FRPQ0211

A PUBLICATION OF THE FLORIDA RECREATION AND PARK ASSOCIATION • SUMMER SUMMER 2011

Superhero LEADERSHIP

Delivering Services in the Manner a

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Summer 2011

Contents FRPA EXECUTIVE OFFICE

Eleanor Warmack, CAE, CPRP, Executive Director Amber Bulloch, Administrative Assistant

Features 11

Delivering Services in the Manner a Community Wants

13 15

Superhero Leadership Everyday Heroes

411 Office Plaza Drive Tallahassee, FL 32301-2756 850-878-3221 Fax: 850-942-0712 TDD 850-878-6177 Website: www.frpa.org

2010-2011 Board of Directors President Don Decker, CPRP

Special Section 16

Past President T. Michael Stavres, CPRP

FRPA Facilities – The Best of Florida Parks and Recreation

President Elect Leah Hoffman, CPRP Vice President of Advocacy Julia Thompson, CPRP Vice President of Finance Chip Potts, CPRP Vice President of Member Resources Lucille Vaillancourt-Kreider, CPRP

Publisher: Jill Andreu Editor: Cathy Jones

Vice President of Professional Development Kara Petty, CPRP

Project Manager: Tom Schell

Central Region Marcia Bowen, CPRP

Publication Director: Eric Singer

Northern Region Jeff Moffitt, CPRP

Advertising Sales: Bill Mulligan, Niki O’Brien, Mark Tumarkin, Chria Vermeulen, Jamie Williams

Southeast Region Michelle Zimmer, CPRP Southwest Region Kathy Cahill, CPRP Parliamentarian Terri Messler, CPRP The Florida Recreation and Park Association Journal is published for the Florida Recreation and Park Association 411 Office Plaza Drive, Tallahassee, FL 32301-2756 phone: 850-878-3221, fax: 850-942-0712

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Departments 7

A Message from the President of FRPA

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A Message from the Executive Director of FRPA

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PRESIDENT’S MESSAGE

Don Decker, CPRP

Teddy Roosevelt said, “Do what you can, with what you have, where you are.” I think that is an excellent definition of an Everyday Hero. This year the Conference Committee has done an outstanding job of recognizing everyday heroes among us, but I’d like to take a few minutes to recognize some of my everyday heroes that really make the difference in our association.

This year we have made steady progress toward the goals of our Vision Plan. Previous association boards, under the leadership of past presidents Greg Scott, Jim Sheets and T. Michael Stavres, really created and refined the vision that we now embrace today. I would contend that FRPA has moved steadily forward even during these turbulent times in large part because we have not strayed from the plan.

In the arena of Advocacy we made great strides this year.

Perhaps our single greatest initiative, and one that we can build on, was the Legislative Video Series. While Eleanor Warmack, Julia Thompson and Gina Peebles worked passionately to bring you this valuable information we must thank J.T. Almon and REP Services for their commitment to the series, when they really had no idea what would be the end result. Another achievement that we can build on is the use of social media as an advocacy and marketing tool. Davia Moss and Steve Waring have really been making the most of LinkedIn, Twitter and Facebook to push our messaging in new directions.

The reputation of the Joe Abrahams Leadership Academy speaks for itself, but a great deal of work has been done this year to prepare for a sister program, Emerging Professionals.

Joan Byrne has been instrumental in creating the curriculum that will prepare our mid-level managers, and you can expect more information about Emerging Professionals (running in conjunction with Abrahams next fall) in the coming weeks. The FRPA Foundation is a great supporter of these two programs, and every one of you donating to the Foundation is helping to make a difference.

Our Membership Committee has completely overhauled the way we retain members. Tess Yagecic and Steve Waring spearheaded this change, and we are optimistic that we are building

strategies to sustain FRPA well into the future. I should also point out that many, if not all, of the initiatives I have already mentioned are a result of addressing the desires of the membership. I would encourage you to continue to tell us how we can provide the value you are looking for from FRPA. I know that our President-elect, Leah Hoffman, and the incoming board of directors are ready to meet and exceed your expectations.

While FRPA operates under the guidance of an excellent executive director in Eleanor Warmack and her amazing staff, the real lifeblood of the association is the membership, and specifically those members who step up and assume leadership roles. If you have ever served on a committee, in your region or on the state board I applaud your dedication. And, if you are a manager or a director who has allowed a member to serve, taking time away from his or her responsibilities back home, I truly thank you.

