The Division of Student Life fosters student success by creating and promoting inclusive educationally purposeful services and activities within and beyond the classroom. The departmental program review process empowers departments within the Division of Student Life to critically evaluate their work and their effect on the UI student experience through a lens of continuous improvement. As a unit of the Division of Student Life, Recreational Services engaged in a program review process in 2021. Recreational Services completed a comprehensive self-study and hosted two external reviewers for a multi-day virtual visit. The review suggested improvements to overall department operations as well as for specific programs. The external reviewers were Laura Hall (Pennsylvania State University) and Tony Price (University of Colorado, Boulder). The internal reviewer was Josh Berka, University of Iowa Assistant Athletic Director, Event Management and Sports Camps. Due to last minute obligations, Josh Berka was unable to participate in the review. This action plan is intended to be a living document based on the current campus environment. Action items and outcomes may change.

Table of contents

Recommendation: assessment

  1. Consider having an internal committee for assessment.
  2. Coordinate more intentionally with the Division of Student Life on student learning outcomes.
  3. Articulate the purpose of internal Annual Reports to all staff in the department to help them understand the value and necessary outcomes in telling the department story.
  4. When collecting and reporting participation data, it is very important to differentiate between various demographics (students, faculty/staff, and community) for data-informed decision-making (e.g., revenue. Vs. expenses for community-based programming).

Year 1 Plan

  1. Committee:
    • Define assessment for Recreational Services.
    • Identify all assessment occurring within the department (programs, policy, procedures).
  2. SLO: Collaborate with Division of Student Life to implement SLO as directed.
  3. Annual Reports:
    • Discuss at full staff meeting purpose of Annual Reports.
    • Identify gaps, pros, cons, and opportunities for annual reports.
  4. Data Reporting: Discuss opportunities to use demographic information.

Success measures and updates

  • Create a definition for assessment in Recreational Services. (completed spring 2023)
  • Recreational Services partnered with the Division of Student Life to implement universal student learning outcomes for all part-time employees. The survey is distributed each spring semester and results are provided to departments. (completed spring 2023)
  • Annual reports were discussed at full staff meetings and staff determined they would like an external annual report and internal annual report. (completed spring 2023)
  • Annual reports have been altered to align with department strategic focus document and external review document to support department initiatives. (completed spring 2023)

Recommendation: athletics and rentals

  1. Establish a new usage MOU for scheduling priorities.
  2. Work with summer conferencing to establish ‘per head’ surcharge that would grant all attendees access to RS facilities.

Year 1 Plan

  1. Establish MOU that will be supplemented by the current scheduling and priorities document. Evaluate and assess the current scheduling priorities document.
  2. Summer conferencing:
    • Gather information on summer conference opportunities inside and outside of the university.
    • Connect with NIRSA or other institutions to see how this has been done.

Success measures and updates

  • MOU was created and will be reviewed annually in the summer to prepare for the upcoming academic year. (completed spring 2023)
  • Collected information on summer conferencing from peer institutions. (completed spring 2023)

Recommendation: diversity equity and inclusion

  1. Develop specific and measurable strategies to recruit and retain a diverse professional staff team.
  2. Intercultural Development (IDI) and Conscious and a variety of Conscious and Unconscious Bias Training could be of value for Recreational Services/Division of Student Life.

Year 1 Plan

  1. Recruit & retain:
    • Define diverse professional staff.
    • Determine DSL metrics.
    • Connect with HR regarding current recruitment and retention strategies.
    • Understand DSL executive leadership team expectations.
    • Evaluate the hiring checklist.
  2. Training: Follow DSL recommendations and requirements.

