Research/Assessment; Strategic Planning
031 By the Numbers: How Changing Demographics Impact University Recreation
0.1 NIRSA CEUs
Tuesday, March 31 • 9:40am – 10:40am
Texas 1-3
Jacqueline Hamilton, Ed.D., RCRSP, Texas A & M University-Corpus Christi; and Kathleen Hatch
Demographic trends are not the same across different states and regions. Some areas have increasing student populations while others are declining. Where have we been, where are we now, and where are we going with our student populations? How do changing demographics impact our delivery of programs and services?
Core Competencies: Research & Evaluation; Programming
Learning Objectives:
  1. Be able to explain the sources and types of data that exist around population demographics and higher education.
  2. Connect demographic trends and time periods to changes that have occurred in university recreation.
  3. Be able to analyze demographic projections and infer how they may impact future programs and services.
Strategic Planning
050 Strategic Values Joint Town Hall
Tuesday, March 31 • 1:30pm – 3:00pm
Texas 1-3
Alex Accetta, RCRSP, Portland State University; George Brown, CRSS, Ph.D., The University of Alabama; Chris Dawe, RCRSP, Mount Royal University; Jocelyn Hill, American University; Tamara Jarrett, CRSS, CORE Unlimited, LLC; Thomas Kirch, Oregon State University; R. Kevin Marbury, CRSS, Ph.D., RCRSP, University of Oregon; Cara McFadden, Ph.D., Elon University; April Moore, Florida State University; Don Stenta, Ph.D., The Ohio State University; and Pamela Su, CRSS, San Francisco State University
Join us to hear about the status of our five Strategic Value Commissions, and share your valuable opinions on future directions. Using this town-hall style open forum discussion, the Commissioners will share updates and listen to your questions and concerns related to Health and Wellbeing, Sustainable Communities, Leadership, Equity, Diversity & Inclusion, and Global Perspectives. Come exchange ideas, ask questions, and learn more about our efforts to integrate these Strategic Values into the fabric of NIRSA and of collegiate recreation.
SV Icons?
Strategic Planning; Executive
052 Divisional Realignment: Reframing Your Campus Recreation Department
0.1 NIRSA CEUs
Tuesday, March 31 • 3:10pm – 4:10pm
Austin 1-3
Timber Hines, RCRSP, Emory University; and Andrea Trinklein, Ph.D., Emory University
What happens when your university has a divisional realignment? While trying to be integrative, innovative, and positive, change is still difficult for everyone. This session will discuss how a campus’ recreation department can be reframed to provide high-quality recreational programs and expand their services to meet the needs of its changing student population.
Core Competencies: Business Management; Philosophy & Theory
Learning Objectives:
  1. Identify at least four communication strategies to keep staff abreast of current departmental and divisional actions.
  2. Identify techniques for ensuring staff deliver high quality recreation service throughout the transition process.
  3. Identify existing assessment tools and metrics that may provide support to leadership during a reorganization.
Risk Management/Legal Issues; Strategic Planning
201 Determine a Risk Rating for All of Your Programs
0.1 NIRSA CEUs
Tuesday, March 31 • 3:10pm – 4:10pm
Texas C
Ian McGregor, Ph.D., Ian McGregor & Associates Inc.
How do you manage risk? Campus recreation departments need to determine just how risky their recreation programs and facilities are, before developing risk management plans! Learn how to quantify risk by establishing a risk rating for all programs you manage.
Core Competencies: Legal Liability & Risk Management; Programming
Learning Objectives:
  1. Learn how to develop a risk rating for all your programs and facilities.
  2. Apply the risk rating tool to your programs to gain a better perspective of how risky your various programs are.
  3. Understand the concepts of residual risk and risk appetite and how they will impact your decision-making process in managing program risks.
