CANDIDATES FOR VICE PRESIDENT

Each year, two Vice Presidents are elected. This year there are four candidates on the ballot. Below is information about each candidate. Individuals elected to these positions will be installed and begin their Board service at the Conference.  Vice Presidents will serve two year terms.

Danny BarciaDaniel "Danny" Barcia, CPRP

Daniel “Danny” Barcia was born in New York and raised in Miami, FL. He comes from a large family that originates from Cuba but has resided in the United States since the 1950’s, when his family defected from the country due to political hardship. This experience that his parents went through resulted in his families passion for this country and the opportunities it gave them to provide a better quality of life for his sister and himself. Danny grew up in the same community throughout his life where he participated in various youth sports and adopted the local parks and beaches. Danny went out to graduate and achieve his Bachelor’s Degree in Public Administration at the local University, Florida International University.

Danny Barcia started in Parks and Recreation at the age of 17 when he was sitting in class and overheard the announcement of Lifeguard training and job opportunity. He was able to achieve the opportunity to work as a lifeguard at a park where experienced throughout his youth. Danny Barcia was then given the chance to run youth programs where he then experienced the influence and affect he can have in the youth and community. Since then Danny has found himself wanting to help his community in as much as possible by counting to advance to large scale opportunities to help provide services and better quality of life for all. Danny has continued his education and knowledge for Parks by achieving is Certified Parks, Recreation Professional Certificate, participating in various community leadership programs, and providing a service project to a local homeless shelter.

"I would love to achieve this opportunity of Vice Presidency to continue to help the goal of FRPA and park professional relevancy in our communities, state, and nation. Parks and Recreation has a seat at the table of helping the quality of life of our communities through Health, Environment, Community Building, and Economic Impact.  I will try my hardest to achieve these goals that have been strategically planned by FRPA already by using my organizational skills and passion for the profession and helping my community."
 

FRPA has adopted four pillars within its Strategic Plan – Health, Community Building, Environmental Sustainability and Resiliency, and Economic Impact/Development.  Please describe the significance of these pillars, and your experience with strategic planning and implementation.
The Health pillar touches multiple variations of health. Social, Physical, and Mental Health are all influenced and found to be benefited through Parks and Recreation Experiences. Social Health can be found in recreation programs and park places through youth and senior programs and placemaking where they are given an opportunity to socialize on different platforms. Physical Health can be identified by giving a person the opportunity to play sports, attend community centers, take a nature walk and increase walkability through greenways, blue ways, and corridors that parks can incorporate too. All these principals can be found in the FRPA Park Pledge that includes the built environment, physical activity and nutrition influences parks have on the community. Community Building through parks and recreation is essential to keep progressing because it incorporates investment from the community through partnerships and involvement of the civic groups that consist of the community and testify to the benefit of Parks and Recreation in their community’s quality of life.
As the Traditional Stewards of our Environmental Sustainability and Resiliency we are in the forefront of advocating through legislation and endorsements that the environment, especially in Florida, is needed not only for our health but our Financial sustainability because of our waterways and greenways. It is not a coincidence that most communities with a striving, successful, and meaningful Parks and Recreation system are rated as places with above par quality of lives and higher property values.  And that is because directly and indirectly Parks and Recreation can improve a community by providing health, community, and environmental experiences. The experience I have in strategic planning has been through working two years in MDPROS Strategic Planning where I learned how to organize plans, goals, and tasks within the department divisions and business planning. In addition, I have been able to attend and partake on the strategic Planning team of FRPA the last two years where we meet established outcomes and outputs generated through its strategic business 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?

I think FRPA has started to tackle the delivery of innovative and applicable professional development opportunities by utilizing technological tools like e-connect and variations to the website. I think it needs to continue to uphold the profession to a high standard and proceed its mission to hold a seat at the table of influencing the quality of life. With this momentum I think you have and will continue influencing the developmental and effectiveness of the membership and professional developments directly and indirectly. Directly I think you continue to provide educational opportunities that provide credits and certifications by track systems through high level speakers relevant to the continuing development of the professions involvement in Health, Community Building, Environmental Sustainability and Resiliency, and Economic Impact/Development to keep current members and increase membership to the audience currently in the profession. I think we have an opportunity to increase student membership by continuing to explore involvements in our Universities and Colleges, for example by partnering with the Schools of Medicine, Health Sciences and Environmental Studies and communicating the role and opportunity they have in Parks and Recreation. This directly and indirectly can increase the professions standard by incorporating those with higher and additional education and innovative and changing practices. 




