Nine for Nine Candidate #7: Dr. Kent Blumenthal

Dr. Kent Blumenthal is the Executive Director of NIRSA. I had the opportunity to meet Kent at the 2008 summer board meetings. He discloses some great information about the future of NIRSA and our profession. Enjoy!

1. What about NIRSA attracted you to the Executive Director position?

I entered campus recreation in 1976 when a professor at the University of Maryland-College Park recommended that I apply to be director of the University of Maryland’s Summer Recreation Programs, my first full-time job. I hired a staff of 25 full and part-time employees, scheduled all recreation facilities, including the swimming pool at Cole Field House and sports fields, and offered a series of instructional classes, sports events, and tournaments. What’s more, the summer of 1976 was the U.S. bicentennial year, which made everything I produced for campus recreation, red, white and blue! It was a great experience, and I loved every minute of it! In ensuing years I received a research assistantship with the National Recreational and Park Association (NRPA) to work on community education projects through a Charles Stewart Mott Foundation grant; accepted full-time employment at NRPA; completed my M.A. in Therapeutic Recreation (1979) and Ph.D. in Recreation Administration (1990); and after 14 years and several senior staff positions at NRPA headquarters, I was named NIRSA’s Western Regional Director 1992 and served in that position for five years before excepting the Executive Director position at NRPA. The NRPA Western Region included a few NRPA members who were also members of NIRSA. When Will Holsberry, NIRSA’s former Executive Director, announced his retirement in 1991, they recommended that I apply for the position. Remembering how much I enjoyed my time in campus recreation, and knowing that I had acquired years of association management experience, I took their advice, and here I am!

2. Where do you see NIRSA in 10 years?

Within 10 years, I see NIRSA as recognized leader within Higher Education’s student affairs community, and as the model of Association success and achievement within the Council of Higher Education Management Associations [CHEMA] and more broadly, within the fields of recreation, sports, and leisure services. Specifically, I see the following achievable within 10 years:

· Creating a National Professional Registry for Collegiate Recreational Sports with continuing education as its core element that is a model credentialing program for other CHEMA organizations.

· Increasing broad-based research and data collection projects that expand the body of knowledge of collegiate recreational sports.

· Helping to integrate student learning and assessment into every collegiate recreational sports program.

· Providing information and training to collegiate recreational sports programs about sustainability and ‘going green’ practices that affords them the opportunity to be their campus lead in sustainability.

· Increasing understanding about the integration of health and wellness components into collegiate recreational sports operations and program offerings.

· Increasing NIRSA involvement in higher education governmental affairs issues, particularly related to student affairs.

· Facilitator of a collegiate recreational sports accreditation program.

· Providing expanded online education and training opportunities for members that offer continuing education credit, such as webinars, virtual seminars, screencasting, podcasts, audiocasts, on-demand video, and streaming video (real-time).

· Providing expanded Web 2.0 and social media outlets that increase and enhance member and Association networking opportunities.

· Continuing NIRSA leadership in the area of facilities design, construction, and management

· Consolidating student activities within the Association that leads to establishment of a centralized NIRSA ‘Student Section’ encompassing all programs and services that touch NIRSA student members, such as:

o Student Leadership Team;

o Lead Ons,

o Student Professional Development;

o Career Services;

o Member Services;

o etc.

· Expanding NIRSA’s membership reach beyond largely U.S. and Canadian institutions to include international colleges and universities.

· Providing a comprehensive array of NIRSA Services Corporation (NSC)-sponsored events and activities that offer quality experiences with broad-based member participation, and that support NCCS (National Campus Championship Series) programs and other Association activities.

· Having the NIRSA Foundation be in a very strong financial position that allows for enhanced and expanded Foundations services, including:

o more student scholarship programs

o more professional scholarship programs

o increase career opportunities support

o continuing support for the Recreational Sports Journal (RSJ)

o grants for NIRSA research, education, training, and publications

· Fully-funded financial reserves that affords the Association opportunities to invest in new initiatives and protects against the ebbs and flows of U.S. economic conditions.

· Providing adequate financial support for staffing that allows for sustained growth in member programs and services while adequately addressing personnel and resource capacity issues.

3. What obstacles do you see recreational sports professionals having to overcome in that same time period?

Our ‘New Economy,’ based on the current U.S. and global financial turmoil, is creating financial realities that may be with us for many years. Like never before, recreational sports professionals will find themselves competing with other campus auxiliary services for limited financial resources to support the academic mission of their respective institution. Every collegiate recreational sports program must clearly articulate its direct and indirect contributions to the overall Institution that it serves. This means providing data and information on activities that relate to recruitment and retention of college students, and how collegiate recreational sports programs enhance the quality of campus community life and bring out the best in students, faculty and staff. To be effective in this arena, data collection and data analysis must be considered an investment in the future of their campus programs and made systemic year-in and year-out.

