Reflections from past Presidents of NIRSA

NIRSA is celebrating 75 years as an organization in 2025. In 1999, to mark the Association’s golden anniversary, the past Presidents of NIRSA were asked to reflect on their term of presidential service and share their memories. Nineteen individuals shared their thoughts.

For our 75th anniversary, we’re excited to bring together 20 new voices to this project, including from a handful of individuals who weren’t included in the initial 1999 publication. Their responses will take many longtime members on a journey down memory lane, and give newer members a deeper appreciation for the growth of this storied organization.

So, without further delay, we bring you responses from past Presidents of NIRSA to the question: “What was most memorable about your term of presidential service?”

Dr. Raymond J. “Ben” McGuire, University of Illinois (1974)

The development of women’s and co-rec programs is a major point of pride for me, as is the continued expansion of the body of knowledge of intramural programs and the continued growth of dedicated intramural professionals. The transition from Edsel Buchanan to Will Holsberry as Executive Secretary was also a significant milestone for the organization. We transitioned from the service of one outstanding leader to another. So blessed!

I tried to maintain the traditions of the NIA by respecting those who came before me as we continued to grow in membership and attract new members with the efforts of our older leaders.

Gene G. Lamke, San Diego State University (1981)

During my term of presidential service to NIRSA, two things stand out in my mind as important achievements for NIRSA. The first was the passage of the certification plan crafted by the Certification Task Force headed by Dr. Mary Daniels. The plan guided the creation of the Certified Recreational Sport Specialist (CRSS) designation for professionals working in recreational sports on college campuses. The second was the election of Patti Holmes as Region I Vice-President during my time as Chair of the Elections Committee and President-Elect. NIRSA (and prior to that the NIA) was a male-dominated organization and electing women to leadership positions was a difficult proposition. So, Patti’s election and service reopened the doors for women to be elected to the NIRSA Executive Committee and preceded the election of Dr. Mary Daniels in 1986 as the first female president of NIRSA. I was honored to serve NIRSA during my three years on the Executive Committee as President-Elect, President, and Past President from 1980-82.

Eric L. Stein, Princeton University (1986)

At the age of 32, I was elected the youngest President in the history of NIRSA in 1985. As we headed to Yale University for NIRSA’s annual mid-year meeting, I anticipated that the only thing we had on the agenda was playing the new computer game called Pac-Man. A curveball was delivered as the meeting started: NIRSA’s part-time Executive Director and the Campus Recreation Director at Oregon State, Will Holsberry, circulated a letter offering his resignation as the Association’s part-time Executive Director; he felt the position needed to be a full-time role. Will travelled to Yale University with his Oregon State University colleague and the current NIRSA President Charlie Fisher, who was totally unaware that Will intended to resign his Executive Director position.

This began the process of hiring a full-time Executive Director; Past President Don Bailey from North Texas State took a leading role when Charlie fell ill. I helped with the charge, and met with Will, who had wanted to be appointed the full-time Executive Director of NIRSA based on his previous experience. The NIRSA Executive Board decided to grant Will his request and he was appointed the first full-time Executive Director of NIRSA. Needless to say, we really didn’t find any time to play Pac-Man!

Janet Gong, UCLA (1993)

Two things come to mind. First, was the creation and endorsement by the membership of NIRSA’s second strategic five-year plan. Following extensive input from the members, the plan was developed by a task force composed of Tony Clements, from University of Illinois, Urbana-Champaign, Dr. Don Bailey, from University of North Texas, and Sue Ivie Boling, from Virginia Commonwealth University. The plan was approved at the annual business meeting and strategies for its implementation were developed under President Stan Campbell’s leadership the following year. It formed the blueprint for the several subsequent strategic plans that have followed. Second, the NIRSA Foundation was officially formed and approved by the membership and the first NIRSA Foundation Board of Directors began their important work of raising and dispersing funds. The NIRSA Foundation has grown substantially in both of these functions since its inception.

Patti Bostic, University of Connecticut (Storrs) (2002)

As far as NIRSA business goes, the membership passed the financial responsibility initiative, which made a commitment to strive for a balanced budget. That initiative enabled the association to move away from a dependency on soft monies. From that time forward, members have seen increases in the cost of services and programs that were equal to the change in CPI in the state of Oregon. It was our hope at the time that adopting regular inflationary increases would prevent the need for significant increases in membership rates (individual and institutional) in the future.