Rebecca Pine SchnirmanRebecca Pine Schnirman, CPRP

Rebecca Pine-Schnirman is the Director of the Financial and Support Services Division for the Palm Beach County Parks and Recreation Department.  The Financial and Support Services Division provides payroll, budgeting, revenue, business development, customer service, point of sale, purchasing, and financial support for the Department.  She has worked for Palm Beach County for 15 years, and has been in her current position for the past seven years.  Her educational background includes a Bachelor of Science Degree in Management Information Systems from Florida Atlantic University and a Master of Business Administration Degree from Florida Atlantic University. Rebecca is an active member of several organizations including the Government Finance Officers Association, the Florida Government Finance Officers Association, the Palm Beach Chapter of the Florida Government Finance Officers Association, the National Recreation and Parks Association, and the Florida Recreation and Parks Association (FRPA). 

Rebecca served as President for the Palm Beach Chapter of the Florida Government Finance Officers Association from 2016-2017.  Since 2016 Rebecca has served as the Communications Committee Chair for the Florida Government Finance Officers Association and as Treasurer for the Fort Lauderdale Alumnae Chapter of the Sigma Alpha Iota Music Fraternity. Rebecca is a proud graduate of FRPA’s 2016 Joe Abrahams Academy for Leadership and recently received her CPRP certification in July of 2017. When she’s not working, Rebecca likes to golf, bike ride through her favorite local parks, and spend time with her awesome husband.

"I am interested in serving on the FRPA board because I believe that my background in finance and information technology would enable me to be an asset to both the board and the organization.  I am extremely passionate about parks and recreation and am always striving to advocate for Parks and am fully committed to supporting FRPA’s mission.  I am very excited about this opportunity and would be honored to serve in this capacity if elected."


FRPA has adopted four pillars within its Strategic Plan – Health, Community Building, Environmental Sustainability and Resiliency, and Economic Impact/Development.  Please describe the significance of these pillars, and your experience with strategic planning and implementation.
Health-Parks and Recreation agencies play a significant role in promoting and preventing health related illnesses such as obesity and mental health issues. Parks create a safe environment for members of the public to walk, bike, and stay active.

Community Building-Creating outreach events and other activities to engage citizens brings people together.  Not everyone belongs to a church or another type of social group that gives him or her a sense of belonging. I live in the City of Palm Beach Gardens and every Sunday they have a green market.  That green market is one example of community building, since it allows people in the same community to come together for a similar cause.

Environmental Sustainability and Resiliency-Ensuring that our natural resources are preserved for future generations is extremely important for park agencies.  If we don’t take care of our natural resources, we won’t have a park system for the public to enjoy. It can be challenging balancing the needs of the public with the limited spaces available for various activities. Therefore, it becomes even more important to protect park resources from overuse by educating the public on the importance of protecting our natural resources for current and future generations.

Economic Impact/Development- Economic impact and development is an important part of the Florida economy since we are a tourism-focused economy. Local tourism agencies such as sports commissions, cultural councils, and tourist development agencies use parks to target tourists and business. It has been proven that parks increase property values and bring business to areas which in turn increases local government revenues through increased property taxes, sales tax, tourist development tax, etc.. Parks are an important part of economic impact and will continue to be in the future.

In regards to my experience with strategic planning and implementation, I am currently the Director of Financial & Support Services for the Parks and Recreation Department and have been in this position for 6 years.  I have worked for Palm Beach County Government for over 14 years.  Throughout my years of service, I have been involved with drafting and implementing several strategic plans.  Most recently, I assisted with development and implementation of the Department’s 2016-2017 strategic plan.  Additionally, as part of the Joe Abrahams Academy I created a Business Plan for the Department and revised the mission, vision, and goals for my Division, Financial & Support Services.


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?

