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Best Management Practices Used at Designed Landscapes in Washington D.C

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Best Management Practices Used at Designed Landscapes in Washington D.C National Park Service U.S. Department of the Interior The National Mall and Pennsylvania Avenue National Historic Park • Washington D.C. the national mall 19971997 thethe legacylegacy pplanlan 19011901 mcmillanmcmillan planplan 17911791 l'enfl'enfantant planplan Best Management Practices Used at Designed Landscapes in Washington D.C. A Background Report for the National Mall Plan March 2007 [This page has been left blank intentionally.] National Park Service U.S. Department of the Interior National Mall & Memorial Parks Washington, D.C. BEST MANAGEMENT PRACTICES USED AT DESIGNED LANDSCAPES IN WASHINGTON, D.C. A Background Report for the National Mall Plan March 2007 Unless otherwise credited, all photographs are by Lindsay J. Kordis. SUMMARY The National Mall & Memorial Parks con- street furniture reduce impacts, and users ducted a study during summer 2006 to learn usually treat quality paving and other mate- about best maintenance practices used by pro- rials better. fessional grounds managers at nine designed • Design edge treatments to conserves resources landscapes in Washington, D.C. The purpose and control pedestrian movement. Edges of the study was to collect information that need to control loose aggregate and granular could be used in the development of a Na- materials so that they do not migrate into tional Mall plan. drainage grates, paved walkways, and turf areas. Curbing, post-and-chain fencing, low The study found a correlation between attrac- retaining walls, and other forms of edge tive designed local landscapes and well- treatment delineate turf areas or planting organized and trained groundskeeping de- beds from pathways, deter short-cutting, partments that understood the designs’ inten- and encourage visitors to stay on designated tion and were committed to fulfilling that in- pathways. tention in order to create places of beauty. Designers at these local landscapes also • Plan for events by designating areas for cer- thoughtfully incorporated and integrated de- tain types of uses. Regularly spaced, perma- sign details to establish a sense of place and/or nent footings or eye bolts can be hidden an organizational identity, to better accom- within edge treatments to take the place of modate modern use patterns and intensities, tent stakes. Irrigation systems should be de- to improve the security and public safety of signed so that line placement is not com- visitors, to encourage positive visitor behavior, promised or damaged by expected uses. to conserve materials, and to ease mainte- • Use subtle but effective design solutions for nance practices. Maintenance practices, staff security precautions. Gates, bollards, and organization, and design details that were fencing can be attractive and support the common throughout the case studies or that identity of the designed landscape. Several seemed particularly innovative are summa- organizations use their logo on these ele- rized thematically below and are explained in ments to contribute to a sense of place. more detail in the study. • Gates can suggest a threshold, transitioning DESIGN APPROACH AND visitors’ into a protected reserve. Gates pro- PLANNING vide both psychological and physical entries, transforming visitor experiences and result- • Create a sense of place. Designed landscapes ing in more positive behavior. need identity. The use of logos, coordinated • Specify plants that will thrive in the designed site furnishings, signs, uniforms, etc. help landscape. Plants and landscape mainte- create a sense of place and set a quality and nance can address public safety and security design standard that reinforces positive be- concerns. Plant growth characteristics havior and cleanliness. should be considered so that areas are • Show that quality counts. Quality materials clearly visible and places that may be con- and detailing elevate the experience and ducive to illicit behavior are limited. provide psychological indicators for positive • Fine gardening sets a tone of expectation for behavior. visitor conduct. Visitor behavior is usually • Pave pathways and landings to absorb greater different in designed landscapes that define levels of pedestrian traffic. Hard surfaces un- themselves as outdoor museums, plant col- der benches, trash receptacles, and other iii SUMMARY lections, or gardens for touring, not for rec- • Maintain proactively and keep it clean. reation or sporting use. Promptly removing gum and all visible trash contributes to a “cared for” appearance and • Use attractive signs, with easy to understand makes maintenance of the designed land- messages, to educate visitors. Educational scape easier. and/or interpretive signs set a higher stan- dard of behavior. Use prominently placed • Use quick response teams to quickly respond visitor rules of behaviors to encourage de- to maintenance needs. This is a cost-effective sired and appropriate visitor conduct. way of addressing immediate needs, result- ing in long-term savings by catching prob- • Encourage visitor stewardship. Using lan- lems before they become more serious. guage on signs that builds public support will encourage positive visitor behavior, Staff Organization making maintenance and higher standards easier to achieve. Involving the public in ac- • Develop an Effective Staffing Model: Use a tivities such as planting, volunteering, and model that works for the organization. cleanup helps create user ownership. • Use educated and experienced staff members; they are vital to success. Management must • Make it Clean and Green. Understand the be committed to continuous education of importance of environmental conscious- staff members. Training helps foster a sense ness. “Clean and Green” messaging helps of ownership and commitment. Cross- communicate organizational attitudes to- training with other groups and organiza- ward sustainability and the environment. tions can increase skills and allows best Designed landscapes that are “green” are of- practices to be shared. ten safer, cleaner and healthier for everyone. • Foster staff pride in a job well-done. Assign- ACCESS AND EVENT MANAGEMENT ing staff by geographic zones can help create a sense of ownership and stewardship • Control visitor impacts through reasonable among staff members because they feel limitations. Limiting hours, access locations committed to the designed landscape and to by means of gates and decorative fences, the organization. Regular peer inspections and the number of events all help reduce and positive reinforcement help keep main- impacts and protect the landscape. tenance standards high and verify if land- • Assign events to areas that are in optimal con- scape standards are being achieved. dition and/or that can better absorb related • Write down landscape standards and criteria. impacts. Using clear and understandable goals, as well as monthly calendars and checklists, MAINTENANCE PRACTICES can help track work, approve changes, and improve performance. • Use written landscape standards to provide clear, understandable goals for groundskeep- Outsourced Work ers. • Use outsourcing to enable an organization to • Ensure that staff members understand the focus on achieving defined standards and to design intent of the designed landscape and the allow the development of technical skills and important characteristics or contributing ele- site-specific expertise. Snow removal, trash ments worthy of preservation. Groundskeep- removal, and mowing are the most com- ers can exercise their creativity through monly outsourced maintenance activities at landscape elements — such as the choice of many sites. replacement plant materials within historic landscapes that will not compromise the in- tegrity of the designed landscape. iv CONTENTS Introduction.................................................................................................................................................. 1 Background........................................................................................................................................... 1 Purpose.................................................................................................................................................. 1 Methodology and Case Studies.......................................................................................................... 1 Structure of Report.............................................................................................................................. 2 Design Approach and Planning ................................................................................................. 2 Maintenance................................................................................................................................. 2 American University .................................................................................................................................... 4 Best Practices ........................................................................................................................................ 4 Design Approach and Planning ......................................................................................................... 4 Access and Event Management ......................................................................................................... 4 Maintenance......................................................................................................................................... 5 Staff Organization .......................................................................................................................
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