What does the field of Parks, Recreation, Conservation, Cultural Affairs, Arts, Leisure Services, etc., mean to you?
To me, the field of Parks and Recreation represents the heart of community life. It is where people connect, discover, grow, and have a place. Parks and recreation services express health, well-being, and community identity. They create opportunities for families, youth, and adults to experience meaningful programs, safe spaces, and shared traditions that enhance everyday living. For me, this field is deeply personal. It shaped my childhood, guided my early employment, and continues to influence the way I raise my own children. It is a profession rooted in service, community pride, and quality of life.
What motivates you to be a Parks and Recreation professional?
My motivation comes from a lifelong connection to this field. As a child, I grew up participating in the very youth sports programs my department still offers today. Before entering the profession, I worked as a camp counselor and adult league referee, experiences that showed me firsthand the impact recreation has on personal development and community belonging.
Today, what motivates me most is knowing that the programs, facilities, and opportunities we provide directly influence the quality of life in our city. Seeing my own children participate in parks and recreation programs reinforces why this work matters. I am driven by the opportunity to give back, to build community, and to ensure that every resident, regardless of background, has access to meaningful, enriching experiences.
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? I am interested in serving on the FRPA Board because I believe in the mission of strengthening our profession statewide and supporting the agencies and professionals who work tirelessly to enhance their communities. FRPA has been an influential part of my development, and I feel a responsibility to contribute at a leadership level to ensure the Association continues to grow, innovate, and advocate effectively.
I bring a unique combination of strategic thinking, leadership experience, policy development, and operational expertise. With 19 years in the field and service as Deputy Director, I have extensive experience in capital projects, budgeting, community engagement, administrative leadership, and staff development. I have a strong ability to build relationships and facilitate collaboration. My involvement as Conference Chair, my work on the Impact Calculator team, and my service on the Education Committee have further deepened my understanding of statewide needs, trends, and opportunities, preparing me to contribute to FRPA’s future direction.
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?
To stay current, I regularly engage with FRPA education offerings, industry publications, and peer networks across the state.
To anticipate future challenges, I monitor legislative activity, statewide funding patterns, demographic shifts, and national issues impacting local governments. I actively seek input from other agencies, vendor partners to understand trends in technology, staffing, sustainability, and recreation behaviors.
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.
Over the past several years, I have expanded my involvement with FRPA. I recently served as the 2025 FRPA Annual Conference Chair, a role that requires strategic planning, collaboration with statewide professionals, and an understanding of the Association’s mission and goals. I currently serve on the FRPA Education Committee, helping design educational offerings that address real time needs across the profession. I was also part of the Impact Calculator beta testing team, assisting in the development of one of FRPA’s storytelling tools.
Additionally, I volunteer annually at the FRPA Conference, supporting the Association’s largest revenue generating and member engagement event. These experiences have strengthened my understanding of the organization’s structure, needs, and strategic priorities. They have prepared me to contribute at a statewide leadership level.
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?
My FRPA service has given me an understanding of the challenges and opportunities facing agencies of all sizes. Working alongside professionals from across Florida has strengthened my ability to listen, collaborate, accommodate diverse viewpoints, and lead strategically. I have built relationships with parks and recreation leaders statewide, allowing me to understand regional differences, common needs, and emerging priorities. These experiences equip me to serve thoughtfully and effectively as a member of the Board.
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.
Outside of FRPA, I serve as the Chairman of the City of Port Orange Pension Board, where I help oversee governance, investment oversight, and fiduciary responsibility. I also volunteer annually as a youth sports coach across at least three different sports, contributing to community engagement and youth development. These roles demonstrate my commitment to service, my understanding of governance, and my ability to lead in environments where collaboration, fairness, and informed decision making are necessary.
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.
A non-profit Board member must ensure that the organization operates in compliance with all federal and state laws, including the guidelines governing 501(c)(3) organizations. This includes ensuring the Association’s activities remain aligned with its charitable mission, maintaining transparent financial oversight, and adhering to ethical standards.
Antitrust compliance requires Board members to avoid discussions or decisions that could limit competition. Board members must avoid conflicts of interest, ensure decisions are mission driven. As a Board member, I would uphold these responsibilities with integrity and due diligence.
Please explain your understanding of “fiduciary duty” relative to non-profits, and how specifically that might apply to FRPA.
It requires Board members to act in the best interest of the organization, make informed decisions, protect the Association’s resources, and ensure FRPA remains committed to its mission. I understand the seriousness of this responsibility and would approach it with professionalism, transparency, and commitment.
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?
The most important role of the Board is to set and uphold the strategic vision of the Association, ensuring it remains aligned with its mission and responsive to statewide needs.
One of the most difficult responsibilities is balancing diverse viewpoints and needs across a statewide membership. This requires thoughtful listening, consensus building, and the ability to see beyond individual agency perspectives.
What do you envision as the primary function of the position you are seeking?
FRPA Vice President should have active participation in strategic planning, support committee work, and help maintain alignment between the Board, members, and staff. The position requires effective communication, and a forward looking mindset.
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.
I approach differing viewpoints through listening, open dialogue, and a commitment to understanding each perspective. I encourage participants to focus on shared goals, rely on data and best practices, and frame discussions around the mission of the Association.
In my professional role, I often have discussions involving staff, and community members with varying interests. For example, during capital project planning, I often navigate input from residents, staff, engineers, and elected officials, and I have consistently helped groups reach consensus or at the very least a good compromise.
What challenges do you see on the horizon for the profession, and how would you see them impacting the Association?
Key challenges include staffing shortages, rising operational costs, aging infrastructure, increasing community demand, and shifting funding priorities at the local level.
These challenges will place increased pressure on local governments, which may in turn impact FRPA’s revenue and member participation. FRPA will need to proactively support agencies through advocacy, education, workforce development, and tools that communicate the value of parks and recreation.
How do you see FRPA’s future, and what strategy(ies) would you implement to move the Association toward that future?
I see FRPA becoming an even stronger statewide leader in professional development, data-driven storytelling, advocacy, and community impact. Strategies I would support include expanding technological tools, investing in leadership development (which is already happening), and enhancing the reach and relevance of our training curriculum.
Engaging younger professionals should remain important to the Association and will be essential to FRPA’s future success.
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
Beyond membership dues and conference revenue FRPA could explore:
- Expanding sponsorship and corporate partnership programs
- Strengthening regional training opportunities to increase accessibility
- Building partnerships with universities, research groups, and statewide organizations
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 would rely on member feedback, industry trends, and needs assessments to identify relevant training topics.
Effectiveness can be measured through post training evaluations, long term impact studies, participation trends, and the degree to which training outcomes align with agency needs.
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.
These pillars help us clearly convey the value we provide, from improving physical and mental health to strengthening neighborhoods, protecting natural resources, and generating economic returns.
I utilize these pillars to communicate the impact of our work to elected officials, partners, and community members, reinforcing that parks and recreation is essential.
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.
Activating FRPA’s Influence and Credibility requires strong advocacy and elevating our profession’s value at local and state levels.
Activating Our Profession involves ensuring agencies have the tools, training, and resources needed to adapt to challenges.
Activating Our Professionals focuses on supporting workforce development, engaging young professionals, and providing leadership pathways.
I engage in these areas through committee service, conference leadership, and consistent involvement in educational initiatives. As a Board member, I would encourage broader participation and strengthen statewide collaboration.
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.
Sharing success stories statewide will help members understand how to integrate it into their daily work.
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?
Yes. I fully understand the commitment, and I am prepared to dedicate the necessary time and energy to serve effectively as a member of the FRPA Board.
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