4. NIRSA could be undergoing some major governance changes in the near future. How will these changes impact our association, but more importantly the student members?

I hope that governance changes now contemplated will provide a greater voice for students within the Association. The proposed ‘Assembly’ and ‘Representative Network’ may offer forums for student leaders to connect with a broad-based cross-section of NIRSA members. The proposed downsizing of the NIRSA board should allow it to be more nimble, and the proposed at-large nature of board positions ought to open up leadership opportunities to many talented and committed professionals who may not have been able to serve in leadership positions at a local or regional level.

5. Your position at NIRSA requires a lot of traveling, how do you make time for leisure? I wish that I had taken more time for leisure pursuits than I have since coming to NIRSA some 12 years ago. I want to be doing more fly fishing, camping, gardening, and reading more novels and tomes about U.S. history than I actually do. The nature of Association work is year-round. Coupled with required business travel, there never seems to be enough time left for leisure, and regrettably, as is common with many of my association executive director colleagues, I have accrued more personal leave time than I am ever able to use. I spend what discretionary time I do have with my family, especially with my daughter, Shana, who is now a senior in high school (yikes!). Shana and I took a SCUBA certification class together in 2007, and traveled together whenever time and her school schedule allows for it (in fact, you might meet Shana at the 2009 NIRSA Annual Conference in Charlotte, where she is volunteering to assist staff).

6. How did recreational sports impact your life as a college student?

When I was an undergraduate at the University of Maryland-College Park, I played intramural football on a dorm team (at the time it was ‘touch’ not ‘flag’ football) and participated in intramural wrestling tournaments. As a graduate student, I participated in intramural weightlifting tournaments (I won a silver medal while I was working on my M.A. degree...I still have the medal!). These experiences helped me to make friends, stay in good physical condition, and offered a much needed break from academic studies.

7. How has your position within NIRSA impacted your view on life?

My work at NIRSA has made me more open to new ideas and possibilities, and it has reinforced my belief that preparation has more to do with success than does luck. I have always been an optimist and have tried to be sensitive about needs of the human condition, and NIRSA has provided me with many opportunities to focus on these elements.

8. Do you have any mentors, if so how have they impacted you professionally?

Yes, I have had three mentors over the years. Two of my three mentors came from academia. One of the academicians taught me that I can learn and master anything that I put enough mind, time, and muscle into (especially regarding research and statistics!); the other academician taught me about the power of ideas and imagination, and the importance of ‘Dreaming Big.’ The third person I consider a mentor taught me that there is no substitute for hard work. He died in a plane crash in Chicago, Illinois on Memorial Day Weekend in 1979.

9. What advice do you wish you were given as a student?

Advice that I wish I had received as a student is the same that I want to share with today’s students: work hard and play hard; make your word your bond; always tell the truth; acknowledge kindnesses afforded to you; carry yourself in a dignified manner that is respectful of other people; speak well of everyone; get involved in service to others (this may bring the greatest joy); be childlike – not childish - as often as you can; and, find fun in everything you do!

Nine for Nine Candidate #6: Mick McComber

Nine for Nine was designed to help students get to know prominent NIRSA professionals through interviews about various campus recreation topics.

Mick is the Region V Vice President and the Director of Campus Recreation at University of Minnesota- Duluth.

1. Can you give a background story about how you got interested and involved in campus recreation?

Since a very young age I’ve been heavily involved in sport and outdoor activities. I was fortunate to have parents and grandparents who valued involvement in these areas and provided ample opportunities. Northern Minnesota is a great place to experience the different seasons via the outdoors, and that’s one of the main reasons I’ve stayed. Although I was heavily involved in campus recreation as an undergrad, I never really considered it as a career track until just after I had graduated.

2. You have two very important jobs. You serve as the Regional Vice President and as Director of Campus Recreation. How does your association position as vice president enrich your job as a director?

The opportunity to serve on the Board of Director’s affords me the chance to be among leaders in our field. Whether discussing board business or in informal conversations I am exposed to best thinking and best practices within our field. I’ve also had the chance to see the impact of our programs and services in places other than just on my own campus, which is reassuring and rewarding.

