Presidential Candidate: Brandon Washington

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 give back to those in the state and serve the professionals throughout the state.

 

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 if elected to the position?

As APRA President, I envision the primary function as 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 18 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 to offer 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, strategic plan 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.