Terrell Griffin
Director, Haines City Parks and Recreation
All response items below have been submitted and communicated exactly as they were written by the nominee.
"I wish to serve in the capacity of President-Elect because I feel it’s important for me to give back to the Association as it has played a significant role in my career thus far. Having participated in many FRPA offerings, I understand and appreciate the immeasurable and vital experiences that I’ve gained through the Association. There are a lot of new and exciting things on the horizon, and I want to continue to be a part of them."
Terrell Griffin is the Parks and Recreation Director for the City of Haines City. He is blessed with the task of leading a team dedicated to enriching the lives of others through the following areas: Aquatics, Facility Maintenance, Library, Parks, Recreation & Special Events. Prior to joining the Haines City family in January 2018, he worked for the City of Winter Haven for 5+ years, in the capacity of Recreation Supervisor.
Terrell graduated from Webber International University where he obtained his BA in Sport Management and an MBA. Terrell became a Certified Parks and Recreation Professional (CPRP) in 2016. He was a part of the Emerging Leaders program (2015), graduated from the Abrahams-Jones Academy for Leadership Excellence (2016), Leadership Winter Haven (2017) and Leadership Polk in 2020.
Terrell currently lives in Winter Haven, Florida and enjoys sports, exercising, fishing, grilling, spending time with family and of course anything related to recreation. Terrell attributes much of his early success in the Parks and Recreation field to the many programs and offerings via the Florida Recreation & Parks Association (FRPA) and the many great leaders whom he has worked for, and with, in the past. Terrell feels that one of the most important parts of his job is to ensure that he positions his staff to be the best they can be, each and every day, while fostering an environment that breeds creativity.
What does the field of Parks, Recreation, Conservation, Cultural Affairs, Arts, Leisure Services, etc., mean to you?
Like many, I too grew up visiting the local recreation centers in my home town, participated in youth sports and spent many summers attending the local aquatic facility. I learned at an early age the importance and positive impact that the field of Parks, Recreation, Conservation, Cultural Affairs, Arts, Leisure Services, etc. has on my life. So, the field of parks and recreation means a lot to me. I am a servant leader at heart. There is no greater joy than seeing the smiling faces of individuals participating in a program such as an Easter Egg Hunt, Christmas Parade, Halloween Event, Daddy, Daughter Dance or simply sitting in a park smelling fresh cut grass. I’ve always enjoyed fishing, hunting and spending time with nature, so the field of parks and recreation is ingrained in me and will always be a part of my life.
What motivates you to be a Parks and Recreation professional?
Impact! My passion for serving others is what motivates me to be a Parks and Recreation professional. Being a Parks and Recreation professional affords me the opportunity to make daily impacts on individuals lives, whether it be a school aged child visiting one of our recreation centers or even one of our more seasoned guests that may be participating in a senior activity. There is no greater feeling than seeing the joy on a child’s face or a parent capturing the perfect photo of their child enjoying an activity.
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 interested in continuing to serve the members in the position of President Elect because FRPA has contributed to my overall successes within the field of Parks and Recreation, so that alone motivates me to want to serve the members of our Association. It’s been an honor and a privilege to serve on the Board of Directors for the past four (4) years and I feel that my service has allowed me to sharpen my skills which makes me an ideal candidate. With my current role of director, I feel that I have been equipped with a skill set that allows me to be a productive member 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?
Some of the resources that I utilize to stay on the cutting edge in Parks, Recreation and Leisure profession includes the Recreation Management publication, the FRPA open forum platform, FFEA Community discussion platform, NRPA website, NRPA SmartBrief, American City and County publication and the FRPA website, just to name a few. I have found that having open communication with developers, engineers and manufactures to discuss challenges that some of their clients have faced is beneficial also. Speaking to other directors to see what issues they are dealing with. I also participate in the Directors Chats offered via FRPA and many other virtual opportunities, where I am able to gain insightful information. Staying abreast of the current trends including legislative agendas, the political climate and real-world situations provide useful insight for what we can expect within the Parks and Recreation realm.
