View source for Work-Life Balance Leadership: Barbara Rubel’s Model for Helping Professions

<html><p> Helping professionals live with the tension of two clocks. One clock runs fast with emergencies, midnight shifts, back-to-back intakes, and a streak of crisis calls that blur the edges of a week. The other clock, the human one, runs on family rhythms, sleep cycles, and moments of quiet that restore a sense of self. The challenge is not only finding time for both, but holding purpose without burning out. Barbara Rubel’s model of work-life balance leadership meets that challenge head on, especially where vicarious trauma and secondary trauma live: in health care, behavioral health, victim services, social services, education, law enforcement, chaplaincy, and emergency response.</p> <p> Rubel’s voice is distinctive because it blends theory with pragmatic strategies born from decades working with high-exposure teams. She connects dots often left unconnected. People do not leave these professions because they care too little. They leave because the cost of caring goes unmeasured, unmanaged, and unled. In her approach, leaders take responsibility for the ecosystem that shapes the experience of care, and they do it with trauma informed care principles, plain-language metrics, and daily practices that sustain capacity. This is not a bubble bath prescription. It is a leadership model that addresses the operational realities that wear people down.</p> <h2> The cost of caring, defined and tracked</h2> <p> Compassion fatigue and vicarious traumatization often get tossed around as synonyms. They are not. Compassion fatigue shows up as a gradual erosion of empathy and patience when you are saturated with suffering and do not have the recovery time to metabolize it. Vicarious trauma is the internal shift that happens when exposure to trauma narratives and images changes your beliefs about the world, safety, and control. Secondary trauma typically refers to post-traumatic stress symptoms that arise from indirect exposure. Each carries different operational implications. Leaders who separate them can actually intervene.</p><p> <iframe  src="<iframe width=" 560"="" height="315" title="YouTube video player" frameborder="0" allow="accelerometer; autoplay; clipboard-write; encrypted-media; gyroscope; picture-in-picture; web-share" referrerpolicy="strict-origin-when-cross-origin" allowfullscreen="" ></iframe>" width="560" height="315" style="border: none;" allowfullscreen></p> <p> I once worked with a county crisis team where the director assumed turnover was a “millennial problem.” Exit interviews told a different story. Staff described replayed homicide scenes, a sense that nowhere was safe, and sleep that broke at 3 a.m. For two clinicians, the trigger was not the trauma content itself, but the lack of control created by chaotic scheduling and last-minute demands. When we mapped the week, the average caseload looked reasonable on paper, yet the distribution stacked hot calls in the last three hours of the day. No one had a clean psychological end to the shift. Fixing that pattern reduced sick days within three months by over a third. The lesson matched Rubel’s: measure what matters at the level of lived experience.</p> <p> Rubel encourages leaders to track signals that mirror the human load rather than only the institutional one. Overtime hours and headcount matter, but they do not capture anticipatory dread or moral distress. Survey frequency needs to balance honesty with fatigue. Twice-yearly pulse checks can work if they combine short, behaviorally anchored items with one open-ended question that invites narrative rather than checkbox complaints. The qualitative responses often hold clues about meaning loss, cognitive overwhelm, or team microstresses that never show up in HR reports.</p> <h2> Trauma informed care as a leadership posture</h2> <p> Trauma informed care is not a technique. It is a posture that recognizes how power, predictability, and choice influence safety. When leaders adopt that posture within the workforce, not only toward clients, the culture changes. Rubel frames this as relationship-centered leadership where transparency and voice are not add-ons, they are the operating system. Staff who routinely witness human pain need a predictable internal environment to anchor them.</p> <p> Consider the poignant irony that many agencies teach grounding exercises to clients while running staff meetings that leave people ungrounded. The mismatch breeds cynicism. Making meetings trauma informed looks ordinary on the surface: agendas sent ahead, expected emotional content named, time boundaries kept. Yet these small acts restore control to people who spend large portions of the day navigating uncontrollable situations. Over time, predictability is not trivial, it is protective.</p> <p> Choice is the second pillar. The more exposure a role carries, the more latitude the person needs to shift the dial on that exposure. Rubel advocates rotation systems that are not punishment or reward, but a normal rhythm. A forensic nurse may alternate SANE exams with general duties. A child-protection investigator might take three months of complex cases followed by a month of training and lower-intensity tasks. Where staff numbers are thin, rotation can still exist at a micro level: on-duty debrief time blocked after difficult cases, a charting window protected by policy, or a practice of pairing newer staff with a veteran whose presence reduces cognitive load.</p> <p> Safety rounds out the triad. Psychological safety depends on leaders who model fallibility and invite candor. In teams with high exposure to loss, candor must extend to emotions that feel risky to admit, like anger, numbness, or disgust. If leaders treat those as moral failures, staff hide them until they leak as errors, sarcasm, or attrition. The teams that retain their people tell the truth about the interior life of helping.</p><p> <iframe  src="https://va.media.tumblr.com/tumblr_r7b9wwDgpj1yfodx2.mp4" width="560" height="315" style="border: none;" allowfullscreen="" ></iframe></p> <h2> The work-life balance trap and a better frame</h2> <p> Work-life balance often becomes a zero-sum equation that makes caregivers feel they are failing at both. Rubel reframes balance as rhythm and fit. Rhythm acknowledges that certain seasons surge. Fit recognizes that not every method of recovery works for every person. A clinician who decompresses through distance runs may not benefit from yoga, while a detective with knee problems might prefer a 20-minute porch coffee with a neighbor. This is not indulgence talk. People return stronger when their recovery aligns with their temperament and body.</p> <p> Where leaders go wrong is outsourcing balance to the employee while designing workloads that defeat it. If a schedule creates chronic unpredictability, individual strategies cannot overcome it. When organizations shift, individuals can use their agency. Rubel often brings in straightforward, behavioral steps that lower the activation energy for recovery. Ten minutes protected for transition after the last client. A weekly, non-cancellable appointment with sunlight, even if only a walk around the building. Boundaries on after-hours messaging unless true emergencies exist, paired with clear definitions of emergency to remove ambiguity.