The excitement is building for State Conference 2011, and I hope you are making plans to get there. Lanie Sheets, Sandy Clayton and their committee are ready to provide you an amazing week of learning, networking and…yes…socializing.

As you’ve heard me say before, the Caribe Royale is a wonderful location to bring us all together. Exhibitors and delegates agree that it is a setting that captures the true spirit of what the Conference should be about - unity.

If you are a manager or a director who has allowed a member to serve, taking time away from his or her responsibilities back home, I truly thank you.

I used to tell people that there are two jobs every person should have at some point in life. Everyone should work at McDonalds once, and everyone should work at Disney once. That way you would have a complete understanding of summer 2011 | frpa journal

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customer service and the way it should be delivered. I’m going to add to my list after this year. Every parks and recreation professional should take some time to devote back to his/ her profession. I am an unabashed proponent of doing that by serving on the region or state boards, but there are many other avenues. The result of that devotion of your time will be a greater appreciation for your peers and this great profession.

We are about three years into what has become a very notable period in the history of the parks and recreation movement. At the moment it is most notable for the cuts we are sustaining but I am starting to see through the smoke and I’m not that discouraged by what I see. I see departments operating more efficiently. I see professionals reaching out and working together to find common solutions. I see advocates outside our profession coming to our defense. At a recent Region Meeting the question was asked if we are relegated to this “new normal” that has been foisted on us. Boca Raton Director Mickey Gomez reminded us all that we are not. “We will adapt because that is what we do,” Mickey said.

Over the past three years Mickey’s department has lost more than 150 employees and $5 million dollars…with the potential for more cuts looming. His enthusiasm for the new direction he is going with his staff, however, is contagious. (He has being drinking Ian Hill’s lemonade, to be fair, and shouldn’t we all be?)

So, if Mickey can adapt in order to bring renewed energy to his staff, then we all can.

And we will.

■

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E XECUTIVE DIRECTOR’S MESSAGE

Eleanor Warmack, CPRP, CAE

We, too, have become more aware of what is happening around us, and more sensitive when things aren’t going the way we think they should.

Does anyone else find it difficult to believe that we are already half way through 2011? Where did February go? Time seems to be passing at a pace faster than normal.

At the recent Agency Summit, one of our key speakers, Leon Younger, asked participants to throw out ideas on what their definition of the “new normal” was. There were a variety of answers, each coming from a different perspective.

One thing that became clear to me was that we are truly in a “race for relevance.” It was difficult to find any one individual who could recall a time that has posed more challenges for our profession. Many expressed concern for what our profession would be “left with” once it is all said and done. Some expressed concern for a workforce that was not prepared for the rapid and rabid change thrust at them from all directions. Regardless of the individual perspective, there was agreement that our relevance is in question. On a positive note, at the conclusion of our time with Leon Younger, we agreed that if we can re-create the way we conduct and communicate our purpose and impact, we could effectively reposition our agencies and our professionals.

It also dawned on me as I listened to the conversations throughout the Summit, that the critical step of starting the re-creation process – is that of self-assessment – however, this seems to be the most difficult. Whether the “self” in our self-assessment is our profession, our agency, our unit within the

agency, or our individual selves as professionals, the thought of conducting an assessment creates an immediate apprehension. We become suspect of the process because the question then becomes “if we say we need to do ‘it’ differently, are we saying what we have done or how we have done it was wrong?” The answer is a resounding NO in most cases.

Times have changed. The public’s “demand” for a more responsive and productive government stems from a general discontent that can be directly linked back to the economic conditions they now must cope with; along with a lack of trust and faith that government can make good decisions for our future. Let’s face it, when times were good, not many people were complaining, right? Let’s also admit that individually we have also become slightly more critical of how our banks are investing our money, how poor customer service seems to be more aggravating than normal, how slow people are to respond, etc. We, too, have become more aware of what is happening around us, and more sensitive when things aren’t going the way we think they should. “WE” need to get it right as professionals, and as a profession!

