Parks & Recreation February 2020

FEBRUARY 2020 W W W. N R PA . O R G

THE GLYPHOSATE DEBATE BIG CHANGES FOR PARK PROFESSIONALS

Leading with Courage | Park Stewards and Diversity | Social Equity in Teen Programming

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Paco Sanchez Park, Denver Learn the story behind this amazing new playground at playlsi.com/paco.

Designed in collaboration with PORT Urbanism and Dig Studio. Š2019 Landscape Structures Inc. All rights reserved.

contents february 2020 volume 55 | number 2 | www.parksandrecreation.org

FEATURES

30 Weeding Through the Thorny Debate on Glyphosate Richard J. Dolesh

A year or so ago, few people in the field of parks and recreation had ever heard the word “glyphosate,” much less knew that it is the active ingredient in the most widely used non-selective herbicide in the world. Litigation, media attention and growing concerns for human safety have changed all that. In response to these issues, it is predicted that bans will occur that could leave park agencies without acceptable alternatives.

How will your agency manage its park landscapes when glyphosate is banned?

6

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34 Leading with Courage Jamie Sabbach

Parks and recreation is profoundly impacted by a number of adaptive challenges that have the propensity to negatively affect communities all across the country if silence or inaction continue.

Courageous leaders can help navigate these challenges by honoring a set of ethical values that guide them when the pressure is on and by galvanizing others around a common cause. Learn what true leadership is, what types of challenges today’s leaders face and how you can exhibit leadership qualities to help facilitate progress.

Oh, the endless days!

Gathered together Reveling in the joy of play.

Where watery wonders excite us Unite us And invite us to set our imaginations free.

Š2019 Landscape Structures Inc. All rights reserved.

To learn more and inspire your outdoors, visit aquatix.playlsi.com.

contents february

columns

departments

10 Perspectives

14 Research

12 Editor’s Letter

NRPA Research Team Unveils Suite of Resources in 2020 Kevin Roth

15 Park Pulse

A Global Vision for Parks and Recreation Jack Kardys

Leading the Way Gina Mullins-Cohen

16 Law Review

Parks and Recreation: A Link to Healthy Food

38 NRPA Update CPRP Test-Taking Tips 38 NRPA Leaders to Keynote at 2020 Agents of Change Summit 39 Increasing Engagement with the NRPA Community Needs Assessment Resource 39 Member Spotlight: Kara Kish, MPA, CPRE, CPSI 40 2020 Park and Recreation Month Cover Contest 41 2020 NRPA Award Applications Due March 27 41 Parks and Green Infrastructure for Health 41 Connect Hot Topics 42 Member Benefit: Background Screening — Protecting What Matters 42 Parks & Recreation Crossword 43

Employment Due Process Under Zero-Tolerance Drug Policy James C. Kozlowski, J.D., Ph.D.

22 Advocacy Youth Outdoor Policy Playbook Helps Get More Kids Outside Sarah Bodor

24 Health & Wellness Want Better Health? Get Back to Nature Dr. Suzanne Steinbaum

26 Social Equity Addressing Social Equity Through Teen Programming Jessica Gilzow, CPRP, and Michelle Rojas

28 Conservation

44 Park Essentials

Developing a More Diverse Generation of Park Stewards Hannah Traverse

47 Advertiser Index 48 Park Bench Exercising for the Environment Lindsay Collins

Cover image: Photography Banprik, Dreamstime.com

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Page 16

‘19

HEALTHY INFRASTRUCTURE AWARDS

ANNOUNCING 2019 WINNERS

Congratulations to this year’s winners!

NFC is pleased to showcase the excellent work being done in cities across America to support quality of life for their citizens.

Building Fitness Courts® in parks and along active trails is an essential part of healthy infrastructure. This culture of wellness is poised to change health outcomes by encouraging a regular practice of daily movement and exercise. The leaders recognized here represent the best practices of National Fitness Campaign, which is now funded to reach 1,000 cities by 2022.

Healthy Infrastructure Award in Leadership Oklahoma City, Oklahoma Doug Kupper Director of Parks and Recreation

HIA in Programming Excellence

HIA in Storytelling

HIA in Design Excellence

HIA in Innovation

Loveland, Colorado LeAnn Williams, CPRE Recreation Division Manager

Avenal, California Fernando Santillan Community & Economic Development Director

Clinton, IA Dothan, AL Hyattsville, MD Imperial Beach, CA Lakewood, CO

Honorable Mentions Lincoln, IL Maryland Heights, MO Mishawaka, IN New Brunswick, NJ Okmulgee, OK

Killeen, Texas Heather Buller Recreation Manager

Maricopa, Arizona Nathan Ullyot, CPRP Director of Community Services

Oregon, OH Pensacola, FL Perris, CA Rochester, NY West Allis, WI

Learn More About National Fitness Campaign at: nationalfitnesscampaign.com

P E RS 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 RS

A Global Vision for Parks and Recreation Early in our careers as park and rec leaders, we learn the distinction between managing, or doing things right, and leadership, which implies doing the right things. As one of my mentors said, you know where a person stands on an issue by where they sit at the table. And, like professionals who advance from capable individuals to competent team managers and, eventually, effective leaders, so too do organizations.

NRPA’s role as a leader in the crowded field of parks and recreation is best defined by its innovation and reach. We are responsible for setting the pace and providing the roadmap to help more than 63,000 members deliver great parks and programs through health and wellness, conservation, and social equity strategies and initiatives. And, we are recognized around the world for leadership in professional development, research and promotion.

NRPA leadership is vital because our profession can be quite fragmented, with not only local, state and national park systems, but also nearly 50 state associations and literally hundreds of nonprofits sharing the park space.

This potentially creates confusion for the general public and elected officials, as well as competition for membership and support. Collaboration between a set of common unifying principles and vocabulary that connects our educational institutions, agencies, nonprofits and associations has been an ongoing objective for NRPA since its inception.

My recent trip to keynote at the Park and Leisure Australia Conference, in a country currently ravaged by the impacts of climate change, reminded me that we need a national public policy for all parks and their recreational activities. If we don’t create this policy, the park profession in the United States will continue to fight a losing battle for funding and recognition among the thousands of other political priorities of the day. A park is a park is a park — if we recognize parks as the great equalizer and unifier, then 10

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we should be smart enough to create the nonpolitical advocacy that connects the elk hunter in Montana to the 14-year-old soccer player in Florida. Ultimately, they both want the same thing: publicly accessible and quality parklands to pursue their recreational preference.

Best practices often are found internationally.

These nations have developed unified national public policies that define the continuum and connection of parks and public spaces to health, resilience, happiness and prosperity for all of their citizens. NRPA currently is exploring international relationships that create opportunities for education, networking and professional development; best practices research and data sharing; and communications and promotion.

Without reinventing the wheel, we can learn so much from the Canadian “Parks for All” model and create a similar unified national public policy framework for parks and recreation in the United States. The collaborative effort to develop the 10 Minute Walk campaign to improve access to quality parks and green spaces in U.S. cities, may well serve as the foundation for such a public policy.

In the 1850s, Frederick Law Olmsted envisioned parks as places where “all classes, escaping from the glare, and glitter, and turmoil of the city, might find relief for the mind and physical recreation....” NRPA’s collaboration and leadership in developing a unified national public policy can ensure the adoption of a universal common language that defines our purpose, shares our resources and best practices, and creates positive impact on the quality of life for all people in this country and throughout the world!

JACK K ARDYS Chair, NRPA Board of Directors

2 2377 Belmont Ridge Rd. | Ashburn, VA 20148 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 Chair of the Board of Directors Jack Kardys J. Kardys Strategies Miami, Florida

parksandrecreation.org @parksrecmag

Chair-Elect Michael P. Kelly Chicago Park District Chicago, Illinois Treasurer Jesús Aguirre, CPRE

Carolyn McKnight, CPRP

Seattle Parks and Recreation Seattle, Washington

Herman Parker

Ian Proud

@openspaceradio

BOARD OF DIRECTORS Michael Abbaté, FASLA, LEED AP Abbaté Designs Portland, Oregon

Jesús Aguirre, CPRE Seattle Parks and Recreation Seattle, Washington

Hayden Brooks American Realty Corporation Austin, Texas

Kong Chang City of Saint Paul Parks and Recreation Saint Paul, Minnesota

NRPA

Kevin Coyle, J.D.

Playworld Systems Williamsport, Pennsylvania

Nonet T. Sykes Atlanta Beltline, Inc. Atlanta, Georgia

Xavier D. Urrutia Alamo Colleges District San Antonio, Texas

Greg A. Weitzel, M.S., CPRP City of Las Vegas Parks and Recreation Las Vegas, Nevada

Philip Wu, M.D. Formerly of Kaiser Permanente Northwest Region Portland, Oregon

LIFE TRUSTEES Beverly D. Chrisman Lexington, South Carolina

National Wildlife Federation Reston, Virginia

Anne S. Close

Jose Felix Diaz

James H. Evans

nrpaconnect.org

Ballard Partners Miami, Florida

New York, New York

nrpa.org/connect-app

Victor Dover

Sugar Hill, New Hampshire

CONNECT

NRPA SOCIAL MEDIA

Rosemary Hall Evans Earl T. Groves

Richard Gulley

Charles E. Hartsoe, Ph.D.

@NationalRecreationandParkAssociation @nrpa_news

Jack Kardys

National Recreation and Park Association

Fort Mill, South Carolina

Dover, Kohl & Partners Town Planning Miami, Florida City of San Diego Parks and Recreation Department San Diego, California

@nrpa

City of Bristol Parks & Recreation Bristol, Connecticut

Previously with BREC Dallas, Texas

National Recreation and Park Association Ashburn, Virginia

nrpa.org/blog

Joshua Medeiros, Ed.D., CPRP, AFO

Formerly of City of San Diego, California, Parks and Recreation Department San Diego, California

openspaceradio.org

Blog

Previously with BREC Dallas, Texas

Secretary Carolyn McKnight, CPRP

President and CEO Kristine Stratton

(or your favorite podcast app)

Joanna Lombard University of Miami School of Architecture; Miller School of Medicine Department of Public Health Sciences Miami, Florida

J. Kardys Strategies Miami, Florida

Gastonia, North Carolina Richmond, Virginia

Harry G. Haskell, Jr. Chadds Ford, Pennsylvania

Kathryn A. Porter Mendham, New Jersey

Michael P. Kelly

Perry J. Segura

Chicago Park District Chicago, Illinois

New Iberia, Louisiana

R. Dean Tice

Karen Bates Kress

Round Hill, Virginia

Park Advocate Emigrant, Montana

Baton Rouge, Louisiana

Eugene A. Young, CPRP

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11

EDITOR’S LETTER

Leading the Way As we head into February, I’d like to take a moment to recognize that 2020 is not only the start of a new year, but also the beginning of a new decade. While each January brings a fresh start, it is the 10-year mark at which we measure economic and cultural trends, societal challenges and successes, and the resulting attitudes that shape the course of history. In the United States, the 1980s brought advances in digital and genetic technologies, MTV and a shift toward unrestrictive capitalism, while the 1990s are remembered for a rise in multiculturalism and the launch of the World Wide Web. In the 2000s, a terrorist attack shifted the ethos of the nation and we made steps toward racial equity by electing our first African American president. Entering this new decade, we are faced with growing and increasingly diverse populations, smart technology and the Internet of Things, political polarization and a quickly warming climate.

