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A schoolyard comes back to life

By Margaret T. Simpson

Gay Olivos loves Willard Intermediate School. It’s a family thing. Olivos, her father and grandfather graduated from the Santa Ana junior high on the corner of Ross Street and Washington Avenue. Her family’s history is here, and Olivos wants to preserve the place that holds so many good memories.

“When I was growing up, we would always go to Willard and play,” she said. The Willard schoolyard was where Olivos and the neighborhood kids went to run and fly kites after school and on weekends.

But time, neglect and the statewide school funding crisis changed the grassy, five-acre field where Olivos played into a disheveled lot with portable classrooms parked on asphalt. The field was fenced, gates were locked, and Santa Ana’s children lost a rare piece of open space in one of California’s most densely-populated cities.

Olivos and her husband Joziff Lincoln, now homeowners near Willard, watched as groups of adult soccer players and gang members invaded the schoolyard, cutting holes in the fence and ripping off the gate to gain access. Daily soccer games started at 6 a.m. and lasted all day, every day of the year. Players undressed and relieved themselves in public; gangs spray-painted graffiti on portable classrooms and vandalized neighborhood property.

Aerial photo of Willard Intermediate School grounds and the surrounding neighborhood.

Streets around Willard were strewn with trash from departing soccer groups; a gunfight among warring gang players put a bullet through the Lincolns’ front window.

“It wasn’t regulated,” said Lincoln. “It attracts gangs and drugs if it’s not regulated. If there are no authorities showing, they do what they want to do.”

Olivos and Lincoln worried about the gang fights and declining property values. Most of all, they worried about the effect of neighborhood blight on their children and other families in the area.

“Local children couldn’t use the field at all,” said Olivos. “They couldn’t run track or have a simple baseball game.”

It was the beginning of a journey for Olivos. She became an advocate, going door to door to talk to neighbors about how they could restore Willard to the neighborhood children. At times it seemed like she was walking in the dark, but her efforts led to a surprising, and inspiring outcome.

Two key players in what transpired were Gerardo Mouet and Jane Russo. Mouet, executive director of Santa Ana’s Recreation and Parks Department, knew in 2007 that the City was interested in a partnership with the school district to create a joint-use park at Willard. Russo, superintendent of schools for the Santa Ana USD, was concerned about child obesity rates and lack of recreational space for students.

Santa Ana kids will have a new place to play when the school district and city combine to build a park on the grounds of Willard Intermediate School. Photo from city files.

The idea of a joint-use project, with Mouet’s department managing the Willard field leased to it by the school district, seemed like the perfect answer for a crowded urban area desperate for safe, open space. It also allowed the city-school partnership to apply for Proposition 84 grant funding from the California State Parks Department to renovate the five-acre site.

The Willard site, with its five-acre field, also offered more space for development than an elementary school campus.

“Real estate is very expensive,” said Mouet. “It makes sense to partner on something like this. We’re improving the school’s recreational facilities, and we’re now opening up to a public park.”

Santa Ana, one of California’s most crowded cities, has no more room to expand its housing or public parks.

“One of our challenges is that we are a built-out community,” said Russo. “We don’t have park space. We’re second to San Francisco in population density.”

Forty years ago Santa Ana’s park space was sufficient for the number of residents, Mouet said. “In the 1980s and ‘90s, the population exploded. There weren’t enough parks built.”

The school district had developed a successful joint-use project 20 years ago when it built Godinez High School on city land, said Russo. There was no reason why a similar partnership couldn’t work at Willard.

“We sat down with the city to look at the grant application to see what we could do to bring some quality recreation space to our community,” she said.

The Proposition 84 grant application, written by Mouet’s department, was weighted heavily by the State Parks Department in favor of cities with demonstrated community input and critical lack of park space. With no park space within a one-half mile radius and less than three acres of usable park space per 1,000 residents, Willard easily met the second requirement.

To gather community feedback, Mouet enlisted Gay Olivos. He was impressed by her door-to-door activism with local residents who wanted to clean up the schoolyard but didn’t know how. Olivos was excited about the joint-use project and a new (old) place for neighborhood children to play.

It was a lesson in civics and community participation for the Willard neighborhood residents, many of whom are Spanish-speaking immigrants unfamiliar with their city’s procedures and regulations.

Many of the newer immigrants are intimidated, said Olivos, who is bilingual in Spanish and English. “They’re not aware of the law and that that park is for the children of the community,” she said. “Education is the key.”