Our race for relevance may never have a finish line, because we must always engage in assessing what we are doing, how we are doing it, and why we are doing it. That is the only way that we can continue to assure a quick and accurate response to questions summer 2011 | frpa journal

9

from the public, which are always going to be there. If we commit to the following: 1) honest and open accountability through continual assessment, 2) staying updated on using technology that allows us to be more efficient; 3) employing and grooming individuals who are the best and brightest, assuring their talent and skills match our needs; 4) implementing the best practices and principles for operational efficiencies – through national accreditation, by comparing ourselves to the best in environments such as business, non-profits, and communications; and, 5) that we constantly pursue the irrational passion that drives excellence in our agencies THEN … we can always maintain the highest sense of pride by knowing we have truly provided the public with the relevant services they demand at the highest level of excellence they deserve.

I feel confident that those who commit to this ongoing process will always win the Race for Relevance. I hope you will join in this competition, because don’t fool yourself, there are always winners and losers, and right now we are fighting for our future! Florida’s Future. One sure way that you will have the knowledge you need, the professional network you can count on, and the resources that will support your efforts is to engage in your professional association and take advantage of the many opportunities that FRPA provides. The FRPA Conference is right around the corner. Information is available on-line at www.frpa.org. Join us, and begin training for your competition today!

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Delivering Services in the Manner a Community Wants By: Charlotte Presensky, CPRP, Director of Recreation, City of Palm Beach Gardens

A lot has been said through the media, public interest groups, and by elected officials about the need to reduce the size and scope of government. It would be preaching to the choir if this article recounted the effects of economy and “no tax increase” era. The challenge today seems to be how we can continue to deliver services to our communities and become relevant to the masses we serve.

One tactic to meet that challenge could be for each agency to not look internally but outwardly to its community. Most agencies are being dealt a mandate on how to operate. If we were to turn that mandate into a philosophical shift in thinking, we may find that this difficult time period is actually a time to re-tool how we deliver services, not just how we operate.

The concept of “delivering services in the manner a community wants” goes a little against our professional grain.

Most believe we know best the mix of programming or operational structure to serve our communities. In the city in which I work, we have made the conscious switch to evaluating our service delivery not according to what we think is best, but to what the demographics and voices of our community are telling us. It is through this thinking that we have actually expanded services while contracting operations. Sounds funny, doesn’t it? But, expansion of services has positioned our division to be of value to the community; therefore, the cries of reduction and elimination have remained minimal.

It should be said that not all communities are the same. We are all dealing with different challenges. But at the end of the day, Parks and Recreation is fighting for its place in a community.

The concept of delivering services to the “community in the manner they want” may be an avenue to explore and could be applied in varying degrees in almost all communities.

What has led to the expansion of our department’s services? Our department wanted to create a position in the community whereby the citizens and businesses determined our value as an agency. Our expansion of service has been an aggressive mix of two things: new, targeted programming and local business exposure. How do these two mix? By analyzing our program offerings and looking for successful trends, we d eve l oped a list of target programs that could support

becoming marketing showcases for our local businesses. By creating economic engines for small businesses, our programs were either enhanced by products, people, or financial support in some manner. This resulted in better offerings for our community, which in turn resulted in enhanced value to both the business community and overall population. It’s a cycle that has worked.

People in programs = marketing exposure for business = support of our programs.

As in most departments, we have significantly reduced operational items over several fiscal cycles. Facilities are closed more, staff has been reduced, and commodities have diminished. These are operational items. Over the same fiscal cycles, our services have actually expanded. Streamlining operations has allowed us to free ourselves of the “sacred cows” and dead

summer 2011 | frpa journal

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weight programming, and in doing so opened doors of opportunity. In developing a plan to “deliver services in the manner our community wanted,” we expanded or added to our programming mix activities such as: Senior Games, Gardens Night Out (a large special event), physical developmental programs for 2 to 6 year olds, and art/music programming for adults and youth. All of these programs have been successfully received by the community. Was it a gamble? Yes! Expansion in turbulent times is what has kept us from becoming not relevant.

This aggressive action may not work in your community, but some form of shift in service and delivery may be wellreceived. The mandates will continue to be there to do more with fewer things.

However, through finding out what your community expects and then delivering the service the way they want to receive it could be the start of a new area of relevance in your community.

Where do you begin? Start with determining what your operational status is.

What hours are your facilities open and what are your staffing constraints? What

are always very low.” This thought process needs to be challenged. Every day we hear that taxpayers don’t want tax dollars to pay for things they don’t use.