</p> <p> As a keynote speaker, Rubel is known for translating these ideas into crisp moves leaders can implement in a month, not a year. Her talks mix research with stories that ring true to anyone who has sat with survivors or carried a radio.</p> <h2> A candid look at vicarious trauma, close up</h2> <p> I remember a therapist who loved her job and started dreaming in her clients’ voices. She did not feel burned out, exactly. She felt permeable. On paper, she had all the protective factors: experience, supportive supervision, and a reasonable caseload. What she lacked was permission to be affected without performing resilience. Once she stopped pretending, her supervisor adjusted expectations. They added ten-minute pauses between intense sessions and trimmed documentation requirements that had ballooned. In six weeks, the dreams subsided. She did not need a sabbatical. She needed a less porous day.</p> <p> This pattern appears across helping professions. Vicarious traumatization shifts a practitioner’s cognitive schema in quiet ways: a nurse starts scanning every restaurant for exits, a counselor double-checks locks three times, a victim advocate becomes hypervigilant in parking lots. These are human reactions to repeated proximity to danger and loss. Workplaces that honor the reaction reduce shame and keep skilled people in the field.</p> <p> Rubel’s model never shames normal adaptations. Instead, it pairs acknowledgement with skill building. Grounding and orienting techniques are a baseline. More interesting is the strategic use of meaning making. Teams that regularly name the good they witness, not as cheerleading but as a reality check, experience less cynicism. Celebrate a reunification that took eight months, a <a href="https://en.search.wordpress.com/?src=organic&q=Compassion fatigue speaker"><em>Compassion fatigue speaker</em></a> teenager who returned to school, a client who slept through the night for the first time in years. These markers replenish a depleted sense of impact.</p> <h2> The role of supervisors, calibrated for the load</h2> <p> Supervisors carry their own exposure and often get the least support. They hear the worst of the day, then take the heat for every decision that tries to make the system function. Rubel’s advice is specific: structure supervision for containment and growth, not only compliance. That means regular, private, scheduled time, even if short, where case content and personhood both get airtime. It also means competence refreshers. No one should supervise trauma-heavy work without training in secondary trauma responses, boundaries, and crisis debriefing etiquette.</p> <p> A small adjustment makes a big difference: separate performance reviews from well-being conversations. Staff will not disclose the truth of their inner state if the same meeting determines their raise. Pair a quarterly performance conversation with a different monthly check-in focused on capacity, strain, and resource needs. Track trends. If a strong clinician’s documentation starts slipping, ask first about load and health before assuming attitude. Early curiosity prevents late-stage exit interviews.</p> <p> Supervisors also need scripts they can trust when a team member shows signs of compassion fatigue. The conversation should normalize without minimizing. Try something like, “I am seeing signs that you are carrying a heavier emotional load. I want us to look at schedule, case mix, and recovery practices. This is part of the work, not a deficit in you.” That framing lowers defensiveness and opens the door to specific changes.</p> <h2> Building resiliency as a team sport</h2> <p> Resilience has been marketed as a personal virtue. In high-exposure disciplines, it is more accurately a shared capacity. Teams either create microhabits that restore function or microabrasions that erode it. Rubel’s model emphasizes that microhabits are not grand. A two-minute pair check after a tough call. A practice of stepping outside once per shift. A culture where humor is allowed but never at a victim’s expense. Consistency matters more than intensity. Occasional wellness events do not compensate for daily friction.</p><p> <iframe  src="https://www.google.com/maps/embed?pb=!1m18!1m12!1m3!1d24300.71909082509!2d-74.5716885385092!3d40.41793524534151!2m3!1f0!2f0!3f0!3m2!1i1024!2i768!4f13.1!3m3!1m2!1s0x89c3c30fec9b0c7f%3A0xf91d0b1445aaccce!2sGriefwork%20Center%2C%20Inc.!5e0!3m2!1sen!2sus!4v1772473742775!5m2!1sen!2sus" width="560" height="315" style="border: none;" allowfullscreen="" ></iframe></p> <p> Cross-training is undervalued as a resilience tool. When two or more people can cover a role, leaves and emergencies do not shatter the system. This gives people permission to rest. It also makes coverage predictable, which calms the nervous system. Predictability is the currency of safety.</p><p> <img  src="https://drive.google.com/file/d/1DF5LyAMmXFeY9W46chBVSX_lyIkP2Fu-/view?usp=drive_link.jpg" style="max-width:500px;height:auto;" ></img></p> <p> From a metrics standpoint, teams should track recovery windows with the same seriousness they track response times. If staff rarely get a full lunch or regularly work past shift end, that is a red flag. Some teams establish a “hard stop” practice where one person is responsible for nudging colleagues to wrap at the end of the day. The reminder is part of the job, not an individual’s self-care chore.</p> <h2> Organizational levers most leaders overlook</h2> <p> Three levers often go untouched because they live between departments.</p> <p> First, IT friction. Slow electronic health record systems, clunky report templates, and multiple logins create unnecessary cognitive load. The time lost is measurable, but the real cost is irritability that people then carry into patient or client encounters. An hour spent streamlining templates or removing duplicate data entry buys back energy. I have watched a team reclaim more than three hours per clinician per week by redesigning a single form to mirror actual conversation flow. People felt less split between screens and stories.</p> <p> Second, scheduling laws of motion. A schedule is a moral document. It signals what a workplace values. Are peak-intensity tasks clustered? Are back-to-back intakes common? Do night shifts roll into early-morning meetings? Leaders inherit legacy schedules and often assume they cannot change them. In practice, small adjustments create better recovery rhythms without reducing service. Lengthen transition blocks after high-likelihood trauma exposures. Stagger shifts to protect the early hours of sleep for those who work late. Use data to show that slightly longer handoffs reduce errors, which makes the case to executives who care about liability and outcomes.</p> <p> Third, reflective practice as standard, not fringe. Many professions treat reflective practice as optional supervision, squeezed in when time allows. Build it into the week, brief and reliable. Ten minutes at the end of a shift with a structured prompt reduces rumination. Asking, “What did I carry home in my body today?” sounds soft, but it prevents the hard outcomes of absenteeism and departures.