Through a series of six community meetings that included parents of Willard students, local sports groups and neighborhood residents encouraged by Olivos, Mouet’s department shaped the grant proposal to the community’s priorities. The plan includes a synthetic turf multi-purpose playing field, playground, a rubberized Tarton track for walking or running, basketball courts and restrooms. Sports lighting and concrete pavement will add to enhance the safety aspect of the site.

Energy efficiency was also a highly-ranked item in the grant proposal, and the new site plan utilizes recycled materials and lighting in addition to the water-conserving synthetic turf.

When the State Parks Department announced its 72 first-round grant winners in December, 2010, the $4,400,000 award for the Willard project was among them. Its creators were proud and pleased.

“Gerardo’s team has just been awesome,” said Olivos. “It couldn’t have been done without them. They kept us in the loop the entire time.”

Mouet praised the many residents who attended planning sessions and helped structure the successful grant application.

“They inspired us to put the grant proposal together,” he said.

For Russo, the support base of city administration, school district, local residents and Senator Lou Correa (D-Santa Ana) was essential to move the project forward.

“This is certainly taking the partnership to a whole new level,” she said. “We now meet monthly with the city, and it has really enhanced our partnership.”

Construction at Willard is set to begin this summer. When the new field is completed sometime in 2012, residents will share access with students, and the field will be open at night and on weekends for multi-purpose use.

“We’re building a playground that makes sense when you see that the population around Willard is a lot of kids,” said Mouet. “It will be aesthetically very pleasing.”

It’s the proverbial light at the end of the tunnel for Olivos and her husband. The Willard schoolyard is quiet now, awaiting construction that will restore it to its former place in the neighborhood, a place where children can run, play a game of baseball or fly their kites.

For Olivos, the years of community advocacy and hard work were worth the effort. Now families can exercise together, and new residents have a model of how to participate in the life of their community.

Her family’s history is here, and Olivos wants to preserve the place that holds so many good memories.

“I just fought for the kids,” she said.

 

Wellness without Limits Is the Goal

By Margaret T. Simpson

“We’re walking to the Moon,” says Linda Reich, deputy director of community services for the City of Chino.

Reich is talking about the newest goal of the city’s Chino Walks program, the adult walking club that is the cornerstone of its Healthy Chino wellness initiative. Since its beginning in 2005, Reich has logged every step the club’s members have accrued in their quest for fitness.

“We walked past the Earth within our first year,” she said. “We currently have 66,045 miles towards the Moon. The Moon is a lot farther.”

Chino Walks is open to anyone, said Reich.

“We have people signing up every month. It’s still going really well. We have 287 members.” A local hospital donated funds for t-shirts and pedometers so members can track those all-important steps. Walkers can even transfer their steps from other fitness events, such as Relay for Life, to increase their accrued mileage.

Chino community garden.

In Chino, where 68 percent of residents are obese and five of the city’s 10 leading causes of death are obesity-related, wellness is serious business. In public health surveys, Chino’s obesity rate is higher than both San Bernardino County at 65 percent and the State of California at 55 percent.

In July, the Chino City Council adopted a separate wellness chapter, A Healthy City, for its General Plan; it is one of the first California cities to do so.

The city began drafting A Healthy City in 2005, said Nicholas Liguori, AICP, principal planner for the Chino Community Development Department. “In Chino, it was a city-driven thing. We wanted to do this for our residents.”

Healthy Chino incorporates more of the city’s short-term wellness goals that include physical activity and nutrition education, said Liguori, while the new General Plan chapter focuses on longer-term projects such as changes to land use and transportation.

Both types of goals work together to create what Liguori describes as “an enhanced sense of community” with neighborhood parks and community centers that bring people together for recreation and social gatherings. The future Chino will be more bicycle and pedestrian-friendly, he said, to reduce dependence on the automobile for personal travel.

Chino kids climbing wall.

In the five years since its inception, Healthy Chino has created a network of wellness partners — school districts, hospitals, medical professionals, the YMCA — that offer fitness classes, walking groups, free health screenings and nutrition education. Chino has a thriving community garden, and a Farmers’ Market has offered fresh produce since 2006.

The city is also collaborating with local school districts to ensure that schools have healthy drinking water and better-quality food choices in school vending machines.

The YMCA is Healthy Chino’s main community partner. It sponsors fitness programs and, in collaboration with local hospitals and medical professionals who donate their expertise, a yearly Family Fitness Day with free cholesterol, blood pressure and other medical screening tests.