So, why not set the fee at a price that covers cost?

On the staffing side we met the concern of burnout by hiring an independent contractor to organize the games.

As part of the cost of the games, the contractor acts as the organizer and handles site operations. Our staff gives direction and supplements on-site activities. We expect a low turnout in year one, but we are confident that the momentum will build over the next two to three years.

It’s a long-term vision.

The balancing act of increasing programming and determining how much more work staff can handle versus the benefit is a difficult decision. Through strategic reductions in operational items previously mentioned, an agency can find ways to alter or expand programming and increase services. It’s all about creating relevance – give the people you serve what they want, when they want it, and how they want it.

■

are you doing with those resources? Are you retracting programming? Is your staff slowing service down to reflect the reduction in operations? Or are you evaluating the expectations of your community? Are there partnerships to be established? Can someone or some entity help you increase services? Is there a different combination of service delivery models that might better suit your community? Or are you just “going back to basics?”

As one example of expansion of services, we chose to offer the Senior Games this year. Our community trend is that people are leading active lifestyles well into their older years. Therefore, the conclusion we made was that this type of programming suits our demographics.

Obviously, there were concerns of funding and staffing. On the funding side we broke the “sacred cow” concept that the participant fee for this program should be minimal. The participants’ fees were set to recover a certain amount of costs.

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Superhero Leadership By: John Spence

During the past nine years I have had the opportunity to present leadership and business improvement training sessions for more than 800 CEOs of firms between $2 million and $500 million, as well as dozens of similar programs for senior leaders at a number of Fortune 500 companies.

During these intensive workshops, I force the participants to make a critical self-examination of the current operational strengths and weaknesses of their organizations through a combination of audits, benchmarking and highly focused discussion questions. One of the key questions I ask in every session is, “what are the three or four biggest challenges you’re facing in your business right now?” Even with an incredibly diverse sample of businesses from every imaginable industry, it has been fascinating to see a clear pattern emerge of four specific issues that the vast majority of these leaders identify as the things that are holding their companies back and keep them up at night.

1. Lack of a Vivid and Extremely Well-Communicated Vision Even though these leaders are personally obsessed with the vision and direction of their company, they reluctantly admit that if you were to go just one or two levels below them in the organization you would likely find very few, if any, employees that truly understood the vision, mission and core values of their organization. One especially frustrated CEO asked me, “John, when do you know that you have communicated these things enough?” My reply was, “When you have talked about the vision, mission and values so much that you feel like if you have to say it just one more time you’ll get nauseous... it is at that point at the lowest person in your organization just heard

it for the very first time.” A major job of every leader, whether you lead two people or 20,000, is to relentlessly communicate an exciting and ennobling vision for the future of the organization. In one-on-one meetings, town halls, emails, voicemails, and team meetings the goal is to help people clearly see where the business is headed and what they need to focus on to make sure you all arrive there together successfully.

2. Lack of Open, Honest and Courageous Communication The inability or unwillingness to put difficult, uncomfortable and awkward topics on the table for candid and transparent discussion was identified by these leaders as a major inhibitor to their ability to build strong teams and get their organizations fully aligned. As Patrick Lencioni points out in his superb book “The Five Dysfunctions of a Team,” in large part this lack of candor stems from a fundamental absence of trust that leads to unwillingness by people on the team to be vulnerable and completely honest. However, the desperate need for courageous communication and high levels of transparency is powerfully demonstrated in Kouzes’ and Posner’s seminal book “The Leadership Challenge,” which unequivocally shows that honesty is the single most important driver in establishing credibility as a leader. Especially in times of great turmoil like we are facing now, employees crave as much information as they can get about how things are going in the company and summer 2011 | frpa journal

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what they need to do to keep it moving forward. Where there is a lack of a well-communicated vision mission and values, you quickly see fear, politics, and rumor-mongering rushing in to fill the void.

consistently delivers subpar work, turn things in late and has a poor attitude. Because he/she still has his/her job, this individual is the person who establishes the level of acceptable work for every other employee in your company. How does that make you feel?

