CANDIDATES FOR VICE PRESIDENT

Richard E. Durr, Jr., CPRP, AICP, PLA
Seminole County  Leisure Services Department
Director
"Rick Durr has been serving in the Seminole County Government since 2012 and is currently Director of the Seminole County Leisure Services Department. He has a Bachelor’s Degree in Landscape Architecture from the University of Florida and is formally trained in project management with over 26 years’ experience in project planning, public space design, management, policy implementation, contract management and implementation. Prior to the role of Director, Rick served as Greenways & Natural Lands Division Manager for Seminole County and managed parks planning and improvements projects for the County.
Rick has been professionally licensed in the State of Florida as a Landscape Architect since 1996, as a Certified Planner by the American Institute of Certified Planners since 2001, and a Certified Parks and Recreation Professional since 2016. His experience includes serving on the Planning and Zoning Commission and Local Planning Agency for the Village of Royal Palm Beach, Florida for over nine years, including serving as Vice Chair or Chair for four of those years. Prior to his work at Seminole County, Rick spent eighteen years in private practice with a focus on parks, public spaces & greenways planning, design and construction. He has also spent time serving in various roles on a Youth Sports non-profit Board of Directors as a league organizer and treasurer, and nine years as a youth sports coach. Rick is a graduate of Leadership Seminole’s Class 28 in 2019 and has been speaking at and participating in FRPA events since 1999.
Rick is a native Floridian, has two grown children and resides in Lake Mary with his wife of over 30 years."

Why do you want to serve FRPA as Vice President?

"FRPA is the best professional organization I’ve ever been a part of. Our organization’s leaders, volunteers and staff have served us well and have been there for me throughout my career. It is now time for me to give back in a big way, serve my fellow professionals, and to help carry forward this legacy to continue to be the preeminent professional organization for all of us now and in the future.”

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?

"My passion for parks and public service was realized in the mid-1990s the first time I provided planning services for a regional trails project. Since then my 25 plus-years of parks, greenways, trails and natural lands experience has led to working with many communities to assist residents and elected leaders to realize their vision, establish goals and objectives to meet the current and future needs of their residents, and improve their quality of life through parks. My own public service has included facilitating recreation programs, serving neighborhood groups to address their parks and trails needs, establishing excellent rapport with elected representatives, hands-on experience with parks user groups and non-profits, and finally as Director of Leisure Services for Seminole County.
The tools and resources which I utilize to stay on the cutting edge in the Parks, Recreation and Leisure profession include outwardly directed efforts within the profession, inwardly-focused efforts in working with a team of talented professionals to continually learn from each other; and lastly, continuing to learn from other industries and government leaders which affect and influence our profession. These include: 
Outwardly directed efforts specific to Parks, Recreation and Leisure Profession:

  • Direct collaboration and discussion with peers in the profession in both informal and formal settings, such as participating in the annual spring Central Florida meetings in DeBary; participation in online programs such as the “Chat and Chew” zoom meetings; attendance, participation and volunteering in agency functions, such as the Agency Summit and Annual Conferences;
  • Facilitating inter-agency collaboration and involvement in strategic planning, such as inter-County and multiple jurisdictional master planning programs for parks, trails and natural lands;
  • Reading and research of the latest materials issued by FRPA and NRPA, as well as other national publications such as community planning and landscape architectural publications;
  • Reading of daily bulletins through publications such as Athletic Business and the Orlando Business Journal;
  • Participation in the customized Annual Agency Performance Review through NRPA and analysis of the various national benchmarks and trends;
  • Active involvement and outreach to leaders in the Parks profession, such as other award-winning agencies and universities on anything from current issues to best practices;

Inwardly-focused efforts include creating a collaborative environment for our Leisure Services Department Leadership Team to better inform and support each other with the challenges and changes within our profession. These efforts include:

  •  Fostering a working collaboration between the senior members of the Leisure Services Department within each profession. Our Department includes not just the Parks & Recreation Division, but Greenways & Natural Lands Program, UF/IFAS Extension Services and Seminole County Library System. These Divisions include staff with diverse backgrounds, such as: professionals with advanced degrees; licensed, certified professionals in different, parallel fields; contractors and tradesworkers; trained educators; certified inspectors; professional biologists; and trained project managers. Harnessing this cross section of experience and input from professionals and specialists in their fields helps us to understand trends and insight into the future of our profession – and are critical to our continued success as an agency.
  • Working with the Leisure Services Leadership team to facilitate management discussions within a bi-monthly book club, along with other readings and discussion of leadership and management materials and trends.