</p> <h2> Training that sticks</h2> <p> Rubel’s strength as a speaker lies in crafting content that lands and stays. One-off trainings fade unless leaders design reinforcement loops. Adults learn by application, not lecture. The first loop is immediate translation. After a session on compassion fatigue, <a href="https://files.fm/u/9jaky5f84b">Vicarious trauma speaker</a> supervisors should host a short team huddle to decide one change they will test for a month. Keep it observable and limited. For example, agree to close laptops for the first five minutes after a high-intensity session and use that time to breathe, write a quick note, or walk. The second loop is visible tracking. Put a simple tally on a whiteboard or in a shared document. The third loop is recognition. When a team sustains the practice, name it and connect it to outcomes such as fewer charting errors or improved client satisfaction.</p><p> <img  src="https://drive.google.com/file/d/1NpFdlwfLXoIvS_dXfdUFG4AiSWGcE7VA/view?usp=drive_link.jpg" style="max-width:500px;height:auto;" ></img></p> <p> Organizations often ask for a checklist. Here is a concise one that reflects Rubel’s approach without pretending complexity does not exist.</p> <ul>  <li> Name and differentiate the risks: vicarious trauma, secondary trauma, and compassion fatigue require distinct responses.</li> <li> Calibrate schedules to intensity, not only volume, with built-in transition blocks after predictable high-impact events.</li> <li> Institutionalize brief, regular reflective practices and separate them from performance evaluations.</li> <li> Train supervisors in trauma informed leadership skills and give them scripts that normalize help-seeking.</li> <li> Track recovery metrics with the same rigor as productivity, and remove systemic friction like clunky documentation.</li> </ul> <h2> The ethics of staying</h2> <p> Work-life balance debates sometimes ignore the ethics embedded in staying or leaving. Helping professionals wrestle with guilt when they consider stepping back. Rubel’s model respects that tension and reframes it. Sustainability is not selfishness, it is stewardship. A burned-out clinician is not a neutral presence. Patients and clients sense it. Errors increase. Cynicism leaks. Taking a break, shifting roles, or reducing exposure can be the most ethical move for both practitioner and community.</p> <p> Leaders can make ethical staying possible by offering legitimate alternatives. Lateral moves should not be coded as demotions. Create pathways where people can retain pay and status while changing clinical focus, moving into training roles, or spending a year in quality improvement. One emergency department kept a cohort of seasoned nurses by formalizing a “respite year,” rotating them through triage education, equipment trials, and peer mentoring. When they returned to bedside care, they brought new skills and fresh energy. The program paid for itself in avoided turnover.</p> <h2> The edge cases most models miss</h2> <p> Not all teams face the same exposure. Rural programs adapt to small staff and long distances. Urban teams juggle density and complexity. In rural settings, cross-coverage is both essential and exhausting. Leaders can build resiliency by creating regional pools for coverage, sharing on-call among agencies, or using tele-supervision to reduce isolation. In dense urban settings, safety concerns outside the workplace matter. Partnering with security for safe parking and escorts is not a luxury. It signals that leadership sees the environment as part of the job.</p> <p> Another edge case involves identity and lived experience. Staff who share identities with the communities they serve can experience both deeper trust and heavier emotional labor. For example, a bilingual advocate may become the default interpreter even when it is not their role, doubling their exposure and cutting their recovery time. Rubel’s lens asks leaders to protect capacity by clarifying roles, compensating added labor, and distributing responsibility.</p><p> <iframe  src="https://www.tumblr.com/keynotespeaker1-blog/676195464802189313/for-more-information-on-compassion-fatigue-in" width="560" height="315" style="border: none;" allowfullscreen="" ></iframe></p> <p> Finally, early-career professionals arrive with idealism and limited shock absorbers. A structured ramp-up that gradually increases exposure while building skills prevents the steep drop from idealism to disillusionment. Pair them with mentors trained to discuss vicarious stress without romanticizing grit. The goal is not hardening, it is flexibility.</p> <h2> What success looks like</h2> <p> Changes in this space can feel soft until you look at the numbers and stories together. I worked with a victim services agency that implemented a set of Rubel-aligned shifts: predictable debriefs, a redesigned on-call rotation, and an explicit definition of emergencies during off-hours. Within six months, voluntary turnover fell from 28 percent to the low teens. Sick days dropped, and client follow-up rates improved. Staff described less dread on Sundays. Several said they were dreaming about normal life again, not only cases. The work did not get easier. They did not become less compassionate. The system started carrying its share of the load.</p> <p> Success also shows up in small moments. A case manager’s child stopped asking, “Are you still tired?” at dinner. A chaplain returned to singing with their community choir. A detective who had given up running laced up for a slow three miles without scanning every corner. These markers do not show up on dashboards, but they keep careers going.</p> <h2> The leader’s promise</h2> <p> Leadership in helping professions is a promise made to those who do the work: I will design a system that honors your humanity as much as your productivity. Barbara Rubel’s model gives language and structure to that promise. It teaches leaders to ask better questions, to measure what matters, to bring trauma informed care into the fabric of staffing and scheduling, and to normalize the interior costs of empathy. It shows how a keynote speaker can do more than motivate for a day. The right talk, followed by the right moves, shifts a culture.</p> <p> Work-life balance leadership is not an extra program. It is a way of running departments, clinics, shelters, classrooms, and units so that caring remains possible, even in contact with the hardest parts of human life. It accepts the reality of vicarious trauma and secondary trauma. It names compassion fatigue without making it a personal failing. It invests in building resiliency at the scale that matters: the hour, the shift, the week.</p> <p> The day is finite. The suffering is not. What leaders control is the quality of the hours inside their walls. Get that right, with humility and steadiness, and the work can last.</p><p> </p><p> </p><p>Name: Griefwork Center, Inc.<br>
Address: PO Box 5177, Kendall Park, NJ 08824, US<br>
Phone: +1 732-422-0400<br>
Website: https://www.griefworkcenter.com/<br>
Email: BarbaraRubel@griefworkcenter.com<br>
Hours: Mon–Fri 9:00 AM–4:00 PM<br>
Google Maps URL (GBP share): https://maps.app.goo.gl/CRamDp53YXZECkYd6<br>
Coordinates (LAT, LNG): 40.4179044, -74.551089 <br>
<br>
Social Profiles (canonical https)<br>
https://www.facebook.com/BarbaraRubelMA<br>
https://x.com/BarbaraRubel<br>
https://www.instagram.com/barbararubel/<br>
https://www.linkedin.com/in/barbararubel/<br>
https://www.youtube.com/MsBRubel<br>
https://www.pinterest.com/barbararubel/<br>
https://about.me/barbararubel<br>
https://linktr.ee/barbararubel<br><br>
<script type="application/ld+json">

