Rebecca Schnirman, CPRP
Director, Financial & Support Services
Palm Beach County, Parks & Recreation Department
"I am honored to serve as FRPA's VP of Finance and would love the opportunity to continue in this role. During my term, I’ve worked with the Board to update fiscal policies to align with best practices, ensuring strong financial stewardship. I am committed to keeping FRPA fiscally sound and prepared for the future, and I look forward to continuing this important work for another term."
Rebecca Schnirman is the Director of Financial and Support Services (FSS) at the Palm Beach County Parks and Recreation Department, where she leads the management of payroll, budgeting, revenue, business development, customer service, information technology, volunteer coordination, purchasing, and financial support. With 22 years of dedicated service to Palm Beach County, she has held her current role for 14 years. Rebecca holds a Bachelor of Science in Management Information Systems and an MBA from Florida Atlantic University. She is a proud graduate of 2016 FRPA Abrahams-Jones Academy and in 2017 she earned her Certified Park and Recreation Professional (CPRP) certification
Rebecca is an active member of several professional organizations, including the Government Finance Officers Association (GFOA), Florida Government Finance Officers Association (FGFOA), National Recreation and Park Association (NRPA), and Florida Recreation and Park Association (FRPA). She served as President of the Palm Beach Chapter of FGFOA from 2016 to 2017 and has served as an FGFOA Board Director since 2022. Rebeca also has been serving as the Vice President of Finance on the FRPA Board since 2023.
What does the field of Parks, Recreation, Conservation, Cultural Affairs, Arts, Leisure Services, etc., mean to you?
To me, the field of Parks, Recreation, Conservation, Cultural Affairs, Arts, and Leisure Services means creating enriching experiences and providing safe spaces where diverse individuals and families (including my own) can connect, learn, and grow. It is driven by dedicated professionals who work diligently to ensure that everyone, regardless of background, has access to these invaluable public resources, fostering healthier, happier, and more connected communities. Parks and recreation professionals regularly enhance the quality of life for their patrons through a variety of services, including parks maintenance, planning, aquatics, libraries, recreation, sports leagues, nature trails, golf, beaches, and swim instruction, to name a few. In Palm Beach County, this commitment is reflected in our core services, which include ensuring access to beaches and water bodies, facilitating health and wellness opportunities, offering facilities and programs for various sports for both children and adults, protecting and managing the county’s natural resources, and maintaining open spaces for active and passive recreation.
What motivates you to be a Parks and Recreation professional?
My motivation to be a Parks and Recreation professional began with my unexpected journey that brought me to the Palm Beach County Parks and Recreation Department. After graduating from FAU with a degree in Management Information Systems, my goal was to work in the information technology industry. Unfortunately, after graduation I struggled to find opportunities, ended up changing direction, and was offered a fiscal position in the Fixed Assets Management Office of Palm Beach County's Office of Financial Management and Budget. Although it wasn't in my original career plan, I embraced the learning experience and grew in my role.
A turning point came when I applied for a financial analyst position in the Parks and Recreation Department. Even though I didn't get the job at first, I fell in love with the department and was determined to join the team. When the position became available again, I secured it, and from then on, my career in Parks and Recreation began to take shape. I later transitioned to the County's IT Department as an ISS Coordinator, but the call to return to Parks and Recreation came when the Finance Director position opened up in 2011.
My true sense of belonging in the parks and recreation field started after attending the Joe- Abrahams Academy in 2016. It was there that I realized I was more than just a Finance Director; I was also parks and recreation professional. This revelation fueled my passion for parks, leading me to pursue my CPRP certification in 2017. After 13 years as Finance Director, I straddle two worlds: finance and parks. What motivates me today is the ability to show finance people that parks and recreation professionals are more than just event planners.
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 passionate about FRPA and committed to its mission. Having served as the VP of Finance for the past year and a half, I've gained valuable insight into the association's inner workings. I would love to continue contributing to FRPA's success by continuing to advance our strategic plan to further elevate the profession ensuring we meet the needs of our members.
