What does the field of Parks, Recreation, Conservation, Cultural Affairs, Arts, Leisure Services, etc., mean to you?
To me, the field of Parks, Recreation, Conservation, Cultural Affairs, Arts, and Leisure Services is the catalyst for building stronger communities and better people. When individuals and families look for a place to call home, they are really looking for a community—one that offers meaningful programs, engaging events, opportunities for growth, and support for health and wellness. Our field provides all of that and more, offering something for every age, interest, and background.
Parks give people space to get outside, connect with nature, and enjoy time together. Recreation opens the door for community members to participate in what they love—sports, art, education, or simply a safe and engaging environment for their children while they work.
In this profession, we have the unique opportunity to shape a stronger, more connected society. We help families create lasting memories at events, teach children lifelong skills like swimming, give seniors the chance to build friendships, and create spaces where people from all walks of life can come together. The work we do strengthens the social fabric of our community and ensures that everyone has a place where they belong.
What motivates you to be a Parks and Recreation professional?
What motivates me to be a Parks and Recreation professional is the deep sense of purpose that comes from knowing our work truly strengthens communities. Parks, recreation, and leisure services are more than programs and facilities—they are the heartbeat of a connected, healthy, and engaged community. Being part of a field that helps families make memories, gives children opportunities to learn and grow, and offers seniors a place to belong is incredibly meaningful to me.
Beyond serving the community, this profession never feels like a “job.” Every day brings new challenges, new ideas to explore, and new opportunities to make an impact. In my 23 years in recreation, not a single day has been the same, and no task has ever felt routine. That constant variety continues to push me, motivate me, and inspire me to keep learning and growing.
I am also deeply motivated by the chance to guide and support younger employees. Helping them develop their skills, gain confidence, and discover their own passion for serving others is one of the most rewarding parts of my career.
Ultimately, what drives me is the understanding that the work we do matters. Parks and Recreation gives me the ability to show up each day with purpose—helping people, strengthening community, and contributing to a field that brings people together from all walks of life.
Why are you interested in serving FRPA as a member of the FRPA Board of Directors?
I am interested in serving FRPA as a member of the Board of Directors because this organization has played a significant role in my professional growth, and I want to give back in a meaningful and impactful way. Over the last eight-plus years, I have worked on a variety of FRPA committees, trainings, and projects. These experiences have broadened my understanding of our field and introduced me to professionals across the state—people I have learned from, collaborated with, and reached out to when facing new challenges.
I am also motivated by the opportunity to help continue growing FRPA’s membership and advancing the Association’s mission to educate and advocate for our profession. FRPA has been instrumental in elevating the standards of Parks and Recreation in Florida, and I would be proud to support efforts that expand its reach, strengthen engagement, and ensure our members remain informed and empowered.
I believe I bring a unique combination of strategic thinking and strong interpersonal skills to the Board. I’m able to connect with professionals at every stage of their careers—from emerging leaders to seasoned experts. Building relationships is something I genuinely enjoy, and I believe these connections are what strengthen our field.
One of my core strengths is the ability to truly listen, understand different perspectives, and identify the purpose behind someone’s thoughts or concerns. When we take the time to hear one another—even when our views differ—we create opportunities for collaboration and balanced, thoughtful decision-making. I feel confident that I can help the Board find common ground, navigate complex issues, and make decisions that reflect the needs of our members and the communities we serve.
Ultimately, I am motivated by the chance to support the continued growth, impact, and visibility of FRPA. Serving on the Board would allow me to contribute to an organization that has shaped my career, support the professionals who strengthen our communities every day, and help advance the future of Parks and Recreation in Florida.
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 on the cutting edge of the Parks, Recreation, and Leisure profession, I rely on a mix of national resources, state-level involvement, continuous education, and strong professional networks. Staying informed is essential not only for day-to-day decision-making but also for anticipating trends, challenges, and opportunities that will shape our field over the next five years.
One of my key tools is staying actively connected with the National Recreation and Park Association (NRPA). Their research, publications, and benchmarks—such as the NRPA Park Pulse, Agency Performance Review, and annual trend reports—provide valuable insight into national patterns, best practices, and emerging priorities across the country. These resources help guide strategic thinking and ensure our local efforts align with broader industry standards.
