CANDIDATES FOR VICE PRESIDENT

Each year, two Vice Presidents are elected. This year there are two candidates on the ballot. Below is information about the two candidates running for the open Vice President position. Individuals elected to these positions will be installed and begin their Board service at the Conference. Vice Presidents will serve two year terms.

Steve Cox, CPRP
Supervisor
Lee County Parks and Recreation 

All response items below have been submitted and communicated exactly as they were written by the nominee. 

"I seek to fulfill the role of Vice President for FRPA, a professionally focused organization I am proud to be a part of. FRPA serves its members by championing their causes, advocating for their interests, providing education, and promoting overall well-being. If elected, my responsibility would be to continue the legacy established by the current and former board members. My focus involves education, and I look forward to playing a role in shaping future educational programs at a statewide level."

Steve Cox's journey with the FRPA began in 1999. Over the years, he has been an active member, starting as a co-chair for the District Games at the 2000 State Conference. His roles have included the SW Region Director from 2011 to 2013, Vice President of Membership from 2013 to 2015, and Conference Chair in 2018. He has actively participated in numerous committees and task forces. A graduate of the first class of the Abrahams Academy in 2009, Steve also holds certifications of Parks and Recreation Professional and Playground Safety Inspector.

Since 1997, Steve has been a dedicated member of the Lee County Parks and Recreation team, currently supervising 6 staff and a 35,000 sq ft recreation center. He leads the department's CAPRA committee and serves as a CAPRA visitor.

On a personal note, Steve has enjoyed 34 years of marriage with his wife, Alisa. They live in Bokeelia on Pine Island. The couple is blessed with two adult sons, Joshua and Jedadiah, daughter-in-law Calen, and two grandchildren, Jericho and Nila.

What does the field of Parks, Recreation, Conservation, Cultural Affairs, Arts, Leisure Services, etc., mean to you? 
Parks and Recreation is more than a job that began in 1997. As a Certified Parks and Recreation professional, it is my role to ensure that we fulfill our duty to provide our community with a space where they can find a sense of belonging, create lasting memories, foster friendships, and cultivate healthy lifestyles. Creating an environment that encourages imagination, instills the belief that anything is achievable, promotes self­connection, social bonds, and a harmonious relationship with nature. Maintaining a treasured space for our community to relax and connect outside of their educational or professional commitments, providing a safe place where they can be themselves, all while ensuring responsible financial management of taxpayer funds. 

What motivates you to be a Parks and Recreation professional? 
What motivates me is the opportunity to actively participate in molding the experiences of our diverse visitors, regardless of their age or abilities. This involvement can take various forms, whether it's through team sports, unstructured play, fostering lifelong friendships, supporting wellness objectives, or simply ensuring a secure and welcoming space for recreation.

Why are you interested in serving FRPA as a member of the FRPA Board of Directors? 
As a member of FRPA since 1999, my involvement with FRPA dates to 2000 when I began as a member of the conference committee. Over the last 24 years, I've taken on various roles within the organization, including serving as Region Director from 2011 to 2013, Vice President from 2013 to 2015, Conference Committee Chair in 2018, and currently, I am a part of the Training and Education Committee. I wholeheartedly align with FRPA's mission and values and firmly believe in the ongoing need to champion and advance our profession. 

What makes you uniquely qualified to serve as a member of the FRPA Board of Directors?  
My strategic thinking abilities allow me to envision long-term goals and develop comprehensive plans to achieve them. As the CAPRA Co-Lead for my department, I am skilled at analyzing complex situations, identifying solutions, and making informed decisions that align with the organization's mission and values. 

Additionally, my interpersonal skills enable me to effectively collaborate with a diverse range of stakeholders, fostering positive relationships, and creating a supportive and inclusive environment. I believe in the power of teamwork and open communication to drive progress and successfully address the needs and concerns of our community and members. 
These qualities, along with my dedication to the mission of FRPA, make me uniquely qualified to contribute to the organization's success and the fulfillment of its goals as a member of the Board of Directors. 