Success measures and updates

  • Shared definitions outlined by UI for diversity, equity, and inclusion.  (completed spring 2023)
  • Yearly data is pulled to analyze the change to the overall division’s composition with regard to race, ethnicity, and self-identified gender.  (completed spring 2023)
  • The department connected with HR, and HR provided additional websites to expand recruitment strategies.  (completed spring 2023)

  • The department follows the University of Iowa's recommendations regarding training.  (completed spring 2023)

Recommendations: general

  1. Explicitly state the priorities of the department (serving students, fac/staff, or revenue generation that could displace the campus constituents? Etc.) as bandwidth/work volume was consistently reported as a concern.
  2. Invest in enhancing/expanding partnerships with student leaders (Student Government, RSO’s, Student Employees, Sport Clubs, and Affinity Groups) to leverage shared priorities and goals (e.g. facility enhancements and expansion).
  3. Coordinate with the Center for Advancement to code, track, and specify alumni for support and fundraising.
  4. Specific staff development opportunities on how to handle confidential or sensitive information in terms of communication to staff in their areas.
  5. Coordination of student development/student leadership/assessment should be considered for the Associate-level to allow for coordinator/consistency across the whole department.
  6. Provide opportunities for staff at Assistant Director and Coordinator level to connect with senior leadership staff to understand department priorities, goals, direction, etc.
  7. Continue to strategize and define an intentional path forward to align with broader Division and University priorities.

Year 1 Plan

  1. Priorities:
    • Evaluate and update the strategic focus document.
    • Determine who/how to share the strategic focus document.
      • Include as a new hire document.
  2. Student Leaders:
    • Evaluate student partnerships.
    • Evaluate Student Leadership Committee.
    • Discuss student employee leadership participation on campus.
    • Explore opportunities to promote collegiate recreation as a field.
  3. Explore Advancement/ Sponsorship Position and/or restructure responsibilities within the department to address department needs.
  4. Identify development opportunities for full-time and part-time positions.
  5. Associate Level: Refer to the assessment section for the action plan.
  6. Connect with JT:
    • Associate Directors connect with staff to determine what is desired from staff.
    • Provide specific times to connect with Assistant Directors and Coordinators.
    • Connect with new hires post on-boarding.
      • Discuss the Strategic Focus document.
  7. Align:
    • Ensure Recreational Services staff are on Division committees.
    • Align Strategic Focus document with Division and University priorities & strategic plans.

Success measures and updates

  1. Updated strategic focus document and the information has been embedded in the website, annual report, new hire overview, professional development requests, program requests, and budget presentations. (completed spring 2023)
  2. Student Leaders:
    • The department evaluated the format of the Student Leadership Committee.  (completed spring 2023)
    • When appropriate, Recreational Services has encouraged student employees to participate in committees on campus.  (completed spring 2023)
    • Working with Sarah Hardin to collaborate on expanding collegiate recreation in the Sport & Recreation Management Degree.  (completed spring 2023)
    • An internship framework is being evaluated for the department.  (completed spring 2023)
  3. Advancement: Due to competing priorities, Recreational Services as determined that pursuing this position is not a priority at this time.  (completed spring 2023)
  4. Recreational Services developed an Individual Development Plan framework to help advance professional staff. The plan launched in the fall of 2022. (completed spring 2023)
  5. Associate Director of Strategic Initiatives created. (completed spring 2022)

Recommendations: memberships

  1. Continue to market faculty and staff recreation membership incentive program (discounted membership).
  2. Consider offering flex membership for faculty/staff during non-peak hours.

Year 1 Plan

  1. Market memberships:
    • Continue to promote memberships through social media, direct emails, university-approved avenues, and departmental collaborations.
    • Identify additional marketing opportunities for promoting memberships to Fac/Staff.
  2. Flex membership:
    • Generate ideas for types of flex memberships.
    • Benchmark B1G and peer institutions regarding flex membership options.
    • Identify non-peak hours and off-seasons in each facility.