3. Lack of Accountability As a direct result of the lack of honesty and courageous communication mentioned above, one of the difficult conversations not occurring is a frank discussion about tolerating mediocre performance. After taking a good, hard look at their business, many of the participants in my sessions realize that they have a few mediocre performers in key positions in their organization and that every day they leave them there is another day they are in effect saying to the rest of the company, “we were just kidding about pursuing excellence.” For example, I am currently working with three large com-

panies that have long established r e p u t at i o n s for being exceedingly “nice.” On one hand people that work in these organizations are very proud to be part of such wonderful d f l and d kind ki d company, yett on the th other th hand h d they realize that major issues and serious problems continue to go unaddressed strictly because people don’t want to hurt someone’s else’s feelings. The truth is; it is not “nice” to let someone jeopardize the organization and destroy their own career because their leader did not have the courage to tell them the truth about their poor performance. Here is a test that will bring this into sharp focus: Think of a person in your organization that

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4. Lack of Disciplined Execution For the last five years I have been a guest lecturer on strategic thinking at a special conference at the Wharton School of Business. Each year I have about 100 senior executives in my session and I always ask the same question, “What percentage of the time do companies that have a solid plan for how to succeed in the marketplace actually effectively execute to plan?” answer has remained the same year after year: 10 to 15 The answe percent. That number is shockingly low, but unfortuperc nately my experience indicates is accurate. What is na even more devastating is to realize the monumental ev waste of talent, resources, opportunity and money w that terribly low number represents. Because this was th such a serious issue for many of my clients I decided to suc do a ““deep dive” and really study the topic. After more 5,000 pages of reading and dozens of interviews, I than 5 discovered that the process for ensuring effective execudiscove tion was really very straightforward and simple, just a handthat needed to be applied with vigor and total ful of key steps st accountability. I also discovered that nearly every leader I spoke accountabi with pretty much knew what the process was, they were just unwilling to impose the level of discipline needed to unable or u higher levels of execution in their organizations. drive highe So if you had the chance to talk to 1,000 senior leaders and what the four most important things they need to ask them w right now to fix their business they would be: focus on rig Relentlessly over-communicate a clear, compelling and • Relentle focused vision for the future of the organization to all stakeholders. t k h l • Foster an environment that demands honest, transparent and courageous communication in order to develop high levels of trust and respect.

• Be clear about establishing specific and quantifiable standards of performance and then be rigorous, but never ruthless in absolutely holding every single employee 100 percent accountable to meeting or exceeding the agreed upon standards.

• Develop a culture of disciplined execution by establishing the systems, processes and checkpoints to ensure consistent flawless execution of all critical initiatives.

At the end of the day none of the things I have listed here are particularly new or revolutionary. I am sure that most of us will recognize them as well-established fundamentals for leading a world-class organization. However there is a huge difference between knowing something and living it every day in your organization.

■ John Spence is the author of “Awesomely Simple: Essential Business Strategies for Turning Ideas into Action” (Jossey-Bass) and was recently recognized as one of the top 100 business thought leaders in America.

past issues of FRPA Journal at www.naylornetwork.com/frp-nxt/ 4/6/11 6:45:22 PM

Clarice Stewart Anyone who attended the 2010 FRPA State Conference and heard Ian Hill speak on the value of Parks & Recreation will appreciate the work being done by Everyday Hero Clarice Stewart. Clarice not only teaches aerobics three days a week at the Winter Visitors Center in Plant City, she also fights obesity, allows people to connect with one another and builds community.

Clarice Stewart is 89 years young and she can still touch her toes, do the twist, and wiggle to “Boogie Woogie Bugle Boy” the way she did when she started teaching aerobics 30 years ago.

Her energy is infectious. Members of her exercise class say the antidote to sagging motivation is keeping up with Stewart. Stewart says she tailors exercises to the abilities of participants, many of whom are recuperating from surgery or injuries. She volunteers her time to teach the classes.

Stewart’s class of about two dozen starts with hugs all around. After the opening warm-up exercise, Stewart takes time to announce who’s missing that day and why. Class members tend to let Stewart know in advance if they’re not coming. If they don’t, someone in the class will be assigned to track them down.

“If you’re not here, they call you and come looking for you,” says Brenda Simpson, 67, who joined the class in 2005 after retiring and moving to Plant City from Tampa. She says she found instant friendship in a community where she knew no one. “It’s been great for me, the camaraderie.”

Meg Scott, 67, discovered the class about two years ago, after suffering back injuries in a car wreck. “This has done me more good than physical therapy ever did,” Scott says.