“We’ve been with them since the beginning,” said Kasey Powderly, healthy lifestyles director for the Chino Valley YMCA. “We work with a lot of grants together, and we’re also involved because we have a partnership with the school districts. We go in and teach fitness to preschoolers, one-half hour of crafts, one-half hour of fitness.”

Healthy Chino dances.

Younger children look forward to the games and activities that encourage walking, like the Penguin Race, said Powderly. They even get competitive and try to see who can walk the most steps. It doesn’t really matter what the activity is, she said, as long as the kids are walking. “Doing simple, silly stuff — you’re moving.”

The children’s programs are essential, said Powderly, but the city’s goal is to get each of its neighborhoods to begin some kind of physical activity. “It’s trying to encourage neighborhood leadership so families will get out and walk.”

“We’re very fortunate in the city of Chino to have the city, the school and the YMCA that can work together,” she said. Exercise is important for residents of all ages, and the shared resources of city partners help the city reach as many residents as possible with the wellness message.

“One of our most successful programs now is our Chino Walks KIDS program,” said Reich. An after-school program modeled on the adult Chino Walks club, KIDS is now active in two middle schools and six elementary schools. Meetings center on walking and nutrition education; students learn about good nutrition by playing “Deal Me In,” a colorful food and fitness card game developed by the Dairy Council of California.

In its pilot year in 2009, KIDS students walked over 1,300 miles to surpass their goal of walking to the Golden Gate Bridge. From January to May of this year, the 450 student members walked more than 3,000 miles. Students worked to increase their step count by 25 percent from their January baseline. The KIDS students have pedometers to track their progress from day to day, said Reich, and it’s a great incentive for them.

Healthy Chino flower tent.

This year’s KIDS kickoff event began on September 30. Reich isn’t sure of the KIDS destination this school year, but she’s sure it will be an ambitious one, perhaps something as intangible as the future.

“If we can develop healthy lifestyles for them when they’re young they can take it into adulthood,” she said. “They can take it home to their parents.”

 

A beach town moves to a wellness beat

By Margaret T. Simpson

Can a city redefine itself through health and wellness? Long Beach wants to try, and its residents are the reason. The city is the voice of the people, and the people want pedestrian-friendly streets, bicycle lanes, grocery stores and cooking seminars.

Wellness doesn’t come cheap, but Long Beach is hoping its ambitious portfolio of grants and innovative programs will attract new funders eager to participate in this urban laboratory that recently hired its own Bike Ambassador, Olympic cyclist Tony Cruz.

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“We’re going back to our roots as a beach town rather than trying to be a miniature Los Angeles,” said Charles Gandy, mobility coordinator for the city’s bicycle initiative. Gandy, a cycling consultant and urban design expert, was hired as part of the city’s PLACE grant, funded by the Los Angeles County Public Health Department, to promote bicycling and walking throughout the city and to help finalize the city’s Bicycle Master Plan.

The city is also developing a separate wellness chapter for its General Plan and will incorporate “active living” principles into existing chapters.

It was a citizens’ project from the beginning, said Gandy. Residents who traveled to other cities wondered why Long Beach couldn’t promote bicycling and walking to reduce pollution and congestion in their city.

“They’ve been to New York, Seattle, Portland, Copenhagen, Paris,” said Gandy. “They’ve seen that bikes can be built into the street infrastructure to improve safety and encourage more people to ride. Anyone who’s been out of Southern California knows this is being done.”

Completed projects to date include bicycle rental stations, the city’s first bicycle corral (an on-street bicycle parking area) and a bicycle-sharing program with California State University at Long Beach.

The city recently hosted the 2nd Street Sharrow Grand Opening in the Belmont Shores neighborhood. A “sharrow” is a street lane that can be shared by both bicycles and vehicles. The Long Beach sharrow is a 6-foot wide green striped lane painted mid-street, the only one of its kind on the West Coast.

Slide09With $20 million in grant funding for 19 transportation and mobility projects, the Department of Public Works has added education, assessment and training activities onto its traditional roles of planning and engineering.

“As a land use planner, healthy communities and sustainability aren’t things we talked about before, but they’ve become central to the quality of life in the city,” said Steve Gerhardt, senior planner.