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?   
As I have been actively engaged in working with my county to prepare for the anticipated growth of over 1 million residents by 2030, my approach to staying at the forefront of the Parks and Recreation profession involves a multifaceted strategy. I place a strong emphasis on continuous professional development and education. This includes attending workshops, seminars, and conferences specific to Parks and Recreation, enabling me to remain well-informed about the latest trends, best practices, and innovations in the field. Networking is another pivotal component of my approach. I consistently build and nurture a robust professional network, which encompasses peers, colleagues, and industry experts. This network serves as a valuable source of insights into emerging challenges and potential solutions, providing me access to a wealth of knowledge and experience. 

Additionally, I keep myself well-informed of current issues in Parks and Recreation by regularly reading industry publications. This helps me stay informed about the immediate concerns within our profession and also offers a broader view of the business landscape. Collaborative projects and partnerships, both within and beyond our industry, are integral to my strategy. They offer opportunities to explore innovative ideas and collectively address challenges, contributing a fresh perspective to our profession. Engaging with community members, staff, and colleagues to solicit feedback regarding their evolving needs and expectations is essential for shaping our strategies and ensuring that we are prepared to meet future demands. Strategic thinking plays a key role in my approach, as I engage in scenario planning exercises to consider a range of potential future scenarios and their implications on our profession. I also actively participate as a CAPRA visitor, leading my agency through the accreditation process, which helps us prepare for various outcomes and maintain a high level of quality and service. 
By combining my skills in facility and staff development, strategic thinking, and my in-depth knowledge of parks and recreation, I am well-equipped to anticipate and effectively address the challenges and changes that lie ahead. This approach ensures that I remain adaptable, relevant, and successful in the coming years. 

Detail your involvement with FRPA over the past 3 – 5 years.  
I have dedicated my time to volunteering with FRPA almost every year since 2000. My recent roles include serving as a Training and Education Committee Member from 2020 to 2022, a Conference Committee Member in 2021 and 2023, and the Conference Committee Chair in 2018. These experiences have provided me with the valuable opportunity to collaborate with past board members and gain insights from their achievements. It has allowed me to engage with remarkable professionals in our field on a whole new level, greatly expanding my network. I have been a supervisor within my department since 2004, where I have acquired management skills over the years. However, my involvement with FRPA offers me a unique platform to further develop and enhance my leadership skills, ultimately contributing to my personal and professional growth. 

Detail your leadership involvement with Associations/Community or Civic Organizations outside of FRPA over the past 3 – 5 years.  
CAPRA Reviewer - dates and locations 
2023 - Durham, NC 
2022 - Howard County, MD 
2021- Clayton County, GA 
2020- Grapevine, TX 

Please explain your understanding of the responsibilities of being a Board member of a non-profit organization.   
The responsibilities include defining and supporting the Association's mission, ensuring long-term strategic planning, safeguarding resources and internal controls, monitoring and improving programs to meet members' future needs, enhancing the image and reputation of both the Association and the parks and recreation industry, upholding legal and ethical integrity, and support the Chief Executive Officer. 

What do you think is the most important role of the Board of Directors of FRPA specifically, and what would you think is the most difficult responsibility facing Board members?  
I feel the most important role of the Board is to consistently champion state-level advocacy and strategically provide educational opportunities statewide throughout the year. FRPA stands as the source of subject matter experts committed to building, enriching, and nurturing vibrant communities crucial for Florida's future. This can be difficult because it requires engaged stakeholders and committed members to push the goals forward in a timely way. It will take strong leaders to be able to encourage and light a fire under volunteers to get the work done. The most difficult responsibility is actively involving stakeholders and dedicated members to propel the association's goals forward promptly. Effective leadership will be crucial to inspire and motivate volunteers to accomplish the tasks. Dealing with negativity and remaining adaptable in the face of change are additional obstacles to overcome. 

