Robert Mattes, CPRE
Director
Village of Pinecrest Parks and Recreation
All response items below have been submitted and communicated exactly as they were written by the nominee.
"I’m deeply passionate about Parks and Recreation and advancing FRPA’s mission to ensure it remains a vital community resource while solidifying it as the premier source of professionals and information in Florida. Serving as Vice President would allow me to support FRPA’s membership in new and meaningful ways, building on the incredible work of those before me, providing tools for professional growth, fostering future leaders, and strengthening our network. Contributing to FRPA’s vibrancy and lasting impact would be an honor."
With over two decades of leadership experience in parks and recreation, I am well-prepared to serve as Vice President of the Florida Recreation and Park Association. As the Parks and Recreation Director for the Village of Pinecrest since 2017, I have successfully guided my team to achieve CAPRA accreditation, demonstrating our commitment to operational excellence and innovation.
My tenure with FRPA includes chairing the 2024 Annual Conference Committee, where I led a diverse team of volunteers to deliver an impactful event, and serving as chair of the Community Building Workgroup, fostering collaboration among professionals statewide. I have also contributed as a panelist and speaker at FRPA Annual Conferences, sharing insights on community service and business management.
Beyond FRPA, I bring a wealth of experience from leadership roles across multiple states, where I have transformed programs, optimized budgets, and expanded services to meet community needs. My ability to foster partnerships and implement strategic plans has consistently delivered measurable results, such as increasing program participation and revenue.
With a Master’s degree in Parks, Recreation, Tourism, and Sport Management, and certifications including CPRE, CPSI, and AFO, I am committed to advancing FRPA’s mission of enhancing lives and communities through parks and recreation.
What motivates you to be a Parks and Recreation professional?
What motivates me to be a Parks and Recreation professional is the opportunity to create meaningful connections for individuals and communities. My own experiences as a teen shaped this motivation-I often felt disconnected, but working in the recreation field revealed the transformative power of shared activities and nature. Whether it was hiking through the mountains, gazing at the stars, or simply throwing a frisbee, I witnessed how these seemingly simple moments could bring people together, fostering bonds and a sense of belonging.
I also discovered how being connected to nature improved my own well-being and daily life. This personal realization drives me to offer others the same opportunities-to experience the joy, peace, and connection that recreation and nature can bring. Knowing I can play a role in enhancing lives and strengthening communities is deeply fulfilling and continues to inspire my work in this field.
Why are you interested in serving FRPA as a member of the FRPA Board of Directors? What specific and unique skills and experience make you uniquely qualified to serve as a member of the FRPA Board of Directors?
I am interested in serving on the FRPA Board of Directors because I am deeply committed to advancing the mission of the association and reinforcing its significance statewide. My experience on executive boards of other state associations and involvement in strategic planning cohorts has equipped me with a broad perspective and the ability to contribute meaningfully to organizational growth and success.
My unique qualifications include strong strategic thinking and interpersonal skills. I excel at viewing situations through multiple lenses, enabling me to approach challenges and opportunities holistically. I foster professional discussions, even when opinions differ, ensuring that collaboration remains respectful and focused. Additionally, I have a proven ability to motivate groups to align with their goals and strive for excellence beyond minimum standards.
Serving on the FRPA Board of Directors aligns with my passion for supporting communities and my dedication to helping this association continue to thrive and make an impactful difference.
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 in the Parks, Recreation, and Leisure profession, I rely on a robust set of tools and resources. Networking channels provided by FRPA and NRPA are invaluable for sharing ideas and best practices. My connections with North Carolina State University and professionals nationwide further enhance my ability to stay informed and collaborative.
To anticipate challenges and changes in the next five years, I actively engage in local, regional, state, and national conferences, where emerging trends and innovations are often highlighted. I regularly read industry publications to stay updated on policy shifts, technological advancements, and evolving community needs.
Additionally, I closely monitor consumer trends in spending and financial markets to understand how broader economic factors might impact parks and recreation services.
My approach is rooted in strategic thinking and business development, supported by a deep knowledge of parks and recreation. By integrating these tools and resources, I ensure I remain proactive and adaptive, ready to address the needs of the communities we serve.
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.