Gerhardt conducts the Walkability Initiative in North Long Beach, a low-income area served by many of the city’s public health programs. A central component is the neighborhood survey, he said, walking with residents to look at on-foot impediments and listening to their needs: We need a better crosswalk here; we try to reach the post office this way.

The one-on-one contact with residents has paid off. “They’re starting to understand the connection between the built environment and how we live,” he said.

Another key project is the Vista Bike Boulevard connecting elementary and middle schools at each end of the street. The city plans to construct a series of traffic circles, or roundabouts, to slow traffic and provide more direct bicycle routes to schools. “We did a lot of outreach,” said Gerhardt. “We started out with five traffic circles but ended up with eight traffic circles. Everyone wanted a traffic circle.”

Gerhardt said the biggest fear he encounters is fear of having too much bike traffic: You’re going to send a lot of people on bikes down my street. But with education and outreach, “things have really turned around. People weren’t in favor of a bike lane going into the Bluff Heights Neighborhood,” he said. “A few years later, they appreciate the bike path.”

As one of three city public health departments in the state (the other two are Berkeley and Pasadena), the Department of Health and Human Services designs wellness programs for many of Long Beach’s unique populations, said Ronald R. Arias, director of the Department since 2000. “It has provided us with an incredible entrée into the community,” he said.

Most DHHS programs are grant-funded, said Arias, and the city can often target underserved, high-risk groups that suffer from the city’s most severe health problems: diabetes, obesity and lack of healthy food resources.

One of the most successful programs is the Diabetes Prevention and Management Program, with primary funding from the California Endowment. “We worked with targeted communities the last three years focused on the Hispanic/Latino community,” said Arias.

“One of the positive outcomes has eliminated visits to the Emergency Room for the over 800 who participated in these classes in the past several years,” he said. “We’ve also connected them with a medical doctor so they could avoid Emergency Room visits.”

Reduction of Long Beach’s child obesity rate, almost 23 percent in a 2004-2005 health survey, is a priority for Arias. “We have some extra success stories where young people between 10 and 13 years were on the brink of developing diabetes, but after participating in the program, they were no longer in the risk category,” he said.

Long Beach established the Childhood Obesity Prevention and Advocacy Program (COPA) in 2007 with a grant from the Miller Foundation. Working in collaboration with local schools, the YMCA and Boys and Girls Club, the city organized parent groups into COPA partners. Saturday morning meetings target healthy-living strategies that include the importance of immunizations and healthy food choices.

“A real cool outcome of this program has been the crying-out from the community participants that they don’t have access to healthy food products,” said Arias. The COPA program has been focused in North Long Beach where most families do not have a supermarket within a 2-mile radius.

Through its Neighborhood Store Partnership, the DHHS works with residents, mostly moms, said Arias, to advocate for better quality food in the corner stores and small convenience stores where they shop. The city conducts store assessments and provides color-coded labels to educate residents about fat content and calories. “For working parents it is a very good tool,” he said.

Other popular wellness options include cooking classes for parents and teens through Healthy Active Long Beach and the Junior Beach Runners Program, a one-mile children’s run in the annual Long Beach Marathon.

The bottom line for successful wellness programs is consistent funding, said Arias, who has been involved in advocacy and policy development for 35 years. Grant funding is time-limited, and in the current economy California cities are reluctant to use their General Fund monies for wellness and public health projects.

“Until we get sustainable funding from either a federal source that goes through the states, or more likely through the initiative process, we’re going to be struggling with a patchwork of programs and efforts,” said Arias. “Many of them will be wildly successful, but when the funding goes away, the projects go away.”

 

A city learns to market wellness

By Margaret T. Simpson

Veronica Meza, recreation specialist for the El Monte Parks and Recreation Department, leads members of the Arceo Walking Club on their morning walk through a rectangular route of familiar city streets. Meza begins each walk with warm-up exercises and ends with a series of cool-down movements. The walkers, most of them middle-aged adults, some with young children, are enthusiastic about this new wellness activity in their city.

“They really like coming out and being a part of it,” said Meza. “Having a leader motivates them.”

The 1.1 mile walking route, named for its anchor location in Arceo Park, opened in October 2009 as the first project in El Monte’s health and wellness initiative, known as Healthy El Monte. Community participation remains strong as the walking program nears its one-year anniversary.

“There are over 300 members of the Arceo Walking Club now,” said Alexander Chan, El Monte’s planning services manager. “We have a group of dedicated walkers.”

Map of the Arceo walking route in El Monte, Ca.

