CANDIDATES FOR PRESIDENT-ELECT

Steve Cox, CPRP
Supervisor, Lee County Parks and Recreation
All response items below have been submitted and communicated exactly as they were written by the nominee. 

"To serve as President of an association that I am highly passionate about would be a true honor. If elected, I look forward to carrying on the work of previous boards, as well as taking on any challenges the Association may face in the coming years. Whether you are looking for educational opportunities or interested in the advocacy that is offered for the profession at the state level, there is no better Association one can be a part of than FRPA."

What does the field of Parks, Recreation, Conservation, Cultural Affairs, Arts, Leisure Services, etc., mean to you?
Parks and Recreation is more than a job that began in 1997. As a Certified Parks and Recreation professional, it is my role to ensure that we fulfill our duty to provide our community with a space where they can find a sense of belonging, create lasting memories, foster friendships, and cultivate healthy lifestyles. Creating an environment that encourages imagination, instills the belief that anything is achievable, promotes self-connection, social bonds, and a harmonious relationship with nature. Maintaining a treasured space for our community to relax and connect outside of their educational or professional commitments, providing a safe place where they can be themselves, all while ensuring responsible financial management of taxpayer funds.

What motivates you to be a Parks and Recreation professional?
What motivates me is the opportunity to actively participate in molding the experiences of our diverse visitors, regardless of their age or abilities. This involvement can take various forms, whether it's through team sports, unstructured play, fostering lifelong friendships, supporting wellness objectives, or simply ensuring a secure and welcoming space for recreation.

Why are you interested in serving FRPA as a member of the FRPA Board of Directors? What specific and unique skills and experience make you uniquely qualified to serve as a member of the FRPA Board of Directors? 
As a member of FRPA since 1999, my involvement with FRPA dates to 2000 when I began as a member of the conference committee. Over the last 26 years, I've taken on various roles within the organization, including serving as Region Director from 2011 to 2013, Vice President from 2013 to 2015, Conference Committee Chair in 2018, a part of the Training and Education Committee and most currently, Vice President as board liaison for the various educational aspects of the Association. I wholeheartedly align with FRPA's mission and values and firmly believe in the ongoing need to champion and advance our profession.

What tools/resources do you utilize to stay on the cutting edge in the Parks, Recreation and Leisure profession, and where would you look to gain insight into what lies ahead as far as challenges and changes in the next five years? 
As I have been actively engaged in working with my county to prepare for the anticipated growth of over 1 million residents by 2030, my approach to staying at the forefront of the Parks and Recreation profession involves a multifaceted strategy.
I place a strong emphasis on continuous professional development and education. This includes attending workshops, seminars, and conferences specific to Parks and Recreation, enabling me to remain well-informed about the latest trends, best practices, and innovations in the field.
Networking is another key part of my approach. I consistently work to build a strong  professional network, which includes peers, colleagues, and industry experts. This network serves provides me access to a wealth of knowledge and experience.
Engaging with community members, staff, and colleagues to solicit feedback regarding their evolving needs and expectations is essential for shaping our strategies and ensuring that we are prepared to meet future demands.
I also am a CAPRA visitor, and lead my agency through the accreditation process, which helps us maintain a high level of quality and service.
By combining my skills in facility and staff development, strategic thinking, and my in-depth knowledge of parks and recreation, I am well-equipped to anticipate and effectively address the challenges and changes that lie ahead. This approach ensures that I remain adaptable, relevant, and successful in the coming years.

Detail your involvement with FRPA over the past 3 – 5 years, and explain how those experiences have prepared you to serve on the FRPA Board of Directors. 
I have dedicated my time to volunteering with FRPA almost every year since 2000. My recent roles include serving as a Training and Education Committee Member since 2020, a Conference Committee Member in 2021 and 2023, the Conference Committee Chair in 2018, and am currently on the FRPA Board in a vice president role. These experiences have provided me with the valuable opportunity to collaborate with past board members and gain insights from their achievements. It has allowed me to engage with remarkable professionals in our field on a whole new level, greatly expanding my network.
I have been a supervisor within my department since 2004, where I have acquired management skills over the years. However, my involvement with FRPA offers me the opportunity to further develop and enhance my leadership skills, which contributes to my personal and professional growth.

How do you believe these experiences and your FRPA service have prepared you to serve as a member of the FRPA Board of Directors which has a statewide focus?  
Having served in several capacities within the Association throughout the years, I have a good understanding of how the organization works and the needs of the Association and its members. I have acquired strong relationships across the state as well as built a sense of trust throughout the Association. Knowing the needs of the Association and its members, as well as how the organization works, can only be beneficial when leading the Association.

