UPMCapstoneReport_FINAL

Certified Urban Park Manager
A Pathway to the Next Generation of Urban Park Management

[Type text] [Type text]
(Cover photo credit: Shutterstock)
Certified Urban Park Manager
A Pathway to the Next Generation of Urban Park Management
Managers:
Samantha Feazel | Leonardo Velasquez
Deputy Manager: Arnab Das
Team:
Russell Borum | Xuzhi Cheng | Teya Dalton | Kevin Gully | Landon Hobson
Sunny Yang Li | Yumiko Munekyo | Nadia Rhodes | Gaudhi A De Sedas Reyes
Donald Thinschmidt | Weigang Yuan | Ghislaine Williams | Richard Wong
Academic Advisors:
Professor William B. Eimicke | Founding Executive Director, Picker Center
Brian Carroll | Assistant Director, Picker Center
This report was created for the Central Park Conservancy Institute for Urban Parks by a
Capstone Workshop Group from the Columbia University School of International and Public Affairs
December 2015

TABLE OF CONTENTS
EXECUTIVE SUMMARY ......................................................................................2
SECTION I: INTRODUCTION ..............................................................................3
Problem Statement .........................................................................................4
SECTION II: BACKGROUND AND KEY ISSUES ..................................................5
Challenges and Implications for Management......................................................6
Defining an Urban Park Manager.........................................................................8
SECTION III: CURRENT EDUCATIONAL OFFERINGS.........................................9
Degree programs.................................................................................................9
Certifications......................................................................................................10
SECTION IV: PROPOSALS................................................................................12
Primary Recommendation: Create a Certified Urban Park Manager ..................12
Alternative/Complementary Options...................................................................20
CONCLUSION ...................................................................................................24
APPENDICES....................................................................................................25
REFERENCES ...................................................................................................35
ENDNOTES.......................................................................................................37

2
EXECUTIVE SUMMARY
Columbia University School of International and
Public Affairs (SIPA) and the Central Park
Conservancy’s Institute for Urban Parks (CPC)
collaborated in the assessment of educational
training and professional development
opportunities available to individuals interested
in starting or advancing their career in urban
park management. The CPC, a private, not-for-
profit organization, is focused on creating a
world-class park experience, facilitated by
employing the highest quality park managers.
The group reviewed the curriculum and
accreditations available on a national level and
created the proposed certification program to
addressthegaps identifiedin existing programs.
The effective management of urban parks is a
vital component of healthy and vibrant cities
and urban areas. Proper management of these
spaces requires a diverse skill-set and
comprehensive education. Managers required
training in a range of disciplines, from landscape
architecture, environmental sciences, sports
administration, horticulture, landscape design,
to event management and security. Based on
the limitations of existing programs, the group
proposes a certification program to holistically
address these needs, standardize training for
the industry and ensure the long-term
sustainability and utilization of urban parks. The
core recommendation of the group is to create
the Certified Urban Park Manager (CUPM)
educational program.
The proposed CUPM educational program is
built on a self-study modelthat is designed to be
adaptable, continually evolving to meet new
challenges presented by urban park
management. The program consists of three
elements: the human element, the urban
element, and the biological element. The
human element focuses on code of conduct and
management related training. The urban
element addresses a combination of urban
studies, landscape and architecture,
sustainability and human ecology. The
biological element comprises the biologic and
ecologic sciences of managed landscapes.
Ultimately, the goal of the program is to create
a comprehensive understanding of these topics
that will be applicable in daily practice.

3
Central Park before CPC
Central Park after CPC
(Photo credits: CPC)
SECTION I: INTRODUCTION
Urban parks play a vital, but not fully appreciated
or understood role in the social, economic and
physical well-being of urban areas. Traditionally,
residents of overcrowded urban areas sought
respite from the noise and chaotic life of the city
and were initially drawn to the few existing open
spaces, mainly cemeteries. In the United States,
Frederick Law Olmstead introduced the first
large-scale urban parks in the 19th century. These
green spaces provided relief from urban intensity
for residents and brought people together across
social, economic and racial divides.i
As population
shifted away from urban centers in the postwar
years, parks suffered from a lack of investment,
which still continues. Today, the rate of
urbanization is increasing and urban parks play a
central role as instruments address many urban
needs from education and public health to
community building.
In the 1960s and 1970s, Central Park had become
unsafe and overrun with illegal activities.
Following decades of neglect, the Central Park
Conservancy (CPC) was created in 1980 to fund,
restore, and maintain Central Park. The CPC is
one of the most successful examples of a private-
public partnership. It was founded by concerned
neighbors and has since grown into a world-
renowned organization that provides 75 percent
of Central Park’s $65 million annual operating
budget. ii
The revival of Central Park
demonstrates the critical need for competent
management and more specifically trained urban
park managers.

4
(Photo credit: Shutterstock)
PROBLEM STATEMENT
The CPCrecognizesthat urban park management
requires a unique skill-set that cannot be found
through a post-secondary education program or
certification program offered today. iii
Consequently, the educational background and
areas of expertise for those entering urban park
management can vary dramatically. An
education-based universal competency standard
will further the professionalization and
standardization of the field. Further, the needs of
urban parks have evolved, elevating the demands
placed upon its manager.
This report identifies the unique challenges of
urban parks and the ways in which they provide
value to the community, leveraging these factors
to arrive at a comprehensive list of the
prerequisite skills and knowledge for pursuing a
career in urban park management. The Capstone
team assessed the "state of the field" for
educational and professional resources for urban
park management to identify the gaps in current
educational offerings. Based on this analysis, the
team proposes new pathway(s) for an individual
to obtain the skills necessary to start or advance a
career in urban park management and by
extension support the long-term sustainability of
urban parks

5
MEASURING COMMUNITY IMPACT
SECTION II: BACKGROUND AND KEY ISSUES
The International Federation of Parks and
Recreation Administration (IFPRA) defines urban
parks as “delineated open space areas, mostly
dominated by vegetation and water, and
generally reserved for public use. Urban parks are
mostly larger, but can also have the shape of
smaller ‘pocket parks’.”iv
An urban park is also
known as green space because it provides some
trees, grass or plants in an area that is otherwise
composed of concrete and steel and is accessible
to the public. Its amenities can be highly variable.
Larger urban parks may provide recreation
options, including sports fields, playgrounds,
amphitheaters, event spaces and swimming
pools. Smaller ‘pocket parks’ may provide only a
bench and limited vegetation. The main purpose
for public parks in cities is to provide a relaxing
outdoor space as well as spaces for walking or
other physical fitness activities. Local or city
governments usually administer urban parks.
The importance and value of urban parks can be
measured using a variety of metrics, many of
which can be positively influenced by an effective
urban park manager. An urban park is a
multifaceted area and serves a community in
many different ways that extend far beyond a
location for outdoor recreation. With respect to
community services,thereare three distinct areas
of urban park usage. They include recreational
space, community events, and public health.
Recreational space within an urban park provides
the community with areas for both passive and
active recreation. Active recreation +usually
includes cooperative team activities such as
playgrounds, ball fields, and skate parks. Passive
recreation includes walking trails, bird watching,
or picnicking. The value of such spaces can be
determined by using the price of a similar
experience in the private marketplace. v
For
example, in 2006 the city of Boston was found to
have provided $147 million in value to users of
sports facilities (i.e. active recreation) within their
urban parks.vi
Community events in urban parks can range from
small informal gatherings to large concerts or
movie series. In 2006, Boston recorded over $60
million in revenue through festivals and concerts
at their urban parks.vii
These small and large-scale
activities are vital to bringing large amounts of
people (and secondarily revenues) to the park.
These large events add value to the community at
both the macro (community) and individual
(micro) level.
The activities that occur in urban parks represent
a net positive to the public health of a community
as a whole. One study conducted in the city of
Sacramento (a population of approximately
500,000) concluded that urban parks in that city
contributed to a healthcare cost savings of $19.8
million.viii
Using health studies from seven states,
the Trust for Public Land attributed an average
value of $351 in medical savings for adults who
regularly exercise in parks, and $702 for those
over the age of 65 who regularly exercise in
parks. ix
In 2007, Philadelphia estimated their
community cohesion and social capital gained
CLASSIFYING URBAN PARKS