Like a pebble dropped in a pond, the Arceo Walk project has had a ripple effect in El Monte.

“We’ve gotten a large amount of interest from people who don’t live near the Arceo Walk neighborhood,” said Chan. “They want a walking route in their neighborhood.”

The wellness team is taking the walking club concept to other city parks, said Arpiné Shakhbandaryan, M.P.H., the city’s health and wellness coordinator. “We have been surveying and asking for feedback on where residents would like it to be located,” she said. The park connection is vital, she believes, because a walking path is designed to maximize the value of open space, and it links recreation with an enjoyable social activity.

A grant from the Center for Civic Partnership (through its California Healthy Cities and Communities Program) funded the purchase of t-shirts, pedometers and promotional materials for the Arceo Walking Club as well as salaries for designated recreation leaders like Veronica Meza. The grant has also subsidized bus trips to Griffith Park and the Rose Bowl to show residents examples of other, larger parks in the area. The CCP has designated El Monte a California Healthy City for its health and wellness initiative.

“The walking path was fairly low-cost,” said Chan. The $25,000 project included the route design, unique signage on the walk path, landscaping and minor site improvements. “With a really small investment in terms of finance and resources, we were able to create a highly-utilized amenity,” he said.

Healthy El Monte, funded in 2007 by a three-year PLACE grant (Policies for Livable, Active Communities and Environments) from the Los Angeles County Public Health Department, is part of the city’s long-range goal to improve the health of its residents.

The Arceo Walking Club, on the move.

In El Monte, a San Gabriel Valley city with multiple health and environmental challenges, high rates of obesity and diabetes coexist with high poverty levels. Two major freeways (Interstates 10 and 605) intersect and funnel heavy traffic through city streets. Almost 70 percent of the city is hardscape, an impenetrable network of concrete and asphalt surface that discourages recreational walking. The city is heavily industrialized with the Alameda rail corridor line, a Superfund site and the San Gabriel Valley’s major bus terminal.

“Our city is a built-out city. We’re very park poor, we’re on the low side of parks per resident,” said Chan. “We’re severely impacted by deficiencies in infrastructure on both a city level and a regional level.”

Thirty percent of El Monte’s residents don’t own cars, and many shop for groceries at corner liquor stores or convenience markets — what Chan calls “mom and pop” stores — that stock more alcoholic beverages and candy than nutritious food.

“In a city of approximately 125,000 residents, we don’t have a brand-name supermarket located within the city,” he said.

El Monte’s wellness initiative incorporates a new public health awareness of the relationship between environment and health, said Shakhbandaryan. In the past, wellness policies were based on changing a person’s behavior or motivation and on the assumption that healthy choices are easy choices.

“But how can an individual change their behavior if their environment is counter-productive, if there is no place for them to get recreational activity or shop for healthy food?” she said.

Now that the Arceo Walking Club is established, Shakhbandaryan and Chan will focus their energies on what Chan describes as the “less tangible,” but no less important, aspects of community wellness. Their first priority is the design of healthy-food strategies for local convenience stores.

If the Healthy El Monte program offers marketing incentives on a larger scale, said Shakhbandaryan, it may persuade more local convenience stores to upgrade their food inventories.

The Arceo Walking Club visits the Rose Bowl.

“Given the trend in obesity prevention, that’s a highly favored status,” she said. “We see that as a potential marketing strategy. You change one store and market them appropriately; you hope others will follow. If you just educate the owners about how their products affect people’s health, they become motivated themselves.”

Chan and other city officials continue to finalize the draft of the Wellness Initiative element for inclusion in the General Plan later this year. Chan is confident about public support for this policy upgrade based upon favorable input from residents in earlier public hearings.

“Even on some of the more far-reaching policies that we’re looking to adopt that we’ve funneled through our stakeholder groups, the response has been overwhelmingly positive,” he said. “There really hasn’t been to date anyone who’s given negative feedback.”

From Chan’s experience with city government and politics, that’s unheard of. It’s a harbinger of good things in the future for Healthy El Monte.

 

City tries to clean up, green up, alleys in Southeast LA

By Megan Baier,
HealthyCal.org correspondent

The Community Redevelopment Agency of the City of Los Angeles is beginning a new kind of community health project—clean up the dirty and dangerous alleys that surround the apartment complexes throughout South East LA and turn them into safe, useable spaces for residents to exercise and grow gardens.

