Located in Columbia, South Carolina, the National Association for Campus Activities (NACA) is a 501(c)(4) organization that advances campus activities in higher education through business and learning partnerships, creating education and business opportunities for its members. NACA was established in 1960 to help increase the buying power of campus programming dollars; today, the organization has more than 950 college and university members and more than 500 associate members (business partners) including talent agents, performers, and service providers. NACA offers a wide variety of events, educational programs and services, publications, and networking opportunities for colleges and universities across the country.

PDF

The Position

Responsibilities of the Position

Reporting to the Association’s Board of Directors, the Executive Director is employed as the association’s senior executive officer and works closely with the Board of Directors to advance the mission and define the strategic direction of the organization. The Executive Director is expected to be forward-thinking and visionary and is responsible for the direct execution of the association’s strategic plans. The Executive Director develops and implements strategic membership recruitment and retention programs that include measurable outcomes; assists in the recruitment, nurturing, and development of volunteer leadership; acts as a thought leader, representing the views of the association and profession to external groups and stakeholders; ensures that the Association’s structure and budget will allow the organization to achieve its short and long-term goals; and works with members, donors, and corporate entities in raising funds to support the Association’s initiatives. The Executive Director supervises a staff of 22 and oversees a $4.5 million annual budget.

Additional specific responsibilities include:

Advances the Strategic Priorities of the Association

Ensures that student activities has a voice and “a seat at the table” in the ongoing discussion of important issues in higher education. Represents NACA at allied professional activities and assumes leadership for increasing awareness of NACA throughout the profession; builds bonds and strategic relationships with the leaders of other closely related associations and organizations.

Identifies and provides insight into innovative and effective industry practices that could be incorporated into the Association’s strategic plans and push the field forward. Additionally, assists in collection of data through assessments and evaluations of current programs and services to share with key stakeholders to set an agenda for future directions.

Supports the Board of Directors by providing subject matter experts and/or industry recognized consultants to assist in the collection of data, review of new technologies, services and programs, and/or facilitation of group development for strategic planning and other on-going needs.

Is responsible for membership retention and growth. Evaluates results and recommends policies, procedures, and actions to achieve membership goals. Anticipates member needs and initiates programs and services to meet those needs.

Ensures that the organization continues to value a multiplicity of perspectives offered by a membership with a wide range of interests, concerns, levels of expertise, backgrounds, and experience.

Ensures that the Association is developing diverse and inclusive member expertise and leadership, and motivates and encourages volunteer participation.

Works with higher education institutions, agencies, and associations in response to political and social agendas that affect higher education.

Translates association priorities into action in a timely and effective manner.

Supports the Board of Directors and Volunteer Leadership

Provides counsel and support for the Chair of the Board of Directors in the performance of their duties including planning meeting agendas and developing background materials for meetings of the Board of Directors and all pertinent work groups.

In conjunction with the Board of Directors:

  • Works collaboratively to provide creative and visionary leadership which reflects the needs of the organization and its members.
  • Develops, supports, and broadly communicates a shared vision for the future of NACA.
  • Creates and devises short and long range goals and objectives, policies, and operating plans for the Association and the NACA Office.
  • Builds understanding around the current mission and implements initiatives adopted by the Board of Directors.
  • Aligns resources in order to carry out the strategic plan utilizing effective management practices in order to focus the direction of the Association.
  • Collaborates with strategic partners, always representing the NACA membership’s best interests to generate financial and thought leadership resources for the betterment of the profession and higher education.

Regularly communicates with volunteer leadership on Association activities, programs and services. Develops real-time dashboards and reporting mechanisms that facilitate volunteer engagement in the analysis of established performance indicators.

Provides consultation and direction to work groups assisting them in their efforts to implement and carry out their goals and activities.

Works with the Board of Directors leadership in developing training and orientation programs for the successful transition of new members to their positions and materials preparing all new volunteer leaders to the association

Directs the Administration of the NACA Office

Provides professional leadership to the organization through knowledge of issues and matters of importance to student activities professionals including topics related to higher education, society at large, governmental policies, trends in business and other related fields, and the provision of key services to institutions.

Oversees the recruitment, selection, training, evaluation, and supervision of staff including establishing organizational, departmental, and personnel reporting structures.  Aligns resources and sets the course for implementation of the strategic plan. Provides clear guidance and direction for workflow of projects and all administrative operations of the Office.

