Slate of candidates

Matthew Jankowski Town of Oro Valley Years of APRA Membership: 10+ Years Previous positions with APRA:  Conference Committee Co-Chair Golf Chair for multiple conferences

Why would you like to be considered as part of APRA leadership?                                

I am interested in being a part of APRA leadership in an effort to continue the positive momentum that has been built withing the organization over the last few years. I also want to ensure that APRA continues to provide current members with value and resources while also focusing on the next generation of professionals who will be graduating and making their way into the workforce. I have had, and continue to have, numerous P&R professionals provide guidance and support over my career and feel this is one of the best parts of APRA memberships which should be strengthened.

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 see the President's role as evaluating current conditions and working to ensure the viability of APRA and the Parks and Recreation profession into the future. The insight I have gained as a member of conference planning committees has assisted me with understanding the business side of the Association and the importance of having multiple strong revenue streams to support not only the basic services of the association and staff, but also providing members with unique opportunities and ways to continue to find value in the organization. Follow-through and consistency of the previous work done by the Association is another key function I see the President being responsible for ensuring occurs.  Implementation of the recently completed Strategic Plan is of particular importance in the next few years. Meeting the goals within are the established roadmap to follow.

One of the greatest challenges facing APRA 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?

In my eyes, professional development opportunities are only valuable or deemed high quality if the audience and subject matter are able to connect in a meaningful way. Speaking with other professionals to learn about trends, and I believe developing a mentorship program throughout the membership would be a very valuable way to provide professional development in a setting designed for success.

I would also be interested and reading feedback from previous professional development opportunities to see what could be improved upon. In an organization like APRA I believe direct feedback in the form of surveys and debrief meetings would assist in determining the effectiveness of opportunities provided. Members should be invested in the success of APRA and increased communication would improve all areas

The diversity of the APRA membership base is extremely wide, based on geographic location, professional level, area of interest, and many other factors. What strategy(ies) would you utilize to effectively engage in dialogue with the membership? Additionally, how would you go about analyzing the various needs and desires into a manageable and realistic action plan for the Association?

I would like to see the President and Executive Director work together and travel to different regions of the state to bring the discussion directly to membership about the value of APRA currently and hear how we could better provide what our membership is asking for. Needs and desires of APRA will need to align with revenue figures which should be something tied to multi-year planning that the Executive Director is responsible for with feedback from the Board of Directors. Future planning and the involvement of the President, President-Elect, and Vice President, should be the standard to ensure consistency and positive growth for the agency.

By approaching interactions with respect, curiosity and a willingness to learn, you'll be better equipped to engage with professionals from a wide range of professionals. As President, you will oversee discussions at the Board level that include multiple agendas, numerous wants and desires of members, and meeting the goals and objectives outlined in the governing documents of APRA, as well as meeting the revenue needs of the Association. Describe your experience in leading a board and the use of Robert’s Rules of Order, and your preferred process to reach consensus in this scenario.

I have been lucky enough to have had the opportunity to oversee many boards over the years, made up of both professional and volunteer members. Leading meetings with appointed members and following required procedures and protocols is something I am familiar with, and facilitating discussion is something I enjoy doing. I have found the best way to build consensus is to focus on the facts and outcomes in an effort to make sure the focus is on the issue at hand and not emotional or non-relevant items. This process also highlights the topic or issue in question and makes it easier to problem solve without allowing discussions to become personal in nature.

How familiar are you with the current Strategic Plan? What piece(s) of the Strategic Plan are you most excited about executing in your role as Vice President, President Elect, and President over the next 3 years?

As a participant of the project to create the current Strategic Plan, I am quite familiar and happy to have a document that will help guide the Association and is made up of direct feedback from members. While all Four Core Categories are important, I am most excited about the Financial Stability and Business Operations initiatives as these will be the foundation on which the Association will be able to build upon to provide increased and enhanced opportunities for fellow members.   I see the specific goal related to strengthening of current partnerships and creating new opportunities with industry sponsors as the most important step to this initiative. Progress towards this goal will also position APRA to be an even more attractive industry partner for years to come.

Brandon Washington City of Casa Grande   Years of APRA Membership: 4 Years Previous positions with APRA: Marketing Chair (2020 – 2023) Marketing Conference Chair (2021 & 2023)

Why would you like to be considered as part of APRA leadership?

I want to be involved in APRA leadership because I have been the benefactor of being a member myself, and I am eager to give back to the association that has enriched me in so many ways. I previously lived in Florida and often when I would go to conference I felt like I was in a silo because I lacked connections. Upon moving to Arizona, I was encouraged to get involved with the association, and I can honestly say that it has been career changing for me. The connections and knowledge that I have gained have made me a better parks and rec professional, but the genuine friendships that I have established as well has given me a community that I belong to. I want to lead this association that I believe in so much and I want to continue to be a voice for the power of APRA. 

What do you envision as the primary function of the position you seek and what skills do you have that would benefit the Association (and ultimately the membership) if elected to the position?

As APRA President, I envision the primary function is being the united force in executing the strategic plan, being a champion to the members of the importance of the state association and how it can benefit them. The President serves as a facilitator for collaboration between board members and the broader membership, fostering connections and creating opportunities for growth, both at the individual and different agency levels. It’s crucial to guide the board in setting and achieving priorities that advance the profession while maintaining transparency and engagement with the members.

