Strategic Plan2018-02-15T22:24:57+00:00

NIRSA’s Strategic Plan

An aligned Strategic Plan for all entities of NIRSA positions the Association for serving members, executing its mission, and expanding the impact of collegiate recreation.

NIRSA Strategic Plan
NIRSA Strategic Plan

A key impetus for this shared Strategic Plan was to better integrate all the entities of NIRSA into one aligned direction. Through a multi-year, inclusive process, the NIRSA Board of Directors led the Association through a re-visioning process with the ultimate goal of poising NIRSA to better leverage the competencies and leadership which have been built over the last 60 years. The skills and passion of NIRSA members has helped to position NIRSA to evolve into a globally trusted resource and partner for relevant information, and innovative products and services that inspire the development of healthy individuals and communities.


Building on the mission, vision, and tagline adopted by members in early 2011, the Association extended the outcomes from the June 2011 environmental scan for strategic planning which involved a broad cross-section of Association leaders. Representatives from all three Association Boards (NIRSA, NIRSA Foundation, and NIRSA Services Corporation), the NIRSA Assembly, Member Network, a diverse range of volunteer leaders, student members, staff, and other thought leaders from a broad spectrum of topic areas in higher education weighed in on mega-issues for collegiate recreation. Using the results of the scans, the highly-respected association management consulting firm Tecker International, LLC facilitated the Board’s process of moving from strategic visioning to strategic planning through the fall of 2012.

Three key goals for the Association emerged from the process. These goals were reviewed by numerous stakeholder groups for initial feedback including the recently constituted Strategic Value Commissions. A Strategic Plan Task Force was appointed to integrate the feedback from stakeholder groups and draft objectives and tactics for each goal area. A fourth goal area emerged through the Task Force work.

As 2015 marked the midpoint of NIRSA’s 2013-2018 strategic plan, the NIRSA Board carefully reviewed the plan to ensure the objectives and strategies had remained relevant and effective in support of accomplishing the adopted goals.

The review provided consensus on completed areas, as well as rearticulated strategies that integrate learnings, accomplishments, and new opportunities. While the goals of the plan did not change, language was updated and new objectives and tactics were added to better reflect contemporary opportunities and challenges for both the profession and the Association.

NIRSA leadership is committed to actively using this plan to guide Association endeavors and related resource allocation until 2018; that commitment will accelerate NIRSA’s ability to deliver relevant programs and services to members as well as expand the reach of our members.