NRPA partnered with mySidewalk in 2014 to offer our members access to online engagement and data tools to empower agencies to build better communities through more-informed decision making.

• Creation of reusable map templates to save time on existing conditions reports and comparison analyses.

• Opportunities for online communication with citizens using an engagement tool that allows moderators to ask questions, post polls or make announcements.

Paul Gilbert, NRPA member and executive director of the Northern Virginia Regional Park Authority, is using mySidewalk for a project to plan and build new facilities at Beaverdam, a 1,000-acre park with a large lake in the center. “We are using mySidewalk to share plans and get feedback on a project to build an allnew regional park,” Gilbert shared.

Interested in learning more? Visit www.nrpa.org/mysidewalk for details on getting started. You can also visit http://community.mysidewalk. com/beyondtweeting-parks to download a free educational white paper detailing five trends impacting your engagement efforts. Finally, check out mySidewalk’s daily webinar series: https://attendee.gotowebinar. com/r t/6388342147608274945.

NRPA members receive a 15 percent discount on mySidewalk to help you make sense of the local feedback you receive.

— Hayley Herzing, NRPA’s Membership Programs Manager

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Test Your Park and Recreation Knowledge The following question is a sample Certified Park and Recreation Professional (CPRP) examination question.

A marketing plan requires a situational analysis. This situational analysis involves what four elements?

A. Competitors, partners, strengths, weaknesses B. Internal customers, external customers, similar competitors, distant competitors C. Programs provided by nonprofits, private, commercial, and public agencies D. Strengths, weaknesses, opportunities, threats Calling all beginning to mid-level professionals! The Certified Park and Recreation Professional (CPRP) is the national standard for all park and recreation professionals who want to be at the forefront of their profession.

For more information on the CPRP certification program, please visit www.nrpa.org/cprp.

Answer: D. Strengths, weaknesses, opportunities, threats

With the data tools from mySidewalk, you can instantly find meaning, integrate and analyze information, and create and communicate what you discover. mySidewalk offers: • Access to more than 250 public data sets in the form of interactive pie charts, bar charts, tables and maps that are apportioned to unique geographies.

• The ability to import and visualize proprietary data, including transit lines, 3-1-1 activity, crime, bus stops, project-specific boundaries, etc.

• Visualization of the location of individuals you are engaging using the participant mapping functionality.

Aquatic Facility Operator Certification The Only Aquatics Certification Developed by Pool Operators

Operating a pool is about more than just water quality. The AFO Certification will prepare your staff to run all types of aquatic facilities safely, efficiently and confidently.

Courses are available nationwide www.nrpa.org/AFO

NRPA Update

Member Spotlight: Janet Bartnik

L

ike many in her field, Janet Bartnik stumbled onto her career path by chance. Now the director of parks and recreation in Liberty, Missouri, the Virginia native first fancied a career as a veterinarian.

She enrolled at Virginia Tech with that goal in mind, but during the summer after her freshman year, Bartnik’s mother, who worked in campus recreation at the college, secured a spot for her daughter as an officiant for various intramural leagues and sports. “I loved the sounds that accompanied the games, being outdoors and the sense of community built around the programs. The campus recreation director suggested I stay in the field and offered me a graduate assistantship a couple of years later — I never looked back,” she recalls. Three years into her directorship in Liberty — Bartnik previously served more than 10 years as director of parks and recreation in nearby Raymore, Missouri — Bartnik paused to talk with Parks & Recreation about how her career has evolved and about her approach to community engagement and collaborative partnerships.

Parks & Recreation: Last year, you took a unique approach to planning rejuvenation projects in some of your parks, leaving aside expensive surveys and design charrettes in favor of community meetings to gauge residents’ feelings about the proposed improvements. Why did you decide to go this route, and what did you learn from doing so?