  "@context": "https://schema.org",
  "@graph": &#91;
    
      "@type": "ProfessionalService",
      "@id": "https://www.griefworkcenter.com/#business",
      "name": "Griefwork Center, Inc.",
      "url": "https://www.griefworkcenter.com/",
      "telephone": "+17324220400",
      "email": "BarbaraRubel@griefworkcenter.com",
      "address": 
        "@type": "PostalAddress",
        "streetAddress": "PO Box 5177",
        "addressLocality": "Kendall Park",
        "addressRegion": "NJ",
        "postalCode": "08824",
        "addressCountry": "US"
      ,
      "openingHoursSpecification": &#91;
         "@type": "OpeningHoursSpecification", "dayOfWeek": "Monday", "opens": "09:00", "closes": "16:00" ,
         "@type": "OpeningHoursSpecification", "dayOfWeek": "Tuesday", "opens": "09:00", "closes": "16:00" ,
         "@type": "OpeningHoursSpecification", "dayOfWeek": "Wednesday", "opens": "09:00", "closes": "16:00" ,
         "@type": "OpeningHoursSpecification", "dayOfWeek": "Thursday", "opens": "09:00", "closes": "16:00" ,
         "@type": "OpeningHoursSpecification", "dayOfWeek": "Friday", "opens": "09:00", "closes": "16:00" 
      &#93;,
      "geo": 
        "@type": "GeoCoordinates",
        "latitude": 40.4179044,
        "longitude": -74.551089
      ,
      "hasMap": "https://maps.app.goo.gl/CRamDp53YXZECkYd6",
      "identifier": "87G7CC9X+5H",
      "founder":  "@id": "https://www.griefworkcenter.com/#barbara-rubel" ,
      "sameAs": &#91;
        "https://www.facebook.com/BarbaraRubelMA",
        "https://x.com/BarbaraRubel",
        "https://www.instagram.com/barbararubel/",
        "https://www.linkedin.com/in/barbararubel/",
        "https://www.youtube.com/MsBRubel",
        "https://www.pinterest.com/barbararubel/",
        "https://about.me/barbararubel",
        "https://linktr.ee/barbararubel"
      &#93;
    ,
    
