2026 FAND Elections!

What strategies would you take to ensure that leadership is cultivated among members of FAND?

To cultivate leadership within FAND, I would focus on creating a clear and inclusive pipeline that begins at the local level and extends to state leadership roles. My experience as a former district president and outgoing Chair of District Presidents has provided me unique experience and insights on the challenges local districts face. Key strategies include:

• Strengthening Local District Engagement: Encourage members to actively participate in their local districts, where they can develop leadership skills in a familiar community setting. District involvement serves as a stepping stone to state-level leadership, creating a natural progression for future leaders.
• University and Internship Partnerships: Continue and expand collaborations with universities and dietetic internship programs to provide students with early exposure to FAND activities. Offering student leadership opportunities and mentorship will help build confidence and commitment to the profession.
• Digital Engagement & Social Media Takeovers: Provide members (including students) more opportunities to lead through digital platforms—e.g., hosting social media/Instagram “takeovers” which can include Q&A sessions and “day in the life” topics to show members new areas of nutrition and dietetics. I would also encourage expanding our social media engagement beyond Instagram to show FAND’s community leadership through alternative channels where members/non-members engage (e.g., LinkedIn).

The financial stability of a volunteer organization is critical to its ability to serve its members with high-quality services. What strategies/programs/initiatives would you suggest to ensure financial stability? 

Academy membership engagement is the key to ensuring financial stability. Therefore, I would focus on initiatives that both generate revenue and strengthen member engagement:

• Value-Driven Messaging Campaigns: Launch a strategic campaign that clearly communicates the benefits of FAND membership—advocacy efforts, licensure protection, networking, and exclusive professional resources. We can leverage social media to amplify these messages, share member success stories, and highlight the tangible return on investment for joining FAND.
• Highlight Tiered Membership for Students and Early Career Dietitians: Promote the affordability and benefits of student and early-career membership options. By engaging these groups early, we create long-term loyalty and a pipeline of future leaders.
• Expand CEU Offerings Year-Round: Build on our existing success by introducing specialty topics and virtual CE sessions throughout the year. This not only creates additional revenue streams but also positions FAND as a go-to resource for continuing education.

What do you foresee as the greatest challenge facing Florida RDNs/NDTRs and FAND and how would you address this?

One of the greatest challenges over the next few years will be modernizing Florida’s state licensure (in support of Florida HB 823) to reflect the evolving role of dietitians in healthcare and support future efforts of Florida to enter the Interstate Licensure Compact. My experience as an active member of the public policy committee (PPC) has provided me the experience and tools to help further lead this effort. I have lead coordination of multiple 1-on-1 meetings with state representatives and leveraged these relationships to speak at county delegation meetings. Key strategies I will support include:

• Building a Unified Voice: Engage and empower district chapters, students, and seasoned professionals in advocacy training to ensure consistent messaging and strong grassroots support.
• Strategic Partnerships: Collaborate with healthcare organizations, universities, and other allied health associations to amplify our influence and demonstrate the value of modernized licensure.
• Member Education & Engagement: Continue to use social media and virtual town halls to keep members informed and involved in legislative updates, making advocacy accessible and actionable.
• Leveraging Data & Outcomes: Present evidence-based arguments to policymakers showing how updated licensure improves patient care, expands access, and supports workforce sustainability.

What strategies would you take to ensure that leadership is cultivated among members of FAND?

The overall goals of leadership within FAND will be intentional, inclusive, and aligned with both state and national priorities. As President-Elect, my focus will be on listening to and assessing the current dietetic culture in Florida by engaging members from various settings, including clinical, foodservice, community, private practice, industry, education, and emerging practice areas, to identify leadership gaps, barriers to participation, and future needs. This year will prioritize strengthening leadership infrastructure through the creation of short-term task forces, enhanced committee involvement, and project-based roles that allow members to contribute meaningfully without creating long-term overcommitment or volunteer burnout.

The transition to President will include a continued focus on mentorship, leadership development, and succession planning across current leadership, committee chairs, and board positions. Preparing emerging leaders through clear role expectations, governance education, and ongoing support will ensure continuity and effectiveness within the Florida Academy. This approach aligns with FAND’s strategic focus on leadership and governance excellence while supporting the Academy of Nutrition and Dietetics’ emphasis on developing a strong, diverse leadership pipeline prepared to advance our profession at both the state and national levels.

The financial stability of a volunteer organization is critical to its ability to serve its members with high-quality services. What strategies/programs/initiatives would you suggest to ensure financial stability? 

To deliver on member value, advocacy efforts, and leadership development, we must emphasize the role financial stability plays in FAND’s future. As President-Elect, I would collaborate with the President, Treasurer, and the Fiscal Affairs Committee to review existing revenue streams, expenses, and partnerships, in order to better understand financial performance and identify opportunities for sustainability and growth.

As President, I will continue to strengthen existing efforts to diversify revenue strategies aligned with member needs, including high-quality educational opportunities, conferences, and accessible virtual programming across diverse practice settings. Emphasizing strategic partnerships, vendor relationships, and expanded grant opportunities can further extend financial resilience while maintaining mission alignment. As a voting member of the Fiscal Affairs Committee, I would encourage transparent budgeting, responsible stewardship, and clear communication so members understand how financial decisions support programs, advocacy, and leadership initiatives. Financial stability at the affiliate level allows FAND to effectively support and extend the Academy’s national priorities within Florida.

What do you foresee as the greatest challenge facing Florida RDNs/NDTRs and FAND and how would you address this?