3. What is your favorite aspect about being a Regional Vice President? Least Favorite?

I feel tremendously fortunate to have served with outstanding people…just good people with big hearts and a vision for our profession. I enjoy discussions around strategy and direction and considering different opinions and philosophies. I also am thankful for the opportunity to contribute to a field that has been so important to my life and brings so much to the lives of others.

4. Many students I meet have never realized campus recreation can be a career pathway. In many aspects we are the best kept secret on campuses. How can we do a better job about spreading the word?

This comes down to how invested professional staff members are in the development of students, particularly student employees. I think a basic step is encouraging students to attend a state meeting or lead-on and to get exposed to the world of campus recreation outside their own backyard. From experience I think that the personal approach is the best route rather than some sort of “process”… taking a student aside and initiating a conversation about the field, the opportunities, the good and the bad that comes with the profession, etc.

5. On many occasions campus recreation is an unappreciated department on campuses. How can we distinguish ourselves from the notion that all we do is provide treadmills and gyms?

Collaboration and strategic partnering is a good start…working the student unions, under-represented student groups, housing, etc… I also think it is important for staff to effectively communicate all of the other things, like learning outcomes for instance, that are derived from participation. Becoming familiar with the latest research pertaining to our role in recruitment, retention, satisfaction with college experience, etc… It’s all about educating others.

6. It’s almost time for the annual conference. Do you have any advice for students applying for graduate assistant and full time positions?

First off, it isn’t do or die…don’t put too much pressure on yourself. Get some rest and try to enjoy other aspects of the conference. Keep your options open as to what you are interested in, for instance, don’t limit yourself by geography (it’s only a one or two year commitment). Network, network, network…don’t hesitate to ask those you know if they know folks from the institution you are applying at. Do some homework about the school and department.

7. Looking on bluefish.com you can see there are an abundance of GA positions open, which often leads to a large applicant pool for each position. How can a student stand out to the school of their choice?

The best way to answer that question is to tell you what we look for in an individual: can they communicate effectively, can they think critically (problem-solving), do they model our values (do they lead a healthy, active life), do they exude energy and a passion for student development, and would they be a good role model?

8. What kind of effect do you see NIRSA having on universities and other higher education associations in the future?

Certainly our work with other higher education associations and the adoption of CAS standards has resulted in an increased awareness of NIRSA and the recreation profession. I think we need to continue working on projects like Learning Reconsidered I & II and vigorously express the value and outcomes of our programs and services. NIRSA’s commitment to things like the National Research Institute helps towards that end. The challenge is to not get complacent and continue seizing opportunities as they arise.

9. A large part about being a student is learning to manage your time well. How do you create time for recreational activities while acting as the Regional VP and as a Director?

Good question. It isn’t just professional obligations that get in the way but kids and other commitments, too. I often find myself in conversation with other NIRSA members and we talk about the irony of our situations; that we preach the value of recreation to everyone but sometimes don’t make the time for ourselves to partake. What I’ve resorted to is actually scheduling it in, whether that’s committing to a golf league or basketball officiating. Sometimes, it just comes down to being selfish and setting other things aside.

Thank you Mick for your time, and commitment to NIRSA.

Nine for Nine: Candidate #5

Harry Ostrander is the Director of Recreational Services at the University of Iowa.










1. How did you get started in Campus Recreation?

Mostly by accident. In high school I worked for the Iowa City Recreation Department and didn’t realize it was a profession, mostly just thought of it as a part time job. I came to school, and didn’t really do well and thought school wasn’t for me. I was good friends with the then athletic director’s son and it was his influence that convinced me to go back to school and get my undergraduate degree. He introduced me to the Recreation Director. After my undergraduate degree, I worked for the City of Iowa City for two years, went into the military briefly and then came back to get my masters in Campus Recreation and College Union Administration. My first job I worked for Florida State, and got a call from the Iowa Athletic Director and he wanted me to be the Recreation Director. I had no idea what I would be doing or how much money I would be making, and moved back to Iowa City.

2. What were your goals when you first became director?

I wanted the program to develop into a co-ed operation open and available to everyone. When I first started, the intramural program was for men only and the women’s program was completely separate. There was a lot of opposition to combining the programs. We finally were able to get both programs under recreational services. I am also a big proponent of an open door policy, and wanted and still want everyone to use our facilities. People will be more likely to recreate with those they feel most comfortable. As the director I wanted to create that opportunity for everyone.

3. Recreational Services at The University of Iowa has a successful working relationship with Iowa Athletics. Many schools aren’t so lucky. What is the key to creating such a great working relationship?