Manages the business and resources of NACA in conformity with sound financial and management principles consistent with generally accepted accounting practices, the Internal revenue Service, and applicable Federal and State laws including the effective use of current resources and the identification of new sources of revenue.

Responsible for developing the annual budget and managing investments. Responsible for overseeing operating expenses, and the financial reporting and audit process to appropriate government agencies on behalf of the Association. Ensures the Association treasurer and their finance committee is informed of all major variances and risks and provides options for remediation to the finance committee and/or board of directors.

Negotiates and executes all contracts within his/her authority and secures outside resources to provide counsel on matters of Association business.

Provides administrative oversight to the processes for:

  • Membership-including recruitment, records, services, and dues.
  • Conferences and Programs-Including site selection, planning, design, content, logistics, and execution.
  • Publications-including Campus Activities Programming® magazine, Journal of Campus Activities Practice & Scholarship and other publications.
  • Constitution and By–Laws-including researching and recommending changes to policies and procedures and overseeing elections.
  • Association Resources and Services-including NACA® 24/7, NACA® Spotlight and other services sponsored by the Association.
  • Communication and Technology-including marketing and promotion of services, programs, and membership benefits, and the use of technology to continually increase the efficiency of Association operations

Characteristics of the Successful Candidate

A bachelor’s degree and senior leadership experience in a multifaceted management setting which may include higher education, association management, the non-profit sector, or a similarly complex work environment are required. A master’s or other advanced degree and experience in fundraising are preferred. The ideal candidate will possess demonstrated ability to execute against committed deliverables; strong understanding of the dynamics of working with volunteer association leadership; the ability to synthesize issues and ideas and present them to constituent groups; an understanding of higher education trends, legislation, and legal issues; expertise in translating membership priorities into programs and services; and a working knowledge of campus activities, student affairs, and student development in higher education

Additionally, the following characteristics and attributes of an ideal candidate were consistently identified by various NACA stakeholders:

  • exceptional interpersonal and communication skills with high level of emotional intelligence;
  • strong strategic planning skills and a big picture thinker;
  • a commitment to diversity, equity, and inclusion;
  • an understanding of higher education trends, legislation, and legal issues;
  • the ability to build and maintain strong relationships with the Association’s donors and business partners;
  • expertise in translating membership priorities into programs and services;
  • demonstrate polished and persuasive public speaking skills;
  • strong leadership skills: integrity, vision, ethical leadership, management finesse;
  • the ability to balance strategic thinking with task accomplishment;
  • the ability to synthesize issues and ideas and present them to diverse constituent groups;
  • a strong commitment to open communication and transparency;
  • develop an understanding of the landscape of higher education, work with other associations, and be able to leverage Council of Higher Education Management Associations (CHEMA) partnerships;
  • a strong understanding of association management, membership, publications, communication, service delivery, how to engage volunteers, and how to develop and support elected leaders;
  • the ability to translate Association strategies into an operational plan for the staff;
  • possess flexibility and an ability to appropriately consider and manage members’ ideas and enthusiasm in a way that bests serves the interests and strategic direction of NACA;
  • NACA is a highly relational association and will be expecting an Executive Director that is also very relational in style;
  • a commitment to develop and maintain an understanding of the evolving challenges faced by the members in their positions as auxiliary services leaders on campus;
  • support the professional growth development of the NACA staff;
  • serve as a thought leader, with a willingness to provide guidance across the profession and the ability to enhance the profile and influence of the Association;
  • be politically savvy and respectful of the Association’s culture and varied stakeholder perspectives;
  • possess experience with the collection and analysis of appropriate data to assist with decision making; and
  • embrace the NACA mission and possess an understanding of the role of campus activities in higher education.

History of the Position

Toby Cummings served as Executive Director from May 2014 to December 2018. Alan Davis previously served in the role from 1996-2014.

Measures of Success for the Position

The following items will define the new Executive Director’s success over the first few years of employment:

  • successful integration into the culture of the organization;
  • quality of relationships, communication with, and support for internal stakeholders and members;
  • quality of relationships with the leadership of related organizations and the entertainment industry;
  • development and implementation of long- and short-term strategic plans to position NACA to be more responsive and proactive in a changing environment;
  • development of operational plans to ensure alignment between Board and staff on agreed-upon initiatives and outcomes and effective and efficient organizational operations;
  • enhanced support for volunteer management, recruitment, engagement, and recognition;
  • stability, morale, and exceptional performance of the professional staff;
  • responsible stewardship of the organization’s financial health and identification of prospective new revenue sources; and
  • demonstration of the ability to listen carefully to all constituencies and develop an understanding of their interests, issues, and needs.

