Parks & Recreation Magazine November by Creative By Design

N OV E M B E R 2021 N R PA .O RG

EYE ON RESEARCH

HOW DATA GUIDES INCLUSIVE PARK DESIGN, COMMUNITY ENGAGEMENT

Western Sculpture Park Spreads Its Wings 10 P&R Management Challenges

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contentsnovember 2021

PHOTO COURTESY OF DR. TAYLOR D. BUNN

volume 56 | number 11 | parksandrecreation.org

PlayGrand Adventures is a 10-acre, all-abilities playground in the heart of Grand Prairie, Texas.

FEATURES

34 PlayGrand Adventures Is Leveling the Playing Field Dr. Taylor D. Bunn

A study of all-abilities playground PlayGrand Adventures uncovers valuable data for inclusive park design, community engagement and fundraising.

Parks & Recreation

40 Infusing Art and Play Teresa Morrissey

In the historic Rondo neighborhood of Saint Paul, Minnesota, a new art-driven playground serves as a symbol of hope.

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44 Management Challenges in Park and Recreation Agencies

Dr. Larry Allen, Dr. Ellen Drogin Rodgers, Dr. Bob Barcelona, Marvin Billups, Bill Clevenger, Dr. Gary Ellis, Sara Hensley, Richard Horton and Dr. Lynn Jamieson

A survey conducted by the American Academy of Park and Recreation Administration’s Research for the Profession Committee identifies the primary challenges facing park and recreation managers.

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contents november

columns 6

departments 10 We Are Parks and Recreation It’s All About Play 10 A Journey to Accreditation and Excellence 12 Giving Tuesday: Join the Generosity Movement on November 30 13 AAPRA Honors 2021 Pugsley Medal Recipients 13 NRPA’s Brenda Camacho Named a DCA Live Non Profit CFO Star of 2021 13 Meet the 2021-2022 NRPA Board of Directors’ Executive Committee 14 Jack Kardys Leaves NRPA Board After Seven Years of Service 14 Park and Recreation Pioneer Leaves a Legacy in South Carolina 15 Member Benefit: Background Screening Best Practices 15

Perspectives Measuring the Value of Parks Michael P. Kelly

Editor’s Letter Research Presents the Bigger Picture Vitisia Paynich

18 Finance for the Field Who Is Responsible for Selecting the Interpretation of Equity That a Park and Recreation Department Adopts? John L. Crompton, Ph.D.

20 Advocacy Advocacy Makes a Difference, But Where Do We Start? Dan McCarthy and Melissa May

22 Health and Wellness Building Resilience in Your Community Jessica Livingston, M.Ed., CPTD, and Ainsley Worrell, M.S., CHES

16 Research Research Shows That Inequitable Access to Parks Remains a Barrier to Lifesaving Benefits Kevin Roth

17 Park Pulse People Value Trails Provided by Parks and Recreation

50 Operations Increasing Efficient Communication With Recreation Management Software Gloria Walker

24 Equity Public Accessibility for Transgender Populations Michael Clark, CPRP

26 Conservation Parks and Recreation and the South Atlantic Conservation Blueprint Alex Lamle

28 Law Review Ordinance Prohibits Public Female Toplessness James C. Kozlowski, J.D., Ph.D.

51 Park Essentials 55 Advertiser Index

Page 24

56 Park Bench When a Small Idea Glows Bright Matt Boggess

Cover image:

Photo courtesy of Dreamstime.com.

Parks & Recreation is printed using soy ink on at least 10 percent post-consumer recycled paper and is mailed in a wrap — only when required — that is plant based and certified compostable. If you are interested in helping us go even greener, email us at prmagazine@nrpa.org and ask to opt out of receiving the print magazine. Parks & Recreation is always available to read in an ezine format at ezine.nrpa.org.

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

Measuring the Value of Parks Many years ago, I was flying home through Midway Airport in Chicago. While waiting for my luggage, I picked up a tourism brochure about Chicago and flipped through the pages. What I remember was picture after picture of parks. It seemed that the tourism board knew parks have value and attract tourists and visitors, but I wondered how they knew. I returned to work and asked my staff, “What are we worth?” — meaning, what is the value of our parks? While the benefits of parks are mostly intuitive for residents and visitors alike, we sought a quantitative way to measure parks’ value. We partnered with the Civic Consulting Alliance, Global Economics Group and Roland Berger Strategy Consultants to objectively assess the impacts. The analysis of data showed that residential properties within two blocks of a park, or 43 percent of all residential properties in Chicago, experience on average 1.5 percent higher property values directly attributable to their proximity to a park. Additionally, the economic significance of events and tourism due to parks was estimated at between $1.2 billion and $1.4 billion each year, or 8 percent of the total tourist spend. Quantifying the value of our parks with research and data helps amplify our story of the importance of parks. Organizations like parks foundations or other advocacy groups continue to study the data and evaluate parks’ impacts. The Florida State Parks Foundation estimates 29 million people visit Florida state parks and trails annually, accounting for $2.6 billion in direct economic impact on local economies through the state. A Parks and Trails New York study estimated their state park system generates $5 billion in economic activity, creates 45,000 jobs and generates 21 percent of visitor spending from out-of-state visitors. These are staggering numbers supporting the need for, and value of, parks in our communities. NRPA regularly researches park impacts nationally. A recent study found local and regional public park agencies’ activities and spending in 2017 generated more than $166 billion in economic activity, boosting national gross domestic product by $87 billion and supporting more than 1.1 million jobs. More data and resources are available at nrpa.org/EconomicImpact. Research and evaluation of our work not only helps us tell our stories, but also bolsters efforts to increase park funding or park access in every community. I hope you are able to successfully make the case that our parks are valuable to residents and visitors alike. See you in a park!

MICHAEL P. KELLY Chair, NRPA Board of Directors

Parks & Recreation

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2377 Belmont Ridge Rd. | Ashburn, VA 20148 2 703.858.0784 | 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 Michael P. Kelly

Susie Kuruvilla Gurnee Park District Gurnee, Illinois

Chicago, Illinois

Joanna Lombard

Chair-elect Carolyn McKnight-Fredd, CPRP

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

Eagle Methods Management Consulting Dallas, Texas

Treasurer Xavier D. Urrutia Alamo Colleges District San Antonio, Texas

Secretary Joshua Medeiros, Ed.D., CPRE City of Bristol Parks and Recreation Bristol, Connecticut

At Large Nonet T. Sykes

Mollie Marsh-Heine Earthjustice Boulder, Colorado

Carolyn McKnight-Fredd, CPRP Eagle Methods Management Consulting Dallas, Texas

Joshua Medeiros, Ed.D., CPRE City of Bristol Parks and Recreation Bristol, Connecticut

Arnold L. Randall

Atlanta BeltLine, Inc. Atlanta, Georgia

Forest Preserve District of Cook County Chicago, Illinois

At Large Mike Abbaté, FASLA, LEED AP

Nonet T. Sykes

Abbaté Designs Portland, Oregon

Atlanta BeltLine, Inc. Atlanta, Georgia

Xavier D. Urrutia

President and CEO Kristine Stratton, Ex Officio

Alamo Colleges District San Antonio, Texas

National Recreation and Park Association Ashburn, Virginia

Lakita Watson, CPRP

BOARD OF DIRECTORS Michael Abbaté, FASLA, LEED AP

Greg A. Weitzel, M.S., CPRP

Abbaté Designs Portland, Oregon

Kathy Abbott Boston Harbor Now Boston, Massachusetts

Jesús Aguirre, CPRE Seattle Parks and Recreation Seattle, Washington

Rebecca Armstrong North Portland, Oregon

Jose Felix Diaz Ballard Partners Miami, Florida

Victor Dover Dover, Kohl & Partners Town Planning South Miami, Florida

Angelou Ezeilo Greening Youth Foundation Atlanta, Georgia

Richard Gulley

Richland County Recreation Commission Columbia, South Carolina City of Las Vegas Parks and Recreation Las Vegas, Nevada

Philip Wu, M.D. (Retired) Kaiser Permanente Northwest Region Portland, Oregon

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LIFE TRUSTEES Beverly D. Chrisman Lexington, South Carolina

Anne S. Close Fort Mill, South Carolina

James H. Evans New York, New York

Rosemary Hall Evans Sugar Hill, New Hampshire

Earl T. Groves Gastonia, North Carolina

Charles E. Hartsoe, Ph.D. Richmond, Virginia

Harry G. Haskell, Jr. Chadds Ford, Pennsylvania

San Diego Parks and Recreation San Diego, California

Kathryn A. Porter

Monica Hobbs Vinluan

Perry J. Segura

Robert Wood Johnson Foundation Ashburn, Virginia

New Iberia, Louisiana

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Michael P. Kelly

Round Hill, Virginia

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EDITOR’S LET TER

Research Presents the Bigger Picture In just about every industry, companies and organizations rely on research and evaluation as a roadmap for developing new products, allocating advertising dollars, and deciding what markets merit investment. Park and recreation leaders know the importance of research, especially when it comes to providing elected officials and potential corporate partners with critical data on communities that need adequate funding for park and recreation projects. What’s more, research presents the bigger picture — enabling us to make more informed decisions and provide greater context to the stories we tell. In this month’s cover story, “PlayGrand Adventures Is Leveling the Playing Field,” on page 34, author Dr. Taylor D. Bunn offers a look at the big picture through her study of an all-abilities park located in Grand Prairie, Texas. She writes, “Through an online questionnaire, semi-structured interviews and playground observations, I uncovered information that will help PlayGrand Adventures and other all-abilities playgrounds respond to community needs, raise funds for development and sustainment, and design spaces where everyone can play together regardless of ability level.” Research through community engagement proved quite valuable to the transformation of Western Sculpture Park in St. Paul, Minnesota. In the feature article, “Infusing Art and Play,” on page 40, Teresa Morrissey, NRPA’s park access program manager offers a bird’s eye view of this park project, particularly its 26-year-old play area that needed a long overdue renovation. In fact, the city collaborated with Public Art Saint Paul to develop the “Birds at Play” theme for the play area. “The community engagement efforts really led to building something useful for our community,” explains Bianca Paz, project manager and landscape designer for Saint Paul Parks and Recreation. “Our community members are proud of this space, of their local backyard.” Next, the American Academy of Park and Recreation Administration’s Research for the Profession Committee shares helpful management strategies in the feature story, “Management Challenges in Parks and Recreation Agencies,” on page 44. Using thematic analysis, the article’s contributors identify 10 key themes of concern for park and recreation agency leaders. Lastly, the NRPA Research team publishes a plethora of research studies and resource tools throughout the year to assist members in nearly every facet of the field of parks and recreation. I highly encourage you to check out NRPA’s Research section at nrpa.org/Research. After all, we all benefit from seeing the bigger picture.

VITISIA “VI” PAYNICH Executive Editor Director, Print and Online Content

Parks & Recreation

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PRESIDENT AND CEO Kristine Stratton VICE PRESIDENT OF COMMUNICATIONS AND CHIEF MARKETING OFFICER Gina Mullins-Cohen gcohen@nrpa.org EXECUTIVE EDITOR AND DIRECTOR OF PRINT AND ONLINE CONTENT Vitisia Paynich vpaynich@nrpa.org ASSOCIATE EDITOR AND WRITER Lindsay Hogeboom lhogeboom@nrpa.org MANAGER OF ONLINE CONTENT Jennifer Fulcher-Nguyen jnguyen@nrpa.org PUBLICATION DESIGN Kim Mabon/Creative By Design CreativeByDesign.net SENIOR CORPORATE DEVELOPMENT OFFICER Michelle Dellner 949.248.1057 mdellner@nrpa.org DEVELOPMENT COORDINATOR Melissa Hunter 703.858.2199 mhunter@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 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 Ronnetta Spalding Anne-Marie Spencer Stephen Springs

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WE ARE PARKS AND RECREATION It’s All About Play By Cicely Enright

lay is children’s work, and playgrounds are their workplace — a place where they can learn and develop coordination, cooperation, imagination and more. In the ever-evolving marketplace, playground equipment is designed to encourage various activities, as well as to reflect a certain look. Alongside this evolution, the Consumer Safety Performance Specification for Playground Equipment for Public Use (F1487) has supported children’s safety at play for almost 30 years. A subcommittee in the consumer products committee (F15) oversees the F1487 playground standard and takes the approach of furthering safety without limiting design.

“Instead of focusing strictly on design criteria, we look at the hazards associated with each type of equipment,” says Lloyd Reese, vice president of technical product management at PlayCore. Reese works on the subcommittee on playground equipment for public use (F15.29) as well as the subcommittee on playground surfacing systems (F08.63), which oversees standards for surfaces around playgrounds. Now, a revision of the F1487 playground standard has been completed that references additional surfacing standards.