The key for us has been the establishment of mutual respect for our program needs between the recreation director, athletic director and coaches. The relationship requires a mutual understanding of what athletics needs to be successful and what our needs are. In the beginning, I was in charge of scheduling the facilities and this helped athletics understand they couldn’t have rooms whenever they wanted. They had to follow the same rules as all other university groups and programs. The former athletic director also worked for me for five years. He had a great understanding of what Recreational Services requires to be a successful service to students. An athletic director who understands campus recreation philosophies helps the relationship as well. One thing campus recreation professionals need to understand is that athletics runs their business differently, and you can’t let their ways bother you philosophically. Once you understand that, you can make larger strides in the development of your program.

4. What kind of road blocks do you see the profession of campus recreation encountering in the future?

Financially, I think it will always be a bit of a struggle. Campus recreation directors shouldn’t give up all revenue sources and become 100% student fee money based. This leaves such little room for flexibility and could stifle smaller programs. I believe we need to be innovative to generate revenue to maintain flexibility to get things done. I believe we will need to do more fundraising to get buildings built, and it may require us hiring full time fundraisers.

5. As a director you are often representing the department at many meetings, how do you stay connected to the student population?

Staying connected to the students is often difficult to do. I try to stay connected primarily to the students who work for us. I also visit the recreation centers at night and observe programs and facility operations to get a good feel for student enjoyment. I always encourage our graduate assistants and interns to be active and ask questions so we don’t get complacent and our programs stay innovative.

6. A large part of being a director is acting as a public relations executive. What would you say contributed to your success at representing Recreational Services?

I had a great mentor and observed him through many business interactions. He taught me about the politics of dealing with different departments and community members. In order to be successful you need to establish who makes the decisions, and put yourself in a position so they know who you are and that they like you. Establish a relationship with them, and the type of relationship it favors you. I would find a reason to call the new decision makers to ask for advice or for their opinion to develop rapport with this person who has the potential to influence my program.

7. With the construction of a new campus recreation building, you will be hiring several new professionals. What is the first thing you notice about a candidate?

I am more concerned with the attitude of the candidate more than anything else. It is the number one thing that determines if they will be a good employee. I pick professionals on their attitude and ability to fit in with the rest of the staff.

8. Many campus recreation experiences are very similar, how can a student stand out when applying for jobs?

Employers can pick up on enthusiasm and attitude but you certainly need someone who can speak on your behalf. It is easier for your supervisor or boss to sell you to a school then it is for you to sell yourself. So many students are fairly close in experience and attitude that they just need support, and someone pushing for you. I think the staff at Iowa does a great job of speaking in favor of our graduate assistants and interns.

9. If you had the chance to be a graduate student again, would you do anything differently?

Absolutely, I was only a graduate student when I was getting my masters. If I could do it over I would’ve had an assistantship. Graduate students are given such great opportunities and job training now, and I missed out on all of that. I will admit I didn’t have good exposure to different programming areas before I became a director and I think a graduate assistant position would’ve helped out with that tremendously.

Thank you Harry for your time and good luck with your new campus recreation building!

NIRSA NEEDS YOU!!!

2009-2010 Regional Student Representatives Wanted!!!


I am sure all of you are getting back into the school routine after a very relaxing and exciting break. I want to encourage all of you to apply for the Region V Student Representative position. It's a great way to get acquainted with great professionals in our region and nationally. Applications are Due February 1. Apply Here As a NIRSA student member this is your opportunity to promote and enhance the recreational sports profession.

Not a member? Not a problem! Join Here

Questions? email me at amr300@gmail.com

Nine for Nine Candidate #4

Tom Lovins, Director of Recreational Sports at Penn State
Tom has been the Director at Penn State since 2000, and was at Marshall University prior to that. I had the pleasure of working for Tom as an intern.


From your experience, how important is it to be involved in NIRSA?
Your involvement in any professional association shows evidence that you are committed to that profession. The more active a person is in the business of an association the more they can keep track of current issues. If you are an active member you not only support the association through your attendance, and dues; but it also affords you an opportunity to have a say in how your association makes their decisions and moves forward. Our association in particular allows for many ways of expanded development opportunities through the workshop, conferences and other state and national meetings. It’s of critical importance for a professional and for students to be involved in an association especially one that is connected to their career and career aspirations.