Janet Bartnik: So often, we do our duty of hosting public meetings that just don’t get to the heart of what our citizens think. We schedule an open house and hope folks will attend. We mail out a survey and hope to get enough returned to receive statistically significant data for solid decision making. While appropriate for some projects where statistical significance is key, these park planning projects allowed us to take the meetings to the people. Wherever there was a gathering of citizens, we brought our input boards and voting dots. We attended civic group and PTA meetings, stopped by churches after their Sunday services, held a neighborhood meeting in one of the subject parks under one of its shelters, and includ62 Parks & Recreation

ed an online input opportunity for those who couldn’t connect with us otherwise. Not only did we receive more input than if we had followed the traditional meeting process, but we were also able to make personal connections and build relationships with those folks who spoke with us.

It is those open and personal relationships that will allow us to continue a two-way dialog, build trust and create grassroots advocates toward developing the best park and recreation system possible for Liberty.

P&R: What is one of your favorite aspects of Liberty Parks and Recreation?

Bartnik: Several years ago, Liberty Parks and Recreation engaged three public partners in a Healthy Communities Research Group project. The Clay County Public Health Center, Liberty Public Schools and Liberty Hospital joined us in a review of community policies, practices, programs and the built environment to learn how we might create a community where the healthy choice is the easy and preferred choice. That

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effort has resulted in the creation of a community health coalition that now has become its own entity and has allowed our department to be seen as an important player in the health system. Even more, we have built strong relationships with original public partners as well as the private partners who have joined our project.

Together we’re better!

P&R: What advice/tips can you give, as director of a park and recreation department in a state known for its punishing winters, to motivate people to get outside and enjoy the colder weather?

Bartnik: It’s not just about vigorous physical activity. If we can encourage our citizens to get out into nature in the winter, they’ll be surprised at how much more they can see and hear in the quiet, boosting not only heart health but mental health as well. Tell everyone to go take a hike!

— Samantha Bartram, Executive Editor of Parks & Recreation magazine

NRPA is dedicated to providing learning opportunities to advance the development of best practices and resources that make parks and recreation indispensable elements of American communities.

Find out more at www.nrpa.org/education.

CHECK THIS OUT

SCHOOLS AND CONFERENCES NRPA Conferences and Schools are forums where the park and recreation community comes together to exchange ideas and information. Register now for these upcoming events. All NRPA Schools are held at Oglebay Resort in Wheeling, West Virginia, unless otherwise indicated.

MAR

7-9 8-10 9-11 15-17 15-17 16-18 22-24 28-30

Mission, Kansas Long Beach, California New Brighton, Minnesota Phoenix, Arizona Bismarck, North Dakota Brighton, Colorado St. Charles, Missouri Winter Park, Florida

APR

The Certified Playground Safety Inspector (CPSI) certification program provides the most comprehensive training on playground safety standards and the credentials to inspect playgrounds for safety compliance.

5-7 13-15 13-15 19-21

East Hartford, Connecticut Maplewood, New Jersey Newport News, Virginia Lombard, Illinois

www.nrpa.org/CPSI

October 5-8, 2016 - St. Louis, MO

November 6-10, 2016

www.nrpa.org/education

AFO PROGRAM The Aquatic Facility Operator (AFO) certification is a state-of-the-art certification for pool operators and aquatic facility managers.

MAR

CPSI PROGRAM

August 28-September 1, 2016

8-9 10-11 10-11 14-15 15-16 23-25 24-25 26-27 28-29 29-30 31April 1

APR

Share the love of learning this month! Purchase an online learning course anytime during February and share that same course with a friend or colleague for free. For details, visit www.nrpa.org/online-learning.

March 13-18, 2016

7-8 7-8 7-8

West Chicago, Illinois San Diego, California Canton, Michigan Cedar Hill, Texas Ashburn, Virginia Cheney, Washington Georgetown, Kentucky Manitou Springs, Colorado Tallahassee, Florida Ellensburg, Washington Bothel, Washington Glenwood Springs, Colorado Lawrence, Kansas Seattle, Washington

www.nrpa.org/AFO

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Operations Streamline Purchasing with Cooperatives

By Jennifer Sulentic

I

mplementing new projects can be difficult without the proper assets or resources to move forward. It can be stressful to make improvements with limited resources, budget and staff. As park and recreation agencies look ahead and develop strategies for the year, it is beneficial to consider the use of cooperative purchasing, an effective tool to help save time and money. In an economic climate where parks are pushed to do more with less, cooperatives can easily assist with purchasing needs.