The Revision The F15.29 subcommittee numbers more than 250 stakeholders — manufacturers, playground organizations, labs, academia, government agencies and others — who completed the F1487 revision this past spring. Kenneth Kutska, executive director at the International Playground Safety Institute, LLC, and chair of F15.29, offers his expert insight. Of the new F1487, he says, “These revisions help clarify changes occurring internationally within the industry. Most significantly, this

version addresses performance requirements related to new equipment types introduced in the marketplace that are not covered in the existing standard.” Julie Boland, F15 member and NRPA vice president of membership and certification, adds, “All of these changes will help to provide today’s youth with accessible, safe and challenging play environments.” Kutska notes that the F1487 changes begin with the standard’s scope: “There was a basic change in the scope to clarify and alert the users of the standard that ‘clearance and use zone’ requirements related to the playground equipment and its relationship to the protective surfacing and three-dimensional space around the equipment is considered within the standard.” One newly expanded section of F1487 addresses both fixed and flexible track/trolley rides, which can have seats or a handlebar. The standard includes factors, such as speed and potential impact hazards, by addressing clearance and use zones throughout the path or travel of a suspended seat. “Getting these new requirements in this revision was important because it had gotten to the point where we were seeing many different types of these in the field,” Reese says. Kutska adds, “We also added a better explanation of what the manufacturer, designer and/or owner needs to do to verify that the playground equipment and its protective surfacing use zones comply with the minimum performance requirements of this standard.” According to the standard, the verification shall be in writing by The F1487 playground standard is about keeping children safe and engaged in play.

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a qualified person and be kept as part of the owner’s documentation papers required by the standard. In allowing for designer/manufacturer innovation and appropriate documentation, a new appendix addresses how a hazard identification and risk/benefit assessment process might be done. The appendix gives guidance and examples about how to complete this process along with information related to recommended maintenance practices for the functional life of the equipment and/or protective surfacing. New sections have been added about equipment installation and maintenance that clarify the responsibilities of all those involved. The standard now indicates that installers need to have a qualified person put in writing that the work has been done according to the owner’s/manufacturer’s instructions, plans and specifications. Boland summarizes: “The F148721 standard revisions help to provide clarity and accuracy to terms, references and responsibilities. These modifications are meant to ensure that the scope is inclusive of clearance and use zones for the safety of users; to reflect new findings related to equipment and safety; and to assist users with hazard identification and risk/benefit assessments through a new appendix.”

Supporting Safer Play The revised standard covers the equipment itself, and it references standards for the surfaces around a playground that are integral to the entire system. Standards from the F08.63 subcommittee, part of the committee on sports equipment, playing surfaces and facilities (F08) provide further guidance on this component.

Last year, the F08 committee completed various changes primarily related to F1292 (the specification for impact attenuation of surfacing materials within the use zone of playground equipment). These changes addressed the performance requirements for playground protective surfacing. The committee also developed a new standard (F3313) for field testing protective surfacing for impact attenuation performance to surfaces installed around a playground, now referenced in F1487. The test method for determining impact attenuation of playground surfaces within the use zone of playground equipment as tested in the field (F3313) provides a uniform means to quantify how a surface responds to an impact from a falling object. That data guides the estimation of the relative risk of a head injury in children ages 2 to 12 due to a fall. This test provides the ability to compare surface impact attenuation to the results of the threetemperature laboratory test found in F1292. Another added standard (F3351) is a specified fall height laboratory test. This impact test allows for reporting head injury criteria (HIC) and g-max (or the impact attenuation of a surface) at specified heights lower than the critical fall height. The critical fall height is the maximum fall height from which a lifethreatening head injury would not be expected to occur, which is still based on the maximum impact threshold of 200 g and 1000 HIC. Together, these standards support safer play.

Standards in Practice Boland notes, “The ASTM F1487 standard is a critical component for our Certified Playground Safety Inspector and Playground Mainte-

nance course, but most important, it is necessary for the safety of today’s youth who will be enjoying those very playgrounds.” That training covers hazard identification, equipment specifications, surfacing requirements and risk management. “NRPA uses this standard along with other standards and the [U.S. Consumer Product Safety Commission] Handbook to certify playground safety inspectors,” Kutska adds. “They have been doing this for over 25 years and have trained approaching 100,000 participants.” “Standards such as these are necessary to ensure that children are able to safely develop their physical, intellectual, social and emotional skills through play on playgrounds,” Boland says. “The revision of standards such as F1487 is necessary to ensure they remain relevant and current in the ever-changing world of playground equipment education, development and innovation.” The ASTM groups responsible for these standards continue to refine them as needed.

Take Part in the Discussion Organizations that develop safety standards play a vital role in identifying opportunities for facility and product improvement — but your voice also is needed in the discussion. NRPA has represented our constituents at many of these meetings, but has found there is a need for more voices to be at the table. Take part in the discussion by joining the NRPA Park and Facilities Safety Standards Network on NRPA Connect (connect. nrpa.org). Cicely Enright is Associate Editor for ASTM International (cenright@astm.org).

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W E A R E P A R K S A N D R E C R E AT I O N

A Journey to Accreditation and Excellence By Nancy McCormick

ccording to the 2020 U.S. Census, the population in Loudoun County, Virginia, grew 35 percent since the previous census and projections indicate the region will continue to see exponential growth in the coming years. The Loudoun County Department of Parks, Recreation and Community Services (PRCS) maintains 17 centers, four historic sites, a performing and visual arts center, 127 athletic fields, 3,100 acres of parks and open space, 60 miles of trails, and delivers more than 11,000 activities each year. Staff strive to provide outstanding programs and services for people of all ages, spanning a diverse range of topics and activities to promote the best possible quality of life for residents and visitors. PRCS Director Steve Torpy saw the journey toward accreditation from NRPA’s Commission for Accreditation of Park and Recreation Agencies (CAPRA) as an opportunity to reinforce the department’s foundation, keep projects mission focused, and guide staff to develop excellent programs and services for the community. “At PRCS, we continually strive

PHOTO COURTESY OF LOUDOUN COUNTY DEPARTMENT OF PARKS, RECREATION AND COMMUNITY SERVICES

Achieving CAPRA accreditation is a way for agencies to demonstrate that their staff provide the community with the highest level of service.

Parks & Recreation

for excellence in all of our endeavors,” says Torpy. “Achieving and maintaining CAPRA accreditation confirms we are catching excellence and serves as a foundation for creating the best possible community through people, parks and programs for years to come.” Maximizing staff involvement was a high priority throughout the process of working toward national accreditation. Whether it was writing narratives for the selfassessment, developing various plans or updating policy, staff from all levels were invited to participate. “We want best practices to form the core of the department’s culture,” says Accreditation Coordinator Nicole Falceto. “Putting a priority on an inclusive process also meant we could offer unique opportunities for professional development to our team members.” From the beginning, the department implemented key components to organize a self-assessment and used technology to improve the visitor’s experience. Staff started by identifying standards that required the assistance of other Loudoun County agencies and began work-

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ing on these standards early in the process. The department also appointed a single person to act as project manager and assist staff to create narratives, collect evidence of compliance, and keep major projects on task and on time. Team members challenged themselves to find new digital methods of managing and sharing documentation. When the coronavirus (COVID-19) forced CAPRA visits to a virtual format, staff jumped into action to create video tours for the Site Visit Team. The videos allowed the Visit Team to see PRCS facilities and get to know the PRCS family. It is important to recognize that accomplishments are rarely achieved in a vacuum. PRCS sent staff to learn about the accreditation process from educational sessions led by other agencies at the NRPA Annual Conference and the Virginia Recreation and Park Society Annual Conference. These sessions provided valuable insights into what other agencies learned throughout their accreditation process. “I could not be prouder of the efforts by PRCS staff in achieving excellence in everything that we do,” says Torpy. “But earning national accreditation is merely the beginning. We will continue to check our foundation against best practices outlined in the CAPRA standards and share our experience with agencies in hopes of helping others achieve national accreditation in the future.” Nancy McCormick is Communications Specialist for Loudoun County Public Affairs and Communications.

Giving Tuesday: Join the Generosity Movement on November 30

e are in the season of thanks. Despite the challenges and tragedies of the past year, many of us have much to be thankful for. Whether it’s family, health or a job, 2021 has given us the opportunity to take stock of what really matters.

One thing that matters is the role parks and recreation continues to play in getting us through the evolving pandemic. Now, it is nearly impossible to imagine life without parks and recreation. Never before has the profession’s contribution to our mental, physical and emotional health been more evident. What we once took for granted, we now know is fundamental and essential. During this season of thanks, show your appreciation and celebrate the role of parks and recreation and the thousands of professionals and volunteers who make it happen by making a donation to

NRPA on Giving Tuesday, which takes place November 30. Giving Tuesday is an important day during which millions of people express their love for the causes they hold dear. You, too, can join them and express your passion and love for parks and recreation. Whether you gift a one-time contribution, set up a monthly donation, give through your Donor Advised Fund, make a gift of appreciated stock or a legacy gift, you can help ensure that we have vibrant parks and recreation. What’s more, your generous offering will provide our professionals with the

AAPRA Honors 2021 Pugsley Medal Recipients

n September 15, two prominent Illinois local park and conservation leaders and a leader in the National Park Service — Elizabeth S. Kessler, executive director of the McHenry County Conservation District, Illinois; Arnold Randall, general superintendent of the Forest Preserves of Cook County, Illinois, and NRPA board member; and John J. Reynolds, former National Park Service employee

— received the American Academy for Park and Recreation Administration’s (AAPRA) Cornelius Amory Pugsley Medal. The Pugsley Medals are prestigious awards that recognize outstanding contributions to the promotion and development of public parks and conservation in the United States. To learn more about AARPA’s Cornelius Amory Pugsley Medal, visit tinyurl.com/ 2fzmdmpj.

support they need to serve millions of users and participants who are adapting to the changing pandemic and recovering in the aftermath. In 2020, 35 million individuals donated on Giving Tuesday. This year, don’t be left out. Stand out and join the global generosity movement by making a donation in support of NRPA’s work to elevate the role of parks and recreation; prepare the professional for the future; and create more healthy, resilient and inclusive communities through parks and recreation. On November 30, make your gift by visiting nrpa.org/Donate or by contacting us at development@ nrpa.org or 703.858.2163. We would be happy to discuss the many ways you can support NRPA’s work and parks and recreation.

NRPA’s Brenda Camacho Named a DCA Live Non Profit CFO Star of 2021

RPA is proud to share that Vice President of Operations and Chief Financial Officer (CFO) Brenda Camacho has been named one of DCA Live’s Non Profit CFO Stars of 2021. This recognition honors CFOs in the Washington, D.C., area who have made extraordinary contributions to the growth and health of their organizations over the past 12 months

in this challenging health and economic environment.

Brenda Camacho

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Parks & Recreation

W E A R E P A R K S A N D R E C R E AT I O N

Meet the 2021-2022 NRPA Board of Directors’ Executive Committee

ach year, during the 2021 NRPA Annual Conference, the NRPA Board of Directors meets not only to welcome its incoming class of board members, but also to inaugurate a new group of Executive Committee members. We are excited to introduce the 2021-2022 NRPA Board of Directors officers.

Chair-Elect Carolyn McKnight-Fredd, CPRP, has been named chair-elect. McKnight-Fredd retired from her role as superintendent for recreation and park commission for the Parish of East Baton Rouge (BREC) in

2019 and has since founded Eagle Methods Management Consulting in Dallas. She has served as a board member since 2017.

Treasurer Xavier D. Urrutia, chief of staff to the chancellor for the Alamo Colleges District in San Antonio, Texas, will serve as treasurer during the 2021-2022 term. Urrutia has been a board member since 2017.

Secretary Dr. Joshua Medeiros, Ed.D., CPRE, superintendent of parks, recreation, youth and communi-

Jack Kardys Leaves NRPA Board After Seven Years of Service

fter seven years of dedicated service, Jack Kardys has finished his tenure as a member of the NRPA Board of Directors. Kardys’ time as a board member is marked with numerous com-

Jack Kardys 14

Parks & Recreation

mitments and accomplishments, including service on the executive committee as secretary from 2016 to 2017, chair-elect from 2017 to 2018, chair from 2018 to 2020, and past chair from 2020 to 2021. Kardys also served on the Governance Committee; Public Policy Committee, including as chair from 2016 to 2017; Diversity Committee; and was involved in Park Champions™. For nearly four decades, Kardys dedicated his career to public service, including 35 years with MiamiDade Parks, Recreation and Open Spaces (MDPROS), a Commission for Accreditation of Park and Recreation Agencies-accredited and Gold Medal Award-winning agency. In 2007, Kardys became the director of MDPROS, a posi-

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ty services for the City of Bristol, Connecticut, has been elected to the position of secretary. Medeiros has served as a board member since 2018.