Member surveys are one approach, which I believe is already used by FRPA. Regularly polling members on training opportunities and then having attendees complete a survey after receiving the training would be one approach.  We did a similar survey at PBC FGFOA and as a result changed up our offerings.  FGFOA has a training committee that strategizes each year to come up its webinars and training sessions. This approach seems to work well as the committee does all of the research and brings its findings to the board for approval. Then the committee creates coordinates and implements the program. FGFOA has been using this approach for years and it seems to work very well.  Also, FGFOA does not charge for webinars, but does charge for the in-person courses. With PBC FGFOA, we try to find local speakers or partner with an associate member to bring a topic that interests our members. Another approach is to research current trends and offer sessions based on what’s popular.

Dave RamirezDavid Ramirez, CPRP

David J. “Dave” Ramirez, is the Senior Program Coordinator for Hillsborough County Parks and Recreation Department. He has been with Hillsborough County since 1991 and currently manages the Volunteer Services division. Dave oversees numerous volunteers and volunteer groups throughout the County, coordinates volunteer projects and activities and promotes Volunteerism for the department. Under Dave’s guidance, the number of volunteers has more than tripled in the past year, saving Hillsborough County millions of dollars and providing many communities safe, enhanced, beautiful parks and recreation facilities. New to the department is the addition of corporate groups, local universities and civic organizations adopting and sponsoring sites and centers throughout the year helping out and assisting staff, participants and the community with numerous volunteer efforts. This endeavor alone has added approximately 30,000 volunteer hours annually.

Dave has been honored with numerous awards including the Citizen/Customer Service Award and Outstanding Leadership and Volunteerism Commendation from Hillsborough County, Florida, Outstanding Site Captain and Volunteer/Service Project from Keep Tampa Bay Beautiful and Outstanding Service Awards from Florida Recreation and Parks Association.

Dave is a Certified Parks and Recreation Professional and has a degree in Mass Communications. He is a graduate of the FRPA’s Emerging Leaders Institute and Joe Abrahams Leadership Academy. He currently sits on several professional and not-for-profit organization Boards and is the current Chair for Leadership Hillsborough.  Dave resides in Ruskin, Florida with his son, David and dog, Lucy. He is an avid outdoorsman enjoying fishing, camping, kayaking and hiking. Dave also loves spending time with family and friends.

"Recreation Professionals are special people. We are the front line personal no matter what the situation may entail. From natural disasters to mentoring today’s youth, supporting an initiative to helping a community cope with a tragedy….Parks and Recreation is there. Our profession is an essential part of every County and City in Florida. We lead with love and passion.  I look forward to representing Florida Recreation and Parks Association and its membership as Vice President. Thank you for your consideration."
 


FRPA has adopted four pillars within its Strategic Plan – Health, Community Building, Environmental Sustainability and Resiliency, and Economic Impact/Development.  Please describe the significance of these pillars, and your experience with strategic planning and implementation.
FRPA focuses on four pillars in their strategic plan. These pillars provide a vision for our organization and have significant impact when publicizing and promoting to residents of the State of Florida sharing the importance of healthy living, community, the environment and the economy. The pillars also showcases the importance of Parks and Recreation departments/divisions in their communities. I have many years’ experience with my Parks and Recreation department researching, developing and promoting several strategic plans and 2 master plans. I have actively participated as a department leader and community liaison for the past 12 years implementing our division’s vision and goals for parks and recreation in Hillsborough County. Committees have included planning, programming, policies and procedures, fiscal support, training and public relations. Our department received CAPRA certification in 2016. I played a significant role researching and compiling information for the required 144 standards and for our department’s successful designation. My years of experience and my excitement for what Parks and Recreation provides to the community and the State, instills me to be a liaison, leader, proponent and visionary for the future of our field. This will be helpful in the role of FRPA Vice President.

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?

The strategy FRPA uses in identifying training opportunities has been effective and continued evaluations and reviews from organization leadership and membership can enhance and meet the goals of our recreation professionals. Workshops, Institutes and our Conference need to be evaluated regularly, via survey and “brainstorm” sessions, so we can improve content and keep up with the ever-changing industry trends. Annual reviews and SWOT Analysis of what we are doing and accomplishing as an organization will benefit the membership and the communities they serve. Our organization needs to promote how important active membership is and promote the importance of what Parks and Recreation Professional and the departments mean to their communities. FRPA and its members need to “sell” who we are and what we do. Promoting our 4 Pillars and having the framework of this endeavor in our everyday language and communication will create an excitement and a positive sense of being. Getting membership excited in becoming a better professional is the key and offering them outstanding, trending education, with input and involvement from them will enhance training opportunities.