Greg Jordan, Oakland University (2006)

When my term as NIRSA President approached in 2005, we were just coming off the positive impact of the Association’s Financial Responsibility Initiative of 2002. At the same time, we were exploring a significant opportunity to co-locate the NIRSA Conference and Expo with Athletic Business. There had been a multi-year process seeking member input, evaluating the impact on the finances and analyzing if it was in our best interest. All timelines were pointing to coming to a conclusion during my term. However, at the mid-year Executive Committee meeting in the Fall of 2004, under the leadership of NIRSA President Tamra Garstka, we reached the conclusion to no longer consider co-locating the NIRSA Conference.

While some said the Board had wasted time and resources for the previous two plus years, in fact we created an opportunity to explore who we are and what’s important to us. It was a valuable experience that helped shape our goals and strategy as I took office in Orlando in 2005.

While the year had many successful programs and services for our members, what stood out to me the most was NIRSA’s response to our colleagues impacted by hurricanes Katrina and Rita that devastated the southeast in September 2005. Rita hit land during the NIRSA Board of Directors’ annual mid-year meeting taking place in Louisville. Three of the Board’s members lived and worked in the impacted areas. I am very proud of countless NIRSA members and institutions who were critical in the recovery efforts of the impacted communities. I’m also very proud and thankful that as an organization, we approved an initiative for impacted members to seek financial support for NIRSA memberships and professional development. I recall that many members who were impacted in the five-state area took advantage of those opportunities.

In addition to the hurricane relief program, we were also planning to reduce the NIRSA Conference program from five days to four, beginning in 2007 with the event in Minneapolis. I was scheduled to be the Chair of the NIRSA Conference Program Committee in that year.

Finally, for those who attended the 2006 NIRSA Conference in Louisville, we all remember the night of the tornado warning during the independent social hour!

Below is an exception my State of the Association report regarding the hurricanes:

The challenges of hurricanes Katrina and Rita

Without question, the devastation resulting from hurricanes Katrina and Rita impacted every member, every institution, and every citizen in the United States, either directly or indirectly. All NIRSA members are very proud of those professional, student, and institutional members who quickly reacted and became a significant contributor in the recovery and rebuilding efforts. Recreational sports facilities became staging areas for victims, evacuees, and relief workers. Many members/employees at various institutions provided leadership in planning and orchestrating response action plans.

The NIRSA leadership immediately sought ways to provide assistance to our colleagues directly affected in the five-state area. After meaningful discussion and input, and with intent to provide unique, direct support to members, the NIRSA Board of Directors adopted a plan that would, upon request of an affected member, waive membership renewal fees and/or registration fees to NIRSA-sponsored educational events for the period of one year.

Maureen McGonagle, DePaul University (2007)

Most memorable was serving with so many talented and dedicated professionals, both on the NIRSA Board of Directors and throughout NIRSA; there was a real sense of responsibility in serving our colleagues and the field. In terms of specific initiatives: during my term we created Knowledge Communities to address pressing topics (e.g., sustainability, health and wellness, etc.), laid the foundation to formally explore a change in governance structure, and prioritized the time commitment of NIRSA Board of Directors members by adjusting travel expectations, and emphasizing efficiency in Board meetings through introducing committee of the whole procedures and focusing resources on the “new and different.”

Tom Kirch, Oregon State University (2008)

What stands out as most memorable for me was the creation of the Governance Commission. The ‘spark’ to this effort occurred at a meeting of the Big 10 and Pac 12 directors in the summer of 2007 at Washington State University. Past president of NIRSA and Honor Award recipient, Tony Clements, famously said at the meeting, “we have a 1960s governance model for the 21st Century.” This sparked conversations about the need to evaluate our Association’s model and constitute a process for change.

Subsequently, we established the NIRSA Governance Commission with some of NIRSA’s best and brightest talent. Additionally, we crafted an “all inclusive” means of gathering member input, impressions, and ideas which was unprecedented for our organization. Its outgrowth resulted in an effective governance model and a cultural shift in NIRSA engagement.