I also maintain active involvement in FRPA by participating in trainings, attending conference each year, and collaborating on committees and initiatives. FRPA provides a direct connection to the challenges and opportunities specific to Florida, and the ability to learn from professionals who are experiencing similar circumstances. These connections are invaluable when seeking fresh ideas, troubleshooting challenges, or identifying shifts in community needs.
To stay informed on trends, I regularly read industry publications such as Parks & Recreation Magazine, Athletic Business, and Recreation Management. These sources offer insight into new technology, facility design changes, staffing trends, program innovations, and business development strategies that help shape long-term planning.
Another resource I rely on is the network of colleagues I’ve built through FRPA. Being able to reach out to professionals across the state provides real-time insight into what agencies are experiencing—whether it’s challenges with staffing, shifting participation trends, changes in community expectations, or innovations in program delivery. Staying connected allows me to compare strategies, share new ideas, and better anticipate what lies ahead.
Looking toward the next five years, I believe the greatest insight will come from a combination of monitoring national research, staying engaged with FRPA’s leadership and committees, watching local demographic shifts, and maintaining strong relationships with colleagues statewide. This blend of data, strategic thinking, and professional collaboration equips me to adapt, innovate, and help my organization stay ahead of emerging challenges and opportunities.
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 been consistently involved with FRPA through a wide range of leadership and volunteer roles that have prepared me to serve on the Board of Directors. In 2021, I graduated from the Abrahams Leadership Academy and co-chaired the Young Professionals Committee, which strengthened my understanding of FRPA’s governance and the needs of emerging professionals. That same year, I was honored to receive the FRPA Rising Star Award for my contributions to the profession. My involvement expanded in 2022 as I chaired the FRPA Annual Conference and supported conference operations through volunteer work. In 2023, I served on the Conference Committee and oversaw the Exhibit Hall, further enhancing my experience in logistics, communication, and vendor relations. I have also contributed to the Career Mapping Project and served on the Membership Task Force, supporting statewide efforts to clarify career pathways and strengthen member engagement. In addition, I have attended the FRPA Leadership Retreat three times and have presented multiple educational sessions at conference, deepening my commitment to advancing our field. These combined experiences have given me a comprehensive understanding of FRPA’s mission, operations, and statewide impact, and have prepared me to contribute meaningfully as a member of the Board of Directors.
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 volunteer experiences with FRPA have given me a clear, statewide perspective of the needs, challenges, and strengths of our profession. Through roles such as conference chair, exhibit hall lead, committee member, presenter, and participant in leadership retreats, I have worked closely with professionals from agencies of all sizes and regions across Florida. These experiences have allowed me to understand the diverse realities of communities—from large urban departments to smaller agencies with limited resources—and have strengthened my ability to consider statewide impact when making decisions.
By collaborating on projects like the Career Mapping initiative, the Membership Task Force, and the Young Professionals Committee, I have seen firsthand how FRPA supports members at every stage of their career. This has helped me appreciate the importance of inclusivity, communication, and strategic alignment across the state.
Overall, my FRPA service has prepared me to approach Board leadership with a broad, informed perspective—one built on collaboration, listening, and a commitment to serving all members and communities throughout Florida.
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.
Within the last few years, I have had the privilege of volunteering with the Miracle League of Palm Beach County, where I assisted in hosting two All-Star Games featuring athletes of all abilities from across the country. I also regularly volunteer as a buddy during games, supporting athletes on the field, and have helped plan their annual Dinner on the Diamond fundraiser. Most recently, I was honored to be selected as a Champion for the Best Buddies organization, which focuses on building friendships, providing job training, and supporting independent living for individuals with different abilities. Through my Champion campaign, I successfully raised $31,000 to directly benefit the organization. In addition to these efforts, I have volunteered with local food drives and initiatives supporting individuals and families in need.
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.
Serving on the FRPA Board of Directors means upholding the Association’s mission, ensuring sound governance, and protecting its long-term strategic vision. As a nonprofit Board member, I understand the responsibility to maintain compliance with Section 501(c)(3) regulations by ensuring FRPA’s activities remain aligned with its educational and charitable purpose, practicing transparent financial oversight, and acting in the best interest of the organization and its members.
