|Position||First Name||Last Name||Company
|Co-Chair||Darcie||Burde||University of Florida
|NIRSA Headquarters Member||Erin||O'Sullivan||NIRSA Headquarters
|NIRSA Headquarters Member||Pam||Watts||NIRSA Headquarters
NIRSA Health & Wellbeing Task Force
The Health & Wellbeing Task Force will be comprised of 10-12 members to lead a variety of initiatives that ensure NIRSA “continues to be a driving force in an integrated approach to health & wellbeing” as stated in the 2021-2024 Strategic Plan.
This Task Force will have an ongoing and primary responsibility to monitor the ever-evolving wellbeing space and advise NIRSA on direction, resources, partnerships, and opportunities. Task Force members will also be asked to actively oversee specific long or short-term initiatives by leading work teams for specific products or initiatives.
There are four major focus areas to advance this strategic priority. All Task Force members will contribute thought leadership on each area; however, 2-3 member will be charged with leading the strategy and work each focus area. Those areas are:
- Equity, Diversity, and Inclusion
- Lead the conversation to embed EDI into the work of the Task Force and the programs/products it produces; seek out and help highlight campuses who are doing well integrating EDI and H&WB strategies
- Seek out and promote campus-based research that provides evidence of promising or best practices in integrated health and wellbeing; build a network of interested researchers; work with other groups in NIRSA who also involved in research and assessment to find ways to incorporate or even prioritize wellbeing
- Education & Resources
- Sustain resources already in motion (e.g. Promising Practices and Wellbeing Briefing); help plan learning events (e.g. webinars, conference sessions) needed and recruit subject matter experts to help present
- External Partnerships
- Leverage personal professional networks with other organizations to support strategic and intentional development and maintenance of partnerships; support inter-association efforts and resources (e.g. Inter-association Wellbeing Definition) within NIRSA membership; seek out and highlight strong examples of partnerships on campuses
Additionally, up to three at-large members would be appointed for certain knowledge, networks and in anticipation of additional work team oversight roles needed in the future.
This Task Force is a multi-year commitment, likely serving for the duration of the 2021-2024 strategic plan. As needed to complete the work at hand, work groups will be constituted to help bring specific projects to fruition. Task Force members will serve as liaisons to those work groups. Work groups will be recruited during NIRSA’s annual committee application process.