Baltimore native Stephanie Rawlings-Blake has not been without her share of controversy in the four years she has served as mayor of her home city. Succeeding the former mayor in 2010 and winning election in her own right in 2011, Mayor Rawlings-Blake inherited multimillion-dollar budget deficits from previous administrations and quickly needed to address the city’s economic distress. She was faced with an impossible choice in 2012 for the city’s park and recreation department: Continue funding all park facilities on a reduced budget or close several recreation centers throughout the city in order to increase quality of services at a smaller number of locations. Ultimately, she decided to close a handful of centers so available funds could be spread more thickly across the board, and others were kept open but are now being run by private operators.
By 2014, however, the tables had turned. The $2.5 billion budget she proposed this March included a two percent raise for city workers and no cuts to city services, plus $3 million in added funding for parks and recreation.
Much of the Baltimore City Department of Recreation and Parks’ (BCRP) recent success can be attributed to the new leadership of BCRP Director Ernest Burkeen Jr., a member of the NRPA board of directors from 2010 to 2013, hired by Mayor Rawlings-Blake in 2012. Before moving to Baltimore, Burkeen served as director of parks and recreation in Miami, Fort Lauderdale and Detroit, and he brings with him more than 30 years of senior management experience in the field of parks and recreation.
Decisions like the one to bring Burkeen to Baltimore reflect Mayor Rawlings-Blake’s continuing commitment to parks and recreation, a living tribute of sorts to her late father, Howard Peters “Pete” Rawlings, who served as a member of Maryland’s House of Delegates from 1979 until his death in 2003. A noted statesman and champion of social equity himself, Delegate Rawlings’ legacy was memorialized in 2004 when Baltimore’s beloved Druid Hill Conservatory, established in 1888, was officially renamed by law as The Howard Peters Rawlings Conservatory and Botanic Gardens.
In addition to supporting parks and recreation in her political role, Mayor Rawlings-Blake also serves on the board of directors for Baltimore’s Parks and People Foundation. Last month, Kevin O’Hara, NRPA’s vice president of Urban and Government Affairs, spoke with Mayor Rawlings-Blake about the culture of innovation she’s perpetuating in Baltimore, the ways BRCP is providing opportunities for improved health and wellness as well as crime reduction in the city, and how she is carrying on her father’s legacy.
Kevin O’Hara: How would you describe the personality of Baltimore?
Mayor Stephanie Rawlings-Blake: Baltimore has the unique ability to feel like a big city and a small town, all at once. A perennially bustling port city, Baltimore is proud of its rich history and loves to celebrate it with events like this year’s Star-Spangled Summer, dedicated to remembering one of the most dramatic and important turning points in America’s fight for freedom: the Battle of Baltimore and the writing of our national anthem. Baltimore is also a city of small neighborhoods, each with its own charm. We have a flourishing arts and culture scene, elevated by large festivals like Artscape and smaller exhibitions that bring Baltimore residents and visitors together to celebrate the city’s unique character and local talent. We have numerous family-friendly opportunities, from the National Aquarium and the Maryland Science Center located at our renowned Inner Harbor waterfront to the Maryland Zoo located in historic Druid Hill Park. In addition, Baltimore has a thriving night life and, I think, an underrated “foodie” culture. We are home to some of the best sports teams — undoubtedly the best fans — in the country. Baltimore truly has something for everyone. And to me, the most exciting part is exploring what Baltimore has to offer and discovering your own niche.
O’Hara: In 2012, you made a tough decision to close several recreation centers. How has this worked out over the past two years?
Mayor Rawlings-Blake: Our children, and our communities, deserved better.
When I was sworn in as mayor, I inherited a major budget deficit and a budget that called for closing nearly half of the city’s recreation centers — up to 25 centers. This was unacceptable to me. So in 2010, I formed a recreation center task force to identify potential courses of action. It’s important to me and my administration that we do all we can to provide quality recreation opportunities for our city’s youth — all of them.
The majority of Baltimore’s recreation centers were constructed in the late 1960s and the early 1970s, and many haven’t seen updates since. Over the past 50 years, as Baltimore’s neighborhoods have changed, the needs of individual communities have, understandably, changed as well. I couldn’t allow our youth to continue to operate in dilapidated, unsafe buildings that weren’t even representative of the neighborhoods they claimed to support. The task force recommended, and I supported, transitioning the city’s aging recreation centers into a new network of high-quality community centers that would better serve Baltimore’s neighborhoods — especially our youth.
We could not keep pumping money to keep all of these antiquated centers open just for the sake of being able to say that we’ve done so. We needed to think more broadly about how to best provide for our city. It wasn’t an easy decision, but one that was necessary.
Four years later, we are already seeing dividends. Many of our community centers are already serving the broader community while maximizing city resources. Last year, we opened a state-of-the-art community center in Northeast Baltimore, and I look forward to another community center opening in Morrell Park later this month. Based on my task force’s recommendations, we will continue to make improvements to our recreation centers and pools in the coming months and years, because we understand that providing our young people with constructive activities is not only good for them, but good for growth of our city.