The greatest challenge facing Florida RDNs/NDTRs is sustaining engagement and professional resilience amid increasing workload demands, workforce pressures, reimbursement challenges, and a rapidly evolving practice environment. I have seen firsthand how many dietitians are navigating burnout while adapting to changes in healthcare, foodservice operations, community programs, and growing entrepreneurial settings.

I would address this challenge by prioritizing advocacy, leadership development, and practical support. This includes strengthening public policy engagement through close collaboration with the Public Policy Committee, supporting legislative advocacy efforts, and ensuring members are informed and empowered to participate in policy initiatives. Expanding accessible education, leadership opportunities, and cross-practice collaboration helps members feel supported rather than overwhelmed. By advancing FAND’s strategic priorities and complementing the Academy’s national advocacy and workforce initiatives at the state level, FAND can remain a strong, relevant voice for Florida dietitians and a trusted professional community.

As a Delegate you will represent over 3000 FAND members in the Academy of Nutrition and Dietetics House of Delegates. How do you plan to maintain a presence with members of all regions/districts?

As a Delegate representing over 3000 FAND members, I will maintain a visible and consistent presence by establishing and prioritizing regular, open communication with all of the regions/districts and the FAND AC. I will coordinate outreach efforts that are informed by how each board communicates with their members. I will plan to schedule both virtual and in-person engagement when appropriate, and within budgetary guidelines. 

Using the preferred communication channels, I plan to share timely updates on House of Delegates activities, explain mega issues, and actively solicit member feedback. I will use the tools available to allow members from all areas of Florida to participate. I will also remain responsive to member questions and comments regarding the HOD, AND, and FAND, acknowledging concerns and ideas and communicating appropriate topics forward to the appropriate parties. 

In addition, I will work with leaders across the state to identify opportunities for outreach, including meetings and town hall sessions to better understand member priorities. Following HOD meetings, I will report outcomes to members and communicate how their feedback contributed to the discussion and voting. Through consistent communication, collaboration, and accessibility, my goal is for all members to feel informed, engaged, and effectively represented. 

Describe your ideas for keeping members engaged locally as districts are merged into larger regional districts. How do you measure outcomes?

District mergers require intentional strategies to maintain strong member engagement. Collaboration with district leaders to support communication efforts will be essential to preserve local connections within the larger regions. This will include promoting and engaging in virtual forums and surveys to provide members with opportunities to share feedback and discuss issues, concerns, and ideas. To keep engagement meaningful, I will help ensure communication is concise, relevant, and connected to how member input influences HOD discussions and decisions. It will also be important for me to highlight volunteer opportunities and advocacy initiatives to encourage member connection and investment at the local and state levels. 

Outcomes will be measured quantitatively through attendance at district events and webinars, survey response rates, and engagement metrics from digital platforms. They will be measured qualitatively through member feedback that is received and reflection of regional perspectives in HOD deliberations and voting. Member engagement and trust will be reinforced with communication about how their feedback informed the process, topics, and decisions. I will support FAND and each district with initiatives for sustained member involvement through any process of mergers. 

As a member of the Nominating Committee, you would need to solicit potential nominees for office. What is the depth of your exposure with local, state and national dietetic associations that has enabled you to solicit nominations for candidates? 

 Since becoming a Registered Dietitian in 2008, I have been involved in professional dietetic organizations. I began my service with the Southeastern Michigan Dietetic Association in 2008 and later continued my involvement with local professional associations while working abroad. My service has included active participation and leadership within local affiliates, most notably the South Florida Academy of Nutrition and Dietetics (SFAND), where I served as President-Elect in 2024 and currently serve as President through May 2026. In this role, I work closely with current and past leaders, committee chairs, and members across diverse practice areas, which has strengthened my ability to identify and solicit nominations for qualified candidates. At the national level, my service on the Board of Directors of the American Society for Nutrition (2023–2024) and my ongoing role on the Board of Editors for the Nutrition Care Manual (since 2024) have further expanded my professional network and visibility across academic, clinical, and industry settings. Collectively, these experiences have provided me with broad exposure, strong professional relationships, and a clear understanding of leadership pipelines, enabling me to effectively solicit and support nominations for candidates at multiple levels of the profession.

Describe strategies that you might use to recruit a diverse pool of candidates.

To recruit a diverse pool of candidates, I would leverage both my established professional network and intentional outreach strategies beyond my network, ensuring representation across all counties in Florida. This would include collaborating with Florida District Presidents across all counties to identify emerging and experienced leaders, as well as expanding outreach within districts to ensure broad geographic representation. I would also prioritize direct outreach to individuals who may not traditionally self-nominate, including early-career professionals and those from underrepresented backgrounds, by personally encouraging them to apply and clearly communicating the value of their perspectives and experiences in leadership roles.

What strategies would you use to ensure that individual district initiatives are aligned with the greater FAND mission and vision?

My strategies would include clearly communicating FAND’s mission and vision to all districts, collaborating with each District President to develop their objectives in alignment with FAND’s strategic initiatives, and implementing ongoing monitoring and support to ensure effective outcomes and sustained success.

Describe your ideas for keeping members engaged locally as districts are merged into larger regional districts.

It is important for all members within larger districts to have equitable access to meetings, information, and resources provided by the district. Hybrid engagement opportunities have consistently proven favorable across the state for reducing travel barriers. This could be made more meaningful by tailoring regional events with local breakout sessions or hosting virtual meetups to facilitate local networking and engagement. Preserving areas with a large community presence is essential to a thriving district. This can be done by establishing district subcommittees or local workgroups with “Ambassadors” who maintain frequent communication with the district to ensure that all members’ voices are heard. Lastly, every district may serve members with unique needs. Districts should be empowered to actively seek feedback from their members to identify their priorities and implement targeted events. This approach fosters inclusivity and strengthens membership across all districts.