“I’m not sure if it’s the exercises or because I get a hug from 20 people every time I walk in.” Stewart says people tease her when she declares she has no time for “face page” or other social networking sites. But she’s more interested in face time than Facebook.

Wouldn’t it be great if every one of our recreation facilities had an Everyday Hero like Clarice?

■

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summer 2011 | frpa journal 5/4/11

15

9:02:54 AM

FACILITY SHOWCASE Town of Miami Lakes

Parks and Recreation Department Director: Project: Cost: Size: Architect/ Engineering: Contractors:

Tony Lopez, CPRP Miami Lakes Optimist Park Marina $250,000 4,000 sq. ft.

Kimley-Horn and Associates, Ft. Lauderdale Acosta Tractors Inc., Miami Statewide Marine & Boat Lift, Stuart Rip Tide Construction, Hollywood The Town of Miami Lakes’ unique P2 park system consists of 99 parks with six lakefront beaches for swimmers in a 6.5 square mile radius. But until five years ago the Town never pursued other in-the-water recreational activities such as boating and fishing. At that time, the Town began working with the community to plan a new park feature that would allow non-motorized watercraft in the water and provide fishing opportunities for anglers.

The new Miami Lakes Optimist Park Marina features a 2,000-square-foot floating dock area with four slips for canoes, kayaks and/or sailboats, as well as a designated fishing area with seating.

Renovated restrooms provide park users Q3 with quality support facilities while they enjoy their day at the marina. The park development also included a quartermile asphalt trail with lighting, three Director: Matt Suedmeyer picnic shelters and landscaping.

Project: Orange County Orlando Magic Recreation Centers The Town of Miami Lakes provided Cost: $29.4 million(for five centers) the funds for the initial design and planSize: 24,398 sq. ft.(each center) ning process of the marina as well as for Architect: Schenkel Shultz Architecture, Orlando its initial construction. It also secured Engineering: Avalon Engineering, Orlando a $200,000 grant from the Florida Contractor: Turner Construction, Orlando Recreation and Development Program and a $200,000 grant from the Land and utility connections. The City of Winter A 2007 survey of Orange County resiWater Conservation Fund.

Garden paid for its own site developdents indicated that they felt the need for ment so the county could locate one more recreational space as well as lit faciliP3 recreation center there. ties that could accommodate more users Each Orlando Magic Recreation and longer hours of play and practice. The Center contains a 12,000 sq. ft. woodCounty government forged a partnership floor gymnasium with an NBA regulawith the Orlando Magic, which agreed to tion-size basketball court. The space can provide, at the team’s expense, five new recalso be used for soccer and volleyball. reation centers/gyms in the areas of greatThe buildings include fitness centers est need at a cost of $5 million per center. In with cardiovascular training equipreturn, the Orlando Magic received tourist ment and weight-lifting machines, plus tax dollars to help finance the construction space for community meetings. A conof the new Amway Center. cession stand, restrooms and courtyard The county spent $3.5 million to prepare are located on the facility’s exterior. the land and make necessary sewer and

Orange County

Recreation and Parks Department

16

View past issues of FRPA Journal at www.naylornetwork.com/frp-nxt/

FRPA Facilities – Compiled and Written by Mary Lou Jay

P1

Miami Gardens Department of Parks & Recreation Director: Project: Cost: Size: Architect: Engineering:

R1

Q1

R2

Q2 P1 – The Miami Lakes Optimist Park Marina includes a four-slip floating dock with boat launch for nonmotorized craft as well as a designated fishing area with seating.

P2 – The Town renovated the existing restroom facility to serve marina users.

P3 – Funding for the 2,000-square-foot dock came from the Town (50%), an FRDAP grant (25 percent) and the Land and Water Conservation Fund (25%).

Kara Petty, CPRP Betty T. Ferguson Community Center $14.6 million 56,000 sq. ft.

CPZ Architects Inc., Plantation Maurice Gray Associates Inc., Miami Lakes Hammond & Associates Inc., Plantation Contractor: N&J Construction Inc., Miami Miami-Dade County planned to build a large, multipleuse community center in the area that is now within the City of Miami Gardens. In 2007, however, County Commissioner Betty T. Ferguson was instrumental in persuading MiamiDade County to hand over the plans, the property, and $12 million to the recently -incorporated City so it could develop and maintain the center.