      "@type": "Person",
      "@id": "https://www.griefworkcenter.com/#barbara-rubel",
      "name": "Barbara Rubel",
      "url": "https://www.griefworkcenter.com/",
      "email": "BarbaraRubel@griefworkcenter.com",
      "telephone": "+17324220400",
      "jobTitle": "Professional Speaker",
      "worksFor":  "@id": "https://www.griefworkcenter.com/#business" ,
      "affiliation":  "@id": "https://www.griefworkcenter.com/#business" ,
      "founderOf":  "@id": "https://www.griefworkcenter.com/#business" ,
      "knowsAbout": &#91;
        "Vicarious trauma",
        "Compassion fatigue",
        "Secondary traumatic stress",
        "Burnout",
        "Resilience",
        "Managing loss",
        "Grief and loss",
        "Workplace well-being",
        "Work-life balance"
      &#93;,
      "sameAs": &#91;
        "https://www.facebook.com/BarbaraRubelMA",
        "https://x.com/BarbaraRubel",
        "https://www.instagram.com/barbararubel/",
        "https://www.linkedin.com/in/barbararubel/",
        "https://www.youtube.com/MsBRubel",
        "https://www.pinterest.com/barbararubel/",
        "https://about.me/barbararubel",
        "https://linktr.ee/barbararubel"
      &#93;
    