Since joining FRPA in 2017, I have actively sought opportunities to contribute to the association's mission and growth. My journey began as a member of the Community Building workgroup, where I established strong relationships with other members and gained a deep appreciation for the collaborative spirit of the association. These relationships led to my role as chair of the workgroup and a position on the association's leadership team, where I contributed to shaping its initiatives and goals.
Participating in multiple strategic planning retreats has been particularly insightful, providing me with a comprehensive understanding of FRPA's direction and the rationale behind its strategic actions. As chair of the 2024 Conference Committee, I worked alongside a talented and dedicated group of volunteers to lead the planning and execution of a successful annual conference, further enhancing my governance and leadership skills.
In addition to my roles on committees and workgroups, I have had the privilege of being a speaker at several FRPA annual conferences and participating in multiple panel discussions. These experiences have honed my ability to engage with diverse audiences, foster professional dialogue, and connect with members from across the state.
Each of these opportunities has prepared me to serve on the FRPA Board of Directors by deepening my understanding of the association's operations, enhancing my leadership skills, and building a robust network of members who are invested in the success of FRPA. My experiences have positioned me to contribute effectively to the board's governance and to inspire continued member engagement and collaboration.
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 three to five years, my leadership involvement outside of FRPA has included serving as a team captain for Relay for Life. In this role, I had the rewarding experience of raising funds for cancer research while fostering connections among individuals from various backgrounds. Bringing people together for a common cause not only underscored the importance of collaboration but also demonstrated how shared goals can create meaningful community impact.
While I remain open to expanding my involvement with other associations and organizations, my primary focus has been on contributing to the Florida Recreation and Park Association. This concentrated effort has allowed me to maximize my leadership skills and impact within FRPA, while my work with Relay for Life has further enriched my ability to engage and inspire diverse groups.
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 responsibilities encompass upholding the strategic vision, mission, and goals of the organization while ensuring compliance with relevant regulations by maintaining FRPA's tax-exempt status by prioritizing activities that advance its charitable mission and avoiding impermissible private benefits or political activities. Additionally, board members must ensure compliance with federal and state antitrust laws, promoting fair competition and avoiding any actions that could be perceived as collusion or anti-competitive practices.
A critical responsibility is to maintain the integrity of the board by identifying and addressing actual or perceived conflicts of interest. Transparency is essential; disclosures must be made, and members must recuse themselves from decisions where conflicts exist. This ensures that board actions are always in the best interest of the association and its members.
Strategic thinking and sound governance are at the heart of these responsibilities. It involves balancing long term vision with ethical decision-making, fostering collaboration among board members, and ensuring the association remains effective, compliant, and mission-driven. As a board member, I would prioritize these responsibilities to support FRPA's continued success and integrity.
Please explain your understanding of "fiduciary duty" relative to non-profits, and how specifically that might apply to FRPA.
Fiduciary duty in the context of non-profits encompasses the responsibility of board members to act in the best interest of the organization, ensuring that resources are managed responsibly, ethically, and in alignment with the mission. For FRPA, this means maintaining the highest standards of integrity when overseeing the use of funds and ensuring that expenditures directly support the association's goals and strategic vision.
This duty involves three primary principles:
1. Duty of Care: Making informed decisions by thoroughly reviewing relevant information and considering the long-term impact of financial and operational choices on FRPA's sustainability and effectiveness.
2. Duty of Loyalty: Prioritizing the association's interests above personal or external interests, avoiding conflicts of interest, and acting in a way that benefits FRPA and its members.
3. Duty of Obedience: Ensuring that all actions and financial decisions align with FRPA's mission, comply with applicable laws, and advance the organization's strategic objectives.
Specifically, for FRPA, fiduciary duty involves evaluating the necessity and impact of expenditures, allocating funds to initiatives that maximize member value, and maintaining transparency with stakeholders. As a board member, I would consistently advocate for prudent financial management and resource stewardship to ensure FRPA's long-term success and integrity.
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 of Directors is to actively listen to the membership, understand their needs, and translate that understanding into informed, strategic decisions that guide the association toward better serving its members. By maintaining open lines of communication and fostering trust, the board ensures that the association remains responsive, relevant, and effective in fulfilling its mission.
The most challenging responsibility is balancing the diverse needs and wants of the membership. With a broad range of professionals and stakeholders, it can be difficult to prioritize initiatives in a way that serves the greater good while staying true to the association's long-term strategic goals. As a board member, it is essential to weigh these decisions fairly, ensuring that choices align with the mission and vision of FRPA while addressing the most pressing needs of its members. This requires a combination of strategic thinking, interpersonal skills, and a commitment to equity and sustainability.
