NRPA launched its distinguished Certified Park and Recreation Executive (CPRE) program in 2011 to give credence to individuals employed in the recreation, park resources and leisure services profession who meet high standards of performance at a mastery (middle to upper management) level. After two years, NRPA certified the 100th CPRE: Scott Miller, park and recreation superintendent for the City of Roseville, California. Gina Cohen, NRPA’s vice president of marketing, communications and publications, spoke with Miller about his career in parks and recreation and his decision to become certified as a CPRE.
Scott, you are a sought-after speaker in the park and recreation field. You have also held several distinguished positions: senior agronomist and head golf-course superintendent for Del Webb Corporation, Pulte Homes and America Golf, and now, park and recreation superintendent for the City of Roseville, California. How did you become interested in this line of work?
My interest in parks and recreation, as a profession, grew out of several interests. One of my first college jobs, while being a business major, was maintaining NCAA sports fields. Being able to see the efforts of your labor firsthand and to then have so many people comment on your accomplishments is a great feeling. I went on to work in a high-end golf course and ended up with a great mentor who opened my eyes to the possibility of turning my passion into a horticulture degree and a career. After graduation, I pursued turf management and golf-course construction and maintenance. I enjoyed my time in the golf world and derived a great deal of personal satisfaction from taking a raw piece of land and turning it into a living piece of art that others can touch, feel and enjoy. When working for the Del Webb Corporation, it is nearly impossible to not be indoctrinated into the culture of creating community. My time with Del Webb gave me a greater appreciation for the experiences that we were responsible for providing, and as I look back, this was a turning point for me. I started to care more about the experiences that people were having as they played golf or looked out onto the course and began to care a bit less about what 7-irons or golf carts were doing to my turf. (Don’t get me wrong….I still cared a great deal!)
I have always been interested in doing things as efficiently and effectively as possible and for many years was very vocal about what I saw as government inefficiency and waste.
When the opportunity came along to transition into parks and recreation, and to do so with such an outstanding and progressive organization, I jumped at the chance. I couldn’t think of a better way to continue with my passions for turf management and for providing people with memorable experiences. And, I got to do both while trying to be an agent of change from within instead of simply complaining about how others did it.
What accomplishment, in your current position, makes you the most proud?
The accomplishment that I am most proud of is changing the manner in which park maintenance is conducted. We have created a model that utilizes full-time staff, part-time staff and private maintenance contractors in a manner that maximizes our individual strengths while limiting our individual weaknesses. Our model is based on tasks and not physical area. We do not have a single park that is maintained 100 percent by internal staff or 100 percent by private contractors. We truly work in partnership to achieve our desired outcomes and provide the residents of Roseville with exceptional experiences. This system has taken years to establish, and there has been plenty of trial and error, but we have come out of every challenge as a stronger team. It has been an evolution by all parties, and I have a level of satisfaction when I hear a private contractor speak about the experience of the resident when discussing an issue, without submitting a quote for extra work. I get that same level of satisfaction when I see city staff sitting side by side with our contract partners’ staff during an employee appreciation lunch.
The creation of this plan, prior to the economic downturn, enabled us maintain our park standards and service levels while still being able to reduce our overall operating expenses. This has been a huge professional and personal success. As I stated previously, part of what interested me in this line of work was the opportunity to improve the efficiency and effectiveness within government. I believe I have been able to accomplish this and am very proud of what we have accomplished and the fact that we have been able to assist other agencies and cities in creating similar models that work for them and their communities.
Why was it important for you to become a Certified Park and Recreation Executive?
The certification was important to me for several reasons, but there are two reasons that really drove me to do it. The first was the personal challenge associated with passing the exam and becoming a Certified Park and Recreation Executive. All in all, those who have obtained this certification are a small select group, and I had a desire to be among them. I believe that achieving Park and Recreation Executive certification speaks to others and automatically provides them with an understanding of your professional capabilities. Additionally, I looked at it as a great way to distinguish myself within the profession. I feel strongly that we in park operations and maintenance need to do more to distinguish ourselves as professionals and especially as executives. We manage multimillion-dollar budgets, oversee and support hundreds of employees, and are responsible for providing experiences and memories to a captive customer base, and we need to start marketing ourselves and our side of the profession better. Therefore, I believe it is on each of us to distinguish ourselves as professionals and executives as we strive to collectively improve the overall image of park operations as a profession. Although becoming a Certified Park and Recreation Professional (CPRP) was an important achievement for me, it did not hold the same value as becoming a Certified Park and Recreation Executive. The CPRP, although very important, speaks to an individual’s ability to manage operations and the daily functions associated with our programs. The CPRE designation speaks to an individual’s ability to oversee and manage an entire organization. When the opportunity to become a Certified Park and Recreation Executive presented itself, I didn’t think twice.
What level of financial support, if any, did you receive from your city?
I received great financial support from the City of Roseville and am very fortunate to have achieved my certification without any out-of-pocket expense. Roseville is an organization that values education and professional development and is focused on being a regional leader. Part of that leadership role is engaging in various organizations and representing ourselves, and the city, in a professional manner. One way to maintain a professional image and reputation is to have your employees holding the highest level of certifications possible in addition to their engagement and daily performance.
Interview by Gina Cohen, NRPA’s Vice President of Marketing, Communications and Publications.