CANDIDATES FOR PRESIDENT ELECT


Susan Lovallo, CPRP
Parks & Recreation Director, City of Port Orange Parks & Recreation Department

I grew up in Wellington Florida and graduated from Forest Hill High School in 1987. While in high school and college I worked seasonal jobs for the Palm Beach Polo and Country Club, the cities of West Palm Beach and Tallahassee Parks & Recreation Departments. I graduated from Florida State University in 1995 with a Bachelor of Science in Leisure Services and Studies. After graduation, I was promoted from special event part time staff to the Special Event Supervisor with the City of Tallahassee. After six years, I left the City of Tallahassee to become Assistant Director with the City of Port Orange Parks and Recreation Department and was promoted to Director in 2007. I have been a FRPA member since 2003. My recreation interests include pickleball, fishing and paddle boarding.

What do you believe to be the greatest opportunity for revenue growth at the Association? 
Corporate sponsors directly benefit from our parks, programs and initiatives. FRPA has great success with the corporations that are directly involved in our industry. We can develop a marketing plan to match the corporations that may not directly benefit but indirectly benefit such as healthcare providers, orthopedics, family-oriented businesses like grocery and restaurant chains, travel organizations, hotels etc. Parks and Recreation organizations equal family, health, teamwork, community, environment and development opportunities. Let’s tie that vision to corporations with the same vision to promote their products in our communities.

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? 
First and foremost, I think FRPA does a fantastic job in this category, however, I know things need to stay fresh. The academies are a great opportunity for staff but the attendance must be limited for good reasons. I would like to see the mentorship aspect of the academies be expanded to the membership. Many young professionals I encounter have questions about career paths, higher education vs. experience, etc. As to how we would roll it out, I would be interested to see if there are peer groups like the Volusia County Directors group in other counties that would be willing to provide that round table of information to the younger members in those counties. If counties do not have groups, FRPA can assist in getting them started. This membership has great knowledge that could be shared locally. In determining overall effectiveness, we should see an increase in the membership and participation.


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? 
I like dealing with smaller groups. I think we start with the leaders of our agencies and ask them to engage their staff and encourage them to be involved. I would ask what they feel is good value for their staff and how do we provide those opportunities. I would reach out directly to the directors who are not currently involved in the association to see why and try and figure out what they would like to see in the association. I would form a committee to gather data by sending notifications to each agency with a short survey, then follow up with phone calls for the ones who have not responded and collect the data. I would formulate a work plan with timelines and bench marks and then measure our success upon completion of our work plan.


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.