NIRSA 2021 Annual Conference Leadership & Business Track Package

NIRSA 2021 Annual Conference Leadership & Business Track Package

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    • Non-member - $160
    • Member - $60
    • Institutional Member - $160
    • Premier Member - $48

The NIRSA 2021 Assessment Bundle features four sessions that will help you get up to speed on your business & leadership ! This bundle features four sessions:

It's Alive! Bringing Your Strategic Plan to Life

Business Planning 101: Preparing for a Roadmap for the Future

Cultivating an entrepreneurial mindset as we are called on to re-create recreation

Remote CASting: Navigating a Recreation Department CAS Review in a Virtual World

  • Contains 2 Component(s), Includes Credits Recorded On: 02/23/2021

    The days of slogging through building a massive strategic plan and having it collect dust on the shelf are gone (or they should be!). Especially in this time of rapid change, remote work, and the need to keep your planning nimble and lucid, it is even more imperative that the systems and tools are flexible and easy to update and access. We'll discuss and illustrate examples for bringing a contemporary strategic planning process and its components to life.  We must keep it alive and current for daily decision-making, shared understanding, consistent engagement, and long term accountability to the plan and each other.  We'll share our experiences and learning, and then there'll be an opportunity to teach each other about promising practices to keep our strategic plans pumping out optimal outcomes.

    The days of slogging through building a massive strategic plan and having it collect dust on the shelf are gone (or they should be!). Especially in this time of rapid change, remote work, and the need to keep your planning nimble and lucid, it is even more imperative that the systems and tools are flexible and easy to update and access.

    We'll discuss and illustrate examples for bringing a contemporary strategic planning process and its components to life.  We must keep it alive and current for daily decision-making, shared understanding, consistent engagement, and long term accountability to the plan and each other.  We'll share our experiences and learning, and then there'll be an opportunity to teach each other about promising practices to keep our strategic plans pumping out optimal outcomes.

    Learning Objective(s)

    1. Outline the key components of a robust strategic plan and how they are interrelated.

    2. Identify systems for embedding components of the strategic plan into daily department processes.

    3. Discuss tools for keeping the strategic plan current and accessible to all team members at all times on all devices.

    Andrew Jordan

    Manager, Strategy & Organizational Effectiveness

    The Ohio State University

    Currently serving as the Manager of Strategy & Organizational Effectiveness at Ohio State University, I am responsible for assisting with the management and formulation of strategic and organizational strategies, data plans, and analysis across all department operations. I support special projects that align with the department and Student Life strategic initiatives. Additionally, I provide support for the J. Michael Dunn Sport and Wellness Scholars program as well as department fundraising efforts. Skilled in Strategic Partnerships, Talent Management, Student Development, Project Management, Data Analysis, and Public Speaking. Strong human resource professional with a Master's degree focused in Campus Recreation Leadership from James Madison University. 

    Chris Dawe

    AVP, Health & Well-Being

    Northwest Missouri State University

    An industry leader for more than 25 years, Chris’ experience is rooted in leadership and consulting roles within higher education and community with proactive, upstream well-being impacts (recreation, wellness, health promotion, and community-building).  He has consulted and worked in Canada and the U.S. including as a Director at Mount Royal University and Northern Illinois University.  Chris has also served in volunteer industry leadership roles including NIRSA's Board of Directors, the planning committee for NASPA's Wellness and Health Promotion Leadership conference, and the executive committee of the U.S. Health Promoting Campuses Network.

    Chrissy Tluczek

    Associate Director

    Northern Illinois University

    I am currently the Associate Director of Recreation at Northern Illinois University where I oversee all aspects of Sport Club and Intramural programming, coordinate all departmental and community special events, engage and develop all student staff members, and work as part of our leadership team in Intercollegiate Athletics. I have spent my entire decade+ professional career working at NIU in various positions including facilities, aquatics, fitness floor management, student development, sport clubs, and intramural sports. 

    Education Background
    Education, M.S., Baylor University

    Kathleen Hatch

    Executive Director

    The Ohio State University

    Kathleen is currently serving as the Executive Director of Recreational Sports at The Ohio State University.  She is recognized as an international healthy campus specialist leveraging opportunities that enhance the overall well-being of students and the larger university community.  Kathleen served as President of NIRSA: Leaders in Collegiate Recreation 2013-14 and is active in several higher education associations speaking and consulting.  Prior to joining Ohio State, Kathleen spent 25 years at Washington State University as executive director of University Recreation and Assistant Vice President of Campus Life.

  • Contains 2 Component(s), Includes Credits

    Regardless of whether you are opening a new or renovated building or dealing with the aftermath of a global pandemic, an up-to-date business plan is critical for any successful campus recreation program. Constantly shifting market forces and changes in enrollment are just a few things that reinforce the need for a management strategy with a solid risk mitigation plan. This session will focus on the best usage of market data, financial targets, and performance metrics for an overall approach to managing programs and recreational facilities that aligns with strategic objectives.