Success measures and updates

  • Mass email distributed in November 2022, waived activation fee – 276 individuals signed up for a membership. (completed spring 2023)
  • Partnered with University HR to promote membership at staff meetings, onboarding documents, etc. (completed spring 2023)
  • Partnered with Discover Your University initiative to promote department/facilities. (completed spring 2023)
  • Membership Dashboard was created, and departments with lower staff usage were identified. (completed spring 2023)
  • Alterations to the perpetual membership have been made, and the requirement for minimum duration has been removed. (completed spring 2023)
  • Working with ITS to implement recurring payment options to expand flex membership options. (completed spring 2023)
  • Researched all peer institutions. Determined that Madison, Ohio State, Nebraska, and Northwestern all offer recurring payments via credit card. (completed spring 2023)
  • Intern identified non-peak hours for Recreational Services and provided recommendations on hours of operation to Facility Operations staff. (completed spring 2023)

Recommendations: shared services

  1. Additional FTE for marketing/communications with specific emphasis on revenue-generating programs and services (e.g., membership drives).
  2. Clearer delineation of specific roles and responsibilities (social media, photography/videography, graphic design, etc.) and clear lines of responsibilities between centralized unit and Recreational Services staff.
  3. Well-defined marketing plans should be established well in advance of each upcoming semester – for the department as a whole and each unit.
  4. Market Recreational Services programs and services directly to graduate students.

Year 1 Plan

  • Request update from Student Life Communication regarding the delineation of specific roles and responsibilities.
  • Identify within Recreational Services gaps with services regarding marketing and communications.
  • Develop feedback loops to improve communication.

Success measures and updates

  • Feedback loops are established to increase communication. (completed spring 2023)
  • Student Life Communications has restructured their department. As a result, Recreational Services will have a dedicated marketing specialist. The position was finalized September 2022 and was filled August 2023. (completed spring 2023)
  • Recreational Services is continuing to partner with Student Life Communications. Due to vacancies, advancement with marketing plans has not taken place to date. (completed spring 2023)

Recommendations: well-being

  1. Look to create connectivity and synergy amongst well-being programs and facilities to best serve students, including the intentional co-location of services that complement one another.
  2. Assess current offerings directly related to various realms of well-being and create deliberate cross-functional communication lines between providers of well-being within DSL and the university.
  3. Continue to enhance integrated well-being service delivery spaces.

Year 1 Plan

  1. Connectivity:
    • Promote Recreational Services, Division, and University well-being initiatives.
    • Partner with Division and University to offer well-being programs and facilities.
  2. Assess & Communicate:
    • Continue to track well-being offerings and communicate to DSL and University to avoid duplication of programs and services.
    • Recommend revamping Wellness Meetings that included UI Wellness, Recreational Services, Student Health, and Student Wellness.

Success measures and updates

  • Recreational Services is continuing to partner with Student Life Communications to promote well-being initiatives. Staff are also serving on two of the five well-being committees. (completed spring 2023)
  • Recreational Services has partnered with Late Night Funding to offer a variety of programming, including but not limited to Rec After Dark, Friday Night Series, events at the climbing wall, fitness challenges, and more. Furthermore, the department has collaborated with UCS and Student Wellness to offer space for various well-being programs. (completed spring 2023)
  • The Well-being - Connections, Inclusions, and Purpose subcommittee has created a comprehensive list of well-being-related offerings on campus. That information, along with guidance from Student Life Communications, will help reduce the overlap of services. (completed spring 2023)
  • The wellness meetings have been revitalized starting in April 2023. (completed spring 2023)

Recommendations: aquatics

  1. Consider a robust program of safety classes for campus (First Aid, CPR, AED).
  2. Continue to explore addressing lifeguard shortages by offering credit, lifeguard certification, and instructor offerings through the Lifetime Leisure Classes to increase wages to meet the labor market.
  3. Evaluate the business model of IFLY to determine the cost-benefit of the program. Include an assessment of revenue v. expenses including coaches, a portion of aquatics staff, capital equipment, replacement costs, and participant tracking (based on the percentage of usage hours of the pools).
  4. DEI: Continue to align and benchmark best practices with USA Swimming.
  5. DEI: Target outreach to affinity groups and registered student organizations regarding inclusive aquatic programming (e.g., LGBTQ+ swim event, Black Student Alliance/Latin X “pool party”).6. Strategic planning for scaled growth with consideration of pending Field House Pool, CRWC expansion, and exploration of public/private aquatic programming and facilities.