Detail your leadership involvement with Associations/Community or Civic Organizations outside of FRPA over the past 3 – 5 years.  Involvement should be with organizations for which it is not your employment obligation to work. 
CAPRA Reviewer – dates and locations
2023 – Durham, NC
2022 – Howard County, MD
2021 – Clayton County, GA
2020 – Grapevine, TX

The responsibilities of FRPA Board members include developing and upholding the strategic vision of the Association and the  mission and goals set forth for the Association.  FRPA is required to comply with regulations within Section 501(c)3 of the Internal Revenue Code, as well as Federal and State antitrust laws.  Please explain your understanding of the responsibilities of a non-profit Board member relative to these items.
Having vast experience serving on the board in various capacities over the past 25 years, I’ve had the pleasure of attending many board meetings, retreats, committee meetings and task forces. I have a good understanding of non-profit board governance. Board meetings start with the reading of the anti-trust law. Confidentiality, ethical leadership, and accountability are key character traits of a board member.

Please explain your understanding of “fiduciary duty” relative to non-profits, and how specifically that might apply to FRPA.
The fiduciary duty of a nonprofit board of directors is defined as a legal and ethical obligation to act in the organization's best interest, which is primarily comprised of the duties of care, loyalty, and obedience. Board members must act with honesty, objectivity, and reasonable care, prioritizing the organization's mission and resources over their own personal interests. Key responsibilities include financial oversight, strategic planning, and ensuring legal and mission compliance. 

Applied to FRPA, the board works closely with the Executive Office to assess financial needs and overall fiscal health, ensuring the Association remains strong and solvent. The budget and available funds are reviewed regularly to confirm that member needs are being met and that all initiatives align with the Association’s strategic plan. The board is also responsible for maintaining due diligence by ensuring all required rules and regulations are properly followed. Consistent and effective communication between the board and the Executive Office is essential to sustaining a stable and financially sound Association.

What do you think is the most important role of the Board of Directors of FRPA specifically, and what would you think is the most difficult responsibility facing Board members?  
I feel the most important role of the Board is to consistently champion state-level advocacy and strategically provide educational opportunities statewide throughout the year. FRPA stands as the source of subject matter experts committed to building, enriching, and nurturing vibrant communities crucial for Florida's future.  This can be difficult because it requires engaged stakeholders and committed members to push the goals forward in a timely way.  It will take strong leaders to be able to encourage and light a fire under volunteers to get the work done. The most difficult responsibility is actively involving stakeholders and dedicated members to propel the association's goals forward promptly. Effective leadership will be crucial to inspire and motivate volunteers to accomplish the tasks. Dealing with negativity and remaining adaptable in the face of change are additional obstacles to overcome.

What do you envision as the primary function of the position you are seeking? 
The president of the association provides steady leadership by guiding the board, upholding ethical standards, and ensuring the organization stays true to its mission. They chair meetings, support key committees, and work closely with staff or volunteers to keep operations aligned with strategic goals. As the public face of the organization, they represent the association professionally while fostering engagement, accountability, and continuity among board members.

As a member of the Board of Directors, you will be required to evaluate information and research when decisions are brought forward for the Board to act upon.  There are often a variety of opinions and viewpoints on decisions, and these differing views allow the Board to assure all aspects are considered.  Please specifically explain how you would go about fostering constructive conversations toward cohesive decisions, when differing interests and views may exist.  Please be specific and include any examples of when you have faced this either in your professional role or with other organizations in which you may have served in a leadership role. 
As a past and current board member, I’ve been part of many conversations where strong viewpoints and differing opinions were on the table. I’ve learned that open, respectful dialogue is essential to resolving conflict and moving a group forward. By guiding the discussion so everyone can understand each other’s perspective and keeping the mission at the center, we’re able to reach common ground that everyone can support.

During a major hurricane response, I worked in a shelter where the EOC, public safety, and the school district each had mission-specific priorities that didn’t always align. By listening to each leader’s perspective and focusing the group on our shared goal of life safety, I helped guide everyone toward a practical compromise. It kept us moving forward as one team, even with different viewpoints in the room.

What challenges do you see on the horizon for the profession, and how would you see them impacting the Association?
As with other professional membership organizations, FRPA will continue to face challenges such as member engagement and retention, adapting to generational shifts and effectively connecting with younger professionals, providing diverse and relevant programming, attracting and retaining volunteers, and remaining current in an evolving environment.