    Regardless of whether you are opening a new or renovated building or dealing with the aftermath of a global pandemic, an up-to-date business plan is critical for any successful campus recreation program. Constantly shifting market forces and changes in enrollment are just a few things that reinforce the need for a management strategy with a solid risk mitigation plan.

    This session will focus on the best usage of market data, financial targets, and performance metrics for an overall approach to managing programs and recreational facilities that aligns with strategic objectives.

    Learning Objective(s)

    1. Develop business plan ideas to focus campus recreation on your campus. Articulate the key components of a business plan.
    2. Apply strategies for executing and adjusting a business plan and becoming more relevant on campus.

    Kim Martin

    Associate

    Brailsford & Dunlavey

    I'm a Director at B&D where I lead our midwest team.  I've advised over 100 colleges and universities on tranformational student life projects.  I have been active in NIRSA since 1995 when I was a student working in campus rec at Miami University.  After Miami I was a GA at Central Michigan University and worked at the University of Minnesota.  I'm an avid runner and love to travel.

    Education:
    Central Michigan University: MA Exercise Science
    Miami University: BA Zoology

    Joanna Prociuk

    Director of University Recreation

    CENTERS, LLC at Jacksonville State University

    I am the Director of University Recreation for CENTERS, LLC at Jacksonville State University.  In this role I provide leadership to the University Recreation staff, programs, operations, and facilities developed from a P3. Previously I served as the Director for Campus Recreation at Florida Atlantic University after a series of promotions. I've made a habit of working in new rec centers. First as a student employee at DePaul University, then as a graduate assistant at the University of West Florida, at Florida Atlantic and now JSU.

    Jeff Sessine

    Senior Vice President

    Centers

  • Contains 2 Component(s), Includes Credits Recorded On: 02/23/2021

    Higher education has been deeply and fundamentally impacted by the global pandemic. This creates both opportunities and threats to the system of post-secondary education and campus recreation. As higher education professionals, senior recreation leaders need to understand the new context as it emerges and find ways to fund and deliver the programs and services that contribute to student success. This will only be done well with new and different thinking and approaches. This panel of senior leaders believe this can be accomplished by cultivating an entrepreneurial mindset. As defined by the Oxford dictionary, an entrepreneurial mindset is a set of skills that enable people to identify and make the most of opportunities, overcome and learn from setbacks, and succeed in a variety of settings. An entrepreneurial mindset will orient a person towards entrepreneurial thinking, such as seeking opportunities, innovations, and new value creations. Research demonstrates: An entrepreneurial mindset is valued by employers, boosts educational attainment and performance, and is crucial for creating new business. As leaders we will be called on to recreate recreation. Join this panel discussion to learn more about what an entrepreneurial mindset is and why it’s a critical pathway to success as we recover from the pandemic and create a new, and better, normal.


    Higher education has been deeply and fundamentally impacted by the global pandemic. This creates both opportunities and threats to the system of post-secondary education and campus recreation. As higher education professionals, senior recreation leaders need to understand the new context as it emerges and find ways to fund and deliver the programs and services that contribute to student success. This will only be done well with new and different thinking and approaches. This panel of senior leaders believe this can be accomplished by cultivating an entrepreneurial mindset. As defined by the Oxford dictionary, an entrepreneurial mindset is a set of skills that enable people to identify and make the most of opportunities, overcome and learn from setbacks, and succeed in a variety of settings. An entrepreneurial mindset will orient a person towards entrepreneurial thinking, such as seeking opportunities, innovations, and new value creations. Research demonstrates: An entrepreneurial mindset is valued by employers, boosts educational attainment and performance, and is crucial for creating new business. As leaders we will be called on to recreate recreation. Join this panel discussion to learn more about what an entrepreneurial mindset is and why it’s a critical pathway to success as we recover from the pandemic and create a new, and better, normal.

    Learning Objective(s)

    Describe what an entrepreneurial mindset is and how to apply it in a campus recreation setting
    Explain why an entrepreneurial mindset is a critical pathway to success for leaders in collegiate recreation in today’s environment.


    Dave Williams

    Rutgers University-New Brunswick

    Laura Hall

    Senior Director

    Penn State University

    Michael Edwards

    Senior Director of Campus Recreation

    Georgia Institute of Technology

    Tim Mertz

    Executive Director, Solutions & Partnerships

    HealthFitness

    Lifetime NIRSA member
    Current Innovation Advisor to the NIRSA NSC Board
    Current Executive Director, Solutions & Partnerships for HealthFitness
    Former Director of Recreation at MIT

  • Contains 2 Component(s), Includes Credits

    The Council for Advancement of Standards (CAS) provides important criterion that facilitate best practices in higher education. Used primarily for program evaluation, CAS standards and guidelines in collegiate recreation are contributed to and supported by NIRSA. Traditionally, department CAS reviews and evaluations are conducted in-person and on-site, but Florida State University pivoted to an innovative remote review model at the onset of the COVID-19 pandemic. In addition, FSU broke the traditional "small ratings team model" by including the entire 26-person Campus Recreation staff in the ratings and evaluation process. Members of FSU's Campus Rec staff and FSU's Division Strategic Planning and Assessment staff share the CAS review process, their experiences and lessons learned, and the specific tools developed to ensure an easy remote review experience. This presentation will help Campus Rec leaders/administrators understand how to transition a department review to remote and give them the tools necessary to do so.

