Parks & Recreation Magazine May 2019

MAY 2019 W W W. N R PA . O R G

BARBARA TULIPANE

Over a Decade in Service to Parks and Recreation

Chouteau Greenway’s PR Plan | Measuring Impact – ABC Park | NYC’s Resilient East River Park

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contents may 2019 volume 54 | number 5 | www.parksandrecreation.org

FEATURES

50 Barbara Tulipane: Over a Decade of Service to Parks and Recreation Richard J. Dolesh

NRPA President & CEO Barbara Tulipane, CAE, leaves the organization after 11 years of remarkable and productive service to the association. Read her parting thoughts on the state of parks and recreation, about her significant accomplishments and her outlook for the future of the industry.

54 Link Me to St. Louis!

Vitisia Paynich

The Great Rivers Greenway organization in St. Louis is partnering with residents, city officials and the business community to unite neighborhoods and people across the region through the development of the Chouteau Greenway. Part one of a series of updates on this project provides an overview, along with the organization’s initial public relations strategy and community outreach efforts.

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60 Preserving Community While Expanding Resiliency at New York City’s East River Park Carter Strickland, James Lima and Amy Chester

The vulnerability of New York City’s East River Park and its surrounding neighborhoods to flooding became apparent with Hurricane Sandy in 2012. An alliance of various groups is working to build resiliency into the park while preserving and serving the existing neighborhood and its stakeholders.

66 Measuring the Impact of Parks Build Community Suzanne Nathan and Kevin Brady

For this year’s Parks Build Community project, NRPA is working with North Carolina State University College of Natural Resources and Baltimore’s Johns Hopkins University to measure the impact the renovated ABC Park will have on its community.

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contents may

columns 10 Editor’s Letter

departments 12 Research Building Awareness and Use of Parks and Programming Kevin Roth, Ph.D.

The Top Three Factors Americans Consider Most When Registering for Recreational Team Sports

18 Community Center S. ome ADA-Compliance Strategies and Enforcement Trends John N. McGovern, J.D.

22 Member to Member A Brand Refresh for Apex Park and Recreation District 22 Katie Groke Ellis, MPA, CPRP Are Facebook Ads Worth It in 2019? 26 Roxanne Sutton Branding Your Agency Is Not Only About Generating Revenue 28 Kevin Roth, Ph.D.

Improving the Lives of People with Arthritis Through Parks and Recreation 70 Take Your Agency from ‘Zero to Sexy’ 71 CAPRA Accreditation – The Power of Positive Perception 72 Grow Your MarComm Skills! 73 Connect Hot Topics 74 Member Benefit: Why Recreation Organizations Use ePACT 74 Member Spotlight: Nichole Bohner 75 Parks & Rec Crossword 76 Professional Development Calendar 77

78 Operations Fox Valley Park District Solves Poor Cellular Connection Inside Its Facilities 78 Steve Van Skike Synthetic Sports Fields and the Heat Island Effect 80 Sonia Myrick

82 Products 84 Park Essentials 87 Advertiser Index

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‘Why NRPA, Jim Bradley?’

Jim Bradley

Certified Playground Safety Inspector Accident Review James C. Kozlowski, J.D., Ph.D.

38 Future Leaders The Art of Zen Leadership Michael McCann, MS

40 Conservation . itizen Science Volunteers Vital to Parks C Richard J. Dolesh

44 Health & Wellness Parks and Recreation: The Secret to a Long, Healthy Life?

Allison Colman

48 Social Equity

70 NRPA Update

Human Foosball Lindsay Collins

30 Advocacy

32 Law Review

16 Park Pulse

88 Park Bench

Telling the Park and Rec Story Gina Mullins-Cohen

Cover image: Photography

by Philippe Nobile. www. nobilephoto.com

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Multicultural Marketing Matt Brubaker

Page 40

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creates precisely-aimed vertical lighting to enhance visibility of aerial balls — that’s exactly what they got.

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– Tyson Kimm Vice President of Perfect Game USA, main tenant at LakePoint

We Make It Happen®

EDITOR’S LETTER PRESIDENT AND CEO Barbara Tulipane, CAE

Telling the Park and Rec Story When done well and for a great purpose, marketing and public relations are incredible tools that can bring people together and help activate change. Parks and recreation is full of dynamic, inspiring and meaningful stories waiting to be told, and with the breadth and depth of issues it tackles and the array of communities it serves, these tools are important and necessary to communicate its value and impact. Marketing and public relations are the conduit for relaying our message and inviting our communities to take part in shaping their story.

We begin this issue by highlighting the extraordinary tenure of Barbara Tulipane, NRPA’s outgoing president and chief executive officer. After working with Barbara for 18 wonderful years, I can personally attest to the impact she’s made, both on the organization and the individuals within. I am very sad to see her go and know I speak for many when I say we will continue to treasure the legacy she leaves with us.

In an interview with Rich Dolesh, NRPA’s vice president of strategic initiatives, on page 50, Barbara offers some reflections on building the NRPA brand and embracing our narrative. She’s frequently emphasized the importance of telling park and rec stories and reminds us that “[parks and recreation] represents everything good about our society and we must never lose sight of this.

We are the solution to loneliness, isolation and happiness, but only if we claim it!”

On page 54, we see how the Great Rivers Greenway organization in St. Louis is working to unite neighborhoods and individuals through the creation of greenways. Parks & Recreation magazine will be chronicling the creation of the Chouteau Greenway, a new trail that will link historically divided communities. In this first installment, we examine how Great Rivers Greenway is already beginning to bring communities together through its initial public relations strategy and community outreach efforts.

St. Louis is not the only city tackling equity in park design and development. On page 60, we move to New York City’s East River Park, where an alliance of diverse groups is working to rebuild the park so it helps to protect the land and surrounding communities from coastal flooding and storm surges, while continuing to engage and serve the park’s current stakeholders. This alliance is developing an inclusive stewardship model to ensure community collaboration and resiliency on all fronts.

Lastly, on page 66, we continue to follow developments associated with the renovation of ABC Park in Baltimore — the newest addition to NRPA’s Parks Build Community family of projects.

This year, we will be working with North Carolina State University College of Natural Resources and Baltimore’s Johns Hopkins University to track and measure the impact of the park’s renovation on the surrounding community. We hope you’ll join us in Baltimore September 24–26 for the NRPA Annual Conference (www.nrpa.org/conference/) and the exciting unveiling of a revitalized ABC Park!

GINA MULLINS-COHEN Vice President of Marketing, Communications and Publishing Editorial Director 10

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

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

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

EXECUTIVE COMMITTEE Chair of the Board of Directors Jack Kardys J. Kardys Strategies Miami, Florida

Chair-Elect Michael Kelly Chicago Park District Chicago, Illinois Treasurer Xavier D. Urrutia City of San Antonio Parks and Recreation San Antonio, Texas

Secretary Karen Bates Kress Park Advocate Emigrant, Montana

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

BOARD OF DIRECTORS Michael Abbaté, FASLA Formerly of Portland Parks & Recreation Portland, Oregon

Jesús Aguirre, CPRE Seattle Parks and Recreation Seattle, Washington

Leon T. Andrews, Jr. National League of Cities Washington, D.C.

Neelay Bhatt PROS Consulting Indianapolis, Indiana

Hayden Brooks American Realty Corporation Austin, Texas

Kong Chang

Jack Kardys

J. Kardys Strategies Miami, Florida

Michael Kelly

Chicago Park District Chicago, Illinois

Karen Bates Kress Park Advocate Emigrant, Montana

Joanna Lombard

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

Carolyn McKnight, CPRP

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Former BREC Executive Director East Baton Rouge, Louisiana

Joshua Medeiros, CPRP, AFO

City of Bristol Parks & Recreation Bristol, Connecticut

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Herman Parker

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

Ian Proud

Playworld Systems Williamsport, Pennsylvania

Nonet T. Sykes

Atlanta Beltline, Inc. Atlanta, Georgia

Xavier D. Urrutia

City of San Antonio Parks and Recreation San Antonio, Texas

Greg A. Weitzel, CPRP

City of Idaho Falls Parks and Recreation Idaho Falls, Idaho

LIFE TRUSTEES Beverly D. Chrisman

Lexington, South Carolina

Anne S. Close

City of Saint Paul Parks and Recreation Saint Paul, Minnesota

Fort Mill, South Carolina

Kevin Coyle

New York, New York

James H. Evans

National Wildlife Federation Washington, D.C.

Rosemary Hall Evans

Jose Felix Diaz

Earl T. Groves

Ballard Partners Miami, Florida

Gastonia, North Carolina

Charles E. Hartsoe, Ph.D.

Victor Dover

Richmond, Virginia

Dover, Kohl & Partners Town Planning Miami, Florida

Harry G. Haskell, Jr.

Chadds Ford, Pennsylvania

Richard Gulley

Kathryn A. Porter

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

Mendham, New Jersey

Perry J. Segura

Roslyn Johnson, CPRP

R. Dean Tice

Maryland-National Capital Park and Planning Commission Greenbelt, Maryland

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RESEARCH Building Awareness and Use of Parks and Programming

By Kevin Roth, Ph.D.

E

nsuring that everyone has access to high-quality park and recreation amenities is the essence of NRPA’s mission. An example of this focus is the 10-Minute Walk Campaign, a partnership among NRPA, The Trust for Public Land and the Urban Land Institute. This coalition works to ensure there is a great park within a 10-minute walk of every person in every neighborhood in every city across the United States.

Having access to high-quality parks does not by itself ensure usage of these essential amenities. Another important factor is awareness. Making sure residents are fully aware of the park and recreation amenities

and programming available to them, where to find them and what activities are offered — as well as residents’ perception of the quality and other characteristics of a park — are all crucial factors in whether they

will use a park and its facilities.

NRPA commissioned GP RED, a nonprofit that provides research, education and development for health, recreation and land agencies, to better understand how awareness drives park and recreation usage. The recently released Awareness and the Use of Parks and Recreation report evaluates how access and knowledge spark park and recreation use and provides a road map for park and recreation leaders to follow when developing and executing an awareness strategy.

Why Are People Not Using Park and Recreation Offerings, and How Do They Want to Be Reached?

A review of survey data collected from 2005 and 2017 by GP RED, GreenPlay LLC and RRC Associates finds that the second most significant barrier keeping people from enjoying park and recreation amenities in their communities is being unaware about the programs offered at those facilities. (The most cited barrier is a lack of time.)

Nearly 3 in 10 respondents report that they are not aware of the park and recreation offerings available.

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RESEARCH

How to Build and Implement a Marketing and Awareness Plan

The same survey data identifies three communication vehicles to learn about park and recreation offerings. Most residents (54 percent) indicated a preference for email, followed by internet/agency website (49 percent) and local media (39 percent).

Building on this theme, the researchers also included case studies from two local park and recreation agencies — Montgomery County, Maryland (as part of the Maryland-National Park and Planning Commission) and Cary, North Carolina. A key finding from the studies is that a lack of awareness is a significant factor in residents not using the park facilities and services in their communities.

Actions Agencies Can Take to Build Awareness The main takeaway from the research is that building awareness of available park and recreation amenities and programming is critical 14

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for increasing usage of these offerings. The report lays out a three-step strategy to achieve this goal. The first two steps focus on the agency performing an honest assessment of current offerings and community needs, while the third step involves the development and execution of a communication plan.

Completing an up-to-date component-based inventory and levels-ofservice (LOS) analysis to ensure an accurate and objective assessment of what is available in the community.

Conducting a thorough needs assessment study to understand perceived proximity and awareness of residents. The study should address perceptions of usage, knowledge of offerings, barriers and constraints to utilization, how residents currently find out about offerings, how they prefer to find out about offerings and their perceptions of safety.

Developing and implementing a three- to five-year strategic marketing and awareness plan.

Next, the report provides park and recreation leaders with a step-bystep guide on how to develop and execute a strategic marketing and awareness plan: Step 1 – Develop a consistent brand. Define how the agency wants to be perceived by residents and identify the tactics that will promote that perception.

Step 2 – Develop goals for the marketing and awareness effort as a whole. These are goals that go beyond “increasing awareness” or “attracting new users.” Instead, the marketing and awareness efforts should translate the desired unique brand into tangible goals that can influence the overall direction of any strategy.

Step 3 – Define target markets and segments. While park and recreation agencies strive to serve all people, residents of different communities have different needs and desires. As a result, what they expect from their local park and recreation agencies will also differ.

Focusing efforts on market segments streamlines communication and allows an agency to communicate more effectively and directly to a select group, rather than having a set of messaging that fails to resonate with individuals.

Step 4 – Define the goals for each channel of communication. Because of the nature of park and recreation services and the different audiences agencies may serve, marketing channels to increase awareness can take various forms. Park and recreation agencies should select communication channels with specific tar-

get markets in mind. For example, agencies may be more successful in reaching millennials for fitness opportunities through promotions delivered by mobile applications and social media efforts.

Step 5 – Define the content guidelines for each channel. Content guidelines can be thought of as the “dos and don’ts” for each marketing channel. These guidelines allow for more consistent and focused messaging (look, language, content) across all platforms, reinforcing the brand, story and goals of the marketing and awareness efforts.

Step 6 – Define evaluation methods for marketing efforts.

Marketing and awareness campaigns may involve some trial and error as part of the process. Park

and recreation agencies should evaluate their efforts for effectiveness and be willing to make changes. Park and recreation professionals should base their evaluation methods on the brand, segments, goals and content that are unique to their agencies to establish and reinforce an authentic brand.

I encourage everyone to review the full Awareness and the Use of Parks and Recreation report (www.nrpa. org/park-awareness), to understand the importance of building awareness of your agency’s offerings and to gain a detailed strategy for how to develop and implement a marketing and awareness plan.

Take the next step and make sure a member of your agency’s team earns the new NRPA Marketing

and Communications Certificate.

Students working through the certificate will develop a strategic marketing and communications plan that fits their agency’s unique circumstance. They do this by applying material through an interactive worksheet that allows them to investigate case studies, while also applying the concepts to their agency’s context. The four courses within the certificate focus on needs assessment, strategic planning, implementation and evaluation.

Learn more about the Marketing and Communications Certificate at www.nrpa.org/careers-education/ certificate-programs/.

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

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W W W. PA R K S A N D R E C R E AT I O N . O R G | M AY 2 0 1 9 |

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WE ASKED THE PUBLIC:

Which of the following would you take into consideration most if you were registering yourself or a family member for recreational team sports in your community?

The top three factors Americans take into account are as follows:

NRPA PARK PULSE

Cost is the No. 1 consideration for those earning less than $50,000:

50%

54% of those with an income between $35K and $50K

SCHEDULING 54%

47%

LOCATION

44% from those with an income less than $35K

43%

44%

COST

Each month, through a poll of Americans that is 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 www.nrpa.org/Park-Pulse for more information.

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75379

COMMUNITY CENTER Some ADA-Compliance Strategies and Enforcement Trends

By John N. McGovern, J.D.

I

t is always busy season in parks and recreation. Half of us are working on budgets for the coming year, and half of us are reviewing our first-quarter numbers, but all of us are focused on improving the quality of life in our communities. However, a constant challenge for all is continuing our work on compliance with the Americans with Disabilities Act (ADA).

One of the last things a park and recreation professional wants to hear is: “We had an ADA complaint yesterday.” Following is some advice about compliance strategies and some trends regarding ADA enforcement:

Existing Facilities

PHOTO COURTESY OF WDSRA WESTERN DUPAGE SPECIAL RECREATION ASSOCIATION

There are three key questions regarding making existing facilities accessible:

18

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When does our transition plan have to be finished? The portion of the ADA that applies to the roughly 89,004 units of state and local government agencies is Title II (www.ada.gov/regs2010/ titleII_2010/titleII_2010_regula tions.htm). According to section 35.150(d) of Title II, transition plans were to have been prepared

by July 26, 1992, and the retrofit work completed by January 26,

1995. Few agencies met these requirements, so, for those who haven’t, the strategic approach is to complete the access audit of facilities and programs quickly and then prepare a transition plan. If a transition plan has not been completed, make a budget adjustment or be sure to include it in next year’s budget. It is typical for park and recreation agencies to stretch retrofit activity over 10 years.

What must the transition plan include? Details! An access audit of your existing sites must evaluate every aspect of every element at every site within your agency against the 2010 Standards for Accessible Design (www.ada. gov/regs2010/2010ADAStan dards/2010ADAstandards.htm).

The 2010 Standards became effective March 15, 2012, and, for the first time, included park and recreation assets, such as playgrounds, spray grounds, sports fields and courts, swimming facilities, golf courses and more. NRPA was very active in the development of the Standards. In fact, its CAPRA (Commission for Accreditation of Park and Recreation Agencies) accreditation process requires that the agency seeking accreditation have a transition plan.

In section 35.150(d) of Title II, the specific transition plan require-

Inclusion allows kids of all abilities to play together. | M AY 2 0 1 9 | W W W. PA R K S A N D R E C R E AT I O N . O R G

Can you spot what is missing from this piece of playground equipment? The addition of a ramp would allow a child in a wheelchair to safely access it.

Title II regulation, published by the U.S. Department of Justice (DOJ) in 2011, requires that the “programs� of an agency be made accessible. For example, if ceramics is offered at two community centers and one center is accessible while the other is not, it may be compliant to keep the inaccessible one, because ceramics is available at the other center. Also, if an agency has 45 playgrounds and decides to make one of every three (our advice, not a regulation) accessible, 15 playgrounds will be retrofit.

The agency must disperse the

PHOTO COURTESY OF WT GROUP, LLC

ments (describe the deficit, describe the solution, note by when barrier removal occurs, and note who is responsible for barrier removal) are imposed. Including cost reference for planning purposes is a smart practice. In developing the transition plan, agencies must seek public feedback but can choose the method that works best for their community. Successful public engagement strategies include partnering with a disability advocacy group, conducting public feedback sessions, surveying community members with tools like Survey Monkey and any combination of these approaches.

Does our agency have to make every one of our sites accessible? No. The updated

retrofit playgrounds throughout the community so that no matter where residents live, an accessible playground is nearby. Then, as the remaining 30 playgrounds age out and are replaced, the replacement must fully comply with the 2010 Standards.

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COMMUNITY CENTER

Note: This one-of-every-three approach is not effective with unique sites.

If an agency has only one swimming pool, one senior center or one ice rink, eventually that facility must be made accessible.

The EightStep Inclusion Process

20 Parks & Recreation

2

Tweak registration systems to allow the registrant to request a reasonable modification.