Year 1 Plan

  1. Determine campus needs for safety classes. Reach out to DSL Human Resources for other student positions within DSL in need of safety certifications. Reach out to current aquatic partnerships HPAS Department, and Athletics.
  2. Lifeguard shortage: Discuss course requirements with academic units. An opportunity to add within their programs.
  3. Evaluate and assess the revenue & expenses including coaches, aquatics staff, capital equipment, replacement costs, and Club Excellence grant funds, when planning FY’23 budget. Track yearly participation numbers every 3-4 months.
  4. DEI: Gather USA Swimming DEI benchmarks and ensure IFLY compliance. Renew USA Swimming SafeSport Recognition. Task Coaches and Swimmers with applying for USA Diversity Camps, Meets, and events for DEI training. Gather information on beginning a para-athlete group within IFLY.
  5. DEI: Identify opportunities in current aquatic programming, and policies. Reach out to student organizations to learn more about their desires in Aquatics. Assess community aquatic wants/needs.
  6. Strategic planning:
    • Identify current use of pool space.
    • Establish current aquatic program and facility needs with Field House Pool, no Field House Pool, CRWC expansion, CRWC expansion with no pool, and public/private exploration.

Success measures and updates

  • Determination about providing lifeguard class for credit. 
    • There is not a current need for Aquatics or Recreational Services to provide additional certification/safety courses. (completed spring 2023)
    • Determined Recreational Services will not pursue an academic class at this time. (completed spring 2023)
  • IFLY business model was evaluated as part of the FY24 budget planning process. A five-year plan has been established. (completed spring 2023)
  • Updated USA Swimming standards.
    • IFLY continues to provide Outreach membership to 12 & Under athletes who request financial assistance for a variety of possible reasons. (completed spring 2023)
  • Renewal of SafeSport recognition.
    • IFLY was officially recognized as a USA Swimming SafeSport compliant club in August of 2022. We will remain compliant through August of 2024. (completed spring 2023)
  • Comprehensive pool usage plan created.

Recommendations: facilities

  1. Scaled expansion of CRWC and HTRC is necessary. Expansion planning should be a priority based on current capacity limitations and strategic growth projections.
  2. Seek specific information and/or timelines regarding the possible annexation of the Field House by UIHC.
    • (If no plans to annex) Determine a repurposing plan for racquetball courts.
    • (If no plans to annex) Create and implement a deferred maintenance plan to address the most significant concerns (e.g., facilities systems, aged locker rooms, pool, etc.).
  3. Replace natural grass turf fields with synthetic turf.

Year 1 Plan

  • Field House
    • Conduct inventory of current space.
    • Coordinate needs assessment with FH developments.
  • Synthetic turf:
    • Complete program phase.
    • Complete design phase.
    • Bid project.
    • Start construction.

Success measures and updates

  • Due to the 10-year master plan changing since the completion of the external review, exploring the Field House recommendation is no longer pertinent. Information regarding the inventory of space and needs has been collected and available should future planning need the information. (completed spring 2023) 
  • Synthetic turf:
    • The program phase, design phase, and bid project were completed through Planning and Design in winter 2022. (completed winter 2022)
    • Construction started in April 2023. (updated spring 2023)

Recommendations: fitness

  1. Space analysis specific to group exercise should be conducted to determine how much additional GX/PT space is needed for projected growth that aligns with additional revenue.
  2. Continue to assess programming trends and revise offerings accordingly.
  3. New collaborative opportunities
    • Trauma-informed yoga – Partner with Division to offer restorative yoga to small cohorts of students.
  4. DEI: Continue to offer targeted programming to a variety of campus affinity groups.
  5. Continue to recruit, train, and retain a diverse group of instructors and staff.
  6. Continuation of both in-person and virtual offerings including group exercise and personal training sessions is highly recommended.
  7. Fusion – Requested support for improving the technical setup for class registration.

Year 1 Plan

  1. Review results of space analysis that was conducted in October 2019.
  2. Assess programs:
    • Analyze current group fitness participation numbers to current group offerings and trends.
    • Update equipment as needed (ongoing).
  3. Continue to connect with campus partners to explore opportunities.
  4. DEI Affinity:
    • Identify affinity groups.
    • Explore additional funding sources for providing programming to affinity groups.
  5. DEI Recruit: Refer to DEI section of the Action plan relative to hiring practices.
  6. Fusion:
    • Evaluate software options for group fitness classes to improve customer experience.
    • Develop a recommendation for tracking participation attendance.