What Is Cooperative Purchasing?

Cooperative purchasing combines the collective buying power of multiple agencies in order to provide a contract that can be utilized by other public agencies. A cooperative contract can improve the overall effectiveness of the purchasing process by providing volume discounts, administrative savings and other benefits. Some cooperatives operate

nationally and some locally, so it is important to research each contract individually.

Benefits of Cooperative Purchasing The use of a cooperative ultimately reduces the total acquisition cost through economies of scale. For example, if you go to a car dealership to buy one car, the salesman will bend over backwards to make

you feel like you got a great deal — but the numbers may reveal that the markdown won’t save you as much as you originally thought. Now, return to the car dealership to buy a hundred cars, and the price for each vehicle will go way down. You are almost guaranteed a good deal simply because you have purchasing power. The concept of cooperative purchasing aims to place this power in the hands of public agencies, nonprofits, school districts and more — especially smaller agencies — to give them a greater advantage.

Cooperative purchasing can also increase an agency’s administrative efficiencies by eliminating the need to go through a bid or RFP process.

It’s no secret that the public sector continues to deal with budget and staffing issues — park and recreation agencies, especially, can find themselves dealing with funding concerns. A cooperative contract is designed to help these agencies receive competitively solicited pricing for goods and services as well as save staff time and resources. It is an impactful, user-friendly way to achieve savings.

Cooperative Best Practice — Lead Public Agency Model Many different types of cooperatives exist, so it is important that an agency perform due diligence on each contract to ensure it meets your state laws regarding intergovernmental purchasing. Some utilize

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a lead public agency model (LPA) in which a government entity handles some part of the solicitation process. Cooperatives, such as U.S. Communities, that use a LPA for the entire solicitation process are the model for cooperative best practices. The LPA issues the RFP or ITB, advertises it nationally and regionally, and makes use of a national evaluation team (made up of public procurement officials from two to five public agencies across the country) to give the award. The LPA then manages various aspects of the contract, such as extensions and amendments, and stays available for questions about the solicitation from users. Although each agency may have different purchasing procedures to follow, applying the competitive bid requirements of an LPA usually satisfies these requirements for most state and local government agencies. While users ultimately make the final call in which contracts to use, lead agencies have years of purchasing expertise that brings credibility and confidence to the process.

What to Consider When Choosing a Cooperative Contract Cooperative purchasing can and will be an effective addition to your toolbox of cost-saving measures. A few additional questions to consider include the following: Is the procurement process offered substantially similar to the process your park and recreation agency is required to use?

Does the cooperative organization have independent and broad oversight of the program and its operations? Does the supplier have multiple cooperative contracts, and if so, which is best? Does the cooperative provide third-party oversight, or au

When Should an Agency Use a Cooperative Contract?

James Foley, deputy chief procurement officer in Maricopa County, Arizona, recently addressed this question. His agency’s goal is to maximize the county’s buying power, and he explains that even though Maricopa is the fourth largest county in the United States, “We can’t get a better deal, say on office supplies, than some of these larger coop organizations. Sometimes it works for us to make purchases through cooperative buys.”

Foley said speed is the primary reason to use coops. “The coops are already out there, and they are ready to go as opposed to us trying to develop our own solicitation process on specific products.” In cooperation with the Arizona Capitol Chapter of NIGP (AZNIGP), Foley’s agency has developed a cooperative purchasing checklist.

A few of the questions include: • Will volume-pricing advantages be applied to purchases?

• Are there any fees associated with use of the contract? Are they reasonable and justified?

• Did the cooperative or lead agency have the expertise of quality contracting for the good or service being procured?

“We go through the checklist each time we want to use a coop,” he says. “Before you do the RFP or transaction, you need to do your due-diligence. There are many coops out there — which one meets your needs?” The checklist, one resource when completing the due diligence process, can be found by visiting www.procuresource. com and under the Helpful Links section, selecting Due Diligence.