What positions have you held and how was it rewarding professionally and personally?
I served as a State Director, and as a Region II Vice President. I’ve hosted state workshops, a regional conference, a winter directors meeting and a spring conference for recreational sports. The rewards have been many. Coordinating conference activities is always a learning experience, showcasing my university and how we operate, the exchanges with friends and professional members, initiating contact with peer institutions, and viewing other institutions are some of the rewards. I would say acting as a Region II Vice President was the most challenging position because I was coordinating workshops for eight states and served on the board of directors for NIRSA.
I’ve always had the philosophy that whatever I do makes me a better person, whether it’s a social or cultural situation. Whatever I’m engaged in has benefitted me in some way shape or form. My contacts across the field have expanded inside and outside the profession. My work with NIRSA has made my life more enriching and more satisfying. There’s a sense of accomplishment which always enhances your self esteem when helping further the work of your association. I can say I’ve become a better professional by hosting meetings because of the feedback you receive on the job you and your staff did. Professionally, it has opened my eyes to how other people and schools operate; the challenges they have. I can honestly say, it strengthened my belief in people and concreted my interest in working in a very rewarding profession.


What are some advantages of working at a large big ten institution? Disadvantages?
Marshall had about 10,500 students when I started and is currently at about 13,500. We were a one person operation outside of graduate assistants, and it is certainly a hands on operation at that size. The thing I enjoy the most about working at a mega institution is the exchange and interaction with a very active campus. There is no lack for participants and interested people. I also enjoy working with professionals at similar institutions. I’ve been able to develop close relationships with directors and other staff at those schools. With only about 30 mega institutions in the nation, these professionals are some of the leaders in the field, the dreamers, and the innovators. The interaction with them socially or professionally is always rewarding. I always come back rejuvenated from our meetings, and knowing I can call on their expertise and advice at any time is comforting. The network of professionals is a big advantage. The Big Ten director’s association which dates back to 1922, and has met every year outside of war years and continues to meet and is an opportunity to interact with those from conference institutions. Since 1995 the meeting was moved to each institution to see their facilities and operating procedures. We are always taking ideas from other schools to use at our own institution.

At a large institution, the scope of the program is much larger, which means your funding must accompany it. Because of the size of the institution, you find you are one of many areas that are fighting for a very limited amount of resources. Your slice of the pie is much smaller. It’s a realization that your program has to define its’ role in student development. Many large institutions are research institutions and are highly academic oriented, often resulting in departments looking at your job differently then you do. These departments do not fully appreciate what you do, which can eventually determine your funding possibilities.

How have you seen our association, NIRSA, change over the years?
I have certainly been a part of many changes over the years. Here’s just a few: a name change of the association (which was a very fiery and contentious time), the establishment of a national headquarters for our association, my first professional conference had 300 members attend and Austin had over 2,000 members (a huge growth), NIRSA was a once a very small operation and now it has grown to a large full time staff and executive director. My most memorable experience was watching my first graduate assistant become my first assistant and then watching her become a director, to then become a regional vice president and then have her be a two time NIRSA President. So as much as I’ve seen NIRSA change over the years, it was accompanied with the growth and development of a great professional.


What is the most rewarding aspect of being a Director?
The most rewarding aspect of being a Director is certainly the interaction with students I’ve had throughout the years. As campus recreation professionals we have to remember that without students we wouldn’t have a customer base, and without a customer base we wouldn’t have a job. It’s always rewarding to see students develop and succeed and then having them succeed in their professional goals. Knowing that I’ve helped them in some way is a huge reward to my job. Many university administrators look at students as ones who just come and go after every four or five year cycle. And by having that outlook they lose touch with students. Now you have to understand, students can be demanding and outrageous in their wants, but you work at a university, and working with the students is your job and part of that job is to educate them- as a result you need to take a keen interest in those who are providing you a job.


Campus recreation is often misunderstood and not granted the respect it deserves from other professions or academic areas. In your opinion, how can students change the current reputation of campus recreation?
Students can become involved in their campus recreation departments and programs through participation, employment or both. As participants and employees they need to exhibit model behavior. Students should take advantage of the research opportunities within our field and publish those findings. They should also take advantage of any opportunity to educate and promote those who do not know what we do and how we do it. Anytime someone asks you “what you do” those individuals are giving you an opportunity to share the mission behind campus recreation. Although NIRSA is very small, in the Big Ten we impact approximately one million people annually. That’s a large population that we are serving. Students need to continue to speak positively and be model employees and get involved.

The interview process when looking for a job can be a little nerve racking. Can you give students an idea of what you look for when interviewing candidates? What traits you notice most, and any advice on how to impress an employer?
First, I look for people who have experience in the job they are applying for. It’s amazing how people apply for jobs and do not have the right experience. I also look for an orderly and brief resume. It’s important that it gets to the point quickly. When I interview people, I look for proper language, people who know how to dress for success, and proper manners. Nothing is more embarrassing when you take a candidate to lunch or dinner and they do not have proper table etiquette. I look how the candidate answers questions- often times they answer a question with a question. Interviews often go longer than the allotted time, and are much too wordy. I would recommend keeping your answers short to make every word count. It’s good to have some knowledge of the university and department of which they are applying to. Some more key components: someone who has a sense of humor and sense of humility. And it’s important that the candidate be able to vocalize their own accomplishments and interests.