My experience also extends beyond FRPA, as I have also served on the board of the Florida Government Finance Officers Association (FGFOA) for the past two and a half years. My background uniquely positions me to contribute to FRPA's Board of Directors by bringing a blend of financial acumen, leadership experience, and a strong commitment to the parks and recreation profession.
With my strategic thinking and interpersonal skills, I am confident in my ability to work effectively with diverse stakeholders to implement FRPA's initiatives, advocate for our profession, and continue to build on our reputation as the premier recreation association in the country.
What tools/resources do you utilize to stay on the cutting edge in the Parks, Recreation and Leisure profession, and where would you look to gain insight into what lies ahead as far as challenges and changes in the next five years?
I believe that staying informed about legislative developments, local issues, and industry trends is crucial, especially in my current role where forecasting for budgeting and strategic planning is key. To stay on the cutting edge, I leverage a range of tools and resources, including the NRPA Connect Forum, FRPA Connect Forum, and Parks & Recreation magazine. I also keep up-to-date on relevant information through newspaper articles, social media, continuing education, and maintaining strong professional networks with other Parks and Recreation agencies.
In addition to my involvement with FRPA, my active participation in FGFOA provides a broader perspective on governmental trends, which I can apply to the parks and recreation sector. Reviewing surveys, demographic data, and performance measures helps me identify emerging trends and anticipate shifts in public needs and interests.
In the next five years, I anticipate challenges related to changing demographics, evolving recreation preferences, and the need for greater sustainability. To address these challenges, I believe parks and recreation agencies must continue to innovate, adapt, and find creative ways to meet the community’s needs. It is important for us to remain relevant, especially in an industry often viewed as a 'nice to have' rather than a 'need to have.' We should continue to question traditional practices and embrace new tools and strategies that allow us to stay at the forefront of the industry.
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.
As the current VP of Finance, I believe that I have actively contributed to FRPA’s governance, including updating the Financial Guidelines document. My involvement on the board has provided valuable insights into the association's strategic direction, and I am eager to continue serving and supporting FRPA's mission.
Over the past 3-5 years, I have expanded my engagement with FRPA through various roles and initiatives. I have taught several budget and finance courses at the FRPA Annual Conference and the Abrahams-Jones Academy, helping to equip other professionals with essential financial skills. My prior committee involvement includes serving on the Membership Committee, the Training & Education Committee, and the Economic Impact Committee. These experiences have allowed me to contribute meaningfully to FRPA’s strategic pillars.
I believe that these roles and experiences have prepared me to continue to serve on the Board of Directors by providing me with experience in board governance, committee leadership, and working collaboratively with a board towards a strategic objective.
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.
In addition to my involvement with FRPA, I have been highly active in the Florida Government Finance Officers Association (FGFOA) and have serve as a Board Director for the past two years. In this role, I was the liaison for the Professional Development Committee, where I oversaw initiatives including the Mentor/Mentee Program, the Leadership Program, membership recruitment and retention, and engagement with lifetime members. Currently, I am serving as the liaison for the Technical & Legislative Resources Committee, which provides FGFOA members with critical updates on legislative changes, governmental finance, and accounting practices. This position has allowed me to contribute directly to FGFOA's mission by supporting members' professional growth and enhancing the finance profession across Florida.
Prior to serving as a Board Director, I was Chair of the Educational Programs Committee for several years, during which I coordinated web-based training and development programs. I have also presented several times at the FGFOA Annual Conference and the School of Government Finance, sharing my expertise with peers to promote growth and excellence in the field.
My involvement also extends to the Palm Beach Chapter of FGFOA, where I previously served as Chapter President and am currently the Chair of the Education Committee. These roles have equipped me with extensive experience in governance, volunteer leadership, and member engagement, which are essential skills for board service. Through these leadership positions, I have developed expertise in governance, volunteer management, and strategic planning.
The responsibilities of FRPA Board members include developing and upholding the strategic vision of the Association and the mission and goals set forth for the Association. FRPA is required to comply with regulations within Section 501(c)3 of the Internal Revenue Code, as well as Federal and State antitrust laws. Please explain your understanding of the responsibilities of a non-profit Board member relative to these items.