3

Conduct an assessment when a modification is requested.

4

Make a participation plan after the assessment.

5

Train necessary staff after the plan is completed.

6

Throughout the process, maintain communication with whomever made the request.

7

Implement the plan.

8

Evaluate the effectiveness of the plan and prepare for the next registration cycle.

Recreation Programs Recreation programs change to reflect the needs of the community. Today, the demographics of America are clear: every state has more people with disabilities in every age range than ever before.

Those numbers will only increase in the future because of factors, such as better medical care, better living conditions and advances in medical technology. Those factors make it more likely that some people with a health condition or disability will live longer and stay in their home.

By 2035, people who are 65 years old or older will outnumber those who are 18 and under, and the disability implications are staggering.

The typical incidence of disability for all populations is 15 percent.

The incidence of disability for 65 and older is 40 percent. Making plans now will help agencies prepare for this shift.

A park department in an eastern state had never viewed itself as a “program” provider. However, it now does, thanks to an introspective examination of how best to

PHOTO COURTESY OF WT GROUP, LLC

1

Invite people with disabilities to participate.

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serve the community, and its staff also now includes three therapeutic recreation specialists. Nationwide, this is being recognized as a necessary step.

There are some lessons for park and recreation agencies in a September DOJ settlement agreement (www.ada.gov/kinder_care_ sa.html) with KinderCare, which operates 1,800 facilities across the country. KinderCare had not provided support for children with type 1 diabetes. Some families reached out to DOJ, and, after an investigation, KinderCare agreed to settle.

In the settlement, KinderCare agreed to take several actions, including the following: • Clause 14 – to “...evaluate each request for reasonable modification on the basis of disability on an individualized basis, relying on objective evidence and current medical standards....”

• Clause 15 – “...that where...qualified health care professionals deem it appropriate...for a child to be assisted in diabetes care by a layperson, that training (staff) to assist with routine diabetes care tasks, including the administration of insulin by pen, syringe, or pump, is generally a reasonable modification….”

• Clause 16 – that KinderCare have a “Manager of Inclusion Services.”

For decades, park and recreation agencies have conducted assessments and prepared inclusion or participation plans. However, many agencies do not have the

Some access solutions, such as this narrow, maze-like entrance to a sports field, are not ADA compliant.

PHOTO COURTESY OF WDSRA WESTERN DUPAGE SPECIAL RECREATION ASSOCIATION

capacity to conduct assessments with their own staff or contractors. The language in Clause 15 is consistent with other DOJ settlement agreements. If it becomes a mandate, is your park and recreation agency prepared? Also, KinderCare has a manager of inclusion, who is the go-to person for assessments, staff training and planning. Many park and recreation agencies have a similar position, but many do not. In fact, many do not have therapeutic recreation staff at all. Consider how your agency can address both of these issues.

against a park and recreation agency remain the same. There are some exceptions, but most rulings have been in favor of the person with a disability.

This trend raises two questions: If a person with a disability asks for a modification and is entitled to it, but the agency denies it, will this expose the agency to liability?

And, if a person with a disability asks for a modification and is not entitled to it, but the agency grants the request, will that expose the agency? The answer to the first question is “Yes.� However, the answer to the second is not so clear cut, but I would suggest that this does not expose the agency to liability, except in the rarest of circumstances.

Enforcement Trends

Conclusion

The ADA mandate is here to stay.

While the current administration has slowed regulatory growth, the ways in which a person with a disability can seek enforcement

Agencies that lack a manager of inclusion are the type of agency that is more at risk of a DOJ approach for settlement discussions. More importantly, agencies without this per-

Careful planning and good staff training can lead to engaged campers who interact with each other.

Agencies that lack a manager of inclusion are the type of agency that is more at risk of a DOJ approach for settlement discussions. More importantly, agencies without this personnel infrastructure will not be prepared to best serve their residents. sonnel infrastructure will not be prepared to best serve their residents.

Be proactive and use the eightstep inclusion process in place from California to Connecticut, and Florida to Minnesota. Follow the path taken by agencies that have implemented the ADA in recreation programs for decades. Do not wait to complete an access audit and transition plan...there is no time like the present.

John N. McGovern, J.D., is Partner and Principal in Charge of the WT Group Accessibility Practice (john.mcgovern@rac-llc.com).

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MEMBER TO MEMBER A Brand Refresh for Apex Park and Recreation District

By Katie Groke Ellis, MPA, CPRP

A

pex Park and Recreation District in Arvada, Colorado, is a special district that serves approximately 120,000 people and operates 12 facilities, nine sports complexes, five pools and one golf course. In 2016, we embarked on a journey to create an improved, easy-to-use registration system for both the staff and the community. As we began the request for proposal (RFP) process for the new system, district leadership determined it was also the right time to refresh our old logo, and a seemingly innocent decision to upgrade our registration system caused an exhaustive, but exciting, examination and redesign of our branding and communication standards. We were launching an important new amenity to the public and we wanted to do it in style!

Apex Park District’s new website sports less text and more images to make important highlights easily identifiable.

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One of the first steps in this process was securing the funds to hire a design consultant. We spoke to our board of directors, who were excited about the changes and, with their help, were able to allocate money in the budget. We started the RFP process for the new logo, just as we had done for the registration system and, ultimately, hired a local design firm to take on our logo refresh.

Before we could determine the “look” of our new logo, we needed to engage the staff and the public in helping to define what Apex is and what we do. Those conversations revealed a few elements that were essential to us in the new design: our name and the mountain icon.

Apex brings a fresh new look to its classic logo with bold colors and clean lines.

We wanted to keep our name but not in all caps, as there had been confusion about whether “Apex” was a name or an acronym. Our name comes from a local mine within the mountains above our location, so it was also important to keep some symbolism of the mountains to pay homage to our history. We wanted to stay true to our character but hoped that with a renewed look and clear messaging the mountain logo could become an icon to the community.

The listening process helped not only to identify important elements for the new logo, but also to create

a completely new brand messaging document that included our mission, vision and positioning statements. Finding our identity also had an impact larger than just the brand refresh. It unified staff and sent a clear message to the community about what Apex is and all we have to offer.

Eventually, the registration system and logo redesign would be loaded onto our outdated website, which also did not match our printed materials, such as our activity

guides. With the other changes already in motion, it was the ideal time to reorganize many of our assets to embrace consistency across the district. This led to yet another RFP process to find a firm to help redesign our website. It also meant creating a new activity guide to match the structure of the website.

Operation ‘Go Fourth’ A new registration system led to a logo redesign and a brand, website and activity guide refresh. As

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MEMBER TO MEMBER

The new Apex activity guide gets a modern look and updated layout to match the new website.

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we were planning all these pieces and how they fit together, we realized we needed to create a public relations campaign to communicate these changes to our staff and community, and launch them all

at once in a cohesive, organized manner. As a result, operation “Go Fourth” was born.

In the month leading up to the launch, which was scheduled for December 4, 2017, we teased the changes through social media, our website and with an advertisement in the local paper. We created some excitement around it by telling community members, “Changes are coming…big things are happening at Apex,” and emphasizing the enhanced customer experience with the new registration system and activity guide. Ultimately, we were able to educate the community about the importance of what we were doing and why in a way that made them eager to see what the new Apex would bring.

December 4 was a very exciting day, and the launch went according to plan. Our staff was prepared, the community was excited and months of work was finally made public.

Apex has seen exceptional growth since the launch’ of its refreshed brand. With the updates to the registration system, we are now working with better data. Internally, it is much easier for staff to use, so they

This newspaper advertisement from the “Go Fourth” campaign helped to educate and excite the public about the changes encompassed in the district’s brand refresh.

are better able to assist community members. Externally, people are more likely to use the system as it is more intuitive. Each of these elements makes Apex Park and Recreation District better suited to help the community we are here to serve.

Thanks to the visioning exercises, staff now have a collective identity, as well as a renewed passion in our mission. Overall, the increase in awareness of Apex in the community has been immeasurable. With a modern look and information that is easily accessible, people are now excited to be part of our brand and to use our resources. As we hoped, the new logo has become a symbol for all the other positive changes taking place within the district.

In the end, the refresh process was an incredibly positive experience. It has given our work a breath of fresh air and positioned us to move on to the next phase of our work in an energetic, confident direction. We are proud of where we came from, but are so very excited to see where we are going.

Katie Groke Ellis, MPA, CPRP, is the Marketing, Community Outreach and Communications Director for the Apex Park and Recreation District @grokey, (katieg@apexprd.org). @apexprd

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MEMBER TO MEMBER

Are Facebook Ads Worth It in 2019?

By Roxanne Sutton

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dvertising via TV, radio and print publications, while effective, can take a lot of resources. You need creative assets, industry knowledge and money to get an ad campaign up and running.

You also have to have processes in place to make sure you can determine the success of those ads.

Alternatively, to get a social media ad up and running, you simply need money — and not a lot of it.

Facebook’s minimum ad spend is $1 per day (although certain factors can cause Facebook to set a total minimum spend). Essentially, if you can create a Facebook post and provide a credit card number, you can create an ad targeted to people you want to reach.

The big benefit of the Facebook Ads platform is its scalability.

From “boosting” a Facebook post to a full-blown, mixed media ad campaign complete with conversion tracking and lead generation, there’s not much you CAN’T do.

Things to Consider in 2019 Facebook certainly didn’t come away unscathed from the data privacy issues that landed its CEO, Mark Zuckerberg, in a congressional hearing last year. Facebook is working hard to rebuild trust with its consumers. Part of that trust building includes updates to the Facebook Ads platform, such as having to disclose any partners associated with an ad and longer review times on ad sets.

In addition, the ease and targeting capabilities of Facebook Ads means there is a significant number of companies and organizations using the platform. Take a scroll through

your own Facebook timeline and it won’t take long to find several ads.

Facebook users have become savvier and ad fatigue can be an issue.

Facebook Ads and Parks and Recreation So, are Facebook Ads still worth it?

Absolutely. No other platform allows you to precisely target the people you want to reach in a relatively simple and inexpensive manner.

Many park and recreation agencies have used Facebook Ads in some form or another, but the level of sophistication in its advertising varies drastically. To truly make the most of the platform, there are some things you want to keep in mind:

1

Start small and take baby steps.

The easiest thing you can do is simply “boost” one of your current Facebook posts. This will deliver your Facebook post to more of your followers than it would normally reach. The next step might be to create a simple campaign (multiple ads to one or more target audiences) within the Facebook Ads Manager platform. Facebook Ads Manager can seem intimidating at first, however, sources like Social Media Examiner (tinyurl. com/SME-FBA) and Facebook’s own help website (tinyurl.com/ FBA-Help) have easy-to-follow tutorials for whatever type of campaign you want to launch.

2

Find your target audiences. The real benefit of Facebook Ads is the ability to target your messages to the people you want to reach.

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While targeting your current Facebook page followers can be beneficial, Facebook’s audience tools allow you to target people based on age, interests, location, marital status and much, much more. It’s worth poking around in the audience builder to see what is possible.

Many park and recreation agencies like to target ads to residents in their city or near a specific facility. You can narrow your audience more by targeting just dog owners in your city or parents with children under the age of 5, for example.

3

Create a Facebook Business Manager account. Creating this account gives you access to more features and reporting. Facebook Business Manager allows you to manage multiple assets in one place and control user access and permissions. To get started, go to https:// business.facebook.com/overview/.

Keep in mind that once you link your Facebook page to a Business Manager account, you’ll use the

business platform to manage your standard posts, as well as your ads.

4

Use video and use it creatively. Facebook ads that use video perform better and are likely to reach more people. When it comes to video content, however, content matters. If your video looks and feels like an ad, people are going to skip over it. However, if your video is full of engaging, useful content, people will be more apt to pay attention and follow through with your call to action. You don’t have to have a full video crew to create good content, though — Facebooks Ads Manager has a video builder included in its ad creation tool. At the time of publishing, Facebook Ads favor vertical or square videos optimized for mobile (tinyurl.com/FBA-Video).

5

Experiment, but track. The Facebook Ads platform was made for experimentation. It not only offers built-in A/B test mod-

What is your agency’s experience with Facebook Ads? Have never used them Have boosted posts here and there Have put together an ad campaign one or more times I don’t know Go to www.connect.nrpa.org and take our Facebook Ads poll on the homepage to let us know where you are at in the process.

els, but also encourages creating multiple versions of an ad to see which performs best. You set your budget at the beginning of the process, so you can create as many individual ads as you like within that campaign and set budget. The important thing is to track what ads work best and try to see if patterns develop over time.

Examples of Agencies Using Facebook Ads As previously mentioned, many park and recreation agencies are already using Facebook Ads. Canton Leisure Services in Michigan, for example, is using Facebook ads to promote its mother-son dance and its youth-led peace walk. Tualatin Hills Park and Recreation District in Oregon is using Facebook ads to promote summer registration for its camps and programs.

With a little research and experimentation, you too, can use Facebook Ads to help grow your programs, reach new audiences and much more.

Roxanne Sutton is NRPA’s Director of Communications (rsutton@nrpa.org).

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MEMBER TO MEMBER

Branding Your Agency Is Not Only About Generating Revenue

By Kevin Roth, Ph.D.

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hen investing in marketing, many park and recreation leaders first think: “How will these investments translate into greater revenue generation and cost recovery?” This is with good reason — greater awareness will drive demand among your residents for your agency’s programming, sparking increased registration fee income.

Generated revenue is a critical funding source for many park and recreation agencies. According to the 2019 NRPA Agency Performance Review, the typical local agency generates more than $20 in revenue per resident each year. This is the equivalent to a little more than 27 percent of the agency’s annual operating budget.

Revenue generation varies widely

among agencies, with cost recovery near zero percent at some agencies while other agencies can (and are expected to) generate revenue equal to, or even more than, half of their annual operating budget. Further, the sources of this revenue also differ by agencies. Fee income may include not only registration fees to events and sports leagues, but also admission and parking fees, golf

greens fees, sponsorships and concessions. Some agencies also manage assets that are sources of significant revenue (e.g., stadiums, sport complexes, amphitheaters).

In recent years, NRPA Park Metrics, the most comprehensive source of data standards and insights for park and recreation agencies, has shown little change in the headline cost-recovery figures. Yet, we know, anecdotally, that some agencies are under pressure from local political leaders, who demand greater cost recovery and less dependence on tax dollars, to deliver park and recreation amenities and programming.

While being able to generate significant revenue may make the agency less dependent on the budget whims of local political leaders, agency leaders may have greater difficulty delivering on their core mission of ensuring all residents have access to parks and recreation.

Preparing for Tomorrow’s Challenges When the next economic downturn occurs — whether it is a year from now or in five or 10 years — we would expect to see increased pressure to generate revenue. This is where building and executing a robust marketing and awareness strategy for your agency today can help prepare it for tomorrow’s challenges. And, I am not just talking about using marketing to drive up registration fee revenues.

A well-executed marketing strategy also builds community support

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for parks and recreation, which would be an asset during your agency’s next budget hearing with the city/town/county council.

NRPA has found consistent, strong public support for parks and recreation, in general, and, more specifically, for increased agency funding.

One example is the 2018 Americans’ Engagement with Parks study that found 78 percent of adults want their local government to increase park and rec spending.

Where there may be a disconnect, however, is in the public’s lack of awareness of the vast offerings your agency deliveries to the community. Community members may know your agency maintains the trail they walk on or the park where they hosted a recent birthday party. But, they may not make the connection that your agency also runs the afterschool programs for their children or the pool where they learned to swim.

This lack of awareness may be a symptom of not having a consistent branding and marketing strategy.

Closing this perception gap will help build greater public and political support for your agency. An example is presented in the just-released Awareness and Use of Parks report noted in this month’s research column. The report highlights how the town of Cary, North Carolina, is using a comprehensive wayfinding and signage plan, designed to build awareness of the location and components in its parks. By using wayfinding to deliver its brand, the agency is presenting a cohesive identity of its holdings that (hopefully) will promote greater public support for its efforts.

The takeaway here is that a cohesive marketing strategy can be

about more than just growing generated revenue. A strong communication and awareness campaign also builds public support, turning your residents into some of the biggest

advocates for parks and recreation.

Now is the time to harness this important resource.

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

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ADVOCACY

‘Why NRPA, Jim Bradley?’

Introducing NRPA’s new vice president of government affairs

By Jim Bradley

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hen I interviewed for the job of being NRPA’s vice president, government affairs, I was prepared to answer the question: “What’s your favorite park?” See, when I interviewed for my last job, at American Rivers, I bombed the interview question: “What is your favorite river?” I answered, “the Shannon,” remembering a beautiful, cloudy January day, standing by the ancient high crosses and round tower of Clonmacnoise, staring out at the wide bend of the Shannon as it flowed through one of the most mystical and holy sites of Ireland. My future boss looked at me and said: “You’re applying at American Rivers. You want to take a mulligan?”

It was not my finest hour.

They gave me the job anyway, and I spent more than eight years lobbying on behalf of the (American) people and nature that depend on healthy rivers. I vowed not to make that kind of mistake again, so, I prepared a complex, detailed answer to “What’s your favorite park,” but I wasn’t asked the question. Since I had prepared for it, however, I’ll share my answer with you here.

A Little Background Growing up, my favorite park was Endicott Park in my hometown of Danvers, Massachusetts. It was a great place to run around, play and climb; plus, it had farm animals! Honorable mention might have gone to Lynch Park in Beverly, Massachusetts, which had a swimming beach, an amazing rose garden, and Dick and June’s Ice Cream stand. But, Beverly is where my wife grew up, and hometown rivalries still matter, even after almost 20 years of marriage.

Today, my favorite park is the Rock Creek Trail, which winds 30 Parks & Recreation

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behind my home in Maryland, where I go running when I’ve got the time and I’m feeling motivated (admittedly, not as often as I should). When my daughter was younger, it was Cabin John Park, which has a wonderful playground, lots of shade, a train for kids to ride and, on any given day, you could see hundreds of children and their families enjoying an amazing community resource.

Honorable mention might go to Wheaton Regional Park, which has a little less shade, but a more complex playground, a train and a carousel. It also has a butterfly garden and is decorated with lights in the holiday season, with concerts inside the visitor’s center. My family and I regularly enjoyed hearing the live music performances and then taking a tour of the lights (after hot cocoa, of course). This year, my daughter’s trad Irish band performed at one of the evening concerts, which was a truly amazing experience.

The question I did get asked during my NRPA interview was: “Why do you want to work at NRPA?” And my answer was because parks are, or should be, part of the fabric of every community.

