Julie Adams
Director
Winter Haven Parks, Recreation and Culture Director
All response items below have been submitted and communicated exactly as they were written by the nominee.
Julie Adams joined the City of Winter Haven in March of 2021 as the Director of Parks, Recreation and Culture. Julie earned a Bachelor of Science Degree in Marketing from the University of Central Florida and a Master of Science Degree in Sport, Recreation and Tourism Management from Georgia Southern University. She is a Certified Public Manager through Florida State University and a graduate of Leadership Winter Haven Class 41. Before joining the City of Winter Haven, Julie spent 17 years with the City of Lakeland Parks and Recreation Department, serving as an Assistant Superintendent of Recreation. Julie graduated from the Joe Abrahams Academy for Leadership Excellence in 2009.
Julie works with an amazing and talented team that includes Parks and Grounds, Recreation, Aquatics, Libraries, Facility Maintenance, Golf, Cemeteries, Special Events, Rentals and Summer Camps. Julie is working alongside her team towards CAPRA Accreditation, seeks continual process improvement and efficiency and helps her team remember that in Parks and Recreation – we GET to have fun through our work impacting the community!
When not working with and serving the Winter Haven Community, Julie enjoys being outside, working out, live music and lots of laughter.
Why do you want to serve FRPA as President-Elect?
FRPA has been a critical and constant connection for my growth and development since the beginning of my career. I would be honored to serve as President and assist in continuing the momentum and progress of the Association, in turn assisting my colleagues and the profession in continuous improvement and growth. There are some amazing things in the works – I would be so proud to help facilitate and propel them into the future.
What makes you uniquely qualified to serve as a member of the FRPA Board of Directors?
I am a unique combination of intention, experience, initiative, vision and fun – all wrapped into one. I consider myself a people person and strive to connect on an interpersonal level with my team and my community. I live with intention – and strive to engage any group that I am working with from a place of confidence and connectedness. I feel I have what it takes to continue the efforts of those who have served before me to propel the association successfully forward into the future, taking up the responsibility of the membership’s success while creatively strategizing to leverage the skills and creativity of the Board.
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?
Over the years – the availability of information has become inundating; one of the reasons why I feel it is imperative to choose wisely when seeking and absorbing information.
An Active and Nurtured Network: Primarily, I have developed a network of colleagues through the years that help me stay fluent and connected to the heartbeat of Parks and Recreation both throughout the state of Florida and beyond. That network also serves as a sounding board for me for challenges and barriers to success to wild ideas and innovative strategies. These are the crew that are on the other end of the line when I have a “tell me, am I crazy, or what?” moment or situation.
Legislative Affairs: Decisions being made at the federal level impact local government more quickly and directly than I have ever realized before. In an attempt to be more informed with how that influence and exchange occurs, I am giving more attention and effort to absorb and understand legislative activity. Since becoming a Director, this has been more of a defined and practiced goal.
Continuing Education: I am a sponge for information of all kinds, but specifically regarding sharpening my skillset in leadership, strategic planning and visioning; three of the most impactful responsibilities I have to be able to serve my team to the best of my ability. I subscribe to the Athletic Business magazine; a publication I specifically appreciate due to its focus within the athletic arena, but also outside of Parks and Recreation – an opportunity to share knowledge and cue in to trends happening across industry at large. Additionally, I attend the Athletic Business Conference annually, taking the opportunity to attend sessions outside of Parks and Recreation – in an effort to, again, learn and gain insight as to what may be happening in other industries that could influence, shape and benefit our Parks and Recreation industry.
This is in addition to opportunities within my own organization and, of course, FRPA.
Podcasts: A longer commute to work opened my eyes to the value of using that time to expand my horizons and surprisingly, knowledge in the industry. Podcasts have become a way for me to take a deeper dive into subject matters previously untapped – and also opening up opportunities for me to learn more from industry leaders.
Social Media: In order to reach some of our most impactful target audiences and constituents, we must be voracious consumers of the platforms they utilize to help make their decisions. With that being said, I benchmark other agencies’ and private industry’s social media platforms, in addition to higher education institutions who deal in the same currency. I look for patterns, precursors and indicators as to what we may be seeing affect our business in the form of trends and influences. What works for them? How do they communicate their message? How could we do that to better our connection and communication?
Detail your involvement with FRPA over the past 3 – 5 years.
-2017/2018 Conference: Speaker Check-In and Verification Desk
-While with the City of Lakeland, our team helped manage this area of responsibility.
-2022 Abrahams-Jones Academy
-Shadowed Joan Byrne to learn role of facilitating this program.