Serving as a non-profit board member, particularly within FRPA, involves a distinct set of governance and compliance responsibilities. Unlike government employees, non-profit board members must adhere to organizational bylaws and maintain a high standard of confidentiality, as Florida’s Sunshine Law does not typically apply to private non-profits like FRPA. This means that board meetings and discussions are private, requiring board members to respect this confidentiality to maintain trust and integrity within the organization.
Antitrust compliance is also crucial. FRPA board members must avoid any actions that could be perceived as anti-competitive, such as price fixing, restricting membership, or imposing rigid standards that could stifle competition within the parks and recreation sector. This ensures that FRPA maintains an open and inclusive environment that aligns with its mission, while fostering a fair marketplace. By following these guidelines, board members help FRPA uphold its ethical obligations while achieving its strategic objectives.
Additionally, as fiduciaries, FRPA board members are personally liable for the organization’s actions, meaning all decisions must be made prudently to avoid legal or financial risks.
Compliance with Section 501(c)(3) regulations is essential to preserve FRPA’s tax-exempt status, which requires ensuring that all activities and expenditures support FRPA’s mission without providing undue private benefit or influence. Upholding these standards safeguards FRPA’s ability to serve its members and the broader community effectively.
Please explain your understanding of “fiduciary duty” relative to non-profits, and how specifically that might apply to FRPA.
Non-profit board members have a fiduciary duty to act in the best interest of the organization, encompassing the duty of care, loyalty, and obedience. In a non-profit context like FRPA, this means:
i. Duty of Care: Board members must make informed decisions, using the same level of care that a reasonable person in a similar role would exercise. For FRPA, this involves actively participating in board meetings, staying updated on industry trends, and carefully reviewing all presented information when making decisions. This ensures that decisions align with FRPA’s mission, vision, and strategic plan.
ii. Duty of Loyalty: This duty requires board members to prioritize FRPA’s interests over personal or external interests, avoiding conflicts that could compromise their commitment to the organization. For FRPA, this means ensuring decisions are not based on personal bias and are made solely to benefit the association and its members.
iii. Duty of Obedience: Board members are responsible for ensuring FRPA’s compliance with all relevant laws, bylaws, and its mission statement. This duty involves aligning all activities and expenditures with FRPA’s purpose and ensure FRPA’s resources are used effectively to serve the parks and recreation community.
By upholding these responsibilities, FRPA board members ensure that decisions are made with the association’s best interests in mind, align with its mission, vision, and strategic plan, and demonstrate good stewardship of FRPA’s resources.
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 (other than integrity and fiscal responsibility) is to move forward the board’s strategic plan, ensuring each decision and action is aligned with FRPA’s mission, vision, and long-term goals. By executing this plan, the board supports the growth and professionalism of the Parks and Recreation field, providing resources, advocacy, and development opportunities that strengthen FRPA’s impact across Florida.
One of the most challenging responsibilities for board members is managing personal bias. Balancing individual perspectives with the broader interests of FRPA’s membership is essential. It can be easy to make decisions that feel convenient or agreeable within the board itself, yet may not fully serve the membership’s best interests. Ensuring a membership-first mindset allows board members to assess each decision through the lens of member impact rather than personal preference or comfort.
This commitment also requires board members to make difficult decisions, which may include strategic shifts that benefit FRPA’s vision. By prioritizing member needs and remaining open to feedback, FRPA board members can make impactful decisions that genuinely support and elevate the parks and recreation profession.
What do you envision as the primary function of the position you are seeking?
The VP of Finance is similar to a treasurer position on a non-profit board. I believe the function of the position is to review monthly financial statements, perform audits in accordance with FRPA’s Financial Guidelines, and provide checks and balances and compensating controls for the executive office.
In my role as VP-Finance, I am committed to actively supporting FRPA’s mission. If elected, I will continue to bring a voice to the board that seeks to elevate the organization, with a strong focus on improvements that will enhance FRPA’s operations. My goal is to make FRPA even better and help maintain its standing as the best parks and recreation association in the country.