The project is just one of many that is funded by a $16 million grant the Los Angeles County Department of Public Health won from the federal economic stimulus package to increase the quality of life and access to healthy food and exercise for Los Angeles County residents.

“What we’re doing in these projects is trying to reduce disparities, focusing on the disadvantaged communities,” said Dr. Jonathon Fielding, the director of the Los Angeles County Department of Public Health.

South East LA residents have the highest rates of heart disease, diabetes, and obesity in the county.

The Community Redevelopment Agency is trying to encourage active and healthy lifestyles by transforming alleyways to safe and useful space for residents. By mapping out the networks of alleys throughout South East LA and routes that lead to schools, groceries, and parks, CRA believes it can strategically clean up the most accessible routes.

Once the city clears away the trash that congests the alleys, installs new lighting and permeable roads, and maps of the alleys, residents will be able to walk safely to their destinations instead of driving. The community will be “reusing this dead space,” said Jenny Scanlin, a project coordinator with CRA.

CRA is installing circuit training equipment and benches so that in addition to safe walkways, the alleys can serve as a place for residents to exercise for free, Scanlin said.

Since residents in the surrounding buildings live in apartments, there is little space for them to grow gardens. CRA wants to change that by building vertical gardens and vegetation on alley walls.

Vertical gardens can be easily built by hanging fencing on a wall and growing vegetables in sacks that hang from the fence.

Scanlin is working with CRA to assess where community interests lie.

The residents, she said, need to “keep eyes on the alleys.” It is easy to build exercise equipment, clean the trash out, and build gardens, but it is more difficult to develop interest in maintaining the changes.

 

Carson, Tongan Center, expand anti-tobacco programs

By Megan Baier,
HealthyCal.org correspondent

The Tongan Community Service Center in Los Angeles is working with the city of Carson to develop anti-tobacco policies with federal stimulus money in an effort to reduce the incidence of asthma and other diseases related to smoking and poor air quality.

Carson is one of the most heavily trafficked areas in California, with three majors freeways running directly through the city and two others nearby. The Environmental Protection Agency rated Carson’s air quality as among the worst in nation.

Poor air quality and smoking or second hand smoke are known to increase the incidence of asthma, heart disease, lung cancer, and many other health conditions. That’s prompted community interest in policies that can improve air quality and community health.

The economic stimulus package gave out $143 million in tobacco prevention grants to work with cities on policies and educational campaigns in an effort to stop people from smoking.

The Los Angeles County Department of Public Health won a $16 million grant to invest in tobacco prevention throughout the county. The Tongan Community Service Center is one of many local non-profit agencies that is implementing prevention campaigns under the supervision of the Los Angeles County Department of Public Health.

The TCSC will work with the community members and local politicians to develop policies and implement them, with the goal of raising awareness of the health risks of tobacco and discourage its use.

Currently, the TCSC is taking inventory of local needs by reaching out to different groups in Carson—senior centers, churches, schools, recreation centers, as well as local businesses and survey the community on the policies they would like to see implemented.

“We’re building coalitions of local stakeholders,” Brian Hui, project coordinator for TCSC said.

Hui, said it is important to make sure all stakeholders are involved in the policy making process and that the policies, “beat with the pulse of the community.”

In addition to tobacco prevention TCSC provides a wide range of services to the Tongan community, a small group of Asian Pacific Islander immigrants in Los Angeles.

“We engage a lot in the health care continuum,” Hui said.

TCSC helps people navigate the health care system by providing community members with interpretation
services, education on Medical benefits, and educates people on the importance of regular screenings for diseases like breast and cervical cancer.

In addition, TCSC sponsors health fairs, Tongan language classes, and after school exercise and tutoring programs.

 

Teens work toward peace in Pasadena’s ‘Culture Shock’ program

By Margaret T. Simpson

In 2008, youth workers knew something was wrong in Pasadena’s public high schools. Warring teen groups and gang members staged frequent fights that resulted in police intervention and arrests. Ongoing racial and ethnic hostility, including the deaths of 10 young men in gang-related shootings in 2007, added to the tension for teens living and studying in Pasadena.

Students were pressured and polarized by cliques and gangs that vied for control of student loyalties and friendships.

“Students can’t talk to each other because they’re in different races,” said Christy Zamani, executive director of Day One, a local drug prevention and youth advocacy program. “They can’t mix races. They’re getting bullied for talking to one another.”

