Lucille Vaillancourt-Kreider, CPRP
Manager II, Sarasota Co Parks, Rec and Natural Resources
Lucille Vaillancourt-Kreider, CPRP, Manager II, oversees the daily maintenance and programming operations of 50 Beaches and Water access parks for Sarasota County Parks, Recreation and Natural Resources. Throughout her 30-year career Lucille has held a multitude of positions such as Summer Camp Counselor, Recreation Attendant, Programming Coordinator, Technology Supervisor, Athletic Supervisor, Operations and Maintenance Manager and Beaches and Water Access Manager. Lucille has been a member of the Florida Recreation and Park Association for over 20 years. She has served on the District, Region and State boards. She has held varies positions from Vice President of Professional Development, Vice President of Membership, Conference Committee Chair, Education Committee, Southwest Equipment Rodeo, various statewide workshops and currently serving on the Environmental Committee and chairing the Parks Management Institute. Lucille was the youngest professional to be awarded the F.R.P.A. Professional Achievement award by her peers in the profession. Lucille holds a Bachelor of Science Degree in Leisure Services from Florida State University with emphasis in Administration and a minor in Communications. She resides in Venice Florida with her Husband of 30 years.
What do you believe to be the greatest opportunity for revenue growth at the Association?
Aligning our resources with nonprofit and for-profit businesses within the areas of health, environmental sustainability, economic impact and community to provide for shared expertise in providing education for members, positive image to the community and financial growth through sponsorships and cooperative programming and planning.
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?
Reaching out to the membership and enlisting their assistance with identifying their educational needs that are either a requirement for their positions, continuing education credits or mobility within the profession.
Aligning the relevance of their educational needs with the four pillars and the strategic plan and offering resources (tool kits) for quick access and online training.
Partnering with organizations that provide the training for joint training of staffing and resources can assist with expert training and potential reduction to the cost of training.
Establish a membership buddy program to help grow new membership and follow up with new and established members to see if the organization is meeting the training and networking needs of its membership. Having a personal touch will increase and retain membership to our professional organization.
Continually reaching out to the membership on social media, online surveys, phone calls through membership buddies and face to face contact at trainings, meetings and conferences to solicit input and feedback from the membership.
Establish committees in the four pillar areas (which is currently active on the board) to help enlist others at region level to formulate ideas and educational needs and provide input for sharing the information. It is important to encourage involvement input from geographic regions of the state since educational needs may vary somewhat throughout and make sure that the resources are relevant.
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?
Strategies would include:
Holding board retreat to set clear expectations for board members with the use of a strategic and financial plan outlining what action is needed, who will carry it out, by when, what resources are needed and communicating the plan.
Reaching out within the membership through existing leadership programs (Emerging Leaders, Abrahams Academy), Statewide Workshops, Regional gatherings and Conference to actively engage the members.
Conduct a Director workshop to evaluate what staffing education is needed and supported to move their organization forward.
Incorporate a Membership Buddy Program to help further recruit and keep members engaged
Engage the membership with volunteer task committees utilizing members from across the state representing various regions and varied level of staff.
Solicit feedback from the membership through web surveys, face to face discussions, phone calls and emails. Travel to visit and seek out feedback from the membership.
Actively listen to the feedback from the membership and work towards implementing their needs in strategic and educate the membership on the strategic and financial plan.
Provide membership with visual and verbal education of the strategic and financial plan of the association.