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 is about connection and community. It’s about creating spaces where people feel seen, welcomed, and valued. I once met an older man who had just moved to Florida. His wife had passed away shortly after they arrived, and he didn’t know anyone here. He started playing pickleball twice a week and would stop by my office to chat for a few minutes each time.
That first Christmas, he brought me cookies and said that for months, I had been the only person he spoke to on most days. But now, because of pickleball, he had a whole group of friends. That moment reminded me of how much impact our programs and simple human interactions can have.
Parks and Recreation is about more than events or facilities but it’s about building relationships, creating belonging, and improving lives in ways that often goes beyond what’s on our program schedule.
What motivates you to be a Parks and Recreation professional?
What motivates me to be a Parks and Recreation professional is the chance to make a difference in people’s lives every day. Our work brings people together, builds community pride, and creates moments that matter whether it’s a child discovering a new passion, a family spending time outdoors at one of our parks, or a resident finding friendship through one of our programs.
I’m motivated by seeing how parks and recreation can turn small interactions into lasting impacts. I’ve seen firsthand how a simple program, like a weekly pickleball game, can give someone purpose and connection when they need it most. Knowing that the work I do can help someone feel included or supported is what drives me to keep finding new ways to serve my community.
Why are you interested in serving FRPA as a member of the FRPA Board of Directors?
I’m interested in serving on the FRPA Board of Directors because I believe in the power of this profession to transform communities, and I want to help strengthen the network that supports those doing this important work. FRPA has played a major role in my professional growth, and I want to give back by helping shape its future supporting members, advancing advocacy efforts, and ensuring the Association continues to provide valuable education and leadership opportunities.
I bring strong strategic thinking and interpersonal skills that align well with the Board’s role. In my work as a recreation director, I balance long-term planning with day-to-day problem-solving, always considering how individual decisions fit into broader goals. I also value collaboration and communication. I enjoy building relationships across departments, communities, and organizations to bring shared ideas to life.
These skills, combined with my experience leading community programs, staff teams, and advisory boards, would allow me to contribute thoughtfully to discussions, support informed decision-making, and help advance FRPA’s mission with both vision and practicality.
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 and Recreation profession, I rely on a mix of professional development and real-world experience. Serving as a CAPRA visitor has allowed me to see what agencies across the country are doing, giving me fresh insight into best practices and innovation. I also stay engaged with legislative developments in Tallahassee, which I believe will greatly impact our field over the next five years.
I continue learning through FRPA trainings, national conferences, and industry publications. I see challenges ahead in workforce reduction, sustainability, and community expectations but also opportunities for growth and creativity
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’ve been actively involved with FRPA in several leadership roles. I’ve served as Chair of the Training and Education Committee, helping shape learning opportunities that support professional growth across the state. I’ve also been part of the faculty for the FRPA Leadership School, working with professionals to strengthen their leadership skills and deepen their connection to the Association. In addition, I have also served on the Conference Committee.
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?
These experiences have given me a clear understanding of FRPA’s mission, governance structure, and the impact of volunteer leadership. Serving in these roles has helped me develop collaboration, communication, and strategic planning skills that would serve me well on the Board of Directors. I’m passionate about continuing to support FRPA’s growth and ensuring it remains a trusted resource for our profession.
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.
Over the past several years, I’ve actively volunteered in our community, coordinating events for special populations, partnering with schools and libraries on youth programs, and serving for a short time on an Advisory Board for the Boys and Girls Club in Martin County. I also completed the Leadership Brevard program, and it was especially impactful as it strengthened my skills in collaboration, strategic planning, and community governance, while giving me a broader perspective on creating meaningful local impact.
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.
As a non-profit Board member, I understand that my primary responsibility is to act in the best interest of the organization and ensure it fulfills its mission and strategic goals. This includes helping to develop and uphold FRPA’s vision, guiding policies, and supporting initiatives that advance the profession across the state.
I recognize that as a 501(c)(3) organization, FRPA must comply with federal tax regulations, and Board members are responsible for ensuring legal and ethical management of resources, maintaining transparency, and avoiding conflicts of interest. Additionally, compliance with federal and state antitrust laws requires that Board members act responsibly to promote fair practices and avoid activities that could restrain competition.
Please explain your understanding of “fiduciary duty” relative to non-profits, and how specifically that might apply to FRPA.
Fiduciary duty means that Board members are responsible for doing what’s best for the organization. This includes making careful decisions, putting the Association’s needs above personal interests, and making sure FRPA follows its mission and the law. As a Board member, I would help guide FRPA, take care of its resources, support programs that help the profession, and make sure the Association operates honestly and responsibly.
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 FRPA Board is to provide strategic guidance and oversight, ensuring the Association fulfills its mission and serves members effectively. The most difficult responsibility is balancing competing priorities and perspectives while making decisions that impact the entire membership. This requires strong interpersonal skills, strategic thinking, and sound judgment to guide FRPA with integrity and vision.
What do you envision as the primary function of the position you are seeking?
The primary function of the FRPA Vice President is to support the Board in leading the Association strategically and ensuring its programs, initiatives, and resources align with FRPA’s mission. This includes assisting in setting goals, guiding policy decisions, fostering collaboration among members, and helping advance the profession across the state.