Ashley Phillips, outreach coordinator for the YWCA Pasadena-Foothill Valley, said on-school conflicts are a source of emotional distress for many teens.

“I think a lot of students feel really lonely,” she said. “If you try and bring somebody into your group, you put yourself at risk, you put yourself on the line to be chastised and shamed. Bullying is extreme.”

Dismayed by a teen culture based on intolerance and stereotypes, directors of local nonprofit youth programs designed Culture Shock, a week-long summer workshop that teaches conflict resolution and leadership skills to teens ages 13-17 from Pasadena’s public and private high schools.

“It was born out of our experiences as youth workers here in Pasadena,” said Dr. Steve Wiebe, executive director of New Vision Partners, one of the faith-based sponsors of Culture Shock.

“We’ve had our share of youth violence and ethnic tensions in Pasadena,” he said. “This is really a change for us as a longer-term goal. We would like to prevent violence and help build the community here in Pasadena.”

Pasadena teens that were part of the Culture Shock summer program learned what they had in common with kids from other schools and ethnic groups.

In addition to New Vision Partners, Day One and the YWCA, other sponsors of this summer’s Culture Shock are community nonprofits (some faith-based) with a history of successful community outreach and peacemaking programs: All Saints Church, Western Justice Center, The California Conference for Equality and Justice (CCEJ) and The Flintridge Center.

Last week, 25 high-school students attended the third annual Culture Shock in a spacious conference center at All Saints Church in mid-town Pasadena. The four-day workshop, led by trainers from CCEJ, combined lectures, interactive exercises and informal discussions to explore the concepts of stereotyping, identity and conflict resolution in schools and communities. For lunch, students and trainers were treated to a variety of cuisines, including Japanese, Soul Food and Tibetan, catered by local restaurants.

“Students who participated in Culture Shock represented a variety of cultures, races, different neighborhoods, both private and public schools,” said Kimmy Maniquis, CCEJ program specialist and trainer.

Maniquis said the goal was to give students skills to communicate across cultural barriers. “By culture, we mean anything — social, racial, gender,” she said.

Barriers also include economic class and which school a student attends. “There’s a gap between public and private school students,” said Dr. Wiebe. “We have a huge private school population, close to 8,000. It’s a huge issue here in the city.”

Students were encouraged to examine their beliefs about other cultures, said Zamani. “We asked questions: What are these stereotypes? How do we empower these stereotypes with our behaviors? Because these are not all true,” she said.

For Hayden Betts, 16, the interactive exercises and personal sharing sessions helped close a gap between theory and reality. “As soon as we talk about personal things it gets more real,” he said. “It has been pounded into us — equality, diversity — but when it works it can be really touching.”

Learning about the roots of bias and prejudice was useful for Kayli Dimacali, 14. “This gives me a wider perspective on why things happen between people. It’s teaching me more about conflict,” she said.

“It’s knowing more about prejudice and stereotypes,” said Brianna Gitchuway, 15. For Kalisha Boykin, 14, “It’s showing me a different way of looking at things.”

The Diversity Stand-Up exercise was a favorite of Saige Spence, 15. Students sit in a circle while the trainer reads a series of statements about culture, race or identity. When a statement “fits,” the student stands up. “We’re learning about different cultures. You find out that they’re a lot like you,” she said.

“We learned how you can hurt people’s feelings and about people who have judgment problems,” said Max Rahn, 15. “If more people grew up with the right point of view there’d be fewer problems.”

Knowing that other students have shared your personal experiences was the breakthrough for Denisha Ross, 16. “I feel relieved,” she said.

The Privilege Walk is an interactive activity that asked students to step forward or backward based upon a set of 50 questions about race, gender and family of origin. (“Did you grow up in a family with 50 or more books at home? Do you see drug dealing and prostitution where you live?”) As students changed position their relationship status changed as well.

“We all ended up in the same place,” said Ashley Mercado, 15. “It didn’t matter where you came from.”

The long-term goal for Culture Shock sponsors is to develop community leaders by building an alumni base of student graduates. Through a series of community projects and human relations training, alumni can return as peer coaches to the next group of Culture Shock participants. With stronger ties to friends, family and neighborhoods, sponsors believe Pasadena can be a more peaceful place to live.

“When kids are able to have an experience of respect and compassion through Culture Shock, they grow to be young adults that are an amazing voice for justice and respect,” said Phillips.

Zamani said this summer’s graduates are keeping in touch by texting and Facebooking each other.