O’Hara: I recently read an interview with the former mayor of Reykjavík, Iceland, who said the next political revolution will be on the municipality level in countries. He said, “It seems to me that everything that is happening of any value, in terms of renewable energy, global warming and community awareness — it is all happening on the municipality level.” What trends do you see influencing cities in the U.S., and how do you create a culture of innovation that permeates throughout your agencies and your city?
Mayor Rawlings-Blake: I also read, and really enjoyed, Jón Gnarr’s interview. I agree with him! Right now, cities, particularly in America, have a unique opportunity to become drivers in our country. But in the wake of the Great Recession, Baltimore, like most other cities, has been forced to work with constrained resources — worsened still by continued cuts to federal programs. With these limited resources, local leaders have to think more innovatively about how to attain our short-term goals, while keeping an eye on the ball down the road. It also means taking advantage of local resources and finding ways to do more with less.
In Baltimore, we have already seen how public-private partnerships can revitalize neighborhoods. My administration has worked with the University of Maryland to revitalize the west side of downtown to improve the campus and surrounding communities. But, I thought we could do more. Baltimore is home to some of the nation’s leaders in the fields of education, research and medicine. So, I worked with my staff to develop a new, collaborative effort working with these anchor institutions to foster economic growth and spur community development across Baltimore. The Baltimore City Anchor Plan, or BCAP, will guide future investment across the city under one unified vision and address priority areas from public safety and local hiring to local purchasing and improving overall quality of life.
Innovative thinking is not always about building something new from scratch. Our innovation is changing the way we think and work. BCAP is based on a simple idea: that our fortunes are interconnected. We cannot have strong anchor institutions without a strong city, and we cannot have a strong city without strong anchor institutions. If we can work with individual communities to expand opportunities in partnership with our regionally specific resources, I know we will continue to move Baltimore forward in the midst of economic uncertainty.
O’Hara: From B’More Healthy to Healthy Baltimore 2015 to Shine a Light Baltimore, you have a lot going on in community health and wellness to combat obesity and chronic disease. What are your goals, and how will your recreation and park department help you get there?
Mayor Rawlings-Blake: My administration has identified a number of priority areas where we believe we can have the greatest impact improving the quality of life for Baltimore’s residents. We want to improve access to timely, high-quality healthcare, including mental health services and drug and alcohol treatment. We want to mitigate the impact of preventable causes of death and disease, like smoking, and pursue community-focused policies that will prevent obesity and promote heart health. And, we want to create healthier neighborhoods — especially for children and adolescents.
However, improving the health of our city requires the combined efforts of my entire administration. Baltimore City Recreation and Parks is paramount in helping our city improve health and wellness outcomes. They provide numerous healthy activities for families to experience entertainment, engagement, education and empowerment — all in the same place!
Whether through youth and adult sports programming, senior and recreation divisions, or maintaining green space, Baltimore City Recreation and Parks is at the forefront of helping Baltimore City achieve its health and wellness goals. Every day they are working with our youth, teaching them the value of physical fitness and healthy eating habits.
I have also been a strong supporter of growing local healthy foods. Through City Farms, our community gardening program located in several city parks, and partnering with local nonprofits like Civic Works, which operates the Real Food Farm, we provide residents with affordable healthy food options.
I am especially excited about a new initiative aimed at combating childhood obesity. Director Burkeen has developed a closer working relationship with the Baltimore City Health Department to maximize the resources of both agencies. Through collaborative work between city and local agencies, we will help make Baltimore a city where all residents realize their full health potential.
O’Hara: Recreation and park programming can offer positive outlets for young people. On June 23, BCRP hosted a Recreation Youth Summit. How can parks play a role in preventing crime? Also, your B’More program seems pretty innovative. What can other cities learn from B’More’s youth engagement strategies?
Mayor Rawlings-Blake: I am proud of the way my administration proactively engages youth. At one point in time, residents often complained that our city lacked youth activities. I don’t think that was exactly the problem. I think it was more about better communicating the pre-existing recreation options available for youth. We have a vibrant Baltimore City Youth Commission and a dedicated Recreation and Parks Department that use a combination of youth forums, surveys, special events and programs to make sure there are always opportunities for our youth to be active in quality, safe activities. The B’More Night Hoops initiative is a perfect example. I started this basketball program this year to provide another recreational opportunity for young men. This league uses the sport of basketball to provide an activity for players, as well as share vital information through the Life Skills seminars. We have to be creative and innovative in our approach to reaching our youth in order to keep them engaged and out of harm’s way.
O’Hara: What role do you play with Baltimore’s Parks and People Foundation, and how has your work with this group influenced your handling of BCRP affairs?