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.
With a diverse board, differences of opinion are natural and often beneficial. My approach is to remain open-minded, knowing when to respectfully agree to disagree. Above all, I prioritize FRPA and its members, recognizing that sometimes the best approach is to sit back, listen, and respect other perspectives without interrupting. A recent training I attended, “Crucial Conversations,” provided valuable insights on constructive communication. I learned that we often tell ourselves “stories” to fill in gaps, which may not reflect reality such as assuming someone’s disagreement is personal. When unsure, I find it’s best to ask questions and seek clarification rather than assume intent. My philosophy is that you can never ask too many questions, as it helps me genuinely understand others’ viewpoints.
In my 13 years managing a diverse team of 30 employees, I’ve seen firsthand that everyone brings unique perspectives and emotions. This understanding extends to my role on the FGFOA board, where differences in opinion often arise. Recently, I found myself disagreeing with a board decision but recognized that I was the lone dissenting voice. After reading the room and assessing the overall direction, I chose not to pursue further opposition. I recognized that if the majority felt strongly that the proposed direction served FGFOA’s interests, it was best to support the collective decision rather than pursue an individual stance.
Balancing respect for others with asking questions to clarify viewpoints helps foster productive discussions. It’s about treating others as you would want to be treated, a lesson I often reinforce with my young children. As a board member, my goal is to create a space where everyone’s opinion is respected and considered, ultimately working toward cohesive decisions that best serve FRPA’s mission.
What challenges do you see on the horizon for the profession, and how would you see them impacting the Association?
The 2023 FRPA strategic plan emphasizes three platforms: activating FRPA’s influence and credibility, advancing the profession, and supporting our professionals. Looking ahead, one of the most pressing challenges will be sustaining funding for parks and recreation amid potential economic downturns. Reduced property tax revenue may lead local governments to view parks as “nice-to-have,” impacting budgets and risking closures from aging infrastructure. Additionally, legislative shifts (such as property tax reforms or unfunded mandates) could further strain resources. During these challenges, FRPA’s role will be critical, providing support through professional development, advocacy, and legislative engagement to help members navigate fiscal and regulatory pressures. This support will be especially vital for agencies with limited resources, ensuring the profession’s growth and stability.
FRPA’s revenue streams are primarily generated through membership dues, the annual conference, and training/education programs. All of those are immediately impacted when budgets of local governments shrink. The Board is tasked with insuring the long term financial stability of the Association. What opportunities do you see to secure or expand existing revenue streams, and what new revenue streams do you believe may be available for the Association? Please be specific in your response
To secure FRPA’s long-term financial stability, continuing to maintain a substantial contingency fund would help mitigate the impact of budget cuts from local governments. Regularly reviewing program fees is essential to ensure each program is self-sustaining, with revenues equaling or exceeding costs. Additionally, developing stronger partnerships with industry professionals could enhance sponsorship opportunities, while adding additional tiered sponsorships for the annual conference would provide more options for industry support. Expanding partnerships with industry professionals, adding tiered sponsorship levels for the annual conference, and increasing exhibitor space (if possible) would enhance industry support and revenue. Improving member recruitment and retention, seeking FRPA Foundation support for priority programs, and offering on-demand professional development (“FRPA on the Go”) could also provide valuable new revenue streams.
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 relevant professional development, I would begin by surveying members to understand their current needs. If response rates were low, I would reach out to park directors at quarterly meetings and in-person events, stressing the importance of feedback for program quality.
Effectiveness would be measured by tracking attendance, gathering detailed survey feedback post-session, and monitoring career progression for leadership program participants to gauge long-term impact (e.g., advancements to manager or director roles).
For implementation, I would recommend continuing both in-person regional (where possible) and virtual sessions to maximize accessibility. An annual development plan, managed by the Training and Education Committee, allows for an organized selection of topics, engagement of qualified speakers, and consistent evaluation, ensuring our offerings stay aligned with FRPA’s mission and member needs.
