recreational sports strategic...

Recreational Sports Strategic Initiatives

Strategic Initiative #3 – Effective Communications Establish the context and structure for standardized internal and external Recreational Sports communications. As represented in other DRS documents, the underlying values affecting communication include

a) Consistency b) Two-way communication c) Responsiveness d) Informed staff e) Accessible information f) Centrally-organized data

3A – Department Branding: Review and renew department branding to ensure accurate and contemporary representation of our products and services (by June 2013). NOTE: A brand is what our customers perceive us to be, it is how they experience RecSports, We want everyone using the same language to describe us. Primary stakeholders: Marketing (Wendy), Facilities (Bill C), Programs (Dave) Suggested timing: Not urgent

a) Identify desired impression/impact b) Assess current impressions/interpretations of department branding c) Identify the gap/ need d) Make changes as necessary e) Train staff on emerging brand f) Convert to new brand/ mantra g) Assess value and amend h) Tie in to University and StuAff branding

3B – Accessibility of Information: Increase the accessibility of information and services for people with diverse needs and interests, e.g. language, ability, faith, comfort, etc. (by June 2013). NOTE: The target is that information is exchanged with effectiveness and efficiency between department and customers. Primary stakeholders: Marketing (Wendy), Engaging the Community Rep, Web & Social Media Coordinator Suggested timing: Immediate

a) Identify criteria for success, i.e. welcoming environment, ADA, multiple languages, etc. b) Assess current impressions/interpretations of accessibility c) Identify the gap/ need d) Develop additional/new formats for information, services, and facilities e) Train staff regarding new formats f) Make new formats available to customers g) Assess value and amend

3C – Data Organization: Establish standardized systems to effectively organize and share information Primary stakeholders: Business Work Group Suggested Timing: Moderately urgent

a) Identify the kinds of information that need to be shared, e.g. policy manual, RecWorld files, the ROCK, common staff expectations

b) Assess the effectiveness of existing practices related to this information c) Identify gap/ need d) Develop and implement additional strategies to organize and share information e) Train staff on how to use new systems f) Assess value and amend

Anticipated activity in FY12: Led by Wendy Little, a work group will implement appropriate changes to media formats to increase accessibility to meet the demands of new accessibility laws by the end of June. Anticipated activity in FY12: Led by Jen de-Vries, the existing Business Services Group will add Data Organization to their agenda, as they determine the time is available.

HOW TO BRIDGE

THE DISTANCE

BETWEEN

BUSINESS STRATEGY

AND DESIGN

READY?

LET’S START BY DISPELLING SOME MYTHS.

FIRSTA brand is not a logo.

SECONDA brand is not an identity.

FINALLYA brand is not a product.

So what exactly is a brand?

A BRAND IS A PERSON’S

GUT FEELING ABOUT

A PRODUCT, SERVICE,

OR ORGANIZATION.

It’s a GUT FEELING because people

are emotional, intuitive beings.

It’s a PERSON’S gut feeling, because brands are defined

by individuals, not companies, markets, or publics.

In other words…

IT’S NOT WHAT YOU SAY IT IS.

IT’S WHAT THEY SAY IT IS.

THERE ARE 1,349 CAMERAS ON THE MARKET.

HOW DO YOU DECIDE WHICH ONE TO BUY?

FACT:

Our brains act as filters to protectus from too much information.

T=r+dTrust comes from meeting and beating customer expectations.

TRUST RELIABILITY DELIGHT

COKE’S MARKET CAP,

INCLUDING BRAND VALUE:

$120 BILLION

COKE’S MARKET CAP,

NOT INCLUDING BRAND VALUE:

$50 BILLION

WITHOUT THE BRAND,

COKE’S GLASS WOULD

BE HALF EMPTY.

FOCUS1

FOCUS2

FOCUS3

IS THIS HOW YOUR CUSTOMERS SEE YOU?

THE FOCUS TEST:

Who are you?

What do you do?

Why does it matter?

1

2

3

Healthy Living (balance, vitality, sustainability, integra2on)

September 9, 2013 1

Community (welcoming, diverse, las2ng rela2onships, civic responsibility, Beaver Na2on)

2

Growth & Development (Underlying theories, transferrable skills, learning goals for graduates)

3

Leadership (ini2a2ve, influence, responsibility, authen2city)

4

Legacy (proud history, bright future, unique and personal contribu2ons)

5

Fun & Play (programs and services, spaces for play)

6

It takes a villageto build a brand.

R e c S p o r t s

U N I V E R S I T YM A R K E T I N G

P A R T N E R S H I P &C O O P E R A T I O N

A N N U A LR E P O R T S

E M P L O Y E EO P P O R T U N I T Y

P R O G R A M S &S E R V I C E S

O S U S T U D E N T S

M I S S I O NS T A T E M E N T

W E B S I T E S &S O C I A L M E D I A

C U S T O M E RS E R V I C E S

U S E RE X P E R I E N C E S

QUARTERLYSCHEDULE

E V E N T S &

O S U B R A N D

P O L I C YP R O C E D U R E

A C C E S S I B I L I T Y

C L U B S

F A C I L I T Y& H O U R S

S I G N A G E S &P R O M O T I O N S

RECREATIONAL SPORTS

NEEDS YOU.S T A F F

I N T E R A C T I O N

C A M P A I G N S

TRADITION&H I S T O R Y

RESPONSIVENESS

SWOT Analysis of Brand Values Fun and Play

Strengths Weaknesses Opportunities Threats

Facilities Current programming Go-‐to thinking Social Outlets

Overshadows other parts of the brand Stereotyping Specific groups of people come to have fun and play here

Maintain fun &play while highlighting others Strengths Quest style… build on the ‘fun’ momentum with additional brand elements Current concerns for stress Overcrowding increases interest and engagement Opportunity to include a wide variety of people intent and proactive with who is being sought-‐out

Overcrowding Cultural norms related to Fun & Play Groups might feel less included and more singled out do to specific target audiences

Legacy and Innovation


One of the oldest programs in US Must be alumni with a voice -‐ strong connections to intramurals Encouragement of student staff “leaving a legacy” for RecSports Proof of legacy in how far our facility has

Few specific examples Difficult to see tangible/ visible history in other programs Inertia

Centennial approaching Trophy case Touch screen access to history Discuss socio-‐cultural history – relevance Expand display/ story (example Linus Pauling) models of past buildings

Inertia “Time-‐suck” with low buy-‐in

grown through past physical expansion

Archive value – future use/value

Community


Facilities -‐ Natural gathering space Co-‐owned on campus – many partners in the discussion Momentum – timely discussion Social space Student and student-‐employee buy-‐in Multiple/varied forums Welcoming/Open atrium Facility centrally located in the center of campus=natural community space

Engaging multiple cultures Threatened by body-‐type/ stereo-‐type Intimidating space for some/ lots Engaging more campus organizations related to specific groups on campus

Co-‐opting campus partnerships Build on PROMISE intern discussion Build the PROMISE study into video Hosting community activities (perhaps featuring local artists on regular rotation, inviting parents to RecSports, alumni events, etc) More associations with a variety of campus organizations.