I also recognize the importance of complying with Federal and State antitrust laws, which means avoiding any actions or discussions that could limit competition or create unfair advantages among agencies or vendors. Maintaining neutrality, fairness, and ethical decision-making is essential.
Strong interpersonal skills and strategic thinking are key to fulfilling these responsibilities. Board members must collaborate effectively, consider diverse viewpoints, and make decisions that support FRPA’s growth and sustainability. Ultimately, serving on the Board means being a thoughtful steward of the Association—protecting its mission, guiding its future, and ensuring it continues to support professionals and communities across Florida.
Please explain your understanding of “fiduciary duty” relative to non-profits, and how specifically that might apply to FRPA.
Fiduciary duty in a nonprofit means acting in the best interest of the organization, protecting its assets, and ensuring all decisions support its mission. For FRPA, this includes exercising informed judgment (duty of care), placing the Association’s mission above personal interests (duty of loyalty), and ensuring compliance with 501(c)(3) regulations and antitrust laws (duty of obedience). In practice, Board members must steward FRPA’s resources responsibly, maintain transparency, and make strategic decisions that benefit the statewide membership. My FRPA leadership and committee experience has prepared me to approach these responsibilities with integrity and a strong commitment to the Association’s mission.
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 believe the most important role of the FRPA Board of Directors is to provide clear strategic direction that strengthens the profession statewide, while ensuring the Association remains aligned with its mission, financially sound, and responsive to member needs. The Board sets the tone for collaboration, innovation, and professional growth across Florida, which directly impacts how agencies serve their communities.
One of the most challenging responsibilities is balancing diverse priorities from agencies of all sizes while making decisions that benefit the entire state—not just one region or specialty area. This requires strong interpersonal skills, thoughtful governance, and the ability to look beyond immediate issues to long-term opportunities.
My experience with FRPA—serving on committees such as the Membership Task Force and Career Mapping initiative, participating in professional development efforts, and engaging in statewide networking—has given me a solid understanding of member needs and organizational goals. These roles helped build my strategic thinking, exposed me to broad perspectives, and strengthened my ability to make decisions through a statewide lens. I believe this foundation prepares me well to contribute meaningfully to the Board’s work and its ongoing impact.
What do you envision as the primary function of the position you are seeking?
I envision the primary function of the position I am seeking as helping guide FRPA’s strategic direction and ensuring the Association remains strong, sustainable, and aligned with its mission. From a governance standpoint, that means making thoughtful, informed decisions that protect FRPA’s resources, uphold fiduciary responsibilities, and support long-term organizational health.
A major priority for me is expanding FRPA’s reach by engaging new and emerging professionals and creating pathways that help them feel connected and invested in the Association early in their careers. Through my volunteer experiences and statewide involvement, I’ve seen how impactful it can be when individuals feel supported and included. In this role, I would focus on helping FRPA continue to grow its visibility, strengthen relationships across the state, and create opportunities that inspire more professionals to get involved and stay engaged.
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 foster constructive conversations by creating space for all perspectives to be heard while keeping the focus on the shared mission and the long-term impact of the decision. I approach differing viewpoints with curiosity rather than defensiveness, asking clarifying questions and ensuring that everyone feels respected even when opinions diverge. Once all perspectives are shared, I work to identify common ground and guide the group toward solutions that support organizational goals rather than individual preferences.
In my role, I work with a wide range of individuals and divisions who each have different goals and objectives. My responsibility is to ensure every division feels heard and receives what they need to accomplish their goals, while also balancing the broader picture—making sure that programs and offerings fit the diverse needs of the entire community. This often requires navigating competing priorities, facilitating open discussion, and helping teams evaluate decisions based on feasibility, impact, and alignment with community expectations.
I have seen this same need for collaborative problem-solving through my volunteer work. During the Miracle League All Star events, different stakeholders—from athletes and families to volunteers and facility staff—had varying needs. By listening, outlining shared priorities, and aligning decisions with what would best support the athletes, we ensured a smooth and successful event. Likewise, during my Best Buddies Champion campaign, differing ideas on fundraising strategies required open dialogue and mission-centered decision-making, ultimately helping raise $31,000.
These experiences have prepared me to contribute to FRPA’s Board by fostering respectful, mission-driven conversations and helping the group reach cohesive, well-reasoned decisions even when viewpoints differ.