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.
a. Health- Parks and Recreation agencies play a vital role in preventing health-related illnesses and supporting mental wellness. Personally, I have found that a bike ride through a park enhances my mental well-being, while active play at a fun playground provides my 6- and 4-year-olds with a safe and enjoyable space to be active, promoting healthy lifestyles from an early age.
b. Community Building- As affordable housing is at the forefront of the Florida economy, it is now more important than ever to ensure that parks are a part of that conversation. Newer communities are being built with increased density and less green space, so having a neighborhood park or a park within in walking distance where they can gather and recreate is even more important. Parks create a safe space for communities to come together and feel like they are a part of something greater. A green market, concert, youth sports event, or other park activity can give park patrons a feeling of belonging to a community.
c. Environmental Sustainability and Resiliency-With tourism being one of Florida’s top economic drivers it is extremely important to focus on environmental sustainability and resiliency. With rising sea levels, beach erosion, plastic pollution and other impacts to our environment, it is important that Parks & Recreation agencies be leaders in this pillar.
d. Economic Impact/Development- Economic impact and development is an important part of the Florida economy since we are a tourism-focused economy. Local tourism agencies such as sports commissions, cultural councils, and tourist development agencies use parks to target tourists and business. It has been proven that parks increase property values (FRPA Impact Calculator) and bring business to areas, which in turn increase local government revenues through increased property taxes, sales tax, tourist development tax, etc. This is an extremely important pillar and the way to ensure that parks remain relevant in the eyes of our government leaders.
Together, these pillars tell the story of parks and recreation as an essential part of any well- rounded community, contributing to public health, building social bonds, promoting environmental stewardship, and supporting economic sustainability.
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.
a. Activating FRPA’s Influence and Credibility: This category emphasizes positioning FRPA as Florida’s leading parks and recreation association. I would prioritize the Subject Matter Expert (SME) portal, monitoring its usage and regularly surveying members for feedback. The reactivated legislative committee is crucial for tracking and addressing relevant legislation. By consistently promoting the SME as a member resource and encouraging open discussions about legislative needs, FRPA can strengthen its advocacy.
b. Activating our Profession: Ensuring FRPA remains a leader in professional training is essential. Expanding offerings, such as the recent addition of a middle management training to the Leadership School, addresses evolving needs. Proactive outreach, like calls from the membership committee and letters to agency directors, can keep members informed about FRPA’s educational resources. Engaging the membership welcome committee to orient new members on these opportunities further strengthens professional development and ensures members are aware of and benefit from FRPA’s training programs.
c. Activating our Professionals: This priority focuses on empowering individuals to explore diverse roles within the parks and recreation field. Continuing the career mapping task force is essential, as it demonstrates that not everyone needs to aspire to be a parks director—there are numerous fulfilling career paths available. The pipeline workgroup’s outreach to high schools, colleges, and universities can highlight these possibilities early, exhibiting parks and recreation as a viable and rewarding career option within government service.
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.
As a former chair of the Economic Impact/Development committee, I recognize the challenges in promoting the FRPA Impact Calculator. Since it’s project-specific, it’s unlikely to be used daily, but it remains a valuable tool for demonstrating parks' economic benefits. Actively promoting the calculator requires ongoing member engagement, such as periodic reminders and training sessions on its uses. To maintain relevance, I would recommend regularly surveying members on its utility and updating its data.
The calculator can enhance storytelling by providing data to supplement white papers, presentations, and outreach materials. It’s essential to communicate the story of parks and recreation to both FRPA members and external audiences, like administration, commissioners, and finance professionals, so they recognize the critical role parks play especially in budget discussions.
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 would support FRPA’s commitment to DEIB by providing training materials in Spanish and other languages to increase accessibility. To engage members from underserved governments, the membership committee could conduct targeted outreach. Recognizing that affordability may be a barrier, offering scholarships or working with the FRPA foundation to subsidize memberships could make FRPA more accessible. These efforts can help ensure that FRPA’s resources are inclusive and that members from all backgrounds feel welcomed and supported.
Board members of FRPA are expected to commit 50 – 100 hours per year to Association work and activities. Do you fundamentally have the time to serve on our Board?