Others may define community differently Saturation of the message

Growth & Development


Training Modules Goal Setting Leadership Opportunities LGGs RecSports programs naturally facilitate personal growth and self discovery in participant and staff

Consistency across department & division Metrics / Assessment / Finding the right tool Displaying or communicating what we are doing / Story Telling Articulating/expressing tangible results of growth and development

Full-‐Time Position supporting student development Info Graphics Free Choice Learning Weight Room Quotes / Self Discovery & Value select positions offer opportunities to advance Wellness workshops Facility innovation and growth: DREAM

DREAM facility expansion project vote: what if the student vote doesn't pass in spring? People’s potential for segregation on different program areas

Health & Wellness


Easy connection to make to what we do Focus on Campus / HCI Collaborations with wellness partners Access to many outlets for the members, students, members of the community, to participate in.

Fun & Play & Wellness are default…harder to get to other areas of brand Communicating every aspect/opportunity in Health and Wellness that Recreational Sports offers Defining “Wellness and Health” as a general term for all to understand

Consistent definition of Wellness and showing it’s more than physical wellness. More seamless collaboration and assessment Wellness workshops Free Fruit Friday Various health services and resources available at RecSports

Long-‐term funding of HCI Money vs Values – Pepsi contract, GNC vitamins, sponsorship opportunities Assumed as primary goal of RecSports: “it’s just a gym” mentality

Leadership


Opportunities for student positional leadership Supervisor Retreat & dedication to training / CADET Strengths Quest tool ALI model, certificate tracks Empowering employees Professional development support for professional staff and student staff

There are only so many opportunities for advancements Inconsistent training and language across program areas and division. Rather than ALI, there is a lot opportunities in other program areas to explore and highlight as well

Employee badge / pin tied to showing leadership related to brand values Co-‐curricular experience common vocabulary and tracking Employee of the month recognition?

Related to further exploring community: 1. What is it? How do we want to define it internally? What are we striving for? How do we keep it feeling real & genuine? (welcoming, diverse, lasting relationships, civic responsibility, beaver nation) Also partially defined by Department Strategic Planning group working on community a couple years ago (INTO, Childcare & Family Resources, ISOSU, DAS, Men’s & Women’s Only Swim).

2. How doe others see us / perceive us related to “community”? Focus groups, personal interviews, ambassadors, Blake’s PROMISE intern work report / video tape and interview with Blake about his vision for community at Recreational Sports, Tram’s access work? Keep things positive by reframing questions…ex: What have been your best experiences related to community at Recreational Sports? When do you feel welcomed? How do people encounter and experience Recreational Sports and what is working about that?

Related to how we move forward telling our story and defining our brand: 1. What can we do to tell our story better regarding what we are currently doing related to community? Can we get our users to authentically speak to the connection between Recreational Sports and community? What are we currently doing that well that we can highlight and articulate?

2. What actions or steps can we take to enhance our brand related to community? Where are we not meeting our aspirations in this area and how do we make improvements? This will involve more than just words… programs, facilities, staff, policies, etc. Strategically engage others in the process, as it is not about one group helping another, but more about creating something great together (this is your schools, space, & time).

Audience Message Method Recreational Sports Participants

We are one community, Beaver Nation, be a part of it, believe

-‐ Beaver Nation glass wall

-‐ Learn to Play Clinics

Recreational Sports Participants & New Students & Visitors to our Facilities

Welcome! See what we have to offer Recreational Sports cares about growth & development, community, leadership, legacy, health & wellness, fun & play

-‐ Beaver Nation Glass Wall

-‐ Facility Directional & Space Signage

-‐ User Experience Study & Improvements (Service desks & program spaces, website, info kiosk, etc., directional signage)

-‐ Safety Info Graphic

Underrepresented Populations

We welcome you and want to work with you to create a world that is ours (spaces and activities that meet your/our needs)

-‐ Outreach Access Efforts/ Networking

-‐ Videos about our aspirations of community with authentic voices of individuals

-‐ Men’s & Women’s Only Swim

-‐ INTO Adventure

Sports & Special Programs & Brand Values

Community (welcoming, diverse, lasting relationships, civic responsibility, beaver nation)

What is currently happening that can be shared…

New ideas to enhance brand…

Events...Beaver Freezer, community and tradition (participants and volunteers) highlight the prep, people involved, activity

Add branding elements/language to existing documents, forms, handbooks, promotional materials, etc.

Free Agent Teams...finding their fit, follow them from the beginning through the season / group facilitation for free agent teams...help them succeed

Put photos up in S&SP office area (intentionally capturing community, fun & play,leadership, legacy)

sportsmanship policy and statement / human dignity statement

Magnet for vans going to sport club events

live stream championship games Learn to play videos on web

Visual at and around activity that happens outside of Dixon (beaver nation banner at championship games)

Plasma in S&SP office or atrium showing footage from games the previous day

Historical and interpretive displays at Dixon, SLP, MAC, etc.

Legacy photos of team now and alumni team...create real relationships (rugby)

Highlighting common experience of teams today and teams in the past

Thank you for participating to teams that get blown out all season

Share successes of Sport Clubs Video and web...streaming games, etc

Teams giving back to community 100 year celebration and information

Facilitate events between colleges / advising for tournaments and events

Expand on community building at events like RecNight

Recruit teams from specific / targeted groups...like greek cup for other student orgs / living groups

Resources for groups can plan their own events, clinics, etc.