They provide environmental benefits, recreation and enjoyment.

Parks also perform critical public services: they provide summer meals to children who need food, are a safe place for kids to play, play a role in fighting the obesity and opioid epidemics, help close

the achievement gap through outof-school time academic programming and provide services to our aging population. In summary, parks play a critical role in the lives of people across the nation, and particularly, in helping those who need help the most.

Getting Back to My Roots Before working at American Rivers, I spent 11 years as a staffer for U.S. Rep Tom Allen of Maine and U.S. Rep. John Hall of New York.

Congressmen Allen and Hall always reminded their staffers that our No. 1 responsibility was to improve the lives of the people of Maine and New York, respectively, and hopefully, all people everywhere. Working at NRPA would

be a way for me to get back to those roots: public service through parks!

The answer must have worked, because here I am, now NRPA’s vice president, government affairs, and I’m excited to be here! I can’t think of a better organization, with a better mission, at a better time.

Advocacy is a team effort and NRPA already has an awesome Public Policy Team in Kate, Kyle and Jayni that I’m privileged to join. But while we’re great, the real team is our members. So, as I’m still figuring out where the bathrooms are (make a right past the elevators), I’m going to need lots of help from all of you. I also will need your help when it comes time for NRPA to swing into action on Capitol Hill, because the voices of

I will need your help when it comes time for NRPA to swing into action on Capitol Hill, because the voices of local stakeholders — your voices — are the ones Members of Congress really want, and need, to hear. local stakeholders — your voices — are the ones Members of Congress really want, and need, to hear. So, please feel free to drop me a line with questions, comments and issues at jbradley@nrpa.org, but be forewarned, I’ll also be reaching out to you!

Jim Bradley is NRPA’s Vice President of Government Affairs (jbradley@nrpa.org).

Advocate for Parks and Recreation Without Going to Capitol Hill

nrpa.org/Park-Champions Sign up to become a Park Champion, then use NRPA’s resources to guide you through asking your U.S. representative and U.S. senators to support federal policy that helps parks and recreation in your community.

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LAW REVIEW

Certified Playground Safety Inspector Accident Review

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

T

he National Recreation and Park Association (NRPA) offers the industry-leading certification program in safety, the Certified Playground Safety Inspector (CPSI) certification program. The CPSI certification program provides the most comprehensive, up-to-date training on playground safety issues, including hazard identification, equipment specifications, surfacing requirements and risk management methods (www.nrpa.org/certification/CPSI/).

As characterized by NRPA, training as a CPSI can “protect children from injury due to playground hazards” and “reduce your agency’s liability.” In particular, the “desired outcome” of the NRPA CPSI program is for the CPSI to be “capable of establishing the basics of a sound risk reduction program; establish a system of repair, retrofit and removal of hazardous equipment; and establish a routine inspection system for their own agen32 Parks & Recreation

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cy or playground owner-client.”

In so doing, NRPA “understands that achieving the CPSI certification does not make one an expert in the implementation of the public use playground standard of care.” On the other hand, NRPA noted that proper and consistent field application of the knowledge and specific competencies necessary to attain certification “will help to create an experience level necessary to be considered a playground safety expert.”

NRPA provides a searchable online CPSI Registry (https://apps. nrpa.org/CPSI_Registry/) that provides contact information for current CPSIs, many of whom are associated with public park and recreation agencies.

In the playground liability cases described herein, a CPSI provided expert witness testimony to establish the fact that the school playground equipment at issue was reasonably safe or dangerously defective under the circumstances.

A CPSI may be able to reduce the scope of the agency’s potential liability for negligence by reinforcing the agency’s evidence of reasonable playground maintenance and adherence to the applicable legal standard of care. The CPSI should

be able to address the applicability and adherence to the Public Playground Safety Guidelines promulgated by the Consumer Product Safety Commission (CPSC) in a playground injury lawsuit.

Unless legislated in a local ordinance or adopted into state law, the CPSC Guidelines are not mandatory and, therefore, not conclusive evidence of the applicable legal standard of care. On the contrary, as “Guidelines,” these CPSC recommendations may provide authoritative evidence of the applicable legal standard of care to the extent most reasonable persons under the circumstances have adopted the Guidelines as a true reflection of the customs, practices and usages governing playground safety.

One such recognized custom, practice and usage in playground safety is the NRPA CPSI program. The NRPA CPSI program website cites several “playground standards and guidelines,” including the “Consumer Product Safety Commission (CPSC) Public Playground Safety Handbook.” A free pdf copy of the handbook is available at www.cpsc.gov//PageFiles/122149/325.pdf.

In response, the defendant school district claimed that “the subject area of the playground was properly maintained” and there was “no evidence of a defective dangerous condition.” The school district, therefore, brought a motion for summary judgment to dismiss KM’s complaint.

Negligence Rule of Law

PARKS & RECREA Salsbury Indu

According to the court: “The mere happening of an accident, in and of itself, does not establish liability of a defendant.” Within the context of a fall from playground equipment, the court noted further: “Mere speculation as to the cause of the fall is insufficient to raise a triable issue of fact.” A “triable issue of fact” involves disputed evidence and points of law, which would warrant further trial proceedings to be resolved.

To avoid having a negligence claim dismissed on a motion for summary judgment, the plaintiff has the burden to allege sufficient facts to establish a legal basis for a claim, in this case, negligence.

Spider Fall In the case of K.M. v. Deer Park Union Free School District, 2019 N.Y. Misc. LEXIS 695 (2/19/2019), the child, KM, was injured when she fell from school playground equipment, the “Spider” climbing apparatus. Plaintiff KM testified that on the accident date, she played outside on the Spider apparatus during her lunch recess at school. She climbed on top of the horizontal bars of the Spider, sat on top of it while holding onto the bars on each side of her and hung her feet through the opening. She then tried to jump down through the open space where her feet had been dangling, hit her teeth on one of the bars on her way down and landed on the ground.

In her complaint, plaintiff KM alleged the defendant school district was “negligent in its maintenance, control, inspection and supervision of its playground climbing apparatus known as the ‘Spider.’” Specifically, the plaintiff alleged “the loose-fill ground cover beneath the Spider was insufficient.” In addition, the plaintiff claimed “the Spider constituted a dangerous condition on the property” because “the vertical distance of the lateral bars and the horizontal space between the top two bars of the Spider apparatus were too wide for elementary school children.”

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As noted by the court, summary judgment to dismiss a negligence claim would be warranted if the pretrial record shows the defendant “neither created the alleged hazardous condition nor had actual or constructive notice of the condition for a sufficient length of time to discover and remedy it.”

The court, therefore, reviewed the pretrial record to determine if evidence of negligence existed in this particular instance.

Notice of Hazardous Condition?

Joseph Orecchio, the head custodian at the school for approximately 18 years, testified at his examination before trial that “there were no prior incidents of any injuries sustained as a result of falling or jumping from the Spider apparatus, nor had the district ever received any complaints or notices of either a defective condition on the apparatus or the ground cover beneath it.”

Similarly, KM’s father, Steven Mistier, testified that prior to the accident date, he never made any complaints about the Spider apparatus or the ground cover at the playground, nor was he aware of anyone else ever having made any such complaints.

Moreover, Mistier testified that he was not aware of any other children getting hurt on the Spider or the subject playground.

Inspection & Maintenance Evidence At his examination before trial, Philip Cortese testified that he had been employed by the school district since 1988, and since 2006, he has been the head groundsman. He testified that in April 2015, he supervised four groundsmen, whose duties include inspecting the playground equipment every Monday. Cortese testified that inspections consisted of checking for debris or damage, ensuring enough mulch or pea stone

is under the slide and checking the railroad ties and borders.

As head custodian, Orecchio testified that “part of his duties includes basic inspection of the playground equipment, including the Spider.”

Orecchio testified that when he inspected the Spider, he checked to see if anything was loose, and he also checked the level of the pea gravel. He testified that he did this every couple of weeks in the warmer months. He also testified that he would rake the pea gravel to make it level, and if it needed replenishing, he would notify the grounds department, which would then replenish it.

Orecchio testified that the Spider has been at the school in the same location for the duration of his employment, and that he believed it was last painted more than 15 years ago. He testified that the pea gravel in the subject area is replenished annually over the summer, before the start of the school year, and he was not aware of any other incidents or accidents where the Spider is located.

Orecchio further testified that he inspected the pea gravel by the Spider and kept a record of the inspections in a playground log. He stated that the last inspection before the accident was on the previous Monday and that he was familiar with the CPSC Guidelines. He testified that since 2006, the school district never received any notices from CPSC (Consumer Product Safety Commission) or any other federal government agency about updating or retrofitting the Spider.

CPSI Sworn Statement In his sworn affidavit, Orecchio acknowledged a playground safety inspector, M. Payne, had in34 Parks & Recreation

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spected the site on July 15, 2015.

Orecchio further stated that “no additional surfacing material was applied to the subject playground nor were any repairs or alterations made to the Spider apparatus... in-between the incident date and July 15, 2015.”

The playground safety inspector (M. Payne) had been certified by the National Recreation and Park Association (CPSI). Payne was also a member of the American Society for Testing and Materials (ATSM) Committees for Public Use Playground Equipment Safety and Public Playground Surfacing Materials. In her sworn statement (affidavit), Payne indicated she had inspected the Spider apparatus at the John Quincy Adams Elementary School playground on July 15, 2015. Further, Payne stated she spoke with the school facilities manager and reviewed the pretrial record, including transcripts of depositions by the parties for the plaintiff and the defendant.

CPSC Handbook At the time of her inspection, Payne found the highest rung on the Spider was composed of galvanized metal at a height of 51 inches. Payne’s affidavit stated that the ground cover in the area of KM’s fall consisted of uncompacted pea stone over a sand base and was measured at a depth of 7 inches. Payne further stated that both sand and pea stone are recognized as acceptable impact-absorbing materials.

Payne noted the Spider playground apparatus predated the first CPSC Handbook in 1997.

(The 2008 CPSC Handbook, however, notes the first CPSC Hand

book for Public Playground Safety was published in a two-volume set in 1981. In 1997, the CPSC Handbook was updated, with a second update in 2008.)

According to Payne, the 1997 CPSC Handbook provided that “a 6-inch depth of uncompressed medium gravel would be adequate to prevent a life-threatening head

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LAW REVIEW

injury from a fall height of five feet.” As described by Payne, the “standards for ground cover” cited in the CPSC Handbook “do not protect against all types of injuries; rather, the purpose is for reducing the likelihood of life-threatening head injuries.”

In addition, Payne addressed plaintiff KM’s allegation that “the horizontal spacing between the top two bars exceeded the CPSC recommended 12 inches maximum distance.” According to Payne, this CPSC recommendation did not apply in this instance because “the CPSC Guidelines [with spacing guidelines] were first published in 1991 prior to both the manufacture of the subject apparatus and any promulgated guidelines for spacing.” (In 1991, the two-volume set was replaced by a single-volume CPSC Handbook, which contained recommendations based on a human factors criteria report for playground equipment safety.)

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In the opinion of the court, Payne’s affidavit had established that “the Spider apparatus was appropriate for infant plaintiff ’s age and was not defective.” In so doing, consistent with Payne’s affidavit, the court found KM’s “reliance on the CPSC Handbook” was an insufficient legal basis for her negligence claim, because “the Spider apparatus’ manufacture and installation predated the publication of the handbook.” Most importantly, the court noted further that the CPSC Handbook was not conclusive evidence of the applicable legal standard of care for playgrounds, because “the promulgated standards

by CPSC are not mandatory but, rather merely suggested guidelines.”

Plaintiff’s Expert No CPSI In her claim, KM had alleged, on the date of the accident, the defendant school district had failed to provide “adequate ground cover underneath the Spider.” KM had also claimed

the Spider apparatus was “poorly maintained” and dangerous because of the “defective spacing” of the “worn” metal bars on the apparatus.

In support of her negligence claim, KM’s expert witness, R. Robbins, had provided a sworn statement, which contained a copy of his “inspection and summary report of the playground,” as well as a review of “the weekly playground inspection report for the subject playground.” According to Robbins, “the spacing of the bars” on the Spider was “especially difficult for elementary, school-aged children to traverse.” Accordingly, KM claimed “the apparatus was defective because the vertical and horizontal spacing of the bars on the spider apparatus was deficient.”

In sharp contrast to the qualifications of CPSI Payne, the court found that “the affidavit submitted by plaintiff ’s expert [Robbins] fails to set forth what, if any, specialized training or education regarding playground equipment qualifies him to render an opinion as to whether a hazardous condition existed.”

No Evidence of Negligence Based on the above-described evidence in the pretrial record, the court found the defendant school district had demonstrated it had “maintained the pea gravel ground cover in a reasonably safe condition and the apparatus was not defective.” Moreover, based on the pretrial record, the court found the school district had established “it did not create or have notice of the alleged defective condition of the Spider apparatus.”

As a result, based on the pretrial record, the court found “no evidence from which a jury could ra-

tionally conclude that infant plaintiff ’s fall was more likely due to the alleged dangerous condition of the Spider apparatus.” On the contrary, the court found KM’s fall was just as likely because of a “sudden loss of balance or grip,” unrelated to the condition of the Spider. Based on the lack of evidence in the pretrial record to support a negligence claim, the court, therefore, granted the defendant school district’s motion for summary judgment dismissing KM’s lawsuit.

(NOTE: Although manufacture and installation of the Spider may have predated the CPSC Handbook, the question left unresolved by the court was whether the Spider had become dangerously obsolete over time and should have been retrofitted, or removed, at the time of the accident in 2015 based on available risk and safety information in the 2008 CPSC Handbook. Moreover, CPSC Handbook spacing requirements between rungs in a climbing apparatus primarily address the risk of head or body entrapment on the apparatus as opposed to falls.)

Unsupported CPSI Opinion In the case of Derrick v. Port Wash.

Union Free School District, 2018 N.Y. Misc. LEXIS 5695 (3/12/2018), plaintiff Derrick Suarez (Derrick) was injured when he tripped and fell on a school playground on June 3, 2014. Derrick testified that during a game of “catch” at recess, one of the other students threw the ball high. Derrick stated that while running backwards chasing the ball, he tripped on a metal pole. Derrick stated that he tripped on one of the poles that attached to the seat of the “Twirl-Go-Round” and hit his head on the middle of the seat.

Derrick testified that as he ran backwards to catch the ball, he tripped on a wooden beam, which held in place the wood chips surrounding the playground equipment. Derrick later testified that the wooden beam, rather than the pole described in his original testimony, caused him to fall forward, causing him to hit his head. Derrick alleged the pole supporting the “Twirl-Go-Round” and the wood border created a defective condition on the playground.

School district witness Walter J. Clark Jr. testified at his examination before trial that he has been with the Port Washington Union Free School District for 37 years and assigned to Manorhaven School (where the incident occurred) since 1992. At the time of the incident, Clark was head custodian. As part of his duties, he inspected the schoolyard on a daily basis. He visually inspected the wood borders around the playground equipment and found no tripping hazard.

According to the court, the following general legal principle would govern landowner liability for negligence: In order for a landowner to be liable in tort to a plaintiff who is injured as a result of an allegedly defective condition upon his property, it must be established that a defective condition existed and that the landowner either affirmatively created the condition or had actual or constructive notice of its existence.

To establish the requisite defective condition as a legal basis for negligence liability, Derrick relied on the opinion of his expert witness, A. Heraghty, a National Recreation and Park Association Certified Playground Safety In-

spector (CPSI). On June 19, 2017, Heraghty conducted an inspection of the subject recess area. Heraghty stated it was his opinion that the defendant school district “did not exercise reasonable and due care in providing a safe environment for the plaintiff during recess.”

In so doing, however, the court noted the CPSI did not reference any recognized authority for his opinion, including the applicability of the Public Playground Safety Guidelines promulgated by the Consumer Product Safety Commission (CPSC) to this playground fall incident. As a result, the court rejected the CPSI’s unsupported conclusory opinion: All of Heraghty’s opinions were conclusory citing no statute or regulation, no forensic or empirical support, no examination of records and no engineering data that defines or measures how far children must be from a wooden barrier or wood chip area while playing a game of catch. Although Heraghty measured the wooden barrier surrounding the wood chip area, concluding it to be a defective condition, that conclusion also lacked any authority stating that the height of the wooden barrier violated a guideline rule or law.

Since plaintiff Derrick had failed to contradict evidence that the defendant school district had “maintained the playground in a reasonably safe condition,” the court granted the defendant school district’s motion for summary judgment dismissing Derrick’s complaint.

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

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FUTURE LEADERS

The Art of Zen Leadership

By Michael McCann, MS

Z

en leadership is a term that gets thrown around as a “new age” leadership philosophy. It sounds cool and cutting edge; however, the real principles of Zen leadership are deeply rooted in balance, mindfulness and a deep understanding of one’s self. So, what does “Zen” mean? For me, it’s bringing all your experiences into the moment, which could be a project, dealing with a stressful issue, working out, tending a garden, strategically planning a board retreat or helping with a personal issue. It is enlightenment and personal expression of direct insight. In a professional setting, it’s using your personal values to lead people of all cultures and beliefs with integrity, balance and focus.

A leader with a Zen-like mentality accepts and promotes various traditions without his or her own belief system being threatened. One must have the mindset that there are several paths toward the same destination and what works for one, might not work for another. This is extremely important when promoting various dimensions of wellness and activities to a community.

A Zen leader should have the following traits:

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Mindfulness Zen leaders can maintain a calm presence and awareness in day-today life. This requires having a deep understanding of the functions, thoughts and actions around them.

It does not mean that the leader is not passionate or is an unfeeling robot. What it does establish is a practice of awareness and analysis to help make decisions and actions from a position of wisdom rather than a reactionary process of “fire,

ready, aim.” Zen leaders can show mindfulness when they are comfortable with their inner self and know that they don’t have all the answers, despite their title or influence.

Mission Zen leaders live the mission of their organization daily. They lead the way in coping with and promoting change not only to the organization, but also to the individuals within. They seek out “mission moments” that celebrate actions that demonstrate the organization’s core values. Zen leaders understand that promoting the mission is a promotion of principles. The mission helps guide them as they balance between acting gently and leading with strength.

Engagement Zen leaders work side by side with

those they serve. A true leader leads without making others feel they are being led. Leading from the front, very naturally as part of the whole, is an art form.