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.
When faced with differing opinions, I focus on encouraging constructive conversations by listening to each perspective, asking questions, and ensuring everyone feels heard. I work to identify common goals and shared values, which helps the group move from debate to collaboration. I also emphasize facts and data to guide decision-making, while balancing the human and community impacts of each option.
For example, in my role as Recreation Director, our Parks and Recreation Advisory Board often had differing views on program priorities and facility improvements. When these differences occur, I facilitated a discussion that allowed each board member to share their reasoning, presented usage data and community feedback, and helped the group identify the solution that best met both safety and community engagement goals. The discussion ended with consensus and a plan everyone supported.
I would apply the same approach on the FRPA Board, listening, encouraging collaboration, using data to inform decisions, and guiding the Board toward cohesive solutions that serve the Association’s mission and members
What challenges do you see on the horizon for the profession, and how would you see them impacting the Association?
One of the biggest challenges I see for Parks and Recreation profession is a decrease in department budgets, which often leads to staff reductions and limited resources for programs and facilities. These financial pressures can make it more difficult for agencies to meet community expectations, maintain high-quality services, and invest in innovation.
For FRPA, this means there will be an increased need to support members with tools, training, and resources that help them navigate budget constraints and maximize their impact. The Association can play a critical role in sharing best practices, advocating for funding, and providing guidance on strategic planning and program prioritization to help agencies continue serving their communities effectively despite financial challenges.
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 a strong, member-focused association that provides leadership, advocacy, and resources to support the evolving needs of the Parks and Recreation profession. I envision FRPA continuing to be a hub for professional development, innovation, and collaboration, helping agencies across the state adapt to changing community expectations and limited resources.
To move the Association toward this future, I would focus on strategies that strengthen member engagement and value. This includes expanding access to training and networking opportunities, promoting collaboration and sharing of best practices among agencies, and supporting advocacy efforts that protect funding and resources for parks and recreation. Additionally, leveraging technology to provide flexible learning and communication platforms can help FRPA stay responsive and relevant to members. By focusing on strategic planning, innovation, and member-driven initiatives, FRPA can continue to grow its impact and support for the profession.
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
To keep FRPA financially strong, I think we can build on what’s already working while adding new ways to bring in revenue. Along with membership dues, training, and the annual conference, FRPA could look for more partnerships with local businesses, health organizations, and universities that share our goals. Sponsorships for trainings or special programs could help bring in extra support.
Another opportunity is offering more online learning options so smaller agencies or those with tight budgets can still participate year-round. FRPA could also explore grants or community partnerships that support its focus on health, sustainability, and community building.
By being creative and open to new ideas, FRPA can grow its resources, stay less dependent on city budgets, and continue to provide strong support for members across the state.
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 best way to identify training opportunities is by listening to members and understanding what they’re facing in their agencies. Through surveys, roundtables, and open discussions at conferences or regional meetings, we can find out where the real challenges are whether it’s staffing, budgeting, or new technology. I’d work with committees and partners to create sessions that are practical and easy to apply.
To measure effectiveness, I’d look at participation, feedback, and whether members are taking what they learn back to their communities. FRPA already does a great job offering quality education, but there’s always room to add more hands-on and cross-discipline opportunities. By combining member input with industry trends and statewide needs, FRPA can keep providing professional development that’s fresh, relevant, and valuable to every size organization.
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.
The FRPA pillars show the full picture of what parks and recreation bring to a community. They remind us that we’re not just offering programs or maintaining parks, we’re improving lives, connecting people, protecting our environment, and supporting the local economy.
One of the parks I oversee, Field of Dreams Park, is a great example of this. It promotes health through active play, builds community by bringing families together, supports environmental goals through thoughtful design, and contributes to the local economy by drawing visitors to the area. I use examples like this when talking with city leaders and residents to show the real impact of parks and recreation. These pillars give us a clear way to tell our story and demonstrate that our work is essential to strong, healthy communities.
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.
To me, Activating FRPA’s Influence and Credibility means continuing to raise awareness of the vital role parks and recreation play in our communities. I stay active in following what’s happening in Tallahassee and use real examples from my city to show the impact of our work. I would encourage other members to share their stories, too, because those local voices are what make FRPA’s message stronger and more relatable.
Activating our Profession is about keeping the field moving forward through learning, collaboration, and innovation. I’ve done this by serving on committees, helping with Leadership School, and supporting training opportunities that bring members together.
Activating our Professionals focuses on people, helping members feel supported and connected. FRPA has always made me feel part of something bigger, and I want to help others experience that same sense of belonging and professional growth through mentorship and involvement.
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.
Now more than ever, the FRPA Impact Calculator is a vital tool for demonstrating the value of parks and recreation, particularly as agencies face budget cuts. I would actively promote its use through training sessions, webinars, and conferences, highlighting stories from members who have successfully used the calculator to show their program’s impact. By sharing these real-world examples, we can help agencies advocate for resources, communicate community benefits, and reinforce the importance of both FRPA and our profession.
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 have the time and commitment to serve on the FRPA Board. I value the work of FRPA and am committed to contributing my experience, energy, and leadership to support the mission and goals of the Association.