The Betty T. Ferguson Community Center offers numerous opportunities for new programming and outreach. The indoor pool, which has a flume and a spa, is the first of its kind in Miami-Dade County. Other amenities include a modern fitness center, two dance studios, a full court gymnasium, a 200-seat auditorium and banquet hall, two classrooms, a resource lab, a multi-purpose room, an art room and a teen room. An artificial turf football field and track with seating for 600-plus spectators and two concession stands provides space for various sporting events.

The building’s exterior features numerous circle openings, filled with colored glass, which allow sunlight into the gym and create colorful zones that define each area of the facility. The center also features a garden with native Florida plants..

R3

Q1 – The Orlando Magic Recreation Center at South Econ Community Park is one of five gyms/ recreational centers that the Orlando Magic built for Orange County.

Q2 – The state-of-the-art gym can be used for basketball, soccer and volleyball.

Q3 – The bright, welcoming entry/lobby area serves as the spine of the center, linking all the spaces.

R1 – Light from the colored glass windows on the exterior wall of the Betty T. Ferguson Community Center creates interesting patterns on the gym floor.

R2 – The facility’s indoor pool, with a flume and spa, is the only one of its kind in Miami-Dade County.

R3 – The center’s artificial turf football field and track provide seating for 600 and are served by two concession stands.

summer 2011 | frpa journal

17

City of Boca Raton Recreation Services Department Director: Project:

Mickey Gomez, CPRP Sea Turtle Rehabilitation Center at Gumbo Limbo Environmental Education Center $57,300 (Funded by Friends of Gumbo Limbo) 2,500 square feet

Cost: Size: Architect/ Engineering: City of Boca Raton staff Contractor: Oceanic Engineering and Marine, Boca Raton Waterlife Design Group, Apopka Hartzell Construction Inc., Pompano Beach There are only 13 sea turtle rehabilitation/hospital facilities in Florida and of those only three treated sea turtles afflicted with a tumorous disease called fibropapillomatosis. The Florida Fish and Wildlife Commission encouraged Gumbo Limbo to open a rehabilitation center for these turtles. The center bought seven large tanks, and the Recreation Services Department contributed some of its under-used space to house them.

The Sea Turtle Rehabilitation Center educates the public about this disease and other threats to sea turtles and about what can be done to save them. Faculty from Florida Atlantic University may also use the facility to conduct research on the disease.

The official opening of the facility was in January 2010, and it was soon filled with 170 turtles that had been stunned by an unusual cold spell. Instead of the expected 30 total patients in the first year, the center handled 200 of them just during its first four months in operation.

This project is a joint undertaking of the City of Boca Raton Recreation Services Department, the Greater Boca Raton Beach and Park District and the Friends of Gumbo Limbo.

S2

City of Casselberry Department of Public Works Director: Project: Cost: Size: Architect/ Engineering:

S3

S1 S1 – Visitors to the Sea Turtle Rehabilitation Center at the Gumbo Limbo Environmental Education Center learn about the viral disease that is affecting the turtles and what can be done to save them.

S2 – The turtle tanks are located in a space below a building owned by the City of Boca Raton.

S3 – In its first four months of operation, the Sea Turtle Rehabilitation Center cared for 99 turtles affected with the cancer.

18

T1

Mark Gisclar Lake Concord Park $2.3 million 9.6 acres

Camp, Dresser & McKee Inc., Maitland Contractor: APEC Inc., Orlando The City of Casselberry transformed a seldomused natural area and a poorly-functioning stormwater detention pond into a centerpiece for the city’s redevelopment efforts. The new Lake Concord Park not only serves as a fully functioning stormwater treatment site but also as a center for many different types of recreational activities.

Lake Concord Park’s new stage, which overlooks the lake, is used for community-sponsored events and concerts. Visitors can stroll over the lake on a boardwalk, or enjoy picnics, soccer and flag football in the new grassy open area. Younger residents can take advantage of the play structure and interactive water fountain, while the café area (which offers free wireless access) provides a venue for residents to relax, read a book or eat their lunch. In addition, Lake Concord Park offers a sculpture garden and better access to the existing Art House.

The City incorporated many low-environmentalimpact features such LED boardwalk lighting, native plantings and a porous-pavement parking lot into the park’s design and operation. Educational kiosks enable visitors to learn about these features and about the importance of managing stormwater.