What do you envision as the primary function of the position you are seeking?
I envision the primary function of the Vice President on the FRPA Board of Directors as serving as a bridge between the membership, the Board, and the Executive staff. This role involves being an active listener and advocate for the members, ensuring their voices are heard and their needs are addressed within the framework of FRPA's mission, vision, and strategic goals. The Vice President must facilitate governance by fostering collaboration among Board members, guiding discussions toward informed and strategic decision making, and supporting the implementation of initiatives that advance the association's objectives.
Additionally, each Vice President plays a key role in supporting the President and Executive staff in maintaining a forward-looking approach to governance. This includes staying attuned to industry trends, member feedback, and strategic opportunities to help the Board navigate challenges and prioritize initiatives that benefit the membership and the profession as a whole. Upholding the integrity of governance, promoting transparency, and ensuring alignment with FRPA's long-term plans are integral responsibilities of the position.
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.
Fostering constructive conversations that lead to cohesive decisions is a vital responsibility of any Board member, especially when differing interests and viewpoints are present. My approach centers on creating a respectful and structured environment where all perspectives are valued and deliberated objectively. I have had countless opportunities throughout my parks and recreation career to navigate such discussions professionally and respectfully, particularly in the context of public meetings and leadership team interactions.
When facilitating conversations, I begin by setting clear expectations for how the meeting will proceed. I emphasize the importance of mutual respect and remind participants that differing opinions are not only expected but essential for progress. This helps create a space where individuals feel comfortable sharing their views without fear of judgment. For example, in public meetings discussing park renovations or new designs, I have often had to manage polarized opinions. Some neighbors may resist any change near their homes, while others advocate for vibrant activity hubs. In these cases, I frame the conversation around answering specific questions, encouraging attendees to speak to the moderator rather than debating each other directly. This ensures the discussion remains constructive and focused on gathering diverse input rather than becoming adversarial.
Throughout these processes, I make it a priority to ensure that everyone has the opportunity to express their views and feels genuinely heard. I also emphasize that while every opinion will be considered, the ultimate decision will align with the agency's mission to better serve the community as a whole. For instance, in a recent park redesign project, I guided a discussion where conflicting views arose about whether to prioritize passive or active recreation spaces. By directing participants to articulate how their preferences aligned with broader community needs and data, we could identify a balanced solution that integrated both perspectives.
Similarly, when working with advisory boards or leadership teams, I actively encourage cooperative engagement by highlighting the value of diverse viewpoints in reaching well-rounded decisions. The most important takeaway from my experiences is the significance of ensuring every voice is heard, even when the final decision does not align with every perspective. At the executive level, decisions are often complex and require information from multiple sources, some of which may challenge existing assumptions. By encouraging respectful dialogue and grounding discussions in the association's mission and strategic goals, I have consistently helped teams and stakeholders move toward decisions that balance competing interests and serve the greater good. These practices are ones I would bring to the FRPA Board to help foster effective governance and strategic thinking.
What challenges do you see on the horizon for the profession, and how would you see them impacting the Association?
The parks and recreation profession may face several significant challenges that have the potential to impact FRPA and its members. Addressing these challenges strategically is crucial to ensuring the continued growth and relevance of both the profession and the association.
1. Decline in Younger Professionals Advancing into Leadership Roles
As fewer younger professionals advance into leadership positions, there is a risk of a leadership gap in the field. This generational shift may lead to a lack of continuity in institutional knowledge and mentorship opportunities. For FRPA, this challenge emphasizes the importance of attracting and retaining emerging leaders within the association to ensure sustained growth and innovation.
2. Generational Clashes in the Workforce
With multiple generations working together, differing communication styles, work expectations, and values can create tension within agencies. FRPA will need to help bridge these generational divides by providing training and resources to foster understanding, adaptability, and collaboration among professionals at all career stages.
3. Job Mobility Among New Professionals
New professionals often move between agencies and locations more frequently, limiting their ability to build long-term relationships and deeper involvement with professional associations like FRPA. This trend may impact the association's volunteer pipeline and member engagement, requiring innovative strategies to keep these professionals connected and invested in the organization regardless of their location.