I think ahead and am a good listener.  I am also flexible and open to change. I would seek input from our professional colleagues to get their thoughts and feedback on potential, future educational opportunities. Constant, innovated reviews of process and plans and open lines of communication will keep our members informed and involved.

In my tenure with Hillsborough County, goal setting, professional, personal and for the best interest of the department has been one of my strong points. I share my experiences and use this as a motivation tool with my fellow co-workers. Good communication is the key to success. I was promoted into a management position early on in my career for being a strong leader and for having effective management skills. My experience includes facility and staff management, program planning, project supervision, community and public relations and monitoring business plans which include fiscal and budget reports.

Tommy ScottTommy Scott, CPRP

Born in Oklahoma, I was raised in New Zealand before returned to Oklahoma to complete high school and earn a degree in Leisure Management from Oklahoma State University. After college, I worked as the Public Events Coordinator and Manager of Public Relations for the River Parks Authority in Tulsa, OK. After many years in Tulsa, I went to work for Encore Facility Management, managing Multi-use Arena’s around the country, but lastly at the Santa Ana Star Center in Rio Rancho, NM. I wanted to get back into delivering direct public service, so he moved to Boise, ID and become a Recreation Manager for the City of Boise’s Parks and Recreation Department.

Early in 2013, I was hired as the Community Services Director for Charlotte County. The Community Service department includes the divisions of: Parks & Natural Resources, Recreation, Library & History, and Extension Services. The operation of the Charlotte Sports Park, our Spring Training Facility, is under the operational responsibility of Community Services Department. In addition, I also oversee the management company who operations our Event & Conference Center.

"I believe involvement in a state organization is the best ways to say connected to the latest challenges and trends facing our profession. I also believe it is the responsibility of all leaders to communicate, collaborate and inspire! As Vice President, I would engage the membership to determine their needs and create a forum to bring ideas together. I am honored to be considered for this position and look forward to serving."


FRPA has adopted four pillars within its Strategic Plan – Health, Community Building, Environmental Sustainability and Resiliency, and Economic Impact/Development.  Please describe the significance of these pillars, and your experience with strategic planning and implementation.
These four pillars are the framework for how our industry should be providing public service.

Health – We in Parks & Recreation have the opportunity and responsibility with our facilities and programs to positively impact the health of our citizens, and we need to always keep this pillar in the forefront when it comes to planning and program development. I worked many years ago, towards providing ParkRx before it was even called such a thing. We designed facilities and programs to help deliver this initiative to our community.

Community Building – Our industry is the glue that holds the community together. We take that responsibility seriously in our community and infuse it in our planning. We have scheduled quarterly ‘town hall meetings’, where the public will be engaged in exercises to discuss programming, services, facility improvements and gather feedback. We believe that finding as many ways as possible to involve our citizens leads to the greatest success for the community.

Environmental Sustainability and Resiliency – We focus much of our strategic planning and facility development towards being environmentally sustainable and resilient. We currently are designing 2 new recreation centers using sustainable design methods and materials to ensure the facilities are ‘green’ and have the lowest environmental footprint possible.

Economic Impact/Development – As with most, being able to articulate the economic impact of our business is a key to ensuring sustained funding and support. We are able to do this by performing economic impact studies of large events/programs in our community. This allows us to report those to our elected officials and citizens to help demonstrate the impact our facilities and programs have on the overall economic health of the community.

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?

This topic is one of the largest issues that most state agencies face. I believe that being relevant to member’s professional development needs starts with more in-depth conversation with the members. We need to identify better ways to engage and communicate with the members. In addition, we need to look to our neighboring states, to determine what common issues are we facing and how we can work collaboratively to address those issues. I believe we also need to look towards NRPA for guidance on national trends that our industry is facing. Lastly, I think we as an agency need to do planning and visioning session with our members to work together to identify what the future will bring and strategize on methods to be prepared for the future. Hopefully allowing us to prepare instead of react.
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