Zen leaders understand that each member has his or her own skill sets and abilities that blossom in different ways. Therefore, they can maintain person-centered relationships without changing who they are and what they stand for. Remember, where the focus goes, energy flows.

Balance Zen leaders find life balance, not only in themselves, but also in recognizing the needs of others. They are the same person in or out of the office.

While Zen leaders find time for other interests, friends and families, who they are at their core, is the same.

We all have a constant battle of “heart vs. head” as we sift through emotions, such as anger, stress, anxiety, vengeance and ego. Zen leaders rise above these emotions and make balanced decisions based on honor and fairness rather than ego and revenge.

When leaders can focus on and know their true selves, they discover these six truths: Fight for it. Do what’s right, not what is easy. These leaders know that short-term adversity and failure are two of the surest stepping stones to life-long success. They do not shy away from failing.

Stand beside yourself, 100 percent of the time. Self-respect, self-worth and self-love: There’s a reason they all start with “self.” You can’t receive them from anyone else. Zen leaders never let insecurity and negativity run their lives. They know there is always someone who will tell them, “No.” The mission is to smile and prove them wrong.

Be a beacon of honesty and respect.

Be the type of person you want to meet and be around. Words, actions and values should always agree with each other.

Follow your excitement. Neglecting your interests and passions is self-deception. Live a life for which you are proud.

Move forward with a positive spirit. A small attitude change always makes a BIG difference. In any situation, it’s not your specific circumstances that shape you, it’s how you react.

Zen leaders understand that you cannot direct the wind, but you can always adjust the sails.

Seek growth. Challenge yourself to beat your own records. Zen leaders understand that we all struggle, but life is about breaking our own limits and becoming the strongest version of ourselves.

The impact of Zen leadership should resonate in your organization’s programming. The activities should reflect that we are all driven

by a spiritual dimension that holds a belief that positively sustains and affirms life. This need requires more than just physical food and activity to live. We also understand that each of us has a personal journey to explore. The programming of a park district needs to reflect choices for each community individual to become engaged in his or her own life and then, in turn, with each other, building community and spirit.

We all should strive for mindfulness, mission, engagement and balance. The more we cut away from our own ego, the more we can really grow as individuals and can grow the people we lead, serve and impact.

On your path toward enlightenment, you will fall and fail. This just gives you another opportunity to grow, understand and rise above your challenges.

Michael McCann, MS, is the Executive Director for Sandwich Park District (mjdmccann@yahoo.com).

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CONSERVATION

An Eastern bluebird.

Citizen Science Volunteers Vital to Parks

By Richard J. Dolesh

I

f you ever visit the NRPA headquarters in Ashburn, Virginia, located within West Brambleton Park, a 600-acre Northern Virginia Regional Park Authority park, you will be delighted by the number of bluebirds, tree swallows, chickadees, house wrens and other songbirds that take up residence in a series of nest boxes strategically placed around the headquarters building, parking lot and pond. These valuable songbirds can be seen almost any time of the day during the nesting season.

He faithfully monitors the 12 nest boxes every week throughout the nesting season, repairing or replacing any boxes that need it.

This fulsome number of cavity-nesting songbirds is due in large part to the efforts of John Whisler, a volunteer from the local community, who has taken over monitoring of a bluebird nest box “trail” at NRPA. He faithfully monitors the 12 nest boxes every week through40 Parks & Recreation

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out the nesting season, repairing or replacing any boxes that need it.

Whisler checks on the number of the eggs and health of the fledglings in each nest, records the data and evicts invasive non-native species, such as house sparrows, that will aggressively drive bluebirds and tree swallows away from the nests and even kill their hatchlings in order to build their own nests.

A Dedication to Bluebirds Before moving to Ashburn, Virginia, several years ago, Whis-

ler lived in Nebraska for 28 years and worked all over the world as a professional engineer. “I became interested in wildlife when I lived in Nebraska,” he says. “I enjoyed watching deer, coyotes and birds. I noticed bluebird boxes near where I lived, and eventually got to know the bluebird coordinator of the local chapter of the North American Bluebird Society. I put up four boxes on my 3-acre property and had great success. I monitored my boxes for 10 years. When I moved to Ashburn, I put up a box in my backyard three years ago and have had two sets of bluebirds hatch every year since.” Whisler sent a picture of his box at home, which he proudly notes had six bluebird eggs in it at the end of April.

Karla Etten, a member of the nonprofit conservation group Loudon

The unmistakable sky blue eggs and fine grass indicate a successful nest by Eastern bluebirds.

Project and Program Size Doesn’t Matter Park and recreation agencies have had a long tradition of enlisting

Right: Volunteer John Whisler checks a nest box near the pond at NRPA headquarters in Ashburn, Virginia.

volunteers to monitor wildlife and to create and maintain habitat in parks. This tradition goes back to the earliest days of parks, refuges and protected natural areas.

Citizen science programs don’t need to be large to be successful.

Cathy Meyer, park naturalist of Monroe County, Indiana, talks about the programs they offer for citizen science volunteers. Their park system is only 400 acres in size with a half-dozen full-time and a dozen part-time employees.

“We are short on staff and funds,” she says. “There is a lot we would like to do that we simply don’t have the time or budget to do, and with volunteers we can. Although we would like more staff, we just don’t have the budget to hire additional staff. Our volunteers are ambassadors for the parks when they are out there.

PHOTO COURTESY OF JOHN WHISLER

Wildlife Conservancy and bluebird program coordinator for Loudon County, connected Whisler with NRPA staff in 2016. He began monitoring a trail, first installed by a local Eagle scout, and it was a perfect match. “I know John to be a brilliant engineer, an avid sportsman and someone who had years of experience monitoring bluebirds in Nebraska,” says Etten. “I was absolutely delighted he could take on the NRPA bluebird trail. He has done some retrofits, added new boxes and provided maintenance each year. Based on John’s advice, I have been incorporating some of his suggestions on other bluebird trails in Loudon County.”

Whisler’s dedication to monitoring the NRPA bluebird trail is not unique. Tens of thousands of volunteers across the country assist park and recreation agencies through citizen science programs and wildlife habitat projects. One of the largest citizen science and volunteer wildlife conservation programs in parks is overseen by the Texas Parks and Wildlife Department (TPWD). According to Kris Shipman, TPWD’s volunteer program manager, they use volunteers for seasonal bird counts, to create pollinator gardens using native plants, to help fisheries biologists with collecting ecosystem data and to provide educational outreach to underserved youth. Overall, we have around 5,000 volunteers who participate in citizen science programs.

Last year, they gave 634,817 hours!

There is an opportunity for everyone to participate,” Shipman says.

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CONSERVATION

“We have trained people in FrogWatch USA, Hoosier RiverWatch, Adopt-a-Stream, the Great Backyard Bird Count, and we publicize others during the Indiana Master Naturalist classes we sponsor,” says Meyers. Susan Brackney, a volunteer with Hoosier Upland Frog Watchers, which formed under FrogWatch USA and is sponsored by the county park and rec department, wrote

“Without citizen science, species could be lost. Keeping track of populations, range, density and other information is critically important to know how we are helping or harming wildlife species.”

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about her experiences in Bloom Magazine, a regional publication in Bloomington. She shares that the three different calls for 15 species of frogs and toads are difficult to memorize, but when she goes out in the spring and finds her log to sit on, she “hopes for a frog-filled night.”

Whisler speaks of the importance of citizen science, no matter how small or seemingly insignificant the contribution. “Without citizen science, species could be lost. Keeping track of populations, range, density and other information is critically important to know how we are helping or harming wildlife species. If you don’t have those sets of eyes on wildlife, vital information will be lacking. Citizen science is imperative to inform scientific knowledge.”

Buebird nestlings, just days old.

When asked what he would say to others about how being a citizen scientist makes him feel and what satisfaction he gets out of it, John explains: “You can start small, in your own yard. My friend had never done it; he now monitors two full-length bluebird trails. See if the excitement catches you. You can have the satisfaction that you are doing something to benefit nature and the Earth. I am grateful to have this chance to do this. It makes me happy, and it makes my wife happy. She looks forward to going out to check the boxes with me every week.”

Richard J. Dolesh is NRPA’s Vice President of Strategic Initiatives (rdolesh@nrpa.org).

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

Parks and Recreation: The Secret to a Long, Healthy Life?

By Allison Colman

L

ast year, I had the opportunity to hear adventurer and author, Dan Buettner, speak at the Agents of Change Summit. Buettner, a National Geographic Fellow and award-winning journalist, is the discoverer of “Blue Zones®” (www.bluezones.com/) — the places in the world where people live the longest, healthiest lives.

Originally inspired by a trip to Japan, Buettner and a team of demographers discovered five places — Okinawa, Japan; Sardinia, Italy; Nicoya, Costa Rica; Ikaria, Greece; and Loma Linda, California — where people have the longest life expectancy in the world. Research in each of these Blue Zones ultimately determined that the areas and the people living there share nine lifestyle habits that contribute to the overall quality of life and longevity in these communities. These nine habits are called the “Power 9®”

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(www.bluezones.com/2016/11/ power-9/) and include: • Move Naturally: The world’s longest-living people reside in environments that constantly encourage and require them to move naturally (no, they aren’t pumping iron on the regular).

• Purpose: Okinawans call it “ikigai” and the Nicoyans call it “plan de vida.” It translates to “Why I wake up in the morning.” Having a sense of purpose can drastically improve quality of life.

• Down Shift: Everyone experiences stress, but people living in Blue Zones have found ways to effectively manage their stress — whether it’s using relaxation techniques, forming a connection to their culture, praying or even napping.

• 80% Rule: For Okinawans, a 2,500-year-old mantra reminds them to stop eating when they are 80 percent full. It’s thought that the 20 percent between feeling a bit hungry and being full could be responsible for losing or gaining weight.

• Plant Slant: A plant-based diet is the norm in each of the Blue Zones, with beans being the cornerstone of most diets in people living to 100+ (sorry folks, no mention of that trendy Keto diet

contributing to long life).

• Wine @ 5: People in Blue Zones drink alcohol regularly but in moderation (shout out to my fellow wine lovers). The key word here is “moderation” — the Blue Zones philosophy is one to two glasses per day with friends and food.

• Right Tribe: The world’s longest-living people choose social circles that support healthy behaviors. Studies show that smoking, obesity, happiness and even loneliness are contagious, so social networks are key to living a healthy lifestyle.

• Loved Ones First: Families come first for those making it to 100+.

These communities keep family members close by, especially aging parents and grandparents, and they spend time with their children as a family unit.

• Belong: Faith is an important part of the Blue Zones culture, with most people belonging to some sort of faith-based or spiritual group.

What Buettner shared that day about his discovery of the Blue Zones and the Power 9 stuck with me on a personal and professional level. On a personal level, I was eager to examine how my own lifestyle lives up to the Power 9 (I’m pretty solid on the social circles, sense of belonging, purpose, movement and wine @ 5!) and where it falls short (managing stress, re-evaluating my diet, spending more time with family). On a professional level, I couldn’t help but think about the role of parks and recreation within this philosophy, and how the benefits that parks and recreation provides are connected to so many of these positive lifestyle characteristics.

Where Parks Fit into the Power 9 Move Naturally: Park and recreation facilities, amenities and programs support most communities in their efforts to move more. While that may take place in a more structured setting (e.g., group exercise classes, sports programming and chronic disease prevention programs), parks and recreation is often responsible for creating and maintaining environments that foster natural movement, including establishing and expanding trail networks that connect neighborhoods and support active transportation or developing community gardens that require physical labor to maintain plots.

Down Shift: In most communities, parks and recreation is the provider and protector of green space and of natural ecosystems and habitats. Several studies support the idea that more green space results in greater mental health for com-

munities, including improvements in the ability to manage stress. In addition to connecting people to green space, parks and recreation provides ample activities that focus on managing stress and anxiety, such as arts and cultural enrichment activities, yoga, tai chi and meditation opportunities.

80% Rule and Plant Slant: Parks and recreation also has a significant role in promoting healthy dietary habits, including providing meals to youth and older adults attending programs, promoting community gardens and farmers markets, and working with youth, older adults and families to improve nutrition knowledge and change behaviors.

In 2018, NPRA even released a set of plant-based diet resources (www.nrpa.org/committohealth) for agencies providing nutrition education to youth, families and older adults in their communities.

These plant-based resources offer alternatives to animal proteins and

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

provide healthy recipes using plantbased ingredients for breakfasts, dinners and snacks.

Finding the Right Tribe: The physical health benefits for youth and older adults attending park and recreation programs are well-documented — we know that people are moving more and eating healthier.

But, what about the social benefits of these programs? A recent study of summer programs in parks and recreation demonstrates that programs have a positive impact on social and emotional well-being, with 90 percent of youth reporting they made new friends and felt happier post summer camp intervention, 82 percent of youth indicating they had more confidence than at the beginning of the summer program and 74 percent of campers reporting they felt less stressed when attending the summer program.

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healthy living status continue to emerge, including rising public health concerns around social isolation, depression, suicide and pain management. These threats, combined with the continued influence of chronic disease, are causing a decline in life expectancy in the United States. In 2018, the Centers for Disease Control and Prevention (CDC) released updated data on life expectancy in America, with CDC Director Robert Redfield acknowledging rising trends in drug overdose and suicide and referencing other preventable conditions as contributing factors. He called for Americans to “work together to reverse this trend and help ensure that all Americans live longer and healthier lives.” While this is a significant issue to tackle, the Blue Zones philosophy provides a blueprint for success and hope that this trend can be reversed.

To answer the CDC’s call and work to reverse this negative trend in life expectancy, parks and recre-

ation can be more intentional in its efforts to improve quality of life, looking to the Power 9 as a guide.

We should focus on the following: • continue to build our communities so people can move naturally • strive to serve healthy foods and educate families about maintaining a well-balanced, plant-based diet • offer programming and green space that help the communities we serve manage stress • grow our efforts to help people find their tribe, socialize (outside of the digital world) and determine their “plan de vida” • create new family engagement opportunities that support parents and caregivers spending quality time with their children and creating intergenerational connections • expand our efforts to create cultural and enrichment activities that engage community members from different backgrounds and foster a sense of belonging While parks and recreation may not be getting into the winemaking business anytime soon (I’ll keep this on the back burner for our 2020 trends issue), it’s clear there is significant growth potential for the field around many of the nine lifestyle trends, perhaps, most urgently, within the social and emotional dimension, specifically targeting youth and older adults to address substance misuse, social isolation and depression.

It’s not going to be an easy task, but parks and recreation has always risen to the challenge. And, thanks to the Blue Zones, we already have the answers.

Allison Colman (she/her/hers) is NRPA’s Director of Health (acolman@nrpa.org).

HELP RAISE POLLINATOR AWARENESS. Invite your community to a BioBlitz this June and your agency could win $1,000.*

www.nrpa.org/parks4pollinators-bioblitz

*See official rules for details

SOCIAL EQUITY

Multicultural Marketing The key to reaching a diverse community

By Matt Brubaker

H

ow do you define community? Is it physical — based on proximity and common characteristics? Or, is it a feeling — based on a sense of fellowship and common interest in having a great place to live?

As the United States continues to grow and change demographically, communities can no longer be defined based on physical similarities.

The Pew Research Center projects that by 2045, the United States will become a majority-minority nation. At that time, according to the

As the United States continues to grow and change demographically, communities can no longer be defined based on physical similarities.

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Brookings Institution, the country will be composed of 49.7 percent whites, 24.6 percent Latinos, 13.1 blacks, 7.9 percent Asians and 3.8 percent multiracial Americans.

Ethnicity is not the only factor that makes communities diverse.

Community members come in all shapes, sizes, colors, ages, genders, professions, religions, family sizes, varying interests and abilities. So, how do you communicate with and appeal to an increasingly diverse customer base?

Start by developing marketing strategies that are just as diverse as

your community. To do this, you need to develop a multicultural marketing strategy to better understand your audience, execute a mix of tailored communication methods and implement appealing, diverse offerings.

The Importance of Understanding Your Audience Taking the time to analyze and understand your audience is the most important step in developing any marketing strategy. You’ve probably heard the term “market research,” but may not have associated it with parks and recreation.

However, if you aren’t doing any form of market research, then you are probably just making assump-

tions about your customers’ interests, goals and motivations. If you don’t truly understand who you are communicating with, you are more likely to miss the mark when trying to appeal to them or attract them to your programs or events.

One strategy for better understanding your customer base is to collect basic demographic information when people sign up for your programs and events. Once you have collected enough data, you can analyze it to understand which programs seem to be most appealing to certain types of people. For example, you may find that you have more women participating in pickleball classes, but more men participating in pickleball tournaments.

This does not necessarily mean that you should only promote the classes to women and the tournaments to men. It does mean that you have an opportunity to segment these audiences and tailor the communications for men vs. women to appeal to them in different ways. If you try this strategy and then notice an increase in women participating in the tournaments, then you know this type of marketing strategy works for your community.

NRPA has a resource that can assist you with better understanding your customers — the Facility Market Reports (FMR). These custom reports will give you insight about the residents served by your specific parks and facilities. All you have to do is enter the facility address and the report will provide data on resident demographics and forecasts, health characteristics, exercise habits, recreation spending, social-media usage and more. You can request a Facility Market Report at www.nrpa.org/FMR.

Segment and Tailor Your Communications Once you have established who your audience is, begin tailoring your communications to segmented groups that have similar interests, values and preferred methods of communication. Diverse audiences rarely respond to the same messages in the same way. This is why it is essential to adapt your communications to your market, instead of attempting to adapt the market to your communications.

It requires more than developing a poster for an event and simply swapping out the images on the poster with those of individuals from various ethnic groups to try to appeal to a wider audience. The entire poster should be tailored to your diverse target audiences. For instance, if you are promoting a Fourth of July festival, you could create a few different versions of a poster: one version that lists activities that appeal to older adults and another using language that resonates with millennials and includes a QR code that takes them to a webpage for more information.

In addition to tailoring the message for your audience, you also need to tailor your communication channels to the audiences you are trying to reach.

Part of the basic demographic information you collect should include the opportunity for participants to specify the best way to communicate with them, so you can start to better understand what channels work best: email, text message, website, social media or even physical mail. With this data, you can start more regularly promoting your campaigns to them through those channels.

Language is a key factor in developing a multicultural marketing

Diverse audiences rarely respond to the same messages in the same way. This is why it is essential to adapt your communications to your market, instead of attempting to adapt the market to your communications. strategy that is welcoming to all. If a large portion of your community speaks Spanish, you should not only try to communicate with them through emails and fliers in their native language, but also with signage at your facilities and even on your website. Having staff fluent in other languages can also be advantageous. A language barrier can not only impede your communications from being understood, but can also create the perception that only English speakers are welcome at your events and facilities. A welcoming brand will help boost your marketing efforts and lead to increased participation from your community.