What do you envision as the primary function of the position you are seeking and what skills do you have that would most benefit the Association (and ultimately the membership) if elected to the position?
I started as an entry-level maintenance worker in 1997 and have continued to advance in my department and take on new roles to expand my knowledge. I have managed recreation centers, community centers and multi-use sports complexes, and boat ramps. This has afforded me to become a subject matter experience in many areas of the field. I feel confident I can represent the entry-level professionals, the emerging leaders and the top leadership leveraging my experience to ensure that our organization offers a wide range of training opportunities that foster connections among professionals within our field and beyond. 

What challenges do you see on the horizon for the profession, and how would you see that impacting the Association?
Similar to other professional membership associations, FRPA will face challenges such as member engagement and retention, adapting to generational shifts ahd effectively engaging younger professionals, addressing the impact of inflation, offering diverse programming, attracting and retaining volunteers, and staying current in a constantly evolving environment. To address these challenges, we must be adaptable, innovative, and responsive to the evolving needs and expectations of our members. We must maintain strong connections with our membership, consistently demonstrate our value, and continuously evolve to ensure our continued relevance and effectiveness. 

What do you believe to be the greatest opportunity for revenue growth/development for the Association? 
I have worked many Exhibit Halls over the years and I have found that many of our vendors overall are happy with the association. These vendors consistently engage with our membership by actively participating in the conference and seeking opportunities for interaction. An avenue for revenue growth involves ensuring a continuous emphasis on providing valuable educational opportunities during the conference. This encourages our members to attend the Exhibit Hall and facilitates vendors in establishing connections with our membership. Providing additional ways vendors can engage with the membership for an additional fee, as well as large-scale sponsorships, can create additional revenue.

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? 
Every great public meeting begins with a needs assessment. I feel if we truly want to engage with the memberships, we need to survey the audience. This may need to be a strategic approach meeting with each agency director, both member and non-member, to see what the professional development needs are. 

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. 
My agency achieved excellence across all categories, making me well-versed in the implementation of each of these foundational pillars within an agency. In my current role, I oversee the operations of a sizable regional recreation center. This facility offers a wide array of physical fitness activities, hosts civic meetings, provides extensive green spaces for environmental use, serves as an emergency shelter during crises, and features multiple sports fields that attract sports tournaments from across the county. In a single week, within my area alone, we exemplify all the core pillars of FRPA. 

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 and how you would engage in each area.
1. Activating FRPA's Influence and Credibility: This category involves enhancing FRPA's standing by actively interacting with government bodies, stakeholders, and the community. It is about fortifying the reputation and influence of FRPA within its sphere. I would use my influence within my area to continue to promote FRPA as the source of subject matter experts in building, enriching and connecting vibrant communities necessary for Florida's future.

2. Activating our Profession: This focuses on magnifying the importance and pertinence of the entire parks and recreation profession. It aims to emphasize the profession's significance and relevance as a whole.
3. Activating our Professionals: This pertains to empowering individuals within the parks and recreation field to excel and make valuable contributions. It involves enabling professionals to perform effectively and reach their full potential. It would be my role to keep FRPA as the hub and guiding force for leading, connecting, educating, and advocating for today and tomorrow.

Please describe how you would actively promote the use of the FRPA Impact Calculator, and the importance of telling the story of parks and recreation to the FRPA membership as well as external audiences. 
The FRPA Impact Calculator is a versatile tool that serves the purpose of quantifying and showcasing the value and advantages of parks and recreation services. The data it provides offers a data-driven method for decision-making related to budget allocation and strategic planning. It can effectively be used to build a compelling argument for demonstrating the return on investments to stakeholders, policymakers, and funders. Moreover, this tool can illustrate the concrete benefits that these services bring to the community. 

FRPA is intentionally focusing on Diversity, Equity, Inclusion, and Belonging. Please describe how you will support the Association's commitment to diversity, and encourage members from diverse populations to engage with the Association. 
This approach is something I'm already implementing in my role, particularly as I work in Lee County, which boasts a naturally diverse population. Given the composition of our agency, promoting FRPA to the entire department will seamlessly align with this concept. 