Detail your leadership involvement with Associations/Community or Civic Organizations outside of FRPA over the past 3 – 5 years. - City of Winter Haven; 2021 – Current
- Cultural Arts Advisory Committee
- Served as Staff Liaison; helping guide reforming efforts
- Winter Haven Chamber of Commerce; Leadership Winter Haven; Class 41 (August 2021 – July 2022)
- Florida Southern College; Webcast Broadcaster (2014 – current)
- Play-by-Play commentator for Women’s Volleyball program
Please explain your understanding of the responsibilities of being a Board member of a non-profit organization.
One of the most important responsibilities is that of being a good steward of other people’s money, investments and benefits. Remembering that it is with upmost ethical and honest behavior that the Board must execute to ensure the right and responsible forward movement for the organization.
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?
To me, the most important role of the Board of Directors of FRPA is to serve our membership in a capacity that is representative of the membership. More specifically, to consider the future of the Association by in a capacity of representation of a group of professionals, ensuring that each area of the membership has been considered when making decisions for the membership, as a whole.
To me, the most difficult responsibility facing Board members is understanding that you are never going to have a membership that is 100% pleased, 100% of the time. Coincidentally, that is the same mantra any successful leader must have to continue forward progress.
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? Please provide examples of your experience.
Ultimately, the role and primary function of President is the quintessential servant. The person who successfully fills this role must be able to lead with a servant heart, all while being able to provide strategic direction, rally the membership to achieve goals and get excited about the future of the association. Additionally, creating an environment of synergy and success even across distance and through now-normal zoom meetings – this person must be able to continuously have the strategy in mind as the plans develop and steps are executed.
I possess the can-do attitude, passion and drive to serve. Over the years, growing through my career, I have had a very real and felt maturation; feeling the shift from “me” to “we”. Realizing that the ultimate win happens when the greater good is achieved, the high road wasn’t always the easiest to take. As the years have progressed, the lens I use to view the world has changed.
Becoming a Director in a new agency, I have focused in on becoming not only the one leading the strategic vision, but also becoming very confident in a role of facilitator and remover of barriers. Understanding what is a process problem and what is a people problem. These skills would prove critical in the role of President, as well.
What do you believe to be the greatest opportunity for revenue growth/development for the Association?
Changing the way we think about growth and development. We, as a group of talented, experienced Parks and Recreation professionals, have to be willing to get extremely creative and push the boundaries to uncover what could be an untapped opportunity.
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?
As stated previously, I believe we can learn a lot from the higher education institutions when it comes to innovation and professional development opportunities. Taking the time to explore what other industries are doing to reach their constituents utilizing innovation and creativity. Using surveying tools to reach out to our membership to find out what kinds of development opportunities we are missing – where are the gaps? Where are we coming up short? How can we meet the needs of our constituents? Communication has to be the foundation of forward progress and movement; having a direct line with our membership for continuous feedback on our initiatives and efforts.
Staying current is difficult – especially in these times of constant change, updates and modifications to just about everything we do. We must remain flexible and ready to pivot as we build our future plans. Implementation of development opportunities is only as good as the quality of development; if we take too long to design the implementation, we will miss the opportunity to connect with a quality education piece. So balancing timeliness with currency.
FRPA has adopted four pillars within its Strategic Plan – Health, Community Building, Environmental Sustainability and Resiliency, and Economic Impact/Development. Please describe the significance of these pillars, and your experience with strategic planning and implementation.
Health: The Health Pillar’s existence has paved the way for many positive changes in our communities by prioritizing health in a myriad of ways. Additionally, consideration of all types and forms of “health” make this pillar a wholesome perspective of health within our communities. By taking a stand for health, as a whole, FRPA is helping change the way our constituents view being healthy, making strides toward improved health and healthy habits into the future. Making continuous investments into this effort by creating standards and guidelines helps provide a roadmap for others to attain a better level of health. These small changes now create great impact in the future – helping our future generations live a healthier and happier life.
Community Building: Creating a network – building an engaged citizenry – helping connect people. Community Building is all about helping one another and feeling a part of a greater initiative. To me, this greater community helps us all feel like we belong – and are a part of something.
Environmental Sustainability and Resiliency: We must be good stewards of the world we have – and take care of it so that after we are gone, future generations still have a beautiful landscape and topography to appreciate and perpetuate. Through the environmental sustainability pillar, FRPA is doing the work to ensure that natural lands can still exist mutually with smart growth.
