Candidate for At-Large Director
TJ Hill
Colorado State University
Biography/Summary Resume
TJ Hill is a collegiate recreation professional with more than 11 years of experience supporting student success, health, wellness, and community engagement through campus recreation. He currently serves as the Assistant Director for Facilities and Aquatics at Colorado State University, where he provides leadership for daily operations of a 200,000-square-foot recreation center, multiple aquatic and outdoor facilities, and a team of full-time and student staff. In this role, he ensures inclusive and accessible recreational experiences for all students and members of the CSU Community.
TJ recently completed his Master of Business Administration with a certificate in Organizational Leadership from Colorado State University, building upon two master’s degrees in Kinesiology and Health Promotion, and Environment and Natural Resources from the University of Wyoming. This educational background has strengthened his ability to think holistically and strategically while applying leadership theory to practice and lead complex organizations through growth and change.
An active and engaged NIRSA member, TJ has served the association in numerous leadership capacities including as the Region V Representative on the Member Network, Region V Conference Chair, Assembly Team Facilitator, and Awards Steering Committee member. These experiences have provided him with a deep understanding of governance, organizational systems, and the collaborative leadership needed to advance NIRSA’s mission and strategic framework.
Outside of his professional and volunteer commitments, TJ enjoys personal recreation through weightlifting, playing hockey, and spending time on the ice or field with his 3-year-old. He is also passionate about animal welfare and volunteers with a local pig rescue.
Across all aspects of his life, TJ strives to create environments where people feel included, supported, and inspired to live healthy, balanced lives. He brings this same energy and purpose to his continued service within NIRSA and the field of collegiate recreation.
What motivates you to advocate for collegiate recreation in higher education? Please provide an example of how you implemented strategies in your current/previous environment to be an effective advocate.
My motivation to advocate for collegiate recreation comes from a deep belief in its power to transform the student experience and strengthen higher education. Collegiate recreation creates belonging, builds resilience, and teaches lifelong wellbeing, all of which directly contributes to student success. I’ve seen this impact firsthand throughout my career, and it drives me to ensure that recreation continues to have a prominent voice at institutions as well as at the table with global recreation.
In my current role, I serve on our Division of Student Affairs Assessment Steering Committee, where I help shape a culture of data-informed decision making. Sitting alongside colleagues from across the division, I advocate for the measurable value of Campus Recreation, highlighting how engagement in our programs correlates with student retention and persistence. This platform allows me to advocate for the role of recreation as an essential component of student success on campus and for the work our professionals across collegiate recreation are doing.
My advocacy also extends to advancing collegiate recreation as a profession. As our field adapts to a changing higher education landscape, we must be open to redefining traditional career pathways. We have an opportunity to recruit and develop talent in new ways now that we see fewer graduate assistantships available. We have the power to invest in early-career professionals, engage those from adjacent industries, and intentionally prepare the next generation of leaders. I believe NIRSA and its Board of Directors play a vital role in shaping this professional pipeline, and I’m committed to supporting that work through advocacy, mentorship, and action.
Utilizing NIRSA’s strategic values, what are some immediate and long term action steps for strategically addressing challenges and opportunities over the next several years? Please provide two to three action steps that you would make priorities during your term.
My priorities as an At-Large Board member in an immediate actions step would focus on strengthening the professional pipeline and workforce sustainability of collegiate recreation in alignment with NIRSA’s strategic values as . I also want to focus on growing external partnerships as a long-term priority in order to support NIRSA fiduciarily as well as professionally.
Immediate action steps I would bring as a board member would be to address the shifting landscape of our profession and industry. With a reduction in graduate assistantship offerings, changing enrollment trends, and increased workload pressures, it’s essential that we reimagine how professionals enter and grow within collegiate recreation to feel as if they can stay in collegiate recreation for their careers. I would prioritize movements that build and continue new and accessible pathways into our field like connecting current professionals, recent graduates, and individuals from adjacent industries to opportunities within collegiate recreation. By investing in mentorship, leadership development, and intentional career progression, we can sustain a thriving industry and association that reflects the diversity, talent, and innovation our field is known for.
Long term, I see a critical opportunity to expand NIRSA’s external partnerships with organizations in health and wellbeing, sport, higher education, hospitality, and municipal recreation. Current and future collaborations can amplify NIRSA’s voice, increase access to shared resources, and reinforce the message that recreation is lifelong and students continue to recreate after they leave our campuses. Strategic partnerships will also position our profession to influence broader conversations in higher education and public health, ensuring that our collective work continues to be recognized and valued.
What specific attributes, skills, or experiences would you bring to the NIRSA Board of Directors? Please share an example of how you’ve demonstrated these qualities in past leadership roles, committee work, or professional settings.
The attributes that I will bring to the NIRSA Board of Directors is that of a change leader, connector, and advocate. I thrive in environments where organizational change is needed and I enjoy developing strategies that align people, systems, and purpose. In my career in collegiate recreation I’ve helped shape a culture of data-informed advocacy, using evidence to communicate recreation’s impact on retention and persistence. As a connector, I build relationships across departments, campuses, and associations, always looking for ways to bring people together to strengthen our field. During my role on the NIRSA Member Network, I worked hard to build relationships between my NIRSA colleagues as well as work to identify similarities and differences between our regions; highlighting where change could be warranted in order to provide a consistent experience to our members. My experience in being a change leader and connector is that work I’ve started can continue to evolve after my time on a work team, committee, or board ends. Above all, I’m an advocate for collegiate recreation and its professionals. I believe our work matters deeply to the student experience, and I’m committed to ensuring that NIRSA remains a leading voice for our profession’s future and the future health of our students, participants, and members.