6
through people coming together in green spaces
at $8.6 million. As evidenced by the above impact
studies, effective urban park management can be
highly correlated to positive financial outcomes
through increased revenues, cost reductions in
healthcare aswellasenvironmentalmanagement
costs.
According to the Trust for Public Land’s research
on the Economic Impact of Public Parks and data
from the U.S. Environmental Protection Agency,
Washington DC’s 7,999 acres of tree-canopy
coverage removes 243 tons of pollutants each
year. The monetary value of the impact is
calculatedat$19,871,863 a year.x
InPhiladelphia’s
10,334-acre park system, the trees, grass, riparian
corridors, and plants provide water retention and
significantly reduce the amount (and cost) of
runoff entering the city’s sewer system.
The estimated savings due to park runoff
reduction are roughly $5,948,613. xi
The acres
devoted to parks and vegetation in urban settings
thus a quantifiable economic and environmental
impact as shown by the above examples.
CHALLENGES AND IMPLICATIONS FOR MANAGEMENT
The differences between urban and rural parks
pose unique requirements for management. The
utilization of the parks differs given the
surrounding population density and
infrastructure, especially in terms of security
measures and required logistics. Urban parks
have a higher volume of visitors than most rural
parks, requiring increased durability and
attention to maintenance. For example, while
Yellowstone National Park receives an estimated
3.3 million annual visitors, Central Park receives
an estimated 37.5 million annual visitors.xii
Even
smaller ‘pocket parks’ can receive tremendous
amounts of traffic. Growing urban populations
and the increase in park tourism makes the
upkeep of facilities, such as sporting fields, ice
rinks, swimming pools, as well as visitor
amenities, ranging from paths to restrooms,
water fountains, amphitheaters, and trash
receptacles all the more challenging. Additional
issues facing parks nationally include budgetary
limitations, restricting the level of preservation,
maintenance, and services offered. Urban Park
Managers (UPM) need to be trained in wildlife
management and be conscious of non-native
species of plants and animals.xiii
Water issues and
air pollution, depending on the park
surroundings, may require additional expertise.
Grounds keeping of vegetation and natural
features such as lakes, gardens, and forests, are a
vital component of any par’s operations, but may
be handled differently in an urban setting due to
population and pollution issues.
Given the proximity and convenience of urban
parks, the type of use may be more informal and
frequent, with a lower degree of effort required.
With this accessibility, urban parks can provide an
incredible amount of educational programs and
events.Effective park management must develop
curriculum, train staff/volunteers and administer
these programs. Events require much of the same
management, but also bring the added
complications of crowd control, security, capacity
issues, vending and post-event maintenance and
repair. Security and safety are also a major

7
(Photo credit: CPC)
concern andfocusfor urban parks.Urban parks by
nature of their geographic location can also
become targets for terrorism or general violence
as the park may cater to a large and diverse
audience. The policing of parks yields many
complexities (difficult to locate a reported crime,
patrol,lock up, and/or installalarmor surveillance
systems).xiv
Consequently, urban parks are often
operated with a larger quantity of resources
dedicated to the protection of its patrons.
The perception of a park's role within the
community is expanding beyond that of merely
providing green/recreational space and
recognized as a key tool in revitalizing and
contributing to the social well-being of
communities in a number of ways (e.g. economic
development, activities for at-risk youth, and
generally improving public health among others).
This expanding list of responsibilities presents a
number of challenges, namely: meeting the
needs of many constituencies with varying
expectations and use preferences; lack of funding
and resources to meet community demands;
public perception that all park resources should
be free; access issues (park management must
address physical, cultural, and geographic
barriers to use); and deferred maintenance costs
(over $1B in some instances).xv,xvi
Moreover, the
urban park model is expected to address social
andenvironmentalissues andisan important part
of "social fabric and ecological landscape" in
cities.xvii
The increased involvement of third parties,
including community members, policymakers,
conservationists, social workers, and private
corporations in park planning complicates
management with the potential for shared
decision-making.xviii

8
DEFINING AN URBAN PARK MANAGER
An urban park manager (UPM) must possess a
diverse set of skills and knowledge that span
numerous competencies.
Each park has a unique combination of variables
that determine the skills needed to manage,
maintain, and protect the park’s culture. Due to
the diverse range of needs created by urban
public spaces, urban park management is a
profession that requires a professionalized
training program. Currently, there is not a
universally accepted industry understanding of
urban park management. While parks by nature
are unique, each having an individual patron,
geographic and resource profile; best practices
can be established for transferable general
management. All of the above-mentioned
challenges demonstrate the range of issues with
which urban park managers must contend.
Acquiring the skill-set to manage such complex
needs is only partially addressed by the current
educational offerings outlined in the next section.
An effective Urban Park Manager directly manages or has awareness of all
aspects of park administration, including resource stewardship, fundraising,
fiscal and human resources, landscape and facility maintenance, capital
improvements, events and programming, visitor engagement and safety. The
Urban Park Manger must collaborate with the park employees, community
representatives, and a variety of officials, internally and externally, concerning
the management and preservation of the cultural, historical, and natural
resources of the park.

9
SECTION III: CURRENT EDUCATIONAL OFFERINGS
DEGREE PROGRAMS
Presently, there are 109 academic parks and
recreation degree programs accredited by the
Council on Accreditation of Parks, Recreation,
Tourism and Related Professions (COAPRT)
within the United States. The map below (Figure
1) shows the distribution of these programs
across the country, with a higher concentration
located in the Midwest and Eastern States. We
took a sampling of the programs, which generally
entail coursework in the following areas: tourism,
event and recreational programming, forestry
and wildlife, landscape planning and design, com-
munity development and services, and general
management (accounting, planning, facilities
management). Of those degree programs
sampled, the coursework specifically related to
the urban sphere was limited; for example, from
the 109 degree programs observed, only five of
them had specific urban related courses such as:
Urban Anthropology, Urban Landscape,
Community Development, Urban Politics, Urban
Park and Open Space Administration,
Sustainable Cities and the Science of Urban
Ecology.
Figure 1. COAPRT Degree Programs

10
(Photo credit: CPC)
CERTIFICATIONS
The National Recreation and Park Association
(NRPA) has been active in the United States for
over 50 years and their certification programs are
renowned in the business and one of the most
credible. xix
There are currently four existing
certification programs for individuals wishing to
seek further professional development in the
parks and recreation profession, two of which are
relevant to general park management – the
Certified Park and Recreation Professional
(CPRP) and the Certified Park and Recreation
Executive (CPRE).
CERTIFIED PARK AND RECREATION
PROFESSIONAL (CPRP)
A CPRP is a practitioner with experience in parks
and recreation providing and facilitating
programs and services; allocating organizational
resources; and supervising personnel and
operations.xx
With over 4,250 CPRP’s in the field
today, and approximately 450 more new certified
professionals annually, it is one of the most
popular certifications for parks and recreation
professions.1
This is a computer exam based
certification targeted for beginning to mid-level
park and recreation professionals. Eligibility
requirements include:
 Bachelor’s degree from a COARPT accredited
program.
 Bachelor’s degree in recreation, park
resources or leisure services and at least one-
year full time experience in the field.
 Any Bachelor’s degree and at least three
years’ full time experience in the field.
 Associate degree and at least four years’ full
time experience in the field.
 High school degree or equivalent and at least
five years full time experience in the field.xxi
Candidates have the option of self-study or can
participate in paid online classes, webinars and
interaction with candidates through the
Knowledge Center, which is all hosted and
provided by NRPA. Study guides and practice
exams published by NRPA are also available for
purchase. The exam covers four major areas:
Finance (11% of the content); Human Resources
(23% of the content); Operations (33% of the
content); and Programming (33% of the content).
Candidates must receive at least 85 of 125 points
to pass. The certification must also be renewed
every two years by earning 2 Continuing
Education Unit (CEU) credits.xxii