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.
My involvement with FRPA over the past 3-5 years includes serving on the Board of Directors in the capacity of Vice-President, where I am currently serving my second term. Within my responsibilities of serving as a VP, I have served as a liaison for various workgroups/initiatives including the Health and Community Building Pillars. I am currently the board liaison for the Young Professionals, Career Mapping Task Force and the Pipeline workgroups. I served as coach for the Abrahams-Jones Academy of Leadership Excellence for several years, where I was afforded the opportunity to mentor and encourage several members of the Association through their business plan process and various other professional growth activities. Over the past 3-5 years, I have also participated in the planning and formation of FRPA’s strategic plan and DEI initiative.
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.
I currently serve on the Polk County Tourism & Sports Marketing – Tourism Development Council – Sports & Special Events Committee. I have participated in the Big, Brother Big Sister program and I am currently a Reading Pal, where I read to kindergartners throughout the school year. Annually, I participate in “serve day” at my church where a local school or non-profit is chosen and the grounds are renovated, facility painted, etc.
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.
The section for 501(c)3 of the Internal Revenue Code provides the do’s and don’ts for organizations that are identified as exempt from paying federal income taxes. Antitrust laws are in place to ensure a competitive purchasing process. FRPA has an established Antitrust Statement that is read prior to all board meetings to ensure that all board members understand the standard. My understanding of the responsibilities of a non-profit board member is to ensure that the mission, vision and values of the Association are carried out in a fiduciary manner, while ensuring the Association is at the forefront and not individual or personal agendas. It also includes working cohesively with fellow board members to carry out the business of the Association.
Please explain your understanding of “fiduciary duty” relative to non-profits, and how specifically that might apply to FRPA.
My understanding of fiduciary duty is that I have a legal and ethical obligation to ensure to always act and make decisions that are in the best interest of the Association and the members as a body; not individual or personal interest.
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 in my opinion of the Board of Directors is to ensure the Association’s Mission, Vision, Values and strategic plans are always followed and at the forefront of all decision-making on behalf of the Association. Coupled with supporting and providing direction to the Chief Executive Officer to ensure the success of the Association. Ensuring that the Chief Executive Officer has the necessary tools to carry out her daily functions and responsibilities. I believe that one of the most difficult responsibilities facing board members is ensuring the long-term success, and financial stability, to ensure that the Association is able to function for years to come. There are always competing factors that could pose financial threats to the association including budget cuts by agency members, and economic issues therefore it is key that the board stays above the financial curve and think strategically to ensure financial stability.
What do you envision as the primary function of the position you are seeking?
I envision the primary function of the position of President-Elect is to keep the flame burning that has been set by previous Presidents and Board members. Keeping the flame burning includes ensuring that FRPA’s mission, which is to establish parks and recreation as a cornerstone of health, economic development, environmental sustainability and community throughout Florida, is followed. This will be accomplished by being a champion for FRPA, by being active and engaged with all areas of the Association, which will hopefully continue to attract and lead future leaders that have the desire to serve, ultimately ensuring the success of FRPA’s future; keeping participants engaged – being a cheerleader/motivator for any endeavors that I am a part of.
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.
I would go about fostering constructive conversations toward cohesive decisions by first understanding that everyone is entitled to their own opinion. I feel that it is important to listen before speaking. We all have an opinion, but an informed opinion is a critical component when faced with making cohesive decisions.
A major key is to go into any situation with an open-mind, with the understanding that after hearing the opinion of others, it may lead you to consider factors that you otherwise would not have considered. When applicable, providing fact-based information will be used and considered.
What challenges do you see on the horizon for the profession, and how would you see them impacting the Association?