This issue of Parks & Recreation magazine focuses on the ways park and recreation professionals can lead the conversation, the actions that advance our mission and enhance the quality of life for all as we navigate this new decade and the challenges in front of us.

One challenge that is sure to affect park agencies in the not-so-distant future is the debate surrounding glyphosate, the main ingredient in the most widely used herbicides on the market. The cover feature, beginning on page 30, “Weeding Through the Thorny Debate on Glyphosate,” by author Richard J. Dolesh, explains why glyphosate is controversial and how growing concern about the chemical will impact park and recreation agency land management policies and procedures. “Your city or park and recreation agency may not have yet banned glyphosate, but local actions to restrict or fully ban its use on public properties are likely,” says Dolesh. Does your park agency staff have a plan in place for safely and effectively conducting weed management when these bans occur?

As we face this and other matters, park and recreation leaders can guide the progress of the industry and beyond by embodying the values of the profession and galvanizing others to take part in the movement. In the feature, titled “Leading with Courage,” on page 34, author Jamie Sabbach discusses the qualities true leaders exhibit that set them apart from simply being managers. “Many profess to be leaders,” Sabbach states. “However, those who exhibit leadership do not call attention to themselves — they call attention to the cause.”

As you read through the February 2020 issue of Parks & Recreation magazine, I encourage you to reflect on those park professionals who you have witnessed making tough decisions that make a difference, and consider the ways you can face challenges head on and express your values to become a leader in the park and recreation movement. Together, we will work to shape the 2020s into a decade enlivened by the park and recreation industry, and the people who comprise it.

GINA MULLINS-COHEN Vice President of Marketing, Communications and Publishing Editorial Director 12

Parks & Recreation

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PRESIDENT AND CEO Kristine Stratton VICE PRESIDENT OF MARKETING, COMMUNICATIONS AND PUBLISHING, AND EDITORIAL DIRECTOR Gina Mullins-Cohen gcohen@nrpa.org ASSOCIATE EDITOR Lindsay Collins lcollins@nrpa.org EDITORIAL CONTRIBUTOR Suzanne Nathan snathan@nrpa.org PUBLICATION DESIGN Kim Mabon/Creative By Design CreativeByDesign.net SENIOR SALES MANAGER EASTERN REGION AND EUROPE Kip Ongstad 703.858.2174 kongstad@nrpa.org SENIOR SALES MANAGER WESTERN REGION AND ASIA Michelle Dellner 949.248.1057 mdellner@nrpa.org SALES COORDINATOR Meghan Fredriksen 703.858.2190 mfredriksen@nrpa.org PHOTOGRAPHY Dreamstime.com or NRPA (unless otherwise noted) MAGAZINE ADVISORY BOARD MEMBERS Anthony-Paul Diaz, Chair Michael Abbaté, FASLA Neelay Bhatt Ryan Eaker Beau Fieldsend Robert García Kathleen Gibi Paul Gilbert, CPRP Tim Herd, CPRE Brian Johnson, CPSI Denise Johnson-Caldwell Roslyn Johnson, CPRP Michele Lemons Sam Mendelsohn Maria Nardi Lisa Paradis, CPRP Paula Sliefert Shonnda Smith, CPRP, AFO Anne-Marie Spencer Stephen Springs

Living Our Mission The world needs more. More Connection. More Movement.

More Community. More Play. Play brings people together and helps communities thrive. It is our passion and our mission to bring Play That Moves You to the communities we serve. We’ve been doing it for 100 years and we’re just getting started.

It’s time to Join Our Movement.

bciburke.com Trademark(s) are the property of BCI Burke Company. © BCI Burke Company 2019. All Rights Reserved. 800-356-2070

RESEARCH NRPA Research Team Unveils Suite of Resources in 2020

By Kevin Roth

O

ne characteristic of successful park and recreation agencies is a commitment to continuous improvement through constant feedback and evaluation. Park and recreation leaders who engage with their communities can ensure the amenities and services their agencies offer meet the ever-evolving needs and desires of the public.

Over the past year, the NRPA research team has rolled out a suite of resources that help park and recreation leaders develop these feedback loops between their agencies and the communities they serve. Each of these resources provides your agency a roadmap to assess the success of its offerings with a focus on acting on the results.

The Green Infrastructure Evaluation Framework (nrpa.org/GIFramework) is one example. This online resource offers a collection of tools, research-informed analysis and worksheets that help park and recreation agency staff, local government officials and others evaluate and communicate the benefits of these projects to the public. The framework defines four different types of benefits from green infrastructure (GI) projects: • Environmental benefits for water, air, land and wildlife located in and around your GI project area • Health benefits for the physical and mental health of community members • Social benefits focused on community cohesion and public safety, and the neighborhood’s increase in GI knowledge and use • Economic benefits for the local workforce and neighborhood business development

14

Parks & Recreation

The most direct way to measure the effectiveness and impact of your agency’s offerings is from immediate feedback from park and recreation users. While online tools make it easier than ever to conduct a survey, there is so much more to an actionable evaluation survey. For example, it is imperative to ask the “right” questions, to know how best to conduct the survey, to accurately analyze the data and to take meaningful action based on the response. The NRPA customer feedback surveys resource center (nrpa. org/Surveys-Customer) helps park and recreation professionals meet this challenge with a series of fundamental principles and tips for conducting useful customer satisfaction surveys.

What We Do at NRPA Event and Conference Surveys.

NRPA embraces the notion of continual improvement of its offerings and services and relies on customer feedback to make this happen. As a result, we survey attendees at our in-person and online events to ensure they met or exceeded expectations and to identify opportunities for improvement. We also are developing new methodologies that will define the changing needs and desires of the field of parks and recreation.

Issue Tracking Survey. If you

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stopped by the NRPA membership center at the 2019 NRPA Annual Conference, we might have asked you to rate a set of park and recreationrelated issues on the level of importance to you and your agency. This was the launch of a new research initiative, the Issues Tracking Survey, that will be a tool to ensure we are following the key challenges and opportunities facing park and recreation professionals and their agencies. Throughout the year, we will be sending out tracking surveys to a select number of NRPA members, asking them to rate a set of issues.

Your response will help us prioritize our efforts in education, publications, public policy and research as we advocate for high-quality parks and recreation throughout our nation.

2020 Membership Survey. We ask that you keep an eye out for an NRPA email during February, inviting you to participate in a broad membership survey. This survey will gather your thoughts on your agency’s mission, the most significant challenges affecting your career and ways NRPA serves as a professional resource. The questionnaire also will focus on your awareness and satisfaction with various NRPA offerings and services.

Please take a few minutes to complete the survey, since your feedback will play a pivotal role not only for the future of NRPA, but also for parks and recreation as a whole.

Kevin Roth is Vice President of Professional Development, Research and Technology at NRPA (kroth@nrpa.org).

NRPA PARK PULSE

Parks and Recreation: A Link to Healthy Food

9 IN 10

Nearly U.S. adults support their local government providing resources for healthy food and nutrition assistance to low-income families in their community.

Park and recreation professionals nationwide work to provide access to healthy food through a variety of options, including: Summer Camps

Nutrition Programs

After-school Programs

Community Gardens

Farmers Markets

Community Supported Agriculture (CSA) Systems

82%

57%

46%

24% 2/3

56% 16%

Additionally, of park and recreation-sponsored farmers markets accept supplemental nutrition benefits payments (e.g., SNAP).

Each month, through a poll of 1,000 U.S. residents focused on park and recreation issues, NRPA Park Pulse helps tell the park and recreation story. Questions span from the serious to the more lighthearted. The survey was conducted by Wakefield Research (www.wakefieldresearch.com).

Visit nrpa.org/ParkPulse for more information.

LAW REVIEW

Employment Due Process Under Zero-Tolerance Drug Policy

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

I

n the case of Gonzales v. City of San Antonio, 2019 U.S. Dist. LEXIS 130252, 2019 WL 3557351 (W. Dist. Tex. 8/5/2019), Plaintiff Ricky Gonzales, a former employee of the San Antonio Parks and Recreation Department, sued the city in connection with his alleged wrongful termination. As part of his duties as a maintenance worker for the park and recreation department, Plaintiff drove one of the city’s trucks. The city terminated Plaintiff ’s employment after he failed a drug test. Plaintiff primarily took issue with the procedures associated with the test, including the timing of when the test was administered.

Minor Damage On the afternoon of April 20, 2016, a fellow employee reported that Plaintiff had damaged another vehicle while he parked his truck and trailer in the city’s yard. The parties dispute whether Plaintiff hit the other vehicle and damaged it. According to Plaintiff, neither he nor his supervisor found any visible damage on either vehicle. It is undisputed that no one 16

Parks & Recreation

was injured in the alleged accident, no vehicles were towed, and Plaintiff didn’t receive a citation. Following the aforementioned inspection of the vehicles, Plaintiff ’s supervisor permitted Plaintiff to leave work for the day.

Later that day or during the morning of the next, an employee emailed the supervisor photographs allegedly showing damage to the

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left front bumper of the other vehicle. The supervisor and another employee then located the alleged damage. An incident report was ultimately completed by both the city and the San Antonio Police Department. The police were unable to determine how the “minor damage” to the other vehicle occurred.

At approximately 7 a.m. that same next morning, the park and recreation safety coordinator informed Plaintiff that he needed to take a drug test because of the previous day’s incident. Plaintiff initially refused. He maintained that the city’s drug testing policy required that all drug tests be administered “on the same day of an accident.” Plaintiff then relented and took the test after being told that continued refusal

would result in termination. According to Plaintiff, he submitted to the test “under pressure,” because he didn’t want to lose his job. The test results later came back positive for prohibited drugs.

Citing the drug-test results, the city, on or about April 25, 2016, issued Plaintiff a Notice of Proposed Termination for “testing positive for illegal drugs during the postaccident alcohol/drug screen, per city policy.”

On May 4, Plaintiff, now assisted by his attorney, submitted a response objecting to the proposed termination because “the city had failed to follow its own drug-testing policy when requiring that he submit to the test, including by requiring that he take the test the next day.” Further, referring to the city’s policy, Plaintiff additionally argued, “there was no reasonable suspicion that he was under the influence of an intoxicating substance to warrant requiring him to take a drug test.” Plaintiff also pointed out “the accident didn’t involve death or bodily injury, disabling damage to either vehicle, or the striking of a pedestrian.” Further, he noted, “a citation was never issued” by the police.