T1 – A 1,400-foot boardwalk allows pedestrians to stroll over Lake Concord and gives fishermen access to new areas of the lake.

T2 – Children cool off in the new interactive fountain at Lake Concord Park. The younger set also have a new play structure to enjoy.

T3 – The café area provides free wireless access and offers a relaxing venue where workers in nearby offices can enjoy an outdoor lunch.

View past issues of FRPA Journal at www.naylornetwork.com/frp-nxt/

Marion County Parks and Recreation Department

T3

Director: Gina Peebles, CPRP Project: Carney Island Recreation and Conservation Area Cost: $6.2 million Size: 780 acres Architect: Architecture Studios Inc., Ocala; GPI, Ocala Contractor: Moss Construction Managers, Ocala Carney Island Recreation and Conservation Area in southeast Marion County contains both recreational and conservation areas. The 780-acre property offers more than five miles of natural shoreline along Lake Weir and Little Lake Weir. It consists of upland areas, forested wetlands, and freshwater marshes plus a 14-acre citrus grove that provides fruit for the county jail. The park’s new features include a six-slip boat ramp with a floating dock system, a swim beach and a large playground. Boaters can tie up their vessels while they picnic, swim, play or hike the four miles of trails.

As part of the new construction, 36 acres of forested wetlands and freshwater marshes were put in a conservation easement to be perpetually protected. The park also contains Marion County’s first ecologically enhanced stormwater area, which treats the stormwater runoff from over five acres of paved surfaces through a series of specifically designed treatment basins.

The Save Lake Weir Association provided 40 Live Oak trees for the project. Funding came from a Clean Water Program Grant, Florida Boater Improvement Funds and an FRDAP grant.

U3

T2

U1

U2 U1 – Carney Island Recreation and Conservation Area is home to freshwater marshes like this one that borders a new restroom facility.

U2 – Park visitors can tie up their boats at the new boat ramp then enjoy a picnic in one of the new shelters.

U3 – When children get tired of swimming at the new beach, they can wear off more energy on the new waterfront playground.

summer 2011 | frpa journal

19

Collier County Parks & Recreation Department Director: Project:

Barry Williams Freedom Park (Gordon River Water Quality Park) $31 million 50 acres

Cost: Size: Architect/ Engineering: CH2MHill, Naples Contractor: Kraft Construction Co., Naples Extensive development in Collier County has caused an increase in pollutants in Naples Bay. Freedom Park is a 50-acre water quality treatment park designed to reduce pollution and to ease flooding concerns in the area while providing the public with passive recreational and educational opportunities.

Freedom Park uses an interconnected system of multi-depth ponds, polishing marshes and wetlands as a natural filtration system similar to the Everglades.

Visitors can view these natural areas via 3,800 feet of boardwalk, or they can explore the park through its two miles of walking paths, which include observation lookouts and rest stops with picnic pavilions.

A 2,400-square-foot natural history education center hosts exhibits, lectures and a variety of natural history experiences. The center includes a children’s play room and Naturespace, a fair trade gift shop.

Freedom Park gets its name from the memorial that will be located there, a tribute to the fallen law enforcement officers, firefighters, emergency medical personnel and civilians who died in the September 11, 2001 terrorist attacks.

Funding came from a partnership between the County, the City of Naples, the South Florida Water Management District and the Florida Communities Trust.

V1 – The 50-acre Freedom Park uses an interconnected system of pools, marshes and wetlands as a natural filtration and flood control system.

V2 – A 3,500-foot boardwalk provides access to the park’s wetlands. The boardwalk extends from the natural education center down to the Gordon River Basin, where visitors can watch otters frolicking.

V3 – The section of boardwalk that stretches across a five-acre lake includes one of the park’s six lookout pavilions.

20

V3

V2

V1

View past issues of FRPA Journal at www.naylornetwork.com/frp-nxt/

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urea

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t 3FGFS UP JU CZ UIF CSBOE OBNF (and accept no substitutes) t 6TF UIF GPMMPXJOH DSJUFSJB UP FOTVSF ZPV are getting an equivalent product: – Must have 90% or more of the nitrogen from polymer-coated urea – At least 50% of the polymer-coated urea must be rated to last 4-6 months – The nitrogen content in the NPK analysis must be at least 30%

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