R. Kevin Marbury, Ph.D, Old Dominion University (2012)

There were so many things I experienced during my NIRSA Presidency, so it is difficult to pick just one. Four things seem to stand out more than the others:

1. I am proud that through a strategic planning process that started in June 2011, several strategic values emerged and, after significant discussion, the NIRSA Board adopted six of them during the 2012 Annual Business Meeting in Tampa, Florida.
2. A second thing that was memorable to me was leading Board oversight for the Executive Director transition process that ultimately resulted in the hiring of NIRSA’s amazing Executive Director Pam Watts.
3. Third is when the Association adopted a new mission statement and the tagline of NIRSA: Leaders in Collegiate Recreation.
4. Finally, being a part of the leadership team when the debt was retired on the NIRSA Headquarters building in Corvallis, OR—a significant step toward improving the overall financial health of the Association.

I was fortunate to be part of a team with amazing individuals who comprised that 2011-2012 NIRSA Board of Directors!

Mick Deluca, UCLA (2013)

My NIRSA Presidential year had many memorable moments, but I’ll provide three highlights:

1. The strategic planning process, and the robust member input that went into the launching of six strategic values for the association; Leadership; Service; Sustainable Communities; Equity, Diversity, and Inclusion; Global Perspectives; and Health & Wellbeing. This was highlighted with a spinning top giveaway at the 2013 NIRSA Conference, which symbolized that we are “one NIRSA” and that our work “swirls and blurs” these values together to create a strong association without one value taking precedence over another.
2. The opportunity to co-locate the NIRSA Conference in Las Vegas with students and colleagues from ACPA – College Student Educators International. For the first time in the association’s 64-year history, NIRSA’s marquee event was held alongside a convention for one of the leading associations for students and professionals in the field of Student Affairs. The shared theme of “Inspiring Communities of Wellbeing” demonstrated the collective nature of our work with a shared commitment to student growth and development and the unique nature of collegiate recreation serving the entire campus community.
3. Using the co-located conference and the expanded platform to kick-off celebrations for the Centennial of Collegiate Recreation.

Kathleen Hatch, Washington State University (2014)

My term as NIRSA President was a time of great internal and external growth for NIRSA. Internally we were advancing learning opportunities, core competencies, research, and building a strong value proposition. We were thoughtfully growing into the new governance structure, including taking on a new paradigm of seeing the NIRSA staff team as full partners in executing a strategic agenda. Externally we were also creating new alliances and partnerships— including relationships with the Green Sports Alliance, NACA, Partnership for Healthier America, NIKE LGBT Sports Coalition, and AASHE, to name just a few.

The theme for the conference was “Harmonizing our Values” which felt symbolic, especially as Nashville was our backdrop. I was proud to be the first Canadian to serve as NIRSA President; the year was marked with the first NIRSA co-sponsored event outside of the US in St. John’s, Newfoundland, as well as the first NIRSA Board meeting in Canada, which took place in Montreal, Quebec. It was fitting to launch the global perspectives strategic value area.

Laurie Braden, Louisiana State University (2015)

While one singular action does not stand out, the most memorable aspects of my time serving in the Presidential track for NIRSA are the relationships built over those three years and the NIRSA Board of Directors’ collective impact on all of higher education in the wellbeing discussion. I would also add that being a part of the reason we now have an association-sponsored LGBTQI social is very memorable.

Stan Shingles, Central Michigan University (2016)

There are many lasting memories of my presidential service. The Board was implementing the NIRSA strategic plan and we were focused on the strategic values of NIRSA.

Additionally, we moved forward with convening a Global Perspectives summit in Baltimore, MD, to truly understand the potential and importance of NIRSA’s global reach. The primary takeaway from the summit was a shared understanding among commissioners as to what NIRSA’s role in this domain should be and a clearer vision of the necessary work that would help move the Association forward.

After the summit, the commissioners crafted an agenda that supported NIRSA’s global priorities. A focus on cultural competencies, on understanding the impact the Association could have globally, and on aligning Association priorities and strategies with NIRSA’s values positioned this commission well significant outcomes. This great work led to the formation of a distinct Canadian region.