As a result, pursuant to the city’s own policy that cited these specific situations for requiring a drug test, Plaintiff contended he should not have been subject to a drug test in this particular instance. Plaintiff did not, however, dispute the actual testing procedures (beyond the timing of, and necessity for, the test). Plaintiff also did not take issue with the accuracy of the results. He instead pointed out that, under a physician’s direction, he takes Orthopedic Meloxicam (a nonsteroidal antiinflammatory) and Cyclobenzaprine (a muscle relaxant) to ease knee pain, as well as several over-the-counter

physician-recommended medicines.

Plaintiff claimed the combination of these prescription and over-thecounter medications could yield a positive drug test.

Hearing on Appeal On May 12, 2016, the city issued a Notice of Final Termination, citing the city’s zero-tolerance policy for illegal drugs. Plaintiff appealed the termination decision, and on July 28, 2016, the civil service commission held a hearing on the appeal.

Both Plaintiff and the city were permitted to introduce evidence and examine and cross-examine witnesses. During this hearing, Plaintiff opposed his termination — again on the ground that the city violated its own drug-testing policy by “requiring him to take a test even though the accident didn’t fall within any of the circumstances delineated in the city’s written policy” and “requiring him to take a drug test the day after the alleged incident.”

Although Plaintiff had argued that his medications could result in a positive drug test, he did not produce any evidence (such as testimony from a doctor) tying his medications to the types of drugs found in his system.

At the hearing, park and recreation department officials explained, “The department’s own unwritten policy requires that a drug test be taken on every accident, regardless of the extent of the damage or who is at fault.” Moreover, the department emphasized, “The city also has a zerotolerance policy for drugs.” City officials also disputed whether Plaintiff ever informed them of his prescriptions as allegedly required by the city’s policy, and further argued that Plaintiff failed to show the relevancy of these prescriptions.

At the conclusion of the hearing, the commission unanimously recommended that the city manager sustain Plaintiff ’s termination, concluding that the evidence and testimony supporting a violation of Civil Service Rule XVII, Section 2(g) and the City’s Drug and Alcohol Policy (“AD 4.3”).

Medical Review Reconsideration Plaintiff subsequently requested reconsideration, arguing that his prescriptions offered a valid excuse for his positive drug test. On September 2, the city assistant manager and the assistant human resources director met with Plaintiff and recommended that he submit his prescriptions to the medical review officer for reconsideration. Ultimately, however, Plaintiff ’s request for reconsideration was denied. Per the medical review officer, “None of the medications listed on Plaintiff ’s submitted prescriptions would account for the substances that tested positive on [his] drug test.”

On October 24, 2016, the city manager accepted the commission’s recommendation to terminate Plaintiff ’s employment with the city.

Per the medical review officer, “None of the medications listed on Plaintiff’s submitted prescriptions would account for the substances that tested positive on [his] drug test.”

Due Process Claim Plaintiff then brought a federal civil rights claim in federal district court, alleging “the city violated his substantive and procedural due process rights” and “his right to equal protection under the law”

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LAW REVIEW

under 42 U.S.C. Sec. 1983. Plaintiff sought damages in the form of back pay and compensation for mental anguish, reputational damages and loss of benefits.

In his complaint, Plaintiff claimed his termination violated his procedural and substantive due process rights because there were “two separate distinct drug-testing policies, each one delineating different requirements and circumstances under which an employee of the defendant, the city is required to take a drug test.” Further, Plaintiff contended the city did not “equally apply its drug testing to all employ-

As defined by the federal district court, procedural due process “entitles a public employee with a property right in his employment to notice of the charges against the employee, an explanation of the employer’s evidence, and an opportunity to present his side of the story.” ees.” Plaintiff also claimed, “the city refused to consider the medical evidence offered by Plaintiff.”

Plaintiff, however, did not allege that the drug-test results were in error. He also did not explain, “why his prescription(s) would or could excuse his positive test result,” which included “a positive result for amphetamines.”

In response to Plaintiff ’s complaint, the city filed a motion in federal district court to dismiss Plaintiff ’s due process claims.

Substantive Due Process As described by the federal district court: “To succeed with a claim based 18

Parks & Recreation

on substantive due process in the public employment context, Plaintiff must show two things: (1) that he had a property interest/right in his employment, and (2) that the public employer’s termination of that interest was arbitrary or capricious.”

When “depriving an individual in a protected property interest in the right of employment,” the federal district court acknowledged that a public official “exercising professional judgment” would be “acting in a non-arbitrary and noncapricious manner.” Within the context of substantive due process, the court found an arbitrary or capricious employment decision would be one that is made “without a rational connection between the known facts and the decision or between the found facts and the evidence.”

In addition, the court noted that an arbitrary or capricious employment decision could also be one that “involved an abuse of power by the official that shocks the conscience.”

In this particular instance, the court determined Plaintiff, as a civil service employee, “had a protected property interest in his continued employment.” However, under the circumstances of this case, the court found “the undisputed evidence could not support a finding that the city acted arbitrarily or capriciously in connection with its decision to end Plaintiff ’s employment.” In so doing, the court noted Plaintiff had admitted that he had “tested positive for prohibited drugs.” Further, the court found Plaintiff had not disputed “the accuracy of the test results.”

In failing to follow its own drugtesting policy, which required an employee to submit to a drug test the next day after an accident, Plaintiff claimed the city had de-

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prived him of his constitutional right to due process. The federal district court rejected this argument. In the opinion of the court, Plaintiff ’s complaint was “at most a harmless and purely technical departure from an internal procedure, with no independent harm stemming from it beyond the mere failure to follow a procedure.” According to the court, a due process violation does not necessarily occur “every time a government entity violates its own rules”: A mere technical failure by the city to comply with its own internal policies and procedures does not by itself amount to a violation of the Due Process Clause....

[T]he failure to comply with internal regulations is insufficient as a matter of law to establish a violation of due process, so long as constitutional minima have been met with regard to notice and other due process protections.

Procedural Due Process As defined by the federal district court, procedural due process “entitles a public employee with a property right in his employment to notice of the charges against the employee, an explanation of the employer’s evidence, and an opportunity to present his side of the story.”

The relevant due process inquiry for the federal court, therefore, was not “whether the city violated its own policies.” Rather, the due process issue before the federal district court was “whether the city could be found to have fallen constitutionally short in providing Plaintiff notice or other guaranteed substantive or procedural protections.”

In this particular instance, regarding due process “notice,” the court found “no dispute that Plain-

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LAW REVIEW

tiff was aware of the city’s zerotolerance drug-and-alcohol policy that provides for random drug testing at any time, with only two-hours’ notice.” In the alternative, assuming Plaintiff never received notice of the park and recreation department’s policy, the court found it would not be an arbitrary and capricious employment decision that would “shock the conscience” for the city to subject Plaintiff to a drug test “the day after the incident instead of that same afternoon or evening.”

According to the court, nothing in the city-wide policy or “relevant due process protections” would require “only a same-day post-accident drug test.” On the contrary, the federal district court found administering Plaintiff’s drug test the next day was reasonable, certainly not arbitrary and capricious, under the circumstances:

The court found the city had provided Plaintiff “a full evidentiary post-termination hearing at which he was permitted to present evidence and cross-examine witnesses.”

[T]he uncontested evidence establishes that the traffic incident here occurred late in the day and after either all or at least a majority of the witnesses had already left for the day. Given that random tests are authorized, it makes abundant sense under these undisputed facts to administer a test and to do so the next day, and it certainly did not — and could not as a matter of law — shock the conscience to do so.

The federal district court further found the “undisputed evidence establishes that the city provided Plaintiff with both notice and an opportunity to ‘present his side of 20 Parks & Recreation

the story’ prior to his termination.”

As a result, the court concluded, “the pre-termination process employed by the city here sufficiently served as an initial check against a mistaken decision.” Moreover, the court found the city had provided Plaintiff “a full evidentiary posttermination hearing at which he was permitted to present evidence and cross-examine witnesses.” Plaintiff conceded, “He wasn’t prohibited from calling any witness to testify.”

Further, the court found “no evidence (or argument) suggesting that the civil service commission was biased.” Accordingly, the court concluded: “Plaintiff does not have an actionable procedural due process claim merely because he disagrees with the results after having been afforded ample process”: Procedural due process rights do not guarantee a particular outcome to a disciplinary proceeding but only assure that it is fairly conducted. While Plaintiff may disagree with the outcome, the evidence and Plaintiff ’s own admissions make clear he received appropriate notice and a hearing.

More Stringent Drug Policy The federal district court also addressed Plaintiff ’s claim that the city had violated its own policies on drug testing. In so doing, the court acknowledged, “the city-wide written drug policy delineates several specific circumstances in which an employee will be subject to a drug test.” The court, however, found that “the policy by its own terms sets a drug-testing floor, not a ceiling.”

As cited by the court, the expressed language of the policy explained: “Department policies may be more stringent but never more lenient than this administrative directive.”

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Accordingly, in the opinion of the court, the city could apply a “more stringent [park] and recreation department policy” under the “undisputed facts” in this particular case without violating “any constitutional guarantees” to Plaintiff ’s right to due process.

Medications Evidence Plaintiff had also claimed that his positive drug test could have been caused by the combination of his prescription pain and over-thecounter medications. The court, however, found “no evidence in the record” of “a physician’s order directing him to take certain medications,” including the drugs for which Plaintiff tested positive. In particular, the court found no evidence that “the City had approved his use of those medications while driving a City vehicle.” (Emphasis of court.) Further, the court noted that Plaintiff ’s “Fitness for Duty Forms” made no mention of any “medication restrictions.” Moreover, the medical review officer had reported: “none of the medications listed on Plaintiff ’s submitted prescriptions, would account for the substances that tested positive on [his] drug test.”

In the opinion of the federal district court, the city was entitled to rely on this information provided by the medical review officer in upholding the termination of Plaintiff ’s employment. Further, the court found Plaintiff had “done nothing” to “bring into question” the medical review officer’s opinion.

Lab Test Confirmation The federal district court also addressed Plaintiff ’s claim that “the city officials had refused Plaintiff ’s request to submit his sample to an independent medical laboratory of

his choosing.” In the opinion of the court, Plaintiff had “no due process right to have a drug test conducted at a laboratory of an employee’s choice.” Moreover, the court found “the uncontroverted evidence shows that the city did subject Plaintiff ’s sample to confirmatory testing.”

As noted by the court, Plaintiff did not dispute “the validity of the test results or submit any evidence suggesting that he would’ve tested negative had a different laboratory been used.”

Drug Policy Equal Protection Plaintiff had also claimed that he had been denied “equal protection” under the circumstances of this case.

In so doing, Plaintiff had alleged the city arbitrarily applied a drug-testing

policy towards him but not to other similarly situated employees. The federal district court found “no merit” in Plaintiff ’s equal protection argument. As noted by the court, “the city had submitted uncontroverted evidence showing that two other [park] and recreation department employees, unlike Plaintiff, were not drivers involved in on-the-job incidents.” Similarly, the court found Plaintiff had failed to “identify any other similarly situated [park] and recreation department employee who was treated differently than he.”