At-Large Nonet T. Sykes, chief equity and inclusion officer for the Atlanta BeltLine, Inc., and Mike Abbaté, FASLA, LEED AP, principal of Abbaté Designs based in Portland, Oregon, have both been appointed to at-large positions on the Executive Committee. Sykes and Abbaté have both served on the NRPA board since 2017. To learn more about the individuals joining the 2021-2022 NRPA Board of Directors’ Executive Committee, visit tinyurl.com/ ypevbedh.

tion from which he retired in 2017. Under his leadership, MDPROS earned two Florida Governor’s Sterling Awards and the Florida Recreation and Park Association (FRPA) Agency Excellence Award. Today, he serves as president of J. Kardys Strategies. Throughout his career, Kardys has received several notable accolades, including the NRPA R.O.S.E., FRPA Distinguished Service and American Society for Public Administration Administrator of the Year awards. In a February 2020 column for Parks & Recreation magazine (tinyurl.com/4jj8684u), Kardys wrote, “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.” NRPA thanks Kardys for being a true leader and advancing the field of parks and recreation.

Park and Recreation Pioneer Leaves a Legacy in South Carolina

he field lost a pioneer park and recreation leader with the passing of Anne Springs Close in August 2021. Close, a noted conservationist and philanthropist, was a past chair of the NRPA Board of Directors and a NRPA Life Trustee. Jodie Adams, another past member of the NRPA Board of Directors, first met Close when first considering joining the board. “She was a tremendous role model for our field’s practitioners and citizens who served on their local park boards/commissions,” Adams says. Close was the daughter of Elliott Springs, a decorated World War I pilot, author and successful businessman. After college, she would return to her hometown and live on

her family’s property, close to the South Carolina border with North Carolina. Out of her family’s business ventures came the Springs Close Foundation and Leroy Springs and Company, Inc. Close stepped up as chair of the board for both organizations, expanding her father’s efforts to provide park and recreation opportunities to communities by donating money to projects designed to improve the lives of local people, according to her biography by The American Academy for Park and Recreation Administration (tinyurl. com/27epurm3). As development around Charlotte, North Carolina, encroached on her family’s property, Close

reached out to The Nature Conservancy and a planner for greenways to develop a land-use plan that would place 2,100 acres of the property in a conservancy while retaining 4,000 acres for development, according to her Legacy obituary (tinyurl.com/srmsw6h). The Anne Springs Close Greenway, which opened in 1995, stands as a natural buffer to urban sprawl, giving those in the nearby communities a place for outdoor recreational activities. “Anne made a great positive impact on all who knew her, as well as all who have benefited from her efforts on connecting people through trails for all,” says Fran Mainella, past member of the NRPA Board of Directors. For more information about Close’s inspirational life, visit nrpa. org/InMemoriam.

Member Benefit: Background Screening Best Practices

ackground Investigation Bureau (BIB) and NRPA’s partnership helps park and recreation agencies conduct better background screenings. Here are a few things to keep in mind to help prevent risk:

What is your background check costing you? Not all background checks are the same. The best approach is to ask, “Are we getting the best quality screen for a fair price?”

How healthy is your data? Most information received by states is through county records. Ideally, the information would be correct and complete; however, in many cases, the records are either missing

data or inaccurate. You’ll need to assess what screening methods you are using to get the best data from every state relevant to your applicants.

Are you getting the full story? When records are missing or pertinent information from a record is lost, such as final dispositions, it becomes challenging to make effective hiring decisions. Making sure you’re receiving the best data possible from as many sources as possible ensures you’re getting the full story.

What is the turnaround time? While the majority of quality background checks are completed in less than 72 hours, most delays experienced are related to jurisdic-

tions being searched. For example, a court runner is physically going to a courthouse. While this is a highly effective process, it can lead to longer turnaround times because of court access hours, staff or technology available. It’s important for you to know of any jurisdictions you may be accessing regularly that could cause common delays. If you would like more information on how your agency can develop the best background screening methodology, visit bib.com. NRPA members will gain immediate peace of mind knowing that your volunteers and employees are well-vetted using some of the most powerful and advanced background checks available.

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Parks & Recreation

RESEARCH Research Shows That Inequitable Access to Parks Remains a Barrier to Lifesaving Benefits By Kevin Roth

“

ecause everyone deserves a great park” is not only NRPA’s tagline, but also a statement that represents the mission for public parks and recreation. Unfortunately, many communities have not been entirely successful in delivering on this mission. The 2021 NRPA Engagement With Parks Report (nrpa.org/Engagement) finds that 29 percent of U.S. residents — nearly 100 million people — do not live within a walkable distance of at least one local park or other recreation amenity. People are more likely to be park users if they live near one. Sixty-five percent of 2021 Engagement With Parks Report survey respondents who live within walking distance of at least one park or recreation opportunity had been park and recreation users within a month of taking the survey. However, only 36 percent of respondents not living within a walkable distance did the same. People living near park and recreation infrastructure use these resources twice as much as others. Every person has a unique, personal relationship with parks and recreation. For one person, parks and recreation may be the local trail. For another person, parks and recreation is where their children make new friends or play sports. For others, parks and recreation is the place for continued learning and giving back to the community. But inequitable access has deprived many people of parks and recreation’s many lifesaving and lifeenhancing benefits. Further compounding this disparity is when segments of the community find a dearth of park and recreation programming and amenities. This gap in amenities and services has a long history in this nation. I encourage you to review

Parks & Recreation

our Equity in Parks and Recreation: A Historical Perspective story map at nrpa.org/Equity to learn more.

The Public Wants Equitable Parks and Recreation People agree that equity is a crucial mission of parks and recreation. Six out of seven respondents to the 2021 NRPA Engagement With Parks Report survey agree that the NRPA equity pillar is an important goal they want their local park and recreation agency to have. Sixty-nine percent of people say that equity should be a “very important” part of their local agency’s mission. Respondents from various backgrounds want park and recreation professionals and agencies to strive for greater equity. Similarly, people want the government to provide the financial resources that narrow the inequities hampering parks and recreation. Eighty-seven percent of respondents to this survey want their local and state governments to sufficiently fund local park and recreation agencies to ensure that every community member has equitable access to amenities, infrastructure and programming. Support for government spending to narrow park and recreation inequities crosses every

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segment of the U.S. populace. This includes political divisions with firm support among people who identify as Democrats, Republicans and independents at 91 percent, 85 percent and 86 percent, respectively. Narrowing park and recreation’s equity gap will not happen overnight. Dr. John L. Crompton noted in his October “Finance for the Field” column (tinyurl.com/k559b7us) that there are many challenges that communities must overcome to ensure greater park and recreation equity. Today, many agencies face great difficulty securing sufficient funding to deliver current services, a problem further exasperated by the coronavirus (COVID-19) pandemic. This problem is particularly acute in cities, towns and counties with slow growing (or contracting) tax bases and rising demands for government services. The field must develop innovative and sustainable funding models that promote greater equity in the delivery of park and recreation offerings. The journey to greater equity will be a long one. But do not mistake the length of this journey with a lack of urgency. Narrowing the equity gaps will result from the hard work and dedication of park and recreation professionals and advocates collaborating with community partners and political leaders. Everyone deserves a great park. Are you ready to lead these efforts in your community? Kevin Roth is NRPA Vice President of Research, Evaluation and Technology (kroth@nrpa.org).

NRPA PARK PULSE People Value Trails Provided by Parks and Recreation

3 in 4 U.S. adults want public walking, hiking and biking trails close to home.

Nearly half of all adults say access to these trails is extremely or very important. Millennials and residents of the western region of the United States are among those most likely to value trail access near their homes.

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.

FINANCE FOR FIELD FINANCE FORTHE THE FIELD Who Is Responsible for Selecting the Interpretation of Equity That a Park and Recreation Department Adopts? By John L. Crompton, Ph.D.

he “textbook” model of local government suggests the fair (equitable) way to allocate park and recreation services is: (1) to embrace the interpretation articulated by a majority of residents; who (2) influence their elected representatives; who (3) direct administrators to make decision-rules that implement policy; that (4) agency personnel follow in order to carry out policy. The diagram below illustrates this premise. This process is not followed in many communities in the context of equity, where the reality is that inertia prevails. Historical and cultural routines are challenged and perceived to be unfair only when a group of residents believe it is their “ox that is being gored.” In the past, residents’ input in deciding how equity should be interpreted has not been solicited because the need to explicitly address the different interpretations of equity, the nuances of its interpretations, and a lack of consciousness of its pervasive influence in service delivery decisions have not been recognized by park and recre-

Council City Manager Department Heads Operations Managers Face-to-Face Services Staﬀ Community 18

Parks & Recreation

ation directors and managers as a relevant concern. However, this is changing with the advent of social media, increases in the numbers of activist groups, and a reaffirmation that the essence of marketing is a commitment that park and recreation services be resident driven.

Responsible Parties The prevailing patterns of park and recreation services will be the result of actions from three sets of actors: elected officials, park and recreation administrators and front-line staff. Elected Officials – The policy role of elected officials is primarily enacted through their budgetary decisions. Equity is strongly influenced by the amount of funding allocated to specific services. It is likely to impact the types and locations of services or facilities offered, and their capacity, scope and range. Their impact on equity is likely to be particularly dominant in decisions relating to large capitalintensive projects. Administrators – Typically, elected officials define generic needs in a community and then ask staff to allocate services to meet those needs. This cedes considerable discretion to the city manager and park and

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recreation administrators. The discretion may reflect residents’ recognition that park and recreation managers are committed public servants striving to achieve the public good who possess the professional competence to do it well. The discretion is exercised through the decision rules they formulate in response to, or in the absence of, policy directives provided primarily through the budget. Front-Line Staff – Many decision rules are viewed by managers as guidelines, recognizing that they must be written to embrace a wide range of contingencies. This means that front-line staff who interact directly with participants may be the policymakers in their respective work areas because they have discretion in interpreting the decision rules. A consensus on the interpretation of equity among these three groups and on the decision rules and procedures used to operationalize the agreed interpretation is essential. Without it, the allocation pattern of resources is unlikely to be coherent. However, achieving the required degree of commitment to a given policy is a difficult task. Equity reflects values, which are deeply felt. These are residual in the sense that staff bring them to the job. The only way to establish congruency among the various actors in a city’s delivery system is to hire people whose values are consonant with, or at least tolerant of, the majority of residents and city

council members from the outset. A colleague and I surveyed a probability sample of 833 Texans and asked questions designed to ascertain which interpretation of equity they most supported for allocating park and recreation funds in their communities. Threequarters of them opted for allocating resources equally across all areas. A similar response was forthcoming when the same series of questions were posed to 64 Texas city park and recreation directors. In our discussion, we suggested residents’ responses perhaps reflected America’s traditional egalitarian ethos, while the directors’ responses may have reflected a desire for a noncontroversial stance that is

the safest path through the political minefield of equity options. Certainly, the consensus among citizens for this option provides directors with justification for their pragmatic response, because it is consistent with that of their constituents. However, it is possible many respondents did not realize that equality of inputs is not a commitment to egalitarianism (i.e., fairness) if the existing facilities, services and equipment that those inputs are intended to sustain historically have been inequitably allocated. This is a complex idea to communicate and the probability of a lack of understanding illustrates the challenge of agreeing upon an interpretation of equity. However, the starting point for

developing an equity roadmap is to explicitly recognize different interpretations of equity, their different operationalizations and their different measures. A few years ago, a colleague, Stephanie West, and I developed an instrument and established its validity and reliability to measure citizens’ equity preferences among the various interpretations of equity. This can be found at tiny url.com/hnzjr2tu on page 53. In an ideal world, this would form the basis for an equity roadmap. John L. Crompton, Ph.D., is a University Distinguished Professor, Regents Professor and Presidential Professor for Teaching Excellence in the Department of Recreation, Park and Tourism Sciences at Texas A&M University and an elected Councilmember for the City of College Station (jcrompton@tamu.edu).

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Parks & Recreation

ADVOCACY

Park and recreation agency leaders recognize the importance of advocating to all levels of government for greater and more sustainable funding.

