2025 ORSA ELECTION CANDIDATES

I believe the role of ORSA is to assist in advancing the concept of recreational sports across campuses throughout Ohio. This involves leading the application of discussion, educational & programmatic opportunities, and networking opportunities both locally (within the state), regionally (through Region III), and on a national level (through NIRSA). ORSA has the responsibility of listening to its member institutions and soliciting feedback on issues that are affecting members from across the state. Using this information, it is incumbent upon ORSA to involve the various stakeholders, committees, and professionals to develop ways to both communicate back to members and member institutions, provide outlets for learning and discussion, and ultimately provide resources that enhance recreational sports and wellness opportunities on campuses across the state.

I think the role of an ORSA Executive Officer is multi-faceted. First and foremost, I believe an officer must have the ability to listen completely without forming judgement. Members and member institutions have such a wide range of current issues that they are dealing with that in order for an executive officer to affect change, they must have a solid understanding of what those issues are. I believe that executive officers must then use that knowledge to guide discussions amongst constituency groups. It is difficult in the best of times to have 100% agreement on the type of topics ORSA deals with (budget, funding, campus policies, campus politics, etc..) but I see the role of an executive officer as providing the opportunity for engagement and thoughtful discussion, using that information to make well intentioned decisions for the ORSA organization, and then providing rationale as necessary to backup any decisions made. The end goal being that decisions made by ORSA executive officers will enhance opportunities for engagement with members & member institutions. I believe that I can positively impact this role within ORSA by leaning on the historical outcomes already showcased by the organization and by learning from those currently serving in executive roles. I see this as an opportunity to contribute to a well-developed process while infusing new ideas for further organizational development. I believe one of my strengths is working within a team structure and if provided the opportunity to progress through the Director’s track believe that I will learn from those that have come before and are currently doing, apply that learned knowledge to advance organizational goals, and help guide future officers occupying similar roles.

I believe there are always opportunities for growth or perhaps contextualized as forward thinking. ORSA has done a fantastic job with the State Workshop as its flagship event in keeping costs low for member institutions and providing a great learning & collaborative experience. In future years, I think it will be important to direct resources towards the student experience at both the ORSA workshop level and at the Region III level. This traditionally comes in the form of funding, so working with various constituent groups to allocate resources that will entice student participation in these educational opportunities will be important. That work has started already this year with the lowered ORSA Workshop student registration fee, but as we see budgets across the state continue to shrink and restrictions on travel affecting institutions, work in this area will continue to be imperative. Having been a part of some conversations, as chair of the budget and allocations committee, the importance of the fiscal health of the organization and how that really can be a driver of future success is worth continued exploration. The phenomenal work done by ORSA to secure both existing and new sponsorships for the 2025 State Workshop is indicative of the opportunities that should be taken advantage of to fund future growth. Sponsorships and mutually beneficial agreements with vendors can provide resources that could affect change at an individual campus level (through access to events and learning) all the way up to the NIRSA National level (through access to membership and broader perspectives). Growth requires a shared commitment to organizational goals, which ORSA has long demonstrated, and which I am excited to potentially become a more active part of.

I have only been to Summer Outreach this past year, so my frame of reference is limited. I believe there could be momentum/initiatives towards attendance in general and presentation proposals for this free event. With the influx of positive feedback regarding roundtables in general, perhaps there could be intentional framing around roundtables or a cohort-type experience.

Lastly for the ORSA social, I know I always look forward to attending. A small idea would be to herald the success of the association – having ORSA stickers for name badges could be an easy way to show the scope and strength of Ohio schools to conference participants and potential students/professionals looking for jobs.

Outside of these events, I believe prioritizing student voice and involvement within the association is an immediate growth opportunity. This can include revitalizing the ORSA student committee and/or allowing students to serve on ORSA committees. As the chair of the marketing committee, having a student serve as a standing member on the committee would be exponentially beneficial for recruiting students through social media and increasing student awareness. In addition to providing experiential developmental experience, I believe these students would provide valuable insight and perspective to many ORSA initiatives.