Success measures and updates

  • Results provided by Les Mills has been reviewed. (completed spring 2023) 
  • Expansion of assessments to hear participant feedback will take place FY24. (completed spring 2023) 
  • Purchased new strength equipment for the CRWC, FH, and moved equipment to Fitness East. (completed spring 2023) 
  • Continue to connect with campus partners to explore opportunities.
    • Examples from 2022-2023 include: IMU Event Services – outdoor yoga; WRAC-Restorative Yoga for Trauma Survivors; ROTC- switching bootcamp time so cadets could attend; UIHC – Cancer Survivor Yoga. (completed spring 2023) 
  • Determined that alternative software was not suitable for needs of the operation. Looked at implementing scans for participation but need for additional staffing to operate the software was not available. (completed spring 2023) 
  • Develop a recommendation for tracking participation attendance.
    • Participation is currently tracked through google forms. Implementing assessments FY24 to obtain snapshot demographic information. (completed spring 2023) 

Recommendations: Adventure Recreation

  1. Trip programs should be considered for significant investment and growth with FTE’s devoted to hiring and developing student guides for trips.
  2. Trip leaders should be paid via a trip stipend based on benchmarking of like programs throughout the country.
  3. Intentional outreach to registered student organizations that serve affinity groups to introduce to the outdoors.
  4. Refinement of land management role to reflect changes to MNRA. Concurrent to this should be some strategic reimagining of the purpose and possibilities for MNRA.
  5. Additional focus on marketing, outreach, and promotion for challenge course to campus and community groups for team building could be a source of revenue

Year 1 Plan

  1. Trip program:
    • Benchmark B1G and peer institution Adventure Trips structures.
    • Create an adventure trip proposal based on benchmarking data and University of Iowa needs.
  2. Trip leaders:
    • Revisit Trip leader wages previously established through the INNOVATION Project in Feb. 2020.
    • Benchmark B1G and peer institution trip leader wages. c. Review trip expenses including staffing and propose wages accordingly.
  3. DEI
    • Identify affinity groups.
    • Promote current outdoor programs to identified affinity groups on campus.
    • Track affinity group participation.
  4. Help transition land management to new university location.
  5. Challenge course:
    • Identify and report current user groups.
    • Identify target market with consideration to student organizations, colleges/departments, middle/high schools, and businesses in IC/CR area.
    • Create and implement a marketing campaign aimed at the target market.

Success measures and updates

  • Extensive benchmarking and trip program research occurred as part of the outdoor INNOVATION project. Through the research and presentation of the INNOVATION findings, Trip Leader positions became paid instead of voluntary. (completed spring 2023) 
  • The Adventure Recreation team is currently re-envisioning the Adventure Trips offerings in an effort to not compete with the LLS class offerings. (updated spring 2023) 
  • Recreational Services hourly wage committee thoroughly reviewed all recreational services’ hourly positions, responsibilities, and wages. The results of the wage presentation have been put on hold due to the University Human Resources conducting its own review of the current job families at the University of Iowa. (updated spring 2023) 
  • Working with the DSL marketing team to develop new branding for the outdoor programs. (updated spring 2023) 
  • Developed a tracking document to update when various group participation in adventure recreation programs occur. (completed spring 2023) 
  • Land management was transitioned to UI Facilities Management 7/1/2022. Website and contact information was updated accordingly. (completed spring 2023) 

Recommendations: rowing

Significant analysis is recommended for rowing to determine sustainability. 10-year replacement cycle of boats and safety equipment should be considered within the analysis.

Year 1 Plan

  • Determine feasibility of growth of participation and facility space (limiting factors include weather and river).
  • Identify participation numbers consistent with department language for participant v. participations.
  • Identify equipment replacement/repair cycles and needs and submit to reserves Performa or local budget.
  • Conduct budget analysis and include assessment of revenue v. expenses including coaches, maintenance staff, capital equipment, and replacement costs.