As you know, campus recreation has changed tremendously in the past 25 years. Change is often hard to incorporate in strategic planning. How would you advise students to go about implementing change in our profession/at their institution?
Change is threatening to people. People who do not embrace change are destined to repeat their past mistakes. Change is a part of life, if you don’t accept it you continue to provide stale programs and stale ideas and you are stuck in an era that doesn’t exist anymore. Change is good but also scary. I advise students to create change in steps, organize your thoughts on your desires and what you hope to accomplish with change. Remember, university administrators listen to students, so work through the channels of university personnel to press your issues and get student voices to back up your claims. Have patience. This is a key element to being successful at administering change at your institution. Be careful not to pressure the administration, but meet with them and conduct yourselves in a professional manner. If you can earn their respect you are more likely to get a response from them. Certainly students can become more active, take a role in NIRSA, and gather research to help your cause. Give yourself a presence no matter where you are, you never know who you will meet.


In your opinion, what aspect of the annual conference do students fail to take advantage of the most?
I think they pass up on engaging and networking with other region members and professionals. Students tend to clump together. They should engage with people, many students miss out on that. They hang out with their friends and hang out with the same people they work with day in and day out. If you want a job, you have to get out there and meet people. Take the opportunity to learn about people, not just for networking, but to cultivate relationships. You have no idea when they may come to help you professionally. There’s a lot of opportunity to relax and become known to other people. The more the students get to know other people, and get involved, the more it serves them. You may not be applying for a job at their institution this year, but in five years you might be. Students also tend to forget about the regional and state meetings at the annual conference. It’s a small population and offers great one on one time with professionals.


Thank you Tom for your time and effort in helping the students of Region V become better professionals!

Nine for Nine Candidate #3

Stan Campbell, Associate Vice Chancellor for Student Affairs, Director of Campus Recreation at the University of Nebraska-Lincoln, and Past President’s Representative on the NIRSA Board of Directors.


1. You have been involved in campus recreation for thirty-four years. How have universities changed their perception of campus recreation over the years?
I’ve seen perceptions change significantly. At first, a lot of campus recreation programs were under athletics or academic departments. And because of where they were placed, campus recreation was often viewed as the step child and was neglected when it came to funding, staffing and facilities. Currently, over 70% of campus recreation departments nationally are under student affairs and have become major departments. This is the most significant change because it shows that institutions are recognizing the benefit of recreation departments. Campus recreation programs and facilities are used as recruitment tools for students and we are a major player in wellness initiatives on campus. In addition, I’ve seen campus recreation departments assume increased responsibilities, add staff and programs, and construct new facilities to meet the demands of their student populations.

2. Describe the future of campus recreation as you see it.
I see the future as very bright for this profession. I envision an increased emphasis on wellness and fitness initiatives throughout the country, as the government takes notice of the increased incidence of obesity, heart disease, cancer, etc. I see campus recreation professionals becoming leaders in solving these problems. The more we play a role in solving global problems the more others will start to value our profession as much as we do. I see learning outcomes tied to assessments and those objectives justifying the worth of campus recreation to institutional leaders. This can be a real positive outcome for campus recreation because we play a huge role in educating students outside the classroom.

3. Campus recreation is often not taken seriously by other university departments. What advice would you give to students to help change that reputation?
I would tell students to first identify what is important to your university administration whether it’s meeting admissions goals, holistic education, retention of students, etc. Then determine strategically how you can assist your university in meeting those goals. The department gains credibility by assisting the institution to address those pressing issues. The days when campus recreation was just a programming entity are coming to an end.

4. Your job is to enhance student development, among other things. From your experience, what is one of the biggest mistakes you see students make professionally?
I see a lot of students’ pigeon holing themselves with their experiences. They are not seeking broad enough opportunities and this often makes it difficult to find employment. I believe students should develop goals and a plan for achieving those goals. Skills and competencies acquired through employment at campus recreation are transferable to a wide variety of work settings. I encourage students to explore options, seek involvement opportunities and be willing to take risks.