In most cases, your marketing can only be as good as the product or service you are trying to promote. If your city or department does not make an effort to offer programs that appeal to different age groups, cultures, genders or abilities, your multicultural marketing strategies will not yield great results. If the goal is to bring more of your community together and offer inclusive park and recreation opportunities, your programming, events, brand and marketing need to be as diverse as the community you serve.

Matt Brubaker is NRPA’s Director of Marketing (mbrubaker@nrpa.org).

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BARBARA TULIPANE Over a Decade of Service to Parks and Recreation

NRPA’s outgoing CEO shares some parting thoughts

By Richard J. Dolesh

W

e must continually reinvent ourselves to meet the needs of the public, because, if we stand still in the midst of change, we will become irrelevant. I have learned that parks are complicated and recreation programs are essential, but, most importantly, I have learned that park professionals make it happen. – Barbara Tulipane Barbara Tulipane, CAE, NRPA President & CEO, 2008–2019 Barbara Tulipane, CAE, NRPA’s president & chief executive officer, will leave NRPA June 1, 2019, after 11 years of remarkable and productive service to the association. Her time at NRPA has been marked by so many significant changes and milestones that it is difficult to pinpoint which have been the most important.

Barbara took the helm of NRPA in August 2008, at the height of the Great Recession, a time of profound financial turmoil in our

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nation. In fact, the depth of the effects of the recession had not yet been felt by parks and recreation at that point, but they reverberated in the budgets of park and rec agencies for years to come.

Despite that daunting outlook, NRPA not only returned to financial health under Barbara’s leadership, but grew significantly and exceeded all financial expectations in gaining new revenues, adding new members and becoming the highly respected association that it is today.

Barbara leaves NRPA in far better shape than when she started. From

her early days as chief executive officer to president & chief executive officer, her tenure at NRPA has been marked by achievement and success. This is not to say it was a smooth ride the entire time. In fact, when it was a matter of principle and conviction, such as standing up for the rights of all people to have equitable access to park and recreation resources or fighting for full funding for park and recreation services, she welcomed controversy and even thrived on it. Whatever you may say about her time leading NRPA, you will have to agree she fought for parks and recreation every day she was here.

I worked with Barbara during her entire time at NRPA, so it was a privilege to sit down with her for this farewell interview. She is self-dep-

“I believe, and I hope that you do too, that we have a critical role in making our nation a safer and healthier place for everyone to live, work and play. But, we also play a unique role in creating change. Change that helps communities come together — change that helps communities BE better.”

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recating beyond words and very humble when it comes to talking about herself and her accomplishments. Barbara brought much to the success of NRPA over the past 11 years, and we will miss her greatly.

Richard Dolesh: How did you view the state of parks and recreation when you began at NRPA? In

“Parks have always served as a common ground for people to gather and express themselves openly and freely. In fact, parks are the vessel of some of our most treasured freedoms: freedom of speech, freedom of association and freedom to pursue our basic rights to life, liberty and happiness.”

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your view, what have been the greatest changes since that time?

Barbara Tulipane: When I look back, I think I had a very simple view of the challenges that parks and recreation faced. It didn’t take me long to see that people in the field have a much larger role in the success of their communities, and the fact is that they must have a larger role if their communities are to be successful. And, we all came to this realization together, I believe. We began to see that we had such power working collectively — that we contribute to health and to healthier lifestyles, and we have a great influence on people’s lives.

I also saw that we were hit hard with the understanding that it isn’t a level playing field. Public parks and recreation may largely be free of charge to all people, but where are the resources spent? We have a moral obligation to invest equitably in communities that have not had such investments. In some cases, even more than we have in the past.

I hope I have contributed to understanding what equity means for us and why we must all fight for it.

We made great strides on the conservation side, too, with a better understanding of the importance of preserving nature and open space. It is way beyond cutting grass and planting landscape beds to make parks attractive. I would challenge every park and rec agency to ask what it is doing to manage for conservation.

Dolesh: You came to NRPA 11 years ago during troubled financial times, at the height of the Great Recession. How has the financial outlook for both NRPA and parks and recreation generally changed since that time?

Tulipane: The recession was just

peaking when I started, and agencies were just really beginning to feel it. NRPA was relying solely on the field to generate revenue for operations — the conference, annual memberships, etc. When the impacts of the recession hit, we really saw how we had to look for alternate sources of revenue, and those sources had to be sustainable.

The recent NRPA/Penn State University study on funding for parks and recreation was illuminating in many ways. It showed us that general fund support for parks and recreation has not come back the way it has for other public services. In addition, full-time positions are being replaced with parttime and contractual positions with no or very limited benefits.

Pension-funding reductions are on the horizon. It will be a different business model for parks and recreation in the future. No matter what, park and recreation agencies must offer competitive salaries and people will likely be much more mobile. I think agencies will be less likely to have employees stay for 30-year careers, and that is a good thing, I believe.

The fact is that you can’t replace general support funds with fees and charges. This will not maintain the quality of life in communities that parks and rec has become so important for. Parks and recreation is one of the things that make us a great nation, and it should be cherished and honored. It is a sad fact that the more successful we become and the more we generate our own funds, the more elected officials will say ‘that’s great — good job’ and then take that amount of funding from us to use elsewhere.

We must be creative about finding new sources of funds that are not dependent on fees and charges.

Dolesh: What makes you feel your time at NRPA has been worthwhile?

Tulipane: We have made real strides in making NRPA stronger.

The partnerships and relationships we have made with other national organizations and businesses have brought the association to the table. We are in the discussion, not just on the outside looking in. We are on an equal footing with other important national organizations and associations. They recognize us now; it is up to us to prove we can bring value to them.

We have also built our brand, and we have earned many awards and have had much recognition for our success. I truly thank the staff of NRPA for what they have done — they deserve the credit.

NRPA is coming back to its roots as a charitable organization.

We have to stop thinking we began in 1965. Our roots go way beyond that. People need to realize the history and importance of our mission. We started as a playground association in the 1920s, and, while we are still grounded in that mission, we are now so much more.

Dolesh: What have been your most significant and enduring accomplishments in your time as CEO of NRPA? Tulipane: Getting NRPA’s finances right. When we were in that crisis mode, we were never investing back into the field. We had no research.

We could not answer fundamental questions about the field. There is no future in that! It is not just about getting enough revenue to survive.

We must go beyond that.

I would hope that my biggest contribution has been to get people to challenge traditional thinking. I hope that is not perceived as threat

ening, but as a way to go forward.

I believe that you can’t create a culture of success when people are afraid to fail. You simply will never move forward if you think that way.

I also believe that the development of the pillars was very important. I believe that I brought focus to what NRPA does. At one time, we thought we could be all things to all people. We couldn’t. The pillars allowed us to come together in a way we never had before.

Dolesh: You and I have had more than one spirited discussion about calling our business ‘the profession’ vs. ‘the industry.’

Why do you feel that we should also refer to ourselves as ‘the industry?’

Tulipane: We bring financial contributions to our nation’s economy, and we sell those contributions short when we just say that we are ‘the profession.’ When we do, people don’t realize the value we have to communities. When we say just the profession, it is about who we are and how we work. If we just pat ourselves on the back about what we do, it is not enough. Do you think the mom down the street cares about that, or the elected official who votes on our budgets?

When we identify ourselves as the industry, however, we identify with jobs, the economy and contributing to the financial health of communities.

Dolesh: What advice would you give to young people entering the field of parks and recreation?

Tulipane: Take risks! Do it your way. Don’t compromise. Learn how to engage with the public and elected officials and how to reach out to everyone. What drives me crazy is when I see young people

“The contributions you make to America’s quality of life in our communities are as much about clean air and water, wildlife habitat, and conservation of our natural resources as they are about the important programs and services you already provide citizens. The future can be bright for our industry, but we must be a ‘player’ in solving environmental challenges, becoming more sustainable and focusing on conservation outcomes.” deferring to those who have been in the field for decades. Be respectful, but don’t be submissive. Bring new ways and ideas to the table!

Dolesh: What gives you hope for the future?

Tulipane: I have met and worked with some incredibly talented people. Their vibrancy and commitment inspire me. Their courage, commitment, endurance and tenacity — I was always most inspired by the site visits I made, and most inspired by those who had the least to work with. I met incredible people working under the most difficult circumstances and with virtually no budget — in south Philly, in the 9th ward in New Orleans, in ‘needle park’ in southeast D.C. These park and recreation staff gave me such hope that I am convinced that with people like this serving their communities, we will do more than just succeed — we will make our communities more livable, healthier, more resilient and more equitable. That is what gives me hope.

Richard J. Dolesh is NRPA’s Vice President of Strategic Initiatives (rdolesh@nrpa.org).

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LINK ME

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TO

ST. LOUIS!

Chouteau Greenway project launches community engagement strategy that emphasizes equitable economic development among neighborhoods

By Vitisia Paynich

T

hanks to Hollywood, the beloved 1944 musical, “Meet Me in St. Louis,” starring Judy Garland will be forever linked to Missouri’s renowned destination. However, the real-life St. Louis paints a much different picture from its silver-screen version. While it’s a unique city that offers bountiful arts and culture, science and technology, and postcard-worthy parks and trails, it is plagued by decades of racial division and socioeconomic inequality. Yet, despite these disparities, St. Louis’ strength resides in its strong civic pride and the determination among its citizens to envision a better future — one that requires tearing down old barriers, connecting communities and putting health equity at the forefront.

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Nearly 300 St. Louis community members attended the February 5 Open House hosted by Great Rivers Greenway and its partners.

For the Great Rivers Greenway organization, the way to achieve that is by partnering with residents, city officials and the business community to unite neighborhoods and people in the region through the development of more greenways, including Chouteau Greenway.

Following is a partial overview of the planned project along with Great Rivers Greenway’s initial public relations strategy and community outreach efforts. Parks & Recreation magazine will chronicle the Chouteau Greenway project’s progress through a series of articles featured in upcoming issues.

What Is Great Rivers Greenway?

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of the city’s most cherished resources — rivers and parks.

Subsequently, the passage of the Clean Water, Safe Parks and Community Trails Initiative, named Proposition C, created the public agency, Great Rivers Greenway.

Today, the agency serves 2 million people across a 1,200-square-mile district comprising St. Louis City, St. Louis County and St. Charles County. Its core mission is “to make the St. Louis region a more vibrant place to live, work and play by developing a network of greenways.” What’s more, the organization collaborates with municipalities, public agencies, businesses and nonprofits throughout the area to advance its efforts.

Forty-five greenways encompass the overall “River Ring” plan, totaling 600 miles. To date, the agency has constructed 125 miles of greenways and is actively developing 16 of 45 planned greenways.

Among Great Rivers Greenway’s most high-profile projects is the CityArchRiver project, for which voters approved a sales tax, in 2013, to help fund a transformation project leading from downtown St. Louis to the Gateway Arch to the Mississippi River.

The community engagement process is critical to identifying residents’ wants and needs for the Chouteau Greenway project.

Chouteau Greenway Project The initial plan for the Chouteau Greenway project dates back to the 1990s, with a proposal to connect 1,300-acre Forest Park with 91acre Gateway Arch National Park.

However, the plan never came to fruition. During the late 1990s to 2000s, Forest Park underwent an initial $100 million renovation project, and in 2018, the nonprofit conservancy Forever Forest Park raised $30 million for urgently needed improvements to the park, as well as a $100 million endowment for maintenance. During the summer of 2018, Great Rivers Greenway completed a five-year renovation project, totaling $380 million, on Gateway Arch National Park.

With the two parks updated, their lack of accessibility had to be addressed. “The idea of connecting them was important,” says Susan Trautman, CEO of Great Rivers Greenway. That’s because Forest Park is located in the central corridor that includes the Cortex innovation district, a hub for bioscience and technology research. The corridor also serves as home to Saint

business and arts districts, employment centers, transit hubs, and dozens of cultural and educational institutions. The project is part of the overall network of greenways being built by Great Rivers Greenway and partners.

International Design Competition In August 2017, Great Rivers Greenway and 10 sponsors launched an international design competition to select the conceptual plan for the Chouteau Greenway project. “At the same time in our community, we were dealing with a lot of issues related to racial segregation,” notes Trautman. She adds that many community members were coming forward to voice their concerns about not only the disparity in the region, but also about “the way that African-Americans, in particular, had been treated.”

Thus, Great Rivers Greenway and its partners knew equitable economic development had to be a fundamental

piece of the greenway plan.

The first tier of the competition garnered 19 team qualifications submissions in November 2017.

A total of 124 firms representing seven countries and 13 U.S. states comprised the team submissions, with 44 of the firms being local to the St. Louis area.

Trautman adds that there was “a heavy artist presence, which was really good because these artists had been

How to Achieve Public Participation Following is the International Association of Public Participation’s (IAP2) Spectrum of Public Participation, a guideline designed to assist with the selection of the level of participation that defines the public’s role in any public participation process.

IAP2 Spectrum of Public Participation

PUBLIC PARTICIPATION GOAL

IAP2’s Spectrum of Public Participation was designed to assist with the selection of the level of participation that defines the public’s role in any public participation process. The Spectrum is used internationally, and it is found in public participation plans around the world.

PROMISE TO THE PUBLIC

Louis University, Washington University and University of Missouri - St. Louis. Thus, Trautman and Great Rivers Greenway focused on adding a transit stop in the district.

The team was also adamant about adding a bike and pedestrian path, linking Forest Park to Saint Louis University and the Grand Center Arts District.

The agency received a TIGER (Transportation Investment Generating Economic Recovery) grant for an early phase of Chouteau Greenway, which was a trail and transit stop covering two blocks.

“It’s heavily used, but it’s not [fully] connected,” Trautman says.

Meanwhile, in late 2015, the Lawrence Group paid $6 million for the former Federal-Mogul Foundry located near Saint Louis University and east of the Cortex and, in 2016, announced plans for the first phase of an overall $340 million project to convert the site into commercial offices, residential housing and garage parking.

During that same period, Trautman recalls, “Forest Park Forever started talking about the importance of connectivity over Kings Highway, which is the north-south corridor. So, we brought everybody together in the spring of 2017 and said, ‘You are all talking about the same thing. Do you want to work together?’” With a resounding yes from the group, the Chouteau Greenway project was borne.

In its official report, Great Rivers Greenway describes the project as follows: Chouteau Greenway is a major public-private partnership to connect Washington University and Forest Park through our city to downtown and the Gateway Arch National Park, with spurs north and south to connect our city’s vibrant neighborhoods, parks,

INFORM

CONSULT

INVOLVE

COLLABORATE

EMPOWER

To provide the public with balanced and objective information to assist them in understanding the problem, alternatives, opportunities and/or solutions.

To obtain public feedback on analysis, alternatives and/or decisions.

To work directly with the public throughout the process to ensure that public concerns and aspirations are consistently understood and considered.

To partner with the public in each aspect of the decision including the development of alternatives and the identification of the preferred solution.

To place final decision making in the hands of the public.

We will keep you informed.

We will keep you informed, listen to and acknowledge concerns and aspirations, and provide feedback on how public input influenced the decision.

We will work with you to ensure that your concerns and aspirations are directly reflected in the alternatives developed and provide feedback on how public input influenced the decision.

We will look to you for advice and innovation in formulating solutions and incorporate your advice and recommendations into the decisions to the maximum extent possible.

We will implement what you decide.

© IAP2 International Federation 2018. All rights reserved. 20181112_v1

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working for a long time in the African-American community and had a good pulse on the neighborhood.”

The Design Competition jury selected four of the 19 teams to advance to the next tier.

Community Engagement With the design competition in full swing, Great Rivers Greenway began the community engagement process in September 2017, to identify the wants and needs of residents. The agency’s overall process includes six key strategies: • Know the community • Set expectations with the project team • Cultivate local advisers and champions • Engage at all levels, matching outreach to impact • Establish enduring relationships • Evaluate success “There’s a couple of layers to our overall engagement strategy,” notes Emma Klues, Great Rivers

Greenway’s vice president, communications and outreach. “One is we created a Community Advisory Committee.” The communications team sent out an open call for community members to assist with the design competition. Klues recalls they had 205 people apply and then whittled that number down to 40.

This select group of people — representing the geographic makeup of the community — helped to create 12 Design Goals and 12 Community Goals, which defined the elements that the greenway must embody in its conception and execution. These goals not only provided a guideline for the competing design teams, but also served as the criteria for the jury to evaluate the submitted design concepts.

“We first started with that community-centric group of people, and that was one way for us to have them give their feedback [as well as] to help process the feedback from the larger community,” she says. The Community Advisory Committee eventually morphed into a Steering Committee and four Working Groups.

The next layer of engagement required a broader outreach to all the different neighborhoods that would be affected by the Chouteau Greenway. Klues says that when it comes to overall community engagement, “think about all the different audiences that the project will impact and then match the level of outreach to the level of impact.”

The team took a multichannel approach, including digital outreach, neighborhood meetings, a listening tour, popup events and mailings. What’s more, 2,062 people participated in a survey via online or in person.

“We had a field team that was out at transit stops, grocery stores, popup events, as well as other organizations’ festivals and community events to gather feedback from people,” Klues says. She stresses that the survey questions were quite general, such as: What are some of your favorite public spaces and why? What makes you feel safe or welcomed in a public space? What are the types of places in this area that you go to on a daily basis?

Although many of the questions were general in nature, she notes the residents’ answers were “very helpful in guiding the core teams during the competition and also provided a basis for us going forward.”

She adds that transparency was vital from the start. Thus, you need to design your outreach process in a way that allows your team to capture meaningful feedback, so you can report back to the larger community about what you heard, what ideas will be incorporated into the plan, and what ideas could not be incorporated and why. Furthermore, says Klues, you’re being very transparent with community members by sharing all the feedback, so they can understand how decisions were made. Her team follows the International Association of Public Participation’s (IAP2) “Spectrum of Public Participation” as a guideline (see sidebar on page 57).

Design Firm Selected Twenty-five Chouteau Greenway partners made presentations during the Open House event.

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By April 2018, the next phase of the design competition required the four teams to submit exhib-

it boards and full design reports.

Community members gave feedback on the four design proposals online, through exhibits displayed in libraries and community centers around town, by attending the presentations from the teams to the jury or by watching the live stream.