4. Workforce Shortages in Entry-Level Positions
Parks and recreation agencies are struggling to fill entry-level positions, which could hinder the delivery of programs and services. This challenge also impacts the career pipeline, reducing the number of individuals who may eventually pursue leadership roles. For FRPA, addressing this issue involves advocating for competitive compensation, career growth opportunities, and industry awareness to attract and retain talent.
5. Economic Pressures on Agencies and Communities
Inflation and tightened budgets are straining both residents and parks and recreation agencies, leading to reduced funding and program cuts. This economic climate challenges FRPA to support agencies in finding creative solutions to maintain quality services while advocating for the value of parks and recreation to policymakers and communities.
By addressing these challenges proactively, FRPA can position itself as a leader in navigating the future of the parks and recreation profession, ensuring its relevance and value to members, agencies, and communities across 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?
To ensure the long-term financial stability of FRPA, several opportunities exist to strengthen current revenue streams and create new ones. Enhancing training and education programs by offering high-value opportunities that focus on certifications, leadership development, and career advancement can attract increased participation and justify membership investment. Aligning these programs with emerging trends, such as DEi initiatives, climate resilience, and technological advancements, can further broaden their appeal to new audiences. Additionally, expanding the annual conference to include features like pre-conference workshops, certification courses, and specialized leadership tracks can drive additional revenue. Offering tiered registration options, such as virtual access to select sessions, can make the conference accessible to a wider audience.
Continuing to secure corporate sponsorships and partnerships, as successfully modeled during the COVID pandemic, can provide a stable funding source. By developing sponsorship tiers with tailored benefits, FRPA can attract a diverse range of corporate partners, from local businesses to national organizations.
Opportunities to create new revenue streams include expanding FRPA's online learning platform to include self-paced courses and micro-credentialing programs that cater to both members and non-members. Topics such as management, marketing, community engagement, and operational skills tailored to park professionals and sport field management could significantly increase engagement. Establishing an endowment fund, supported by contributions from members, alumni, and legacy donors, could provide a sustainable financial cushion to support special projects or emergency needs during economic downturns. Additionally, connecting current members with universities to offer internships, research opportunities, or joint training programs can generate new membership revenue and foster connections with younger professionals entering the field.
By leveraging these strategies, FRPA can strengthen its position as a leader in the parks and recreation field, secure its financial future, and continue to deliver valuable resources and opportunities to its members and the communities they serve.
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?
To address the challenge of delivering innovative and applicable professional development opportunities for FRPA members, I would employ a multifaceted approach that leverages emerging trends, collaborative partnerships, and direct member input to ensure offerings remain relevant and impactful.
The first step is to look outward at what leading organizations, particularly Fortune 500 companies, are doing to educate their teams. These companies are often at the forefront of integrating technology and innovative training methods, such as virtual reality, gamification, and Al-driven learning tools. By adapting such approaches for parks and recreation professionals, FRPA can stay ahead of the curve while providing members with cutting-edge resources.
Collaboration with other state associations is another avenue for identifying and expanding training opportunities. Partnering with these associations can create a larger pool of participants, increase access to diverse expertise, and reduce administrative costs if FRPA can utilize sessions hosted by the partnering association. This approach not only diversifies training opportunities but also extends FRPA's reach to professionals who may not typically engage with the association.
Listening to the membership remains a cornerstone of identifying training needs. Directly soliciting feedback through surveys, focus groups, and discussions ensures the content aligns with the members' evolving needs. Even when response rates are low, the insights gathered can inform training topics that are practical and in demand. Additionally, the continued development of the Subject Matter Resource Directory can provide FRPA with a robust pool of experts to design targeted training sessions that address specific areas of interest or gaps in knowledge.
The strategy for developing and implementing these opportunities begins with prioritizing the topics identified through research and member feedback. FRPA can then work with subject matter experts, including those identified in the Resource Directory, to tailor content to the unique needs of the profession. Offering multiple delivery methods-such as in-person workshops, webinars, and hybrid online courses-ensures accessibility for a wide range of participants.
Collaborative opportunities with external associations and corporate sponsors should also be pursued to offset costs and increase the value of programming. For instance, sponsorships can support the introduction of technology-driven training tools or help fund expert-led workshops.