Likely Opportunities, Priorities, and Challenges of the Position

Members describe NACA volunteer leadership as collaborative, highly engaged, forward-thinking, and results-oriented.  They are considered thoughtful listeners who clearly have the best interests of the entire membership at heart and are largely regarded as highly professional individuals with a servant leadership approach and a strong commitment to the organization. At the same time, stakeholders suggest that the organization would be well-served to streamline decision-making in order to be more nimble and able to move quickly to take advantages of opportunities.

The membership at large is described by stakeholders as a collegial and collaborative group whose members are supportive of one another and the organization.  They share a passion for and commitment to diversity and inclusiveness.  They also exhibit a high degree of eagerness to engage with one another and the activities of their organization but would welcome more direction in how to be effectively engaged and supportive (e.g., volunteer training and management), and feel somewhat under-utilized.  They are universally loyal to the organization but many cite their own financial and funding restrictions as obstacles to their engagement and would welcome lower-cost but effective ways to engage with the organization and take advantage of all that it offers.  They are encouraged by the diversity within their organization among members–seasoned professionals and emerging professionals–and are eager to embrace change.

Establishing an effective balance between the education and business roles of the association is an ongoing conversation within NACA. The nature of the NACA membership structure can lead to competing interests between the associate (business) members and school members. Associates are advancing their individual business interests and tend to encourage a greater emphasis on the entertainment aspects of the association. School members are talent buyers, but their roles on campus are focused on the training, education, and development of the student volunteers they advise. In order to justify participation in NACA programs, which is financed by their schools, they need to demonstrate the educational value to their students.

Stakeholders describe the NACA staff as dedicated, collegial, talented, and hard-working, but they are often faced with “doing more with less” and are being stretched to fulfill their multiple responsibilities. They would benefit from clear prioritization of tasks and projects, consistent long-term direction, and on-going communication to further their understanding and appreciation of their own contributions to the organization.  Staff expressed a desire for additional opportunities for professional development and additional empowerment in their own positions.

Members noted that NACA is well-situated to continue to grow and solidify its profile and influence in the industry and, as is often the case with organizations with a solid infrastructure, faces a number of issues that present both strategic and practical challenges and opportunities.  These include:

  • Student activities professionals are generally at an early stage of their career. Their positions on campus range from entry level to middle management and are operations-based, hands-on roles. As a result, NACA Board members seldom have previous experience serving on a governing board, thus creating a need for strong orientation and training programs.
  • Developing a long-term price-value strategy that consistently drives renewals and new memberships for the Association.
  • Maintaining the value and relevance of conventions, conferences, and other in-person opportunities while also increasing opportunities for participation through online/technological resources.
  • Establishing a strong, positive working relationship with the board and volunteer leaders, encouraging their engagement and contributions of expertise in the ongoing strengthening and development of the Association.
  • Increasing membership and retaining current members. Taking advantage of advances in technology and digital resources and services presents an opportunity to do so in a cost-effective manner.
  • Working with the board of directors and the Foundation board to identify and leverage significant sources of non-dues revenue.
  • Maintaining relevance in a fast-changing environment of digital learning, communications, technology, and social media, in order to enhance its position as a more visible leader, knowledge base, and knowledge source for the academic community.
  • Identifying and taking advantage of opportunities for NACA to expand its profile in higher education beyond campus activities personnel and students by more proactive outreach to other prospective campus constituencies and by exploring collaborative opportunities with sister organizations within the Council of Higher Education Management Associations (CHEMA).
  • Significantly expanding and enhancing the volunteer experience. Members cite the loyal base of passionate volunteers as one of the organization’s greatest resources but note the opportunity for a reinvigoration of that base.  They suggest that significant attention to the vigorous recruitment, retention, training, engagement, diversity, and recognition of current and prospective volunteers will be important to the organization’s growth and continued success.

Institution & Location

An Overview of the Association

Located in Columbia, South Carolina, NACA is a 501(c)(4) organization that advances campus activities in higher education through business and learning partnerships, creating education and business opportunities for its members.  NACA was established in 1960 to help increase the buying power of campus programming dollars; today, the organization has more than 950 college and university members and more than 500 associate members (business partners) including talent agents, performers, and service providers.