One major challenge that I see on the horizon for the profession is being able to recruit and retain highly qualified individuals, with emphases placed on retaining. With the private sector offering significantly higher salaries, often times it is difficult for municipalities or counties to compete. Creating a “pipeline” of future parks and recreation professionals, whether it be through middle/high schools, colleges and individuals from the private sector will be a key to sustain our profession.
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?
I see the following as opportunities to secure or expand existing revenue streams:
Memberships – finding additional ways to communicate and reach non-members by introducing them to the many benefits of getting involved with FRPA. Targeting agencies that currently do not participate – educating and sending marketing material to department leaders on the many benefits of FRPA and the importance of continuing education. Attending job fairs and functions, specifically to engage with individuals regarding FRPA.
Programming – partnering with other state agencies to offer virtual education opportunities that may not be available in Florida. Marketing Opportunities – increased ad sell on the FRPA website and publications may prove to offer financial gain.
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?
First, I would start with evaluating the professional development opportunities that are currently offered such as the Abrahams-Jones Academy and Emerging Leaders Institute. With the recent addition of the Leadership School, which was added in part because a middle management curriculum was warranted based on evaluating the current programs and feedback from directors. Surveying Directors to inquire about areas they are seeing a lack of skill in. Reviewing what other state agencies are offering to determine if there are any applicable professional development opportunities that FRPA can mirror.
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.
The four pillars are of great significance as they essentially provide a roadmap that aides one in telling their respective story pertaining to parks and recreation. The four pillars are also what I would consider the corner stone of our Association’s pillars.
Community Building – establish leadership in community building and development of the public realm. This pillar is vitally important as the resident in our respective cities, depend on community centers, libraries, parks, trails, aquatic facilities, etc., to aid in their quality of life experiences.
Health – leverage and connect parks and recreation to community health. This pillar affords communities the opportunity to provide space and learning opportunities centered around maintaining a healthy lifestyle, while creating wellness opportunities.
Environment – demonstrate leadership in park stewardship and environmental sustainability. This pillar is simply about preserving and maintain nature, open greenspace, waterways, etc. Which in turn will ensure that the aforementioned items are preserved for future generations to have access to.
Economic Impact – promote the economic impact of parks and recreation. This is a very important pillar when telling the story of parks and Recreation. I am reminded of an article that I read via NRPA that discussed the power of parks and recreation. Parks have health power as they increase access to places for physical activity leads to 25% increase in people exercising 3 or more days a week. Parks have community power as they strengthen community ties and bring diverse populations together. Parks have economic power as they improve the local tax base and increase property values. Lastly, parks have environmental power – 1 acre of trees absorbs the carbon dioxide produced by driving a car 11,000 miles.
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.
Activating FRPA’s Influence and Credibility, includes establishing FRPA as the source of subject matter resources in building, enriching and connecting vibrant communities necessary for Florida's future. This can be achieved by identifying those individuals within the field that have the knowledge to speak as a subject matter expert in their particular areas of expertise. Increasing legislative presence through active member engagement. The more individuals that are able to speak on legislative matters, increased advocacy efforts will increase. Collaborate with allied organizations to expand and sustain our influence and credibility. When given the opportunity while speaking to board members or a member of the public, educating them on areas within our profession are key. Activating Our Profession means establishing FRPA as the hub and guiding force for leading, connecting, educating, and advocating for today and tomorrow. Breaking down barriers with other professional organizations to tell our story is a key component of this category. We do not want non-parks and rec professional telling our story. Another component is establishing a career pipeline for parks and recreation professionals. There are currently plans being put in place and a workforce group has been established to create a career pipeline model for parks and rec professionals to model. An additional component is establishing Partnerships with educational institutions to promote workforce pipelines for the parks and recreation field. This will help establish future professional in the field.
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.