Advocacy Makes a Difference, But Where Do We Start? By Dan McCarthy and Melissa May

e know that as leaders in their respective communities, park and recreation professionals hold tremendous power and wield the ability to impact public policy and budgets. NRPA works to foster and support this important work by providing relevant information, salient resources, and additional expertise and capacity to our members. NRPA’s continued survey work provides one of the best ways to learn about the public policy and advocacy needs of our members. As such, this past summer, we surveyed our members to gauge their views on advocacy, their capacity to advocate and the ways NRPA can support their advocacy work. Here is what we learned:

Key Takeaways It’s clear that park and recreation agency leaders recognize the importance of advocating to all levels of government for greater and more sustainable funding, though many consider their efforts only moderately successful. Unsurprisingly, agency leaders view their relationships with local government officials as much 20 Parks & Recreation

more productive than those with state or federal officials. Whether it is through site visits to tour agency facilities, ribbon-cutting ceremonies, municipal meetings or other public engagement activities, park and recreation professionals have forged strong ties with their local government officials and constituents. Given the capacity of many park

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and recreation agencies, it often falls to the agency directors to be the main or sole advocacy resource. This lack of dedicated advocacy staff limits how much an agency can focus on these efforts during the week. No stranger to having more work than hours in the day, park and recreation professionals regularly partner with community groups, foundations, nonprofits and others to engage in advocacy efforts. In recent years, at least 70 percent of respondents engaged their government officials and the public in advocacy. However, recognizing the growing importance of advocacy, agencies want to do more in this space. So, while directors view advocacy as essential and local-level efforts

tended to yield more positive results, nearly every agency surveyed identified multiple challenges in their efforts to engage in advocacy. Competition for limited funding and resources with other local government departments, a lack of dedicated advocacy staff, and a need for resources and trainings to help “make the case” for parks and recreation in tough conversations topped the list of barriers.

How NRPA Can Help According to the findings of the survey, park and recreation leaders look to NRPA for effective resources to assist them in their advocacy efforts. Three-quarters of survey respondents find advocacy toolkits and “how to” guides helpful. Beyond plug-and-play

materials, members also expressed that they want to be trained on the ins and outs of advocacy, gaining the specific set of skills that will empower them to increase their advocacy impact within their communities. Most respondents said that advocacy workshops at the NRPA Annual Conference are an effective training method. However, one training a year cannot build the sustainable grassroots movement we are striving toward. Regular virtual trainings can ensure all members have equitable access to advocacy resources in a structured learning schedule available at one’s own convenience. This survey will help inform future efforts of NRPA’s Public Policy and Advocacy team and ensure that

our work complements the needs of members on the ground. Effective advocacy is the continual work of systems change. The daily, often unsung, work of folks in local communities makes societal change possible. We are here as a resource and strategic partner for you — let us build a park and recreation future for all. Looking to get involved in advocacy in your local community? Want to make your voice heard, but you are not sure where to start? NRPA’s Public Policy and Advocacy team is ready and willing to provide highlevel expertise and strategic collaboration. Reach out to us and let us know how we can better help you. Dan McCarthy is NRPA’s Advocacy Manager (dmccarthy@nrpa.org). Melissa May is NRPA’s Senior Research Manager (mmay@nrpa.org).

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Parks & Recreation

HEALTH & WELLNESS

PHOTO COURTESY OF CITY OF RALEIGH PARKS, RECREATION AND CULTURAL RESOURCES DEPARTMENT

According to the Centers for Disease Control and Prevention, building resilience requires safe, stable and nurturing relationships and environments.

Building Resilience in Your Community By Jessica Livingston, M.Ed., CPTD, and Ainsley Worrell, M.S., CHES

pproximately one in five youth and adults worldwide experience mental health conditions and substance use disorders. In 2020, the number of people seeking help with anxiety and depression skyrocketed. Thoughts of suicide and self-harm are being reported at higher rates than ever, with suicide being the second leading cause of death among 15- to 29-year-olds. Approximately 20 percent of those who’ve experienced post-conflict events, such as natural disasters, extreme violence, pandemics and war, have a mental health condition. Over time, stress, trauma and Adverse Childhood Experiences (ACEs) (tinyurl.com/ynxmbby8) may contribute to serious health problems — such as heart disease, high blood pressure, diabetes, substance abuse and mental disorders, including depression or anxiety. Mental health conditions can create loneliness and isolation and have a substantial effect on relationships, school or work performance, health outcomes, and the ability to participate in the community.

22 Parks & Recreation

Building Resilience Fortunately, research has shown that building resilience in individuals, families, communities and society can counteract some of the negative consequences of stress, trauma and ACEs. According to the Centers for Disease Control and Prevention, building resilience requires safe, stable and nurturing relationships and environments (SSNREs) (tinyurl.com/vdcym9jw). SSNREs should be fostered at home, school, work and in the community.

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Public parks serve an important societal function, with welldocumented physical and mental health benefits that build resilience. Spending time in nature is linked to improvements in mood and emotional well-being. Recreation has been shown to improve fitness, help develop cooperation and teamwork, and is a great way to have fun while developing safe, stable and nurturing relationships with others. During the pandemic, parks across the country saw an increase in park visitation (up 63.4 percent). As park and recreation professionals, we are charged with the creation of SSNREs using the resources, tools and principles below. The Community Resilience Initiative (tinyurl.com/dzsmxeu6) is an excellent resource for recreation professionals that offers training, community engagement materials,

conferences and multiple products for embedding resilience building blocks into your programs to combat ACEs, trauma and toxic stress. The Kaleidoscope Project (tinyurl.com/558zd2a9) has an excellent tool for learning best practices for places and spaces, building positive relationships, using nature to nurture, creating diverse spaces and activities, fostering safety and support, enhancing accessibility and inclusion, social emotional well-being, and building resilience.

For more about the six principles and questions to get you started in this work, visit nrpa.org/Building ResilienceInYourCommunity.

Jessica Livingston, M.Ed., CPTD, is a Training Analyst for City of Raleigh Parks, Recreation and Cultural Resources (jessica.livingston@raleighnc.gov). Ainsley Worrell, M.S., CHES, is a Health and Wellness Program Director for City of Raleigh Parks, Recreation and Cultural Resources (ainsley. worrell@raleighnc.gov).

Six Key Principles Substance Abuse and Mental Health Services Administration (SAMSHA) (tinyurl.com/3n9vt2wp) recommends that individuals, families and communities integrate information about resilience-building strategies into their organizational policies, procedures and practices to foster a culture of service that promotes safety, empowerment, healing and self-care. There are six key principles in its resilience-building approach: safety; trustworthiness and transparency; peer support; collaboration and mutuality; empowerment, voice and choice; and cultural, historical and gender responsive. Organizations that embrace these principles have reported positive results in helping their communities heal and overcome the consequences of stress and traumatic experiences. By using resilience resources, tools and SAMSHA’s six principles, park and recreation professionals can provide a network of support and contribute to public health efforts to build stronger, healthier and more resilient communities.

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Parks & Recreation

EQUITY

Park and recreation professionals have a responsibility to ensure that all people, including transgender people, are respected and have access to the amenities, services and environments afforded to dominant groups.

Public Accessibility for Transgender Populations By Michael Clark, CPRP

ocietal awareness and active advocacy for equity and inclusion within public settings has significantly increased during the past few years, and for good reason. If operators of public recreation-based facilities have not addressed equity and inclusion — specifically regarding transgender populations — as it applies to the accessibility, use and enjoyment of their respective facilities, they should not stick their head in the sand. Whether it be a member, patron or even an employee, it is critically important to be prepared before it is too late. If mishandled, your organization’s image could be tainted or, even worse, you may find yourself in court with today’s litigative environment.

The keys to success in making sure facilities are inclusive and universally accessible for all populations are illustrated below.

Policy Development Agencies should embark on developing comprehensive policies and procedures with clear expectations for both the public and employees. 24 Parks & Recreation

Policy content should include a statement against discrimination, proper terminology, an explanation of who complaints are reported to and how they are handled, and the rights permitted to transgender individuals. Make sure each policy is vetted by legal counsel, as many state laws vary and change often.

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Facility Assessments Many public facility operators have older, antiquated buildings that were not designed with transgender populations in mind. First-generation adaptations were initially made with diaper stations in men’s washrooms and the initiation of family locker rooms. It is critically important to conduct a full-facilities assessment for equity and inclusion. Key areas to focus on are washrooms, locker rooms and signage. Individual stalls, showers and washrooms are ideal because they create a gender neutral and private space for all people. When these are not available, it is suggested to adapt signage to create a “privacy area” or ensure that signage and policies are supportive of an individual being able to use the facility they most identify with.

Appointment of an Equity Officer Just like the Americans with Disabilities Act, the Freedom of Informa-

tion Act or the Open Meetings Act describe, agencies should appoint a person in the organization who is responsible for ensuring equity and inclusion not only through facility accessibility, but also through policies. This can simply be part of a job description. The key is for this individual to have extensive training, preferred human resources experience and access to corporate legal counsel. This person’s main duty is to support staff when equity issues arise and to assist with potential complex, sensitive and, many times, emotional situations that revolve around equity and inclusion. For example, if a transgender individual were to be singled out or harassed for using the locker room that aligns with their gender identity, this staff member would become the primary resource for resolving the conflict and should be able to cite specific inclusive policies the organization has adopted to support their course of action.

nents to staff training initiatives.

Communications, Registration Forms, Data Collection Park and recreation professionals have a responsibility to ensure that all people, including transgender people, are respected and have access to the amenities, services and environments afforded to dominant groups. Except for facilities that are purely drop-in, most require a membership, registration or some confirmation of participation at the facility. This process is a great way to be proactive with all people about your agency’s policies and commitment to be a welcoming and all-inclusive facility. Written and verbal communications, registration forms and other data

Fostering an Inclusive Culture All of these topics and protocols relate to fostering a universal, welcoming, all-inclusive environment for staff and patrons. This starts with leadership and must become a core value of your organization. In the end, a culture of respect and following the “Golden Rule” is a foundation to successfully implementing an all-inclusive facility. Editor’s Note: To access NRPA’s Parks for Inclusion resources, visit nrpa.org/ParksForInclusion. Michael Clark, CPRP, is Executive Director of Palatine Park District.

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Staff Training Dealing with civil rights and privacy concerns requires careful, deliberate and consistent protocol. In many cases, this must be balanced between approaching these matters on a caseby-case basis and addressing specific or extraordinary circumstances. Many public operators also hire younger staff to cover operations and locker rooms. Lack of experience responding to complex and sensitive situations can be a recipe for disaster. Thus, training on the terms, definitions, misconceptions, unconscious bias, human rights and situational awareness and deescalation is critical and requires an agency-wide training program. Awareness, sensitivity and overcoming prejudice toward transgender populations are all key compo-

collection tools should consider all individuals and the diverse identities and experiences that exist within the community.

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Parks & Recreation

CONSERVATION

Cape Lookout Lighthouse sits on the southern Outer Banks of South Carolina.

Parks and Recreation and the South Atlantic Conservation Blueprint By Alex Lamle

ur lands and waters are changing rapidly. Climate change, urban growth and increasing human demands on resources are reshaping the landscape. As we grapple with understanding these rapid changes and the negative impacts they have on our most vulnerable neighbors, it’s easy for any one person or organization to feel helpless to do anything about it. That’s why the Southeast Conservation Adaptation Strategy (SECAS) is working to harness the collective resources and brainpower of the broader conservation community to develop and implement a cross-boundary plan that matches the scope and scale of the challenges we face. SECAS is a regional conservation initiative spanning 15 states and two territories across the southeast United States and the Caribbean. One of the major products of SECAS is the South Atlantic Conservation Blueprint. This blueprint is a living spatial plan to sustain natural and cultural resources for current and fu-

26 Parks & Recreation

ture generations in the face of future change. It spans parts of six states, from Virginia to Florida, including U.S. waters extending 200 miles offshore. The blueprint prioritizes the lands and waters of the South Atlantic based on the current condition of terrestrial, freshwater and marine indicators. Through a connectivity

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analysis, it also identifies corridors that link coastal and inland areas and span climate gradients. The blueprint reflects extensive feedback from the conservation community, with more than 700 people from more than 200 different organizations actively participating in its development so far. The South Atlantic Conservation Blueprint integrates with neighboring priorities as part of a larger, regionwide plan called the Southeast Conservation Blueprint.