NACA offers a wide variety of events, educational programs and services, publications, and networking opportunities for colleges and universities across the country.  Its programs focus on programming planning, risk management, multicultural education, concert management, student and professional leadership development, student government, online programming, and professional development tools.  NACA’s operating revenue is derived primarily from conference and convention fees, membership dues, educational programs, and marketing agreements.

Association History/Timeline

  • In 1960 NACA began life as a cooperative booking project in North Carolina.
  • On February 28, 1964, a booking meeting was held at North Carolina State University with 28 colleges and universities and 11 agencies throughout the Southeast in attendance. A need was identified for both showcases and educational sessions.
  • In 1965, a two-day conference was held February 4-5 at North Carolina State. The conference fee of $6 included registration, two lunches, and coffee hours. Simon and Garfunkel showcased, but were not received with enthusiasm.
  • In 1967 the Block Booking Conference was held in Columbia, South Carolina. Students held a closed session to discuss unfair pricing and other problems, which resulted in a decision to form a national organization to share information and continue to cooperatively buy talent. The leadership reconvened, voting to formally organize as the National Entertainment Conference (NEC). The first executive director (a volunteer position), Dave Phillips, was appointed. A national office was established at the University of South Carolina-Columbia. The first NEC Newsletter was published. The organization had an annual budget of $10,000 with member dues set at $50 per year. In the fall the first Eastern Regional Conference was held in Hamburg, New York.
  • In 1976 the organization was renamed National Entertainment and Campus Activities Association (NECAA). The regions were established. The Board voted to include one member of the Associate Member Advisory Board to the Board of Directors as an ex officio, non-voting representative
  • In 1982 the organization became the National Association for Campus Activities (NACA). The Educational Foundation was established. Steve Slagle became executive director.
  • In 1991 the Association’s Affirmative Action Statement was approved. The Commission for Multicultural Education was established. The executive director and board chair represented NACA in Australia. The non-profit affiliate membership category was created.
  • In 2002 the Regional Structure Study Group examined NACA’s regional structure and its impact on the delivery of programs and services and on the overall financial stability of the Association. The group recommended that the regional structure move to a seven-region configuration, which the Board of Directors approved to go into effect May 1.
  • In 2010 NACA marked its 50th anniversary. A Foundation Development Steering Committee was formed to assist in examining issues and strategies related to the NACA® Foundation and assist with increasing its donations and stature. The NACA® Your Best Campus Tradition™ Video Competition was created to encourage student organizations to submit videos highlighting outstanding traditional programs from their campuses. NACA began the process to create a new strategic plan. A team of volunteers was charged by the Board of Directors to complete a comprehensive Self-Study.
  • In 2017 the NACA® Foundation Board of Directors was formed. The NACA® Board of Directors previously served as the governing board for the Foundation. The NACA® Foundation celebrated its 35th anniversary with a “35 for 35” giving campaign. A new strategic plan was unveiled by the board of directors on May 1, 2017. It lists advisor development and membership growth/engagement as its two primary focus areas.

Governance

NACA is governed by a 9-member Board of Directors elected nationally from NACA member institutions.

Board of Directors

  • Demetria Bell Anderson (Marquette University), Chair of the Board of Directors
  • Becky Riopel (Cascadia College), Chair-Elect of the Board of Directors, General Board member
  • Lucy Croft (University of North Florida), Immediate Past Chair of the Board of Directors
  • Edie McCracken (Fort Hays State University), General Board Member
  • Ebony Ramsey (Maryville University of St. Louis), General Board Member
  • Terrell Strayhorn (Lemoyne Owen College), Guest Advisor
  • David Meabon (University of Toledo), Guest Advisor
  • Joshua Brandfon (University of Miami), General Board Member
  • LaShaundra Randolph (Metropolitan Community Colleges of Kansas City), General Board Member
  • Saville Harris (Stephen F. Austin State University), General Board Member
  • Katie Winstead Reichner (Christopher Newport University), General Board Member

Standing committees:

  • National Convention Planning Committee
  • Institute Planning Committees (seven)
  • Regional Conference Planning Committees (seven)
  • Regional Education Session Review Committees (seven)
  • Spring Festival Planning Committee
  • Education Advisory Group
  • Associate Advisory Group
  • Scholarship Committee
  • Awards Committee
  • Research Grant Award Committee

Membership

Membership categories include schools (campus activities professionals and college students involved with campus activities); associates (individuals or companies that promote or represent lecturers, bands, or any other performing artist; self-represented artists and performers; or those who sell, market. or promote programs, services and/or products in the college market); and affiliates (nonprofit organizations whose services, products, or programs are related to campus activities or those who want to buy entertainment).