As a result, the federal district court rejected Plaintiff ’s claim that he was denied equal protection of the law under the circumstances of this case: Plaintiff ’s equal protection claim can survive only if similarly situated employees were treated different-

ly. There is no evidence that Plaintiff was treated differently than any other similarly situated parks and recreation employee with respect to the drug-testing policy, or that the city possessed any discriminatory intent in ordering Plaintiff to submit to a drug test.

Making a Ruling Accordingly, based on the record and the recommendation of the federal magistrate in this case, the federal district court would grant the city’s motion for summary judgment effectively dismissing Plaintiff ’s lawsuit.

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

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21

ADVOCACY

Youth Outdoor Policy Playbook Helps Get More Kids Outside

By Sarah Bodor

L

awmakers across the United States are increasingly aware that playing and learning outdoors are critical for children’s health, well-being and academic success. They also recognize that nurturing the next generation’s connection to the natural world is tied to the future of their states’ outdoor economies and natural resources.

Indeed, the research is clear: regular access to outdoor education and recreation makes kids happier, healthier and smarter. But for far too many, these critical experiences and opportunities are rarely, if at all, available. Increasing systemic and equitable access to outdoor engagement and education will require new or shifting investments and strengthened partnerships. The good news is that promising policies are popping up across the country, which may offer a roadmap for success.

PHOTOGRAPH COURTESY OF YOUTH OUTDOOR POLICY PLAYBOOK

The recently launched Youth Outdoor Policy Playbook (youth outdoorpolicy.org) shares bipartisan policy initiatives and resources to support statewide efforts to increase youth engagement in the outdoors. Sharing the knowledge and experience of outdoor engagement and education champions drives replication and scaling-up of

existing state initiatives, as well as fosters new and innovative ideas.

“The Youth Outdoor Policy Playbook is an invaluable resource for legislators who want to support youth outdoor engagement,” says Maryland State Delegate Dana Stein. “Engaging youth in all kinds of outdoor experiences — be they parks, playgrounds or other green

A Framework for Successful Youth Engagement At the heart of the Youth Outdoor Policy Playbook is a framework, informed by a shared understanding that a high-quality state policy should be child-centered, familyfocused and multigenerational; prioritize equitable access for all; leverage multiple approaches for systemic change; be locally supported and culturally relevant; and reflect the latest research on what works.

The framework is organized around three areas of opportunity to strengthen youth engagement in outdoor education and recreation — outdoor learning opportunities and environments, outdoor access and connectivity, and systemic environmental literacy and education.

Research shows that regular access to the outdoors makes kids happier and healthier.

22 Parks & Recreation

spaces — is critical to improving the health, happiness and education of youth.”

The Youth Outdoor Policy Playbook was designed by a national coalition that includes the Children & Nature Network (childrenand nature.org), National Caucus of Environmental Legislators (ncel.net), North American Association for Environmental Education (naaee. org), Outdoors Alliance for Kids (outdoorsallianceforkids.org) and Meridian International Institute (meridianinstitute.org). Together, these organizations are working across sectors to advance policy ideas that ensure all children have access to highquality outdoor experiences and environmental education.

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Case Studies for Model State Policy Initiatives Legislators and advocates will find case studies that summarize a variety of recent state policies that support the objectives of the Youth Outdoor Policy Framework, as well as access to an interactive policy library, maintained by the National Caucus of Environmental Legislators.

For example, Washington State Parks’ No Child Left Inside program has supported outdoor access for the past 10 years through grants to support outdoor education and recreation for youth who normally don’t have access to such programs.

In 2019, the Washington State Recreation and Parks Commission allocated $1.5 million for the program. Schools, nonprofit program providers, Native American tribes

and others are eligible for funds to engage youth in a wide range of activities and experiences. The No Child Left Inside initiative aims to address inequities in access to these programs by prioritizing grants for programs that serve youth who are academically at risk, typically underrepresented, and/or facing social, economic, behavior or health barriers. Similar measures have been or are being considered by numerous additional states.

The Maryland Green Schools Act is another approach to increased access to outdoor learning while improving environmental literacy. This bill, which was approved in May 2019, provides funds supporting schools’ certification as Maryland Green Schools, which increased from 27 percent to 50 percent over six

years. Grants to help schools achieve green school status can be used for environmental education, including transportation for field-based educational experiences, outdoor classrooms and schoolyard habitats.

A Comprehensive Approach for Greater Impact The Youth Outdoor Policy Playbook offers a comprehensive approach to outdoor engagement that has the potential for true transformation, in which many policy initiatives reinforce and build on one another to connect young people in the near and long term to the outdoors everywhere they live, learn, work and play.

Sarah Bodor is Director of Policy and Affiliate Relations at the North American Association for Environmental Education (sarah@naaee.org).

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23

H E A LT H & W E L L N E S S

Want Better Health? Get Back to Nature

By Dr. Suzanne Steinbaum

F

ebruary is American Heart Month, and you probably know the sage advice that eating nutrient-rich foods and exercising can help keep your heart healthy (tinyurl.com/rphmhnb). But, you might also want to consider adding a dose of nature to your health routine. Spending time in the great outdoors may have a positive impact on your overall health, including your heart and brain.

Research shows that spending time in a natural outdoor environment can be associated with lower levels of stress, depression, anxiety, high blood pressure, diabetes, asthma, stroke and heart disease.

Research shows that spending time in a natural outdoor environment can be associated with lower levels of stress, depression, anxiety, high blood pressure, diabetes, asth24 Parks & Recreation

ma, stroke and heart disease. It can also help lower your heart rate, HDL cholesterol and cortisol levels, according to environmental research published in 2018. At the same time, it improves mood, self-esteem, working memory and overall feelings of well-being. This trend, called “ecotherapy” or “forest medicine,” is growing in popularity.

Four Ways to Get Healthy and Outside If you find yourself feeling a little sluggish or spending more time glued to the computer, cellphone or TV, con-

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sider some of these simple ways to immerse yourself in nature and reap the benefits for both body and mind.

1. Take your workout outdoors.

Walking is good for you, but not all walks are created equal. Strolling the urban streets doesn’t provide the same mental boost as hiking in nature. You don’t have to have a specific destination in mind either — set a goal, not to hike a certain number of miles, but to immerse yourself in the natural world around you, according to Dr. Qing Li. The Japanese call this “forest bathing,” and it can rejuvenate a weary mind.

2. Explore your city. Make a goal to explore a new park, trail or recreation area each weekend. Studies have found that simply viewing nature scenes can help your body recover from and adapt better to emotional stressors. For even more benefit, make

it social and involve friends or family for an easy way to stay connected as you relish your surroundings.

3. Soak up the sunlight. As we head into spring, it’s time to move on from cozying up inside during the darker, colder winter months. Take advantage of the increasing daylight and nature’s health benefits by spending time outdoors. Even just a few minutes in the sun can improve your mood, help you get vitamin D and enhance cognitive abilities like memory and problem-solving. Be sure to practice sun safety, using sunscreen or protective clothing, if you’re going to be outside for a while.

4. Meditate on nature’s music.

Leave your electronics behind and listen to the melodies nature has to offer: babbling brooks, bird songs, wind whistling through the trees and the scurrying of unseen animals through the canopy. In the Scientific Reports article, titled “Mindwandering and alterations to default mode network connectivity when listening to naturalistic versus artificial sounds,” researchers suggest nature’s music is a lot more relaxing than honking horns and text message alerts. And, it offers the opportunity to practice meditative mindfulness in tranquil surroundings. To learn how to meditate or teach others about its benefits, the American Heart Association and Aramark offer resources to help you get started.

It’s great to move more and get outside, but don’t forget the benefits of simply relaxing and paying attention to your natural surroundings. With warmer months ahead, start finding small ways you and your family can get more time outdoors. If you’re interested in sharing these tips and more with

your community, visit heart.org/ HealthyForLife.

To see a list of detailed references for this article, visit nrpa.org/Back ToNature.

Dr. Suzanne Steinbaum is Director of Women’s Cardiovascular Prevention, Health and Wellness at Mount Sinai Heart; Fellow of the American College of Cardiology and American Heart Association; and Expert for the American Heart Association (suzanne.steinbaum@ mountsinai.org).

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SOCIAL EQUITY

Addressing Social Equity Through Teen Programming

By Jessica Gilzow, CPRP, and Michelle Rojas

A

s park and recreation professionals, we must think about how to ensure the programs and services we offer are equitable. Another topic many of us contemplate is how to engage teenagers. We also must consider how to hire enough high-quality staff to lead programs, lifeguard at pools, maintain trails and work in guest services.

What if all three concerns have a common solution? What if there was a way to address social equity and create a pipeline for staffing by changing teen programs to attract more participation?

The solution is simple: Incentivize participation in low-income neighborhoods by creating a work training teen program, tie successful participation to school credit and pay teens to participate.

But What About the Budget?

PHOTOGRAPH COURTESY OF CITY OF AUSTIN PARKS AND RECREATION DEPARTMENT

Start by making all teen programs

free. Childtrends.org published “Why Teens Are Not Involved in Out-of-School Time Programs: The Youth Perspective,” which outlines input gathered from adolescents in low-income families who were not enrolled in out-ofschool time programs. The teens reported several reasons for their lack of participation, including financial problems. Some of the barriers to participation they identified can be mitigated by program planning.

If financial problems are a bar-

26 Parks & Recreation

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rier, charging a fee will make teen programs inaccessible for many from low-income families. Free teen programming would make the activities more accessible to more teens. Incentivizing participation with a stipend or payment may even help families in your community make ends meet. In addition to enticing teens to participate in out-of-school time programs, paying teens can have an impact on social equity and longterm earning potential.

Teen programs designed to introduce responsibilities related to employment, such as a counselor -in-training or park ranger cadet programs, can be fun for teens while helping them develop job skills.

Higher Future Earning Potential According to the Brookings Institute, studies reveal that adults who worked during their teenage years earn salaries 16 percent higher than those who didn’t work. The increased earning potential has lasting implications that can follow them nearly their entire career.

In 2000, 45 percent of Americans ages 16 to 19 worked in an average month. That number dropped to just above 25 percent by 2014. “This is the first generation not to have major work experience as part of their adolescent development,” according to Jeylan Mortimer, a sociologist who studied teenagers and work at the University of Minnesota.

Another alarming trend related to youth employment is 38 percent

Engaging diverse teens with park and recreation programming and services can help to address equity concerns by creating a pipeline for staffing.

TM

ePACT’s Private Personal Emergency Record of teens living in a household with a high annual income of up to $150,000 gain valuable work experience as adolescents, while only 21 percent of teens in low-income households are employed. And, black teens are half as likely to work during the summer as their white counterparts. Experts suspect systemic racism plays a role in the lower employment rates of teens of color.