To ensure training programs meet their objectives, I would implement a dual evaluation approach. First, immediate participant feedback through post-training surveys would provide insights into the perceived value, relevance, and quality of the session. These surveys could also gather suggestions for future topics. Second, the level of sustained interest in replicated sessions can serve as a measure of effectiveness. If similar sessions continue to attract registrations, it indicates ongoing relevance and member satisfaction.
By combining innovative approaches with member-driven feedback and leveraging partnerships, FRPA can continue to offer professional development opportunities that not only meet but exceed member expectations, ensuring the association remains a leader in advancing the parks and recreation profession.
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-are vital to the success of parks and recreation agencies and the communities they serve. These pillars align deeply with my own professional values and reflect why I became passionate about parks and recreation. Each pillar plays a unique and interconnected role in creating vibrant, thriving communities and must be actively supported to ensure that agencies can deliver their intended outcomes effectively.
Health is a cornerstone of parks and recreation, as agencies are often viewed as the health and wellness leaders within their communities. By providing programs, facilities, and open spaces that encourage physical activity, mental well-being, and social interaction, parks and recreation departments can directly contribute to healthier lifestyles for individuals and families. FRPA amplifies this impact by offering resources, showcasing innovative wellness initiatives, and connecting professionals with opportunities to collaborate with outside partners. This support enables agencies to instill the importance of wellness within their communities and remain at the forefront of health promotion.
Community Building goes beyond connecting agencies to individuals-it creates a sense of belonging where every resident feels appreciated, heard, and respected. Parks and recreation agencies play a pivotal role in fostering these relationships by creating spaces and opportunities for community engagement. Whether it's through partnerships with local businesses, establishing friends groups to support agency objectives, or hosting events that bring neighbors together, FRPA provides the tools and resources necessary to help agencies strengthen their community bonds. These efforts ensure that parks and recreation departments serve as the heart of their communities, building trust and fostering inclusivity.
Environmental Sustainability and Resiliency are essential for the long-term health of both natural and human communities. Parks and recreation agencies have the responsibility and opportunity to lead by example in promoting sustainable practices, educating the public on conservation, and preserving vital natural resources. FRPA supports this mission by connecting members with state and federal resources who could potentially fund restoration projects, deliver environmental education, and enhance resiliency initiatives. This connection ensures that agencies can address critical environmental challenges while creating spaces that future generations can enjoy.
Economic Impact and Development underscores the importance of telling a community's story in a way that resonates with its unique needs and priorities. Parks and recreation agencies play a critical role in driving economic growth, whether through tourism, job creation, or increased property values. FRPA's resources, such as the economic impact calculator, help agencies quantify and articulate their value to stakeholders, ensuring the right information is communicated to advocate for continued investment. Tying these metrics to the desires of the community makes the story even more compelling and demonstrates the tangible benefits of parks and recreation.
By aligning programs, initiatives, and messaging with these four pillars, parks and recreation professionals can create lasting positive impacts in their communities. FRPA's ability to provide the resources, connections, and tools necessary to support these efforts ensures that its members can continue to meet the evolving needs of their communities while demonstrating the invaluable role of parks and recreation in health, sustainability, 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.
The FRPA strategic plan's categories, Activating FRPA's Influence and Credibility, Activating Our Profession, and Activating Our Professionals, are essential to advancing the association's mission and ensuring the continued growth and relevance of parks and recreation in Florida. These priorities guide how FRPA engages its members, supports the profession, and impacts the communities it serves. My understanding of these categories is shaped by my professional experiences and my commitment to fostering collaboration and innovation within the parks and recreation community.
Activating FRPA's Influence and Credibility involves establishing the association as a trusted leader and advocate for the field. By contributing my expertise and serving as a reliable subject matter resource, I support FRPA in strengthening its reputation as a source of knowledge and guidance. Advocacy and storytelling play a critical role in this effort-highlighting the successes of parks and recreation through data, testimonials, and case studies demonstrates the value of the profession and positions FRPA as a key voice in addressing community needs such as health, sustainability, and economic development.
Activating Our Profession requires fostering pride and engagement among professionals while creating opportunities for collaboration and career growth. Networking with colleagues across various levels of experience has been pivotal in my own career development, and I believe in the power of social and professional gatherings to enhance member connections. Events like regional meetups, mentorship programs, and cross-agency collaborations can create a level playing field where professionals of all backgrounds can build relationships, exchange ideas, and work toward common goals. Expanding these opportunities can strengthen FRPA's network and foster a greater sense of belonging within the profession.