I would actively promote the Impact Calculator by stating it is truly a game changer - simply put, the Impact Calculator adds tremendous value and hard proven facts about the overall impact of a project, park, ball field swimming facility, etc. It simplifies, the story telling and adds so much value when making presentations to stakeholders and elected officials. In essence, the FRPA Impact Calculator is a vital tool for justifying investments, supporting advocacy, fostering community engagement, and ensuring parks and recreation facilities continue to contribute to the health, well-being, and environmental quality in our communities, all which align with FRPA’s 4 pillars; Community Building, Health, Environment and Economic Impact.
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 will start by saying that Diversity, Equity, Inclusion, and Belonging are very important to me. I will support the Association’s commitment to DEI by being a champion for DEI, by supporting and ensuring that the current established efforts of FRPA are followed, which includes the following:
The Organization: FRPA is undergoing a multiple tier assessment of the organization in terms of ensuring that the different layers within the Association are equal, fair, equitable, and that the membership understands the importance of the inclusion of every professional.
Community Building Pillar: Under goal of building advocates for parks and recreation, ensuring park and recreation professionals are encouraging People of Color involvement in outdoor activities and parks and recreation programs.
Economic Impact: Under goal of building public awareness of the benefits of working for parks and recreation, focus on reaching diverse populations.
Health: Under goal of increasing mental health awareness in park and recreation settings, incorporating intentional outreach to different cultures and abilities.
The Florida Recreation and Park Association, Inc. is grounded in the principles of diversity and equity, and has expressed that commitment in our vision statement: An empowered, engaged, and diverse network of members, advocates, and partners equipped to advance parks and recreation. Considered as partners in the work of the Association are the vendors with which we conduct business, the sponsors which invest in the Association and its members, and those organizations with whom we contract for the business of the Association. As such, the Association desires to work with partners who share our commitment to diversity and equity.
Therefore, it is the commitment of The Florida Recreation and Park Association, Inc. that we
1. make every effort to conduct routine business with minority owned businesses, with the goal that a minimum of 30% of outside vendors meet Florida’s standard for minority owned businesses;
2. make every effort to only purchase goods and services from both countries and individual vendors who maintain a standard of fair trade;
3. only conduct contractual business with organizations and entities that maintain a safe and respectful work environment free of harassment and upholding the practices of non-discrimination, diversity and equity; and
4. only accept partner investments in the form of sponsorships and/or membership from organizations who share our vision of a diverse and equitable society.
While the Association realizes the above statements may preclude us from conducting business with some organizations, and may even increase the cost of conducting business, it is our commitment to demonstrate our commitment to diversity and equity through our business practices. As such, these shall be the adopted practices for conducting business on behalf of The Florida Recreation and Park Association, Inc.
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? Governance and Volunteer Experience
IN ADDITION TO THE “QUESTIONS TO BE ANSWERED BY ALL NOMINEES”, NOMINEES FOR PRESIDENT ELECT MUST RESPOND TO THE FOLLOWING:
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.
While I have limited experience leading an actual board and the use of Robert’s Rules of Order, in my current role as Parks and Recreation Director, I am constantly exposed to the use of Robert’s Rules of Order through my engagement with the following endeavors; City Commission meetings, Parks and Recreation Advisory Board meetings and through my participation on the Tourism Development Council – Sports & Special Events Committee, via Polk County Tourism & Sports Marketing. Having watched others lead the Association Board meetings, I believe I have an understanding of what is necessary.
Describe your view of the role between the Association Board of Directors and the Association’s Executive Office.
My view of the roles between the Association Board of Directors and the Association’s Executive Office is simple. The Association’s Board has one employee, the Chief Executive Officer. The CEO is tasked with establishing budgets, implementing new strategies and plans, all associated responsibilities with hiring, firing, and disciplining of Executive Staff, communicating with the Association’s members and ultimately acting as a liaison to all things FRPA. Simply put, the CEO is responsible for the day-to-day business of the Association.
