- City Council
- Julie Fullmer
- 2018 through December 31, 2025
- ULCT Board of Directors
- UTA Advisory Council
- MPO Regional Planning Committee
- MPO Executive Finance
- Utah Valley Community Development Block Grant Chair
- InterMountain Hospital Committee member
- Utah Lake Commission member
- Women Mayor Caucus member
- Wasatch Front Regional Council Member (MAG)
- Joint Policy Advisory Committee
- Vineyard: Federal, State and regional Transit-Transportation Funding
- Mayor’s Youth Council
- Children’s Library
- Community Safety
- Active Transportation
- Alpine School District community liaison
- Economic Development EDC-utah, SMA, and GOED
- Legislative Policy Committee member
I was born in Dallas, Texas, later moved to Wisconsin, and then attended college at the University of Kansas City Missouri, where I met my husband, Curtis. We moved around the coasts and ended up coming to Vineyard from California. We have two little boys, and have lived in Vineyard since May 2011 when there were only 139 people.
I have founded and operated several national and international businesses, which has allowed me to work from home, and has contributed to giving my family freedom to travel the world. Out of everywhere we have been, we love coming home to Vineyard, Utah!
I love this growing Community! It is beautiful, friendly, and I believe that everyone has a voice in this community. We are just small enough to know each other, yet big enough to make a difference together!
I’m focused on lasting, innovative solutions, and strong collaboration. I’ve implemented several successful technological pilot programs, and structural advancements in Vineyard and within the state of Utah. I’ve worked to make Vineyard well known in the state as I promised I would in 2017. I serve on numerous boards around the state leading out in political advocacy, economic development, transportation, transit, education, coalitions for strengthening communities, affordable housing, job creation/retention, creation of safer environments, and providing services to the most vulnerable in our communities. Additionally, I speak about and write about Vineyard’s story to secure funding and development. Through these efforts Vineyard has been nationally recognized for several years for our innovative successes.
I serve on the Utah legislative policy committee to protect our community, and have developed incredible local, state and federal partnerships for Vineyard. I chair Vineyards 360+ million dollar investment board that revitalizes & cleans the environment, establishes economic vitality, and develops smart cities. I continue to promote and initiate non-profit groups like Citizens Champion Change, and bring communities together to make a difference with amenities like the current childrens library in Vineyard.
In 2017, I spoke about the need to create clear communication and transparency in the city. I expressed the need to focus on transportation and economic development, manage density, and create a safer cleaner Vineyard. After the city elected me in 2018, we set out to update the general plan to manage density, bringing in sustainable development to the right places, and updated poorly planned areas to be more connected, cleaner, safer, and designed in ways that facilitate better overall quality of life for the community. We held massive public engagement forums, invited key stakeholders, and created a plan for the zoning to better fit the needs of the community. For the last four years the City Council has successfully defended the plans found within this document.
There were five infrastructure projects that needed to be accomplished that the city was struggling to complete due to lack of funding and complicated relationships with Union Pacific Railroad, state entities and private landowners, including:
The Center Street overpass
The Vineyard Connector
The FrontRunner Station
The Water Tank
The Removal and realignment of Railroad Track
Each of these projects were critical to our city's economic center, and moving people throughout the community and region. The Center Street overpass (10MM) came in on time and under budget. The air rights went through the US supreme Court, and after a lot of effort were turned over to the Community. I developed an excellent relationship with Union Pacific railroad, and we were able to finalize this west to east connection.
The rail spur line realignment (20MM+) had been unsolvable for many years. However, several meetings with federal senators, state reps, and Union Pacific railroad moved the contract forward. We found additional funding and are currently in the designing phase of the realignment.
The Vineyard Connector is a Utah Department of Transportation road. Despite growing at 10,000% and exhibiting the need for this connection with continuing growth, state funding was out 5-8 years for the next phase of this road. However, great partnerships and negotiations helped bring in the second phase of the Vineyard Connector tying Main St to 1600N. I was able to obtain the funding amount of (16MM) in 2021.