What challenges do you see on the horizon for the profession, and how would you see them impacting the Association?
One of the most significant challenges on the horizon for our profession is the potential legislative shift in Florida to eliminate property taxes, which currently serve as a primary funding source for many parks and recreation departments. If this were to occur, agencies across the state could face reduced budgets, loss of services, and potential staffing reductions. This would directly impact FRPA, as departments may scale back on professional development, training, and conference participation—core elements that support the Association’s financial stability and its ability to deliver high-quality educational opportunities.
Another pressing challenge is the shrinking pipeline of professionals entering the field. While a degree is not always required for entry-level positions, many colleges have eliminated their Parks and Recreation programs, resulting in fewer graduates specifically trained for our profession. This will increase the need for agencies—and FRPA—to focus on developing younger or new-to-the-field staff, as well as recruiting individuals with degrees from other disciplines. FRPA will play a critical role in providing clear pathways, training, and mentorship to help these individuals grow into competent recreation professionals.
Together, these challenges highlight the importance of FRPA strengthening advocacy efforts, expanding accessible training opportunities, and continuing to support members through times of financial or workforce strain.
How do you see FRPA’s future, and what strategy(ies) would you implement to move the Association toward that future?
I see FRPA’s future as one rooted in strong advocacy, expanding education, and building a resilient pipeline of parks and recreation professionals statewide. As our field faces funding uncertainties and a shrinking number of academic programs dedicated to parks and recreation, FRPA will play an increasingly important role in supporting agencies, developing new leaders, and ensuring our profession continues to grow.
To move the Association toward that future, I would focus on three key strategies.
First, expanding outreach efforts—not only to current members, but to students, early-career professionals, and individuals entering the field from other disciplines. By connecting with colleges, workforce programs, and community partners, FRPA can increase visibility and introduce new talent to the profession.
Second, investing in the development of new programs and learning opportunities that address the evolving needs of the workforce. This may include flexible training models, mentorship pathways, and topic-specific micro-learning that supports staff who are newer to the field or transitioning from other backgrounds. Leveraging my experience in conference leadership, committee work, and presenting sessions, I would help identify gaps and opportunities to expand FRPA’s educational reach.
Third, strengthening relationships across the state—ensuring professionals from every region feel connected, represented, and supported. My ability to build rapport with individuals of all experience levels has been central to my FRPA involvement, and I would bring that same approach to Board service by encouraging open dialogue, highlighting member needs, and helping unify diverse perspectives.
Through these strategies, I believe FRPA can continue to grow its membership, broaden its impact, and remain a leading voice for parks and recreation in Florida.
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
I believe FRPA has strong potential to secure and expand its existing revenue streams while also building new ones that support long-term financial stability—even in the face of shrinking municipal budgets. With conference, membership, and training revenue all closely tied to local government funding, diversifying and strengthening our offerings is essential.
First, I see an opportunity to expand FRPA’s training and education programs by offering them in a wider variety of formats and at multiple price points. Developing hybrid, virtual, and on-demand learning options would make training more accessible to agencies with limited budgets while also creating ongoing revenue outside of the annual conference. A tiered pricing structure—where some programs remain premium and others are offered at affordable out-of-pocket rates—would allow FRPA to sustain revenue while still supporting professionals who may not have department funding. These models also help attract individuals entering the field from other disciplines who need cost-effective pathways to learn and grow.
Second, FRPA can strengthen partnerships with external organizations, sponsors, and allied industries. Building year-round sponsorship opportunities, expanding partner tiers, and developing collaborations around trending professional topics (such as mental health, inclusion, or technology in recreation) can generate new revenue and increase engagement beyond the conference setting. Strengthening these relationships creates consistent support that is not solely tied to agency budgets.
Third, membership growth remains a critical opportunity. Focusing on outreach to students, early-career professionals, and individuals entering the field without formal recreation degrees can broaden the membership base and create long-term retention. As colleges reduce parks and recreation degree programs, FRPA has an opportunity to become the primary educator for the profession. Expanding mentorship programs, strengthening student engagement, and offering bridge-trainings for new hires support this pipeline while also increasing membership and training revenue.