5. One could argue students are the future of our association and profession. How will the proposed governance changes influence the students’ role in NIRSA?
The students’ role in NIRSA will certainly change, but I believe it’s for the better. Currently, the national student representative sits on the board of directors, and with the proposed governance change, the NSR will be in the Network. The role will change positively as they will be allowed to focus their energies on student concerns and goals. The regional student representatives and national student representative will be focusing on communication with student members, and facilitating lead-ons and other student development initiatives (actions with direct impact to the student population). Many are concerned that a student will not be on the board of directors in the new model, but I would be very surprised if the board went away from seeking input from student members.

6. You hold two roles at Lincoln. Can you tell us a little about them. How does your Associate Vice Chancellor’s role affect your Director’s role?
The affects of the positions on each other can at times be both positive and negative. I’m not physically present at the campus recreation center as much as I once was. I have two separate offices in two separate buildings, and I’m often in meetings. My Associate Vice Chancellor’s role often puts me in a position to help campus recreation. For example, I am the Division of Student Affairs representative for campus planning which recommends the master planning of facilities on campus, thus I am aware at a very early planning stage of the potential impact of facility projects on campus recreation. I am also in a position whereby I interact with the administration, academic deans, department chairs, business & finance colleagues, etc. on a frequent basis. This allows me to build relationships with these individuals and to form strategies whereby campus recreation might be able to assist them in meeting their goals and objectives. The more we can assist other units to achieve their objectives, the more valuable we become to the university.
I serve as an advisor to the Committee for Fee Allocation, a group of 11 students that makes allocation recommendations for in excess of $17 million of student fee revenue. Campus Recreation has a budget of approximately $7.3 million and approximately 77% of the revenue comes from student fees. In addition, I am in frequent contact with our student government president and vice presidents, Residence Hall Association president, Panhellenic and Interfraternity Council officers, etc. All of these contacts have the potential to benefit campus recreation.

7. Many professionals lose touch with the students as they move up the administrative chain in their recreation department. What efforts do you make to stay connected to the student population and to your student employees?
This year I had my administrative assistant schedule individual appointments with all the full-time employees and graduate assistants working for campus recreation so I could meet with them to talk about their needs and desires as an employee, and to gauge how we are meeting those needs as a department. This helps me get to know the employees better and I believe helps them feel connected to all levels of administration in our campus recreation department.
As for staying connected to student employees, it is difficult. I have asked staff members to take pictures and provide background information on their upper level student employees. By doing so, it helps me put names with faces and allows me to talk with them on a more personal level. In addition, Vicki Highstreet and I have a student seminar that meets once per month with our graduate assistants and undergraduate students that have indicated an interest in learning more about a career in campus recreation. I also meet biweekly with the Campus Recreation Advisory Council, which is a group of 12 students and 3 faculty/staff members, to get their input on our programs, services, facilities, policies, budget requests, operating procedures, etc. We are also developing a Student Employee Council that I will meet with once per month, beginning with the start of the spring semester. As much as time permits, I speak to student employees during their staff trainings.

8. How has this job enabled you to accomplish other life goals?
I am an extrovert; therefore, I enjoy meeting and interacting with people. My jobs have certainly put me a position to do that on a frequent basis. I know colleagues from around the nation and often get together with them during my vacation and/or professional travels. I also enjoy physical activity and participating in activities offered by campus recreation. This allows me to view our department from the participant’s perspective, which I have found to be both valuable and enjoyable. As examples, I led one of our sailing trips to the Bahama Islands, have participated in the faculty/staff intramural golf league for 28 years, continue to assist with the administration of extramural events held on our campus, play noon basketball, jog, hike, ride a bicycle, etc.

9. How would you encourage students to deal with employees who are not meeting expectations and departmental standards?
First, I would make sure the employee understands the expectations. If they do and they are not meeting the expectations, assuming one is in a supervisory role, meet with them one on one to discuss their work performance. Don’t assume the employee understands that he/she is not meeting expectations. Ask questions to determine the employee’s level of understanding of what is expected of them. Assure them that you want them to be successful. Identify the deficiencies and together develop a plan of action to help them improve work performance. Once the plan has been agreed upon, hold the employee accountable. Acknowledge and praise improved work performance. However, if performance does not improve address that as well. Realize that you may not successfully improve work performance for all employees. If that is the case, be honest with the employee and let them know their employment is being terminated. In some cases, termination of employment may motivate them to perform better in their next job.

Thank You Stan and Good Luck in 2009!

Nine for Nine- Candidate #2

Hi All! The Minnesota State Workshop was a great success thanks to all who attended and the St. Cloud State Staff. I'll be posting more on the sessions and governance issues covered at the workshop shortly.