Lastly, our professional does not exist in a silo, and is effected and influenced by other factors in governance, trends in economics, development and redevelopment. Therefore some of the ways to stay current on trends which influence our profession include:

  •  Staying actively involved in our County’s annual Legislative Agenda preparation;
  • Being engaged and collaboration with our County’s Executive Leadership Team;
  • As a recent graduate of Leadership Seminole, continuing to support and actively participate in the continuance of the program, collaborating with other professionals, non-profits, industry and government leaders in the region (experience with this group also includes having made presentations within the program on the parks, trails and natural lands of Seminole County each year dating back to 2017);
  • Making presentations and facilitating discussions with other community leaders in other forums, such as within various Rotary Clubs in Seminole County;
  • Collaboration with peers in other parallel and/or supporting related industries, such as volunteer efforts with Florida Chapter of the American Planning Association, Florida Planning & Zoning Association and Florida Chapter of the American Society of Landscape Architects;
  • Participating in educational sessions and professional outreach provided by other groups such as 1000 Friends of Florida programs;"

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? 

"With an endeavor like this in service of the membership, I would begin with direct communication with the membership. Conducting a need assessment program/project would be an effort organized around the objective of determining and delivering innovative and applicable professional development opportunities for the membership. Through the use of various survey methods and testing, the demand and need areas of the membership could be determined. Determining priorities of the membership would also be a part of this process. An effort such as this could be launched purely as a result of the limitations of the pandemic, making the outreach effort easily understandable and timely.
Once the results of the needs assessment could be evaluated, an implementation plan/strategy could be created which relies on various methods of delivery, including but not limited to programs produced by the association itself as well as strategic partnership opportunities for program delivery. Part of this effort would be to also determine measures of effectiveness and/or critical indicators. Our agency employs a number of methods, from direct survey questions (not unlike the current review forms used at the annual conference), to online surveys and questionnaires.
My extensive experience in conducting needs assessments and facilitating workshops for most of my career in parks could be of great service to a project like this.
Other delivery options employed by other associations also provide comparables for continuing education consideration across different parallel disciplines. For example, an offering by a private provider of an online or in person seminar on economic impact of public projects may become a registered provider of CEU credits for the planning, landscape architecture and law profession. Diversifying opportunities across other disciplines may be an opportunity to further explore for the membership."

Terrell Griffin, CPRP
Haines City
Parks and Recreation Director

"Terrell Griffin is the Parks and Recreation Director for the City of Haines City.  He is blessed with the task of leading a team dedicated to enriching the lives of others through the following areas: Aquatics, Facility Maintenance, Library, Parks, Recreation & Special Events. Prior to joining the Haines City family in January 2018, he worked for the City of Winter Haven for 5+ years, in the capacity of Recreation Supervisor.
Terrell graduated from Webber International University where he obtained his BA in Sport Management and an MBA.  Terrell became a Certified Parks and Recreation Professional (CPRP) in 2016.  He was a part of the Emerging Leaders program (2015), graduated from the Joe Abrahams Academy for Leadership Excellence (2016), Leadership Winter Haven (2017) and Leadership Polk in 2020.
Terrell currently lives in Winter Haven, Florida and enjoys sports, fishing, grilling, spending time with family and of course anything related to recreation. Terrell attributes much of his early success in the Parks and Recreation field to the many programs and offerings via the Florida Recreation & Parks Association (FRPA) and the many great leaders whom he has worked for in the past.  Terrell feels that one of the most important parts of his job is to ensure that he positions his staff to be the best they can be, each and every day, while fostering an environment that breeds creativity."

Why do you want to serve FRPA as Vice President?