We were also successful in collaborating with the leadership of Special Olympics on a partnership to grow college and university programs and to leverage the NIRSA network to connect campus rec professionals with their local Special Olympics offices to provide quality experiences. We articulated and signed an agreement with Special Olympics USA to implement and grow Unified Sports. I had the unique honor of representing the Association in the summer of 2015 as an invited guest at the Special Olympics World Games in Los Angeles, CA. It was truly an incredible experience that would be impossible to recreate in words!

A Leadership Development Task Force evaluated opportunities for intentional leadership development within NIRSA. Given NIRSA’s sophistication, breadth, and importance to the field of collegiate recreation, leadership development cannot be left to evolve organically. The focus for this task force was how to best support the development of leaders who have the skillset to serve on one of NIRSA’s three boards or through other volunteer roles.

An Executive Education Task Force worked to create relevant educational content that effectively develops the competencies of NIRSA members. Through survey results and other feedback collected from NIRSA members, the task force identified a gap in the Associations’ educational offerings at the executive level. This gap was inconsistent with NIRSA’s overall strategic goal of being “the primary resource for leadership and professional development in collegiate recreation, offering invaluable materials, events, and networking opportunities for individuals in all stages of their careers.”

Stacey L. Hall, Ph.D., University of New Hampshire (2017)

The 2017 NIRSA Conference was held at the Gaylord National resort in Maryland. The format of that conference required the NIRSA President to facilitate several of the event’s general sessions. Leading up to the conference, I knew we needed to cultivate future leaders for the Association. I planned to take advantage of one of the sessions to show that serving in the Presidential track is not all business, and that there are fun aspects too. One strategy I planned to use was to put on an electric blue wig for the general session.

However, the venue was also hosting the CPAC conference at the same time as the NIRSA Conference. The sitting President of the United States of America (45) chose to attend part of the CPAC conference, which led to negative impacts on our conference, including changing how NIRSA Conference attendees could walk from one area of the venue to another, disruption to our events, and conflicts with some NIRSA members which caused our members to not feel safe. As a result, the Gaylord National General Manager was so disappointed in the behavior of some of the CPAC conference attendees and the negative impact on our experience, that she asked to speak to our attendees directly. This caused me to have to quickly change my plans, as it would not have been appropriate for me to be wearing the blue wig as I introduced her to the stage to apologize to our members. As a result, I had to adjust the content before the start of that general session, which I finished just as my name was announcing me to the attendees.

Later in the general session, I was able to go offstage for a bit. This gave me a chance to put the wig on. When I returned to the stage, I think I surprised my colleagues and shifted the focus to a little fun for the moment.

Bill Crockett, University of Maryland, Baltimore (2018)

While it’s impossible to pinpoint a single most memorable moment from my NIRSA presidential experience, the enduring friendships and camaraderie formed with exceptional leaders and colleagues throughout the organization stand as its greatest legacy. This includes my fellow NIRSA Board members, dedicated volunteers who advanced the association’s mission, and the tireless staff at NIRSA HQ who make everything possible.

Four moments from my presidency particularly stand out. First was representing NIRSA alongside Victoria Lopez-Herrera from the University of Texas at San Antonio at the inaugural NASPA Latin American Summit in Bogota. Watching Victoria lead with such distinction while immersing ourselves in this groundbreaking event was truly inspiring. Second was the privilege of meeting Dr. Beverly Daniel Tatum during the CHEMA meeting with NIRSA Executive Director, Pam Watts. Third, and perhaps most historically significant, was being part of the NIRSA Board that adopted the Okanagan Charter as my term concluded; the action made us the first U.S.-based association to embrace this important initiative, a distinction that continues to humble me. Finally, every NIRSA journey became its own adventure. Without fail, each trip brought unexpected twists and memorable moments that made the experience uniquely special.

Ken Morton, Stephen F. Austin State University (2019)

I loved how the NIRSA Board came together during the NIRSA Board of Directors retreats/meetings. The Board was unified in most aspects and worked through any disagreements with professionalism. We worked together to look at what we had been doing as an Association and see where we should consider making changes. It was exciting to be part of the Inter-association Definition of Wellbeing and move the Association forward in that area. Great Board members to work with during my tenure as NIRSA President!