Mayor Rawlings-Blake: Founded by Baltimore’s former Mayor William Donald Schaefer, I take a lot of pride in my work on the board of directors for Baltimore’s Parks and People Foundation. I am proud to join colleagues and friends to revitalize historic pieces of Baltimore and create educational, environmental and recreational opportunities for our residents and visitors. As cities work with constrained resources, the support of the nonprofit community to push neighborhood revitalization is vital. My work with the Parks and People Foundation gives me another perspective that I find incredibly valuable. I often look at issues from a municipal lens, but serving on the board allows me to look at issues as an individual resident of our city. I am motivated to do everything I can as mayor, and as a Baltimore City native and resident, to support and grow Baltimore.
O’Hara: Everyone loves Druid Hill Park and Patterson Park, but there are loads of cool Charm City parks. What is your favorite hidden gem park in Baltimore and why?
Mayor Rawlings-Blake: While this may be a bit of a cheat, as it is in Druid Hill Park, one of my favorite little spots in Baltimore is the Howard Peters Rawlings Conservatory and Botanic Gardens. Named after my father, the Baltimore Conservatory is a breathtaking greenhouse that displays plants from all over the world. It is absolutely gorgeous and a wonderful quiet getaway on the weekends. Last year, the Conservatory celebrated a remarkable milestone: its 125th anniversary! I’d recommend anyone visiting Baltimore to make a stop by the Conservatory. Something amazing is always in bloom.
Kevin O’Hara is NRPA’s Vice President of Urban and Government Affairs. Danielle Taylor is the Executive Editor of Parks & Recreation Magazine. Mark Dennis is the Staff Photographer for the Baltimore Office of the Mayor.
Baltimore City Parks Champion
If you’ve ever held a job, you can attest to the fact that the person in charge can easily make or break your level of workplace satisfaction. For the dozens of folks working under Director of Baltimore City Department of Recreation and Parks (BCRP) Ernest Burkeen Jr., having a passionate, likeable boss is the least of their worries. Burkeen, appointed to his position by Baltimore Mayor Stephanie Rawlings-Blake in December 2012, has an infectious demeanor and an uncanny ability to lift the spirits of his employees. But his commitment to the job doesn’t end there — in the almost two years since taking the helm at BCRP, Burkeen has applied his trademark enthusiasm citywide, expanding park and recreation offerings and working closely with city administrators to ensure all Baltimoreans have ready access to the more than 5,700 acres of parkland and 38 recreation centers under his purview.
“The breadth of what BCRP is charged to do could have me talking all day,” Burkeen says. “Baltimore is home to some the most beautiful parks in the country. We are fortunate because the community takes pride in those green spaces.” Likewise, Burkeen takes seriously his obligations to make BCRP work for his constituents, for whom he harbors an equal affection. Safety, health, equity and fun are of paramount importance to Burkeen, so much so that he rarely shies away from a challenge if the expected outcome would benefit Baltimore residents. “Last year, [Burkeen] wanted to open all pools Memorial Day weekend,” explains Darryl Sutton, BCRP aquatics director. “Previously we only opened park pools that early. He believed there was a demand for the service and encouraged us to try something different. As a result, we have increased pool use significantly, and this is now our regular practice. He has a lot of wisdom, and he is willing to share it with us so we can improve.”
That wisdom, in part, comes from years of experience in the industry. The Detroit, Michigan, native has headed park and recreation departments in Miami, Fort Lauderdale and his hometown. He’s raised three children — “I’ve achieved a lot in my professional career; however, nothing tops raising my two oldest children as a single parent,” Burkeen says, when asked to identify his most successful professional endeavor — and by all accounts has kept up his gregarious demeanor throughout. That sort of grace under pressure doubtless influenced Rawlings-Blake’s decision to appoint Burkeen BCRP director — that, and the fact that the pair both share a deep dedication to their constituencies. “Mayor Rawlings-Blake’s commitment to improving the health and wellness of Baltimore City only helps us achieve our mission,” Burkeen says. “She is more than a supporter; she is an advocate. She has made increasing the quality of recreational opportunities a priority, and we are seeing the benefits of that dedication coming to fruition.”
Burkeen’s list of achievements is too lengthy to include here, but some highlights include expanding swimming lessons to some 2,500 Baltimore children this summer. “That is 2,500 kids in our parks on a daily basis being active, having fun and learning a skill, who may also come back to work for us as lifeguards. That is how you invest in youth,” he says — and continuing to ensure equity of access through free or low-cost programming at area parks and recreation facilities.
And should his employees begin to flag in their efforts to keep up with Burkeen’s boundless energy, he has just the antidote. “[Burkeen] has brought many successful and innovative ideas and programs to the department, but he’s also brought something that’s almost intangible,” says BCRP Public Information Officer Gwendolyn Chambers. “He has made it a priority that staff feels appreciated and respected. His energy, coupled with the regard he has for us and the communities we serve, is immeasurable. Instead of telling us over and over ‘We can’t,’ he says, ‘We can! Let’s figure out how.’ It changes the morale of the workplace, and in turn, we work better, we work harder and we achieve more than we thought was possible.”
— Samantha Bartram, Associate Editor of Parks & Recreation Magazine