THE RAPID RESPONSE
Every campus demonstrated agility by hosting virtual content almost immediately. Purdue, for example, rolled out 11 virtual programs in the first week alone. While virtual programs have been successful, they have not been without challenges: security breaches during live streaming fitness classes (known as "zoombombing"), music copyright issues, closed captioning, tracking and assessing digital user data, and lacking adequate space or equipment to produce high-quality content.
Doing More With Less
Reducing budgets and putting some capital projects on hold is the reality for many universities. Some recreation departments do not receive student fee funding for online and distance learners, but are making a case with administration by showing the diverse virtual offerings students can access online outside of recreation alone—including on-staff registered dieticians, financial advisors and wellness counselors. Exploring new sources of revenue like these is important to providing quality programming to meet student demand and compete with private fitness clubs.
Community is the Competitive Edge
A few participants likened the COVID-19 experience to the aftermath of Hurricane Katrina, drawing parallels to students dealing with a sense of loss and isolation, despite the abundance of technology. As a result, there has been a strong emphasis on wellness programming like yoga, meditation and stress management to help students cope and stay motivated. Maintaining a sense of community and connection to the campus culture is important for students and is bolstered when they are able to interact with a favorite instructor online. To reinforce these connections, virtual experiences should be branded for each campus community.
THE RETURN TO CAMPUS
Safety and Resiliency
The focus of summer and fall 2020 will be safely reintegrating students into campus recreation once back on campus. With social distancing requirements and hybrid learning taking place, recreation departments are tackling concerns like cleaning and disinfecting, spacing equipment, reducing class sizes, controlling access, and reconfiguring or repurposing large, informal spaces like basketball courts, climbing walls, and locker rooms that are traditionally high-contact zones. More drastic potential changes include adapting recreation spaces into overflow academic space to support other departments on campus or significantly reducing the maximum occupancy of recreation facilities. Adaptability and resiliency is key when transitioning facilities and students back to on-campus programs over the next year.
Connecting with the "Elusive 15"
Though many campuses have not yet set dates for reopening campus recreation, there is an overarching expectation that hybrid learning will become the new normal. Virtual programming will become a significant arm of campus recreation indefinitely. Leveraging virtual programming, especially as the quality continues to improve, is a strategy to capture a different demographic of student who may not have engaged with campus recreation before. Historically, this has been roughly 15 percent of the student population, referred to by one participant as the "Elusive 15." Through partnerships with programs like eSports or simply by creating more sophisticated, navigable digital platforms, there is potential to reach more students through shared virtual experiences.
THE LONG ROAD AHEAD
Think Like A Business
With anticipated drops in enrollment and dips into financial reserves imminent, campus recreation leaders are realizing the need to hone their business acumen when it comes to operational structures. Identifying new revenue generating sources, exploring third-party partnerships with fitness boutiques like F45 and Orange Theory, monetizing virtual classes through memberships with alumni and the local community, and pursuing private donors for endowments are just a few of the initiatives discussed to combat the effects of COVID-19 and stay profitable into the future.
A New Kind of "Maker Space"
Being able to dynamically transform from in-person to digital delivery of programs will be essential spatially and operationally. Similar to the concept of the maker space, we discussed the idea of a production studio prototype where students and staff could drop-in and easily produce content with the right infrastructure in place—and could even be rented out to other departments on campus or the community for revenue generation.
As we plan for the future, recreation space will need to be adaptable to change and more resilient, enabling campus recreation to endure and quickly recover from acute shocks and economic or environmental stressors.
Stay tuned for the next post of this series entitled, "Future-Proofing Campus Recreation & Wellness."