Through these strategies—expanding training access, deepening partnerships, and strengthening membership pipelines—FRPA can position itself for long-term financial stability while continuing to meet the evolving needs of Florida’s parks and recreation professionals.
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 believe the most effective professional development opportunities come from truly listening to the needs of the membership and understanding how the profession is evolving. My approach would begin with actively gathering information from a wide range of professionals—from frontline staff to seasoned directors—to identify emerging challenges, skill gaps, and areas where additional support is needed. Through my work with conference committees, leadership programs, and statewide FRPA initiatives, I have seen how valuable it is to connect with members across all levels and regions to ensure training reflects real, practical needs.
To identify potential training opportunities, I would use a combination of member feedback, industry trend analysis, and direct outreach. This includes reviewing NRPA resources, staying informed on national and state trends, speaking with agencies about their staffing and operational challenges, and engaging with educators and professionals entering the field from non-traditional pathways. These touchpoints help pinpoint topics that are not only relevant now but will be critical in the next 3–5 years—such as workforce development, mental health support, technology, adaptive services, and leadership growth.
To determine the overall effectiveness of training, I would look beyond attendance numbers. Success should be measured by impact, such as:
- whether participants can apply the material in their daily work,
- whether agencies see improved outcomes or stronger staff performance,
- and whether members request deeper or follow-up learning on the topic.
Collecting post-training feedback, conducting follow-up check-ins, and looking at participation trends over time would help ensure offerings remain meaningful and aligned with member needs.
In terms of strategy for developing and implementing new learning opportunities, I would focus on flexibility, access, and layered learning. This means offering:
- a mix of in-person, virtual, and on-demand content,
- tiered price points to make participation possible even when agency funding is limited,
- and a progression of learning options—from quick introductory sessions to deeper, skill-building workshops.
My experience chairing and supporting FRPA conference planning has shown me how successful programming comes from combining creativity with practicality. By collaborating with partners, leveraging member expertise, and building programs that are adaptable and affordable, FRPA can continue to provide innovative and impactful professional development that meets the diverse needs of our statewide membership.
Ultimately, my goal would be to help FRPA create learning opportunities that are forward-thinking, accessible, and truly reflective of what parks and recreation professionals need to succeed today and in the years ahead.
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.
FRPA’s foundational pillars—Health, Community Building, Environmental Sustainability and Resiliency, and Economic Impact/Development—capture the full value that parks and recreation brings to every community.
Health reflects our role in supporting physical, mental, and emotional wellbeing through accessible programs, safe spaces, and opportunities to be active.
Community Building highlights how events, programs, and shared spaces connect people of all ages and backgrounds, strengthening relationships and creating a sense of belonging.
Environmental Sustainability and Resiliency emphasize our responsibility to protect natural areas, promote outdoor engagement, and support climate-resilient communities.
Economic Impact/Development shows that parks and recreation drives tourism, attracts residents, supports local businesses, and enhances overall quality of life.
I use these pillars to help tell the story of our field—demonstrating that parks and recreation is not just programming, but a critical contributor to community health, connection, environmental stewardship, and economic vitality.
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.
FRPA’s three strategic priorities—Activating FRPA’s Influence and Credibility, Activating Our Profession, and Activating Our Professionals—work together to strengthen the Association, the field, and the individuals who serve our communities.
Activating FRPA’s Influence and Credibility focuses on FRPA’s role as a trusted statewide voice. This includes advocacy, public education, and demonstrating the value of parks and recreation. I engage in this area by staying informed on statewide issues, connecting with fellow professionals about emerging challenges, and sharing the broader impact of our work with city leaders and community partners. On the Board, I would help strengthen FRPA’s visibility by encouraging members to share success stories, participate in advocacy efforts, and support consistent messaging about our field’s value.
Activating Our Profession centers on elevating parks and recreation as a recognized and respected career field. Through my involvement with conference planning, the Abrahams Leadership Academy, and various FRPA committees, I have worked to help advance the profession by supporting high-quality education, innovation, and collaboration across agencies. I would continue this work by identifying emerging trends, encouraging cross-agency partnerships, and helping shape relevant professional development opportunities.
Activating Our Professionals emphasizes supporting the people who make this work possible—at every level. I engage in this priority by mentoring younger staff, presenting at conferences, and creating environments where individuals feel supported and encouraged to grow. To engage others, I would help expand mentorship efforts, promote accessible learning opportunities, and build connections between professionals from different regions and backgrounds.