Finally, Activating Our Professionals is about inspiring individual members to take an active role in advancing their careers, the association, and the field. I believe in leading by example and encouraging others to step forward as leaders themselves. Mentorship, peer encouragement, and accessible leadership pipelines are key strategies for engaging members and equipping them with the tools they need to succeed. Creating spaces for professionals to share ideas and build confidence can have a multiplier effect, fostering a culture of collaboration, innovation, and leadership that will drive FRPA and its members forward.
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.
To actively promote the use of the FRPA Impact Calculator, I would continue to focus on demonstrating its value as a powerful tool for quantifying the contributions of parks and recreation departments and enhancing their ability to tell compelling stories. Central to this effort is showcasing real-world examples of the calculator's application, highlighting both its successes and its challenges. Sharing evidence of how the calculator has been used by various communities for a diverse range of applications. I would illustrate its versatility in supporting advocacy efforts, securing funding, and strengthening public and policymaker understanding of parks and recreation's value.
Providing a variety of diverse case studies is key to this promotion. I would compile and share instances where the calculator has been effectively implemented, detailing the positive outcomes achieved, such as increased funding, improved community support, or stronger partnerships. Equally important is examining cases where the tool did not produce the intended results. By identifying and sharing lessons learned from those scenarios, we can refine how the calculator is used and help members avoid similar pitfalls. This approach ensures that the tool is continually improving and adapted to meet diverse needs across Florida's communities, and it develops a database where members can begin their Impact Calculator journey with lessons learned from agencies before them.
Beyond showcasing its application, I would continue to emphasize the importance of storytelling in parks and recreation. Numbers alone rarely inspire action, but when paired with relatable narratives that illustrate the human impact of parks and recreation, the data becomes transformative. By training members to combine the calculator's findings with personal stories, testimonials, and visuals, we can help them create compelling presentations that resonate with both internal stakeholders and external audiences, such as elected officials and community members.
Lastly, I would continue to advocate for learning opportunities focused on the impact calculator, especially if they can be led by those who have already implemented the calculator in their own community. These sessions would provide members with hands-on training and opportunities to share their experiences, fostering a collaborative environment where best practices are exchanged. This ensures that FRPA members are not only equipped to use the tool effectively but also confident in leveraging its insights to advocate for their agencies. By continuously connecting the data to tangible outcomes, we can strengthen agencies' narratives and their ability to tell their full impactful story.
FRPA is intentionally focusing on Diversity, Equity, Inclusion, and Belonging. Please describe how you will support the Association's commitment to diversity, and encourage membership from diverse populations to engage with the Association.
I am fully committed to supporting FRPA's intentional focus on diversity, equity, inclusion, and belonging. Ensuring that all individuals feel represented and valued within the association is critical to its mission and long-term success. To foster this commitment, I would advocate for actively seeking not just a diverse membership, but also members who are encouraged and supported in stepping into leadership roles.
Representation matters, and when individuals see themselves reflected in leadership, it reinforces a sense of belonging and demonstrates that FRPA values diverse perspectives at every level.
In my role, I would continuously evaluate decisions made at the Board level to ensure they align with FRPA's DEIB goals. Recognizing that these decisions have far-reaching implications, I would remain mindful of my own potential blind spots and seek input from a wide range of voices to make informed, thoughtful decisions.
Collaboration with members and stakeholders who bring different experiences and viewpoints would be essential to creating policies and initiatives that further the association's commitment to equity and inclusion. This collective approach ensures that FRPA's programs and leadership are representative of the communities they serve.
To encourage membership and engagement from diverse populations, I would focus on creating opportunities for meaningful participation and leadership development. Outreach efforts should highlight the value of FRPA's resources while emphasizing its commitment to an inclusive and welcoming environment. Mentorship programs, targeted networking events, and partnerships with organizations that serve underrepresented groups could help bridge gaps and provide pathways for members to feel empowered to contribute. By building these connections and fostering an inclusive culture, FRPA can continue to grow as an association that not only reflects but celebrates the diversity of Florida's parks and recreation professionals.
Board members of FRPA are expected to commit SO - 100 hours per year to Association work and activities. Do you fundamentally have the time to serve on our Board?
Yes, I am able to make this commitment.