As a young professional with a significant amount of experience, I find myself in a unique position. On one hand, I bring fresh perspectives, energy, and a deep enthusiasm for the future of our industry which can be seen from my time as marketing chair. On the other hand, my years of hands-on experience have equipped me with the knowledge and skills typically associated with more seasoned professionals.

I have been in the recreation industry for 17 years gaining experience in public, private, MLB, and NCAA Division I institutions. Some of my career highlights include working at University of Central Florida in Facility and Event Operations; being contracted by ESPN and working an NCAA football bowl games in the Bahamas; being the tournament director for an International Tennis Federation sanctioned tournament; and overseeing marketing and business development for the Spring Training Facility for the San Diego Padres and Seattle Mariners.  This combination of youth and experience positions me to relate well to both up-and-coming professionals and more established leaders, serving as a bridge to foster collaboration and understanding across generations.

One of the greatest challenges facing APRA is the delivery of innovative and applicable professional development opportunities. What approach would you employ towards identifying potential training opportunities and how would you determine their overall effectiveness in meeting the needs of the membership? What strategy would you utilize for the development and implementation of these development opportunities?

I believe that many potential training opportunities already exist within the teams that are currently established. Some of these teams are doing a great job of providing educational opportunities to their members, but with additional support, these efforts could be expanded to offer even more. My goal would be for each group to provide at least one technical educational opportunity annually, outside of the annual state conference, specifically tailored to their area of expertise.

In addition, we need to continue offering leadership workshops throughout the year, focusing on helping individuals to enhance their skills. While I would prioritize in-person workshops to facilitate meaningful connections, I also recognize the importance of offering virtual webinars, on-demand courses, and regional training sessions. This will allow us to accommodate members who may not be able to attend in person but still want to engage in professional development.

There are also great opportunities to partner with industry experts, educational institutions, and leading practitioners to bring fresh perspectives and high-quality content to our members. Moreover, by tapping into internal expertise within APRA’s membership, we can create peer-to-peer learning opportunities that go beyond the annual conference and further enrich the professional development offerings to our members.

The diversity of the APRA membership base is extremely wide, based on geographic location, professional level, area of interest, and many other factors. What strategy(ies) would you utilize to effectively engage in dialogue with the membership? Additionally, how would you go about analyzing the various needs and desires into a manageable and realistic action plan for the Association?

To engage the diverse APRA membership, my strategy would mirror that of which I advocated for while being marketing chair which is to increase the visibility of the board members. It is not enough to simply make one post on social media and think that the members know who you are. We need to treat our board members like elected officials and be involved by being at the different social and educational opportunities that exist.  This is difficult especially considering that this position is volunteer based; however, if our state association is going to take the next jump and be the standard for state associations across the US then it is going to take its board being dedicated to the cause. We can no longer just service the Tucson and Phoenix areas and hope individuals from the other regions to actively participate. With the additional staff, the new strategic plan, and a board that is dedicated to improving, I believe that the time is now to take our state agency to new and unprecedented heights.

By approaching interactions with respect, curiosity and a willingness to learn, you'll be better equipped to engage with professionals from a wide range of professionals. As President, you will oversee discussions at the Board level that include multiple agendas, numerous wants and desires of members, and meeting the goals and objectives outlined in the governing documents of APRA, as well as meeting the revenue needs of the Association. Describe your experience in leading a board and the use of Robert’s Rules of Order, and your preferred process to reach consensus in this scenario.

Having served on the APRA board from 2020 to 2023, I have significant experience being part of discussions using Robert’s Rules of Order. This structure allows for debate while also giving all members the opportunity to voice their different perspectives. My familiarity with Robert’s Rules extends to my participation in the Casa Grande Community Service Advisory Committee, where I regularly contribute to discussions governed by these guidelines.

When overseeing discussions with multiple agendas and competing interests, my preferred process to reach consensus involves a few key steps. First, I ensure that all voices are heard by encouraging open dialogue and providing space for board members to present their ideas and concerns. Second, I would focus on aligning the discussions with APRA’s mission, core objectives, and governing documents to keep conversations productive and goal – oriented. Lastly, I would work to identify common ground around differing viewpoints, fostering compromise when necessary, and guide the group to a collective decision that meets the association’s mission, strategic goals, and financial needs.

How familiar are you with the current Strategic Plan? What piece(s) of the Strategic Plan are you most excited about executing in your role as Vice President, President Elect, and President over the next 3 years?

I was part of the board that started the process to develop the Strategic Plan; however, it was completed after my term was completed. Nevertheless, I am extremely excited for the Strategic Plan because it provides a pathway for success in the years to come for the staff and the board. The two most exciting parts of the strategic plan are membership growth and financial sustainability.

As I mentioned before, I truly believe in the power of the APRA network and that through this association members that are involved have the resources to grow. I believe that by offering training programs that offer relevant education to its members that we can ensure our members continue to grow and thrive. I am eager to continue to foster collaborative relationships with industry leaders so that we can come up with new solutions to future problems that serves our respective communities the best way possible.

Additionally, I am excited to contribute to Strategic Initiative Four, focused on elevating the financial sustainability. As a previous board member, I felt as if there were opportunities to diversify revenue sources that we were not pursuing. With the additional staff members there are additional resources to not only diversify the revenue, but to create additional relationships with partners.

These initiatives will enable APRA to support its members comprehensively and solidify its presence as a leading force in the parks and recreation industry.