Changes to the Blueprint Unlike many spatial planning efforts, the blueprint is regularly updated and revised to incorporate the best available science and in-

put from partners across the region. During the most recent South Atlantic Conservation Blueprint revision, we added a new cultural resource indicator to highlight areas where highly socially vulnerable communities (tinyurl.com/3rbsv5sa) would benefit from the development of a new park. This equitable access to potential parks indicator was inspired by data from the Duke Nicholas Institute that shows where people across the Southeast lack park access within a 0.5-mile, 5-mile and 10-mile radius. Its analysis found that across the Southeastern United States, about 40.5 million people live more than a 0.5 mile from a park. That lack of access can be tied to many injustices beyond lack of recreation space. Parks and public green spaces provide myriad ecosystem services — such as reducing heat islands and energy burdens, reducing risk of flooding, and improving air quality — and also have been linked to improvements in physical and mental health. Through our collaborative review process, our staff convened a group of experts to determine the best way to incorporate the Duke data into the 2021 South Atlantic Conservation Blueprint. In an attempt to apply the data more equitably across the landscape, we prioritized park access within census blocks that are within the 90th percentile of social vulnerability, according to the Centers for Disease Control and Prevention’s Social Vulnerability Index (SVI). Social vulnerability refers to the potential negative effects on communities caused by external stresses on human health. Such stresses include natural or human-caused disasters, or disease outbreaks. The SVI incorporates a range of demographic data to determine an overall vulnerability score. In our first version of this indicator, we applied the Duke data to the highly socially vulnerable communities to emphasize the importance of developing parks in these areas. While we recognize that the first version of this indicator is far from perfect, our staff is excited to think more intersectionally about the way we do conservation in the Southeast and already plan to expand this indicator to the wider Southeast Conservation Blueprint in 2022. The SECAS vision is a connected network of lands and waters that supports thriving fish and wildlife populations and improved quality of life for people. We believe a collaborative, landscape-scale approach is our best chance to make that vision a reality.

We believe a collaborative, landscapescale approach is our best chance to make that vision a reality. Share Feedback To learn more about the Atlantic Conservation Blueprint and the Southeast Conservation Blueprint and to access the data, please visit our website at secassoutheast.org. If you’re interested in using a blueprint for an upcoming grant proposal, planning effort or project, please feel free to reach out to me directly at alexandria_lamle@ fws.gov. And, if you find that the blueprint doesn’t meet your needs, please share that as well — that crucial feedback drives improvements to the blueprint, so we can collectively design and achieve a conservation future that truly benefits all. Alex Lamle is Blueprint User Support Specialist for Southeast Conservation Adaptation Strategy (alexandria_lamle@fws.gov). 21_2110_ParksnRec_NOV Mod: September 20, 2021 5:29 PM Print: 10/04/21 2:11:05 PM page 1 v7

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Parks & Recreation

L AW R EV I EW

In the case of Eline v. Town of Ocean City, an ordinance prohibiting female toplessness was challenged by five women.

Ordinance Prohibits Public Female Toplessness By James C. Kozlowski, J.D., Ph.D.

n the case of Eline v. Town of Ocean City, 2021 U.S. App. LEXIS 23246 (4th Cir. 5/5/2021), the Town of Ocean City, Maryland, had passed an ordinance prohibiting public nudity. The ordinance was in response to inquiries about topless sunbathing on the town’s beaches. While the ordinance restricted both men and women from showing certain body parts in public, only women were prohibited from publicly showing bare breasts. Plaintiffs were five women who sought “to be bare-chested in public in the same locations where it is lawful for men to be bare-chested.”

Family Resort Town Ocean City is a beach town “located on a barrier island 8.4 miles long in Worcester County, Maryland, and was originally founded as a fishing village in 1875.” Ocean City currently has more than 7,000 residents, with a median age around 54 years old. Despite its small population, Ocean City is a frequent tourist location, with 28 Parks & Recreation

more than 300,000 vacationers per weekend during the busy summer months and 200,000 vacationers per weekend during the offseason months. “Ocean City has long been identified and considered by its visitors and residents, and has identified itself, as a familyfriendly resort catering to visitors of all ages and providing a familyfriendly environment.”

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On August 17, 2016, Plaintiff Chelsea Eline contacted the Ocean City Police Department and the Worcester County State’s Attorney “regarding her stated intention to go ‘topless’ in Ocean City, including on its beaches.” Eline took the position that she had a constitutionally protected right to be topless (i.e., expose her breasts) in public, including in Ocean City and on its beaches. As a result of her inquiry, the possibility of Ocean City becoming a topless beach became a matter of great public attention and concern. Ocean City Mayor Richard W. Meehan and members of the Ocean City Council received many emails and phone calls from Ocean

City residents and vacationers expressing great concern about the possibility that Ocean City beaches would become topless beaches. Due to the large number of inquiries government officials received on the issue, Ocean City posted an announcement on its website titled “Ocean City Is Not a Topless Beach & Will Not Become A Topless Beach.”

Public Nudity Ordinance The Ocean City Council then held a special meeting to consider the first reading of a proposed ordinance to regulate public nudity — Ordinance 2017-10 (“the Ordinance”). The Ordinance defines nudity as follows: (a) Nude, or a State of Nudity means the showing of the human male or female genitals, pubic area, vulva, anus, or anal cleft with less than a full opaque covering, the showing of the female breast with less than a fully opaque covering of any part of the nipple, or the showing of the covered male genitals in a discernibly turgid state. In addition, the Ordinance recognized that “protecting the public sensibilities is an important governmental interest” and contained a legislative finding that “a prohibition against females baring their breasts in public, although not offensive to everyone, is still seen by society as unpalatable.” At the meeting, the Ordinance was read and the floor was opened to the public. Only one member in the audience — a 70-year-old Ocean City resident — spoke. She expressed support for the Ordinance. City Council then passed the Ordinance on the first reading unanimously. Following that vote,

a Council member moved to immediately enact the Ordinance on an emergency basis. That motion passed unanimously as well. After that, Mayor Meehan approved the passage of the Ordinance as an emergency ordinance. Plaintiffs sued Mayor Meehan and several other city officials in the U.S. District Court for the District of Maryland, alleging a 42 U.S.C. § 1983 claim for violation of their equal protection rights. Plaintiffs sought a declaration that the Ordinance violated the Equal Protection Clause and a preliminary and permanent injunction precluding Ocean City from enforcing the Ordinance.

Expert Witness Testimony After Plaintiffs moved for a preliminary injunction, the parties presented evidence at a hearing on the motion. Plaintiffs presented their proposed expert witness, Dr. Debby Herbenick, who had produced two expert reports. In addition, Dr. Herbenick’s supplemental expert report indicated that she had “systematically reviewed more than [1,000] historical and contemporary photographs from Ocean City, Maryland.” Dr. Herbenick’s initial report acknowledged that the Ordinance contains language indicating that it was enacted for the protection of the public sensibilities. Despite that admission, Dr. Herbenick offered the following four opinions that were in conflict with the Ocean City Council’s legislative findings: (1) The ordinance fails to acknowledge important similarities between female and male breasts. (2) The ordinance overstates differences between female and male breasts.

(3) The notion that females baring their breasts in public “is still seen by society as unpalatable,” is not supported by peer-reviewed scientific research. (4) Peer-reviewed scientific research supports the conclusion that by not treating females and males equally in regard to their ability to appear bare-chested may contribute to harmful secondary effects, such as discouraging breastfeeding and promoting a culture that over-sexualizes girls and women; thus harming and not protecting the public.

Plaintiffs sought a declaration that the Ordinance violated the Equal Protection Clause and a preliminary and permanent injunction precluding Ocean City from enforcing the Ordinance. Evolving Sensibilities Based upon her review, Dr. Herbenick opined “public sensibilities have evolved rapidly over the decades regarding what males and females wear on or near the Ocean City beaches”: From the 1930s to 1960s and 1970s, there were considerable changes that resulted in men going from covering their chests to baring their chests, and from women wearing dresses and even stockings to wearing bikinis. Additionally, Plaintiffs’ expert witness report stated that “Ocean City has seen the establishment of two Hooters locations, with quite a few photos of ‘Hooters girls’ posing with young boys.” Moreover,

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she indicated “recent decades have seen women in Ocean City wearing thong or G-string bikini bottoms, and even ‘pasties’ that cover just the nipples during ‘Best Body’ competitions.” At the preliminary injunction hearing, Dr. Herbenick’s testimony was largely consistent with her reports. At the hearing, Ocean City presented Mayor Richard Meehan, Council Member Mary P. Knight and Melanie Pursel, president and CEO of the Ocean City Chamber of Commerce. These witnesses all testified about communications they had received in support of the Ordinance.

On appeal, Plaintiffs reiterated their claim that “the Ordinance is unconstitutional under the Equal Protection Clause of the United States Constitution.” The district court denied Plaintiffs’ motion for summary judgment. In so doing, the court noted that “the majority of cases that have upheld similar public nudity laws” have “recognized that protecting the portion of society that disfavored public display of female breasts furthers an important governmental interest.” In this particular instance, the district court cited the testimony of “many Ocean City residents and vacationers,” which “voiced strong opposition to allowing public nudity in Ocean City.” On the other hand, the district court noted “Plaintiffs did not testify, choosing instead to rely upon an expert witness, Dr. Herbenick.” The district court did not find Dr. Herbenick’s opinion persuasive. 30 Parks & Recreation

According to the court, Dr. Herbenick’s opinion was “not strictly relevant to the issue at hand” because “instead of her testifying as to what Ocean City’s citizens’ public sensibilities are, she testified as to what she thought they should be.” As a result, the district court concluded that “Plaintiffs did not muster any evidence to show that Ocean City’s citizens shared their view that women should be able to be bare-chested in public places as men are.” Moreover, the federal district court determined that “assessment of public sensibilities does not require precise scientific sampling.” On the contrary, the court found “witnesses were able to articulate the public sensibilities of the Ocean City community.” In particular, the court relied on the information that Ocean City’s witnesses provided about the support they received from the public about the Ordinance. According to the court, Ocean City’s elected officials are “accredited as accurate barometers of public sensibilities” who “can, and do, speak for the public.” As a result, the federal district court concluded “Ocean City has shown its Ordinance is substantially related to an important government objective, the protection of public sensibilities.” The federal district court, therefore, granted Ocean City’s motion for summary judgment. Plaintiffs appealed. On appeal, Plaintiffs reiterated their claim that “the Ordinance is unconstitutional under the Equal Protection Clause of the United States Constitution.”

Gender Classification Equal Protection As cited by the federal appeals

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court: “The Equal Protection Clause of the United States Constitution provides that: ‘No State shall deny to any person within its jurisdiction the equal protection of the laws.’” U.S. Const. amend. XIV, § 1. Further, the court noted “the burden of justification is demanding and it rests entirely on the State” when “a law containing a gender-based classification is challenged under the Equal Protection Clause.” In reviewing the challenged law, the court would examine “differential treatment” to determine “whether the proffered justification is exceedingly persuasive”: The defender of legislation that differentiates on the basis of gender must show at least that the challenged classification serves important governmental objectives and that the discriminatory means employed are substantially related to the achievement of those objectives. On the other hand, the federal district court acknowledged: “the Supreme Court has recognized that new insights and societal understandings can reveal unjustified inequality within our most fundamental institutions that once passed unnoticed and unchallenged.” As a result, the court found a challenged gender classification must meet a “heightened standard” of judicial review to ensure the governmental justification does “not rely on overbroad generalizations about the different talents, capacities, or preferences of males and females.” Moreover, the governmental justification for a gender-based classification must be “genuine, not hypothesized or invented post hoc in response to litigation.”

That being said, the federal appeals court recognized a heightened standard of judicial review of gender-based legislation “does not make sex a proscribed classification” because the Supreme Court precedent has established “the two sexes are not fungible; a community made up exclusively of one sex is different from a community composed of both”: Inherent differences between men and women, which we have come to appreciate, remain cause for celebration, but not for denigration of the members of either sex or for artificial constraints on an individual’s opportunity. Laws may, for that reason, acknowledge the physical differences between men and women so long as they are not used, as they once were, to create or perpetuate the legal, social, and economic inferiority of women. According to the federal appeals court, the Supreme Court had not yet “squarely addressed” whether laws, like the challenged Ordinance, that “prohibit public nudity by referencing anatomical differences between women and men” would qualify as “gender-based classifications that are subject to heightened scrutiny for purposes of the Equal Protection Clause.” In the absence of applicable Supreme Court precedent, the federal appeals court indicated it would uphold “the gender-based classification in the Ordinance” if the Ordinance “serves important governmental objectives and the discriminatory means employed are substantially related to the achievement of those objectives”: The important government interest is the widely recognized one

On appeal, Plaintiffs contended Ocean City, Maryland, had “not established that the Ordinance is substantially related to protecting the public sensibilities of Ocean City residents and vacationers.”

of protecting the moral sensibilities of that substantial segment of society that still does not want to be exposed willy-nilly to public displays of various portions of their fellow citizens’ anatomies that traditionally in this society have been regarded as erogenous zones. These still include (whether justifiably or not in the eyes of all) the female, but not the male, breast. Moreover, the court noted “the overwhelming majority of courts that have addressed laws banning public female toplessness have upheld their constitutionality” based upon “important governmental interests in promoting public decency and proscribing public nudity to protect morals, public order, health, and safety.”