    The Council for Advancement of Standards (CAS) provides important criterion that facilitate best practices in higher education. Used primarily for program evaluation, CAS standards and guidelines in collegiate recreation are contributed to and supported by NIRSA. Traditionally, department CAS reviews and evaluations are conducted in-person and on-site, but Florida State University pivoted to an innovative remote review model at the onset of the COVID-19 pandemic. In addition, FSU broke the traditional "small ratings team model" by including the entire 26-person Campus Recreation staff in the ratings and evaluation process. Members of FSU's Campus Rec staff and FSU's Division Strategic Planning and Assessment staff share the CAS review process, their experiences and lessons learned, and the specific tools developed to ensure an easy remote review experience. This presentation will help Campus Rec leaders/administrators understand how to transition a department review to remote and give them the tools necessary to do so.

    Learning Objectives

    1. Understand the importance of regular department reviews and define CAS standards as an important evaluation tool.
    2. Describe an appropriate remote department review/evaluation process.
    3. Determine appropriate tools to conduct a remote CAS department review.


    April Lovett

    Director, Academic Health Data

    Florida State University

    Personal Pronouns: she/her/hers

    I am the Director of Academic Health Data for FSU Libraries.  NIRSA has been and continues to be an important part of my life; I've been a member for well over a decade, starting as a graduate student until now.  I am passionate about assessment, evaluation, research, and data analysis and also about diversity, equity, and inclusion.  

    Educational Background: University of West Florida (2007 B.S., 2009 M.S.)

    One of my favorite things to do is review survey questions for people to ensure they are inclusive and the questions are going to yield usable data that answers the question the survey poses.  If you ever want a survey review, feel free to connect with me via email (april.lovett@fsu.edu) or using Twitter or LinkedIn. My husband, Darryl Lovett, and I also host a podcast about bridging the gap between racial boundaries: Success in Black and White.  The link is provided in the website below.

    Ashford Evans-Brown

    Assistant Director | Fitness Facility Operations

    Florida State University

    I am currently the Assistant Director of Fitness Facility Operations at Florida State University where my job functions include oversight of our staff and operations at the Leach Recreation Center and Fitness & Movement Clinic. I have has been in this role for two years and loving it.

    I am a huge sports fan - all things Houston! I also coach our FSU Women's Rugby Club - I play a little rugby on the side.

    I'll be online periodically during conference days, please visit the Networking section to message me if you want to connect or have more questions about my session. 

    Chris Toliver

    Coordinator of Competitive Sports Facilities

    Florida State University

    I am currently the Coordinator of Competitive Sports Facilities at Florida State University where my job functions include overseeing our 7 competitive sports facilities including 4 indoor basketball courts, 2 outdoor basketball courts, 12 tennis courts, 2 sand volleyball courts and over 112 acres of outdoor field space between our various locations. I oversee the staffing and programming at each location, including Intramural Sports and Sport Club practices and events. I have been in this role for 3 years, directly following 2 years as a Graduate Assistant for Facility Operations at Georgia Southern University. 

    Darryl Lovett

    Associate Director

    Florida State University

    I am an Associate Director for Campus Recreation at Florida State University overseeing all things Fitness and Facilities related (programs and facilities operations). I also serve as the department lead for Assessment and a co-lead for Finance and Accounting. 

    Kari Scott

    Member Services Coordinator

    Florida State University

    I am the Member Services Coordinator with FSU Campus Recreation. I am originally from Michigan, did my undergrad at the University of Dayton and grad school at Indiana University. This is my fourth NIRSA annual conference (attended: DC, Denver, Boston), but first virtual! :)

    Lynn Grasso

    Assistant Director, Campus Recreation

    Florida State University

    I am the Assistant Director of Fitness Programs at FSU Campus Recreation and oversee Fitness, Group Fitness and Small Group Training in two facilities, as well as outdoor programming at multiple sites.

    I have been a member, active (and sometimes MIA) of NIRSA for over 20 years and I am happy to be back!  I am a 2-time alumna of FSU with my degrees in Dietetics, B.S and Higher Education, M.S.  

    My committee work involves serving as the co-lead of FSU's Healthy Campus 2030 Physical Health Team, and as the Chair for FSU's Division of Student Affairs Asian American Task Force.