11
(Photo credit: CPC)
CERTIFIED PARK AND RECREATION
EXECUTIVE (CPRE)
A Certified Park and Recreation Executive is a
manager with administrative oversight
experience in Parks and Recreation.xxiii
The CPRE
certification is targeted towards middle to upper
management individuals already engaged in the
park and recreations profession. Eligibility
requirements include:
 Have a current CPRP Certification
 Have a bachelor’s degree and at least five
years of professional full time manager
experience
 Have a master’s or higher and at least 4 years
of professional full time manager experience
xxiv
Much like the CPRP certification, it is a
computerized exam with recommended
reference materials from NRPA for self-study,
however the organization does not host any
classes for thisprogram.The examcontent covers
four major areas like the CPRP, but it focuses
more on management. The competencies assess
by the exam include: Responsibilities in
Communication (18% of the content);
Responsibilities in Finance (11% of the content);
Responsibilities in Human Resources (23% of
content); and Responsibilities in Planning (31% of
the content).xxv
Candidates must score within a few points of 97 of
125 points to receive certification and it must be
renewed every three years by earning 3 CEU
credits.xxvi
The current NRPA certifications cover various
administrative functions focusing on human
resources, operations, and finance. Both of these
certificates cover largely the same subjects with
the CPRE requiring an additional level of mastery
from what we can surmise from the publicly
available materials. Although these areas do train
people for better general management, they do
not go into depth about the specific issues
surrounding the operations of urban parks (e.g.,
event management and programming, waste
management, urban planning, managed
landscapes etc.). The knowledge acquired
through attainment of these certifications does
not fully equip a professional for managing parks
in an urban setting. Accordingly, there is an
opportunity to develop a more holistic solution
that also covers the vital areas of knowledge
needed for an urban park manager.

12
SECTION IV: PROPOSALS
PRIMARY RECOMMENDATION: CREATE A CERTIFIED URBAN PARK MANAGER
CERTIFICATION PROGRAMS ARE AN
EMERGING TREND
The growth of professionalcertification programs
is a reaction to current economy and employment
market with such programs rising sharply in
popularity. xxvii
As an impartial, third-party
endorsement of an individual's professional
knowledge and experience, a certification lends
weight to one’s resume. Moreover, self-paced
study is convenient, less expensive and allows an
individual to move through the program as their
schedule allows (school, professional career,
family life, etc.).
This quote from the Clayton Christensen Institute
for Disruptive Innovation sums up much of what
the Certified Urban Park Manager will accomplish
within the Urban ParkManagement Field:"Online
competency-based programs will be able to earn
the trust of the employer through these unique
distribution channels. Employers will be able to
observe firsthand whether the quality of work or
outputs oftheir employeesare markedlydifferent
with these new programs in place…employers
have the opportunity to build up the skills of
prospective workers.”xxviii
Many certification programs are created,
sponsored, or affiliated with professional
associations, trade organizations, or private
vendors interested in raising standards.
Membership organizations enjoy association
support and endorsement.
The American National Standards Institute
(ANSI), Standard 1100, defines these two
requirements for being a certifying
organization.xxix
1. Deliver an assessment based on industry
knowledge, independent from training
courses or course providers.
2. Grant a time-limited credential to anyone
who meets the assessment standards.

13
OVERVIEW OF CUPM
The Certified Urban Park Manager is conceptually
a self-study program endorsed by organizations,
including but not limited to the Central Park
Conservancy, that are actively involved in the
operations of urban parks. The content of the
program is designed by these organizations and is
expected to continually evolve in order to adapt
to new challenges and needs. Through our
researchofexisting park certificationsandcollege
courses related to urban park management, we
designed a core knowledge base that can be
found in Appendix 1.
The key components of the program consist of
three elements: the human element, the urban
element, and the biological element. The human
element consists of code of conduct and
management. This section mainly addresses the
inherent challenges of managing large
organizations while the code of conduct
addresses the rules and ethics by which
management should abide by due to the
enormous trust the public placed in them. The
urban element consists of urban studies,
landscape andarchitecture,sustainability studies,
and human ecology. This
section focuses on the urban
environment of the parks and
the sciences behind the
intersection of the urban
environment and natural
ecology. One of the most
important topics in this section
is the study of sustainability,
which is vitally important to
long-term planning of urban
parks. The last element, the
biological element, consists of
the biology and ecology of
managed landscapes. This section provides
candidates with an overview of biological science,
and its application in small ecosystems and in
man-made environments.
To further illustrate the self-study program, we
selected one of the study sessions and designed a
complete sample programdesign. The session we
chose to illustrate is sustainability studies.
Ultimately, the goal of the program is to be
comprehensive enough for the candidates to
have a thorough understanding of urban park
management. At the same time, the program
must be concise enough to be practical as a self-
study program. Please find the details of the
sample study session in Appendix 2.
RATIONALE FOR CUPM
Becoming a CUPM evidences commitment to the
discipline, a base knowledge of the complexities
of Urban Park Management, and knowledge of
the current research. Moreover, through such a
program the field of will receive more attention,
and become legitimized and standardized as a
professional career.

14
Table 1. CUPM Eligibility Requirements
(Photo credit: CPC)
ADAPTABLE
The modular program offers advantages due to
the flexibility for additional applications and
dynamic nature of the content, which can be
modified for use in other countries with different
urban park management needs and challenges.
Likewise, the program is open to individuals of
diverse backgrounds and can be used for training
and continuing education, not necessarily just for
certification purposes, although that is the
primary intent.
TARGET DEMOGRAPHIC AND ELIGIBILITY
The target demographic for this program are
recent college graduates, professionals entering
the field, and professionals looking to advance
their knowledge and career within the field. We
propose scaled eligibility requirements for the
CUPM (see Table 1), however, these can be
modified and/or waived according program
needs. Additionally, we propose that CUPMs
maintain their credential through yearly
continuing education credits. Qualifying credits
could include attendance at industry seminars
and conferences. Once mature, the program
could also provide courses and seminars to fulfill
this requirement.
PARTNERSHIPS
At inception, the CPC's reputation will be the
main driver to legitimize the certification as a new
pathway to enter the urban park management
field. Central Park is regularly cited as one of the
best-managed parks in the world. As such,
endorsement of the Certified Urban Park
Manager would lend credibility to the program
among professionals and academics and further
establish the CPC as a leader within the urban
park management community. Ideally, the CPC
would collaborate with other urban parks and
park associations around the country and
eventually worldwide to make this program truly
global. The development and launch of a
certification program is a large undertaking, one
for which the CPC does not necessarily have the
expertise or capacity in-house.
The CPC should seek to engage
other institutions as partners in
the logistics and execution of the
program. Three domains to
consider for potential partners
are: national and global park
management departments,
university programs, and
professional park management
organizations. By focusing on
Formal Education + Work Experience
Master’s Degree in a related field --
Master’s Degree in unrelated field 1 Year
Bachelor’s Degree in related field 1 Year
Bachelor’s Degree in unrelated field 2 years
Associate’s Degree in related field 2 Years
Associate’s Degree in unrelated field 3 years
High School Diploma 5 Years