If teenagers from low-income households are less likely to work, their chances of receiving the benefit of earning a higher salary as an adult decrease, as do their chances of escaping poverty.

Teen programming that focuses on developing job skills and instilling organizational values is the foundation for creating a recruitment pipeline. The key is to design programs that facilitate the transition of younger participants from passive participants, where parents register them and they have little attendance, to active participants, such as counselors-in-training who assist staff by instructing younger participants and earn an incentive. The program design must carry them all the way until they become eligible to be hired as temporary employees.

This may include junior staff positions or internships.

The teens who participated in the childtrends.org roundtable said they often weren’t aware of the available programs, but when programs were linked to school credit, they were more aware of the opportunities. Partnering with schools to connect class credit with participation in out-of-school time teen programs can make a significant difference in the academic success of struggling students. A longitudinal study conducted by sociologists Jeylan Mortimer and Jeremy Staff found that “low-promise” students were more likely to obtain a college degree if they worked during their teens.

During a presentation at the Racial Equity in Outdoor and Environmental Leadership in January 2019, Brion Oaks, chief equity officer for the city of Austin, said: “I think it’s easy to talk about equity, diversity and inclusion… but how do you live by it? Do you set goals around it? Do you assess yourself to see how well you’re doing? Do you tie program outcomes to actually looking at how you impact equity at the end of the day? If not, then you’re not serious about it.” As park and recreation professionals, we can be serious about equity, diversity and inclusion by engaging teenagers.

Jessica Gilzow, CPRP is the Culture and Arts Program Manager for the Natural Resources Division at City of Austin Parks and Recreation Department (jessica.gilzow@austintexas.gov).

Michelle Rojas is the Museums and Cultural Programs Supervisor at the Emma S. Barrientos Mexican American Cultural Center at City of Austin Parks and Recreation Department (michelle.rojas@austintexas.gov).

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12/20/2019 11:11:16 AM 27 Parks & Recreation

CONSERVATION

Developing a More Diverse Generation of Park Stewards

By Hannah Traverse

J

asmine Poole had never considered a career in conservation. That all changed after she served in Limitless Vistas, a conservation corps in her native New Orleans, Louisiana. “My service made me realize everything and everyone has an impact on the earth, no matter how small or big,” says Poole. “I gained practical knowledge and developed skills that will benefit me throughout my life.”

In 1933, during the height of the Great Depression, President Franklin D. Roosevelt created the Civilian Conservation Corps (CCC), a federal jobs program that engaged 3 million unemployed young men in building America’s park infrastructure. The “CCC Boys” planted billions of trees, built campsites and constructed thousands of miles of trails.

Today’s Service and Conservation Corps Though the CCC disbanded at the 28 Parks & Recreation

start of World War II, the spirit of the program continues in modern service and conservation corps, like Limitless Vistas in New Orleans. In addition to developing park infrastructure, today’s corps intentionally focus on developing a new generation of conservation professionals in hardworking young people like Poole.

“My life has been influenced by my corps experience by making me a better leader,” she says. “It has made me more responsible, knowl-

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edgeable and more aware of my surroundings.”

The Corps Network, the National Association of Service and Conservation Corps, has a membership of more than 130 corps across the United States. Most of these organizations — including Limitless Vistas — are local nonprofits.

Some corps, however, are managed by state government or educational institutions. Many corps operate through a combination of funding streams, including AmeriCorps grants, foundation grants and money earned in exchange for the work corps perform on public lands.

Collectively, corps annually engage 25,000 young people in conservation-focused service projects.

The types of projects corps com-

plete varies from place to place.

Corps partner with local government, nonprofits and park agencies to complete projects that are relevant. In New Orleans, Poole has participated in projects ranging from cleaning up a brownfield site, to conducting wildlife population surveys, to building boardwalks and treating invasive species.

Young people in other parts of the country have different project responsibilities.

In Los Angeles, the LA Conservation Corps (lacorps.org) partnered with city park managers to engage corps participants — or “corpsmembers” — in transforming an illegal dumping ground into an ADA-accessible path with native plants and exercise equipment (tinyurl.com/vm5dssn). In Syracuse, New York, Onondaga Earth Corps (onondagaearthcorps.org) works with local agencies to engage young people in tree planting, park beautification and installing rain gardens. In Baltimore, corpsmembers with Civic Works (civicworks. com) manage an urban farm, install resource-efficient retrofits in low-income homes and lead volunteers in turning abandoned lots into parks and gardens. In 2018, corpsmembers across the United States collectively restored more than 1.4 million acres of habitat, constructed or improved more than 10,700 community spaces, and built or repaired nearly 14,000 miles of trails (tinyurl.com/ww92zaf).

Through their service, corpsmembers gain hands-on job experience and interact with professionals at park agencies. They also earn certifications related to their projects.

For example, corpsmembers might become certified in pesticide appli

cation, wilderness first aid or chainsaw operation. During their term of service, which could last a few months to a year or more, corpsmembers earn a stipend. In some corps, participants also have the chance to earn an AmeriCorps Education Award (tinyurl.com/r2dr9lj).

The Next Generation of Corpsmembers Growing up in a city, Poole had limited outdoor experience before becoming an AmeriCorps member with Limitless Vistas. Her job experience was from working as a hostess at a restaurant. Encouraged by her brother, also a corpsmember, she joined the program to try something new, build her résumé and save money for school. This is not uncommon.

The young people who serve in corps represent different abilities, life circumstances and ethnic, cultural and socioeconomic backgrounds. In 2018, roughly half of all corpsmembers identified as a person of color, about 30 percent were low income and about 43 percent were women. Some young people join a corps with the goal of building skills toward a career in resource management or outdoor recreation. Others join to earn money and find a fresh start. For some corpsmembers, their service might expose them to their first experience camping, hiking or boating.

No matter their motivations or where they serve, all corpsmembers develop skills in leadership and problem-solving. Corpsmembers typically serve in crews with up to 10 young people; this necessitates learning how to communicate, resolve conflicts and work well with others.

Helping maintain our parks, lands and waters also helps corpsmembers develop or deepen an appreciation for the outdoors. Serving in a corps is not for everyone, but experiencing the satisfaction of a hard day’s work at a park can be transformative.

“We faced strenuous physical challenges. Tree clearing is especially tiring,” admits Poole.

“You and your crew have to wade through muddy water with fire rakes, an ice cooler, weed whackers, backpacks and all your personal protective equipment. Our work was hard, but we learned to rely on each other and build each other up.”

Poole’s hard work paid off. She was honored as one of The Corps Network’s 2019 Corpsmembers of the Year, giving her the chance to travel to Washington, D.C. During her visit to the nation’s capital, she had the chance to meet Louisiana Senator Bill Cassidy, whose office invited her to intern in D.C. After spending an exciting summer on Capitol Hill, Poole returned to New Orleans to continue giving back to the land and water.

She is now a crew leader at Limitless Vistas, participating in GulfCorps, a multi-corps partnership to engage local young people from Texas to Florida in restoring Gulf Coast ecosystems. Every day, Poole guides other young people in maintaining the parks and habitats of the Louisiana coast and bayous.

Across the country, corps empower thousands of young people, like Poole, to pursue a career and a lifestyle focused on stewardship of our lands and communities.

Hannah Traverse is Communications Manager at The Corps Network (htraverse@corpsnetwork.org).

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29

Weeding Through the

Thorny

How will your park agency kill weeds when glyphosate is banned?

By Richard J. Dolesh

A

year or so ago, few people in the field of parks and recreation had ever heard the word “glyphosate,” much less knew that it is the active ingredient in the most widely used, non-selective herbicide in the world. Litigation, media attention and growing concerns for human safety have changed all that.

The Environmental Protection Agency (EPA) estimates that 280 million pounds per year of glyphosate are applied in the United States on agricultural fields, roadsides, businesses, industrial sites, homes and public parks.

Farmers apply the vast majority of glyhposate-based herbicides (GBHs), but tens of millions of pounds of glyphosate are applied on public and private lands for purposes other than agriculture. “It’s been the go-to herbicide for park agencies for a long time,” says Patti Bakker, interim manager for the Seattle Parks and Recreation Department Natural Resource Unit.

Until a very short time ago, most park agencies considered Roundup an effective, benign and even safe herbicide. That belief is changing rapidly in light of new evidence that GBHs may be unsafe for humans and may cause cancer.

The link to human health and cancer may not be conclusive, but California juries ruled in 2019 that Roundup did contribute to developing

30 Parks & Recreation

non-Hodgkin’s lymphoma and awarded one couple $2 billion in damages.

At this writing, there are more than 18,000 lawsuits filed against chemical giant Bayer, which bought Monsanto, the original developer of this herbicide.

These verdicts and publicity about glyphosate have awakened public concern about the safety of this widely used herbicide. More than 50 U.S. cities and individual park systems now have banned or restricted the use of herbicides containing glyphosate. It is likely that many other cities and counties will enact new bans in the coming year.

Bans Will Directly Affect Park and Recreation Agencies Your city or park and recreation agency may not have yet banned glyphosate, but local actions to restrict or fully ban its use on public properties may be likely soon. Whether your agency, city or county enacts a ban on glyphosate or not, the health and safety of your workers and the public are of paramount importance with any con-

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tinued use of GBHs. The threats to human health and to the environment are real, despite the EPA’s May 2019 declaration that the pesticide is safe for use if applied as instructed. The choices to use it or ban it are not simple and will have consequences no matter what actions local governments take.

What Is Glyphosate and What Does It Do? Glyphosate is a non-selective systemic herbicide that kills plants down to the roots by blocking key enzymes that are essential to plant growth, causing plants to wither and die over a period of several days to a week. It is very effective on virtually all types of weeds and is relatively inexpensive.

Glyphosate, under the trade name Roundup, came on the market in 1974. It is now found in more than 750 products worldwide and approved for use on more than 100 crops in treatment of terrestrial and aquatic weeds.

Its primary use is in conjunction with genetically modified (GMO) corn and soybean crops. This GMO seed stock withstands the pesticide and allows the crop to grow while weeds are killed. Today, as much as 92 percent of all U.S. corn and 94 percent of all soybean seeds are genetically modified to

Debate

Garlic mustard is a widespread invasive species of little value to wildlife that invades forest understories and eliminates wildflowers, native plants and even tree seedlings.

on Glyphosate

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31

T H E G LY P H O S AT E D E B AT E

be “Roundup Ready.”

According to EPA, an average of 280 million pounds of glyphosate products are applied annually in the United States. While most GBHs are used for agriculture, they are also the primary herbicides for forestry, highways, rights-of-way, commercial and industrial areas, public parks, and other public and private lands.

However, there are growing concerns about toxicity, persistence in the environment and the effects on wildlife and human health.

Health Impacts Disputed While glyphosate systemically kills weeds relatively quickly, it also binds tightly to soils and can persist for months in the ground. Trace amounts of glyphosate are found in a variety of food products, wine, beer and even in breast milk. According to a U.S. Geological Survey study, glyphosate was found in 66 of 70 rivers and streams studied, as well as in 70 percent of rainfall samples.