In May 2018, the jury selected the Stoss Landscape Urbanism team to design the Chouteau Greenway.

Trautman says that Stoss’ design, titled “The Loop + The Stitch,” won the competition “because they really thought deeply about how to connect the community and not only connecting Forest Park to Great Arch National Park, but to two other regional parks in the city: Tower Grove Park to the south and Fairground Park to the north.” Thus, The Loop + The Stitch connects all four parks and the neighborhoods in between, while offering ample recreational space and flexibility to cyclists and pedestrians utilizing the trail.

Once the design competition concluded, project planning shifted into high gear. Great Rivers Greenway and the Stoss Landscape Urbanism team collaborated with stakeholders and partners to make enhancements to the vision plan for Chouteau Greenway. What’s more, the team gathered more input during stakeholder focus groups, three Design Oversight Committee workshops, planning discussions around civic engagement, as well as a meeting of the Artists of Color Council regarding the greenway’s art program.

These meetings also have included discussions around equity and economic growth and the important role both will play in developing Chouteau Greenway. In addition, the groups pinpointed several current projects in the city that potentially could be integrated into the planning process moving forward.

Residents reviewed design renderings, provided feedback and shared their ideas for the project’s overall vision plan.

An Open House On February 5, 2019, nearly 300 community members attended the Open House hosted by Great Rivers Greenway and its partners to provide an orientation about the greenway project, introduce members of the Steering Committee and Working Groups and share ideas. “We had 25 different partners available to give presentations,” notes Klues.

“We had an interactive digital map [of Chouteau Greenway] available and then we had analog versions.”

However, it’s what the Great Rivers Greenway team gleaned from the plethora of input from the community that made the event worthwhile. For example, “people would like for the greenway to help you discover St. Louis, feel more connected to it and get to know it. So, as you leave the greenway, even if you’re just on for a block or two, you’ll feel a sense of place and a sense of the culture here,” Klues explains. Some, she adds, said they value the connections into the neighborhoods but aired their concerns about past development projects that ultimately displaced many neighborhoods — such as those that were once located in the central corridor.

“St. Louis has a history of fragmentation and segregation, and so there was a little bit of wariness about whether we would be able to pull this off; however, not as the Great Rivers Greenway, but just as a region in general,” says Klues. But, she says, people also expressed “optimism and support for the project, recognizing all of the benefits that it could bring to the community.”

What’s Next?

Before the design and engineering process can begin on specific parts of the Chouteau Greenway, the Framework Plan must be developed. The plan will address four topics: Alignment (of the greenway), Design & Identity (look and feel of the greenway), Economic Growth and Equity.

“We need about $12 million: we’ve raised about $9 million so far in private donations just for this Framework Plan effort. Overall, we anticipate that the project will be over $250 million, and we will have to launch a major fundraising campaign to help pay for it, as well as look for federal grant opportunities,” says Trautman. She estimates the Framework Plan will be completed by the end of July.

For now, Great Rivers Greenway will continue the community engagement process by cultivating robust dialogue among its partners, city officials, business owners and community stakeholders to ensure they remain steadfast in their shared goal: building a unified St. Louis.

Vitisia Paynich is a Southern California-based Freelance Writer for Parks & Recreation magazine.

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Preserving Community While Expanding Resiliency at New York City’s East River Park

THEN

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& NOW

By Carter Strickland, James Lima and Amy Chester

W PHOTOS COURTESY OF THE TRUST FOR PUBLIC LAND

e are still responding to the wake-up call from the October 29, 2012, landfall of Hurricane Sandy. It caused widespread damage and killed 106 people in the United States, including 43 people in New York City, most of whom were on Staten Island. In Manhattan, the economic, infrastructure and social impacts were also dramatic.

Hurricane Sandy whipped the East River into a frenzy and drove a wall of rain, along with river water and the Atlantic Ocean over seawalls, through parks, across

At left, a historic view of what is now the East River Park, showing the 1.5 miles of piers, warehouses and docks demolished in favor of a waterfront park. Above, the park as it appears today.

highways and into buildings, tunnels and basements. Hospitals were completely flooded, ruining elevator motors, building mechanical systems and medical equipment that had unwisely been stored in basements. Seawater flooded a transformer, causing a massive explosion that knocked out power to Manhattan south of 39th Street.

When the lights came back on and the seawater receded, residents and

Within days of Sandy, two things were apparent: New Yorkers are resilient, and they needed new defenses to help them cope with a changing world. businesses were left with a muddy, ravaged mess — and a new appreciation for just how vulnerable a low-lying urban area on a river bank and a harbor can be.

Within days of Sandy, two things were apparent: New Yorkers are resilient, and they needed new

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E A ST R I V E R PA R K

defenses to help them cope with a changing world. The initial plan called for a levee around the island of Manhattan, but later plans called for more contextual responses and, in some neighborhoods, the integration of flood defenses into waterfront parks.

The park is a 57-acre green space stretching 1.2 miles southward from East 12th Street at the far edge of the East Village to Montgomery Street, between the Williamsburg and Manhattan bridges.

East River Park was one of the waterfront areas affected by Sandy.

It remains vulnerable because it is a narrow strip of land and landfill between the FDR Drive, a separated highway, and the tidal estuary that separates Manhattan and Brooklyn. The park is a 57-acre green space stretching 1.2 miles southward from East 12th Street at the far edge of the East Village to Montgomery Street, between the Williamsburg and Manhattan bridges.

The southern end offers spectacular views of the side-by-side Brooklyn and Manhattan bridges. Along the length of the park are baseball, football and soccer fields; tennis, basketball and handball courts; two ferry stops; a running track and bike paths for commuters and recreation; spots for picnicking and fishing; children’s playgrounds and open spaces; and an amphitheater for concerts, plays and performances. Now, the dual purpose of a rebuilt East River Park is not only to buffer The Lower East Side neigh62 Parks & Recreation

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borhood and the city surrounding it from superstorm catastrophe, but also to preserve and serve the existing neighborhood and its stakeholders — a tall order and a complex task.

Investment in Innovation In 2013, the federal government created Rebuild by Design (www. rebuildbydesign.org/our-work/ sandy-projects), a competition that awarded nearly $1 billion of the $60 billion allocated by Congress for recovery and rebuilding. On the Lower East Side, designers, community activists and public officeholders began working on plans to rebuild and protect the park and the surrounding neighborhoods, including a berm that would simultaneously protect the community and create new spaces for lounging and interaction, while accommodating existing park landscapes, many that were cared for by the community. Based on the community vision for a high-performance landscape, the “BIG U” (BIG formed from the initials of the lead designer, the Bjork Ingels Group, and U, the shape of the defense perimeter around southern Manhattan) concept won $335 million from HUD to protect the lower Manhattan from coastal risks and flooding.

For four years, the city worked on the first phase of design, based on this vision named the Eastside Coastal Resilience (ESCR) project, which would mostly be built within the confines of East River Park.

A project of this size next to a politically active community requires an inclusive management model. Anticipating the need for a stewardship plan for the new East River Resiliency Park, in September 2018, Rebuild by Design, with Lower East Side neighbor-

hood leaders and activists, formed the ESCR Study Group, a broad working group of stakeholders, including representatives from two community boards, city council members, state assembly and senate members, and a half-dozen local civic advocacy and activist organizations. The Study Group selected The Trust for Public Land (TPL) and James Lima Planning + Development Team to identify a new stewardship model for the East River Park area that would equitably address the design, construction and ongoing stewardship issues and concerns for the park and the surrounding area.

Need for Community-Based Stewardship Long-term maintenance of parks is a challenge for every major city — funding shortages, refurbishment and innovative additions are part of the normal life of urban parks.

New York City employs a variety of models to run its parks. One successful approach is the “Conservancy” model used for several iconic spaces, such as Central Park, Prospect Park, the Highline and the Bronx Zoo. Conservancy models are nonprofit, park-specific institutions that raise funds and contract with the city’s parks department to maintain and operate individual parks. They can be brilliant.

They can also, often inadvertently, replace government oversight, promote exclusivity and feature amenities that are unaffordable to adjacent communities or do not feature local businesses. The community adjacent to East River Park did not want a newly renovated resilient park to be unwelcoming to the people who have invested sweat equity for decades in

its upkeep. It also did not want to lose control to a new conservancy run by outsiders, even if they were well-meaning. The community’s concerns were heightened by the existing competition for park space with sports leagues, mostly from outside the neighborhood, that can afford permit fees.

For the East Village and the Lower East Side neighborhoods, where gentrification, displacement and unaffordable public resources are threats to vibrant existing communities, finding the right stewardship model would be key to the park’s success. The neighborhood adjacent to the park covers 617 acres and has about 30,000

affordable housing units, home to more than 130,000 New Yorkers — 62 percent of whom are low-income, elderly or disabled. There is a lively and colorful fusion of immigrant residents and cultures, a historic tradition of activism and a disproportionate vulnerability to both coastal flooding and extreme heat waves.

An Alliance Model Inspired

by Other Rivers The range of stewardship models — friends-of-parks, conservancies, advocacy organizations, alliances and coalitions, community development corporations (CDCs) and business improvement districts

An alliance stewardship model was seen as the best key to success for the park and for managing community concerns around issues like displacement, heightened by the existing competition for park space with sports leagues.

The neighborhood adjacent to the park covers 617 acres and has about 30,000 affordable housing units, home to more than 130,000 New Yorkers — 62 percent of whom are lowincome, elderly or disabled.

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While the design for the new park is cutting edge, the park stands out for its efforts to ensure robust community involvement and equitable outcomes for the traditionally under-invested communities in the area.

(BIDs) — each had something to offer. The group of leaders who advised on the consultant selection morphed into a study group that was consulted throughout our research, set the goals for the report and facilitated a larger community dialogue on implementation. At the end of the Study Group process, the model that promised the

best outcome for East River Park was an alliance structure that incorporated best practices in equitable development.

Our research revealed several compelling examples of successful stewardship structure that remained true to community roots. The closest, geographically, is the Bronx River Alliance, which grew from an all-volunteer activist effort to a formal working group of community organizations, public agencies and businesses. Today, it is a wellestablished nonprofit partnered with NYC Parks Department and led by an Alliance executive director who holds a dual appointment as the city-paid NYC Bronx River administrator. Another leading example is from the Anacostia River, where Building

Bridges Across the River is managing stewardship, engagement and programming for the future 11th Street Bridge Park in Washington, D.C. While the design for the new park is cutting edge, the park stands out for its efforts to ensure robust community involvement and equitable outcomes for the traditionally under-invested communities in the area.

There were four takeaways from our research: 1. Alliances are flexible. The Alliance’s organizational structure will serve as the most flexible means for the ESCR stakeholders to organize around a collective framework, leverage existing assets and maximize involvement of community members.

2. Founding principles matter. A set of founding principles, plans or strategies related to equitable development for the East River Alliance can help to ensure that these goals remain at the forefront of both the group’s and the city’s agenda. The founding members of the Bronx River Alliance adopted an “Environmental Justice Implementation Strategy” along with the group’s founding principles and Building Bridges Across the River created a detailed Equitable Development Plan.

3. City partnership is critical.

Establishing a stable working relationship with the city is of critical importance in each of the models studied. The role of liaison and ally with the city is critical, with an eye toward formalizing a working partnership

A running track and bike paths for commuters and recreation are among the many amenities included in New York City’s East River Park.

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with the city through an eventual joint alliance director/park administrator position.

4. Engagement and park activation can happen before construction. Stakeholders have much to gain from organizing and exercising their voice with decision makers on matters of design and construction impact mitigation before the project re-enters design review and environmental impact assessment.

For example, Building Bridges Across the River engaged residents in programming and an “Equitable Development Plan” years before construction of the new park.

An East River Alliance An East River Alliance composed of organizations that already work in the community pulls from the generations of expertise in the neighborhood while giving a collective voice on a new topic. The all-volunteer study group and working group coalitions of engaged advocates can mature into a formal alliance on their own schedule, depending on consensus and on funding and redefining itself as it evolves, reflecting changing conditions and community initiatives.

Ultimately, an alliance director, who is also a park administrator, will serve a key leadership and coordinating role among both the alliance and the city.

While all this will take time to develop, however, the community doesn’t need to lose its place at the table. An East River Alliance can form immediately and participate in time-critical design decisions as the city rushes to meet project deadlines. Furthermore, the park will be closed during construction for at least 3½ years and, during

that time, the Alliance can play a major role. Taking charge of communicating and mitigating partial closures due to construction will keep residents engaged with the park through well-publicized temporary access routes and scheduled activities. A website can provide timely information, notices about “popup” park amenities, ways to volunteer and an online “conversation” for the community. Partnerships — among members of the Alliance, local business owners, city agencies and other city parks — will generate support, innovative solutions, funding opportunities and best use of resources.

Through those construction mitigation activities, an East River Alliance can set the foundation for community-based, year-round programming. This might include such revenue-generating and free activities as local-vendor food and beverage concessions, art installations, health-and-wellness workshops and events, celebrations and parades, marches, political “town square” gatherings, free and ticketed performances and other entertainment, and seasonal access to team field and river sports.

The alliance model ensures accountability, relevancy, representation of all stakeholders and holding the parks department accountable to community needs. East River Park protects the Lower East Side, the East Village and the rest of the city from climate change catastrophe — and the East River Alliance protects the park. That’s the win the community needs.

Stewardship for Community Resilience Stewardship is more than keeping the grass green and the coffers full to support maintenance of the

physical aspects of parks. It is also about keeping a newly imagined East River Park open and alive to the people who rely on that park for health, relaxation, entertainment, education and relation to each other. The park is a real presence in the lives of the New Yorkers who live and work near it and, when built, an essential bulwark against the extremities of storm surge that can harm the entire city. Creating a community-based stewardship model to sustain a truly resilient park is a responsibility with imme-

The alliance model ensures accountability, relevancy, representation of all stakeholders and holding the parks department accountable to community needs. diate and long-term consequences.

Borrowing from the best ideas of contemporary park projects, East River Park can serve as an enduring model for urban green spaces and waterfront buffers that enhance, rather than eradicate, the multifaceted communities flanking them.

Legendary American songwriter Irving Berlin, an immigrant who grew up on Cherry Street in a tenement just steps from the rough and tumble along the East River, once said, “Everybody ought to have a Lower East Side in their life.”

And, we would add, “a welldesigned, welcoming East River Park to enliven it.”

Carter Strickland is the New York State Director for The Trust for Public Land (carter.strickland@tpl.org). James Lima is the Founder of James Lima Planning + Development @jameslimapd (james@jameslimadevelopment.com). Amy Chester is the Managing Director for Rebuild by Design @rebuildbydesign (achester@rebuildbydesign.org).

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Measuring the Impact of Parks Build Community

By Suzanne Nathan and Kevin Brady

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he 2019 Parks Build Community (PBC) project includes something new and exciting that no other PBC project has had before — research. Thanks to funding from BCI Burke Playgrounds, NRPA is working with North Carolina State University College of Natural Resources and Baltimore’s Johns Hopkins University to measure the impact the renovated ABC Park will have on the community. The research will explore three potential impacts: health (physical activity), social (socialization and public safety) and economic (any change in local business activity).

Data Collection The data will be collected over five years. Research began in December 2018 to establish a baseline using SOPARC: System for Observing Play and Recreation in Communities. The SOPARC data collection takes place for approximately two weeks and will be done annually to quantify the community’s activity difference in ABC Park over time.

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Baltimore park, which will be used as the control park, where no renovation is taking place.

Two other data collection methods will be used annually during the five-year term: Surveying the Community – Researchers will survey the community in and around ABC Park and the control park to gain perceptions from nearby residents about the renovation’s impact on park access and safety, and how the project has

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encouraged local children to play.

Analyzing Economics and Public Safety – The research team will also analyze local economic data through sales estimates from local businesses close to the park and public safety data through law enforcement records.

NRPA will receive raw data each year and, at the end of the five years, will produce a final report.

Contributing Partners NRPA is the lead coordinator on the research component of this PBC project. “We here at NRPA are excited for this new opportunity to build on the PBC experience we’ve enjoyed for many years with a cohesive research program in Baltimore,” states Kevin Roth, NRPA’s vice president of professional development, research and

technology. “This research will help inform future projects and add to the growing information we regularly gather on the important impact parks and recreation has on communities.”

Graduate students from Johns Hopkins University are collecting data on the ground. The Research Center at Johns Hopkins University reached out to NC State University about using NC State’s experience to spearhead the evaluation of the PBC project, and NC State became the lead research investigator for the Baltimore PBC project.

The Department of Parks, Recreation and Tourism Management at NC State is part of the Robert Wood Johnson Foundation-funded Physical Activity Research Center (PARC; http://paresearchcenter. org) and has been investigating park-based physical activity among youth from low-income communities of color.

“Through our PARC project, we have used systematic observations of play, park audits, street audits and surveys to understand use and park-based physical activity in low-income neighborhoods of col

NRPA produces multiple reports that provide industry-wide information about the impact of parks and recreation and how it relates to health, social and economic outcomes. These reports include: Americans’ Engagement with Parks Report - Each year, NRPA conducts a study to explore Americans’ use of parks, the key reasons that drive their use, and the greatest challenges preventing increased usage. This annual study probes the importance of public parks in Americans’ lives, including how parks rate against other service offerings of local governments. The survey of 1,000 American adults looks at frequency and drivers of park and recreation facility visits and the barriers that prevent greater enjoyment. In addition, the 2018 study addresses the level of interest in improving easy access to high-quality park and recreation facilities, including the public’s support of local officials who advocate for parks and for increased funding for them.

Economic Impact of Local Parks Report - This report not only demonstrates that the nation’s local parks generate more than $154 billion in economic activity each year and support more than 1.1 million jobs from operations and capital spending alone, but also breaks down the significant economic impact for all 50 states and the District of Columbia. It definitively supports the argument that parks are powerful engines of valuable economic activity and deserve support and recognition from elected officials, policymakers and the public.

Promoting Parks and Recreation’s Role in Economic Development - This report explores the role that quality park amenities play in 21st century regional economic development. Based on conversations with more than 70 park and recreation professionals, economic development practitioners and site-location consultants, it highlights the important supporting role parks and recreation plays in recruiting and retaining businesses and skilled workers.

Park and Recreation Inclusion Report - NRPA developed this report to provide greater insight into how agencies across the United States ensure that all members of their communities can enjoy parks and recreation. The study also highlights the significant challenges the industry faces in delivering on this promise.