Teach us to play...they are the experts and we help facilitate / cultural sport night

Informal programming, facilitated new basketball, hat softball

Audience Message Method Outcome / Effect

Student employees environment

IM Participants teammates forever

SC Officers

SC Members

Officials

Campus Partners

Special Events Participants

Create connections, get together, have fun

Health & Wellness (balance, vitality, sustainability, integration)




Student employees

IM Participants

SC Officers

Officials

Campus Partners

Leadership (initiative, influence, responsibility, authenticity)




Student employees

IM Participants

SC Officers

Officials

Campus Partners

Legacy (innovation, proud history, bright future, unique and personal contributions)




Student employees

IM Participants

SC Officers

Officials

Campus Partners

Growth & Development (student development, underlying theories, transferrable skills, learning goals for graduates)




Student employees

IM Participants

SC Officers

Officials

Campus Partners

Fun & Play (active, movement, social, stress relief, friendships, passion)



recsports:Policy and Procedure:Signage:Signage.doc Updated 2/14/14

1 4 - 0 1 S i g n a g e w i t h i n R e c r e a t i o n a l S p o r t s F a c i l i t i e s 14-01.01 Policy Statement All signage within the facilities of the Department of Recreational Sports shall be intentional in purpose and will comply with established guidelines. 14-01.02 Purpose Statement The philosophy of the Department of Recreational Sports is to be strategic in the content, design, and placement of signs within the building. It recognizes multiple benefits of signage, including way-finding, branding, social marketing, and promotion. It also recognizes the integral relationships between signage and overall beauty and functionality of the spaces within buildings. This document is intended to provide guidelines to protect and balance these interests and provide for consistent treatment of signage requests. 14-01.03 Revision History Prior to this policy responsibility for ‘permanent’ signage was delegated to the Associate Director for Facilities, and the Marketing Coordinator, and was largely sorted into two categories – way-finding and marketing. The creation of this document marks the conscious introduction of branding elements, and creates guidelines for future planning and decision making. Established: February, 2014, authored by Tina Clawson and Wendy Little 14-01.04 Persons Affected The primary users of this document include: Associate Director for Facilities Assistant Director for Outreach Marketing Coordinator Branding Committee

Student Graphic Design Team The ultimate customers of this document are the Recreational Sports student and administrative employees. 14-01.05 Definitions Branding features are visual displays in the building that elicit thoughts or feelings related to one or more of the department’s identity elements: community, well-being, learning, leadership, innovation/legacy, and fun/play. Promotional signage increases awareness about Recreational Sports’ products, programs, and/or services, with the intent to stimulate involvement and/or purchase. Social marketing signage engages and educates the observer, with the intent to align beliefs and behaviors with the content and benefit individuals and communities for the greater social good.

recsports:policy and procedure:signage:signage.doc

Page 2 of 5

Temporary signage refers to signs that are posted at entry points for a duration of four weeks or less, addressing temporary facility, program, or service changes. Way finding signage helps people orient themselves to the physical space and navigate from place to place (facilities and programs), including but not limited to: welcome signs, room numbers, maps, directional signs, and service-desk menus. 14-01.06 Authorities No signage shall be posted within the buildings of Recreational Sports without prior agreement and approval from the Marketing Coordinator AND the Associated Director for Facilities. New branding features and signage locations not included in this policy shall require the additional approval of the Leadership Team. 14-01.07 Guidelines for Branding Features Suggestions for branding features shall be submitted via the annual planning process or to the Marketing Coordinator on a Graphic Design Request Form, prioritized by the Department’s Branding Committee based on established criteria, and approved by the Leadership Team on a case-by-case basis. Considerations for the Branding Committee:

- Does it fit this year’s focus? - Is it appropriate to the location? - Will it endure time? - Does it add value? Where will funding come from? - Does it align with and enhance the current aesthetic of the building? - What is the required maintenance and upkeep? - Does it maximize exposure to the target audience? - Have all stakeholders been involved/engaged? - Does it capitalize on department/campus momentum/energy around related topics?

Branding Element Strategic Locations Possible Examples Community Lounges

Dixon Café Team Sports (BBall/ VBall courts) Group Fitness (MP rooms) Entry desks Service desks Entry walls

‘Beaver Nation’ decal on upper gym plexiglass Welcome Wall Floor decals

Fun/ Play North Hallway Gyms Childcare center Aquatic Center windows

Enlarged photos of people at play and/or laughing

Innovation/ Legacy Meeting Rooms Classrooms East Hallway Stairwells

Recognition of Alum Employees Records of past IM champs

Learning Wellness Center Classrooms Hallway near Conference Room

Touch screen with wellness facts Posters of Theories/Models on


Page 3 of 5

Staircases walls Leadership Meeting Rooms

Challenge Course Collection of photos of famous and diverse leaders Words on poles/ladders

Well Being Cardio Weight Rooms Track Kitchen

Murals on Walls Inspirational Quotes on Mirrors

14-01.08 Guidelines for Promotional Signage Design and posting of all promotional materials is requested, prioritized, scheduled, and posted through the Department’s Marketing Coordinator. This is done through the quarterly, program-planning process within the department, or by submission of a Graphic Design Request Form. Scheduling priorities are depicted in in a comprehensive, quarterly promotion plan that includes the following marketing locations in Recreational Sports facilities, as well as other locations on campus. Location Marketing Purpose Sample Content 2nd Floor Rails & Overhang RecSports / HCI Event Banners and

Sponsor Banners Now Hiring After Dark Be Well 5K

Bulletin Boards under South Stairs Program Overview List of Safety Classes Fit Pass Schedule IM Leagues

Weight Room 2 ?? Fitness Services Poster Board in West Atrium Featured Events, Programs, Services Athletic Training Services

Dam Fit IM Sign-ups Be Well 5K Officials Recruitment

Stairwell Poster Frames Featured Events, Programs, Services Locker Room Bulletin Boards Featured Events, Programs, Services Plasma Screen Featured Events, Programs, Services Upper Gym (Dixon) Poster Frame Featured Events, Programs, Services Lower Gym (Dixon) Poster Frame Featured Events, Programs, Services MP Rooms Fitness Focus and Featured Events,

Programs, Services

East & West Entry (desks?) Not a promotion spot…only facility signs

Upper Display Case Featured Events, Programs, Services Lower Display Case Featured Events, Programs, Services Bulletin Board outside of Lower Gym

General Posting for OSU Community Judo Tournament Battle of the Bands

Dixon East Bulletin Board Wellness Campaign Sit Less. Move More. 14-01.09 Guidelines for Social Marketing Signage Social marketing materials shall be initiated by the Wellness Education Coordinator in alignment with the department’s wellness campaign and/or partnership(s) with campus Be Well partners. Location Marketing Purpose Sample Content


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Bulletin Board in East Hallway Current Campaign Sit Less. Move More. Bulletin Board below North Stairs ?? 14-01.10 Guidelines for Temporary Signage Guidelines for Temporary Signage are captured in separate policy. 14-01.11 Guidelines for Way-finding Signage Way-finding signage shall be initiated through the Associate Director for Facilities. It shall be clear, succinct, functional, accessible, and consistent in appearance (color, print type, orientation) throughout the building – reflecting the aesthetic of RecSports and complementing with the established building environment. Consistency is defined by:

- Shape: Rectailinear, pointed corners - Typefaces and fonts: Leitura Sans, Grot 2, All Caps - Size and shape – consistent, based on hierarchy - Image selection - Icon collection - Alignment with institutional brand

Allowance for variability in:

- Texture - Which icons to include

Hierarchy of Signs

- Service/Program Desks o Font Size: 360 o Color: Flexible o Materials: Flexible

- Directive/ Navigation o Font Size: ?? o Color: ?? o Materials: ??