Source: Government Product News, December 7, 2015 (http://americancityand county.com/coop-solutions/when-use-cooperatives)

dits, to ensure contract compliance?

To help address these questions, search the Internet for sites such as www.procuresource.com, a free directory of the key cooperative programs that can provide documentation and help streamline the process of identifying the cooperative contracts that will work for your agency.

Armed with this awareness, park and recreation agencies can make good use of their time and money in 2016, and beyond. Be sure to consider taking advantage from this centennial to the next!

Jennifer Sulentic is a Program Manager at U.S. Communities (jsulentic@uscommunities. org).

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Products Dog Water Station

Cardio Fitness Equipment

Dog park products and design company Livin The Dog Life presents a new way for pet owners to hydrate and cool off their canine companions. The Drink, Wash, Cool Water Station is a great way to provide hydration, a washing feature and cooling in the same unit. Designed with a slow-draining pet-fountain basin, this item allows dogs the opportunity to easily hydrate after exercise or during hot summer months. Attached to the side of the unit is a hose that lets owners give their dog a quick cooldown during play, or allows them to wash and clean their dog after a muddy day at the park. The pedestal is fabricated from a commercial 10-inch stainless steel tower. This unit may also be powder coated in many different colors, to match your park’s color theme. LIVIN THE DOG LIFE, 800.931.1562, WWW.LIVINTHEDOGLIFE.COM

TRUE Fitness has recently announced the development of its latest line of equipment — the HIT Series. The HIT Series — High Intensity Training — will contain equipment that provides users with an intense workout session that will challenge the body. The Traverse encompasses a smooth, lateral motion that will allow users to exercise in all three planes of motion, versus just one plane of motion, when using traditional ellipticals. Users can sculpt their cores and lower bodies, and will complete an entire workout in a fraction of the time. This piece features many unique programs that will target and activate more muscle groups than offered by competing cardio machines. Manufactured with the highest quality, this durable piece of equipment will stand up to years of heavy use. TRUE FITNESS, 800.426.6570, WWW.TRUEFITNESS.COM

Open-Air Shelter Lighting

Tire Plugger

Lighting the interior of open-air shelters has many benefits, most notably improving shelter visibility and security. Poligon’s solar lighting kit provides all materials required for stand-alone illumination, including photovoltaic cell and mount, LED lamp unit, storage battery, lamp driver/battery controller, battery enclosure and required wiring. Poligon will also help configure your application based on location, roof pitch and availability of sunlight to provide consistent lighting year-round. POLIGON, 616.399.1963, WWW.POLIGON.COM

Ideally, all tubeless tires should be repaired from the inside/out. But, in an emergency situation, that’s not always possible. The Stop & Go Tire Plugger allows for an “on the spot” and “on the wheel” repair to virtually any tubeless tire. And it seals the puncture on the inside. The Plugger is a spring-loaded gun that “drives” the plug into the hole. The shaft of the plug expands under pressure to fill the puncture. The mushroom head of the plug seals on the inner wall allowing no air to escape. This ensures maximum reliability from its revolutionary design. And it’s easily stored so you’re always prepared. The vinyl zippered pouch measures 6” x 9” x 1” and weighs just under 2 lbs. The package includes the plug gun, nozzle, probe tool, reamer/rasp tool, retractable blade, (25) rubber mushroom plugs that measure 5/16” in diameter x 3/4” in length and detailed instructions. STOP & GO, 800.747.0238, WWW.STOPNGO.COM

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HELPING AGENCIES GROW

since 1965 MARCH 13-18, 2016 WWW.NRPA.ORG/REVENUE-SCHOOL oglebay resort and conference center wheeling, west virginia

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With this innovative approach to edging, using your Gator as the power source. This attachment is capable of doing large area edging on concrete. All that is required is a Gator, one operator, and our edger. The easy-on/easyoff design of the attachment allows you to use the edger without dedicating a Gator.

