Candidate for President Elect
April Flint, PhD, NBC-HWC
Biography
Dr. April Flint, NBC-HWC, currently serves as the Senior Director for Recreation and Wellness at Emory University and as an Assistant Professor in the Sport Management program at Kennesaw State University. Her career began as a graduate assistant at Georgia Tech. April holds a Bachelor of Science in Sport Management, Master of Science in Sport Administration, and a Doctor of Philosophy in Educational Leadership with an emphasis in Higher Education. April is also a Board-Certified Health and Wellness Coach. Over the years, April’s professional journey includes roles such as Coordinator for Sport Clubs, Summer Camps & Special Event at Georgia Tech, and Director of Intramural Sports at Clemson University.
At Emory University, April has taken on numerous leadership roles, including Co-Chair of the Healthy Emory initiative, Chair of the Campus Life Senior Staff Convening Committee and Chair of the Athletics and Recreation University Senate Committee. Her work extends across campus as a member on the First-Year Curriculum Map Committee, displaying a commitment to embedding wellbeing and leadership into the student experience. April has also served as a Subject Matter Expert in development of a Student Leadership Philosophy Framework.
As a long-time member of NIRSA, April has held various regional and national leadership roles in the organization. This includes contributions as the Host Committee Chair for the NIRSA Region II Conference, Chair for the NIRSA Championship Series Assessment Work Team, Chair for the NIRSA Region II Student Development Work Team, Commissioner for The Registry for Collegiate Recreational Sports, Director of Officials for NIRSA National Basketball Championships, and as a Principal Investigator on NIRSA Large Research Grants. April also serves on the Editorial Board of the Recreational Sports Journal, ensuring research and best practices in recreation are shared widely across the profession.
April’s professional career is defined by a passion for learning and a dedication to leadership. Most recently, her work led to an opportunity to co-author a chapter titled, “Mentoring in Officiating” in the book, “Managing and developing sports officials: Officiating excellence.” Whether advocating for her team or in the classroom, April emphasizes empowering future leaders who will carry forward the vital role of recreation in higher education, ensuring they are well-prepared, adaptable, and ready to make a lasting impact.
How are you currently advocating for collegiate recreation’s value in higher education?
As Senior Director of Recreation & Wellness at Emory University, I advocate for collegiate recreation’s value in higher education by fostering strong campus collaborations that integrate physical, mental, and social wellbeing. Through my involvement on the first-year curriculum committee and on the University Senate, I work to elevate collegiate recreation and its critical contribution to the wellbeing of students and staff alike. By aligning recreational programs with institutional goals, I ensure recreation is a key part of higher education’s mission.
My research—supported by NIRSA grants—drives national conversations around student development through officiating, notably the impact of wellbeing on student intramural officials. This research underscores the essential role NIRSA plays in preparing officials and battling a nationwide shortage. It also highlights how collegiate recreation fosters student engagement and leadership, while contributing to the broader professional landscape.
I am dedicated to advocating for and preparing the next generation of recreation professionals. I focus on blending practical skills with academic knowledge, helping them understand the significant role recreation plays and their impact in enhancing growth, well-being, and success. This hands-on approach ensures future leaders in recreation are ready to make meaningful contributions to the field.
As an Editorial Board Member for the Recreational Sports Journal, I help amplify research that demonstrates the value of collegiate recreation. This role allows me to support the dissemination of knowledge that strengthens the argument for recreation’s influence on student success and campus wellbeing. Through my leadership, research, education, and advocacy, I position collegiate recreation as an indispensable part of the student experience and institutional success. I am committed to advancing recreation’s impact both on campus and within the broader professional community.
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?
In the next 3-5 years, collegiate recreation faces key challenges: declining university budgets and rapid digital transformation. Financial strains from tuition reliance and enrollment declines will require balancing revenue generation with student experience. As institutions diversify revenue streams, collegiate recreation must adapt too, complicating efforts to prioritize student-centered programming, staff retention, JDEI, and wellbeing initiatives.
Collegiate recreation today is shaped by global perspectives and technological advancements. From serving international students to understanding diverse cultural influences, the global perspective is crucial for delivering inclusive and impactful recreational experiences. Emerging tech, like AI, enables personalized, efficient programming that aligns with students’ digital expectations. Strategically embracing these elements supports student success within a global society, balancing innovation with fiscal responsibility.
As student success evolves, collegiate recreation must redefine its role, using data-driven methods and a “Yes, and…” mindset to meet shifting priorities. Organic alignment and collaboration are no longer enough; we need people-centered strategies fostering resilience, adaptability, and holistic wellbeing to build sustainable communities. NIRSA can empower collegiate recreation to meet financial demands and digital expectations, ensuring its essential role in the student experience, by: 1) strategizing ways to help members balance revenue goals with programming that aligns with student experience, wellbeing, and equitable access, 2) expanding resources and hubs for collaboration beyond traditional partnerships to tackle shared challenges like effective digital integration and sense of belonging, and 3) establishing digital best practices for recreation professionals, covering scheduling automation, data-driven decisions, and personalized student engagement.
What attributes could you contribute to the NIRSA Board of Directors?
As a candidate for the NIRSA Board of Directors, I bring a unique blend of experiences across collegiate recreation and higher education. My varied roles have shaped me into a compassionate leader, focused on listening deeply, commitment to integrity and excellence while working to foster a mindset shift that leads to positive change. I champion building an inclusive culture where every member feels their voice is valued, even when they aren’t physically present in the room.
One of my key strengths is emotional intelligence, which I’ve honed through years of managing teams and engaging with diverse groups. I can remain calm and composed in stressful situations, making thoughtful decisions while considering micro and macro impacts. This skill is critical in the Board of Director’s role, where diverse opinions can lead to tensions, but I believe open-mindedness and listening to learn, not to respond, leads to better outcomes.
Embracing conflict as a catalyst for progress is central to my approach. I challenge assumptions of those that work with me to understand foundational issues to drive sustainable change. Being a strong advocate for NIRSA and for its members means being willing to engage in difficult conversations that drive the organization forward. I understand the ripple effects of our decisions, and I am committed to fostering growth and innovation while staying aligned with NIRSA’s mission and values.
Diversity of thought is essential, and I will ensure all perspectives are considered – especially those of our members. My leadership is grounded in collaboration—I don’t want people to feel they work for me, but rather with me. This collaborative approach, combined with my strategic thinking and commitment to the organization, will be an invaluable asset to the NIRSA Board of Directors. By incorporating emotional intelligence, preparedness, and a deep passion for collegiate recreation, I am ready to advocate for our members and elevate the impact of NIRSA.