NACA members give the organization very high marks for the programs and services it provides.  In particular, they express high levels of satisfaction with the National Convention, regional conferences, and summer institutes; student development/leadership opportunities; and, in general, the services and collaborative opportunities it provides to unite the three diverse audiences toward the common goal of campus engagement.  A number of stakeholders suggested that the organization would benefit from enhanced volunteer training, management, engagement, and recognition (by providing more services, resources, and online tools for volunteers and more extensive use of technology, electronic communications, and social media); and enhancement of the Leadership Fellows and Mentors program and other development opportunities for emerging professionals.

Regional Structure

NACA® South

  • Virginia
  • North Carolina
  • South Carolina
  • Georgia
  • Florida
  • Alabama
  • Tennessee
  • Mississippi
  • US & British Virgin Islands

The next NACA® South Regional Conference will take place Sept. 26-29, 2019, in Chattanooga, TN.

NACA® Central

  • Colorado
  • Eastern New Mexico
  • Kansas
  • Oklahoma
  • Missouri
  • Texas
  • Arkansas
  • Louisiana

The next NACA® Central Regional Conference will take place Oct. 3-6, 2019, in Arlington, TX.

NACA® Mid Atlantic

  • New York
  • Pennsylvania
  • New Jersey
  • Delaware
  • Maryland
  • Metro Washington, D.C.
  • Ontario

The next NACA® Mid Atlantic Regional Conference will take place Oct. 17-20, 2019, in Buffalo, NY.

NACA® Mid America

  • Michigan
  • Indiana
  • Ohio
  • West Virginia
  • Kentucky
  • Illinois

The next NACA® Mid America Regional Conference will take place Oct. 24-27, 2019, at the Northern Kentucky Convention Center in Covington, KY.

NACA® Northeast

  • Maine
  • New Hampshire
  • Vermont
  • Massachusetts
  • Rhode Island
  • Connecticut
  • New Brunswick
  • Quebec

The next NACA® Northeast Regional Conference will take place Nov. 7-10, 2019, at the Connecticut Convention Center in Hartford, CT.

NACA® West

  • Alaska
  • Hawaii
  • Washington
  • Oregon
  • California
  • Nevada
  • Idaho
  • Arizona
  • Utah
  • Colorado and New Mexico west of the 107th longitude (roughly parallels Rocky Mountains)
  • Canadian Province of British Columbia

The next NACA® West Regional Conference will take place Nov. 14-17, 2019, in Ontario, CA.

NACA® Northern Plains

  • Montana
  • Wyoming
  • Wisconsin
  • Northern Michigan
  • Nebraska
  • Iowa
  • Minnesota
  • North Dakota
  • South Dakota
  • Alberta
  • Saskatchewan
  • Manitoba
  • Western Ontario

Northern Plains is the only NACA region to hold their annual meeting during the spring semester. The 2020 NACA® Northern Plains Regional Conference will take place April 2 – 5, 2020 in St. Paul, MN.

Volunteer Engagement

Spirit. Dedication. Commitment. Volunteering as a leader within NACA is both challenging and rewarding. Volunteers collectively spend thousands of hours making the NACA experience exceptional.

Volunteers support the Association and make NACA the recognized leader in promoting student learning through engagement in campus life via volunteer-driven programs. Approximately 400 volunteers assist NACA in administering its programs and activities at both the regional and national levels.  Opportunities to participate as a volunteer include serving on committees that coordinate programs, regional conferences, the National Convention, and institutes; assisting with special projects; working with associate members and other business components; and membership development, outreach, and mentorship.

Programs and Services

NACA’s programs, resources, and services to its members include the following:

National Convention

This high-profile, high-energy four-day event is held each February and provides networking opportunities with other professionals, students, and associate members.  It attracts more than 2,000 delegates and is the nation’s largest campus activities marketplace.  Delegates can view more than 80 live performances, ranging from music and comedy to lectures and interactive programs.  Educational programs focus on topics such as professional and student leadership development, programming, multicultural education, campus organization dynamics and advising, and identification of current trends in the field of campus activities. A significant focus of the National Convention (and of the Regional Conferences and the Mid-Atlantic Festival, described below) is to facilitate business opportunities for associate members.