Patricia "Pattie" Roberts, CPRP
Deputy Director
Port St Lucie Parks and Recreation 

All response items below have been submitted and communicated exactly as they were written by the nominee. 

"My desire to serve is based on three values -   Service, Passion and Advocacy. In Service, I will re-pay FRPA membership for the myriad benefits I have reaped. Passion is a necessary force in all that we do in parks and recreation. It drives us to be the best of the best for our communities. Advocacy motivates my desire to serve. Legends such as Dr. David Barth and Michelle Park have influenced my desire to expand my horizons of service."
 
Born and raised in Wisconsin, Pattie Roberts went on to graduate from Arizona State University with a Bachelor’s Degree in Journalism. It was at ASU that Pattie met her future husband, Terry, with whom she has been married for almost 42 years. 
Pattie’s career has been in both the private and public sectors, serving in various positions of Administration. A voracious reader and “lover of the English word,” Pattie has served for almost 16 years with the City of Port St. Lucie Parks & Recreation Department (PSLPRD), ultimately reaching her current position of Deputy Director-Administration.
In her current role since 2016, while her duties are comprised of a plethora of varying responsibilities, the one in which Pattie is most proud is that of CAPRA Coordinator. With PSLPRD having successfully achieved CAPRA accreditation in 2021, Pattie has quickly become a true champion of the CAPRA process and she spearheads a great team of professionals at PSLPRD who are seeking CAPRA re-accreditation in 2026.
Pattie’s son Danny Roberts died in 2018 due to mental health and substance misuse. That catastrophic loss has shaped Pattie’s service in parks and recreation as she is a staunch advocate that mental health services are integral in our roles as parks and recreation professionals. 

What does the field of Parks, Recreation, Conservation, Cultural Affairs, Arts, Leisure Services, etc., mean to you? 
Our profession is the one who manages, plans, and maintains places for social engagement, physical activity, play, access to nature, alternative transportation (trails) and other quality of life amenities in our community. Historically, public parks and recreation began as a social service and problem solver. Government then provided for those who were unable to provide for themselves. Tax revenues were traditionally used as primary revenue source. Through evolution, our profession, public parks and recreation agencies, are now employing corporate or business best practice models to help sustain systems.

What motivates you to be a Parks and Recreation professional? 
For me, I find meaning and inspiration as a parks and recreation professional through our inherent ability to impact the lives of our community. Whether it’s by providing a quality park, meandering trail to blaze among nature, a fitness program to boost physical and mental health, a senior/tot/teen/adult recreation program to offer social health benefits, or a round of play at a municipal golf course, I have the privilege and honor to seeing how what we do “touches the lives” of those in our community.

Why are you interested in serving FRPA as a member of the FRPA Board of Directors?
As a park and recreation professional entering my 16th year of service, I have been attending conferences since 2012. More importantly, though, is the fact that FRPA is very much more than Annual Conferences. Through my
evolution as a parks and recreation professional, I have been afforded many opportunities to become much more involved in FRPA. The Association offers a plethora of chances for involvement, to enrich our profession, growth in leadership skills, and service to our community. Being a member of FRPA is so much more than professional development, though. Being a part of the Association has taught me that nothing is gained by living on an island. The most important benefit I have gained through my years with FRPA is the network I now have of quintessential colleagues, with whom I can turn to should I have a need. My reason for serving FRPA as a member of their Board of Directors is simply one small way in which I can humbly attempt to give back for all that the Association has given me.