- Room/ Office Labels o Font Size: ?? o Color: ?? o Material: ??

Purpose Locations Typical Signage Entry Signage Dixon entry doors

McAlexander entry doors SLP Fence Openings Tennis Pavilion entry doors

Name of the facility you are entering

Service Desks Recreation services Entry desks S&SP service desk ALI service desk

Scope of programs and services How to engage What is offered here?

Directive/ Navigation Entry Walls Corners

Maps Arrows

Room/Office Labels Doors Room Numbers


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Department of recreational SportS

AnnuAl RepoRt

2012 - 2013

1

Table of Contents

356810121618202224

Letter from the DirectorOur FoundationHealthy LivingCommunityStudent DevelopmentLeadershipInnovation and LegacyFun and PlayOur Challenges and OpportunitiesOur AspirationsGovernance

2

Dear oSU community,

each year as i look back over the past 12 months, i am increasingly impressed by the professionalism that is exhibited by our 400+ student employees and 30 staff in the delivery of programs and services to the university community. as is the case in any organization, the human resources - the people - are our most important asset. it is no accident that user feedback related to department performance is regularly underscored with high quality service to others. This effort is the underpinning of our endeavor to support the wellbeing of our health-conscious campus community, and it is the point of our greatest pride.

This past year we have embarked on a very significant and ambitious project - completing a feasibility Study on the renovation and expansion of Dixon recreation center. The study was originated in response to increasing concerns by the campus community related to overcrowding. Substantial and sustained growth has created a demand that currently exceeds our capacity to accommodate activity and participation interests. When combined with campus projections of a 28,000 student population, the department’s ability to meet campus recreational needs will be severely compressed. The study identified ways to meet the program and facility needs on the existing site while addressing the many initiatives within our own Strategic plan: promoting wellbeing, enhancing community, fostering student development, and enriching leadership opportunities. We are very excited about the possibilities of blending these initiatives into a facility design that will heighten our pledge to a healthy campus community.The following pages tell the accounts of our journey as we

Letter from the Director

endeavor to grow and develop our service to the university community. We share stories about individual benefits of regular exercise and participation in our facilities and programs. Secondly, we illuminate our values, aspirations, opportunities, and challenges; and finally we provide highlights of how we enhance the student experience. Stories such as these reaffirm the value of our ongoing commitment to students and the meaning behind our work. i invite you to read further to learn about the Department of recreational Sports and its impact on the campus community.

on behalf of the entire Department, i thank all of our oSU partners and collaborators for the many ways they foster success in recreational Sports and more importantly, the way they contribute to our efforts in supporting students.

3

Thomas KirchDirector, recreational Sports

4

Our Foundation

Vision statementThrough staff passion, innovation, and steadfast commitment to creating dynamic learning experiences, the Department of recreational Sports has established itself as an essential campus partner in student wellness, a healthy campus, and the success of students and campus alike. oSU recreational Sports is recognized as a leader and source of best practices in the growing and evolving field of recreation.

team Valuesour culture is one of teamwork, mutual respect, accountability and pursuit of a common vision. We encourage learning, strive for excellence, work collaboratively, and seek balance between our personal and professional lives. We celebrate our differences and successes and act with integrity. We are committed to shared responsibility in providing a welcoming, safe, and fun environment that is a centerpiece of campus life where social and physical interactions can flourish.

RecReational SpoRtS MiSSion StateMentWe inspire healthy living by providing quality recreational and educational

opportunities for the OSU Community.

GuidinG PrinciPlesWe make a difference through opportunities.We are committed to supporting the oSU community by providing experiential learning, physical activity, and social connections that foster a fun and welcoming environment where individuals thrive.

We serve as educators. We create meaningful learning experiences through our collaborations, programs, services, facilities and employment, which support student success and enhance the student experience.

We believe each person has worth and dignity.We recognize, understand and encourage celebration of the human differences that surround us and ask you to participate in fostering this spirit. expression of bigotry, hatred, prejudice or disrespect is inconsistent with the ideals of preserving human dignity and contradicts the values of healthful living and fair play promoted by oregon State University and our staff.

We serve as stewards of our resources.We are committed to using our financial, human and physical resources in a responsible manner in meeting current and future needs. recognizing students as a key resource, we are committed to involving them in decision making. Decisions will be based on being responsive, sustainable and consistent with our mission, guiding principles, values and vision.

4 5

6

Healthy Living

as our campus continues to grow, our programs and services are instrumental to enhancing and supporting a healthy community. While our signature contributions to a healthy campus are physical activity and social connectivity, our organization has a diverse set of offerings that contribute to multiple aspects of wellness.

oregon State University is developing students who will provide leadership in their future communities – affecting policy and culture in the places they live. Developing a conscience and commitment for life balance, sustainability, and positive psychology has the potential to shape healthy communities beyond our campus and into the future. recreational Sports plays an integral part in the oSU educational experience, and we are well-positioned to affect the wellness beliefs and behaviors of individuals and groups in the oSU community.

We will continue to collaborate with key campus partners to ensure campus wellness needs are being met for a healthy university community.

80number of fitness

classes offered weekly

20.6%eligible oSU employees

who purchased recreational Sports

membership

60.9% registered students

who swiped in to recreation facilities in

fall 2012

57.4% oSU students

meeting the aScm recommended

standard for cardio activity

4,200average daily swipes into Dixon recreation

center through the academic year

We will deliver curriculum, events, and activities that contribute to the Healthy Campus Initiative by promoting

physical activity and community building.