Success measures and updates

  • Sustainability of Rowing program determined.
    • Growth is not possible from current adult numbers, and there is little room for growth within the Youth program. (completed spring 2023) 
    • Annual report updated to include contact hours to show the scope of work. (completed spring 2023) 
    • Budget analysis conducted—two-year phased registration fee increase implemented in Summer 2022. (completed spring 2023) 
  • Equipment replacement plan created.
    • Worked to enter boat replacement into repair and replacement proforma. (completed spring 2023) 

Recommendations: sport programs

  1. Seriously consider additional flexibility in the types of schedules for play and move away from the traditional 1 game per week model.
  2. Consider hiring full and part-time Athletic Trainers for Sport Clubs.
  3. Prioritize filling vacant assistant director position to also include continued recruitment of student staff that can provide administrative support.
  4. Proactive planning and communication with the marketing team to define roles, and identify promotional Intramural Sports program growth priorities and metrics for success.
  5. The continued growth of Esports offerings to include campus space discussions.
  6. DEI: continue to support and enhance unified sport opportunities and targeted promotion to campus affinity groups.
  7. Consider implementation of a Sport Club Council.

Year 1 Plan

  1. Implement flexible scheduling offerings in addition to traditional scheduling models.
  2. Benchmark B1G and peer institution Athletic Trainer structures.
  3. Staffing:
    • Assess critical staffing needs to assist with administrative support.
    • Benchmark student staff structures with peer institutions.
  4. eSports:
    • Assess current eSports offerings.
    • Benchmark B1G and peer institution eSports program offerings.
    • Develop programming opportunities with the anticipated completion of new eSports facility.
  5. Diversity, Equity, and Inclusion:
    • Evaluate Unified Sports offerings to consider additional opportunities.
    • Continue to identify and connect with campus affinity groups.
  6. Sport Club Council:
    • Benchmark B1G and peer institutions Sport Club Council structures.
    • Determine framework/responsibilities of a Sport Club Council.

Success measures and updates

  • Flexible scheduling format offered.
    • Scrimmage Nights implemented in spring 2022 and continued in fall 2022. (completed spring 2023) 
  • Future Athletic Trainer structure established for Recreational Services.
    • Working with Sports Medicine to discuss alternatives and ways to provide athletic training services to our Sport Clubs. Next steps are to benchmark with B1G institutions. (updated spring 2023) 
  • Completed hiring and onboarding of new Assistant Director.
    • Determined the need for more help with administrative sport club tasks, particularly processing sport club travel. Began the process of moving sport club travel over to Student Organization Business Office. (updated spring 2023) 
  • Programming implemented in new eSports facility.
    •  Implementing several in-person esports tournaments in the new HawkeyEsports Arcade. (completed spring 2023) 
  • Marketing plan created and implemented.
  • Sport Club Council implemented.
  • Offered Unified Indoor Soccer for the first time in spring 2023. (completed spring 2023) 
  • Outreach Committee has identified and reached out to campus affinity groups including FSL organizations, international groups, cultural centers, etc. (completed spring 2023) 

Recommendations: tennis

  1. Strong consideration should be made for adding pickleball courts (could also be used for 10 & Under tennis).
  2. Formal assessment needs should be considered for new programs before launching (e.g., wheelchair tennis).
  3. Assess Unified Sport offering utilizing students from Club Tennis team and local Special Olympic Athletes.

Year 1 Plan

  1. Pickleball:
    • Evaluate pickleball needs and desired location.
    • Develop a framework of what would be desired for addition.
    • Gather cost information for pickleball courts based on desired location and framework.
  2. Discuss the necessity and breadth of the assessment plan for programming.
  3. Discuss the feasibility of adding Unified Tennis.

Success measures and updates

  • Pickleball was added in fall 2022 as a program offering. Additional times will be considered based on demand and space available. (completed spring 2023)
  • A comprehensive review of the tennis program is taking place summer 2023. Once completed, an assessment plan will be determined. (updated spring 2023)