15
(Photo credit: CPC)
these three areas, the CUPM can penetrate the
market of current professionals in the field
looking to network and advance their careers as
well as students who are seeking to boost their
credentials for a career in urban park
management. Other partners to consider include
local organizations such as city park alliances,
local parks and botanical gardens among others.
Additionally, the endorsement of environmental
certification organizations could lend validity to
the CUPM as an educational tool due to the
importance of environmental issues worldwide
because of climate change and sustainability. A
list of potential partner organizations is available
in Appendix 3.
IMPLEMENTATION: MULTI-PHASED
APPROACH
We divided the implementation of the CUPM
program into a several phases, with 3-month, 6-
month, and 1-year milestones, as well as a long-
term development plan (See Table 2). The
timeline addresses the progress milestones for
each the main program areas: content
development, partnerships and marketing,
logistics and finance.
CONTENT DEVELOPMENT
The first program task entails the creation of the
curriculum of for the CUPM program. We
recommended a curriculum based on our
independent research of other degree programs,
the unique challenges of urban parks and input
from CPC staff.
Certain sections of the knowledge base (see
Appendix 1) are already a work-in-progress by the
CPC. The other areas will require locating content
from a variety of sources, such as, college
textbooks, research papers, and published case
studies. Since there are dependencies on
available content, certain aspects of the initial
knowledge-set may need to be modified in the
short-term. Compiling study material from these
sources is a sizable undertaking that would
require significant effort and collaboration
between the partner institutions as well as a
potentially dedicated team. The task however is
not insurmountable. By design, the curriculum
will be developed in phases and is not intended to
be fully developed at the onset of the program,
but to evolve and change with the emerging
needsandtrendsofurbanpark management over
time
Ninety days - The goal of the first 90 days is to
structure an initial knowledge base. Agree upon
the topics to include, determine the skills and
knowledge the ideal urban park manager should
have in each category. The CPC should begin to
gather materials, leveraging its content and
identifying the other content from available
textbooks, research papers and case studies
either independently or in conjunction with
partnering institutions

16
Six months – After determining the scope of the
initial curriculum, the next step is to finalize the
list of available textbooks, research papers, and
case studies as well as the CPC’s internal content
for inclusion in the CUPM study material. The
knowledge-base may need to be adjusted to align
with the realities of available resources. The
advantage of using existing textbooks and other
materials is two-fold. Namely, it avoids the cost
and burden of creating proprietary materials and
bypasses the logistics of acquiring copyrights.
The disadvantage is that the total cost of the
program will be higher for the participants
because theyare required to purchase more study
materials than the CUPM program requires (e.g.,
an entire book to obtain one chapter). Once the
content is confirmed, the exam should be
developed in preparation for the pilot.
One year – The curriculum should be refined
based on feedback from the pilot participants.
The program can obtain copyright permissions to
compile a volume of the above texts. Though this
is not necessary, it is more convenient and cost
effective for participants. Additionally, following
the initial cost to secure copyright permissions,
the program could
derive revenue from
selling the study
materials directly to
participants. Costs
could be further
lowered by publishing
the materials as e-
book to avoid printing
costs.
Long term – Ongoing
development of the
knowledge-base and
content will be driven by three factors. The first
factor is the refinement of contents. First, the
content will need to be refreshed in accordance
with developments and trends in the urban park
space. Second, the CUPM program could elect to
develop its own proprietary materials, either for
the entire program or for salient topics for which
there are no existing materials by engaging
experts and academics in the respective fields of
interest. In conjunction, copyrights could be
acquired for existing publications as outlined in
the one-year milestone above. This lends greater
control over the program’s content as well as the
ability to update it more frequently.
Third, the CUPM program could be expanded
globally after it reaches scale domestically. To
increase the program’s global reach the content
willneedto be tailoredto conform to each locale’s
specific needs and translated into local
languages. This final stage of curriculum
development has many dependencies, among
them the development of global partnerships
that will recognize and promote the CUPM
credential and legal requirements associated with
launching a new education program in a new
jurisdiction.

17
PARTNERSHIPS/MARKETING
The second task is the marketing and partnership
of the CUPM program. Marketing and
partnerships are closely connected because the
CPC alone has limited reach and resources.
Effective marketing is crucial to mobilize and
garner interest in the program. This will
effectively be done through the partners’
endorsement of the program as well as a growing
network of CUPM recipients over time.
Ninety days – The goal of the first ninety days is
to identifyother urban parkinstitutionsthat could
become partners who at a minimum endorse the
CUPM but could also assist in the operations and
launch of the program (e.g., content
development). Potential partners include but are
not limited to City Parks Alliance, NRPA, Urban
Parks Institute, Rutgers University, and
Columbia’s Earth Institute. Additionally, the
partnerships section above more thoroughly
details prospective partners for consideration. At
theendofthisperiod,partnersforthepilotshould
have been identified.
Six months – With
the finalization of
study materials, the
CPC and partners
should conduct focus
groups with current
employees, interns,
and students to
gauge interest and
obtain feedback.
Their reactions can be
used to locate gaps in
the content and
general program
design ahead of the
pilot. Following any needed program revisions,
the partner organizations and CPC can accept
participants for the pilot program, which will be
free of cost to encourage participating and create
an initial network of “CUPMs”. Several marketing
tools that can be used to promote the CUPM are
outlined in Appendix 5.
One year – Learnings from the pilot program will
inform revisions to the program operations and
content. At this stage, the initial partners should
be solidified and marketing should be launched.
Potential marketing channels include industry
trade fairs and conferences, universities offering
parks and recreation degrees and social media.
University programs can advertise the program to
students through their career services or other
means.
Long term – Create connections with global
partners so that program can have international
reach and impact. A number of potential
international partners were identified in the
partnerships section above.

18
LOGISTICS AND FINANCE
The lasttask isthe logisticsofthe CUPM program,
including the cost analysis, program pricing,
publishing partnerships, and testing services. As a
self-study program, the CUPM should be
structured such that participants’ fees, with the
exception of the initial pilot program, which we
propose to be subsidized, cover the cost. The
participation in the initial pilot program will
greatly benefit from subsidies because of its
experimental nature. The pilot program can be
offered to internal CPC employees free of charge
and external candidates for a small administrative
cost. The cost analysis is a continual process as
the program evolves, but the milestones should
largely coincide with the decisions around how to
develop the study material, market the program,
and program growth, which will impact
administration needs. These three factors are the
primary cost drivers because the other costs such
as testing services are relatively fixed. The cost of
developing the study material hinges on the
scope of the knowledge base adopted as well as
the long-term decision to acquire copyrights
and/or develop proprietary program materials.
Ninety days – Conduct initial cost analysis by
contacting publishing and testing services and
any other third party service providers identified
to obtain quotes based on anticipated volumes.
We have created a spreadsheet in Appendix 4 that
estimates some of the primary costs for the
implementation phases and ongoing
administration of the programs well as the
revenues from program fees.
Six months – The cost analysis should be finalized
for the pilot program based on the curriculum
decision and the estimates from service
providers. At this point, contracts and statements
of work should be drafted and signed with service
providers (publishers, testing services, etc.). This
analysis will also help inform the initial pricing of
the program following the pilot.
One year – The pilot will have revealed any
unanticipated and unrealistic estimates. For
example, perhaps an additional part-time staffer
is required to manage the daily operations.
Service providers’ quality should be assessed. At
this point, the business model can be finalized.
Long-term – At this point, additional staff will be
required to expand the program globally and to
oversee the development
of proprietary materials,
should that route be
chosen. Based on the
success and stability of the
program, the CUPM could
become its own separate
entity, eliminating any
reliance on CPC resources
and management, though
the CPC would likely want
to maintain close-ties with
the program