Strategic Planning; Financial Planning/Fundraising/Entrepreneurial
081 The Business of Campus Recreation
0.1 NIRSA CEUs, 0.1 ACE CECs, 1.0 AFAA CEUs, 1.0 ACSM CECs
Wednesday, April 1 • 10:00am – 11:00am
Austin 4-6
Amy Hyams, Ed.D., W.I.T.S.
Running a successful campus recreation program and facility is no different than running a private club or business. Learn the essential steps and skills of the most successful clubs, including: strategic planning, marketing, budgeting, staff development, sales, attracting and retaining members, and using social media and other marketing strategies. Consider this your mini-MBA and blueprint for success.
Core Competencies: Business Management; Personal & Professional Qualities; Facility Management, Planning & Design
Learning Objectives:
  1. Identify and learn how to apply at least three skills of the most successful club managers.
  2. Learn how to analyze staffing needs and identify at least two strategies for staff development.
  3. Understand at least three strategies for using social media to attract and retain members.
Strategic Planning; Facility Management, Planning, and Design
090 Advancing Your Mission Through Strategic Physical and Financial Planning
0.1 NIRSA CEUs
Wednesday, April 1 • 10:00am – 11:00am
Texas 1-3
Eric Hawkes, North Carolina State University at Raleigh; and Joe Winters, Brailsford & Dunlavey
Dwindling capital resources and increased competition for available funding have made advancing recreation missions–and providing co-curricular learning opportunities that support student success–challenging for collegiate recreation professionals. Learn how North Carolina State has managed to progress its recreation mission over the past five years through an emphasis on strategic physical and financial planning.
Core Competencies: Facility Management, Planning & Design; Research & Evaluation; Business Management; Programming
Learning Objectives:
  1. Understand the national context for the current political and financial climate, which impacts higher education institutions’ advancement of their recreation missions.
  2. Understand the tools available to help an institution’s recreation department manage in this challenging climate, and how to use them.
  3. Master a series of lessons that will help enhance future planning efforts.
Research/Assessment; Strategic Planning
111 Data Integration and Decision Making
0.1 NIRSA CEUs
Wednesday, April 1 • 1:00pm – 2:00pm
Dallas 5-7
Darin Barr, Ballard*King & Associates; Natalie O’Farrell, University of Arizona; and Lynn Zwaagstra, University of Arizona
Do you have a planned and integrated way of collecting participant data? Or is everyone doing their own thing? This presentation will explore an integrated and strategic approach to collecting survey and program evaluation data. Ballard*King and Associates, Ltd. and the University of Arizona Campus Recreation Department will demonstrate their use of the NIRSA survey, outcomes reporting, integration with ongoing participant evaluations, and the corresponding application in decision making.
Core Competencies: Research & Evaluation
Learning Objectives:
  1. Be able to articulate at least two benefits of approaching surveying from an integrated or strategic perspective.
  2. Identify at least two ways to utilize survey and evaluation data in decision making.
  3. Identify at least two ways to report on survey data that will benefit your department.
Strategic Planning; Marketing/Public Relations
145 One Size Does Not Fit All: Understanding Public Process
0.1 NIRSA CEUs
Thursday, April 2 • 9:50am – 10:50am
Austin 4-6
Lindsey Peckinpaugh, #N/A, Sink Combs Dethlefs, P.C.
A well-executed public process can build support from the community, prepare for public election bond campaigns, and appeal to broader community partners and stakeholders. A public process is one of information gathering, public education, and is ultimately a source of community pride. Care must be taken to prevent a public meeting from becoming a decision-making forum. This session will outline a variety of approaches to a public process and will provide details for each, helping an owner understand how to determine which approach will best meet their needs.
Core Competencies: Facility Management, Planning & Design; Programming; Philosophy & Theory
Learning Objectives:
  1. Learn the rewards and risks an entity may incur while trying to involve the public to build support, and how to develop realistic expectations.
  2. Better understand the role of the consultant in advising and potentially running the public process.
  3. Understand how to engage, value, and manage the public and their input after being exposed to a variety of strategic approaches for conducting public meetings.