What does the field of Parks, Recreation, Conservation, Cultural Affairs, Arts, Leisure Services, etc., mean to you?
This field represents a commitment to elevating the well-being of every community through access to beautiful green spaces, facilities, and programs. It is the vehicle through which health, cultural expression, environmental responsibility, and social connection are strengthened. To me, parks and recreation is a profession grounded in service, and one that helps to shape the identity and resilience of the communities we serve.
What motivates you to be a Parks and Recreation professional?
I have an opportunity to help people connect, be it with each other, to nature, or to experiences that provide enrichment in their lives. Whether guiding staff, developing programs, or improving access to our parks system, I’m driven by the impact our work has on community and belonging.
Why are you interested in serving FRPA as a member of the FRPA Board of Directors?
My first term on the Board of Directors reinforced my belief that strong statewide leadership is essential to advancing our profession. I want to continue contributing through thoughtful collaboration and consistent support of FRPA’s Mission Pillars and strategic direction.
My experience overseeing the Membership Committee and serving on the Career Mapping Workgroup has strengthened my strategic thinking and deepened my understanding of developing tools that benefit member agencies across the state. I will continue to bring a relationship-focused leadership style focused on collaboration and a commitment to supporting initiatives that sustain FRPA’s long-term relevance.
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?
I actively participate in professional development through FRPA and NRPA, attend conferences, engage in industry peer networks, and stay abreast with trends and shifts that are impactful to a municipal recreation program. I have attended and actively participated in FRPA Agency Summits and Planning Retreats, and I currently serve on the Career Mapping Workgroup as well as the Board Liaison to the Membership Committee.
To maintain proactive insight, I would stay abreast of legislative updates, technology, and industry expectations that could impact our work.
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 years, I have been fortunate to serve FRPA in a variety of roles, including hosting regional workshops and contributing to the Conference Committee as the Service Project Coordinator and later as Conference Chair. I have also served twice on the Nominating Committee. In my current role as a Board Vice President, I serve as the liaison to the Membership Committee, supporting recruitment, retention, and engagement efforts. I also participate in the Career Mapping Workgroup, helping to strengthen FRPA’s professional development initiatives.
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?
Serving on the Board and key committee participation have given me a clear perspective of how FRPA’s work affects agencies of all sizes and regions. I’ve gained the ability to think beyond Tallahassee and evaluate decisions through a statewide lens. These experiences have taught me how to balance diverse viewpoints while ensuring our initiatives support member agencies statewide.
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.
City of Tallahassee Parks, Recreation & Neighborhood Affairs
- Palmer Munroe Teen Center Advisory Board: Staff Liaison to the Board
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 as a board member requires strategic oversight, sound decision-making, and a firm commitment to advancing FRPA’s mission, vision, and goals. It also demands adherence to all legal and ethical standards while supporting the association’s leadership. I understand that this role requires effective collaboration with fellow board members, staff, and the membership, as well as providing guidance to committees and task forces and actively promoting FRPA within the profession.
Please explain your understanding of “fiduciary duty” relative to non-profits, and how specifically that might apply to FRPA.
Fiduciary duty requires loyalty, care, and responsibility on behalf of the association. For FRPA, this means ensuring sound financial stewardship and long-term sustainability. It includes evaluating decisions based on what best supports members and the association.
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 is providing strategic leadership that ensures FRPA remains relevant and forward-thinking. One of the difficulties that board members face is continuing to engage the membership and agencies that involvement in FRPA is vital to the success and longevity of our profession, even when all are being asked to do more with fewer resources and people.
What do you envision as the primary function of the position you are seeking?
The Vice President plays a key role in supporting the board’s strategic vision, shaping governance decisions, and ensuring continuity and alignment across leadership transitions. The position requires strong collaboration with the Executive Director, fellow board members, and committees to keep initiatives moving forward with consistency and clarity.
If elected as a second-term board member, I could continue to bring a deeper understanding of FRPA’s priorities, ongoing initiatives, and operational dynamics, allowing me to contribute meaningful insight, provide stable leadership, and help maintain strategic momentum.
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 by first listening carefully and ensuring each person has the opportunity to be heard. From there, I work to identify shared goals and create spaces for open discussion. My preference is to remain focused on collaboration and problem-solving, using data, recognizing overall impact, and aligning with FRPA’s mission and strategic priorities to keep conversations productive.
In my board and committee roles, including work with the Membership Committee and Career Mapping Workgroup, I have often facilitated discussions where opinions differ. My Board and committee experiences have prepared me to manage discussions that support long-term outcomes and guidance to reach cohesive, well-informed decisions that reflect the needs of the entire association.
What challenges do you see on the horizon for the profession, and how would you see them impacting the Association?
The ability to hire and retain top talent is continuing to be difficult, and member agencies will continue to rely on FRPA to find ways to retain high-performing employees.
Additionally, current and proposed property tax reforms pose a significant threat to municipalities statewide. Members could look to FRPA to find creative ways to provide and maintain essential quality of life services.
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 in which the association continues to strengthen its role as a leading voice for parks and recreation, expanding its impact in workforce development, advocacy, and professional support. FRPA has the opportunity to shape policy, prepare the next generation of professionals, and provide resources that help agencies meet evolving community needs.