Yes
IN ADDITION TO THE “QUESTIONS TO BE ANSWERED BY ALL NOMINEES”, NOMINEES FOR VICE PRESIDENT OF FINANCE MUST RESPOND TO THE FOLLOWING:
Have you ever held a “treasurer” role or similar position on a non-profit board?
Yes.
If yes, please describe your length of service and responsibilities. Please include your experience with reviewing financial statements, performing financial analysis, and performing long term financial forecasting and planning
I have served as VP-Finance (Treasurer) for FRPA over the past year and previously as Treasurer for the SAI Ft. Lauderdale Alumnae Association for two years. As FRPA VP-Finance, I review financial statements (balance sheet, profit/loss, cash flow), assess budget vs. actual statements, and collaborate with the Executive Director and Board on budgeting and long-term forecasting. I also analyze and audit bank and investment accounts to ensure transparency. With SAI, I managed revenue, accounts payables, and prepared financial statements for national reporting.
To what extent are you involved in the fiscal and/or budgeting process at your agency? Please include your experience with financial analysis and long term financial forecasting and planning.
For the past 13 years, I have directed and coordinated the activities of the Financial and Support Services Division of the Parks and Recreation Department (a staff of 29) which includes: financial management; revenue; payroll; purchasing; business development; volunteer management, fixed assets; customer service, permits and pavilion rentals; point of sale support; capital management; and contracts. I am responsible for managing and coordinating the preparation and development of the department’s $117.9M operating budget, $43.8M revenue budget, and $40.4M capital budget. This includes long-term financial forecasting for both revenues and expenses, preparing the 5 year Capital Improvement Plan, and conducting detailed financial analysis and review of supplemental budget requests.
Internal controls are extremely important when working with a small organization. Please describe your understanding of internal controls and how you would apply them to the Vice President of Finance position.
Internal controls are essential for safeguarding assets, reducing fraud, and maintaining operational efficiency. They encompass plans, policies, and procedures that enable effective resource management, transparent financial reporting, and regulatory compliance. In a small organization like FRPA, with limited accounting staff, the VP-Finance’s role includes providing compensating controls to ensure financial integrity. In my current role as VP-Finance, I review monthly reconciliation reports against bank statements, verify adherence to purchasing guidelines, and ensure deposits are accurately recorded. I also oversee compliance with FRPA’s financial policies on budget amendments, reserve accounts, and investment practices.
If you were asked the following question by an Association member, how would you respond – Where do my membership dues and conference registration fees go, and why should I continue to invest this with FRPA?
Membership dues and conference fees fund FRPA’s diverse programs and services. These contributions allow us to offer affordable, high-quality educational opportunities, subsidize hotel rates, and support key programs like the Abrahams-Jones Academy and Emerging Leaders. Your membership also provides access to tools like the Parks Impact Calculator and supports our legislative advocacy efforts, including a dedicated lobbyist who advocates on behalf of parks and recreation at the state level. FRPA’s network fosters invaluable mentorship and collaboration, strengthening the profession. The fellowship, resources, and professional growth opportunities FRPA provides are invaluable investments for you and your organization.
What do you think is the most important job duty of the Vice President of Finance?
The most important duty of the Vice President of Finance is safeguarding the association’s assets. This includes establishing and monitoring internal controls, ensuring accurate financial reporting, and managing budgets to align with FRPA’s strategic goals. By overseeing financial policies, compliance, and long-term forecasting, the VP of Finance protects the organization’s financial health and stability, enabling it to continue delivering value to its members.
Please share any skills that you have in the areas of Budget and Finance that would enhance your service to FRPA as the Vice President of Finance.
Aside from what I have already shared in question 2, I have also taught various budgeting and finance courses geared toward both government finance and parks and recreation professionals. With over 21 years of experience in fiscal government, 16 of those within the parks and rec field, I feel I bring valuable expertise to the table. I would appreciate the opportunity to keep serving as VP-Finance for FRPA, as I believe I can continue to be a strong asset to the association.