<p> Carry in/ Carry out (CICO) policies have been used in front-country parks for a long time. According to the National Park Service (2013), &ldquo;trash free parks&rdquo; are ones that implement carry in and carry out policies; the manager of a park removes all or most of the garbage cans in hope of having park patrons carry out the refuse that they generate and dispose of it at home. Managers use this policy as a way to reduce the costs associated with hauling trash out of the park, and to deter patrons from leaving garbage in the park. Reducing the amount of trash clean up also gives the park staff the ability to focus on other operational needs and park projects. This study looks at the effectiveness of carry in/ carry out policies in federal parks, state parks, and NGO-managed lands by interviewing sixteen managers (n=16) of these areas in the Northeast. This exploratory study used grounded theory. Two strategies were used to collect data (online survey and phone interviews). Data was analyzed by coding. Results suggest that the number one barrier for getting visitors to comply with CICO policies is a lack of awareness about littering. The most common benefit for using a CICO system is to save money, followed by creating public awareness about the items brought into parks. This study found that 67% of NGO managers and 75% of federal managers think that CICO is an effective policy; state park managers were mixed on whether CICO policies are in fact effective. The one thing that federal, state, and NGO agencies agree on is that there is always litter to be picked up by staff or volunteers. The amount of that litter varied from park to park, and there does not seem to be one strategy that works for everyone.</p>

<p> The role of the national park ranger is to protect, conserve, and to provide for the enjoyment of our nation's heritage. Unfortunately, today's rangers are challenged with problems in the organizational leadership of the National Park Service. The agency is currently ranked in the bottom third of federal agencies in workplace health and leadership. </p><p> As some of the most visible leaders in the National Park Service, chief park rangers were queried through a descriptive qualitative design. The open-ended survey instrument was designed to answer the following two research questions: "Assuming that formal training in leadership influences successful leadership practice, what are the perceived results and outcomes of this training?" and "What are the factors, other than training, that influence an individual's desired practice of leadership?" A total of 29 chief park rangers of an eligible 51 chief park rangers in the Intermountain Region of the National Park Service responded to the survey conducted in January 2014. Their responses were categorized as to (a) the impact of the agency's training efforts on chief park rangers; (b) the barriers to the practice of leadership as experienced by chief park rangers; and (c) considerations for improvement in the leadership of the National Park Service. </p><p> The research concluded that training, although perceived to be limited in availability, was beneficial. However, training absent experience negatively influenced leadership practice. The predominant barriers to the desired practice of leadership were the lack of training, unfavorable organizational culture, and burdensome administrative practices. Although the survey was designed to focus on the issues of empowerment, fairness, senior leadership, and direct supervision, the respondents indicated that the barriers mentioned above were of primary concern rather than problems with these specific issues. The research suggested that the efforts of the National Park Service need to focus on enhancing leadership training program management and on initiating comprehensive reform of leadership practices to include active leadership development, enhanced accountability at all levels, and specific messaging from senior management. </p>