David Davenport, Austin Peay State University (2021)

My presidential year, which coincided with the unprecedented challenges of COVID-19, was a time of unique and profound experiences. The most striking of these was the overwhelming compassion that many members demonstrated towards each other. This was not only due to the shared adversity of the pandemic but also in response to the societal upheaval sparked by the conflicts surrounding George Floyd and the stark racial disparities that were brought to light.

During COVID-19, the unity among NIRSA members was palpable, as they expressed how they felt about our country’s state. Most importantly, this unity evolved into a collective focus on personal wellbeing, a crucial aspect of our support for one another.

Although I didn’t get all the opportunities that typically come with being a NIRSA president (being able to be in front of members at the NIRSA Conferences, the recognition, bells, and whistles that come with that honor, the opportunities that members get to see, etc.) and even though I don’t wish any person to have to endure a leadership opportunity during such crises, I am appreciative to have received the support I did to assist me in surviving such an emotional, stressful, anxious, and contentious time.

Dr. Cara Lucia, Elon University (2022)

While simultaneously navigating the challenges posed by the global pandemic and the exposure to racial injustice, I assumed leadership within NIRSA as department chair at Elon University. Serving on the NIRSA Board from 2019-2022 and as President from 2021 to 2022, we reshaped learning opportunities for virtual platforms and initiated an association-wide climate study to ensure inclusivity and equity within NIRSA. What stands out most vividly from my term of presidential service, from 2021 to 2022, is the challenge of leading during a time marked by both the lingering effects of the pandemic and the heightened awareness of racial injustice. The weight of these crises was real, yet they also sparked some of the most important and meaningful conversations we have ever had as a community.

During my presidency I initiated the “Change Makers of NIRSA” vlog series to promote critical hope and dialogue, exploring topics vital to the collegiate recreation community with the sole purpose of highlighting voices across the association. What was most memorable for me was the way we, as an association, embraced critical hope—recognizing the enormity of the challenges while maintaining a steadfast belief in our ability to effect change. We inspired one another to act with courage, compassion, and resolve in an environment that often felt fraught with division. This was a time when vulnerability became a strength. We created a space where we could share our truths, confront difficult realities, and support one another in the collective work ahead.

Mila Padgett, University of South Carolina Aiken (2023)

I was elected to serve heading into 2020. Little did I know that COVID was going to be a massive disruption for the duration of my Presidential track term of service. The way that NIRSA operated would be challenged by cancelled in-person learning events which ultimately impacted the financial health of the organization. University operations would be called to reevaluate their entire delivery system for programs.   During my three years of service on the Board of Directors, I am proud of how we moved forward, addressed what was in front of us, and used the word “pivot” to the point where it became an inside joke. Conferences and workshops were adapted to online delivery and slowly we reintroduced in-person events by 2022. The Association also updated the strategic plan during my tenure.

Dr. Wendy Windsor, Tulane University (2024)

My term as NIRSA president is and will be the most rewarding time in my NIRSA career. Having the honor of carrying on the legacy of Juliette Moore by becoming the second black female president was an extreme privilege. Providing hope and impression to women of color (and all those underrepresented) in our field was extremely impactful. I sought to use my platform to provide a voice for so many who often go unheard. Thus, my most memorable experience, in addition to the NIRSA Conference in Phoenix and the personal interactions I encountered there, was my “Hidden Talents in NIRSA” series. It was my way of giving back to the Association that helped define my professional career.

Join us in Orlando to celebrate NIRSA history in-person

NIRSA’s History and Legacy Committee will be presenting about the history of NIRSA and about the legacy contributions of professionals in the campus recreation and wellbeing profession at the 2025 NIRSA Conference. If you’re heading to Orlando, we hope you’ll drop-in!

Who are the Top 10 humans of your NIRSA history?

The History and Legacy Committee is also hoping to amplify diverse perspectives as we work to honor the individuals and milestones that have made a positive impact on your NIRSA experiences.

Take a few minutes this week to list up to 10 individuals, from your perspective, who have had the most significant impact on NIRSA, on the profession of campus recreation, and on your NIRSA experience. Don’t worry about listing them in any particular order.