Economic Impact/Development: Definitely one of the most underutilized pillars (in my opinion), we could all do better at telling the story of how the Parks and Recreation Industry impacts economic impact and development. By pairing greater education and access to the FRPA Calculator, industry professionals can be the connection between what we do and the greater good for our communities.
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.
Before anyone can use the FRPA Impact Calculator, it must be understood. One of the best things I ever did for myself and my team was to attend a session to learn how to utilize the Impact Calculator. I would encourage the Association to offer more sessions to learn how to use the Calculator – explaining the benefits. Also, case studies of those communities who have been utilizing the Calculator successfully and how that practice has benefitted them.
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.
Diversity makes us better, stronger and more prepared to have a successful future as an association. As a member of the team responsible for making decisions affecting not only the membership, but the future of the association, I will work with my colleagues to gain a better understanding – through data and information seeking – as to who we are seeing, reaching and interacting with through our opportunities to connect.
One of my favorite questions to ask is “why?” When we identify underrepresented groups or cohorts – I will be the one to ask “why?” Why haven’t we heard from them? Why are they not participating with us? Making genuine connections to help broaden the fabric of our FRPA Community starts with a phone call, an invitation to have a seat at our table.
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?
I do. Looking forward to the opportunity and thankful to be considered.
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 FRPA, 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.
Although I do not have a wealth of experience in leading a Board, I am gaining experience currently through our Cultural Arts Advisory Committee. Additionally, it is my preference to use next steps and identifying goals of sessions to encourage consensus and forward movement. In other words, beginning with the end in mind. This strategy works at all levels of meetings, sessions, etc. Above all else, mutual respect for everyone’s time and effort in participation is always the key, as well.
Describe your view of the role between the Association Board of Directors and the Association’s Executive Office.
Teammates. Working together to ensure that the mission of FRPA is fulfilled through thoughtful and careful consideration of challenges, deliberation and goal setting and ethical and honest execution of steps to ensure a bright future for FRPA.
Provide an example of a strategic initiative (of no less than two years in length from concept to completion) for which you served in a leadership capacity. Explain how you identified the issue and where your organization/team needed to be upon completion, as well as the steps you took to achieve buy-in from your internal partners and external customers.
Special Events Review Team: While working with the City of Lakeland, I lead the charge to create a team comprised of all of the departments that come together to facilitate special events in public spaces. Upon being promoted to the Assistant Superintendent of Recreation, I was assigned Special Events. At that time, most events that occurred were facilitated through a series of phone calls from one department to another to cover the staffing and space needs of the event.
As a big fan of process improvement – I saw opportunities for improvement and growth upon stepping into this role. I recruited the help of some of the other department representatives and we initiated a DMAIC process improvement process to identify what our challenges really were, how we could serve the community better and what really needed to be our process. Upon completion, we had developed a one-stop-shop software, enabling customers of special events to get everything done at the rental office; whereas before, they were responsible for pushing the steps of the application through City offices themselves. Not only did the process improve, the quality of service and event facilitation improved, as well.
In the non-profit industry, the concept of “populating for performance” refers to identifying and recruiting individuals to serve in leadership roles, who have the skill set necessary to move forward the identified strategic initiatives of the Association. Relative to the FRPA Board of Directors and Committees/Workgroups, how would you approach the task of identifying members to serve in pivotal roles within the Association?
Building momentum.
Each year, my network within the membership grows, but only with intentional and genuine effort. First, I would identify what needs we have within the roles; what kind of people are we seeking? What talents are we missing? What do we need to be successful? More successful? Where did we come up short before? Once I have that list – and a good idea of what kind of person we are seeking – I would set out to get to know more people. Connecting strengths and personalities with roles and responsibilities. Reaching out to people and telling the story of FRPA – and helping build the buy-in we need to continue success into the future. Breaking down any misconceptions – misinformation can kill any great strategy.
The diversity of the FRPA 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?
As a leader, especially a President of an organization, it’s important to establish a connection and, over time, a level of trust with the membership. With the challenges identified above, it’s even more important for the person in this role to lead, connect and engage with intention. Intentionally making space and time to connect with the membership, creating opportunities to connect while representing the Association and thinking outside the box when it comes to creating opportunities for dialogue and feedback. More specifically – what could engage feedback and dialogue look like? It may be different for different groups.
Social Media?
Coffee with the Pres? (zoom)
Regional Opportunities.
Creating an action plan requires the team. Leading the board through some activities to identify needs similarities, separating concerns from challenges, people problems from process problems, and realizing that not every “problem” is a problem. Also, helping others to be a little unconventional when it comes to thinking about growth and strategic planning – spin the traditional model and find innovative but sound ways to prepare for the future.