As members of the FRPA Board of Directors, our responsibility begins with the concept of ‘governance’. And in its broadest sense, governance is how FRPA advances the overall direction of the association. While there are some aspects of governance which are very broad – such as our ‘duty of loyalty’ to the organization – some responsibilities are very specific, such as:
• Determining/supporting our mission and purpose: our mission and purpose are affirmed at each Board meeting. And as a part of our work on the Board, it is our responsibility to ensure that our actions reinforce and are in alignment with these concepts. We also have the responsibility to examine and re-examine our mission and purpose as the association continues move forward. This also includes ensuring that the Board undertakes strategic planning and organizational planning effectively as a group.
• Supporting our Chief Executive Officer and the efforts of FRPA’s Executive Staff: as a Board, it is NOT our place to ‘get into the weeds’ in the execution of the business of our association. This distinction is critical to ensuring the association continues to govern effectively and not become an impediment to progress and the association’s business operations.
• A financial responsibility: it is our responsibility as a Board member to not just to review the financial statements of the association, but we have a responsibility to fully understand them, monitor them to protect the association’s assets to ensure adequate resources, monitoring and strengthen our programs and services, but to ensure that the Board operates in a legal and ethical way with our financial operations.
• Build a competent Board: As a Board, and as we continue to work with other members, volunteers, committee chairs, etc., it is imperative for the continued development of Board in future years, that we cultivate a pipeline of competent leaders throughout the association. Having a well-functioning pipeline of leadership candidates for future Boards is each of our responsibilities – more on that concept in other sections of this document.
• Be an ambassador for the association: not only do we have the responsibility to speak as one voice representing the Board to our membership, but to do so to enhance the organization’s public standing, both to our membership and to affiliated professionals. We want to continue to build our brand within our communities so that we are seen as the subject matter experts of our areas of public service.
• Ensure legal and ethical integrity in everything we do as a Board: this is listed last in my response, but without meeting this responsibility, none of the above is even possible. The Board has a responsibility to govern above reproach and being cognizant at all times that even the perception of a conflict of interest or any question of unethical or irresponsible behavior can have a severely detrimental impact on the overall association. Likewise, ethical decision-making and deliberate good governance cultivates the kind of perceptions and reputation that the Board, FRPA Executive Staff and the membership have come to expect from FRPA’s legacy.
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.
I have been a part of several development projects, that included establishing a master plan The master planning process included community engagement meetings, meetings with engineers and providing presentations to the elected officials. The end goal is always to increase the quality of life for the residents, while meeting their needs in a fiscally responsible manner.
Also, in my current role of Vice President, I’ve participated in multiple strategic planning sessions in the past for FRPA. In essence, I’ve had much exposure to strategic planning initiatives, in various positions raging from the lead to simply providing input.
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?
I would approach the task of identifying members to serve by ultimately being a “scout” at all FRPA functions that I attend, while keeping an eye out for those individuals that displays the skill set that I feel would be a good fit to champion one of the committees or workgroups. Speaking to others in the field that are active to see if they have an individual(s) in mind that they would consider a rising star.
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?
While the membership base is divided into four geographical areas, I think it is important to ensure interaction with all areas as often as possible. This can be accomplished by visiting various functions throughout the state to allow for interaction with the membership base. While the annual FRPA conference brings together professionals from throughout the state and all four geographical areas, interactions outside of the annual conference are warranted. In my opinion, an efficient way to analyze the various needs and desires of the Association and creating an action plan is to work closely with the CEO to determine the needs vs. wants as the Executive Office is basically in constant contact with members throughout the state. After determining the needs vs wants, an action plan can be established to include timelines to complete each task.
What goals for the Association would you have during your year as President?
While I don’t have specific goals at this time, my goals would be based on what aligns the most with the Association and the Board as reflected in the strategic plan and the established work plan for that specific year. Most importantly, the role as President or President Elect is not to infuse personal agendas, but to keep and or increase the flame that the past Presidents and board have instituted, while incorporating the needs of the Association at hand.