To advance this vision, I would continue to focus on strategies that enhance workforce development through training and mentorship, strengthen advocacy with clear, data-supported messaging, and collaborate with stakeholders to increase visibility and bring valuable resources to members. I would also work to deepen member engagement and ensure FRPA remains responsive to agencies of all sizes. Drawing on my experience as Vice President, I am committed to supporting strategic goals that elevate the parks and recreation profession and that position FRPA for long-term 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
As a board, we must stay sharply focused on enhancing the value of FRPA membership by strengthening member engagement, expanding partnerships and sponsorships, and delivering high-quality professional development that advances the growth and success of parks and recreation professionals. We should continue to champion parks and recreation as vital to community health, economic development, and environmental stewardship. Equally important is our role in communicating the impact of our work and advocating for sustained investment—both to the public and to the leaders who shape the future of our communities.
One of the greatest challenges facing FRPA is the delivery of innovative and applicable professional development opportunities. What approach would you employ towards identifying potential training opportunities and how would you determine their overall effectiveness in meeting the needs of the membership? What strategy would you utilize for the development and implementation of these development opportunities?
I believe FRPA is dedicated to providing meaningful and high-quality professional development opportunities. However, it is sometimes perceived that agency leadership may not fully recognize the value of these offerings or may be limited by budget pressures, staffing shortages, or broader organizational attitudes toward investing in the growth of parks and recreation professionals.
FRPA should continue actively gathering member feedback through surveys and polls to better understand evolving professional development needs. Continuing the use of committees, workgroups, and task forces can help generate new and innovative approaches to designing, delivering, and enhancing training opportunities. Additionally, maintaining strong engagement with industry experts, practitioners, and vendors will ensure that the topics we offer remain timely, relevant, and impactful.
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 pillars articulate the core value of parks and recreation - health, connection, environmental resilience, and economic strength. I use them to communicate impact and advocate for continued investment. They help shape messaging that resonates with the public and decision-makers.
Health
Parks and recreation services are essential to supporting both physical and mental well-being. They offer accessible spaces for movement, relaxation, and social connection. Whether through active recreation or simply enjoying nature, these environments contribute to improved mood, reduced anxiety, and healthier lifestyles. Continually emphasizing the broad health benefits of a strong parks and recreation system helps reinforce its role as a cornerstone of public wellness.
Community Building
Parks and recreation departments serve as community anchors, creating inclusive places where people gather, celebrate, and connect. They host cultural programs, recreational opportunities, and social events that strengthen relationships and foster a sense of belonging. These spaces often enhance perceptions of safety and contribute significantly to a community’s overall quality of life. By showcasing how parks cultivate vibrant, connected neighborhoods, we highlight their powerful social impact.
Environmental Sustainability and Resiliency
Parks and open spaces play a critical part in protecting the environment. They conserve natural areas, support biodiversity, and provide green infrastructure that improves air quality, manages stormwater, and mitigates climate impacts. Communicating the role of parks in environmental stewardship underscores their importance in building resilient, sustainable communities.
Economic Impact/Development
Parks and recreation facilities contribute meaningfully to local economies. They attract visitors, enhance property values, support job growth, and improve quality of life, which are all key factors that influence business investment and community development. Demonstrating these economic benefits helps tell a compelling story about the return on investment that parks and recreation provide.
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.
Influence and Credibility
As a current Vice President, I have a deep understanding of the association’s responsibility to serve as a trusted advocate for parks and recreation. During my time on the Board, I have helped support initiatives that strengthened FRPA’s visibility and reinforced its role as a credible leader in parks and recreation association governance. With this experience, I would continue to champion advocacy efforts, promote clear and compelling communication about our impact, and help member agencies elevate their presence when engaging with policymakers, community leaders, and the broader public.
Activating Our Profession
My board service provided firsthand insight into how FRPA drives excellence across the profession through standards, benchmarking, and the development of best practices. As Vice President, I have contributed to conversations about how to enhance professional networks, expand certification opportunities, and support the exchange of knowledge through conferences and learning platforms. I would continue this work by supporting collaborative environments where practitioners can learn from one another, and by encouraging the adoption of tools and practices that strengthen the field statewide.
Activating Our Professionals
Serving as Vice President allows me to engage directly with the membership and better understand the diverse needs of professionals at different stages of their careers. I continue to see how essential FRPA’s training, mentorship, and career development programs are to building a strong workforce pipeline. With this experience, I would continue advocating for expanded professional development offerings, supporting mentorship initiatives, and helping identify emerging leadership opportunities that foster growth and retention. My governance experience has reinforced that our people are our greatest asset, and investing in their development elevates the entire profession.
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.
I would encourage agencies to use the Impact Calculator in budget discussions and advocacy efforts. Highlighting real examples and data-driven outcomes helps members communicate their value effectively. Promoting the calculator strengthens FRPA’s role as a resource for storytelling and impact measurement, and it can guide conversations with policy makers and leaders at the local level.
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 both the time and the capacity to fully meet the expectations of the Board. As a current Vice President, I am currently dedicating the time necessary to support the association’s initiatives. Because I am actively engaged in this work now, I have a clear understanding of the commitment and have consistently demonstrated my ability to meet and exceed those expectations. I remain fully prepared to continue contributing meaningfully, reliably, and enthusiastically to the Board’s ongoing efforts.