Regional Conferences

NACA conducts seven regional conferences that feature talent showcases, educational programs, and a Campus Activities Marketplace, which provides unique opportunities for networking, information sharing, and educational activities.

Mid-Atlantic Festival

Similar to a regional conference, the Mid-Atlantic Festival, held each spring, offers schools in the New York, Pennsylvania, New Jersey, Delaware, Maryland, and Washington, D.C. areas the opportunity to view showcases and meet with close to 50 bands, comedians, other performers, agents, and promotional companies.

Summer Institutes

Approximately eight Summer Institutes are held each spring/summer and provide professional development seminars and student training workshops on such topics as leadership, risk management, student government, programming basics, and concert management.

Webinars

A robust series of webinars provides professional development beyond the in-person events and are a low-cost, no-travel option for sharing knowledge with colleagues who are not able to travel to attend events.

Campus Activities Programming® magazine

NACA’s premier publication is Campus Activities Programming®, a full-color publication published six times a year that features news and articles about campus activities.  With a circulation of more than 2,000, it includes articles written by both school and associate members. Readership includes staff and students from campus activities, housing, diversity programs, orientation, student entertainment, and Greek life.

Journal of Campus Activities Practice and Scholarship

The Journal of Campus Activities Practice and Scholarship (JCAPS) is a social science peer-reviewed journal.  It focuses on publishing rigorous, relevant, and respected scholarship related to postsecondary education, co-curricular campus activities, and translating such scholarship to practice.  It especially encourages submissions from practitioners throughout higher education.

Typical submissions to the journal cover topics such as:

  • Student and leadership development within campus activities
  • Programming within a diverse and multicultural campus
  • Advising students and their organizations
  • Campus programming, governance, and/or funding boards
  • Assessing the effects of student involvement in campus activities
  • Navigating political and legal issues in working with students
  • Professional development for staff and faculty who work with students

NACA® 24/7

A new digital platform that gives members the power to communicate and do business directly with booking agencies and vendors on their terms and timeline. Search for performers and programming services, negotiate contracts, and participate in Block Booking all in one place!

Block Booking

Stretch your school’s programming dollars with NACA’s cooperative buying system, Block Booking. Member schools in close geographic proximity can book an act for a consecutive series of dates, providing the act the ability to consolidate travel and other costs. Block Booking means a reduced fee for the performance for everyone in the block and reduced travel for performers.

NACA® Near Me

Near Me is a convenient, affordable way to expand your network and knowledge.  We are looking for campus connectors who are interested in engaging practitioners in networking, idea sharing, and professional development.  Up to seven applicants will be selected to receive a $750 grant to host a NACA® Near Me event on their campuses during the 2018-2019 academic year. Hosting a NACA® Near Me event is your chance to design a one-day experience for professionals from neighboring schools (within a three-hour driving radius) to help them navigate topics relevant to campus activities.

NACA® Spotlight

Stay in the loop on opportunities and new trends with our weekly newsletter.

NACA® Connect

Share your successes and challenges with professionals from around the country in an online community.

Leadership Fellows Program

This program is an opportunity for members of under-represented populations to become familiar with association programs and professional development opportunities at both the regional and national levels.  It provides opportunities for new professionals to become Fellows, as well as opportunities for seasoned professionals to become Mentors.  Leadership Fellows contribute to various association programs and services, including writing for the publication, Campus Activities ProgrammingTM, and presenting educational sessions at regional conferences and the National Convention.

NACA® LEAP

LEAP (Leadership and Effectiveness in Association Practices) is a program designed to prepare leaders for major national volunteer roles. LEAP, a year-long program helps participants gain an understanding of association governance and how NACA operates within the higher education association environment.

Each LEAP cohort will have a maximum of 12 participants and will be offered every other year. Participants will benefit from an expanded network of colleagues and gain insight into advanced leadership practices. Cohort members will also be paired with a past NACA Board Chair and have interaction with the current Board of Directors, Foundation Board of Trustees, and National Office staff.

The year-long program consists of an in-person component for two days prior to the National Convention in Year 1, monthly one-hour webinars and a one-half-day program prior to the National Convention in Year 2.