What makes you uniquely qualified to serve as a member of the FRPA Board of Directors?  
As a CAPRA accredited agency, my department is a long-time adopter and crafter of Strategic Planning. Beginning with our department’s first-ever Strategic Plan in 2018 (as facilitated by legendary park and recreation
professional, Dr. David Barth), we aligned our department’s Strategic Plan with that of our overall City’s Strategic Plan, with ours focused on five goals, with their supporting objectives and initiatives. Twice annually, we meet as a CAPRA team, to craft and refine our Strategic Plan.
Having become a Certified Park & Recreation Professional this year, I feel that education and experience will provide me with opportunities to bring further expertise to the profession while serving on the Board. I am also a graduate of the 2023 FRPA Abrahams-Jones Academy, in which I was honored and privileged to participate. Throughout the extensive two-week duration of professional leadership development training with the Academy, my experiences there lend themselves as a great foundation to serving on the Board.
I am a CAPRA CRT Volunteer and anticipate my first assignment as a trained CAPRA Volunteer in early 2024. This training/experience has enabled me to understand many facets of accreditation to assist me in helping others become accredited/re-accredited.
Additionally, I have also been a participant in the FRPA Agency Summits for the past several years, where I’ve been afforded the opportunity to learn about trends and practices among other leading agencies. More
importantly, the Summits I’ve attended have also given me the opportunity to meet with my fellow park and recreation colleagues where we share successes and challenges facing us in our profession.
I also offer as qualifications to serve on the FRPA Board my experience the past several years as a Mentor in FRPA’s very successful POD program. I’ve enjoyed each experience participating in the POD groups, as I learn more about my younger colleagues than I feel I share with them. Many of the relationships I’ve formed with the mentees are still ongoing, in that either I or they reach out to connect on pressing issues/concerns either of us are experiencing. The relationships I’ve formed with the previous POD groups have proven extremely beneficial, and some of us “meet up” at conference.
I would further offer that my experiences at previous FRPA Staff Retreats prepared me to be in an optimal position to serve on the FRPA Board. The most recent 2023 Staff Retreat was, for me, a very rewarding, yet challenging opportunity, as we worked diligently toward crafting what I consider what I consider an extremely aggressive, robust and bold Strategic Plan for the Association. Activating the profession, the professionals, and FRPA Influence and Credibility, while lofty in nature, are necessary and critical components of a relevant and forward-thinking Strategic Plan. While at times the creation of the Strategic Plan provided moments of dismay as the cohesive team of professionals assembled work to finalize the Plan, I was and am still in awe of all that we accomplished during those few days. I look forward to serving, in whatever capacity, but minimally for sure as the Chairperson for the Membership Committee, to move this Strategic Plan forward in the coming years for our Association.

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?   
As a voracious reader, I scour any and all profession-related articles in the field of parks and recreation. I am an active member of NRPA’s Leadership Development Network; attend many of NRPA’s virtual education offerings, serve as a Mentor for NRPA/AAPRA (for the past few years); I’ve written articles for the FRPA Journal (and am a regular reader of each edition); am the creator of and facilitate each of our department’s innovative CAPRA Co-Lab, where we secure presenters whose expertise lies within respective Sections of the CAPRA Standards. The Co-Lab is cutting-edge, in that presenters share with us, in person, their expertise in, for instance Section 9, Risk Management (Attorney Shawn DeRosa will present on this Section). The past Co-Lab in October brought Mr. Art Thatcher with Berry Dunn to share his expertise on Trends in Recreation. Previous Co-Labs this year brought us Ms. Carolina Vester with Coral Gables, as she shared her expertise in Section 8 with Emergency Action Guidelines. The Co-Labs have brought much needed current and future thinking for both my team and I as we continue to evolve this great profession of parks and recreation.