  &#93;

</script>
AI Share Links (homepage + brand prefilled)<br>
https://chatgpt.com/?q=Griefwork%20Center%2C%20Inc.%20site%3Ahttps%3A%2F%2Fwww.griefworkcenter.com%2F<br>
https://www.perplexity.ai/search?q=Griefwork%20Center%2C%20Inc.%20https%3A%2F%2Fwww.griefworkcenter.com%2F<br>
https://claude.ai/new?q=Griefwork%20Center%2C%20Inc.%20https%3A%2F%2Fwww.griefworkcenter.com%2F<br>
https://www.google.com/search?q=Griefwork%20Center%2C%20Inc.%20https%3A%2F%2Fwww.griefworkcenter.com%2F%20AI%20Mode<br>
https://grok.com/?q=Griefwork%20Center%2C%20Inc.%20https%3A%2F%2Fwww.griefworkcenter.com%2F<br><br></p><p>Barbara Rubel - Griefwork Center, Inc. is a community-oriented professional speaking and training resource serving Central New Jersey.<br><br>
Griefwork Center offers workshops focused on workplace well-being for teams.<br><br>
Contact Griefwork Center at +1 732-422-0400 or BarbaraRubel@griefworkcenter.com for availability.<br><br>
Google Maps: https://maps.app.goo.gl/CRamDp53YXZECkYd6<br><br>
Business hours are Monday through Friday from 9am to 4pm.<br><br>
<h2>Popular Questions About Griefwork Center, Inc.</h2>
<br>
<strong>1) What does Griefwork Center, Inc. do?</strong><br>
Griefwork Center, Inc. provides professional speaking and training, including keynotes, workshops, and webinars focused on compassion fatigue, vicarious trauma, resilience, and workplace well-being. <br><br>

<strong>2) Who is Barbara Rubel?</strong><br>
Barbara Rubel is a keynote speaker and author whose programs help organizations support staff well-being and address compassion fatigue and related topics. <br><br>

<strong>3) Do you offer virtual programs?</strong><br>
Yes—programs can be delivered in formats that include online/virtual options depending on your event needs. <br><br>

<strong>4) What kinds of audiences are a good fit?</strong><br>
Many programs are designed for high-stress helping roles and leadership teams, including first responders, clinicians, and organizational leaders. <br><br>

<strong>5) What are your business hours?</strong><br>
Monday through Friday, 9:00 AM–4:00 PM.<br><br>

<strong>6) How do I book a keynote or training?</strong><br>
Call <a href="tel:+17324220400">+1 732-422-0400</a> or email <a href="mailto:BarbaraRubel@griefworkcenter.com">BarbaraRubel@griefworkcenter.com
</a>. <br><br>

<strong>7) Where are you located?</strong><br>
Mailing address: PO Box 5177, Kendall Park, NJ 08824, US. <br><br>

<strong>8) Contact Griefwork Center, Inc.</strong><br>
Call: <a href="tel:+17324220400">+1 732-422-0400</a><br>
Email: <a href="mailto:BarbaraRubel@griefworkcenter.com">BarbaraRubel@griefworkcenter.com
</a><br>
LinkedIn: https://www.linkedin.com/in/barbararubel/
<br>
YouTube: https://www.youtube.com/MsBRubel
<br><br>
<h2>Landmarks Near Kendall Park, NJ</h2> 
<br>
1.	Rutgers Gardens<br>
Directions: https://www.google.com/maps/dir/?api=1&origin=40.4179044,-74.551089&destination=Rutgers%20Gardens%2C%20New%20Jersey<br><br>
2.	Princeton University Campus<br>
Directions: https://www.google.com/maps/dir/?api=1&origin=40.4179044,-74.551089&destination=Princeton%20University%20Campus<br><br>
3.	Delaware & Raritan Canal State Park (D&R Canal Towpath)<br>
Directions: https://www.google.com/maps/dir/?api=1&origin=40.4179044,-74.551089&destination=Delaware%20and%20Raritan%20Canal%20State%20Park<br><br>
4.	Zimmerli Art Museum<br>
Directions: https://www.google.com/maps/dir/?api=1&origin=40.4179044,-74.551089&destination=Zimmerli%20Art%20Museum<br><br>
5.	Veterans Park (South Brunswick)<br>
Directions: https://www.google.com/maps/dir/?api=1&origin=40.4179044,-74.551089&destination=Veterans%20Park%20South%20Brunswick%20NJ<br><br>


</p></html>