Across all three priorities, my focus would be on engagement, communication, and connection—ensuring members understand the strategic plan, see its relevance in their daily work, and feel empowered to contribute to FRPA’s mission. My volunteer experience and statewide involvement have prepared me to help activate these goals and bring others along in the process.
FRPA’s three strategic priorities—Activating FRPA’s Influence and Credibility, Activating Our Profession, and Activating Our Professionals—work together to strengthen the Association, the field, and the individuals who serve our communities.
Activating FRPA’s Influence and Credibility focuses on FRPA’s role as a trusted statewide voice. This includes advocacy, public education, and demonstrating the value of parks and recreation. I engage in this area by staying informed on statewide issues, connecting with fellow professionals about emerging challenges, and sharing the broader impact of our work with city leaders and community partners. On the Board, I would help strengthen FRPA’s visibility by encouraging members to share success stories, participate in advocacy efforts, and support consistent messaging about our field’s value.
Activating Our Profession centers on elevating parks and recreation as a recognized and respected career field. Through my involvement with conference planning, the Abrahams Leadership Academy, and various FRPA committees, I have worked to help advance the profession by supporting high-quality education, innovation, and collaboration across agencies. I would continue this work by identifying emerging trends, encouraging cross-agency partnerships, and helping shape relevant professional development opportunities.
Activating Our Professionals emphasizes supporting the people who make this work possible—at every level. I engage in this priority by mentoring younger staff, presenting at conferences, and creating environments where individuals feel supported and encouraged to grow. To engage others, I would help expand mentorship efforts, promote accessible learning opportunities, and build connections between professionals from different regions and backgrounds.
Across all three priorities, my focus would be on engagement, communication, and connection—ensuring members understand the strategic plan, see its relevance in their daily work, and feel empowered to contribute to FRPA’s mission. My volunteer experience and statewide involvement have prepared me to help activate these goals and bring others along in the process.
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 one of the most valuable tools we have for demonstrating the true impact of parks and recreation. It translates our work into measurable outcomes—whether related to health, economic impact, environmental value, or community benefits. These metrics allow professionals to communicate with credibility and confidence when speaking to decision-makers, advocating for budgets, or educating the public about why our services matter.
To actively promote the use of the Impact Calculator, I would focus on awareness, accessibility, and practical application:
1. Awareness and Education
I would encourage members to use the tool by sharing real examples of how the data can support budget presentations, capital project proposals, community reports, and advocacy efforts. Highlighting success stories—such as agencies that used the calculator to secure funding or demonstrate environmental benefits—helps professionals see its relevance and value.
2. Training and Hands-On Learning
I would support offering short trainings, conference sessions, or virtual demonstrations showing exactly how to use the tool. Many professionals simply need a walk-through to feel confident. Making this tool a standard part of leadership trainings, new-staff onboarding sessions, and administrator workshops would ensure its use across all levels.
3. Integrating It Into Daily Storytelling
The calculator provides concrete numbers that help staff tell their story beyond “we offer great programs.” It allows us to show:
- the economic return on recreation programs,
- the environmental value of preserved green space,
- the health benefits tied to active participation, and
- the community connections built through events and facilities.
I regularly communicate these impacts in my own work when presenting to leadership, discussing community needs, or advocating for resources. By using the calculator’s data, we can shift conversations from “want” to “need,” demonstrating that parks and recreation is essential infrastructure.
4. Engaging External Audiences
For city officials, community partners, and elected leaders, numbers matter. Promoting the calculator as a resource that translates our work into clear, evidence-based outcomes strengthens FRPA’s credibility. Encouraging agencies to include the data in council presentations, budget documents, and public messaging amplifies the profession’s impact statewide.
By actively promoting the Impact Calculator, helping professionals feel confident using it, and encouraging the storytelling that comes from its data, we can ensure that both FRPA members and external stakeholders clearly understand the powerful and measurable value parks and recreation brings to every 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?
Yes, I fundamentally have the time to serve on the Board. I am fully prepared to commit 50–100 hours per year—or more as needed—to fully support the responsibilities, initiatives, and engagement expected of Board members.
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