To navigate these challenges successfully, we must remain adaptable, innovative, and responsive to the changing needs and expectations of our members. Maintaining strong connections with our membership by demonstrating our value, and continuously evolving our programs and services will be essential to ensuring FRPA’s continued relevance and effectiveness.

How do you see FRPA’s future, and what strategy(ies) would you implement to move the Association toward that future?
I see the future of the Association as strong and continuing to be a leader throughout the country among state associations and in the field of parks and recreation. Continuing to build the educational opportunities that the Association has developed will build a stronger workforce in the field. 

FRPA’s revenue streams are primarily generated through membership dues, the annual conference, and training/education programs.  All of those are immediately impacted when budgets of local governments shrink.  The Board is tasked with insuring the long term financial stability of the Association.  What opportunities do you see to secure or expand existing revenue streams, and what new revenue streams do you believe may be available for the Association? Please be specific in your response  
Careful stewardship and oversight of the budget are essential to maintaining the Association’s long-term financial stability, particularly during the lean years we are currently experiencing. Although the Association has several supportive sponsors, it may be time to explore additional, potentially larger corporate sponsorships to help offset operational costs. 

Establishing a committee or task force to find possible sponsorship opportunities and determine the best way to secure them could be a productive step forward. Because this is a significant undertaking, thoughtful planning and thorough discussion will be necessary to bring it to fruition.

One of the greatest challenges facing FRPA is the delivery of innovative and applicable professional development opportunities.  What approach would you employ towards identifying potential training opportunities and how would you determine their overall effectiveness in meeting the needs of the membership?  What strategy would you utilize for the development and implementation of these development opportunities?
Asking members about the types of educational opportunities they would like to see is an effective way to strengthen engagement. In addition, continuing to consult with agency directors about the areas in which their staff may need further development provides insight into the educational needs the Association offer to its members.
The Association already offers excellent leadership-intensive programs. My priority moving forward is to enhance our regional educational sessions across the state. These sessions are open to all levels of our workforce and serve as an entry point for members to gain the skills and knowledge to help them grow within the profession.

FRPA has foundational pillars that include – Health, Community Building, Environmental Sustainability and Resiliency, and Economic Impact/Development.  Please describe the significance of these pillars, and how you utilize those to tell the story of parks and recreation.
My agency achieved excellence across all categories, making me well-versed in the implementation of each of these foundational pillars within an agency. In my current role, I oversee the operations of a large recreation center. This facility offers a wide array of physical fitness activities, hosts civic meetings, provides extensive green spaces for environmental use, serves as an emergency shelter during crises, as well as multiple sports fields. The agency exemplifies all the core pillars of FRPA on a regular basis.

The current FRPA strategic plan includes three categories of work which include: Activating FRPA’s Influence and Credibility, Activating our Profession, and Activation our Professionals.  Please elaborate on your understanding of these categories; how you  engage in each area; and specific ideas of how you would engage others in these priorities.
Development, Governance, Volunteer Experience
1.    Activating FRPA’s Influence and Credibility: Involves enhancing FRPA's standing by actively interacting with government bodies and the community. It is about fortifying the reputation and influence of FRPA within its sphere.  I would use my influence within my area to continue to promote FRPA as the source of subject matter experts in building, enriching and connecting vibrant communities necessary for Florida's future.
2.    Activating our Profession: This focuses on highlighting the importance of the entire parks and recreation profession and emphasizing the profession's significance and relevance as a whole.  
3.    Activating our Professionals: This pertains to empowering individuals within the parks and recreation field to excel and make valuable contributions. It involves enabling professionals to perform effectively and reach their full potential.

Please describe how you would actively promote the use of the FRPA Impact Calculator, and the importance of telling the story of parks and recreation to the FRPA membership as well as external audiences.
The FRPA Impact Calculator is a versatile tool that serves the purpose of quantifying and showcasing the value and advantages of parks and recreation services. The data it provides offers a data-driven method for decision-making related to budget allocation and strategic planning. It can be used to demonstrate the return on investments to stakeholders, policymakers, and funders. This tool can show the benefits that these services bring to the community.

Board members of FRPA are expected to commit 50 – 100 hours per year to Association work and activities.  Do you fundamentally have the time to serve on our Board?
I have full backing from my department to commit to the hours needed to fulfill the role of this appointment.  My agency is committed to the top level of membership to ensure all professionals wanting to get involved have that ability. 