In 2015, the International Association for Cancer Research of the World Health Organization issued a finding that glyphosate is “probably carcinogenic to humans.” Despite the finding, there was no change of policy or regulation in the United

States, and the use of glyphosate continues to grow annually.

Diane Lewis, physician and founder of the Great Healthy Yard Project (tghyp.com), says there is mounting evidence documented in medical literature “that there is an association with increased rates of non-Hodgkin’s lymphoma and myelin melanoma.”

She adds that there also is evidence that glyphosate-related herbicides “disrupt endocrine reproductive hormones [that] can lead to numerous health issues, including the abnormal growth of breast cancer cells that the body might have otherwise controlled without the exposure.” Small amounts of the chemicals in these herbicides can act cumulatively and can have more serious side effects, such as by acting as disruptors to hormonal systems, she says.

There is considerable dispute over research findings produced by the industry regarding the safety of GBHs. The actual ingredients and percentages of additional chemicals that boost the effectiveness of glyphosate are trade secrets. These adjuvants and surfactants that turbocharge the killing power of glyphosate may also increase the toxicity of these herbicides on humans, according to the National Institute of Environmental Health

PHOTOGRAPHS COURTESY OF SEATTLE PARKS AND RECREATION

Seattle Parks and Recreation workers place empty sacks on a hillside as a weed blocker.

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Sciences. One study cited showed that Roundup was at least twice as toxic as glyphosate alone. Most testing until now has been on glyphosate alone, not on the full herbicide formulation of products like Roundup.

EPA Reaffirms Assessment That Glyphosate Is Not a Cancer Risk According to a May 2019 EPA press release, “EPA continues to find that there are no risks to public health when glyphosate is used in accordance with its current label and that glyphosate is not a carcinogen.”

However, other countries do not consider GBHs to be as benign as the United States does. Many already have enacted bans or have issued statements of intent to ban or restrict its use. In 2017, the European Union (EU) controversially voted to relicense glyphosate for a period of five years. Many expect that the EU will approve a partial or full ban when the license expires in 2022.

Why Should Park Agencies Be Concerned?

The vast majority of public park and recreation agencies have used GBHs as the preferred weed killer for landscaped areas, golf courses, roadsides, Wood chips placed over the sacks stabilize the hillside from erosion.

Seven Steps Your Agency Should Take Now overgrown areas and, most recently, the establishment of pollinator meadows. If GBHs are prohibited, park agencies have few alternative choices except to use herbicides like 2,4-D, “the most dangerous pesticide you’ve never heard of,” according to Natural Resources Defense Council. While it may be just as or more toxic than glyphosate, 2,4-D could be the next likely choice for many park agencies that no longer can use glyphosate as an herbicide to control aggressive weeds and invasive plant species.

out on a 90-degree day, hiking through invasive vegetation using a backpack sprayer. “Education is the best way to minimize risks,” Lewis says. “If you are employing the person who uses the chemical, you have a responsibility for giving employees the education and equipment on how to use it safely.” Some lawsuits have been brought against institutions [that] gave employees the duty to apply GBHs and then left them untrained and, therefore, unprotected, she says.

Safety Considerations for Park Workers

Can Organic Herbicides and Other Measures Replace Glyphosate?

One of the most important considerations regarding the use of GBHs is the safety of the public and park workers who apply it. In practice, park and recreation employees who intend to apply pesticides must become certified pesticide applicators under the classification of “public agency applicators.” To become certified, employees must first be registered with state departments of agriculture, complete a training program, and then work under already certified applicators for a year. Maintaining certified status requires annual testing and annual recertification.

The burden for day-to-day employee safety mainly falls on the agency to practice safe storing and handling of herbicides and to provide safety training under individual certified applicators within agencies to train and monitor those working under their certification. This is a critical agency responsibility since the least trained and experienced applicators at park and rec agencies may often be those most at risk of exposure to harmful pesticides. One supervisor interviewed says that it can be difficult to ensure that all employees applying GBHs use all appropriate personal protection equipment when they are

Agencies looking for alternatives to GBHs are trying a variety of alternatives, including organic herbicides.

Grace Dietsch, a biologist at Five Rivers MetroParks in Dayton, Ohio, says that their horticulture team uses orange oil, a weed torch and horticultural-grade vinegar to kill weeds in landscape beds and indoor plant displays. Bakker says Seattle Parks and Recreation have tried horticultural-grade vinegar herbicides, but they are harsh on equipment and unpleasant for applicators due to the fumes.

Park and rec maintenance supervisors point out that weed control without glyphosate will be much more expensive, less effective and require greater commitments of staff time. Many also fear an inability to contain invasive weed species that are destroying native landscapes and crowding out native wildflowers essential to pollinators and ecosystem health. Most agree, however, that nothing beats using volunteers to pull up weeds manually in spot locations, but it depends on the number and willingness of your volunteers.

Weed control scientists are exploring promising new technology, which includes the use of drones to precise-

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Commit to a system-wide re-evaluation of your entire weed control and landscape maintenance program.

Develop an agency-wide or intergovernmental procedure to evaluate your current applications of glyphosate-based herbicides (GBHs) and alternative methods to control weeds in your park landscapes.

Review your internal safety training program, giving special attention to your protections for workers who apply GBHs. Perform spot inspections to improve your training program.

Look at alternatives to glyphosate and test safer, less toxic methods. These can include flame, hot foam, organic herbicides, manual and mechanical control, and, seriously, goats.

Evaluate the circumstances and occasions that you need to use glyphosate as a last resort and justify such uses.

Consult with peer agencies, such as public works and transportation departments, to evaluate alternative methods.

Look to the future. The time may come, sooner than you think, when your governing body, mayor or city council institutes a ban on the use of glyphosate. Are you prepared?

ly locate and map noxious weeds in fields, autonomous vehicles that can provide microdoses of herbicides in spot applications, electrocuting weeds with a zap of electricity and laser-pulse treatments on roadside weeds. None of these technologies, however, are ready to bring to scale yet.

Every agency takes pride in the appearance of its parks, and there are often high expectations by the public on what a “beautiful park” should look like. In a future without GBHs, there is no question that parks will look different, and our perceptions of what constitutes beauty will need to evolve. Managing expectations will be a challenge, but creating healthier, safer parks is a goal that the public and every park and recreation employee can support wholeheartedly.

Richard J. Dolesh (rdolesh@nrpa.org).

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Leading with

Courage

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Standing the heat, saying what needs to be said and doing what needs to be done

By Jamie Sabbach

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ack in my heyday, I spent the majority of my waking hours on softball diamonds. I was a ballplayer, a coach, a competitor. While coaching in college, I found myself immersed in the study of Sun Tzu’s “The Art of War” and other legendary books on the essence of leadership. In my role, I was determined to figure out how to be the best at what I did and believed that how I chose to lead (or not) would make or break our collective success as a team and speak to our character as human beings. What I did not know at the time, given my age and naiveté, was that the need to not only understand, but also exhibit real leadership would extend far beyond collegiate athletics and motivational quotes. During my 30-year career as a government employee and consultant, the critical need to challenge convention, ask tough questions, have difficult conversations and restrain from always telling people what they want to hear is what I have found to be the essence of leadership.

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COURAGEOUS LEADERSHIP

At the heart of leadership is the act of courage. Courage is the differentiator and the line in the sand between those who simply manage systems and those who lead. Leadership requires risk and going against the grain. Those who exhibit real leadership, act knowing that there is an opportunity for reformation and, ultimately, revolutionary change. And, these same people know that if they

Courage is the differentiator and the line in the sand between those who simply manage systems and those who lead. choose to sit on the sidelines, progress will not be made and conditions will not improve. When we think about those who challenged and demanded major societal change, the likes of Rosa Parks, Jackie Robinson and Cesar Chavez may come to mind.

They reacted and responded in bold ways that inspired, energized and influenced people. And, they put everything on the line to make a difference for the greater good.

Courageous leaders honor their “true north” — a set of ethical values that guide them when the pressure is on. They don’t avoid responsibility because they fear personal risk, failure or what people may think of them. They embrace knowing that they are taking a stand for something bigger than themselves. Their focus is not on being popular or criticized, but instead on an endgame and achieving a noble result. Essentially, they are driven by their “why” and are able to galvanize others around a common belief or purpose.

Leadership — What Is It Really?

From the philosopher and warrior 36 Parks & Recreation

Sun Tzu to today’s leadership gurus, like Simon Sinek, we have seen an evolution of theory and research around the topic of leadership. We exist in a day and age when “leadership teams,” “the leadership” and “leaders” are seemingly everywhere.

These labels become a complete contradiction when we continue to conflate management with leadership.

According to leadership contemporaries Ronald A. Heifetz and Marty Linsky, who have spent more than 30 years examining and teaching the practice of leadership at Harvard University’s John F. Kennedy School of Government, leadership today is: • the process of social influence that includes maximizing efforts for a common good • a choice, not a rank • something that requires courage and vulnerability • something that requires both inspiration and perspiration • the ability to disappoint people at a rate at which they can tolerate

Technical Issues vs. Adaptive Challenges Like all problems, unexpected crisis frequently includes both technical and adaptive parts. In any state of intense difficulty, levels of disequilibrium are high, and for this reason pressure results. It then becomes easy to see crises as technical issues with straightforward solutions that will quickly restore stability. In the book, “Leadership on the Line,” authors Linsky and Heifetz contend that many in positions of authority waste the opportunity that crisis presents because they respond to the expectation that order is swiftly restored — even when it means ignoring the adaptive challenge and cause of the crisis.

For example, when facing a budget reduction, many authority figures opt for the “salami cutter” way

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of cutting expenses (take an equal 10 percent from each division) or choose to “pluck low hanging fruit” rather than exhibiting true leadership and facing the more difficult strategic questions that should be addressed to limit future reductions and create a more self-sustaining system for the long haul. This could mean considering the alternatives and enhancing revenues, such as eliminating senior discounts if they no longer make sense. Exploring this adaptive challenge would require courageous conversations with conflicting values and strong emotions, and the appetite to do so.

The quick fix or standard operating procedure tends to be the default rather than strategic, mindful and thoughtful decision making — this would take time and leave people in a state of disequilibrium beyond what they might like.

It is suggested that the single most common source of organizational failure is treating adaptive challenges like technical issues.

Today’s Realities Require Leadership It’s easy to focus energy on the fun stuff that people like to talk about.

The latest program trends, ways to provide great customer service or steps to build a new facility are exciting topics of interest among staff, boards, councils and communities.

These are among the things that generate enthusiasm around innovation and satisfy customer interests and demands. While all are important organizational considerations, none require leadership.

I often use the phrase, “the first through the wall is always the bloodiest,” as a response when I hear someone ask the question: “Do you know any agencies that have done that before?” I find it unfortunate that there

is a tendency to wait for others to lead the way before considering doing what may be necessary to move the needle toward an improved condition.