19
Table 2. Summary of Implementation Timeline
Task/Time 90 Days 6-Months 1-Year Long Term
Content
Design and
structure initial
knowledge base
Finalize list of required
textbooks, research
papers, and case
studies; finish internal
manual compilation
Collecting feedback
from pilot program
participants
Develop proprietary study
material; translation and
adaptation of curriculum
into other languages
Partnerships/
Marketing
Identify and contact
potential partners
Begin joint marketing
and recruitment of
pilot program
participants
Ramp-up of official
marketing after the
initial pilot program
Collaborate with global
partners to extend CUPM
globally
Logistics/
Finance
Conduct initial cost
analysis; contract
publishing and
testing services
Refine cost analysis
with the finalization of
curriculum; retain
publishers and testing
services
Finalize cost
analysis using cost
from the pilot
program
Standalone CUPM entity
and proprietary
curriculum; develop global
programs

2220
ALTERNATIVE/COMPLEMENTARY OPTIONS
Although we strongly recommend the
implementation of the CUPM, we have evaluated
other alternatives that could serve as
complimentary options and/or alternatives to the
CUPM: a new degree program and a rotational
internship program.
CREATE A NEW DEGREE PROGRAM
An alternative and/or complementary solution to
the CUPM is the creation of a new degree
program. After comparing multiple degree
programs all over the United States related to
park and recreation management as well as input
from staff at the Central Park Conservancy, some
common disciplines and subjects arose that we
would consider necessary knowledge for an urban
park manager. The general themes included basic
management, event planning and “people skills”
as per the CPC’s suggestion, as well as landscape
design, horticulture, urban planning, and other
more technical subjects that are specific to urban
parks. An overview of the proposed curriculum
and accompanying rationale can be found in
Appendix 6. The basic curriculum provided allows
universities to develop a program around these
skills to provide a targeted preparation for a
student who wishes to become an urban park
manager.
ADVANTAGES
Recruiting students with degrees in urban park
management will help defray training costs since
the individual would already be equipped with
many of the necessary skills and technical
knowledge. Further, a degree program
demonstrates an individual’s discipline and
commitment to UPM, making someone more
marketable.
The CPChasnoticed that high schoolstudents are
interested in the field of urban park management,
but are not quite sure how to orient their
undergraduate degrees to enter the field
following school. This option provides individuals
with an opportunity to enter the field without
expending their academic training on other fields
of lesser interest to them.
A university degree program provides
organizations with a recruiting pipeline of viable
candidates and a baseline by which to evaluate
new hires. Further, a sounddegree program could
in theory increase revenue for parks, as they
would be competently managed, maintaining
high park standards through good governance
and innovation.
DISADVANTAGES
A downside to earning a degree in urban park
management would be an insufficient number of
open positions, resulting in oversaturation of the
field. This will create a downward spiral on
employees of the field who will be less motivated
to stay in it and increase unemployment for those
who have the specialized degree and cannot use
it in other industries. A degree in urban park
management is time consuming and may not be
as attractive as other shorter routes to working in
the field.

21
(Photo credit: CPC)
Additionally, the costs attached to creating and
structuring a new degree are quite high, not to
mention the approvals required. Universities may
be hesitant to implement programs where they
do not have a lot of data on job prospects.
Moreover, universities in the United States are
increasingly subjected to federal and state
regulations. Thus, compliance with regulations
that the government imposes on degree bearing
institutions would hinder implementation and
longevity of the program implemented. Finally,
relying solely on degree programs for recruitment
would be shortsighted. The creation of a
structured degree program may exclude qualified
individuals with practical “hands on” experience.
CREATE A ROTATIONAL INTERNSHIP
PROGRAM
Another option is to offer management training
rotational programs. While it is a local
recommendation specific to the CPC and may not
be utilized for the broad preparation or education
of future urban park management professionals,
other park management organizations could
customize the model proposed below to meet
their needs. Rotational programs will allow
applicants to obtain on the job experience plus
benefits. Further, such programs will allow career
changers to work at the Central Park Conservancy
or other similar organizations without returning
to school.
Comparable to the Financial Training Program
and Internship at Bank of America xxx
, these
programs allow applicants to rotate through
different areas of the organization to develop job-
specific skills. The training program at the CPC,
for example, could educate participants in the
areas of sociology, human ecology, landscape
architecture, horticulture, sustainability needs,
and statistics and data mining, among others.
Upon successful completion of the program,
participants will have the option to apply for open
positions.
The ideal candidate for the rotational program
would be a college student approaching their final
year of matriculation. Although no minimum
requirements should be set initially in order to
encourage participation from enthusiasts of the
field, they can be adapted later should demand
for the rotational positions rise greatly. While the
training will be identical, rotational assignments
will be based on current work experience and
interests as well as current strategic needs of the
park management organization.

22
Individual seeking long-term employment in the
field of urban park management would be a great
match for the rotational program. Upon
acceptance into the program, individuals will sign
a 2 year contract in which they will complete
rotational assignments within the park
management organization. After completion of
the program, applicants will have the opportunity
to apply for urban park manager jobs in
accordance with current needs of the
organization.
Organizations should cultivate relationships with
area colleges and universities, nature loving
societies, event management associations, and
other organizations that develop leaders in areas
important to the management of urban parks.
The organization should host information
sessions for these targeted groups to engage
potential applicants. As the program progresses
and there are groups of alumni, the Central Park
Conservancy and other similar worldwide
organizations can rely on its alumni to help recruit
andraise awareness oftheopportunitiesavailable
attheCentralParkConservancyandelsewhere.In
addition to hosting sessions and maintaining a
working relationship with career services at
partner universities, it is also imperative for
current employees to participate in career fairs,
especially those who cater to a diverse audience.
Broadening the marketing demographic will
guarantee diversity of thought.
Each class of the program will begin in June of
each year. There will be a 2-day inaugural training
to familiarize participants with the organization
s/he willbe working at.Each 6-month rotation will
be in various areas of the organization, which may
change year to year based on current year needs.
Once a month, various senior executives in the
organization will hold trainings. The purpose of
these trainings will be to equip participants with
skills that may not be attained with on the job
training and to provide a blueprint for a career in
urban park management. Although this program
can stand on its own as an alternative to the
CUPM, it can also be used in conjunction with it
too. Having the CUPM be a requirement for the
rotation will allow the hiring organization to bring
in more serious and well-qualified candidates.
ADVANTAGES
Internships and rotational programs allow parks
management organizations the opportunity to
evaluate applicants before extending a full time
position. This option is cost effective because
each participantwillhave the same compensation
package throughout the duration of the program,
with the option to negotiate salaries upon
completion of the program. Since a full-time
position is not guaranteed, the park's
management organization will be able to budget
for new hires each year and make strategic hiring
decisions based on current revenues and
initiatives. Rotational programs also are cost
effective because they allow the organization to
get quality work done for less compensation than
what a full time employee would cost. Another
advantage of the rotational program is that it
allows organizations to evaluate the daily work
ethic of an individual that a more academic
setting will not. If a participant doesn’t have a
good work ethic or simply isn’t a good fit for the
organization, he or she will not be invited to apply
for a full time position.
Participants willbe exposedto more than one role
within the field of urban park management. The
diversified experience that a rotational program
creates will allow the interns to identify positions
that they feel best suit them before pursuing a
professional career.