Detail your involvement with FRPA over the past 3 – 5 years.  
While I feel I’ve shared my involvement with FRPA over the past 3-5 years in the previous question regarding qualifications to serve on the FRPA Board, I would offer the following additions: For the past two fiscal years, I have served as the Chair of FRPA’s Health Pillar Committee. In early 2023, our agency was the host of FRPA’s Park Management Institute, which was an enriching experience as we scheduled and hosted a variety of presenters to share expertise in many facets of parks operations. I’ve also served on the Editorial Committee as we reviewed books in the profession and provided/published a Book Review in the FRPA Journal. I have also appeared on FRPA’s Park Spark PODcast series.
I have also presented/attended meetings with FRPA’s Young Professionals group, to share my experiences as a “seasoned” park and recreation professional. I am also a regular attendee at FRPA’s Chats for Directors/Assistant Directors, where I learn and share about current topics being experienced in our profession. Moreover, for the past few years, I have presented several education sessions at FRPA Annual Conferences (i.e., HealthyU: A Series of Conversations, Fully Integrating CAPRA Accreditation you’re your Culture, and How to Welcome New Employees into your Agency. Additionally, my agency is the proud recipient, for the past four consecutive years, of an FRPA Award. Starting in 2020 through 2023, we have been recognized by FRPA in categories such as Innovation in Health Award, Public Relations Campaign, and in 2023, dually awarded with both the Agency Excellence in Health Award and FRPA’s Park Professional Award for Kelly Boatwright.

Detail your leadership involvement with Associations/Community or Civic Organizations outside of FRPA over the past 3 – 5 years.  
For the past four years, I have served on the Treasure Coast Opioid Task Force. This is a group of professionals within our community who are dedicated toward making a difference in education, raising awareness and removing the stigma associated with Opioid Misuse Disorder. Ultimately, the Task Force’s Mission is to improve the devastating impacts of the current opioid public health emergency plaguing our communities. From 2021 through 2022, I also served as the TCOTF as its Chairperson, which involved facilitating meetings, scheduling presenters, etc. I also created a Steering Committee for the Task Force, where we then worked to develop a robust Mission, Vision and Value Statement for the Task Force. We also drafted a Strategic Plan for the Task Force, which was later shared with the current Chairperson.

Please explain your understanding of the responsibilities of being a Board member of a non-profit organization.   
As an FRPA Board member, ultimately reporting to the Chief Executive Officer, would hold me accountable to conducting FRPA business in accordance with their Articles of Incorporation and ByLaws. As Vice President, if so elected, I understand I would assist and facilitate in the development of goal sand objectives for any Committee/Task Force assigned to my position; would review agenda items submitted by Chairs of Committees/Task Forces assigned to my position; communicate policies and procedures to Chairs of Committees/Task Forces assigned to my position, ensuring that policies are adhered to and deadlines are met; actively participate in the recruitment and retention of membership in the Association to include attending functions of the Association, addressing the membership when called upon by the President; attend educational workshops in my area or others as requested by the President, and promote FRPA membership benefits while there; remain current on legislative and advocacy efforts so that I may represent FRPA in meetings with elected officials when requested by the President or CEO; maintain and uphold policies of the Association; submit a written report for each Board Meeting by an established deadline.

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 represent the Association’s membership fairly and impartially, so that all parks and recreation professionals’ voices are heard. This is challenging as it is critical, then, that Board Members understand the needs of the membership, so that the Board can advocate on their behalf when making decisions that impact our profession. The most difficult responsibility facing Board members is how to balance their already heavy workload with the needs of the Association. Balance is critical to maintaining a healthy work/life balance, and being volunteer Board Members involves a dedication of oneself toward the improvement of others.

What do you envision as the primary function of the position you are seeking and what skills do you have that would most benefit the Association (and ultimately the membership) if elected to the position?
The primary function for which I’m seeking is to be of service to the Association, in providing fair and just representation on behalf of those I represent. One example of my experience in doing so has been in my own department, as the agency’s primary CAPRA Coordinator.
Representing the entire CAPRA accreditation and re-accreditation teams, for all 10 Sections of CAPRA, can often be daunting, as each Section varies greatly, and the needs and wants of our CAPRA team are diverse. In serving as CAPRA Coordinator, I must remove my “bias” and apply knowledge and guidance to all Sections, regardless of whether that applicable Section is in my “wheel-house.”

