Slate of candidates

Central Region Representative

Richard Ortiz

City of Goodyear

Years of Membership in APRA: 8

Previous positions with APRA:

2016 Photo Contest Chair

2020 Photo Contest Chair

2021 Conference Chair, 2023

2024 and 2025 General Session Chair

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

Serving on the APRA Conference Committee over the past few years has sparked my desire to become more involved with APRA, as I am deeply committed to giving back to the profession I love. When I saw the opportunity to serve as Central Region Representative, I knew it would be an ideal way for me to contribute. This region has been my home since day one, and I am passionate about making a positive impact here.

I would like to contribute to the continued growth and success of the organization, using my skills and experience to help APRA thrive. My enthusiasm for parks and recreation motivates and energizes those around me, and I would be honored to serve in this leadership role.

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?

believe the primary function of this position is to serve as a strong leader, liaison, advocate, and resource for the Central Region members, board members, and APRA as a whole. As a region representative, I will work diligently every day to manage APRA’s business affairs and support the organization’s goals. With my innovative thinking, creativity, and problem-solving skills, I am confident that I can help grow and retain membership, which is a vital funding source for APRA.

Another method to increase membership would be through a membership drive, utilizing social media platforms to inform people about the organization, its mission, and its goals. By raising awareness and promoting the value of APRA, we can attract new members and further strengthen the organization.

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 in your region 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?

One of the aspects I enjoy most about my work is finding innovative ways to enhance programs and streamline processes for greater efficiency. To address the challenge of delivering impactful professional development, I would leverage our TEAMS groups and annual conference as valuable resources. My approach would begin by surveying each TEAM to assess the specific needs of various areas within the region.

Through this surveying process, we can also identify potential solutions and local speakers who would be a great fit for the region, contributing not only to professional development but also to the local community from an economic development standpoint.

Once these needs are identified, I would collaborate with local recreation professionals to offer relevant workshops, classes, and training opportunities, not only for the Central Region but statewide. Additionally, I would tap into our current sponsors, many of whom are industry partners that can provide a wide range of development opportunities.

By offering a variety of professional development options, we would not only meet the diverse needs of our members but also provide them with opportunities to earn CEUs for certification renewals. This approach ensures that APRA continues to deliver valuable, accessible, and innovative training for its 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 in your region?

To engage effectively with APRA’s diverse membership, I would implement several strategies. First, I would utilize the TEAMS Groups to foster communication and collaboration across different areas of interest. I would also host networking events in various parts of the Central Region to ensure accessibility for all members, as well as explore potential fundraising opportunities to support these initiatives.

In addition, I would maintain consistent communication with members, providing updates on APRA initiatives and job openings. Partnering with our current sponsors, we could create additional networking opportunities throughout the region, encouraging dialogue and engagement among members. This multi-faceted approach would help ensure that all voices are heard and that we continue to build strong, supportive connections within the APRA community.

Central Region Representative

Corey Povar

City of Chandler

Years of Membership in APRA: 6 years

Previous positions with APRA: 

2017 – Social Media and Marketing Chair

2020 – NCRPA Education Committee Member*

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

As a member-driven organization, APRA holds a special place in my heart, and I believe it is our collective professional duty to elevate it to better serve Arizona’s parks and recreation community. The partnership between APRA and parks and recreation professionals is one I deeply value, and I would be honored to contribute to its continued success by serving in a leadership role.

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 believe the primary role of the Central Region Representative is to enhance training and networking opportunities for professionals within our region. My goal is to discover innovative and exciting ways to engage our region’s professionals, fostering more opportunities for education and connection within our neighboring communities. Ultimately, my main objective is to cultivate a sense of unity, where we all work together as a team—supporting one another and serving as valuable resources.

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 in your region 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 identify potential training opportunities, I would start by engaging directly with members through surveys, discussions, and focus groups to understand their specific needs and challenges. I would also keep an eye on emerging trends in the field and collaborate with experts to provide innovative, relevant content.

To ensure effectiveness, I’d implement a feedback loop, collecting input from participants both immediately and after some time to gauge long-term impact. For development, I’d focus on diverse delivery methods—such as in-person workshops, virtual webinars, and networking events—ensuring accessibility for all members. My strategy would prioritize continuous member input, variety in content, and ongoing refinement based on feedback, keeping professional development fresh and impactful.

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 in your region?

To engage APRA’s diverse membership, I would use a multi-channel approach—surveys, social media, virtual town halls, and in-person events—allowing members to connect in ways that work best for them. I would also try and foster regular, ongoing conversations to keep dialogue open year-round. Additionally, being approachable and visible would help ensure all members, regardless of their background, feel heard and valued.

Central Region Representative

Ryan Preston

Town of Fountian Hills

Years of Membership in APRA: 2 years

Previous positions with APRA: N/A

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

I am new to this side of Parks and Recreation, but I have seen the benefit of being able to trade notes and bounce ideas off other professionals. I feel APRA needs to stretch its wings a bit more beyond the conference and really embrace interconnectivity year-round. I know I can create a space where professionals from all cities and towns feel comfortable sharing their struggles and ideas with the end goal of making us all better.

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 envision the primary function as bringing the voice of all cities and towns within the central region to the APRA board. To be able to share their thoughts directly to those capable of eliciting change on a scale they themselves would be incapable of. I have the unique experience of being on the private side of recreation for 14 years before joining the Town of Fountain Hills. I have worked with 30+ municipalities over two states as the Program Director of Sportball for AZ and CA. I have experience working with agencies of all sizes. My ability to identify with people and bring them together has always been one of my greatest strengths. I know I can use that to reach the level of communication within the region that we would all like to see.

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?

The first step would be to identify needs. The central region has a wide range of department sizes and functions. I would arrange meetings based on population and department size to identify specific wants and areas of need. I know from attending APRA round tables that these needs vary widely from Wickenburg to Avondale. Some departments would benefit from CAPRA training and consulting, and others would be better served with workshops focused on contracts or creating an in-house youth sports league. Once these needs are identified, training can be targeted, and the participation percentage will increase. Follow-up phone calls to the participating individuals will determine overall effectiveness. Pre and post-test training assessments and surveys are a big ask when we are already incredibly busy. I find that a 15-minute phone call is the ideal follow-up.

Implementation will always depend on budget. Assuming a budget of zero, I would rely on those who have already experienced the targeted situations. For example, a representative from Buckeye may be able to lead a brief workshop on the steps to becoming CAPRA certified and the challenges it contains. They should then be able to provide resources for those looking to seriously pursue it.

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 in your region?

I would hold quarterly meetings with all cities and towns in the central region, but I would also schedule additional meetings and socials in a small group format. The smaller groups will be made up of like-sized departments and able to have constructive comparative conversations and leave feeling like there was value added to the time they gave up to participate.