23
DISADVANTAGES
This option places a heavy administrative burden
on the host organization and requires a financial
investment in the development ofindividualswho
may not pursue a job at the respective
organization. Additionally, the participant’s
educational experience is contingent on having a
good, well-seasoned manager at an efficient
organization, and thus difficult to ensure that all
of the candidates receive an equal level of
training. The amount of human resources and
logistics required to set up a rotational internship
program is much more complicated than a
traditional internship program and thus the costs
need to be analyzed beforehand.
Selecting this option over the CUPM would mean
that a budget will have to be passed to
accommodate the full time hires in the rotational
program that will cost the park's management
organization more money. The CUPM program is
fully funded and self-guided by the individual,
which is ideal for keeping the CPC’s expenses
lower. Increasing the administrative budget to
cover the cost of paying the program participants
could mean a decrease to the operating budget,
making it difficult for the CPC to carry out all of
the current strategic initiatives.
Rotational programs may only provide training
specific to the host-company, making it difficult
for participants to transfer and apply their skills
from one organization to another. As park
management organizationsthroughout the world
have unique needs, urban park managers need to
be oriented towards servicing specific needs of
local parks. Parks may experience personnel
turnover, due to the lack of training that can be
transferred from one location to location. Most
importantly, localized approaches to training
urban park managers does not allow the field to
emerge as a recognized, stand-alone career nor
does it serve as an adequate pipeline for
recruitment to other parks around the world.

24
CONCLUSION
The proposed Certified Urban Park Manager (CUPM) educational program will address the gaps in available
training and professional development opportunities available to current and aspiring individuals interested
in advancing their career in urban park management. The outlined curriculum creates a holistic solution to
ensure the effective management of urban parks in a flexible and affordable format. Given the importance
of urban parks, creating a comprehensive and adaptable certification program is vital to sustaining healthy
and vibrant cities and urban areas for future generations.

25
APPENDICES
APPENDIX 1: CURRICULUM FOR CERTIFIED URBAN PARK MANAGER (CUPM)
*The content on these sections is being developed by the Central Park Conservancy Institute (CPCI) or can
be developed by the CPCI in the future.
Knowledge
Category
Session Title Reading Title
Human
Ethical Standards*
Code of Ethics
Professional Conduct Guidelines
Management*
Introduction to Quantitative Methods
Financial Management
Project Management
Operations Management
Organizational and Team Communication
Contract Management and Procurement Analysis
Community Marketing
Security Management
Human Ecology
Design and Environmental Analysis
Understanding the Population, Planning, and
Engagement
Economic and Social Well Being
Public Health
Urban
Event Management*
Understanding the Use of Urban Parks
Social Aspect of Urban Parks
Business and Neighborhood Engagement
Urban Studies
Site Engineering
Urban Aesthetics
Urban Space Planning
Landscape and Architecture
Grounding in Landscape Architecture
Medium of the Landscape
Ecology of Managed Landscapes
The Science of Urban Ecology
Restoration Ecology and Creating the Urban Eden
Urban Ecosystems
Grassing the Urban Eden
Biology
Biology
Arboriculture
Soil and Plant Microbiology
Nutrient Management in Agroecosystems
Horticulture*
Biology and Management of Plant Diseases
Weed Biology and Management
Integrated Pest Management
Sustainability Studies
Sustainable Cities and Built Environments
Sustainable Economics
Sustainable Zoning and Land Use

26
APPENDIX 2: EXAMPLE OF A STUDY SESSION IN CUPM CURRICULUM
STUDY SESSION 9: SUSTAINABILITY STUDIES
SUMMARY
1. Sustainability management matters to urban park managers because it concerns several important
aspects of their responsibility. Sustainability conceptually encompasses the environment, the needs
of future generations, and the economy.
2. Sustainable management matters because urban park managers must understand how to manage
these linked aspects in the context of running their organizations while satisfying the organizations
objectives.
REFERENCES
Study
Session 33
Sustainable Cities and Built Environments
"Design and Management of Sustainable Built Environments"
Edited by Runming Yao, Chapter 1, 8, 15
Study
Session 34
Sustainable Economics
"Understanding Environmental Policy 2nd Edition" by Steven Cohen
Part I. Developing a framework
Study
Session 35
Sustainable Zoning and Land Use
"Economic Development from the State & Local Perspective"
by David J. Robinson, Chapter 4, 5, 14
LEARNING OBJECTIVES
Reading 33 Sustainable Cities and Built Environments
a. Sustainability in the Built Environment
b. Urban Waste Management
c. Facilities Management
Reading 34 Sustainable Economics
a. Sustainability in the Built Environment
b. Urban Waste Management
c. Facilities Management
d. Global Best Practices in Reducing Environmental Impacts
Reading 35. Sustainable Zoning and Land Use
a. The Metropolicy Case Study
b. Economic Development Building Block: Land Use Regulation and Zoning
c. Economic Development Driver: Globalism

27
APPENDIX 3: POTENTIAL PARTNER ORGANIZATIONS
Domestic Organizations:
 National Recreation and Park Association
 National Parks Institute
 City Parks Alliance
 National Parks Conversation Association
 The Trust for Public Land
 Individual U.S. States’ Parks and Recreation Associations
 Rutger’s University
 Columbia Earth Institute
Global Environmentally Focused Organizations:
 Earth System Governance Project (ESGP)
 Global Environment Facility (GEF)
 Intergovernmental Panel on Climate Change (IPCC)
 International Union for Conservation of Nature (IUCN)
 United Nations Environment Programme (UNEP)
 World Nature Organization (WNO)
 Centre for Science and Environment (CSE)
Domestic organizations that provide environmental certificates:
 National Registry of Environmental Professionals – recognized NGO offering list of
Environmental and Safety Certifications
 Institute of Professional Environmental Practice – Qualified Environmental Professional
(QEP)
 Academy of Board Qualified Environmental Professionals - Certified Environmental
Professional (CEP)
 International Society of Arboriculture - internationally recognized body providing ANSI-
Accredited certifications for arborists. Certified Arborist, Master Arborist
 Green Globes Professional (GGP)- Certified GGPs are industry professionals trained in the
Green Globes building assessment and certification process. They may serve as
consultants on Green Globes projects, facilitating the building certification process and
providing project management for their own clients.

28
 The American Academy of Environmental Engineers board certifies licensed
environmental engineers (Board Certified Environmental Engineer—BCEE) and unlicensed
environmental engineering practitioners (Board Certified Environmental Engineering
Member—BCEEM) for those with a degree in engineering and at least 8 years of practice
and responsible charge in environmental engineering.
 The Institute of Professional Environmental Practice certifies qualified environmental
professionals (QEP) who have a degree in physical, earth or natural science, engineering or
mathematics and at least 5 years of professional environmental work experience.
International organizations that provide certifications:
 CEnvP – Certified Environmental Practitioner of Australia and New Zealand
 Environmental Professional (EP) designation - Environmental Careers Organization (ECO)
Canada