What challenges do you see on the horizon for the profession, and how would you see that impacting the Association?
The biggest challenge on the horizon for the profession will continue to be how to recruit top talent into our agencies. The current and anticipated workforce is fraught with challenges, i.e., generational differences with respect to work/life balance, etc. It is critical that we work to expand our “pool” of talent by recruiting diversity into our membership.

What do you believe to be the greatest opportunity for revenue growth/development for the Association? 
We must put a value on what we do and what we provide our communities. In today’s world of inflation, that value has increased dramatically, and our Florida communities must be educated on what the value is of our services, parks and facilities. With the support of elected officials, a gradual approach to value management can be obtained in the coming years.

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?
Our profession has a plethora of expertise available to provide trainings. I discovered that two years ago, when we created our CAPRA Co-Lab program. I engage and secure the services of both national and state professionals in our field of park and recreation, to come address CAPRA-specific Section standards. Often, these professionals do not charge fees to do so; rather, we reimburse for travel/per diem, etc. The same approach could be had for bringing top-notch talent to the membership, which could align with NRPA’s LDN speaker bureau or the FRPA Speaker Bureau tasked to us in the new FRPA Strategic Plan.
Through the CAPRA Co-Lab, involvement with City Alliance, NRPA and FRPA, I would continue to network and reach out to qualified “subject matter experts” to bring a wide array of talent for trainings to our membership

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 significance of each of the four pillars is tremendous and far-reaching. For Health, as a previous Chair of that Pillar Committee, the opportunity to enhance and improve the physical, mental and social health of not just our own membership, but those we serve, is at the very core of what we do in our profession. Community Building is so often closely “meshed” with Health, in that a health community is one that has achieved the trifecta of health – mental, social and physical health. Environmental Sustainability is the pillar that works to improve our very environ – and ensure that our natural habitats, preserves and open green spaces are here for generations to come to enjoy. Lastly, the Economic Impact/Development Pillar speaks to the very value of our profession – what is the true cost of our services, parks and facilities, and how do they improve the quality of life for our residents.

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 and how you would engage in each area.
Having been a part of the exciting and dynamic team that inspired the current Strategic Plan, for Activating FRPA’s Influence and Credibility, establishing a subject matter expert collective/bureau, increasing legislative presence through active member engagement, and collaborating with allied organizations to expand and sustain our influence and credibility, are all Success Strategies that, once accomplished, will provide our Association with strategic
and futuristic success. Activating our Profession, speaks to the fact that FRPA is the hub and guiding force for leading, connecting, educating and advocating for today and tomorrow. Success Strategies include expanding and diversifying training opportunities, connecting more parks and recreation and allied professions; and fostering an atmosphere to create local connections. Activating our Professionals speaks to FRPA providing career pipelines for parks and recreation professions. We will do so by adopting the Success Strategies of creating career maps for segments of the parks and recreation field and supporting those through training and development opportunities; developing a Welcome Program for new parks and recreation professionals; and partnering with educational institutions to promote workforce pipeline for parks and recreation field.

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. Promoting the use of the Impact Calculator is a story best told by demonstrating the app; simply by highlighting one park or facility in a community, and demonstrating the data that “spews” from the app, clearly shows
others the importance of this tool, and how its continued use can be beneficial when justifying budgets, soliciting public engagement, and so many other uses.

FRPA is intentionally focusing on Diversity, Equity, Inclusion, and Belonging. Please describe how you will support the Association's commitment to diversity, and encourage members from diverse populations to engage with the Association. 
Intentional focus is key to the success of adopting a diverse, equitable, inclusive and “sense of belonging” among the Association. A singular focus of mine has been to intentionally focus on recruiting older professionals into the Association. Often, the older professionals feel they have aged out when it comes to value to the profession. One often hears “I’ve already done that years ago, what new could I bring to that initiative?” When, in all likelihood, their input continues to have value and a real place toward improving our profession. Older professionals often don’t think their participation on Committees or attendance at Conference would be of value to themselves or their fellow colleagues; rather their life experiences and most especially the evolution of parks and recreation programming can be of extreme value to our Association as we grow.