Public parks and recreation (and, governmental services in general) has found itself at a critical crossroads and is profoundly impacted by a number of adaptive challenges that have the propensity to negatively affect communities all across the country if silence or inaction continue. If we look at just one of these challenges through a “lens of sense,” we begin to see not only the cause of the issue, but also the symptoms.

It is no secret that our country’s infrastructure is in a state of chaos and crisis. Across the United States, our common physical resources (bridges, dams, roads, water systems) are, in some cases, beyond repair, requiring complete replacement. America has an exorbitant amount of deteriorating infrastructure. According to recent estimates from the American Society of Civil Engineers (ASCE), it would take a $3.6 trillion investment today to stop the continuation of the current backlog.

If we take a closer look at the state of public parks and recreation, maintenance backlogs and deteriorating infrastructure are of concern across the country. This results from significant building and development when times were good with less attention given to how to pay for the necessary, ongoing maintenance that would ultimately be required to care for the asset over its lifespan.

The accumulation of vast amounts of maintenance backlog in the billions of dollars is now the new normal in the public sector. In some organizations, these backlogs are far beyond what can be addressed. All too often when funding projections are tallied for both development and maintenance, the tendency is to in

vest in building and delay identifying maintenance dollars for another time and on someone else’s watch.

Growth is exciting, but it breeds debt. Leadership is required to ensure that an organization can sustain and prosper far beyond the present.

Leading Change Adaptation is difficult. When plants and animals adapt, they naturally lose a part of their DNA, leaving a part of themselves behind to create space for something new. All organizations include cultural DNA and they too may need to let go of some aspect of themselves to make room for something new. The questions we have to ask ourselves include: (1) what do we keep? (2) what do we get rid of? and (3) what do we need that we currently do not have or what’s missing? What we don’t do enough is ask the question: Where are we now and what is affecting us?

When an organization has to change, people are going to be asked to give up something that is important to them. People do not inherently resist change as the common assumption goes — they resist loss. People want to be protected and validated, and not asked to give up what is comforting or familiar.

When leading change, it is important to understand that the resistance you receive is not a function of people not getting it. They likely get it.

They just may not like it.

This resistance is inevitable when an organization goes through significant change. You have to choose between keeping people happy and meeting their expectations or pushing beyond comfort zones and creating an improved reality. Choosing to reform and improve conditions, even when difficult, affirms your commit-

ment to the cause.

Many profess to be leaders. However, those who exhibit leadership do not call attention to themselves — they call attention to the cause. The collective cause of the park and recreation profession is a legacy of public lands and play for future generations.

This cause must be supported by a commitment of the masses to exhibit leadership and do the tough stuff. To pick up the can rather than kicking it

When leading change, it is important to understand that the resistance you receive is not a function of people not getting it. down the road. To focus on what is in the best interest of the common good.

When I reflect back to the days when I began reading “The Art of War” as a coach, I was not prepared to see that it was an ageless teaching of leadership. It embodied the fundamental message that it is always best to avoid creating a state of chaos and crisis in the first place. Being courageous enough to say what needs to be said and do what needs to be done is where we must begin.

To hear Sabbach talk more about leading with courage, tune in to the February bonus episode of Open Space Radio at openspaceradio.org or on your favorite podcast app.

Jamie Sabbach is President and CEO of 110% Inc. and Amilia Consulting USA (jamie.sabbach@110percent.net).

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NRPA UPDATE CPRP Test-Taking Tips

By Molly Sullivan

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hether you want to make a bigger impact on your community, keep your expertise fresh or improve your professional status, becoming a Certified Park and Recreation Professional (CPRP) will open the door to more and better opportunities. But, for some, even the thought of having to study and take the exam can be daunting. These testtaking tips will help you confidently prepare and reduce your anxiety: 1. Be prepared and create a study plan. Reviewing sections across multiple days will allow you to stay fresh and actively involved during the study process. Final cram sessions can add to your anxiety and do not create a long-lasting connection with the material.

2. Get a good night’s sleep. Being well-rested can help with your concentration and physical feel-

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ings of exhaustion can exacerbate your nerves.

3. Eat a nutritious meal prior to testing. Healthy foods that promote steady energy levels will help keep you focused. Feelings of hunger or tiredness after a sugar crash can distract test takers from the job at hand.

4. Plan to arrive early at the testing site to avoid feeling rushed and flustered when you arrive. Pre-

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pare the night before so you feel in control the day of the exam.

5. Take a deep breath! Focusing on and controlling your breathing can help quell physical feelings of anxiety.

6. Read carefully! Read each question fully and be sure to take the time to review each multiple-choice answer before selecting one.

7. Answer each question on the exam. Because your score is based on the number of correct questions answered (and not a percentage), any unanswered question is an automatic zero.

8. Watch the clock and pace yourself. You can flag questions on the exam you are not sure of and return to them before time is up.

9. Finally, be your own cheerleader! Have a positive mental attitude and remind yourself, “I can do this!”

Becoming a CPRP can bring endless opportunities to your career and the certification process does not have to be intimidating. Just ask the more than 6,000 CPRPs across the country who have successfully achieved the certification.

To receive a free online CPRP prep course, make sure you apply

by February 28, 2020. Learn more at nrpa.org/CPRP-VIP. – Molly Sullivan, Certification Manager at NRPA

NRPA Leaders to Keynote at 2020 Agents of Change Summit

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RPA President and CEO Kristine Stratton and former NRPA Board Member Neelay Bhatt are teaming up to deliver a compelling keynote address at the 2020 Agents of Change Summit, February 10–11, in San Diego, California. Stratton and Bhatt, who believe in the power of parks to transform lives, will highlight the important role of parks and recreation in helping address mental health challenges, such as depression and anxiety, and the critical role of parks and recreation in helping people of all ages combat the devastating effects of opioid addiction. To learn more about the summit, visit agentsofchangesummit.org.

Increasing Engagement with the NRPA Community Needs Assessment Resource

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ark and recreation agencies have a profound impact on the well-being of their residents. Therefore, it is vitally important to get community member feedback to inform future strategic planning decisions.

Community needs assessments are surveys that provide a sense of how your community currently engages with your agency, offer data on satisfaction with offerings and identify current needs and priorities. This combination of a satisfaction survey and an outline of priorities makes needs assessments a uniquely powerful feedback mechanism.

Needs assessments can be a daunting undertaking. Seeing the need for a practical, easy-toimplement tool, NRPA created the Community Needs Assessment resource — a four-step guide that will give your agency the information it needs to set clear goals for the survey, gain a high response rate from

your community and use the data to strengthen your agency: Step 1: Clarify Your Assessment Goals What exactly are you hoping to find out from your community? Achieving clarity on this front will ensure that your questions are focused where they need to be, and that you can get data that is relevant and useful to you and your organization.

Step 2: Create the Assessment This step will guide you through three key question categories that agencies use for these surveys: 1. Activation – How does your community currently use your facilities, parks and programming?

2. Satisfaction – How satisfied are community members with the services?

3. Needs – What are the community members’ present and future needs that your agency may or may not be meeting?

Step 3: Administer the Assessment One of the most important aspects of needs assessments is hearing from community members who are not already engaged with your agency. This step will help ensure you get a response that is representative of your community.

Step 4: Take Action on the Data This final step will help you sort out how to take action on shorterterm quick wins, while also planning how to make larger-scale changes that may take more time and resources.

Acting on relevant feedback builds trust and engagement with your agency, and strengthens the work you do for your community.

The NRPA Community Needs Assessment resource will help you do just that. You can find the resource at nrpa.org/CommunityNeeds Assessments.

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N R PA U P DAT E

Member Spotlight: Kara Kish, MPA, CPRE, CPSI

By Lindsay Collins

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ara Kish, MPA, CPRE, CPSI, grew up in Mentor, Ohio, before attending Indiana State University, where she earned a bachelor’s degree in recreation and sport management with a concentration in community recreation. Kish went on to attend Indiana University, Indianapolis, where she earned a Master of Public Affairs degree. She now serves as the director of Cincinnati Parks and is pursuing a Ph.D. at Indiana State University, where she serves as a lecturer for the university’s department of recreation and sport management. When asked about her background in parks and rec, she says, “I’ve never worked a single day outside of parks and rec. It is my passion. This is not just a job, it’s who I am as a human being.”

Parks & Recreation recently spoke with Kish to learn about how she has developed her career and to get her thoughts on mentorship in the field of parks and recreation.

Parks & Recreation: What role have mentors played in your career development?

Kara Kish: Early in my career, I was introduced to the Indiana Park and Recreation Association, where I first met professionals who were dedicated to serving the public and mastering their craft. I was able to see the industry at large, and I began to understand the professionalism that is brought to this field. In the beginning of my career, I served in various leadership roles, up to

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serving as president of the Indiana Park and Recreation Association in 2012. In 2010, I was introduced to NRPA through the Young Professional Fellowship. I was partnered with Detrick Stanford for the [mentorship part of the] fellowship, who was and continues to be a mentor in my career.

Meeting Detrick showed me the full extent of how a mentor can positively affect my motivation to excel as a professional. Throughout my career, through different opportunities, I have been paired with many mentors, both formally and informally. It all contributed to my professional journey.

P&R: How can individuals in leadership roles help develop the next generation of leaders for the field?

Kish: By being available. Not only seasoned leadership, but even young professionals have a role to play in mentorship. By making yourself available through formal mentorships or by following up with a young professional who you meet at a conference, you are giving back to the profession by connecting the chains of history to inspire the next

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generation. Every generation of leaders will be uniquely impacted by the needs and the circumstances of society, but there are lessons to be learned from those who have served in leadership roles.

P&R: What advice do you have for new people entering the field of parks and recreation?

Kish: Unabashedly, seek to be involved. Whether that’s participating in a conference call with the young professional network or volunteering for a leadership role, seek to be involved and try to make a difference. You will grow as a professional by being surrounded by other young professionals and distinguished professionals who are all working toward a common vision.

P&R: How do you maintain work/ life balance?

Kish: I think it’s critical that park and rec professionals practice what we preach, that we live up to our values of leisure and recreation in our personal lives, so that we can be at our personal best [and put that] back into our work to serve the community. For me, I am always looking for respite in the form of solitude. Even in the busiest urban parks, you can find a place to read, feel the wind on your cheek and listen to the birds in the trees.

Here in Cincinnati, Washington Park, a busy urban park, is my favorite spot to re-create myself and my emotional energies.

– Lindsay Collins, Associate Editor for Parks & Recreation magazine

2020 Park and Recreation 2020 NRPA Award Month Cover Contest Applications Due March 27

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t’s almost time for the 2020 Park and Recreation Month Cover Contest. This year, we’re looking for photos that show park and recreation professionals in action, while telling the story of the people who are making their communities better places. As we prepare to celebrate Park and Recreation Month in July, your submitted photo could be the one chosen as the cover of Parks & Recreation magazine’s July issue.