““

6 7

Recreational Sports posts feature stories to the web throughout the year, keeping students informed of changes in facilities and programming. In June of 2013, we featured the acquisition of new, accessible and versatile weight equipment.

Weight room 1 in Dixon recreation center has gone largely unchanged over the last decade. However, a significant transition occurs this month, as the Department of recreational Sports plans to welcome 28 brand new pieces of weight equipment into the building. it’s all part of recreational Sports’ continued mission to create engaging environments for student growth and success.

The new equipment includes a variety of plate-loaded and freemotion equipment, as well as a 5-Stack multi-Station that will create a more open, accessible, and functional environment in which students and members can work out. “There seems to be a real trend, especially in fitness training, from a weight and strength standpoint to more functional training,” said exercise equipment maintenance coordinator, Barry evans. “(people are) wanting to use those supporting muscle groups. The equipment we’re getting is much better designed to not only do that, but also allow multiple exercises as opposed to sitting down and doing just one. With the free-motion equipment, there’s a lot more versatility.”erika Hanselman-Green, recreational Sports fitness coordinator agrees, “it will look cleaner. aesthetically, it’s very pleasing. it will also be more biomechanically correct.”

“I do my job because I LOVE it. It is one thing in my day I can always look forward to. It matters because what we do here affects others and the quality of their day and ultimately their life. Health is not just exercise – it is quality of life, and RecSports is a great tool and influence for that greater purpose.”- Samantha Houghton, political Science, Student fitness Staff

“Have fun with what you’re doing; you’ll go the extra mile unknowingly and it will benefit (your employer) and everyone around.” - Kimi Dazzo, psychology, Student equipment maintenance Staff

Community

recreational Sports facilities are a place of social gathering; and ensuring a welcoming and inclusive environment is key to attracting and engaging our diverse campus population in habits of physical activity that will follow them beyond graduation, into our larger society. The demographics of Beaver nation continue to change, as does the face of wellness. in this time of growth and change, we will continue to ask questions and listen for interests to maximize access for aging students, international students, students from varied cultures and socioeconomic status, students who are veterans, students with disabilities, distance learners, people with sedentary lifestyles, and wellness partners. expansion of our offerings will be grounded in these needs and interests.

27.1%student incidental fees

returned to students via student payroll

117hours facilities are

open for activity in an academic week

82student parents who used our little Village

on-site day-care provider

and got me used to the exercises… broke them down in a way that i could keep up with.” feeling more confident and energized to continue on, ott challenged herself by taking a weight training circuit class. “ever since then, it’s been a fixture in my schedule. it’s my time!”

ott is an accounting technician at oregon State, and while she spends a large part of her day at a desk, she still finds time to be active and to balance her personal and professional interests. “You give us this huge pallet of classes, you give us an amazing facility – it rarely closes, is never broken down – how could i not take advantage of this and how could i not give it my best and all that i’ve got?”

We will extend a welcoming environment for a diverse population by regularly assessing our constituents to ensure the primary

needs and interests of emerging populations are addressed.

““

2,817facebook fans/likes

987challenge course

participants from local schools, other universities,

businesses, and non-profits

1,881 participants in 40

different sport clubs

“This job contributes to the Recreational Sports mission by preserving dignity, as all guests are treated equally and their concerns are taken seriously.” - christine Doran, pharmacy, Student aquatics Staff

“Through a variety of facilities, programming, and encouragement, Recreational Sports offers its participants many opportunities to have an experience that is personal, and unique. We can be different things to different people; and they can experience us as individuals or as groups. People are encouraged to step out of their comfort zone (or required to). It’s the best way to grow and for me, has always ended with a positive result.” - christina Birkett, Biology, Student outreach Staff

8 9

This year, Recreational Sports started a collection of web stories that highlight individuals who influence our campus culture through personal choice and discipline. Rebecca Ott, a frequent user, was the first of our featured members.

You can’t help but smile when you are around rebecca ott, a recreational Sports member. Her energy is contagious; her commitment to bettering herself is inspiring; and her humble quest for health and wellness has brought her to become one of the most frequent users of Dixon recreation center.

“i didn’t grow up in a gym culture. i wasn’t an athlete. The last time i was in a locker room was in the fourth grade,” ott said. “Just the concept of walking in the door, swiping your card, getting your towel and locker was intimidating to me. The personal shame of being in the locker room with these 19-year-old beauties was really difficult for me, and the insecurity of not knowing how to run the equipment or who you might run into while you’re all sweaty — these were all things i had to overcome.”

Having faced her fears and braved the facilities, ott now speaks with a new perspective. “recreational Sports is a place where no one cares if you’re gross or dirty. You can be as strong or as weak as you need to be. You can have a good day or a bad day.” “mentally, it’s more about being in a supportive environment that has been so beneficial, with people who are likeminded.”

ott recounts her fitness journey as a progression of choices. at first, “i was doing stuff on my own in recreational Sports, but it wasn’t very intense.” in spring 2012, she signed up for the recreational Sports may Shape Up program – an orientation to fitness practices in a supportive group environment. “That program took away a lot of the intimidation factor, introduced me to the format of classes,

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Student Development

410 of student

employees receiving feedback on job

performance

““ ““

We will regularly identify and articulate the learning of our student employees, practicum/internships, and program participants in alignment with institutional learning goals, compare ourselves to best

practices, and industry standards to guide our department development.

The following unsolicited email was received by Tom Kirch, Director of the Department of Recreational Sports from a past student employee in March, 2013.

Dear tom Kirch, i am an alumni of oregon State University and i personally wanted to express my gratitude to those that have positively contributed to my professional career. i wanted you, as the director of recreational Sports, to know that my experience working at Dixon was without a doubt the best experience i have had and has made such a difference in my path to becoming a physical Therapist. i graduated in 2011 and am currently attending a.t. Still University for my Doctorate in physical Therapy. While i was attending oSU, i worked as a personal trainer at Dixon. When i went through the Kiep (Kinetic integrations exercise professional) program and worked as a Ki trainer i learned so much valuable information that i have been able to use in my graduate program. By participating in the Kiep program i feel that i am leaps and bounds ahead of my peers when it comes to practical examinations and therapeutic exercise. Guido (Van ryssegem) and the Kiep program have prepared me well for the vigorous graduate curriculum and i am so thankful for the opportunity to have had this experience. not only has the experience helped me academically, but working with Guido as a Ki trainer has also helped me receive internships. i applied for an eight-week internship and when i submitted my resume, the pt e-mailed me back saying that she is very excited to work with me due to my history and experience working with Guido. i wanted to share this information with you because i know first hand how valuable this program is at oSU. This program is a very unique experience that oSU and recreational Sports can offer to students. my brother (who also worked for Guido as a Kiep, and is now a practicing physical Therapist) and i are great examples of alumni who have gained so much from the Kiep program. i hope you are very proud and excited to be an integral part of an organization that can offer such an amazing program and opportunity to the students at oregon State. Thank you, Kathryn collins

We are committed to promoting student success by facilitating and fostering their curricular engagement, educational achievement, and lifelong learning. We will be strategic in defining learning outcomes and developing transferable skills for our staff and participants that are aligned with the University’s learning Goals for Graduates and employers interests. our interactions will be grounded in developmental theory, and assessed to demonstrate our impact on the oSU graduate.