 
IN ADDITION TO THE 'QUESTIONS TO BE ANSWERED BY ALL NOMINEES', NOMINEES FOR PRESIDENT ELECT MUST RESPOND TO THE FOLLOWING:

For President Elect
As President, you will oversee discussions at the Board level that include multiple agendas, numerous wants and desires of members, and meeting the goals and objectives outlined in the governing documents of FRPA, as well as meeting the revenue needs of the Association.  Describe your experience in leading a board and the use of Robert’s Rules of Order, and your preferred process to reach consensus in this scenario.
I have board leadership experience, both within FRPA and through my work in county government. As a past Region Director, I planned and facilitated regular board meetings, ensuring they were well-structured, inclusive, and productive. In my county role, I operate within a system that relies on Robert’s Rules of Order, which has reinforced the importance of orderly process, transparency, and fairness. I’ve learned that open communication is essential. When people feel heard and informed, boards make better decisions and stay true to their mission.

What strategies would you utilize as President-Elect to ensure Board members maintain a sense of camaraderie that encourages commitment, healthy discussion and debate, consensus, and a feeling of achievement of growth and vision? 
I am committed to having an environment where open communication is the norm and every board member feels comfortable contributing their viewpoints. This is done by creating space for dialogue, actively listening before offering direction, and encouraging members to share both their ideas and concerns. When differing perspectives happen, I help guide the group to common ground and make decisions that strengthen our work. My goal is to build a cohesive board where trust, transparency, and collaboration drive the conversation and outcome.

Describe your view of the role between the Association Board of Directors and the Association’s Executive Office.  
The relationship between the President and the Executive Director is a partnership built on mutual respect, open communication, and a shared commitment to the mission. The President leads on governance, setting direction, ensuring ethical integrity, and supporting a strong board, while the Executive Director leads on management, staff oversight, and daily operations. Together, they align their roles, share information transparently, and collaborate to ensure the organization remains effective, sustainable, and focused on the mission.

Provide an example of a strategic initiative (of no less than two years in length from concept to completion) for which you served in a leadership capacity.  Explain how you identified the issue and where your organization/team needed to be upon completion, as well as the steps you took to achieve buy-in from your internal partners and external customers.  
One of the most significant strategic projects I’ve been part of is our department’s CAPRA accreditation journey. After our original 2020 visit was postponed due to COVID, and during a time when our county shifted to an entirely new way of doing business, we continued pursuing accreditation even as the EOC redirected our mission to operating vaccine sites, call centers, and CARES functions. In the years that followed, we maintained steady progress toward meeting CAPRA standards despite a major hurricane that devastated the region, followed by two additional storms and a full organizational leadership transition. Through good planning, open communication, and a commitment to standards, our team completed the full self-assessment process and achieved 100% compliance in 2024.

In the non-profit industry, the concept of “populating for performance” refers to identifying and recruiting individuals to serve in leadership roles, who have the skill set necessary to move forward the identified strategic initiatives of the Association.  Relative to the FRPA Board of Directors and Committees/Workgroups, how would you approach the task of identifying and recruiting members to serve in pivotal roles within the Association?
Building a strong volunteer base at all levels begins with understanding the strengths, abilities, and passions within the membership. By assessing these traits, through engagement, observation, and conversation, the nomination committee can identify emerging leaders who reflect the mission, values, and future needs of the association. Using this information, we can develop a thoughtful recruitment plan that matches individuals to roles where they can contribute to the association, grow in leadership, and help move the board forward in the future. This approach not only strengthens succession planning, but also sets up the association for long-term success.

The diversity of the FRPA membership base is extremely wide, based on geographic location, professional level, area of interest, and many other factors.  What strategy(ies) would you utilize to effectively engage in dialogue with the membership?  Additionally, how would you go about analyzing the various needs and desires into a manageable and realistic action plan for the Association?
We need to create meaningful opportunities for connection, contribution, and professional growth to keep members engaged and proud to be part of the association. This includes offering various ways to get involved, through committees, volunteer roles, mentoring, advocacy work, and regional events, so members at every level of their career can participate in ways that fit their strengths and availability. Consistent communication, recognizing member achievements, and ensuring programs are relevant to today’s needs, all help members feel valued. When people feel seen, supported, and connected to something bigger than themselves, they naturally want to stay involved and help the association be successful.

What goals for the Association would you have during your year as President?
My goal is to build on the work of past boards by expanding educational opportunities statewide, ensuring they are accessible to professionals at every level. Strengthening our training offerings not only supports member growth but also reinforces the long-term stability and financial health of the association.