With the ability to do curbs,

sidewalks, cart paths, street medians, and walking trails, this could become one of the most useful tools that you employ. No whirling blades, no thrown objects that could injure the operator or bystander, makes this tool a safe alternative. Clean up is easy with a rear mounted blower as you go.

To see the Edger at work go to:www.turf-aire.com, videos, Gator TX. If you want dealer installation, call us at 615-233-5173 and we will find your local John Deere dealer.

The Easiest Way To Build Precast Concrete Buildings For All Your Park & Rec Needs VERSATILE • DURABLE • FAST • ECONOMICAL • SECURE Standard and custom plans, styles, colors, finishes • Sizes from 10’ x 12’ to 50’ x 250’ Pre-engineered, Pre-assembled, Pre-plumbed, Pre-wired • Minimal site preparation Outperforms all other materials • Resistant to rot, vandalism, fire, blast, and storms Installation in just hours • Available nationwide from a network of Licensed Producers Concessions • Dugouts • Electrical/Mechanical • Hazmat • Maintenance Sheds • Offices • Press Boxes Pump Houses • Restrooms • Locker Rooms • Field Houses • Security Shacks • Shelters • Storage & more!

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Parks & Recreation

69

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Request free information from the manufacturers of the products found in this issue.

I prefer to receive the information via

Mail

Phone

Email______________________________________________

Name________________________________________________________________ Phone__________________________ Address______________________________________________________________________________________________ City_________________________________________________State________________ZIP_________________________

reader service

YES! I would like free product information!

Does your agency work with friends groups? If so, in what capacity? ____________________________________________________________________________________________________ Please email your answers to dstorm@nrpa.org.

Check the product(s)/company(ies) that you would like information from: AQUATICS Aquaclimb.................................................7 800.956.6692 www.aquaclimb.com Water Odyssey™.....................................23 512.392.1155 www.waterodyssey.com ATHLETIC/EXERCISE EQUIPMENT Beacon Athletics.......................................7 800.747.5985 www.beaconathletics.com Go Ape.....................................................69 415.553.0769 www.goape.com Greenfields Outdoor Fitness...................3 888.315.9037 www.greenfieldsfitness.com Soccer 5 USA...........................................33 888.575.2976 www.soccer5usa.com BLEACHERS/ SEATING Kay Park Recreation...............................69 800.553.2476 www.kaypark.com BUILDINGS/TENTS/SHELTERS Classic Recreation Systems.....................9 800.697.2195 www.classicrecreation.com Easi-Set Buildings..................................68 866.252.8210 www.easisetbuildings.com Shade Systems Inc....................................1 800.609.6066 www.shadesystemsinc.com/sails GROUNDS MAINTENANCE Bishop Enterprises Inc...........................68 615.233.5173 www.turf-aire.com

LIGHTING Electrical Maintenance Distributors Inc......69 708.692.0078 www.emdinc.org MAINTENANCE PRODUCTS/SERVICES Tree Stabilizer.........................................70 800.691.1148 www.treestabilizer.com PARK PRODUCTS/SERVICES B.Y.O Bags™.............................................69 800.233.3907 www.byobagsgame.com Dogipot...................................................15 800.364.7681 www.dogipot.com Kay Park Recreation...............................69 800.553.2476 www.kaypark.com Livin The Dog Life™................................70 800.931.1562 www.livinthedoglife.com Lockers.com............................................11 800.562.5377 www.lockers.com Most Dependable Fountains.................C2 800.552.6331 www.mostdependable.com Mutt-Mitt®...............................................33 800.697.6084 www.muttmitt.com Pilot Rock................................................17 800.762.5002 www.pilotrock.com PLAYGROUND EQUIPMENT American Swing Products.....................70 800.433.2573 www.americanswing.com Burke Playgrounds.................................21 800.356.2070 www.bciburke.com/p&r