“(In) the two years that I worked for Rec Sports I became more focused with my classes because it made me more responsible and I was able to manage my time better. I have developed various skills that I have been able to transfer into my classes to make me a stronger student. Those skills have made me a stronger leader, which helped with my group projects and speeches.” - megan allen, marketing, Student Sports and Special programs Staff

“I am constantly challenged by situations that arise within my workday, and have learned first-hand the importance of taking preventative measures and anticipating possible problems. My fellow co-workers have also challenged me to step up, work harder, and stay fit.” - meghann fenn, psychology and Human Development and family Studies, Student aquatics Staff

“The skills I have acquired in customer service, safety protocols, and confidentiality will help me succeed in the future.” -Gabrielle Glaspey, pre-nursing, Student recreation Services Desk Staff 1,305

credit hours earned from adventure

leadership programming

23 of interns and

practicum students hosted

5 out of 7number of oregon

State learning Goals for Graduates intentionally

developed in recreational Sports’ employees

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recognizing leadership as a combination of natural gifts and developed skills, recreational Sports creates opportunities for reflection, exploration, and experience in responsible roles. Students serve as safety instructors, sports officials, trip leaders, challenge course facilitators, and lifeguards to name a few. in addition to regular employee coaching, recreational Sports offers a voluntary cadet program within the department, exploring leadership models and case studies and helping participants to discover their own unique leadership style. our adventure leadership institute is open to all participants; it uses the outdoor learning environment to foster the development of self-identity and offers multiple opportunities to practice guiding and facilitation skills.

LeadershipWe will create programs and opportunities that encourage

self-awareness, initiative, and responsibility, positioning students to influence others toward positive change.

““

“By joining this community I feel so much more that my identity has aligned with a healthy and giving work life. Other college students who join organizations or clubs may never get the type of experience that I’ve managed to acquire through my work here at Rec Sports. I have an opportunity to define and develop my personal style and leadership in a way that can’t be taught in the classroom. A heightened sense of self is so important to be able to move forward and be a futuristic young professional. [I am] paying it forward.” - natalie West, communications, Student operations Staff

277 american Heart association classes

taught by student safety instructors with 1107

participants

56student employees

supervising their peers

34certified lifeguards

132 intramural sports officials managing

conflict

80 sport-club officers

with budget responsibility

30 certificates issued to

new ali trip leaders or facilitators

1,370times staff responded

to reported injuries(with 110 calls for advanced care)

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experiencing need to go hand-in-hand. in order to illustrate these concepts, the class took a trip out to Smith rock State park, one of oregon’s outdoor rock-climbing areas. We climbed, scrambled, hiked and rappelled our way through a three-day excursion, stopping after each activity to reflect on our experience and learn more theories and concepts. i realized how the natural setting provides a realistic classroom for students.

The ali, which started in 2008, is a leadership certification program for students who wish to explore education and mentorship in an adventure setting. in the program, i have completed a series of courses, from theory classes such as Back country leadership and Group Dynamics and facilitation, to completing my Wilderness first responder certification and various climbing instructor courses. combined with experience courses, i became qualified to lead trips for ali and the adventure club, and to assist in teaching numerous classes. Through ali, i was pushed to challenge the traditional education paradigm and redefine what higher education looks like.

prior to my work in ali, i worked for six years at camp Harlow, a camp owned by first Baptist church in eugene, oregon. i was part of the leadership staff, who oversaw the programming that kept camp running smoothly. along with programming camp-wide activities and maintaining equipment, my team members and i started a program in which we mentor senior counselors who express interest in leadership positions. i’ve been working to bring that same attitude to what i do at oSU.

Since i entered the ali program, i have received five different leadership certificates through my work as an adventure trip leader, adventure club activities coordinator, challenge course facilitator, teaching assistant, lead

instructor and climbing center manager. in my current position, climbing center manager and senior trip leader, i have been working on leaving a legacy and mentoring newer ali students. i have been able to use my major to help me reach the people in ali in new media, such as developing a social media program for the adventure club and helping the current coordinators maintain contact with its 200+ members. i have sought after every opportunity to learn how the program works from the inside out by working in all areas of ali. i desire to continue to make programs like ali possible. a master’s degree will provide a platform to achieve this goal.

in november, i attended the association of outdoor recreation and education (aore) conference in Utah. my other supervisors at ali encouraged me to go to aore and look for internships or graduate assistantships. While i was there, my eyes were opened to all the possibilities around the country that my skills had to offer me. pursuing a master’s degree in Higher education administration would give me the knowledge and tools to achieve my goal—to work with students in a recreational program to develop leadership, inter- and intrapersonal communication skills, foster personal growth, and experience learning in a new way. Through my career, i want to continue to redefine higher education using recreational Sports as a platform to help shape students’ lives, just as mine has been shaped over the last three years.

The University of texas’ Higher education administration program (Heap) seeks to prepare students to become leaders in the administration of colleges and universities, and to create leaders who can equip their students with the knowledge to work in the “ever-changing higher education environment.” i am applying to Ut because my personal

Following is the actual and complete language submitted by Emily Abrams as her Statement of Purpose in her 2013 graduate school application to the University of Texas.

Statement of purposeit is my intention to pursue a career in Higher education administration. i have several years of experience in instructing and mentoring undergraduate students at oregon State University through the adventure leadership institute (ali). Because of that experience, i have discovered my passion and understanding for a field of work i never knew was possible. educators and administrators in universities across the United States are striving to change what we consider “traditional education,” and to find new ways to provide students with learning opportunities in a variety of learning environments. my background in mentoring and instructing combined with my career goals show why i desire to work in higher education during this exciting time of innovation and change, and why the University of texas is my next step.