The FrontRunner was another roadblock to Vineyard’s economic center. Large companies stipulated their contracts based on the FrontRunner station's arrival. In 2018 we received 4mm dollars for the project. However, as we started the design, the federal government's unfunded positive train control mandate came in, and another 21MM was needed to complete double tracking in Northern Utah County for additional stations to open. In 2019 the Utah County of governments Mayors, Commissioners and at large members elected me to be on the Utah Transit Advisory Council, where I was able to find 20 million dollars for the double tracking for Utah Counties future frontrunner stations, including Vineyard’s. This has increased contracts in the transit oriented development and economic center in Vineyard.
As the city continued to build out, and the need to secure water and build capacity for storage expanded, I worked together with the city council and staff to obtain land, design the tank, and fund the water-tank. This is critical to the infrastructure of our economic center, and the residents of our community.
In the last 3 years, all of the projects were either resolved, funded, completed, nearing completion, or beginning construction. Each of these infrastructure projects create strong connections to development and resources, and open Vineyard to economic vitality where it was previously severed.
We went above-an-beyond obtaining funding to complete the regional trail connections, beach front designs and construction, re-established Vineyard as priority for a new elementary school, and many more projects that will continue to make Vineyard a beautiful home for all of us.
Economic development has soared in the last several years. When the pandemic hit, I worked with the businesses in Vineyard to help change their business models, and together we deregulated where possible to keep our economy open. Company’s continued to build in Vineyard throughout the pandemic, and contracts with anchor tenants and grocers are underway as the pandemic begins to lift.
In 2017 we had nearly 8 thousand people, and the prior contracts made it so we didn’t have full police coverage. We now have full coverage with exceptional response times, and below average crime rates. We have been setting money aside for a fire-station, and we continue to find ways to advance our coverage for residents and make partnerships with our local and regional hospitals to create well-connected healthy-community systems.
In 2017 I had proposed and helped institute a social media platform, building on my rebranding effort as a City Council person to help Vineyard tell its story and get information out to our residents. Since that time we have implemented robust communication processes with emergency notification systems, online city council and planning commission streaming services, survey applications such as Assemble, a quick online response team on our website with Podium, and a constituent facing atmosphere within the city. The transparency which had been lacking, and the records which had been obscured before are now open, digitized, on-time, and easy to access.
There is so much more that could not be mentioned here, and so much left to be done. My passion for Vineyard continues to build. The economy continues to rebuild after the pandemic, but with changes in the market that need innovative and creative thinkers to drive our commerce zones forward. As the redevelopment of Vineyard enters a new phase, the community needs fiscally minded individuals that understand how to cut waste, keep us in the black, and make financial decisions that will have long term gains for the community.
We need someone willing to dedicate their time working with national and state leaders driving industry in, while protecting the quiet safe feeling of home. Vineyard needs someone willing to listen and understand the needs of the community, while incorporating the data, and then going to work skillfully serving the community.
I’ve been serving the people of our community for almost 10 years, actively engaged in bettering the community, coming to the table of decision making, and fighting for the needs of the individuals and neighborhoods of Vineyard. I’ve met with thousands of you, who know me individually. I find time to know the needs of your communities. I visit your neighborhoods weekly to understand the challenges you are facing and help find solutions. I strive to know the information of the city, region and the state, the desires of the people, and then find a way to implement good policy. I invite all current and future Vineyard public servants to serve with passion, integrity, an enduring dedication with a forceful work ethic, a listening ear, and a deep commitment to the people of Vineyard and the Constitution because that is what our city deserves.
BrandingCity branding refers to all the activities that are undergone with the purpose of turning a City from a location into a destination, making a city into a place where people want to live, work and visit" Place branding is a process made up of several sub-processes. Unlike branding simpler entities like a product, service, company, person or classical subjects of branding, place branding, and in particular nation and city branding, is a complex process. The complexity comes from the great diversity of stakeholders in the process.
In general, a place brand is derived from existing assets of the place such as its value offering or public perception. Otherwise, the place brand is derived from created assets, such as events, policies, abstract concepts of tolerance, and so on.