Topics will include:

  • Nonprofit and Association Management
  • Association Governance
  • Association Finance
  • Strategic Decision Making
  • Partnerships and Collaborations
  • Strategic Planning
  • Trends in Higher Education
  • Foundation Board and Fundraising
  • Characteristics of Board Members
  • The Role of the Board/National Office

The Placement Exchange (TPE)

This is the largest international student affairs job placement service for candidates looking for new positions and organizations seeking new staff.  NACA co-sponsors the four-day event prior to the annual conference of the National Association of Student Personnel Administrators each March.  TPE offers the latest technology to assist with online searches and on-site services such as mentoring, orientation sessions, and evaluations.

ENCORE

The Exclusive NACA® Collaborative Online Resource Engine (ENCORE) provides opportunities for you to showcase your programs and activities and view great work from other NACA® members. ENCORE gives extended life to your programs and research in the campus activities field. Submit the resources associated with your events, programs, meetings and more, and they get repeat play—making your knowledge and experience available to others. In addition to submitting your own resources, ENCORE allows you to search its vast library by keyword, student competency, author, institution, or resource type.

NACA® NEXT

NEXT is a new tool designed to help students as they prepare for their next step after graduation–their careers. It has been developed in response to a survey published annually by the National Association for Colleges and Employers (NACE) in which employers identify the skills they are seeking from recent college graduates.

This tool allows students to evaluate themselves on the skills employers seek, and it provides them with suggestions for mastering these skills through their involvement in campus activities.  As an added option, this tool also allows them to have campus activities professionals evaluate them on these same skills so that they can compare their self-evaluation with your evaluation of the students. In addition, they can also compare their scores with those of their peers from around the country.

The NACA Education Foundation

NACA also provides support to the NACA Education Foundation, a 501(c)(3) organization that was established in 1982 to develop and provide educational programs and services for college and university students, professional staff and others who work in the field of student activities.  The Foundation offers a variety of scholarships to assist undergraduate students, graduate students, professional staff and associate members in pursuing educational interests and career development.  Its funding is obtained primarily from contributions and sponsorships from individuals, organizations, corporations and higher education entities.

Annual Giving Levels

Individual Gifts

Contributors: $5 – $99
Promisors: $100 – $249
Partners: $250 – $499
Promoter: $500+

Corporate Gifts

School/Company Contributors: $100 – $499
School/Company Promisors: $500 – $999
School/Company Pacesetters: $1,000+

Lifetime Giving Levels

Individual Gifts

Honorary Trustee: $1,000 – $1,499
Sustainer: $1,500 – $1,999
Patron: $2,000 – $2,499
Chair’s Club: $2,500 – $3,499
Trustee’s Circle: $3,500 – $4,999
Foundation Legacy: $5,000+

Corporate Gifts

Corporate Trustees: $1,000 – $2,499
Corporate Fellows: $2,500 – $4,999
Corporate Advocates: $5,000 – $9,999
Corporate Visionaries: $10,000+

Foundation Board of Trustees:

  • Steve Westbrook (Stephen F. Austin State University), Chair of the Foundation Board of Trustees
  • Erin Morrell (Albertus Magnus College), Chair-Elect
  • Regina Young Hyatt Mississippi State University), Immediate Past Chair
  • Michelle Delaney (Eastern Connecticut State University), Member
  • Cecilia Brinker (Eastern Illinois University), Member
  • Joseph Lizza (Rowan University), Member
  • Gayle Spencer (University of Illinois at Urbana-Champaign), Member
  • William Smedick (The Johns Hopkins University), Member
  • Jon Dooley (Elon University), Member
  • Adam Frank (Westchester Community College), Member
  • Ebony Ramsey (Maryville University of Saint Louis), NACA Board of Directors Liaison
  • Brenda Baker (NACA Office), NACA Liaison
  • Cherie Prince Johnson (NACA Office), NACA Staff

Staffing 

Under the direction of the Executive Director, the 22-member professional staff based at the NACA Office in Columbia administers the activities of the organization and supports the work of more than 400 volunteers.