29
APPENDIX 4: CUPM BUDGET ESTIMATES
CUPM STARTUP COSTS
START UP COST COST EXPLANATION/SOURCE
Trademark Registration of CUPM $2,000.00
Includes filing and attorney fees. The government filing
fee is $375. Estimate allows for attorney fees for four
hours assuming $400/hr rate.
Purchase of Copyright to publish
manual
$6,400.00
Purchasing the copyright or permissions to leverage
materials could vary greatly and there was no publicly
available information to reach a rough estimate. This is
based on needing two chapters per section and assumes
a cost of $100 per chapter. The cost to print the book is
$0 and will be published as e-book.
Cost of publishing proprietary
materials
$20,000.00
To publish 500 books shipped to the professional after
registering. Estimate of $40 to print book or publishing as
e-book would lower the cost.
500 books should last five years based on our enrollment
estimates. Included in sunk costs because it is a one time
purchase in bulk. This cost would be passed on to the
purchaser .
Development of proprietary
materials
$64,000.00
Publish 32 readings. Based on estimate of paying
professors/professionals $2000 per section created.
This is only if the CPC wants to recruit professors, or
other experts to create proprietary materials. This option
means they will be paying for or creating their own
content. CPC mentioned they have some sections of the
CUPM for which they have available materials, which
could offset costs.
TOTAL START UP COSTS $92,400.00
RECURRING COSTS COST EXPLANATION SOURCE
One employee $81,000.00
One fulltime position, salary of 60K, add 33% for benefits.
This employee could potentially be reduced to half-time
following implementation phase or depending on
capacity at CPC may not be necessary.
contracting testing service $5,625.00
Testing Contract estimated at $75 per test taker paid to
the contractor. This number is for year 1 only. It would
increase based on the number or professionals signing
up.
marketing costs $18,310.55 This is simply 10% of the year 5 estimated revenue
administrative costs - $1,000
Includes calls, printing, and cost of hosting potential
partners/ meeting. These costs should be minimal as
coordination can be done electronically.
TOTAL RECURRING COSTS $105,935.55
TOTAL IMPLEMENTATION
COSTS
$198,335.55

30
REVENUE
Program Cost/Registrant $1,000.00 Based on existing certification programs that range in price
from $1k to 3k. This would include everything. Since the
testing contract is included in the reoccurring cost, this
includes all fees.
Assumes increase participants 25% YOY during the first five
years
YEAR REVENUE NUMBER OF PROFESSIONALS
Year 1 $75,000 75
Year 2 $93,750 94
Year 3 $117,187 117
Year 4 $146,484 146
Year 5 183,145 183

31
APPENDIX 5: TWO “PITCH” VIDEOS FOR A CUPM MARKETING CAMPAIGN
Video 1: Why a CUPM?
Intro: CUPM is a program endorsed by Central Park Conservancy aimed to orient working professionals
towards a career in Urban Park Management.
Completer 1: The Certified Urban Park Manager program helped me understand the complexities of Urban
Park Management.
Completer 2: The program gave me practical knowledge that I was not able to learn in my Biology degree.
I feel more comfortable being a well-rounded park manager.
Completer 3: The CUPM pushed me to understand more of the urban environment that goes beyond
Horticulture.
Completer 4: The CUPM allowed me to do this on my timeline. With my fulltime job, family, and the other
commitments in life, this program was cheap and fit around my schedule.
Video 2: Marketing Interview 1:
"The Certified Urban Park Manager program offers a curriculum that is relevant in a global context. The
candidates who completed this certification program are well on their way to become successful in the
urban park management field anywhere in the world. One of the most important features of this
certification program is that it sets a consistent standard in the knowledge base for urban park
management professionals, which allows everyone in this field to communicate using the same
terminology. It not only prepares an individual to be successful in this field, but promotes urban park
management as a recognizable global concept.

3332
APPENDIX 6: PROPOSED UNIVERSITY CURRICULUM
Project Management
Project management differentiates a project from daily operations by stating that there is a clear start and
end date to a project unlike operations that are routine and repetitive without an end date. Because urban
parks often host special events with start and end times as well as general improvements to facilities,
understanding proper project management skills will allow an urban park manager to manage his or her
time and resources efficiently and effectively not only in the field of urban park management, but
wherever they decide to take their career. Thus, promoting the importance of this skill set is important for
any urban park manager regardless of how the field evolves.
Organizational and Team Communication
Good communication within teams and across an organization is imperative for any manager of people.
Given the size of personnel required to manage urban parks, urban park managers must learn to
communicate with line workers, other managers, executive staff, government staff and regulators,
donors, and the general public. Understanding effective communication styles will allow an urban park
manager to get internal and external customer service skills needed so the team and organization
communicates clearly and appropriately.
Intro to Landscape Architecture
As cities evolve, urban parks evolve with them. Sometimes, this requires designing new facilities or re-
designing old ones. An urban park manager should have some basic competencies to be able to interact
with and understand language and work of urban planners, architects, and designers. This course will allow
all urban park managers to gain the basic high level drafting skills to understand how to interact with
architectural specialists.
Intro to Sociology
Sociology is the study of human behavior and is an important field that an urban park manager needs to
understand so s/he may effectively increase park utilization. An intro course allows a future urban park
manager to understand the basic behaviors of humans. This will in turn help the urban park manager
understand what the local and visiting community would want out of an urban park and what would turn
them off to using one.
Special Events Management
Increasing utilization of a park often comes with hosting special events. These events will require project
management skills, marketing, understanding of human behavior, and developing a keen sense to
properly react to challenges as they arise during the event. This course allows the student to build upon

34
33
basic skills and tailor them to event planning and management that will greatly increase park utilization
and satisfaction.
Statistics for Sociology and Sustainability
This basic statistics course is designed to help the student understand basic, practical statistical models to
use in measuring the impact of various park utilization programs.
Human Use of the Urban Landscape
Urban landscapes offer unique benefits and challenges to park utilization. This course is meant to give the
student a basic understanding of how urban landscapes are used throughout the world so that s/he may
develop general themes to draw upon in his or her professional career during the promoting of park uses in
the urban landscape.
Planning and Design
These planning and design classes will further increase the student’s competency in understanding park
design or engineering so that s/he will be able better understand architectural proposals to increase a
park’s utilization.
Horticulture
Green spaces of urban parks have been shown to have beneficial psychological effects for park users as
well as help reduce a city’s carbon footprint. Managing these green spaces requires a very basic
understanding of horticulture so the staff of any urban park manager may maintain them properly and
sustained for decades of use.
Sustainability
Sustainability is a field of study within ecology that shows how a particular area can biologically endure
through the future and remain productive indefinitely. Urban park managers would benefit greatly from
understanding how to maintain operations and park health indefinitely.
Human Ecology
Human ecology is a discipline that studies the relationship between humans and their natural, social, and
built environments. It moves beyond sociology to help an urban park manager better understand human
interaction.
Required
 Project Management
 Organizational and Team Communication
 Intro to Landscape Architecture
 Intro to Sociology
 Special Events Management
 Human Use of the Urban Landscape
 Sustainability Statistics
Planning and Design (Pick 1)

3534
 Site Engineering
 Park and Facility Design
Horticulture (Pick 1)
 Urban Forestry
 Urban Garden Maintenance
 Pest Management
 Soil Management
 Arboriculture
Sustainability (Pick 1)
 Sustainable Urban Development
 Sustainable Zoning and Land Use
Human Ecology (Pick 2)
 Visitor Services in Parks and Recreation
 Recreation and Park Data Systems
 Population, Resources, and Environment
 Communities and Environmental Change
Total: 12 classes