Growing up, i always felt comfortable with journalistic writing. as an undergraduate majoring in Digital communication arts, i focused on adapting the way we use and depend on new media as technology changes. paired with my writing minor, i focused on online journalism and social media. The skills i learned could be used in any field i pursue; however, something was missing. i had found my passion elsewhere—student leadership development through experiential education.

During my final term at Western oregon University, i took a course through ali titled “introduction to adventure programs.” The course introduced students to the world of adventure programming and the value of the experience in learning. as the instructor taught topics such as the experiential learning cycle, group development, situational leadership and other educational concepts, i was captivated by the information. We talked about how learning and

career goals align with those of the Heap. i believe in equipping students with the knowledge to adapt to different learning environments. i believe in teaching my students to know that there is more to higher education than sitting in classrooms. i believe in helping students explore the world around them and to use the “natural” classroom to foster learning. i believe students should know there is a way to combine what you love with what you learn. i have applied for the graduate assistantship in outdoor recreation as well, similar to my work in ali, which will give me an outlet to hands-on learning of my graduate studies. The assistantship will show me the administrative side of programming, as well as the trials of working in higher education.

oregon has its own set of wonders, but i am excited to learn the new challenges of outdoor programming in a different climate and region of the United States.

Thank you for reviewing my statement. i look forward to the journey that the University of texas will provide me in accomplishing my future goals in Higher education.

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Innovation & LegacyWe will be sustainable in our development of people, facilities, and practices by inviting ideas and input, and

conscientiously leveraging our human, environmental and fiscal resources. We will creatively serve the needs and interests of the present without compromising the ability of future generations to meet their own needs.

““

The Department of recreational Sports has a proud history at oregon State University. The unique and personal contributions of fervent students, staff, and faculty have built a legacy of facilities, programs, and practices from which we all benefit. We celebrate accomplishments with lasting impact; and we embolden students, partners, and contractors to look beyond the moment, encouraging creativity and calculated risk today for the benefit of future generations.

“I feel like this job gave me more faith in the collective potential for caring about our community. It made me see that a lot of people are willing to put in an extra effort for the sake of community improvement. I’ve met people who could be great leaders, but don’t know their own ability, yet. I see great potential for people coming together and leaving a legacy. Recreational Sports is a place where we encourage leadership, and we help people to realize their potential for contribution. Leaving a legacy is not the goal, but it is a very real by-product of us realizing our own potential as leaders, and exercising that belief in ourselves.” - christina Birkett, Biology, Student outreach Staff

2013 nirSa outstanding Sports facility award - Student legacy park. architectural team: Group mackenzie; consulting firm: Da

Hogan & associates, inc.; General contractor: Bernhardt Golf - Bernhardt industries, inc.

Signs have been installed noting title, artist, and creation date for the 44 art pieces

displayed throughout recreational Sports facilities. added to the art collection this year: peloton - an artwork of recycled bicycle parts, Beliz Brother, 2013, mcalexander fieldhouse.

Work made possible by oregon’s percent for art in public places administered by the

oregon arts commission.

The adventure leadership institute (ali) documented two assessment studies this year. The first study, led by David

Schary, explored the impact the challenge course experience has on students and

how challenge course programming can promote learning goals for graduates.

The second study, led by Dr. alexis lewis explored possible applications of SHarp, an acronym and decision-making tool, based on the concepts of mindfulness and self-

compassion. Both are summarized on video at: oregonstate.edu/recsports/adventure-leadership-institute

This year, the Department of recreational Sports was approved as an american Heart association

Safety training center. This approval recognizes an elevated level of

professionalism and accuracy in training, and enables train-the-trainer

courses, as well as stocking and distributing supplies. These allowances position us well to support the campus emergency/disaster plan; and increase

capacity for community outreach.

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We believe in the value and importance of play, and recognize laughter as healing and bonding. on a university campus, where stress is reportedly the number one barrier to academic success, play is a necessary and natural vehicle to obtain and retain balance, vitality, and sustainability.

Fun & Play

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We provide a variety of facilities, equipment, and programming in hopes that everyone in the campus community can find a

way to be active that also feeds their soul.

“ ““I love being out with participants and seeing how much they love the game and how they are having fun. It is an awesome experience teaching people the rules of the game so they can improve and it also enhances their experiences. It makes it memorable for them. We provide students a place to compete and stay active.” -megan allen, Sports and Special programs, marketing major

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challenGesin our continued efforts to achieve excellence, we encounter challenges along the way that may require refocusing or altering our work. it is imperative we address these conditions and mitigate how they influence our ability to be successful in all that we do. By confronting these challenges we will become a more engaged and dynamic organization. Some of our most significant challenges and unmet needs are as follows:

Sustained and Rapid Growthincrease in student population over the past five years has resulted in more than a 30% increase in usage. The new, renovated facilities – Student legacy park and mcalexander fieldhouse – have not relieved the demand on other facilities. The good news is that more individuals are participating more frequently; however, our challenge in the near future is how to manage the space demands of a growing campus population with limited resources. When applying professional guidelines for indoor recreational space the department currently falls 22% short of recommended guidelines and when considering the institutional goal of a 28,000 student population, space deficiency will reach 36%. Specifically, unmet needs include sufficient amount of cardio and weight training equipment, multipurpose rooms for group exercise and other activity, and outdoor field space due to the loss of space to new construction. We will need to become more creative, find new partners, and leverage our existing assets with others.

Needs of Changing PopulationThe demographics of the campus and community are changing considerably. We are seeing changes in the age range of users, the enrollment of international students, and increasing numbers of students from culturally diverse backgrounds and socio-economic statuses. We also experience an increased number of people with disabilities, students with children, sedentary lifestyles, chronic disease, veterans, and distance learners. finally, we know that today’s students have different expectations in the access of programs and services. our traditional ways and means of serving the campus community will need to be examined with a better understanding of these demands. We will be challenged to identify new delivery models to meet these needs.

Contributing to the Healthy Campus InitiativeWellness will remain a core foundational value for our department and the center of our mission. We are a critical member of the campus coalition that supports the Healthy campus initiative. While our organization has a diverse set of offerings, we are committed to leading the physical activities, stress management, and social aspects of wellness. We are challenged to define and diversify wellness for a broad audience and will need to continue to collaborate with and gain support from key partners to leverage resources and implement effective programs and services. Strides are being made in the coordination and organization of wellness programming and messaging across campus.