"I wish to serve in the capacity of Vice President because I feel that it’s important for me to give back to the FRPA family as it has been instrumental in my career thus far. Having participated in the Emerging Leaders program, Joe Abrahams Academy for Leadership Excellence and most recently serving as a coach for the Abrahams Academy, I understand and appreciate the immeasurable and vital experiences that I’ve gained via FRPA. Also, like most recreation professionals, I am always up for a new challenge!  Who wouldn’t want to be a part of the team that gets to set the road map for FRPA and its future endeavors, while upholding its vison and mission.  I am committed to the Parks & Recreation industry and FRPA – we can all benefit from the many resources that are offered – Thank you!"

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?
"Some of the resources that I utilize includes the Recreation Management publication, the FRPA open forum platform, FFEA Community discussion platform, NRPA website, NRPA SmartBrief, American City and County publication and the FRPA website, just to name a few.  I have found that having open communication with developers, engineers and manufactures to discuss challenges that some of their clients have faced is beneficial. Speaking to other directors to see what issues they are dealing with.  Staying abreast of the current trends including legislative agendas, the political climate and real-world situations such as COVID-19, provides useful insight for what we can expect within the Parks and Recreation realm."

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? 
"COVID-19 has forced everyone to think outside the box and find unique ways to engage individuals on many different levels including in person and via video chat platforms. Reaching out to members to see what challenges they are currently facing via surveys and other means.  Finding a way to incorporate the surveys on social media will be very beneficial as most young professionals spend a great deal of their time on the various social media platforms.  We all get hundreds of emails, so often times, information may be lost or go unread. Utilizing the Zoom platform and invite agency leadership staff to have monthly discussions regarding the challenges in our industry.  Offer incentives for those whom are active participants, such as a percentage off of conference registration or offer a chance to win a leadership book.  Create a list of members that currently have their CPRP or CPRE and send information to them – my thoughts are that if one is willing to go the extra mile to be certified, they will be willing to offer comments on items they feel would further develop them as a leader within Parks and Recreation.  Strategies that I would utilize for development and implementation include offering more virtual events as there are typically no travel cost associated."

Nancy Maddox
City of Daytona Beach Shores Recreation and Economic Development Director

"Nancy Maddox is Recreation and Economic Development Director for the City of Daytona Beach Shores and lifetime resident of New Smyrna Beach.  Nancy has served on many boards including the Florida Historical Commission, President of the Florida Trust for Historic Preservation, Co-Chair of the Volusia Flagler United Way Women’s Initiative and mentor for Take Stock In Children.  In 2017 she received the Volusia County Cultural Alliance Tippen Davidson Award for her leadership in the arts.  Having worked in many capacities while she was with the Volusia County Parks, Recreation and Culture Division and then later the Leisure Services Director for the City of New Smyrna Beach, and now the Recreation and Economic Development Director for the City of Daytona Beach Shores, Nancy has a broad knowledge and experience in various diverse disciplines and holds a Master of Public Administration from the University of Central Florida.   She enjoys traveling, walking the beach, photography, fishing and riding bikes along Volusia County’s multi-use trails.  Nancy shares an amazing support system in her husband Bobby, mother Misao and has a great work family.  Her personal commitment, as both an advocate and connector, has enhanced the lives of Volusia County residents in the realms of environmental, cultural, historical, and recreational facilities and programs."

Why do you want to serve FRPA as Vice President?

"To the Members of FRPA: I thank you for considering me to serve as your Vice President of the FRPA Board of Directors.  If elected, it will be my honor to serve you and I will give 100% of myself to help FRPA continue to thrive.  We are experiencing unprecedented times in an ever-changing world and it is important for us as Parks and Recreation professionals to continuously think outside of the box and be a part of the solution for our communities that we love and serve."

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?

"The tools I use are the internet, talking with my peers and others outside of our field, read articles from FRPA, NRPA, FCCMA, ICCMA, Florida Trend and other printed resources.  For example, I am currently looking to gain more insight on the direction our profession is going to go in the next five years because of funding challenges and the programs we need to provide for our communities.  Do we need more/less facilities, outdoor spaces, more technology support to handle E Sports and other types of computer programs?"

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? 

"FRPA could create a committee or utilize their education committee that represent cities/counties from all over the state.  We could create a list of questions they would be tasked to ask five to ten cities to respond.  It might be simpler in some areas like here in Volusia County since we meet monthly and we could knock out a questionnaire very easily.  From those responses create a template to see where the voids are that FRPA is not currently providing.  Then it could be planned and implemented from there."