Changing Public Attitudes While acknowledging that “other courts that have expressed the same view,” Plaintiffs argued this precedent “represents a viewpoint that is outdated at best and misguided at worst.” In particular, Plaintiffs contended “protecting the public sensibilities is no longer an important government interest” because “this nation has evolved significantly” with regard to “the changing public sentiment towards females.” While acknowledging “public attitudes about gender and sexuality are constantly changing and evolving,” the federal appeals court was not persuaded by Plaintiffs’ argument that judicial recognition of this important government interest was “no longer important.” On the contrary, the

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court found “protecting public sensibilities serves an important basis for government action.” As cited by Plaintiffs, “perceived public moral sensibilities have been used to justify government action that we now recognize to be unconstitutional if not outright immoral.” The federal appeals court acknowledged: “The judicial legacy of justifying laws on the basis of the perceived moral sensibilities of the public is far from spotless.” The court further recognized: “Some government action that we now rightly view as unconstitutional, if not immoral, has been justified on that basis.”

Citing precedent, the court found there was no legal requirement that “a municipality empirically prove the public sensibilities of a community.” Consistent with the precedent set by “the majority of courts that have addressed the issue,” the federal appeals court in this particular instance found “no error in the district court’s determination that the provision in the Ordinance prohibiting the public showing of female breasts furthers the important governmental interest of protecting the public sensibilities.”

Public Sensibilities Evidence On appeal, Plaintiffs contended Ocean City had “not established that the Ordinance is substantially related to protecting the public sensibilities of Ocean City residents and vacationers.” The federal appeals court rejected this argument. 32 Parks & Recreation

As noted by the court, Ocean City had “presented testimonial and documentary evidence that demonstrated Ocean City residents and vacationers overwhelmingly supported the Ordinance”: The vast majority of the emails in the record favor the Ordinance. And Meehan, Knight and Pursel all testified that they had received communications from residents and vacationers supporting it as well. In response, Plaintiffs claimed Ocean City’s evidence was “not illustrative of the views of Ocean City because its population is transient due to tourism.” The court, however, found many of the emails sent to Mayor Meehan reflected the view of residents as well as “tourists who indicated that they would not vacation in Ocean City if public female toplessness was allowed.” Plaintiffs also argued “the testimony of Ocean City’s leaders who expressed their opinions on the public sensibilities concerning female toplessness lacks sufficient scientific basis.” In particular, Plaintiffs claimed “Ocean City officials did not save all emails related to the Ordinance” and did not record the “names of the people who complained by telephone or in person.” The federal appeals court rejected this claim. Citing precedent, the court found there was no legal requirement that “a municipality empirically prove the public sensibilities of a community.” Accordingly, in this particular instance, the federal appeals court concluded there was sufficient evidence to “show that the Ordinance is substantially related to this important governmental interest.” Specifically, the federal ap-

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peals court determined: “The district court rightly held that Ocean City’s leaders could offer testimony as fact witnesses giving lay opinions about the moral sensibilities of the Ocean City community based on their personal community interactions, including those interactions as elected officials.”

Irrelevant Expert Testimony On appeal, Plaintiffs further contended “the district court erred by excluding Dr. Herbenick’s expert reports and testimony.” According to Plaintiffs, “this evidence reveals that public female toplessness does not violate the public sensibilities of Ocean City residents and vacationers.” While acknowledging “Dr. Herbenick has experience and expertise in human sexuality, including American societal attitudes concerning female breasts,” the federal appeals court found her testimony and opinions were not relevant on “the discrete issue in this case — the public sensibilities of Ocean City residents and vacationers on the issue of public female toplessness.” As described by the court, Dr. Herbenick had found “a substantial transformation in male and female swimwear in Ocean City over the last century.” The relevant issue, however, identified by the court was “not whether society’s ideas around appropriate beachwear have evolved over time, as they undeniably have.” Rather, as identified by the court, the “discrete issue” for judicial consideration was “the current public sensibilities on the issue of public female toplessness.” On this specific question, the court found Dr. Herbenick had

“offered no evidence that the public sensibilities of Ocean City residents or vacationers have evolved on that discrete issue.” As cited by the court: “The Federal Rules of Evidence assign to the trial judge the task of ensuring that an expert’s testimony both rests on a reliable foundation and is relevant to the task at hand.” Moreover, the federal appeals court acknowledged it was required to afford deference to the federal district court’s ruling on Dr. Herbenick’s testimony. In light of the required deferential standard of review, the federal appeals court determined that the district court had not erred in “concluding that Dr. Herbenick’s testimony would not be helpful to

understand the evidence or to determine a fact in issue.”

Conclusion While noting “the burden of proving the Ordinance’s constitutionality rests with Ocean City,” the federal appeals court found Ocean City “offered the only admissible evidence on the public sensibilities of Ocean City residents and vacationers.” Accordingly, the federal appeals court held “Ocean City has met its burden of showing the Ordinance is substantially related to an important government interest”: Ocean City has met its burden of providing an exceedingly persuasive justification for treating the public showing of bare breasts by females and males differently

in the Ordinance. We further hold that the prohibition on public female toplessness is substantially related to the important governmental interest in protecting the public sensibilities of Ocean City. The federal appeals court, therefore, affirmed the district court’s grant of Ocean City’s motion for summary judgment on Plaintiffs’ equal protection claim. See also:“Women Busted for Bare Breasts in Public, Not Men,” James C. Kozlowski, Parks & Recreation, Oct. 2015 Vol. 49, Iss. 10 (tinyurl. com/3m8msjcn). James C. Kozlowski, J.D., Ph.D., is an Attorney and Associate Professor in the School of Sport, Recreation and Tourism Management at George Mason University (jkozlows@gmu. edu). Law review articles archive (1982 to present): mason.gmu.edu/~jkozlows.

MAKE THEIR

F U T U R E YOUR

LEGACY

Include NRPA in your plans. Join Stewards for the Future by including NRPA in your will, trust, or beneficiary designation and create a legacy for parks and recreation. Email development@nrpa.org or call 703.858.2163 for more information.

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PHOTOS COURTESY OF DR. TAYLOR D. BUNN

PlayGrand Adventures

Is Leveling the Playing Field 34 Parks & Recreation

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PlayGrand Adventures is a 10-acre, all-abilities playground in the heart of Grand Prairie, Texas.

A study of this all-abilities playground uncovers valuable data for inclusive park design, community engagement and fundraising By Dr. Taylor D. Bunn

y friend Katie recently shared the difficulties she has playing with her three-year-old daughter, Adeline, at the playground. Katie is a 20-something entrepreneur raising her only child in rural Texas. There are not many other little girls her daughter’s age in her neighborhood, so Katie is her daughter’s primary playmate. My friend also has multiple sclerosis. She has begun using a cane and will eventually need a wheelchair. Her disability has forced her to give up things she loves, like running and being on her feet all day selling her homemade hand pies at festivals. Now, this disease is robbing Katie of her ability to play with her daughter.

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Without equally accessible playgrounds, the benefits of play are not fully realized by people with disabilities.

(tinyurl.com/hv2fr4t6, tinyurl. com/c3e847kt). One playground taking on this challenge is PlayGrand Adventures, a 10-acre, all-abilities playground in the heart of Grand Prairie, Texas.

PlayGrand Adventures: A Case Study

“I can only take Adeline to the park for an hour or so because I can’t stand very long and everything to sit on is painful,” Katie says. “I usually sit on a swing, but that means I can’t follow Adeline around and interact like I want to. And if I bring a wheelchair or walker, it still doesn’t do me any good because it’s not accessible. Disability just overall affects human interaction in our society, and it shouldn’t be that way.” It shouldn’t be that way. People with disabilities are often stigmatized, underserved and left out of 36 Parks & Recreation

experiences, like playing on public playgrounds. Play helps us develop physically, socially, emotionally and intellectually and builds confidence, creativity and empathy (tinyurl.com/phcwzvx, tinyurl. com/22wvu5fk). Without equally accessible playgrounds, these benefits are not fully realized by people with disabilities. A move toward inclusive playground design addresses the access gap, but such spaces are limited, expensive, misunderstood or misused, and often do not invite play among people with all ability levels

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As a doctoral student at Baylor University, I conducted an illustrative case study on PlayGrand Adventures to understand how the community engaged as supporters. I focused on visitor utilization, donor behavior and perception, asking how visitors utilized PlayGrand Adventures, how donors supported PlayGrand Adventures, and how community perception of PlayGrand Adventures drove engagement. Through an online questionnaire, semi-structured interviews and playground observations, I uncovered information that will help PlayGrand Adventures and other all-abilities playgrounds respond to community needs, raise funds for development and sustainment, and design spaces where everyone can play together, regardless of ability level. Findings from this study are highlighted below. Visitors with and without disabilities share many values: safety, inclusion and socialization. Visitors to PlayGrand Adventures expressed satisfaction with the equipment and amenities, praising the quantity, variety and intentional inclusivity of features. The mostmentioned features were the family seesaw, in-ground merry-go-round and inclusive swings. Visitors noted the unique experiences provided by these features — especially the

ability for families to play together due to the size- and abilityinclusive designs. Safety was another important factor. Parents, especially mothers, appreciated the soft, cushioned surface for injury prevention and the thoughtful design and arrangement of features to promote high visibility from multiple vantage points. This attention to detail made PlayGrand Adventures stand out as a great place for families to play. Donors respond to opportunities that are easily understood, immediately actionable and personally relevant. The key themes in donor motivation proved to be relevance and connection. Many large donors shared an affinity with PlayGrand Adventures, including location, healthcare, engineering or design. While less lucrative, opportunities to name benches and paint tiles adorning the playground provided a direct connection between donors and PlayGrand Adventures. All-abilities playgrounds are expensive to build and maintain, so PlayGrand Adventures was wise to diversify donation opportunities to attract and reward different levels of engagement. PlayGrand Adventures is perceived as an engaging, safe and unique playground that motivates support via visitation and donation. Common words used to describe PlayGrand Adventures were “safe,” “fun,” “inclusive” and “different.” These words show what visitors and donors value in the playgrounds they visit and financially support. The perception of safety applied to every aspect

of PlayGrand Adventures, including the location, the surfacing, the sightlines, the well-lit parking lot and the thoughtfully designed equipment. In addition to safety, participants valued PlayGrand Adventures as a place where everyone could have fun playing together, setting the playground apart from less diverse playgrounds. This was critical for families impacted by disabilities, but families without disabilities also noted the importance of exposure and collaborative play in building empathy for others and decreasing stigma.

Applying the Findings In addition to PlayGrand Adventures, the implications of my findings extend to multiple stakeholders. PlayGrand Adventures – Based on findings, PlayGrand Adven-

tures is on the right track with its design, features and amenities. Continued expansion will offer new play zones to accommodate different age groups and sensory needs that did not receive attention in the first phase. Participants noted that children love to climb, so adding additional climbing features will satisfy that desire. Participants also loved the inclusive equipment that encouraged collaborative play and features that could be enjoyed by the whole family regardless of age or ability level. Some specific suggestions included a laser harp, splash pad and mirror maze. These features could be enjoyed by anyone and diversify the offerings at the playground. As support continues to grow, the PlayGrand Adventures team should strive to balance funding

Visitors to PlayGrand Adventures expressed satisfaction with the equipment and amenities, praising the quantity, variety and intentional inclusivity of features.

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PlayGrand Adventures should consider increasing opportunities for community engagement outside of general visitation and sponsorships. This could include volunteer opportunities — such as playground clean-ups, playground information providers or Best Buddies-type play partners. Other opportunities include educational presentations on topics related to all-abilities playgrounds, social events for affinity groups, or city-sponsored events and festivals.

PHOTO COURTESY OF PLAYGRAND ADVENTURES

streams. Large donations are necessary to purchase and maintain expensive equipment, but peer-topeer fundraising opportunities and creative campaigns build critical community-level support. Playgrounds need both large donors and community visitors to thrive. Keeping supporters engaged at all levels will encourage individuals to spread awareness about the playground, in turn, bringing in more visitors and financial supporters.