Our Challenges and Opportunities

multiple and varied stakeholders regularly work together on common messages, featured events, shared resources, and assessment efforts. However, full integration of a Healthy campus initiative demands leadership from the very highest level of campus administration. it is clearly evident that healthy behaviors and environments bring valued returns (fiscal, social, and physical); but choosing the healthy action for self or community in the moment is rarely convenient or desirable. This initiative needs a voice of authority that wields clear rewards for participation, and penalties for getting in the way.

Institutional and External ChangesThere are a variety of internal and external conditions and factors that will challenge us in the near future. The unknown impacts of recent legislation will test our ability to effectively address risk management issues, the establishment of some form of a self-insurance program, and to manage institutional legal advising. Bonding of future capital projects will be more challenging for us and, at times, impede our ability to effectively address facility and space needs. financial considerations related to fiscal management, reporting, the potential for ‘off-loading’ cost to units, and changes in policy and procedures have resulted in more institutional obstacles to overcome. finally, the establishment of an independent governance board places institutional oversight into a new position with unknown consequences. Those hurdles include an increase in the cost of doing business and expanded timelines required to accomplish our work. all these factors could inhibit or obstruct our ability to manage facilities, programs, and services in our quest to serve the oSU community.

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oPPortunitiesconsistent with the struggles of the Division of Student affairs we, too, have great opportunity to impact others in our journey towards meeting the vast needs of the oregon State University community. Some of our most significant opportunities are as follows:

Campus RelationshipsThe time of greatest challenge provides the best opportunities to influence change. During these times, we are often more open to building partnerships and collaborating when resources can be effectively leveraged. We are already seeing this in the Healthy campus initiative. We will continue to seek ways in which we can contribute to the success of students, form lasting relationships, and support the efforts of others.

Campus Impact and Relevance our focus on physical activity, stress management, and building community places the department in a position to build our influence and relevance on campus. We touch as much of the campus population as anyone else; have very positive support from students, faculty/staff, and the administration; and are recognized as important contributors to the campus experience.

Department ExpertiseThe Department professional staff is an outstanding collection of leaders in their respective fields. oSU recreational Sports is recognized as a national leader in a variety of best and even rare practices that others wish to emulate. from that base, our staff has and can increase its contribution to key elements of the campus, build partnerships, and enhance our relevance.

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in three short years we will be celebrating 100 years of recreational Sports programming and services to the oSU community. as one of the oldest programs in the country, we have a legacy of innovation, expertise, advancement, and contribution to the efforts of supporting the success of students. We aspire to broaden our scope, strengthen our impact, and enhance our contributions to student success through a comprehensive set of innovative programs, services, and experiences. to do so, we must stay attuned to our changing landscape, extend and grow our partnerships and collaborations, and effectively respond to our environment. to that end, we have crafted a vision of the future that will encompass a unique approach to the way in which campus recreation, health, and wellbeing merge to create a blended, integrated, approach to the care of the institution.

it is our aspiration to create a center of wellbeing that will incorporate the initiatives of enhancing the community, promoting Wellness, fostering Student Development, and enriching leadership Development with the development of a facility to address the space needs of the campus. partners such as counseling and psychological Services and the Healthy campus initiative will form an epicenter for experimentation and innovation in addressing wellbeing. We will become a focal point of a ‘built environment’ where the health of students and staff can be enhanced, embraced, and can flourish. This approach may change the very means in which we deliver programs and services, how we assess and evaluate our efforts, and may even result in how we deploy our human and financial resources. if we truly believe in the health and wellbeing of the campus and if in fact it takes an entire campus to accomplish this undertaking, we will be looking toward our partners and collaborators for success. The results of this dream may be something we have not yet seen or experienced - what an exciting proposition. it is our hope we will pursue this exploration and journey so we can achieve this vision by our centennial - 2016.

Our Aspirations

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Board of recreational sPortsThe Board of recreational Sports is the primary governing body for all aspects of the student fee funded Department of recreational Sports. The Board is responsible for making recommendations to the department administration in the operation of facilities and the delivery of programs and services for oregon State University. This body reviews use policy, the development and implementation of new programs and services, makes recommendations for requests of student funding, monitors the financial activity, and participates in long-range strategic planning.

The Board is comprised of seven students appointed by student government, five faculty or staff selected by the Vice provost of Student affairs (to include representatives from intercollegiate athletics, college of public Health and Human Sciences, and Student affairs along with two at-large members) and an ex-officio member from the Department of recreational Sports. The Board’s guidance and council has been critical in the development of facilities and the implementation of new programs and services.

studentsJared Haddock Human Development & family Science / educationHilary Hall cSSa Graduate Studentpriscilla macy BusinessJoyce madriz Biologyrakesh phillips musicnatalie West Speech communicationsDan cushing philosophy & political Science; aSoSU Vice presidentJoyce madriz Biologyrakesh phillips musicnatalie West Speech communicationsDan cushing philosophy & political Science; aSoSU Vice president

faculty/staffJohn cheney intercollegiate athleticsSteve lawton college of BusinessKaren Swanger college of public Health and Human SciencesShannon Quihuiz Student conduct & mediation

ex-officioThomas Kirch recreational Sports

Governance

sPort cluBs committeeThe Sport clubs committee is the primary governing body for the Sport clubs program. The committee is responsible for establishing and reviewing policies related to the operation of the program, evaluating and reviewing budget requests, allocating individual club dollars, and allocating money to clubs from the national travel fund account. The committee is also responsible for evaluating requests for new club membership, responding to inquiries and issues concerning club activities, and making recommendations regarding club and individual member status when disciplinary or conduct issues arise.

The Sport club committee consists of five sport club student members elected by the Sport club association (which consists of one representative from each club), and three faculty or staff members appointed by the Vice provost of Student affairs. one staff member from the competitive Sports and Special events area serves as an ex-officio member to the committee.

studentsSean Delohery Disc Golfisabella Hoffman exercise and Sports Science; Women’s rugbynicholle miller Sociology; rifleKody Smith chemical engineering; men’s lacrosseYumeng Zhao finance; Badminton

faculty/staffJackie carney intercollegiate athleticsopen Seat open Seat

ex-officioJoe Schaffer recreational SportsDave fehring recreational Sports

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Department of recreational Sportsoregon State University | Dixon recreation centercorvallis, or 97331 | 541-737-3748

oregonstate.edu/recsports

comments or Questions: [email protected]: Jun Yuan

This publication will be made in accessible format upon request. please call 541-737-7096.

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