Cemer® Playground & Fitness.................5 +90.232.853.87.04 www.cemer.com.tr Cemrock..................................................14 520.571.1999 www.cemrock.com Cre8play....................................................9 612.670.8195 www.cre8play.com Landscape Structures®....................12, 13 888.438.6574 www.playlsi.com Play & Park Structures...........................C4 800.727.1907 www.playandpark.com SIGNS/SCOREBOARDS Berntsen .................................................68 877.686.8565 www.berntsen.com Scoremaster............................................70 888.726.7627 www.scoremaster.com SURFACING Matéflex®................................................27 800.926.3539 www.mateflex.com SofSURFACES..........................................31 800.263.2363 www.sofsurfaces.com TURF PRODUCTS Jacobsen®...............................................19 888.922.TURF www.jacobsen.com Superthrive®...........................................11 800.441.8482 www.superthrive.com Toro.........................................................C3 952.888.8801 www.toro.com/5900

Mail the completed form to Dana Storm at NRPA, 22377 Belmont Ridge Road, Ashburn, VA 20148-4501 or email to dstorm@nrpa.org.

(ISSN 0031-2215) is published monthly by the National Recreation and Park Association, 22377 Belmont Ridge Rd., Ashburn, VA 20148, a service organization supported by membership dues and voluntary contributions. Copyright ©2016 by the National Recreation and Park Association. Reproduction in whole or in part without permission is prohibited. Opinions expressed in signed articles are those of the writers and not necessarily those of NRPA. Issued to members at the annual subscription price of $30, included in dues. Subscription: $36 a year in the U.S.; $46 elsewhere. Single copy price: $4.50. Library rate: $48 a year in the U.S.; $58 elsewhere. Periodical postage paid at Ashburn, Virginia, and at additional mailing offices. Editorial and advertising offices at 22377 Belmont Ridge Rd., Ashburn, VA 20148. 703.858.0784. Postmaster, send address changes to Parks & Recreation, 22377 Belmont Ridge Rd., Ashburn, VA 20148.

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Park Bench

Having a Heart When we engage in acts of generosity and kindness, everyone involved gets an emotional boost — a shot of love, straight to the heart. Cherokee Recreation and Parks Agency, based in Woodstock, Georgia, demonstrates this concept quarterly, and as it happens, just in time for the loving-est time of year. “As part of our mission to improve the quality of life for Cherokee County citizens, we offer four distinct community outreach programs throughout the year, each benefiting a different segment of our population,” explains Director Brian Reynolds. In winter, Cherokee hosts Adopt a Senior, which benefits senior residents in need during the holidays. Around Easter time, Somebunny Special benefits underprivileged children. As the leaves turn in fall, Pay it Fur-Ward supports the local animal shelter. “We were looking for something that would be original and something that we could gear toward individuals with special needs,” Reynolds continues.

“The idea of Project Valentine just fit the bill.” Project Valentine involves the collection of small items, like Chap Stick, lotion, sticky notes, pens, markers, art or music activities and candy (sugar-free and regular), from the public. “We accept anything that will fit in our bags and make that day special for our recipients,” says Lindsey Collett, receptionist and registrar at Cherokee. “Our staff and volunteers assemble the bags and deliver them to partner organizations in the community.” This year, local beneficiaries include Next Step Ministries, Eagle Point and the Cherokee Training Center, all of which serve residents with special needs. Project Valentine has been winning hearts since its inception in 2010 — “Our partners and the recipients are always very appreciative of the community’s efforts to make them feel special,” Collett adds. Loving the community it serves, to paraphrase the late Minnie Riperton, is easy because Cherokee puts people, regardless of their level of ability or socioeconomic status, first. “While we offer a wide range of leisure opportunities — from youth athletics to aquatics, outdoor recreation and more — we also look for opportunities to reach out into the community and give back in other ways,” Reynolds says. “These programs build a strong sense of community throughout the county and make Cherokee a better place to live, work and play!”

— Samantha Bartram, Executive Editor of Parks & Recreation magazine

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Play & Park Structures offers affordable, inclusive playgrounds for parks, schools, and communities with exclusive play components that positively impact children’s play experiences. Call us today and schedule an outreach program to learn more about universal play environments and the 7 Principles of Inclusive Playground DesignTM. Visit us at: playandpark.com or call 800.727.1907.

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