For more information, visit nrpa.org/July.

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RPA now is accepting applications for the Innovation Awards, Spotlight Awards, scholarships and fellowships. Applications also are being accepted for the National Gold Medal Award Program. Don’t miss out! Visit nrpa.org/Awards today to learn more.

Parks and Green Infrastructure for Health

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RPA is working to ensure that park and recreation professionals have the tools and knowledge to plan for and integrate green infrastructure into park projects to address climate impacts, improve community health conditions and advance equitable access to quality green spaces and parks across the country. Through the Parks and Green Infrastructure for Health initiative, we have conducted a literature review, landscape assessment and policy scan to understand the current research and policies that support and connect projects to public health outcomes, as well as the barriers and challenges park and recreation and other municipal staff encounter when advancing green infrastructure.

Our research confirms that green infrastructure is a widely used tool in communities to address stormwater concerns and meet stormwater regulations; however, there is a research, policy and knowledge gap in connecting green infrastructure to public health benefits beyond the applied broad environmental impacts on mental and physical health.

In October, NRPA hosted the Parks, Green Infrastructure and

Health Workshop (nrpa.org/GI HealthWorkshop) to address these gaps by bringing together parks, environmental, and health and equity experts to test messaging, draft creative policy action recommendations and identify key policy areas that need further exploration.

Some of the key priorities that rose to the top for participants include: • Direct funding for operations and maintenance at the local,

state and federal levels, including funding for evaluation, monitoring and adaptive management • Support for interagency cooperation and integration around funding and planning green infrastructure projects at the local level • Additional research around climate change, housing and anti-displacement policies, as they could be critical ways to advance green infrastructure in parks These priorities will inform the messages and policy recommendations shared in a Parks and Green Infrastructure for Health Communications Toolkit and Policy Action Framework, which are expected to be completed in summer 2020.

Visit the Parks and Green Infrastructure for Health website (nrpa. org/GIHealth) to learn more about the project and findings as well as to read the literature review, landscape assessment, policy scan and workshop summaries.

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N R PA U P DAT E

Background Screening — Protecting What Matters

Hot Topics NRPA Connect is an online network with more than 63,000 professionals who can answer your questions, share your challenges and discuss trending topics in the field. Check out what is being discussed this month: Player Requests for Youth Leagues – Currently in our youth sports leagues, we take practice-night requests, as well as any other request they may have (e.g., coach [a team], be [on a team] with another player, etc.). This has become a problem in some of our leagues, especially basketball, where teams are stacked due to all requests being met. What are some things you have done in your community in regard to requests? Do you limit them in any way?

Several NRPA members offered the following suggestions: One thing we have incorporated in the past couple years is adding a preseason skills assessment and a coaches draft following immediately after the skills assessment. With the draft, each team drafts players with a similar assessment score ratio. This has reduced the number of parent/player requests significantly.

We do a draft similar to what another member said, but also allow players to request to be on the same team as another player. The one catch with us is, you get one request, and the person you are requesting to be with must also request to be on your team. This lets legitimate requests go through for, say, carpooling reasons, but prevents 3 to 4 people from requesting to be together on the same team and stacking, like you said.

We had the same issue a couple seasons back, and I decided to cut requests all together other than either siblings playing together or, of course, coaches having their own child. We let parents know that as our league is recreational, it is best for us to be able to assign teams based on previous season analysis by coaches and staff (for returning players), and also host an assessment day for all incoming players, returning or new.

In my previous city, we allowed up to three players to be requested onto a team (head coach and two assistant coaches). The three player requests would be used as the first, second and third draft choices. We also ran a skills assessment and a draft with all of the coaches. To get around the players who did not show up because the coach told them, the blind draft would not occur until all players had been picked that were at the draft. We also provided all coaches a list of the registered players, along with [the] age of the player and skill set (years playing).

Log in to NRPA Connect today to share examples or to chime into the discussion!

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olunteers are an important part of running summer camps and programs. Are you screening them properly to make sure you’re keeping the community safe?

NRPA partnered with the Background Investigation Bureau (BIB) to help park and recreation agencies screen better. NRPA members will gain immediate peace of mind knowing that their volunteers and employees are being well-vetted using some of the most powerful and advanced background checks available.

BIB offers professional grade screens, inclusive pricing (no additional fees), self-pay options for employees and volunteers and credential ID cards. Now, there are two more reasons for NRPA members to trust BIB with helping to keep their communities safe: • Secure Volunteer is a web-based, turnkey platform for screening volunteers. Volunteers enter their data, removing paper forms from the process. Secure Volunteer manages volunteer screening details, facilitates the approval process, provides a professional grade screen and supplies approved volunteers with ID cards. Secure Volunteer is designed to help organizations screen better and quicker without sacrificing quality or breaking their budgets.

• AEGIS offers state-of-the-art technology designed to seamlessly provide you with the power to conduct background screening, manage volunteers, offer health screening services and more. This all-in-one modern application was built from years of research and discovering what our clients truly desired. AEGIS was created to be user-friendly, mobile compatible and unparalleled in the industry.

NRPA members receive exclusive pricing on BIB’s Secure Volunteer background screenings. For more information on BIB and how to take advantage of your discount, visit nrpa.org/BIB.

©MYLES MELLOR

Parks & Recreation Crossword

Across 1 Bees’ functions 8 Like the sun or a happy child’s face 10 Less polluted 11 Advertising medium for parks 16 Exist 17 24-hour period 18 For each one 19 Adult ____ games, new trend in parks 20 Is up in a Little League game 23 BBQ residue 25 Drug that led to a health crisis 28 Heart healthy cereal 30 New trend in games coming to parks, 2 words 34 Urban areas 35 Getaway destination 36 Become inoperational as an engine 37 Baseball score, abbr.

38 San Francisco ballplayer, briefly

Down 1 Associates in working together - they’re essential to getting parks’ messages out 2 Energy saving light bulb 3 ___ moment, 2 words 4 Murals and sculptures 5 Sea hawk 6 Indian garment 7 ____ markets, supplying healthy food 9 Vane direction 12 Candle stems 13 Luxuriant, as vegetation 14 Football score, abbr.

15 Water source 16 Speculate 18 Deep baked apple dish 21 Raise 22 Colorful promotion piece for parks 24 Basketball equipment 25 Away 26 On the Atlantic, say - 2 words 27 Yosemite campsite raider 29 ‘’Wheel of Fortune’’ buy, perhaps - 2 words 31 Tire pressure, abbr.

32 Managed 33 Source of solar energy

Complete the crossword, then visit www.nrpa.org/crossword to verify your answers and to enter a drawing to receive a prize. A winner will be randomly selected February 29, 2020.

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park essentials

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Music Play That Moves You PlayEnsemble integrates music into the playground with beautiful notes, engaging colors and so many opportunities to play and have fun while developing skills that transcend the playground. See how music can bring the best in play to your community! ®

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park essentials

NEW! NATURE SERIES Featuring nature inspired laser patterns Color coordinated 33 gallon liners Neutral powder coated finishes

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Greenfields Outdoor Fitness............................................................... 2, 3

Away with Geese...................................................................................... 44

Gyms for Dogs/Livin’ the Dog Life........................................................ 46

BCI Burke Playgrounds.......................................................................13, 44 Bright Idea Shops, LLC ........................................................................... 44 Columbia Cascade Company.................................................................. 23

Kay Park Recreation Company.............................................................. 46 Landscape Structures Inc.................................................................... 4, 5 Most Dependable Fountains...................................................................27

DOGIPOT........................................................................................................ 45 National Fitness Campaign.......................................................................9 Doty & Sons Concrete Products, Inc................................................... 44 DuMor............................................................................................................ 21 Easi-Set Buildings..................................................................................... 45

Pilot Rock/RJ Thomas Mfg. Co. ............................................................. 25

advertiser index

Aquatix by Landscape Structures........................................................... 7

Ropecamp.....................................................................................................47

ePACT Network...........................................................................................27

Shade Systems.......................................................................................C2, 1

Ex-Cell Kaiser.............................................................................................. 46

Toro Company............................................................................................. 19

Goldenteak/The Wood Carver, Inc. ...................................................... 46

UltraSite/PlayCore..................................................................................... C4

(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 ©2020 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: $46 a year in the U.S.; $56 elsewhere. Single copy price: $7. Library rate: $58 a year in the U.S.; $68 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

Exercising for the Environment

PHOTOGRAPH COURTE

SY OF JOHNSON CITY

PARKS AND RECREATION

PHOTOGRAPHS COURTESY OF MARCUS

HOPKINS/D.C. DEPARTMENT OF PARKS

AND RECREATION

If you are an eco-conscious runner, jogger or walker who has made an effort to clean up your favorite trails by picking up litter along your route, you may be part of a fitness movement that is bringing health not only to our bodies, but also to our planet. The activity, called “plogging,” originates from the term “jogging” and the Swedish term plocka upp, meaning “to pick up.” As the name indicates, the activity combines jogging with picking up litter to clean up trails, waterways and more. For participants, benefits of plogging include an additional sense of accomplishment from incorporating community service into a typically individualized workout. For communities, the benefits are cleaner pathways and public spaces, and engaged citizens who contribute to the health of their neighborhoods.

While it began in Sweden and its popularity grew through social media, the trend now is making its way to communities — often through park and recreation agencies — across the country. Park and rec professionals from Maine to Tennessee have begun organizing group plogging outings to bring these benefits to their communities. In 2018, the Washington, D.C. Parks and Recreation Department celebrated Earth Day with a plogging event that “[gave] residents a unique way to clean their neighborhoods” (https://tinyurl.com/wgdoj68). In Johnson City, Tennessee, community members were invited to “join a friendly [eight-week] challenge aimed at improving personal health while beautifying Johnson City” (https://tinyurl.com/ r5xwlje). And, on the South Portland, Maine, Facebook event page (facebook.com/events/158616901743233), its plogging outing is advertised as “a great way to break up your normal exercise routine by combining squats, lunges and weighted arms to your jog.”

Are you thinking about organizing a plogging event for your community? A new app, called Litterati (litterati.org), may be able to help. Users of the app photograph the litter they collect to track and document the impact they are making in their cleanup efforts. The app also provides a local challenge feature, where groups can create community-wide challenges to make the activity a shared experience. Within a “challenge,” the app tracks the progress of not only each individual, but also of the larger group. You can host a plogging event or create a plogging challenge in your community to get people outside, exercising and contributing to the health of their community.

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– Lindsay Collins, Associate Editor for Parks & Recreation magazine

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IMPACT YOUR CAREER, IMPACT YOUR COMMUNITY Do you want to open the door to bigger and better opportunities for your career and community? Demonstrate your commitment to parks and recreation by becoming a Certified Park and Recreation Professional (CPRP).

APPLY BY FEBRUARY 29 TO GET A FREE CPRP PREP COURSE (UP TO $250 VALUE)

Apply now at nrpa.org/CPRP-VIP

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