Healthy Aging in Parks - Based on survey responses from 524 park and recreation professionals, this study explores how park and recreation agencies and their staff serve older adults.

Visit www.nrpa.org/research to learn more about these and other reports. For more information about NRPA’s research, contact Kevin Roth at kroth@nrpa.org.

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SOPARC is a validated directobservation tool for assessing park and recreation areas, including park users’ physical activity levels, gender, activity modes/types, and estimated age and ethnicity groupings. It also collects information on park activity area characteristics (e.g., accessibility, usability, supervision and organization) — https://activelivingresearch.org/ soparc-system-observing-play-andrecreation-communities.

or in New York City, Raleigh and Durham, North Carolina,” says J. Aaron Hipp, Ph.D., an associate professor of community health and sustainability and university faculty scholar at NC State. “Within the Department of Parks, Recreation and Tourism Management at NC State, we are always seeking projects that we believe will have a direct impact.”

Hipp continues: “What drew me, personally, to this project were several things. First, the opportunity to work with NRPA and the potential to develop evaluation metrics that can be shared with park systems nationally. I believe there is a great opportunity for impact here.

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and this is an opportunity to repeat similar methods in another city.

The evaluation can help further the generalizability of our results.

Third, I believe the investment in time and money with Parks Build should be accompanied by an evaluation to understand the ROI. “ABC Park, in particular, is interesting as there is great community interest in the improvements to the park, and it is important to document the process of redevelopment to share with the community changes in park use, sense of community and general well-being,” Hipp explains. “I am looking forward to engaging with the community, learning their experiences prior to redevelopment and following along for several years after the redevelopment to see if Parks Build can ripple out into the community to increase sense of pride, wellbeing and togetherness.”

The 2019 PBC research funding is provided by BCI Burke Playgrounds. We asked Brian Johnson, chief marketing officer of BCI Burke why it was important to Burke to fund this research? He states, “Research informs great design and is a key component in Play That Moves You. Studying how kids, families and communities use and benefit from play environments and public spaces ensures that everyone receives the maximum developmental benefits and that they are designed to grow with both child and community.”

PBC is a national initiative, demonstrating the transformative value of parks on the health and vitality of communities across America. The vision to build and revitalize parks as thriving gathering places for youth, families and adults is one shared by NRPA, its industry and nonprofit partners,

and the thousands of park and recreation professionals who develop and maintain these treasured public places. For more information about PBC projects or to become a donor, please contact Gina Mullins-Cohen, NRPA’s vice president of marketing, communications and publishing, at gcohen@nrpa.org.

Donors and organizations involved in the 2019 PBC project include: • BCI Burke Playgrounds www.bciburke.com • California Sports Surfaces www.californiasportssurfaces.com • Dero www.dero.com • DuMor www.dumor.com • Epic Outdoor Cinema www.epicoutdoorcinema.com • GameTime www.gametime.com • Gared www.garedsports.com • Greenfields Outdoor Fitness www.gfoutdoorfitness.com • Johns Hopkins University www.jhu.edu • Most Dependable Fountains www.mostdependable.com • NC State University www.ncsu.edu • OpenSpace Radio www.nrpa.org/blog/Podcasts • Parks & Recreation mag www.parksandrecreation.org • Physical Activity Research Center (PARC) www.paresearchcenter.org • Pilot Rock www.pilotrock.com • PlayCore www.playcore.com • Playworld www.playworld.com • Vortex www.vortex-intl.com

Suzanne Nathan is NRPA’s Media Specialist (snathan@nrpa.org). Kevin Brady is NRPA’s Senior Evaluation Manager (kbrady@nrpa.org).

NRPA UPDATE Improving the Lives of People with Arthritis Through Parks and Recreation

By Lesha Spencer-Brown, MPH, CPH

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ach year, May is recognized as Arthritis Awareness Month, a time to increase awareness about the prevalence and effects of arthritis and to motivate Americans to get more active. Arthritis, which has an annual healthcare cost of more than $300 billion, is one of the most common chronic diseases and a leading cause of disability and work limitations for more than 54 million people across the United States. Osteoarthritis, rheumatoid arthritis and gout are among the most common of the 100 forms of this disease.

NRPA and local park and recreation agencies across the country have been bringing awareness to this issue for the past seven years, by expanding the dissemination and delivery of arthritis-appropriate evidence-based interventions (AAEBIs), including Walk With Ease, Active Living Every Day and Fit & Strong! Through these programs, adults with ar-

thritis can not only access evidence-based programs that help them effectively manage their arthritis condition and comorbidities, such as heart disease and diabetes, but can also establish and engage in meaningful social connections and improve their overall health and quality of life.

One AAEBI participant in Palm Beach County, Florida,

shares: “I love the Fit & Strong! class very, very much. I feel good.

I’m more flexible in my entire body, in my joints and my muscles. When I started, I had very bad sciatic pain. Now, I feel so much stronger. It’s such a magnificent therapy for my muscles and my joints. And, my brain — when I come here, I feel more relaxed, less stressed. We walk, we talk — I talk with my friends.”

Because of these efforts, some 300 park and rec agencies across 48 states and American Samoa have offered more than 700 AAEBI courses to close to 20,000 participants. In addition, more than 2 million people across the country have been exposed to marketing materials promoting AAEBIs in park and rec settings. Communities in states with a high prevalence of arthritis, such as Alabama, Michigan and Missouri, have also been able to offer arthritis programs to help the most underserved members in their communities manage their arthritis and live fuller, healthier lives.

For more information about NRPA’s efforts, check out the Healthy Aging in Parks Initiative (www.nrpa.org/healthy-aging-inparks) and read agency success stories at Healthy Aging in Parks Success Story Database (www. nrpa.org/success-stories/healthyaging-in-parks).

Lesha Spencer-Brown, MPH, CPH, is an NRPA Health and Wellness Senior Program Manager (lspencer@nrpa.org).

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Take Your Agency from ‘Zero to Sexy’

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erhaps unfairly, park and recreation professionals take a considerable amount of heat for not selling the value of parks and recreation as an essential service to their elected officials. When it comes time for municipal budget cuts (and the next recession is coming), improper agency positioning could result in a decrease in the public funds made available for your vital efforts.

Need help telling your story? At the 2019 NRPA Annual Conference this September 24–26 in Baltimore, Maryland, there will be a tremendous lineup of marketing- and public relations-themed workshop and education sessions to take your agency from “zero to sexy” and help your elected officials recognize the importance of investing in your efforts to improve community health, conserve your natural resources, and build a community where everyone is welcome. Here is just a small sampling: Start Here: “Once Upon a Pie Chart: Using Data to Tell Your Story” – Getting the word out about your services and needs is critically important to keeping your organization relevant as you fight for funding and attention. Supporting your message with data has the potential of increasing your impact, but telling your story in a way that gets people to understand, engage and act requires more than simply adding a few charts and graphs to your reports and presentations.

Learn the fundamentals of both storytelling and data visualization so you can create messages that are both informative and compelling to share with staff, elected officials and the public. Speaker: Bobbi Nance Think Big: “From Zero to Sexy: Re-imagine, Re-define and Re-energize Your Agency’s Brand” – Af

ter nearly 40 years of work within Eagle County, Colorado, the unfortunately named Western Eagle County Metropolitan Recreation District (better known as WECMRD) embarked on a two-year project to bolster health and wellness across its community. The overhaul included a full changeover in board members, a new executive director, a new name and brand, new website, mission, vision and values. The organization is now called Mountain Recreation, and the community could not be more pleased with the change. Mountain Rec is now ready to share lessons learned from the two-year process and inspire you to reimagine, re-define and re-energize your agency’s brand. Speakers: Janet Bartnik and Scott Robinson Dive Deep: “Marketing Certificate Program: Engage Your Community, Get More People in Your

Parks” – Is your agency ready to move toward more meaningful engagement with your customers?

Selling the value of parks and recreation as an essential service in your communities is vital to achieving your agency’s goals; yet, effective and deliberate marketing methods are changing every day. Come join experts from both the private and public sectors to develop strategies to increase participation in your programs, to more effectively use “big data” while targeting your audience and to capture strategies for emerging target markets, plus much more. The team of boot camp instructors will provide park and recreation marketing professionals and DIY directors with a full day of enlightenment and best practices for your agency’s marketing efforts. Speakers: M. Michelle Bono, Becky Dunlap and Katy Keller This wouldn’t be an article about marketing without a teaser — to learn more about the in-depth marketing training happening at the conference, sign up for the Marketing Certificate program or register for the NRPA Annual Conference, visit www.nrpa.org/conference.

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CAPRA Accreditation – The Power of Positive Perception

By Laura T. Wetherald, MS, CPRP

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ccreditation from NRPA’s Commission for Accreditation of Park and Recreation Agencies (CAPRA) is a powerful stamp of approval and a great tool to help build a positive brand around the value of your agency. Howard County Recreation and Parks in Maryland achieved CAPRA accreditation in 2002. In the years preparing for our initial accreditation and then maintaining our continual five-year reaccreditation status (most recently in 2017), we developed the positive culture of a CAPRA agency. Every time I speak to the community, county administration or Maryland colleagues, I share with them the importance of accreditation and the benefits it provides to an agency and its community. Stating that our agency is one of the 165 accredited agencies out of 10,000 agencies in the United States gets the listeners’ attention.

CAPRA Accreditation recently helped us secure a $150,000 grant to increase the participation of low-income students and students of color in afterschool sports activities.

The Horizon Foundation, Howard County’s (Maryland) community health foundation, sought out our agency and offered us the grant because our CAPRA accreditation gives us notoriety and recognition as experts in the field. We were able to deliver excellent resources to coordinate and implement the outcome of the grant because of

the policies, procedures, budget, trends analysis, needs assessment and program planning tools that were established as part of the accreditation process. We also could demonstrate best practices that provided the Horizon Foundation and other grant partners with confidence in their selection.

Among the requirements for maintaining CAPRA accreditation is an annual self-assessment report.

This exercise is one of the most valuable parts of the entire process because through it, the agency

comes to know itself better. This self-assessment also has the unexpected benefit of being a helpful tool for new staff orientations, as it provides an overview of the agency and allows them to easily digest the agency’s inner workings.

A site visit is required to validate the self-assessment. This includes a networking event during which the accreditation team meets the agency leaders and directors from human resources, risk management, police, fire, emergency management, finance, public works and county executives/city managers.

It is exciting for the staff, directors and officials attending the event to witness the camaraderie and support of these agencies to assist the agency on this journey. This event also highlights how important parks and recreation is to the comprehensive offerings of government.

Other CAPRA-accredited agencies agree that including the CAPRA logo on their publications, vehicles, facilities and social media relays the message of quality service, excellence in programming, level of service credentials and best practices in implementation.

All of these tools and resources were easily accessed due to our commitment to the CAPRA standards.

They are among the reasons I encourage you to consider gaining CAPRA accreditation for your agency.

Laura T. Wetherald, MS, CPRP, is the Bureau Chief of Recreation for Howard County Department of Recreation and Parks (lwetherald@howardcountymd.gov).

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Grow Your MarComm Skills!

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f you’re a park and recreation professional tasked with delivering your agency’s messaging, NRPA has designed an online Marketing and Communications Certificate to help you build and execute effective campaigns to better connect with your community. This certificate program will provide you with the knowledge and skills necessary to: • Develop strong marketing and communication plans designed specifically for parks and recreation • Conduct market research and analysis to help identify your community’s needs and how to reach them • Align your marketing and communication efforts with your agency’s strategic plan, mission and values • Identify proper evaluation and reporting strategies that will help inform future marketing strategies The certificate consists of four courses, ranging from two to four hours each and covering the following topics: Needs Assessment – Understanding your audience is the first step to developing a strong marketing and communications plan. This course will teach you how to conduct proper market research and analysis, analyze the data to determine your community’s needs and use the results to successfully promote your programs and offerings to the right audiences.

Strategic Planning – Work through the development of a marketing and communications plan that aligns strategically, and through measurable outcomes, with the assessed needs, mission, vision and values of your agency. Case studies will be discussed in this course to demonstrate how these concepts have been applied successfully.

Implementation – Take a deeper dive into the tactical planning for your marketing strategy. Gain a better understanding of creative strategy and the various marketing tactics you can use to meet your goals. You will walk away from this course with a fully developed strategy and toolkit for tactically delivering your agency’s messages.

Evaluation – Explore the final (and extremely important) step to your marketing and communications strategy — evaluating your efforts. You will learn how to define key performance indicators that align with your goals and how to properly measure your impact.

Learning how to evaluate the performance of your

campaigns will help inform future marketing strategies.

The courses can be taken separately or as a package.

Enrolling in the package will not only save you money, but will also provide you with instant access to each course as it’s released.

NRPA also will be offering this certificate in an in-person format, Monday, September 23, as part of the preconference workshops at this year’s NRPA Annual Conference in Baltimore, Maryland. To learn more about this certificate and the content covered, visit https://learning.nrpa.org/. Registration for the 2019 NRPA Annual Conference and preconference workshops opens May 13.

JUNE 8, 2019

#NRPAFAMILYFITDAY

SPONSORED BY:

www.nrpa.org/familyfitness

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Why Recreation Organizations Use ePACT Hot Topics

NRPA Connect is the only online professional networking platform for park and recreation professionals. With more than 62,000 members in Connect, you will be up on some of the latest trending topics in the field. Check out what is being discussed this month: Class Guide Creation Process – If your agency offers a large number of classes, especially during the busy summer camp season, how do you manage that creative process that can involve input from many different staff members and become unorganized as changes are made?

Several NRPA members offered the following suggestions: We use a Google word document. It autosaves and multiple users can be on it at the same time making changes/adjustments.

We had the same issues with errors going to the company, so we scrapped the company and now do it in-house.

This year, we started to do the layout and design in-house and downsized our brochure significantly. All our details are not online in our registration system; staff have to update the registration system and also the information for the hard copy.

We do our entire guide in-house. The recreation coordinators and supervisors turn in one info sheet for each program, and I use that information to build the guide in InDesign.

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or decades, recreation organizations across North America have collected and managed participants’ medical and emergency information on paper forms. However, with growing privacy and security concerns, hundreds of recreation departments, YMCAs and camps have turned to ePACT for the following reasons:

Reduce the Need for Paper ePACT’s cloud-based system allows recreation agencies to collect critical data from the families they serve through a single record in minutes. ePACT electronically stores and automatically archives the records within the agencies’ database, helping them meet long-term retention and licensing requirements and making it easy for staff to find records quickly and easily — perfect for audit requests or incident reporting/inquiries.

Better Access to Information I just upgraded computers, so I went from CS3 (very old version of InDesign) to Creative Cloud (newest version) of Adobe products. Big learning curve! But, the process was the same. My staff each has a Word file where they list each of their programs.

Log in to NRPA Connect, www.nrpaconnect.org, today to see resources mentioned in the discussion, which include examples of the guides.

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Authorized staff can use ePACT’s Mobile App to securely access records on their mobile devices, even if they don’t have a cellular or internet connection. Staff can sync records for up-to-date access in offline mode, view critical information, like emergency contacts and flagged conditions, and send general or emergency messages to families and emergency contacts.

Greater Privacy & Security Collecting sensitive, personal data on paper poses significant risks to organizations and the families they serve. ePACT meets the same privacy and security criteria as online banks and is HIPAA-compliant to help recreation agencies protect participants’ information from unauthorized access.

Improved Family Process ePACT saves families time too! They can use their single ePACT account to share all their required data with multiple organizations each year.

With ePACT, changes to the account happen in real time, and organizations receive a notification when something, like a new cellphone or added medication, has been updated.

To learn how your recreation organization can benefit from replacing paper forms, improving participant safety and ensuring happier members, visit www.epactnetwork. com or call 855.773.7228, ext.

3, and be sure to use the code, NRPAePACT, for 15 percent off your setup fee.

Member Spotlight: Nichole Bohner

By Vitisia Paynich

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his summer, Nichole Bohner will mark her fourth year as the Aquatics Division manager for the city of Round Rock, Texas. However, the initial road to a career in parks and recreation took a few minor twists and turns along the way. But, from the sound of it, this graphic design major wouldn’t have had it any other way.

Parks & Recreation magazine recently talked to Bohner to learn more about the journey that led her to parks and recreation, her agency’s expanding aquatics program, as well as her favorite success story about learning to swim. A portion of that conversation follows: Parks & Recreation: What was it about parks and recreation that prompted you to pursue it as a career?

Nichole Bohner: It came about by accident. I started as a lifeguard for my hometown park and recreation agency when I was 15. For a long time, I wasn’t looking at the park and rec field necessarily as a career opportunity. I went to college studying graphic design in my home state of Ohio and worked at pools during the summer. During college, I worked at our Campus Recreation Center for all four years. And when I graduated, I ended up having more experience in the park and recreation field than in anything else, and it kind of became real to me that what I had been doing could be my career.

I was applying for any sort of job I had qualifications for, all over the country. I wasn’t getting callbacks for the graphic design jobs, but the jobs in aquatics were replying to my inquiries. I applied for a job in California, and they offered to fly

me out for the interview. So, it kind of became quite real there. I didn’t get that first job in California, but what it did do was prompt me to start pursuing other positions in the aquatics field, and, eventually, I was lucky enough to get selected for a position in Lake Tahoe.

I hadn’t really realized that the multiple summers working in my hometown at that pool in Ohio could really translate to a career with a salary; [that] was all brand new and amazing to me. And as an added bonus, I was really able to utilize my skills as a graphic designer to help promote programs within our department. That skill set now has helped me sort of shine above other folks with similar backgrounds in aquatics, because every program needs to be promoted, and I’m able to do that on my own.

And, it’s sort of led, in a roundabout way, to a conglomerate of two things I love: being in aquatics and graphic design. I’ve been able to meld them into what I’d call my ‘dream job.’ It might not have been what I had envisioned initially, but it’s turned into this thing that I love, and it’s amazing!

P&R: Can you tell us about the aquatics program at your agency?

Bohner: I came to the city of Round Rock at a really exciting time. They had taken a successful, smaller wa-

terpark and tripled it in size. They were doing this big expansion project and we were, in turn, growing the Aquatics Division. So, it went from a program that included two lifeguard classes per year, to the point where we’re now running about 20 classes per year in-house.

We really had to grow our team and pull together a stable of instructors from our ranks.

We also have really focused on growing our swim lesson program.

We’re exploring classes that fill the needs in the community. For example, we’ve seen a lot of kids come to the pool with mermaid tails. A lot of aquatics professionals say, ‘No mermaid tails whatsoever!’