3635
REFERENCES
"About Us." Centralparknyc.org. N.p., n.d. Web. 22 Nov. 2015.
http://www.centralparknyc.org/about/about-cpc/
"CPRE Eligibility." National Recreation and Park Association. N.p., n.d. Web. 6 Nov. 2015.
http://www.nrpa.org/Professional-Development/Certification/CPRE/CPRE-Eligibility
"Economic Impact of Metro Parks Tacoma Ecosystem Services." (n.d.): 58. Earth Economics, Dec.
2011. Web.
http://www.eartheconomics.org/FileLibrary/file/Reports/Puget%20Sound%20and%20Watersheds/Metro_
Parks_Tacoma_Ecosystem_Services_lo_res.pdf
"Finance Management Associate Program." Bank of America. N.p., n.d. Web. 12 Oct. 2015.
http://campus.bankofamerica.com/program-detail/americas/chief-financial-officer-(cfo)-
group/1536/finance-management-associate-program
Harnik, Peter., and Welle, Ben. Measuring the economic Value of a city Park System. The Trust for
Public Land. 2009. https://www.tpl.org/sites/default/files/cloud.tpl.org/pubs/ccpe-econvalueparks-rpt.pdf
Hillborn, Jim. "Dealing With Crime and Disorder in Urban Parks." Center for Problem-Oriented
Policing. N.p., 2009. Web. 12 Oct. 2015. http://www.popcenter.org/responses/urban_parks
"Home Page." National Recreation and Park Association. N.p., n.d. Web. http://www.nrpa.org/
"How to Qualify for CPRP." National Recreation and Park Association. N.p., n.d. Web.
http://www.nrpa.org/Professional-Development/Certification/CPRP/How-to-Qualify-for-CPRP/
Konijnendijk, Cecil C., Matilda Annerstedt, Anders Busse Nielsen, and Sreethran Maruthaveeran.
"Benefits of Urban Parks." Benefits of Urban Parks. World Urban Parks. Jan. 2013. Web. 6 Dec. 2015.
http://www.worldurbanparks.org/images/Newsletters/IfpraBenefitsOfUrbanParks.pdf
Marcus, Jon. "Professional Certificates Instead of Degrees” Time. Apr. 2012. Web. 7 Dec. 2015.
http://business.time.com/2012/04/09/the-cash-cow-of-u-s-universities-professional-certificates-instead-
of-degrees/
"National Recreation and Park Association Certified Park and Recreation Executive (CPRE)
Examination Candidate Handbook." National Recreation and Park Association. N.p., n.d. Web.
http://www.nrpa.org/uploadedFiles/nrpa.org/Professional_Development/Certification/CPRE/CPRE%20Ca
ndidate%20Handbook.pdf

37
36
"National Recreation and Park Association Certified Park and Recreation Professional Examination
Candidate Handbook." National Recreation and Park Association. N.p., n.d. Web.
http://www.nrpa.org/uploadedFiles/nrpa.org/Professional_Development/Certification/CPRP/CPRP-
Candidate-Handbook.pdf
"Revitalizing Inner City Parks: New Funding Options Can Address the Needs of Underserved Urban
Communities." (n.d.): n. pag. Nrpa.org. National Recreation and Park Association. Web. 6 Nov. 2015.
https://www.nrpa.org/uploadedFiles/nrpaorg/Grants_and_Partners/Recreation_and_Health/Resources/Iss
ue_Briefs/Urban-Parks.pdf
Roberts, Nina S., and Tanya Rayo. "The Modern Urban Park: Access and Programming -- Where
Have We Been and Where Will We Go." San Francisco State University. 2014. Web.
http://online.sfsu.edu/nroberts/documents/UrbanParksWhitePaper_Roberts_032514.pdf
"Standard 1100." American National Standards Institute (ANSI). N.p., n.d. Web. 29 Oct. 2015.
http://www.ansi.org/
"Top Ten Issues Facing the National Parks -- National Geographic." National Geographic. N.p., n.d.
Web. 6 Nov. 2015. http://travel.nationalgeographic.com/travel/top-10/national-parks-issues
Travel + Leisure "World's Most-Visited Tourist Attractions" October 2011. Retrieved January 13,
2012.
Weise, Michelle R., and Clayton M. Christensen. "Hire Education: Mastery, Modularization, and the
Workforce Revolution." Christensen Institute, 2014. Web. 7 Dec. 2015.
http://www.christenseninstitute.org/wp-content/uploads/2014/07/Hire-Education.pdf
"Why Urban Parks Matter." Cityparksalliance.org. Non-profit Soapbox, n.d. Web. 06 Nov. 2015.
http://www.cityparksalliance.org/why-urban-parks-matter

37
ENDNOTES
i
"Why Urban Parks Matter." City Parks Alliance. N.p., n.d. Web. 5 Dec. 2015.
ii
"About Us." - The Official Website of Central Park NYC. Web. 05 Dec. 2015.
iii
Initial meeting with CPC on September 9th
, 2015.
iv
Konijnendijk, Cecil C., Matilda Annerstedt, Anders Busse Nielsen, and Sreethran Maruthaveeran.
"Benefits of Urban Parks." Benefits of Urban Parks. World Urban Parks. Jan. 2013. Web. 6 Dec. 2015.
http://www.worldurbanparks.org/images/Newsletters/IfpraBenefitsOfUrbanParks.pdf
v
Harnik, Peter, Ben Welle, and Linda S. Keenan. "Measuring the Economic Value of a Park System."
Measuring the Economic Value of a City Park System The Trust for Public Land. 2009. Web.
https://www.tpl.org/sites/default/files/cloud.tpl.org/pubs/ccpe-econvalueparks-rpt.pdf.
vi
Ibid
vii
Ibid
viii
Ibid
ix
Ibid. "‘Economic Impact of Metro Parks Tacoma Ecosystem
Services."Dec.2011.Web.http://www.eartheconomics.org/FileLibrary/file/Reports/Puget%20Sound%20an
d%20Watersheds/Metro_Parks_Tacoma_Ecosystem_Services_lo_res.pdf>
x
Op. Cit., Harnick and Welle
xi
Ibid
xii
"World's Most-Visited Tourist Attractions". Travel + Leisure by various contributors. October 2011.
xiii
"Top Ten Issues Facing the National Parks." National Geographic. Web.
http://travel.nationalgeographic.com/travel/top-10/national-parks-issues
xiv
"Center for Problem-Oriented Policing." Center for Problem-Oriented Policing. Web.
http://www.popcenter.org/responses/urban_parks
xv
"Revitalizing Inner City Parks, New Funding Options Can Address the Needs of Underserved Urban
Communities." National Recreation and Park Association. Web.
https://www.nrpa.org/uploadedFiles/nrpaorg/Grants_and_Partners/Recreation_and_Health/Resources/Iss
ue_Briefs/Urban-Parks.pdf

38
xvi
Roberts, Nina S., and Tanya Rayo. "The Modern Urban Park: Access and Programming -- Where Have
We Been and Where Will We Go." San Francisco State University. 2014.
http://online.sfsu.edu/nroberts/documents/UrbanParksWhitePaper_Roberts_032514.pdf
xvii
Ibid
xviii
Ibid
xix
National Recreation and Park Association.Web. http://www.nrpa.org
xx
National Recreation and Park Association (NRPA) Certified Park and Recreation Professional
Examination Candidate Handbook. National Recreation and Park Association. Web.
http://www.nrpa.org/uploadedFiles/nrpa.org/Professional_Development/Certification/CPRP/CPRP-
Candidate-Handbook.pdf
xxi
"How to Qualify for CPRP." National Recreation and Park Association. Web.
http://www.nrpa.org/Professional-Development/Certification/CPRP/How-to-Qualify-for-CPRP
xxii
Op. Cit., NRPA Handbook
xxiii
Ibid
xxiv
"CPRE Eligibility." National Recreation and Park Association. Web. http://www.nrpa.org/Professional-
Development/Certification/CPRE/CPRE-Eligibility
xxv
Op.Cit., NRPA Examination Handbook.
xxvi
Op.Cit., NRPA Examination Handbook.
xxvii
Marcus, Jon. “Professional Certificates Instead of Degrees.” Time. Web.
http://business.time.com/2012/04/09/the-cash-cow-of-u-s-universities-professional-certificates-instead-
of-degrees/
xxviii
Weise, Michelle, and Clayton Christensen. "Education : Mastery, Modularization, and the Workforce
Revolution." Christensen Institute. Web. http://www.christenseninstitute.org/wp-
content/uploads/2014/07/Hire-Education.pdf
xxix
"ANSI-American National Standards Institute." ANSI-American National Standards Institute. Web
xxx
Financial Management Training Program http://campus.bankofamerica.com/program-
detail/americas/chief-financial-officer-(cfo)-group/1536/finance-management-associate-program

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