Abby Whaley
Purdue University

How are you currently advocating for collegiate recreation’s value in higher education?

The first step in advocating for collegiate recreation’s value in higher education is practicing what we preach! It is so important for our students, staff, and campus leaders to witness us leading healthy, active lifestyles and engaging in the programs and facilities in which we work. Being immersed alongside our campus communities in their pursuit of health and wellbeing allows us to understand the needs of those we serve. By not only being an administrator but also a participant, this allows me to speak fully on our value in higher education.

In my current role, we are constantly engaging folks on campus as to the value of recreation and wellness – via advisory board meetings, outreach opportunities with campus stakeholders, asking groups to come speak to our students who may not otherwise interact with each other, and hosting a variety of non-recreation based events. By allowing campus and our community to experience our facilities, they learn about us and our services, and we in turn better learn how we can serve them. Talking loudly and often with data about how much more successful our student participants and staff are because they spend time with us is paramount to telling our story. There is a need to prove by numbers that our services matter and that we make a difference.

We all have a personal connection to recreation; it’s why we are in this industry and active members of NIRSA. Choosing to remember our connection with that purpose provides the motivation to continue to advocate our value. We must also recognize it is time to modernize the ways in which we not only provide recreation but also how we advocate for it so that we can continue to draw people to this industry. How things have always been done will not continue to produce fruitful rewards. An ever-expanding global world dictates the need for change.

Personally, I continue to choose to be involved in small and large ways, serving our organization and giving back, and finding energy in working with others. Nearly every year of my 17 years as a NIRSA member, I have been involved in with a committee, presentation, or publication so that I do my part to contribute to our industry and share our value to the larger higher education community. Currently, I am in my second year of my Assembly appointment where I have been able to engage with like-minded colleagues who are invested in the critical analysis of burgeoning topics to NIRSA and our membership. I look forward to my continued involvement with this group and the many other NIRSA groups with which we interact.

Using the strategic values as a frame of reference, what do you believe are two critical issues for the field over the next three to five years? What are action steps for addressing those concerns?

NIRSA is at a critical juncture, in large part because of the pandemic but also due to the ever-changing environment both on campus and in the world. Continued work in the health and wellbeing space, guided by our Health and Wellbeing strategic value, is critical to best align what we can offer our students and campuses. Our ability to support those health and wellness initiatives on campus is paramount to the wellbeing of our students. How do we then position ourselves as leaders and partners on our campuses, particularly if we are not part of the conversation already? To support our membership and our campuses, the Health and Wellbeing Task Force work must persist. Continued research, as well as engaging with other external wellness partners, will help our members have the tools they need to truly work in this space. Providing appropriate training and resources to our members via print, virtual, and in-person formats will ensure they have the knowledge and language to engage in all aspects of health and wellbeing.

Another continued critical topic for our NIRSA is recruitment and retention. This is twofold – the recruitment and retention of employees, as well as the recruitment and retention of NIRSA members and volunteers. This issue is tied directly to the NIRSA strategic values of leadership, global perspective, and equity, diversity, and inclusion. The pandemic has both exacerbated and sped up concerns around work-life balance in higher education and dramatically changed how people value time and work. Our staff are burned out, underpaid, and often left feeling undervalued. In a field where we have historically worked longer and less traditional hours, as well as volunteered additional time outside of work, this work environment is no longer attractive as it was once. This is the perfect storm of pushing quality people out of our field for work that better aligns with their desired lifestyle. As an organization and as an industry, we must shift how we do our work. Evaluating the hiring and promotion cycles that have been typical in our industry, assessing our conference structures, and working toward more affordable professional development opportunities will help ensure future generations of employees, as well as retain current staff. We must engage in honest, meaningful conversation, particularly with our younger NIRSA members, so we can better understand what support is needed. Without serious time and energy spent in this area, we do not have a sustainable base of employees, members, or leaders.

What attributes, experiences, and knowledge could you contribute to the NIRSA Board of Directors that speak to at least two of the competency-based requirements?

Our purpose as educators in recreation is to serve our students and members. I enjoy taking on new tasks and learning, particularly when that can help meet the needs of the organization. I have often found myself in leadership roles because I am personable and relatable but also because I make thoughtful and strategically driven decisions. My involvement on my campuses and in NIRSA over the years points to my desire to be involved and lead. Being involved at the state, regional, and national level in various roles is the highlight of my career. Whether leading state workshops, presenting at annual conferences, or serving on a variety of committees, I enjoy serving the NIRSA and our membership base. It is a way to give back to those who have given so much to me.

My top five Clifton Strengths are Strategic, Learner, Achiever, Intellection, and Input. My natural inclination is to dive into a topic, discuss, learn, and process. I thoroughly enjoy thinking about the big picture, imagining all the possible scenarios and solutions, and then executing a plan. These strengths help me to contribute meaningful insight to conversations, as well as help strategize ways to further the profession. An avid reader, I will come prepared with topics to discuss, follow up with additional research where needed, and be a team player when the time comes to develop and execute hard materials. I thrive both in a team atmosphere but also value time alone to reflect and consider.

I quickly and easily see many sides of an issue and can think strategically due to my work experience both in programs and facility operations throughout my career. My degrees in sport administration, psychology, and communication studies allow me to understand our industry, as well as how humans function, process, and work both individually and in groups. Most of my career I have worked in an area where I am often underrepresented – it is not uncommon for me to be the only female when planning for major capital projects that often include electrical and HVAC components, as well as being the youngest person. I learned early in my career to be confident in my abilities and how to showcase my talents to gain respect from others who may have assumed that I was unqualified because of my gender and age. Understanding my own intersectionalities allows me to empathize and be thoughtful when interacting with others who are different than myself and encourages me to assess my own biases when working with people.

I am honored to be considered for this role and can assure you that I will work tirelessly for the betterment of our membership and NIRSA.