One professional I would encourage all student members to get to know is Bryan Harris, NIRSA President Elect. I met Bryan at the summer board of directors meetings in Corvallis, Oregon and have had the opportunity to work with Bryan on a membership workteam. He is a great mentor who has a great amount of confidence in our student members. Here are a few questions he had time to answer.

Bryan Harris currently serves as the Director of Campus Recreation Services at Towson University.

1. How did you get your start in campus recreation?

It wasn’t until the last quarter of my senior year [of undergraduate]. I had moved back home and wanted a job so I approached the rec sports office. They told me they would hire me but preference went to people who worked in the fall. The director told me I could call him everyday and see if there were openings. I went from working no hours to working everyday as an official. The director was impressed with my dedication and ability to hustle and told me about graduate assistantships in campus recreation….

2. What is the most enjoyable part about your career?

The most enjoyable part by far is working with the students; watching the students work and develop throughout the year. It’s fulfilling to see intramural teams get excited out on the fields in their jerseys practicing their plays before their weekly game. Seeing the fun they have while engaging in our programs.

3. What is the most frustrating aspect of your job?

Many times you try to be helpful and students or other university members don’t appreciate your commitment and philosophy. It can be frustrating to be short funded, or when a facility is under construction it’s frustrating trying to juggle all of your participants’ needs. Mostly the most frustrating aspects of the job are impediments beyond your control. Other times students are having a good time and they cross the line and become destructive to your program, or facility or take out their anger on your officials.

4. What kind of goals do you have for the student members of NIRSA?

Student Lead Ons are one of my favorite conferences. Students should look at the opportunities they have before them. We are a multi faceted association and there is a lot of room for student involvement. I also think it’s important for students to help other students develop and help them see opportunities. I challenge the student members to take ownership of their association, link up with a professional mentor, and take part in presentations, and seek out internships at other schools or within other parts of their own department. I hope they help the association to grow, challenge the professionals to unlock their potential as a leader and their potential in helping our participants. Another goal I have is for students to lead by example, and spreading the word about NIRSA. Students have the ability to make people feel comfortable about our association. Students can serve as an ambassador for NIRSA and get involved in any way shape or form.

5. Who is your mentor? And what kind of impact have they had on your professional and personal development?

I have many mentors. Ron Althoff saw something in me and gave me the opportunity to be a graduate assistant. Gene Harper showed me a calm steady demeanor, taught me how to relate to people, and he was a person who was always available. He gave me constructive criticism when necessary and I could talk to him about anything. He was a solid foundation in my professional career. Gene taught me to take the time and meet people and invest time in them by listening to their needs. Mary Daniels, former NIRSA president, is another mentor. She is poised and the consummate professional. She was always able to lend a hand, and lead me into the right paths with great advice throughout my career.

6. Who or What encouraged you to run for President?

I think talking with Vicki (current president) was a big encouragement. I stood for office against Vicki, and then she asked me to run again. And here I am today.

7. What goals do you have for your term in office?

You develop an agenda based on what is needed. Some parts of that agenda depends on what happens in our [BOD] meetings. I look at the governance commission, at our strategic map and see where we are headed in the future. Within our research agenda- I would like to see more professionals and students involved. We are looking at different position papers on hot topics, assessment on college campuses, and what substantial benchmarking we have been able to sustain that verifies the value of students’ education. It is a constant effort to make sure the Board of Directors and NIRSA national center are on the same page, and working together. We depend on each other. When you get elected, you enter into a “contract” with the members of the association and the NNC. We have to work together; we have to have faith and confidence in each other. I sincerely hope that everyone can have the trust and confidence in me to work to support the NIRSA’s mission, vision and values. I also want to do what I can in terms of helping the NIRSA Foundation raise their second million dollars.

8. What’s the one piece of advice you would give students?

I would tell students to have patience. Be sure to participate and have patience. There’s a history and reasons why things happen. Invest the time, learn the culture and develop trust in the person/people working with you. But you have to understand and appreciate the process of decision-making. I would advise students to seek every opportunity available to them.. The more involved you are the more exposed you will become to different ideas, and different philosophies. You can then meld together the things that worked and didn’t work. I encourage students to take advantage of every opportunity to be involved in something. It’s easy to have a graduate assistant position and to not be involved outside of that; Challenge yourself.

9. Last but certainly not least, What’s your favorite color?

Red or brown.

Thank you Bryan for letting the students of Region V get to know you a little better.

Our Region V Lead On is coming up!!! Here’s your chance to get involved in planning a professional conference. This year the University of Nebraska-Omaha is hosting us on November 14, 2008.