But, we wanted to find a way to allow them safely. So, we began teaching a class about safe use of a mermaid tail and the steps to learn to swim with it. And, we really pushed that because we believe we were filling a need, whereby these kids who were showing excitement about swimming wouldn’t get turned away anymore and would have a controlled environment to learn in...

To read the entire conversation, go online to www.nrpa.org/ parks-recreation-magazine/2019/ M ay / m e m b e r - s p o t l i g h t - N i c h ole-Bohner.

–Vitisia Paynich is a Freelance Writer for Parks & Recreation magazine.

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©MYLES MELLOR

Parks & Recreation Crossword

Across 1 Type of plastic that is unrecyclable and clogging up the oceans 3 Raised barrier used as a protection from future flooding 6 Encourage and motivate 9 Goal 11 Parks can help transform this often neglected urban area, 2 words 12 ___ and about 14 “___ a small world...”

15 Great Lake 17 One of NRPA’s three strategic pillars 19 Scandinavian airlines abbr.

21 Unusual amounts of surface water due to heavy rains 24 Sundial number 26 Great solution for recycling organic materials 28 Trucker’s radio 31 Digging tool, used to plant a tree 32 Skating venue, 2 words 33 Perched 34 Baby bird’s bed 35 Stately trees

Down 1 Dramatic increases in these are making recycling in its current form impossible to sustain 2 Sport often available in large parks 3 Sound from a dog park 4 Increase 5 Cambridge univ.

7 Safeguards 8 Decompose 10 First word of ‘America’ 13 Navy ship intro.

14 Popular 16 Numerical relationship 18 Polite address to a customer 20 State where you can visit Zion National Park abbr.

21 Small drink 22 Keeps 23 Awe at a beautiful sight 25 Effect 26 Instances 27 Large area of water, threatened environmentally due to trash being dumped in it 29 Two wheelers 30 Incline

Complete the crossword and visit www.nrpa.org/crossword to verify your answers and to enter into a drawing for a $25 Amazon gift card and a Park and Rec Month T-shirt. A winner will be randomly selected May 31, 2019.

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NRPA is dedicated to providing learning opportunities to advance the development of best practices and resources that make parks and recreation indispensable elements of American communities. Find out more at www.nrpa.org/education.

NRPA MARKETING AND COMMUNICATIONS CERTIFICATE Are you looking to gain a formal understanding of marketing and communication principles that relate specifically to parks and recreation? Would you like to be able to add this knowledge to your skill set? The NRPA Marketing and Communications Certificate is designed for park and recreation professionals tasked with delivering messaging for their agency! There are four courses in this certificate that will help you develop your own strategic marketing and communications plan, drawing from case studies as well as from your own context. Once completed, you will come away with a toolkit and a tangible plan you can implement at your agency or department to tell your park and recreation story. NRPA will be offering courses online, as well as in person as part of this year’s preconference workshops on Monday, September 23. To learn more and to register, visit https://learning.nrpa.org. Registration for the 2019 NRPA Annual Conference preconference workshops opens May 13.

MARKETING AND COMMUNICATIONS CERTIFICATE

Hyatt Lodge, Oak Brook, Illinois www.nrpa.org/Directors

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OPERATIONS Fox Valley Park District Solves Poor Cellular Connection Inside Its Facilities

By Steve Van Skike

F

ox Valley Park District serves a community of 236,000 residents in the Illinois counties of Aurora, Montgomery and North Aurora and has earned recognition at the national level for its excellence in park and recreation management. In addition to 168 parks, the Park District facilities include three buildings with a combined 300,000 total square footage.

PHOTO COURTESY OF FOX VALLEY PARK DISTRICT

Thousands of residents enjoy the indoor facilities each day, including three pools, nine tennis courts, a track, a day care center and preschool, fitness centers and multisport spaces, and a café.

One of the buildings houses a police station along with administrative functions and a meeting space. Over the years, however, there has been a growing demand for one thing residents and staff could not get inside the buildings — a cellphone connection.

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“Some of our facilities were built 15 to 20 years ago. Guests and staff didn’t use cellphones 15 years ago like they do today. As the years went on, the demand continued to grow,” says Jon Michael, director of IT for Fox Valley Park District. “Because many of our facilities are built with steel and cinder block, and have metal roofs and Low-E glass, employees and visitors were essentially entering a no-coverage zone when they walked through the door.”

Employees and guests would huddle outside in a “hot spot,” even in the cold and rain, to catch up on missed calls, texts or possibly to respond to an emergency.

The district needed a solution to bring in cellphone coverage based on that demand — not only for convenience, but also for safety and security.

It is common for buildings to have poor indoor cellular reception and dead zones. Size and construction of the building, its location and environmental obstacles, like other buildings or hilly terrain, can all block cellular signals from penetrating into and throughout a building. The number of users on a network can also affect cellular coverage, which is why coverage may vary between time of day or day of the week. However, technologies exist that can broadcast a good, strong signal indoors regardless of these obstacles, at different price points, installation and maintenance requirements, and coverage footprints.

Distributed Antenna System (DAS) technology is commonly used to improve cellular reception in commercial buildings. These systems use an outdoor antenna, usually placed on the roof of the building, to capture the signal from a cell tower and then distrib-

Illinois’s Fox Valley Park District staff and visitors now enjoy cellphone service indoors at the agency’s facilities. | M AY 2 0 1 9 | W W W. PA R K S A N D R E C R E AT I O N . O R G

ute that signal to antennae inside the building that rebroadcast the signal to its occupants.

There are three types of DAS solutions: analog passive DAS (also called repeaters or boosters), which is an older technology that has lower signal gain, thus a smaller coverage footprint based on FCC regulations; active DAS solutions for larger facilities of 500,000 square feet or more; and newer active DAS hybrids that are generally the most cost effective and fastest to install in facilities, ranging from 30,000 square feet to 500,000 square feet.

To find the best solution for its facilities, Fox Valley Recreation District issued an RFP with two phases. The first phase was a site survey to determine the coverage needs, and the second phase was the proposal of a solution.

“We solicited proposals several times, but there aren’t a lot of solution providers out there that can do the job. Each carrier wanted to bring in its own physical connections and distribute its signal through a BDA [Bi-Directional Amplifier] passive DAS, but that didn’t make sense. We needed a multicarrier solution,” says Michael. “KonectaUSA proposed a hybrid solution with an antenna on the building that pulls in the signals of all the carriers and extends that signal into the building.

We smiled at that point.”

A site survey was conducted, which uncovered several challenges. The signals from a cellular tower located close to the building

PHOTO COURTESY OF KONECTAUSA

The cellular signal is amplified indoors by the active DAS hybrid, then distributed by ethernet cable to small antennae and rebroadcast throughout the building.

could potentially overpower signals from other operators, creating significant interference. And, the sheer size and configuration of the athletic center required some ingenuity, as the tennis courts had all-metal enclosures, and the mirrors in the locker room prevented signals from propagating.

Based on previous experience installing this solution for other customers, KonectaUSA recommended the Cel-Fi QUATRA active DAS hybrid from Nextivity as the solution for the district. The system’s affordability in addition to its ability to handle carrier signals of highly different power levels that were found in the site survey and its large coverage footprint, were among the key factors in choosing this solution. It also took two weeks and just two technicians to complete the entire installation.

“This hybrid offers powerful

gain, which allowed us to get the absolute best quality signal into Fox Valley Park District,” says Mike Shortridge, a partner at KonectaUSA. “Now guests come into the fitness or tennis center or other facilities and can be confident they will get a cellphone call or have a signal. That continues through all our buildings, including administration and our call center, with staff as well. Our minds are set at ease knowing we are connected, especially in case of an emergency, as everyone relies heavily on their cellphones in the world we live in,” says Michael. “Cel-Fi QUATRA has given us something we never had — cellphone connection in our facilities. That was our objective from the start, and with the help of KonectaUSA, we’ve achieved it.”

Steve Van Skike is a Senior Technical Manager at Nextivity, Inc. (hello@cel-fi.com).

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OPERATIONS

Synthetic Sports Fields and the Heat Island Effect

By Sonia Myrick

S

PHOTO COURTESY OF STAFFORD PARKS, RECREATION & COMMUNITY FACILITIES

ynthetic turf fields are commonplace in many U.S. communities. According to the Synthetic Turf Council, there are “between 12,000 and 13,000 synthetic turf sports fields in the U.S., with approximately 1,200–1,500 new installations each year (www.syn theticturfcouncil.org/page/About_Synthetic_Turf). If you’ve ever attended any game played on one of these fields on a hot, sunny day, you’ve probably seen the shimmer of heat rising from the surface or heard players complain about feeling the heat through their shoes.

The fencing around this synthetic soccer field includes a sign cautioning users about extreme heat levels during hot weather.

Debate continues over the health impacts from playing on synthetic turf fields, but the high surface-level temperatures recorded on these fields compared to natural turf have been welldocumented. Since grass leaves release water vapor (or transpire) and the evaporation of that water vapor leads to cooling, grass fields rarely get above 100° F. Turf fields, in comparison, regularly rise well 80 Parks & Recreation

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above 100° F. Penn State University’s Center for Sports Surface Research conducted studies comparing surface temperatures of synthetic turfs composed of various fiber and infill colors/materials and found that the maximum surface temperatures during hot, sunny conditions averaged from 140° F to 170° F. Another study conducted at Brigham Young University found that “The surface temperature of the synthetic turf was 37° F higher than asphalt and 86.5° F hotter than natural turf.” And, as neuroscientist Kathleen Michels points out: “Any temperature over 120° F can cause skin burns with skin contact in two seconds.”

Synthetic turf fields are advantageous for their all-weather utility, zero recovery time under heavy use and low (not “no”) maintenance, and product manufacturers have been working to find alternative infill materials that would generate lower surface-level temperatures. However, temperatures are on the rise across the globe, leading to seemingly longer, hotter periods — in midMarch this year, Mashable report-

ed that “Alaska saw its earliest ever 70-degree Fahrenheit temperature” (https://mashable.com/ ar ticle/alaska-warm-high-tem peratures-2019/) — and more and more parents are becoming increasingly concerned about their children playing on these fields on hot days. So, what can be done to try to lower the temperature for individuals, particularly children, who, the Penn State Center for Sports Surface Research points out, “are less able to adapt to changes in temperature”?

What Can Be Done?

The high surface-level temperatures on synthetic fields can lead to dehydration, burns and blisters if exposed skin comes into contact with the hot surface, as well as heat stroke. One of the first steps to take is to have someone regularly monitor the temperature levels at the surface of the sports field when it’s scheduled for use, particularly on hot days. It’s also helpful to post signs to alert parents and players to avoid using the field during times of high heat. Many park and rec agencies and school systems, like New York City Parks and Montgomery County Public Schools (MCPS) in Maryland, are already on board with this recommendation put forth by the Safe Healthy Playing Fields Coalition. MCPS developed the following heat guidelines that apply to and are posted at all its artificial turf fields: • Anytime the outdoor tempera-

ture exceeds 80 degrees, coaches exercise caution in conducting activities on artificial turf fields.

• When outdoor temperatures exceed 90 degrees, coaches may hold one regular morning or evening practice (before noon or after 5 p.m.).

• When the heat index is between 91–104 degrees between the hours of noon and 5 p.m., school athletic activities are restricted on artificial turf fields to one hour, with water breaks every 20 minutes.

For the safety of their players, athletic departments at many colleges and universities schedule practices either in the early morning or late evening to avoid peak high-temperature times.

The Synthetic Turf Council also recommends that “practices and events on synthetic turf fields be scheduled for cooler hours of the morning or evening during hightemperature summer months, that activities be limited in duration and intensity and that athletes be especially well-hydrated and regularly given breaks.”

Penn State’s Center for Sports Surface Research lists the following conditions under which synthetic surfaces get hot: • Sunny/Clear • Low humidity • No clouds • Noon – 3 p.m.

If playing on a hot synthetic turf field is unavoidable, Penn State’s Center for Sports Surface Research notes that heavy watering before the game can help reduce surface

How does this compare to natural grass?

• Over 100° F (38° C) very rare on natural grass

– Commonly 75° to 95° F (25° to 35° C) on hot day – Less than air temperature

• Generally, synthetic turf 35° to 55° F (20° to 30° C) hotter than natural grass Penn State’s Center for Sports Surface Research temperature, but it cautions that this is only effective for a short period of time. Temperatures rebound after only about 20 minutes (less time than it takes to play a regulation half game of soccer). Adding irrigation to, even watering, this type of sports field could cost thousands of dollars and, depending on the type of infill used, be ineffective, as water could simply roll off the surface and not really soak in to provide that small window of temperature relief. As a result, this may not be as cost effective or as safe as scheduling games around peak high-heat times.

Moving Forward As previously mentioned, synthetic turf sports fields are appealing because, outside of weather conditions that include lightning, they can be used year-round and

SOURCE: NATURAL GRASS ATHLETIC FIELDS POWERPOINT FROM SPORTS TURF MANAGERS ASSOCIATION

This slide shows the temperature comparison between natural grass and synthetic turf.

during inclement weather and are seen as being low maintenance.

Both perceptions are debatable (the latter could be the basis of another article) — the former because as we encounter longer, more frequent periods of extreme heat (leading to more “code red” or “code orange” days) more “sunny” days will fall into the “inclement weather” category. As we enter into the summer months, it’s important to keep in mind that as durable as turf fields are, they still require maintenance and oversight to be used under safe conditions, especially during the heat of summer.

The solutions may vary depending on local areas’ needs, but the desire to find solutions for safe conditions for all to enjoy summer sports is universal.

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

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PRODUCTS Infrared Thermometer Turf-Tec is proud to introduce a reliable, lightweight infrared thermometer that is ideal for checking temperatures on turfgrass areas, golf greens, athletic fields and artificial turf. It’s easy to use, just pull the trigger, aim the laser and the temperature is displayed on the large, bright amber back-lit LCD display, and it does not have to make contact with the turf. On golf greens, an infrared thermometer can be used to check for areas that may be heating up but have not shown any visible symptoms. With this early warning tool, crew members can correct a moisture deficit earlier and reduce stress to the green. On artificial turf, it can help determine the temperature to be sure the field is safe for use. TURF-TEC INTERNATIONAL, 800.258.7477, HTTP://STORE.TURF-TEC.COM/

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Water Sport Equipment Rack Most Dependable Fountains Inc., a Tennessee-based manufacturer of drinking fountains, bottle fillers, rinse stations and more, introduced its new outdoor 1010 SMSS Kayak/Surfboard Rack. The rack includes a standard metered hose bib (runtime 30 to 45 seconds) and a standard hose hook for rinsing off equipment before storing. If extra storage is needed, the rack can be dual-sided. It is available in one-piece welded construction with 304 schedule 10 stainless steel and comes in 17 colors. Two optional 8-inch stainless steel surface carriers are recommended for easier installation. These racks are ideal for coastal beaches, water resorts, river parks or anywhere you can surf, kayak or paddleboard.

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The new SnowEx® HELIXX™ poly hoppers feature an advanced material delivery system. Combined with a multidimensional tub design, the HELIXX system outperforms traditional augers and delivers unmatched material flow. It offers the capability to spread, pre-wet and spray with one machine. The corkscrew design of the patent-pending HELIXX material delivery system is optimized for efficient and cost-effective use of salt and was engineered to operate in the target range for salt-spreading best practices. Designed for use with full-size pickups, flatbed trucks or dump-bed trucks, the HELIXX poly hopper lineup includes four different models, ranging in capacity from 1.5 to 5.0 cubic yards.

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Irrigation Control System Toro recently introduced the Lynx® 7.0 Central Control system, which provides improved monitoring functionality and a host of enhanced diagnostic capabilities. Lynx 7.0 now offers seamless compatibility with Lynx Smart Modules and can automatically identify individual smart modules after the initial installation process, saving the grounds manager considerable time. The upgraded operating system can retrieve voltage and amperage data, which is crucial to understanding the overall health of the irrigation system. Deciphering diagnostic information is also streamlined when using the new express mode. This simple and efficient process means that grounds managers can interpret information to forecast and predict potential system issues earlier. THE TORO COMPANY, 877.345.8676, WWW.TORO.COM

| M AY 2 0 1 9 | W W W. PA R K S A N D R E C R E AT I O N . O R G

LOOKING FOR THE PERFECT SUMMER EMPLOYEE? At NRPA we believe in unicorns. Not just the mystical, horse kind, but the elusive employee who possesses all of the qualities that any employer could ever dream of.

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Hustler Turf Equipment/Excel Industries .......................................... 13

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Amish Country Gazebos.......................................................................... 84

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Synthetic Surfaces Inc.............................................................................87

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Toro Company............................................................................................... 7

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

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Gyms for Dogs/Livin the Dog Life......................................................... 86

Willoughby Industries..............................................................................87

(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 ©2019 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

Roanoke (Virginia) Parks and Recreation provided community members with the chance to participate in its first-ever live, life-sized version of foosball in a tournament it held on May 4. “This idea was brought to us by a local citizen, who built the court and was using it as part of a field day he and his friends hosted,” says Greg Thompson, athletics programming supervisor for Roanoke Parks and Recreation. “Combining his knowledge of how the game is played and the actual construction of the court with our ability to reach a larger audience and the logistics of running a tournament brought this program to life.”

Teams consisted of six individuals who were both the controllers and the players. The “table” is a wooden and metal structure equipped with steel poles, which require team coordination to slide back and forth across the field. With a buy-in price of $10 per person, the tournament was available and accessible to any adult willing to take on the challenge.

“One of the big barriers to offering a program like this is the structure itself,” explains Thompson. “An inflatable doesn’t have the lifespan of a hard structure, and there isn’t a lot of free space to put up a permanent structure. Thus, you have to develop a court that can be put together and taken down in a day, but also has the structural integrity for the wear and tear of the game.”

Despite the challenges, original programs, such as the human foosball tournament, are a great way to involve individuals who would like to take part in local park and recreation activities but are not able to make long-term time or financial commitments to leagues, such as softball or soccer. Unique programing can also help to bring new faces to the table by appealing to various individuals or groups within the community who typically are not interested in traditional recreation programming. And, of course, the excitement and joy these programs generate bring incalculable benefits to everyone involved.

For more information on Roanoke’s human foosball tournament, contact marketing coordinator Stephanie Long at stephanie. long@roanokeva.gov.

— Lindsay Collins, Associate Editor, Parks & Recreation magazine

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