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Communities aspiring to build similar playgrounds – People who encounter inclusive playgrounds often become interested in replicating the designs, but there is a lack of consistency in classifications, information and a clear process for building such playgrounds (tinyurl.com/4cxdz3rw). There are significant hurdles to building allabilities playgrounds, including space, funding and ensuring the design is engaging for multiple audiences. Cities wishing to replicate Grand Prairie’s vision of PlayGrand Adventures would be wise to learn from those who have come before them. The PlayGrand team visited several inclusive playgrounds and consulted inclusive playground equipment manufacturers when planning their own playground, which informed their design and implementation. While seamlessly integrated all-abilities playgrounds might be

PlayGrand Adventures is perceived as an engaging, safe and unique playground that motivates support via visitation and donations.

All-abilities playgrounds with familysized equipment make parent-child interaction opportunities more accessible and comfortable for adults.

impractical for smaller parks and private spaces, there are several changes that existing playgrounds could make that would benefit visitors with and without disabilities. Based on findings at PlayGrand, upgrading to poured-in-place rubber surfacing in place of wood chips or other surfacing would prevent injuries and increase perceptions of safety. Likewise, in-ground merry-go-rounds are not only accessible, but also safer than traditional counterparts. Finally, there are many playground equipment options that can be enjoyed by everyone, including spinning sensory wheels, musical instruments with responsive lights, funhouse mirrors and splash pads. Investing in these items could prove to have a higher return on financial and space investment than highly specific inclusive equipment. Families who visit playgrounds – Playgrounds can be a place of bonding and learning for families (tinyurl.com/juzm42bm, tinyurl. com/m5s7kv5s). I observed parents engaged with their children at different levels, but research indicates child-parent interaction is critical for appropriate attachment, development and learning. There are many activities parents can enjoy with their children on any playground, like pushing them on the swings, spinning them on the merry-go-round, helping them climb, or simply racing or playing catch. However, all-abilities playgrounds with family-sized equipment make these opportunities more accessible and comfortable for adults. In addition to playing

together, playgrounds provide an on-location classroom for teaching children empathy, how to appropriately interact with others, and how to understand disabilities. Potential playground partners – Playgrounds can exist without external partnerships, but engaging through formal connections can increase awareness, sustainability and growth opportunities. School partnerships might include fundraising opportunities or curriculum development for field trips, as in the case of PlayGrand Adventures. Corporate social responsibility programs and community clubs could be sources of funding and volunteers. Partnerships with medical providers could lead to greater awareness, educational opportunities and treatment in a novel location. While these partnerships help day-to-day playground operations, they also can build relationships and personal connections that develop lifelong supporters.

Making a Difference My friend Katie deserves to play with her daughter, and at playgrounds like PlayGrand Adventures she can. These all-abilities playgrounds are not just providing places for children to play. They are places of human interaction, socialization and engagement. What would it be like for Katie to play with her daughter like any other parent? What would it be like for Katie to meet with a group of other mothers with disabilities to engage in conversations and connect while their children play together? What would it be like for others to learn from my friend how disability affects her life, but has not robbed her of her ambition, success or joy? Katie and I cannot wait to find out. PlayGrand Adventures and other all-abilities playgrounds are making this vision a reality. Dr. Taylor D. Bunn is Executive Director for Hope 4 All (taylor@hope4all.us).

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Infusing and Play How birds inspired St. Paul, Minnesota’s newly transformed Western Sculpture Park By Teresa Morrissey

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n the historic Rondo neighborhood of Saint Paul, Minnesota, a new art-driven playground now serves as a symbol of hope to children and families who reside there. Constructed during the height of the coronavirus (COVID-19) pandemic, the recently transformed Western Sculpture Park is a space the surrounding community has cherished and frequented for years. The new design features bright colors, a flourishing maple tree, new playground equipment — and most notable of all, three large sculptures of “Birds at Play.”

An Artistic Vision Comes Into Play

Nestled between apartment buildings that are home to many immigrant and refugee families from Mexico, Somalia, South African nations and Southeast Asia, Western Sculpture Park has traditionally been a place for residents of all ages to gather and play. But after years of use, the park — in particular the 26-year-old play area — was overdue for an update. Owned by the City of Saint Paul,

“We had our eye on the playground for a while, so when Saint Paul Parks and Recreation reached out about breathing new life into the space, we jumped at the opportunity,” says Bianca Pettis, the artist behind the concept for “Birds at Play.” Pettis worked closely with Aaron Dysart and Sieng Lee from Public Art Saint Paul to reenvision the former playground, forming a cohort of artists who understood the importance of

renovations at Western Sculpture Park came to fruition through a two-year collaboration between the city and Public Art Saint Paul, a nonprofit organization infusing artistic flair, inspiration and imagination into public works throughout the community. Art increasingly has been used in parks to create deeper and more meaningful connections between communities and public spaces.

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Incorporating art into seemingly unexpected places can create a site that is meaningful and personal while connecting park visitors to one another.

PHOTOS COURTESY OF SAINT PAUL PARKS AND RECREATION

The new Western Sculpture Park design features bright colors, a flourishing maple tree, new playground equipment — and most notable of all, three large sculptures of “Birds at Play.”

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incorporating community voice into this very special park renovation project — ultimately expanding the partnership between the city and the art collective to include the local community. With a background in theater, Pettis rediscovered herself as a visual artist in 2015, using drawings she made as a child as the inspiration for her artmaking. She is widely known for her contributions as part of the sound art duo Beatrix*Jar, working in tandem with her husband and creative partner Jacob Aaron Roske on sound design and production. Dysart has been a city artist with Public Art Saint Paul since 2016, residing in Saint Paul for more than 10 years and using his work to explore the intersection between the built and non-built environment. Dysart leveraged his background in artistic play equipment fabrication to support the Western Sculpture Park project. Lee, also of Public Art Saint Paul, is a Hmong artist who spe-

cializes in creating art rooted in community identity, lending his talents for the neighborhood engagement events. The artists cohort of Pettis, Dysart and Lee, working in partnership with Bianca Paz, project manager and landscape designer for Saint Paul Parks and Recreation, hosted a series of pop-up community engagement events to connect with local kids about the project. “Bianca is incredible on so many levels. While [she] would argue she was doing her job, she was just always [going] above and beyond. Bianca was really connected with the community when we worked on the project. She has children of her own and really spent a lot of time watching children play, researching the history of the site, and securing more funding for the project,” recalls Pettis. She adds that Paz was the pivotal force in the team’s community outreach. Children and families attended events at Rondo Library where

kids drew pictures of what they would like to see in the park, dreaming big about a place where they could play and run around with their friends. Given the kids’ desire for a place that provides opportunities for active recreation, the artist cohort realized the need to get creative about the new art installation at Western Sculpture Park, leading the team to invent a type of amenity Saint Paul had never seen before: an “art playground” that infuses traditional play elements with artistic character. The stuffed birds Pettis brought to one gathering — little sewn fabric creatures born out of cartoon drawings from Pettis’ childhood — got a lot of play and attention from the children. Lovingly known as Art Pets, Pettis had been selling these “pets with no mess” at craft fairs and holiday events for years prior to the playground project. Her Art Pets project provided a bit of “unforeseen market research” for the Western Sculpture Park playground, according to Pettis. Dysart created the drawings for the park design based on Pettis’ physical birds, working closely with Paz to ensure the designs met all safety requirements for the toddler play area. When asked about the community engagement experience, Pettis reflected how “artists can act as translators, giving physical form to people’s hopes, dreams and desires.” The play area’s large, colorful and playful birds have become the focal point of the park, and are

The playfulness of the bird structures encourages children to climb on top of the birds and to treat them just as they would any other playground equipment. 42 Parks & Recreation

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even considered the park mascots, according to some community members. While each bird has a different personality, Pettis took special care to ensure the visual identity of each bird is not too prescriptive, allowing children to use their imagination to invent their own narrative behind each bird’s feelings and story. While sculptures, the playfulness of the structures encourages children to climb on top of the birds and to treat the birds just as they would any other playground equipment. Even for adults visiting the park, the birds provide an opportunity to embrace imagination, no matter how old they are. “The community engagement efforts really led to building something useful for our community,” Paz explains. While original plans proposed building a basketball court at the park, the community engagement events uncovered a desire for pickleball courts instead. Additionally, Saint Paul Parks and Recreation planted flower gardens in the park per a request from adult community members; these gardens are being tended by volunteers who live in the adjacent apartment blocks. “Our community members are proud of this space, of their local backyard,” says Paz. In addition to the bird installation, the renovation includes a climbing dome, benches, a sand lot, bicycle parking and other children’s play structures.

Forging Meaningful Partnerships By building partnerships with other groups in the community, park and recreation agencies can more effectively meet the demand for parks and green spaces that address

The play area’s large, colorful and playful birds have become the focal point of the park.

community needs. The partnership between Saint Paul Parks and Recreation and Public Art Saint Paul is just one example of a successful partnership that led to positive outcomes for the community. As park and recreation agencies decide how to best allocate budget and resources, partnership building will be a critical component of delivering vital community services. Collaboration between Saint Paul Parks and Recreation and Public Art Saint Paul, a fusion between the fields of parks and recreation and the arts won’t stop with “Birds at Play.” In addition to adding musical elements to “Birds at Play,” the teams are evaluating other local sites for new installations. Per Saint Paul’s Public Art Ordinance Program (tinyurl. com/u42kxc65), all local capital funding is required to set aside at least one percent of funds for public art. According to Dysart, the artists hope that one day, “the local kids from the Rondo neighborhood will come back to the park and remember the iconic-ness of their childhood, returning to the birds and remembering the hours spent playing here.” Public Art Saint Paul also will organize and host youth summer programs to bring artistic and environmental education opportunities to the neighborhood. Funding for this project was made possible in part by the Connecting Communities to Outdoor Play grant program, a collaboration between Target and NRPA that is designed to increase opportunities for communities to play and spend time in nature.

While support from Target made the sculpture installation possible, funding has allowed Saint Paul Parks and Recreation to engage meaningfully with the community and build partnerships that will continue to support the health, well-being, and resiliency of the community for years to come. For more information on how to build your own successful partnerships, check out the article “Making the Most of Your Partnerships” from the November 2020 issue of Parks & Recreation magazine (tinyurl.com/ rwmhucw). Teresa Morrissey is NRPA’s Program Manager, Park Access (tmorrissey@nrpa.org).

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Parks & Recreation

Management Challenges in Park and Recreation Agencies

Study employs thematic analysis to identify 10 key themes for effective management By Dr. Larry Allen, Dr. Ellen Drogin Rodgers, Dr. Bob Barcelona, Marvin Billups, Bill Clevenger, Dr. Gary Ellis, Sara Hensley, Richard Horton and Dr. Lynn Jamieson

stablishing evidence-based management strategies is a primary goal of the profession of park and recreation administration; however, doing so has been a challenge for several decades. Individual agencies and organizations associated with park and recreation management have long discussed (and, at times, implemented at a local level) mechanisms for collectively identifying needs, compiling research-based evidence, and developing management strategies to address specific and trending issues. We all realize the broad need but have not yet found a viable and scalable solution.

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Parks & Recreation

MANAGEMENT

One of the issues with identifying effective management strategies has been first to identify the primary challenges facing park and recreation agencies, and second, to identify available or needed research. Certainly, there is a plethora of evaluative work identifying specific needs, but there is a lack of overall assessments of management challenges. Therefore, in 2018, the American Academy of Park and Recreation Administration (AAPRA) charged its Research for the Profession Committee to conduct a survey to identify the primary challenges facing park and recreation managers and the research necessary to inform

evidence-based practices among the AAPRA members. The AAPRA was “formed to advance knowledge related to the administration of recreation and parks; encourage scholarly efforts by both practitioners and educators to enhance the practice of park and recreation administration; promote broader public understanding of the importance of parks and recreation to the public good; and conduct research, publish scholarly papers and/or sponsor seminars related to the advancement of park and recreation administration” (tinyurl. com/eka6dxn8). A survey was conducted by the Research for the Profession Com-

mittee in conjunction with the 2019 AAPRA Strategic Positioning Survey. There were 59 respondents. Among these respondents were 55 AAPRA Fellows not associated with an academic institution. Since the charge was primarily focused on challenges and research needs as identified by practicing professionals, the responses from the four academic-affiliated Fellows were not included in the final analysis. Individuals responded to the question: “Consider the array of daily challenges you face in managing and delivering services in your community. You NOW have the money and the resources to tackle them, which one(s) would you invest in solving?” Across the 55 individuals, 139 challenges were identified. As part of an iterative thematic analysis, one committee member grouped the 139 individual responses into 10 prospective themes. Two additional committee members reviewed and refined the individual responses and thematic categories. The committee reached consensus on themes and composite statements. With affirmation and clarification of the responses and 10 themes, the committee then created a description for each theme. This description defines the theme and provides thoughts for addressing the challenges either through conducting specific research on the topic or by developing evidencebased management strategies. The following themes are presented in descending order based upon the number of challenges that were grouped through thematic analysis within each theme. In 2018, the American Academy of Park and Recreation Administration charged its Research for the Profession Committee to conduct a survey to identify the primary challenges facing park and recreation managers.