“The students got an opportunity to interact with each other on so many different levels,” she said. “It’s really cool to watch them transform. The goal is that with the newfound awareness they’ll take that back to their schools and help us build more peace in their community.”

 

El Monte Links Health and Wellness to New “Tree Power” Project

By Margaret T. Simpson

The city of El Monte is changing the health of its residents by changing the landscape. With the help of its nonprofit partner Amigos de los Rios (Friends of the Rivers) and 740 new trees, El Monte is creating an urban forest to remedy its unique environmental and health challenges.

“The City of El Monte has wholeheartedly launched into a vision of an urban forestry plan,” said Claire Robinson, managing director of Altadena-based Amigos and the Tree Power Project.

Tree Power is a key component of the city’s new Health and Wellness Initiative that promotes safe, open spaces and a pedestrian-centered community.

In September, Amigos will begin siting and planting California sycamores and coast live oaks on the city’s most heavily-trafficked streets.

Community input in the project has been essential from the beginning. A grant funded a partial inventory of existing trees, and residents were hired and trained to use a GPS indicator to identify tree species, measure height and record diameter. In a city where 37 percent of households earn less than $25,000 per year, finding jobs, even if temporary, was an added benefit of the project.

Children’s workshops helped Amigos involve families in the Tree Power project.

“Many kids have helped,” said El Monte resident Maria Torres, a student at Rio Hondo Community College. “They seemed excited about it.” Torres worked with local children to draw pictures of their favorite trees and plants and identify existing trees.

“The city was very supportive of hiring local families to do the index,” said Robinson. “It was a very unusual, special partnership that the city allowed.”

Robinson, an architect and urban planner who has taught at Harvard and the Rhode Island School of Design, said trees are essential to mitigate the high levels of pollution from excess freeway and street traffic, local industry, quarries and an EPA Superfund site. Two interstate freeways (I-10 and I-605) bisect the city; more than 9,000 vehicles per hour pass through El Monte on the I-10 alone.

Almost 70 percent El Monte’s surface is hardscape: impermeable roadways, sidewalks and concrete that channel contaminated runoff and cause flooding in winter storms. These unshaded areas also concentrate heat during summer months when temperatures range from 90 to 112 degrees Fahrenheit.

Thirty percent of El Monte’s residents lack cars, and pedestrians walk daily through “asphalt belts” that provide no barriers to traffic and lack aesthetic appeal to encourage recreational walking and exercise.

A 2003 study by the Los Angeles County Department of Health Services revealed that over 65 percent of El Monte’s population is overweight or obese and 34 percent of residents feel the city is unsafe and lacks easy access to recreation resources and parks.

“Children and students are really facing challenges getting to school,” said Robinson. “Trees were the number one component that would make them feel they have a safe route. They’re a buffer between traffic, they create shade, they’re friendly.”

Tree canopies absorb carbon dioxide and other pollutants and convert carbon into oxygen. Trees also provide shade that can lower ambient temperatures of hardscape areas. A tree’s root system absorbs runoff, lessens flooding and stabilizes moisture in the soil.

“We’re trying programs that take back the sidewalks, take back our arterials and provide green spaces within a very built-up community,” said Alexander Chan, planning services manager for El Monte.

“We’re at the nexus of all these problems,” he said. “This is one way to create a solution through natural systems.”

Because El Monte lacks adequate outdoor spaces, said Chan, planting new trees will help alleviate some of the chronic conditions that affect the residents and add an aesthetic element that is lacking in many of the city’s commercial and residential areas.

“The entire city is park-poor,” he said. “The accepted standard is three acres per parkland per every three residents; what we currently have is below 0.5 acres.”

In addition to the tree planting, Amigos will install 15 permanent outdoor kiosks to monitor tree temperature and weather and serve as public education centers about the urban forest concept.

Funding for the Tree Power project is provided by the Air Quality Management District, CalTrans and the California Department of Forestry with additional matching grants from the El Monte City Council and Von’s Credit Union.

Local high school students will be hired to survey and plant the trees. Amigos will provide training in habitat maintenance and tree installation; this is consistent with its vision to bring income and marketable skills to the community.

Robinson is optimistic about the outcome of Tree Power. She believes a sustainable urban forest is not only possible but essential to the city’s future.

“Given the economic environment, trees might seem a luxury,” she said. “But we’re coming to understand they’re a necessity.”

 
 
 

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