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Park and recreation leaders and managers need clarification on how best to determine which programs they should offer versus those that should be offered by other organizations.

Recruit, Train and Retain Quality Staff (22 responses)

The emphasis of this theme is obvious and clear. Academy members are very concerned with maintaining and building a strong cadre of professionals and leaders. From a research perspective, practitioners are interested in understanding the motivations of young professionals in order to develop effective recruiting, training and retention strategies that meet the needs of these professionals and the field. Further, this theme included items related to the need for continuous professional development, including the best strategies for building leadership skills and qualities.

Enhance Programs and Services That Meet the Unique and Pressing Needs of the Community (21 responses)

Academy members are concerned with how to best balance program preferences identified by the public with staff capabilities and facility capacity; and how to comprehensively identify and inventory programs provided in the community by others. Further, leaders and managers need clarification on how best to determine which programs they should offer versus those that should be offered by other nonprofits or private recreation, sport or fitness providers in the community. Academy members also expressed concerns related to program and service pricing, especially pricing structures that may exclude those who cannot afford to pay.

From a research perspective, these practitioners would benefit from a better strategy for determining program offerings and guidelines for implementing a community recreation program. For example, research investigating pricing models that promote financial sufficiency, but also promote equity across all user groups would be very valuable.

Increase Efficacy of Advocacy and Elevate Public Understanding of the Value, Benefits and Importance of Park and Recreation Services (19 responses)

This theme underscores the importance of communicating the value of parks and recreation to governing bodies; public, private and nonprofit agencies and organizations; and our community members. It is essential to emphasize the economic and health benefits of park and recreation programs and services. Specific efforts for addressing this theme include the development of marketing

plans, branding efforts, communication strategies using persuasive messaging principles, social media plans and community advocacy groups. Additionally, research is needed affirming the value, benefit and importance of parks and recreation.

Resolve Problems of Aging Infrastructure, Deferred Maintenance and Infrastructure Maintenance (18 responses)

This theme focuses on the expressed concerns practitioners have for maintaining and replacing aging infrastructure. Certainly, investigations that articulate the pros and cons of innovative funding strategies for addressing maintenance backlogs would be valuable. Also, survey responses suggest practitioners would benefit from evidence-based efforts to effectively quantify infrastructure needs and to frame them in a manner by which they are elevated to a level commensurate with other department or agency needs. This theme also suggests that, over

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Parks & Recreation

MANAGEMENT

the long term, renewed discussion on building more shared and multiuse facilities across departments and agencies should take place.

Acquire Land and Develop Facilities and Services (13 responses)

This theme is a corollary to theme 4. The primary concern expressed was being able to acquire land needed for parks, open space and trails, as well as the development or redevelopment of facilities and services. It is suggested that best-practice strategies be formulated and confirmed related to collaborating on property purchases, co-locating facilities with various entities, working with nonprofits to preserve precious properties, and pursuing joint development of facilities with other public entities and the private sector that will benefit the community as a whole. It is vital that we look beyond our normal operations and Research is needed affirming the value, benefit and importance of parks and recreation.

48 Parks & Recreation

ways of doing business to create new means for land acquisitions, facility development and services.

Enhance Internal Operations; Engage in Continuous Quality Improvement (13 responses) Building management efficiency and effectiveness is a continuous activity; one that needs ongoing attention. Many aspects of managing park and recreation agencies have challenged administrators across time and settings. This theme comprises the many challenges for which research is needed to determine best practices. Academy members noted, specifically, the need to build alternative funding sources, keep up with and utilize current technologies, protect yet make available natural and cultural resources, establish metrics for efficient operation, and effectively address the political environment, including working with elected officials and special interest groups.

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Address Equity, Diversity and Inclusion in All Operations (11 responses)

Issues of equity, diversity and inclusion are priorities of the AAPRA members. They expressed the opinion that all residents, visitors and customers should receive equal quality services, that services should be accessible to all, and that employees and all participants should be treated with respect and fairness. The critical question related to these issues of social justice is how professionals deliver quality services in an effective, efficient and equitable manner. Various strategies to support equality and equity in facilities, services, access to opportunities, and participation in public input need to be investigated in a systematic manner.

Increase Capacity for Data-Driven Decision Making (9 responses) This theme emphasizes the importance of increasing managers’ capacity for data-driven decision making (i.e., evidence-based management). There is a need to identify appropriate monitoring and assessment indicators, as well as to research building effective database systems and their utilization. Impacts of park and recreation systems and community needs, interests, and demand are critical datapoints to inform strategic management actions. Data-driven decision making requires consideration of changes and stability over time. Furthermore, trends must be evaluated in addition to snapshots of the status quo. Management dashboards may be used to monitor key outcomes that are critical to quality.

Survey respondents expressed the opinion that all residents, visitors and customers should receive equal quality services.

Address Environmental and Physical Resource Issues (8 responses)

Academy members expressed that our parklands and open spaces are subjected to the same environmental issues and problems as are all other physical resources. The impacts of climate change, the preservation and restoration of park areas where there is significant human and wildlife impact, the control of invasive species, the implementation of green infrastructure, and an understanding by the public of the significant environmental issues that are facing the profession (and broader communities) are all concerns worthy of further investigation. The profession needs applied research and evidence-based practices that innovatively and successfully address these pressing concerns.

Increase Collaboration Among Community, Governmental and Non-Governmental Partners (5 responses) This theme focuses on the need for greater collaboration among agencies and understanding how to establish and build effective collaborative efforts. To do so, AAPRA members noted the imperative to: • Determine strategic needs and benefits of collaboration. • Identify potential organizations as collaborators. • Consider practical implementation challenges of collaboration. • Conduct due diligence and negotiations. It is essential that there be continuous reflection on such collab

orative efforts (and adjustments made as needed).

Next Steps The identification of these themes is intended to stimulate further discussion amongst the profession on how to ensure access to existing evidence (i.e., research) and to serve as a source of inspiration for building a research program among interested parties to address these critical issues more thoroughly. The Research for the Profession Committee will communicate these thematic areas to universities with park and recreation degree programs, so they might encourage faculty and graduate students to undertake such applied research. Further, we know that research

relevant to many of these topics is already available in agency reports, and through various forums (e.g., NRPA National Research Symposium), and publications (e.g., Journal of Park and Recreation Administration). What remains of concern is the awareness and accessibility of appropriate research and evaluative efforts. We hope that by communicating these identified challenges and research needs, those in a position to engage in such activities (research, communications, and assistance efforts) will actively do so. Dr. Larry Allen (Past Chair), Dr. Ellen Drogin Rodgers (Chair), Dr. Bob Barcelona (Vice Chair), Marvin Billups, Bill Clevenger, Dr. Gary Ellis, Sara Hensley, Richard Horton and Dr. Lynn Jamieson serve on the Research for the Profession Committee of the American Academy of Park and Recreation Administration.

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Parks & Recreation

OPERATIONS Increasing Efficient Communication With Recreation Management Software By Gloria Walker

ecreation management software should be an all-in-one solution that gives park and recreation staff the ability to run every aspect of their organization smoothly and efficiently to deliver the very best experiences and services. From engaging the community and streamlining operations to managing participation, recreation management software should help your organization perform at its best. Ensuring the following features are included in your recreation management software can help you continue connecting with and supporting your community.

Activity and Program Management Give your community on-demand access to all your programs, activities and classes with recreation management software that offers convenient and accessible mobile registration for both in-person and virtual classes. If the class is popular, you’ll want to be able to easily manage waitlists to ensure full enrollment and optimize class, camp and event space as needed, or even offer multiperson discounts for families registering more than one participant. Recreation management software should allow park and recreation staff to run every aspect of their organization smoothly and efficiently.

Membership Management Manage all aspects of your member base though a single cloudbased recreation management software solution that saves crucial hours for staff, so they can focus on the community. Quickly and effectively manage memberships with a workflow that offers an unlimited number of membership types, passes and rates, and can issue multiple cards for family members. Recreation management software should offer self-serve options online for members, process automatic renewals, offer pay-in-full or custom payment plans, send automatic email confirmations and accept payments.

Facility Management Streamline the reservation process for your staff and community members by utilizing recreation management software that allows users to book facilities, lockers and equipment without having to leave the comfort of home. When staff can easily view, maintain and update a scheduling calendar, it helps to prevent double bookings. Through your software, you should be able to offer online res50 Parks & Recreation

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ervations for your community that feature waivers and permit management.

Marketing and Communication Tools Connecting with your community effectively should be a snap with recreation management software. An all-in-one solution should include the following: • The ability to create highly targeted lists based on specified criteria, such as age, registration history and interests • A customizable email tool • Easy-to-use email templates • The ability to send out texts to members about scheduling changes or facility updates • Social sharing tools built into the registration process, so that members can share their plans or activities at your organization or virtually on their social media channels The job of recreation management software is to be an all-in-one solution, so that park and recreation staff can focus on their community members. By utilizing recreation management software, you can connect with your members from their first visit through years of participation to give them quality service that makes them want to come back to your facility or participate virtually time and time again. Gloria Walker is Director of Marketing at ACTIVE Network (gloria.walker@ activenetwork.com).

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(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 ©2021 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

PHOTO COURTESY OF CJ EILERS, VINTON EAGLE/ CEDAR VALLEY TIMES

Nathan’s Miles Trails in Vinton, Iowa, is the longest glow-in-the-dark trail in the United States.

When a Small Idea Glows Bright Recently, the Vinton (Iowa) Parks and Recreation Department completed a new two-mile paved trail. In most normal circumstances, this wouldn’t be newsworthy. However, this project required a massive leap of faith from a park and recreation department director and a city council to bank on an out-of-this-world idea to create a sustainable recreation amenity and economic driver for a small town in rural Iowa, all while honoring the legacy of a community leader gone too early. Today, that idea has been realized as Nathan’s Miles Trail. In 2018, the Vinton Parks and Recreation Department began efforts to increase the available trail network for a growing rural community. In beginning this journey, the department revisited old master plans and a previous relationship with engineering firm Shive-Hattery in Cedar Rapids, Iowa. What was born out of these design meetings was the idea to finish an old trail that just stopped in the middle of nowhere by finishing it and making it a loop. An inspiration for the new trail design was Nathan Hesson, who served on the Vinton City Council for five years and was always seen around town smiling from ear to ear. Hesson lived with a rare genetic disorder, called Loeys-Dietz syndrome, which enlarges the aorta in the heart and causes blood vessels to not contract the way they are supposed to. In January 2021, the disease caused Hesson to have strokes, brain bleeds and, eventually, heart failure. He succumbed to this ravaging disease at the age of 37, leaving behind a wife and two beautiful children. Though Hesson could never take long walks or bike rides in parks, he was instrumental in creating off-road trails in Vinton through his work and partnership with the Vinton Off Road Cyclists group. He was a supporter of all things parks and recreation in the community and served as the director of our department. I can personally say he was a joy to work with day in and day out. Ultimately, he was the biggest champion for what would become Nathan’s Miles Trail. After approving the construction of the trail in fall of 2019, we began discussing how we could make this trail stand out from the abundance of trails that exist in the Cedar Valley Corridor. I remembered seeing the use of glow-in-the-dark aggregate stone in Europe to help pedestrians see where they are going at night. It was used in small areas, but the appearance it gave was mesmerizing. Our department was able to locate a dealer of that stone out of Canada, called Ambient Glow Technology, which produces a glow-in-the-dark aggregate that is powered entirely by solar energy. It takes 15 minutes of sunlight to light our trail for 15 hours a night and the stone is warrantied to last 20 years. We are now the proud owners of the longest glow-in-the-dark trail in the United States, and we are currently waiting to hear back from Guinness on our submission for a world record. We have seen visitors from 10 different states and countless cities in Iowa over the short time we have been open. Even though Hesson did not live long enough to see the finished product, we know the trail glows brighter because he is looking down on it. – Matt Boggess, Director of Parks and Recreation for City of Vinton, Iowa

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PARKS & RECREATION NOVEMBER 2021 ◆ EYE ON RESEARCH ◆ WESTERN SCULPTURE PARK SPREADS ITS WINGS ◆ 10 P&R MANAGEMENT CHALLENGES

Parks & Recreation Magazine November

Articles inside

Operations

Park Bench

Advocacy

We Are Parks and Recreation

Conservation

Research

Equity

Finance for the Field

Health and Wellness

Park Pulse