Brenda Baker, Director of Finance and Operations
Cherie Prince Johnson, Executive Assistant
Bill Ackmann, Finance and Administration Manager
Angela Andrews, Finance and Accounting Coordinator
Cindy Sands, Accounts Payable Coordinator
Hannah Maria Hayes, Director of Marketing and Communications
Natalie Anderson, Online Marketing Intern
Glenn Farr, Content Editor & Editor, Campus Activities Programming®
Jason Jeffers, Graphic Designer
Bill Spilman, Advertising Sales Representative
Wes Wikel, Online Marketing Manager
Kayla Brennan, Education and Research Coordinator
Telesia Davis, Education and Research Consultant
Krystal Vielman, Education and Research Graduate Assistant
Maureen Taylor, Director of Member Development and Services
Dionne Ellison, School Services Manager
Ebonie Garnett, Associate Services Coordinator
Laura Jeffcoat Sosa, Coordinator of Volunteer Leadership Services
Karen Johnston, School Services Coordinator
Victoria Moulterie, Associate Services Manager
Anastasia Woods, Member Services Assistant
Toire Vince, Meeting and Events Manager

About Columbia, SC

With a metro area population of nearly one million, Columbia is a lively college town–home of the University of South Carolina and its title-winning Gamecocks sports teams. Columbia is the state capital and offers residents welcoming neighborhoods, a strong sense of history, and a progressive place to put down roots. With plentiful recreational offerings, attractions, and a terrific dining scene, it is no wonder the city continues to see new development in its three primary downtown districts. Columbia is a place where manners are a way of life and people go out of their way to be friendly.

Educational opportunities, cultural attractions, and great neighborhoods are abundant in Columbia. Columbia’s neighborhoods include single-family homes in historic settings, apartment complexes in urban areas, and planned communities. Attractions in Columbia include historic sites, museums, live performances, and festivals and events. Golf courses, parks, a zoo, and college sporting events make up Columbia’s outdoor recreation opportunities. Healthcare, education, and financial industries pave the way for a broad employment spectrum.

Median Age 28
Median Household Income $41,260
Median Home Price $162,200

Mission, Values and Goals

The National Association for Campus Activities (NACA) is the recognized leader in higher education providing knowledge, ideas and resources for campus life. We provide our members with programs and events focusing on student and professional leadership development, program planning, concert management, diversity, and more. Our school and associate members also have access to one of the largest campus activities networking and talent-buying resources in the country. With the assistance of Riddle & Bloom, our exclusive marketing partner, NACA is able to provide members with additional resources, including internship, educational, and networking opportunities.

NACA® Vision

The National Association for Campus Activities will be the recognized leader in higher education for providing the knowledge, ideas, and resources to promote student learning through engagement in campus life.

NACA® Core Values

These core values are the fundamental beliefs that guide our behaviors and decision-making process. As a recognized leader in higher education, we believe our professional values are vital to the advancement of the Association and the campus activities profession.

  • Stewardship
    Make fair and strategic decisions about the use of Association resources with a focus not just on the particular program, but for the long-term health of the Association.
  • Innovation
    Imagine and create new opportunities, improve experiences, and anticipate the needs of our members.
  • Communication
    Enhance relationships through the effective, efficient, and timely exchange of information and ideas.
  • Respect
    Commit to see and celebrate the unique value in ourselves, others, and the Association.
  • Learning
    Provide opportunities for the acquisition of knowledge, skills, and competencies.
  • Inclusivity
    Create with intention, environments where all people can thrive and be successful.

NACA® Goals

  • Ensure Campus Engagement is Essential for Student Success
  • Serve as a Recognized Knowledge Source for Campus Engagement
  • Establish Vibrant Business Opportunities
  • Develop Diverse Membership
  • Foster Meaningful Volunteer Experiences
  • Promote Excellence in Association Management

Strategic Plan

The Board of Directors approved the following two goals to guide the Association during the next three years as it moves toward achieving its vision:

Goal: Advisor Development

Establish NACA as the premier professional association for those who directly advise students engaged in campus activities.

Those with direct advising responsibilities were identified as the target population for this plan. Equipping advisors with relevant tools, resources, and networks will allow advisors to have a greater impact on student learning, NACA engagement, and campus programming–both now and throughout their future work in student affairs.

Goal: Membership Growth and Engagement

Stimulate membership growth and engagement by acting with intention, nimbleness, and responsiveness in all endeavors.

The second focus, on membership engagement, will frame how the Association conducts its interactions and ensures its offerings provide value to members. The objectives in this theme will solidify the NACA role as a leader in linking learning through campus activities with the entertainment industry.

For a more detailed look at the strategic plan, visit the website at https://www.naca.org/ABOUT/Pages/StrategicPlan.aspx

Benefits Overview

NACA offers a comprehensive benefits package designed to meet the needs of its staff members including:

  • Medical Insurance
  • Dental Insurance
  • Life Insurance
  • Long-Term Disability Insurance
  • Retirement Plan
  • Sick Leave
  • Vacation and Holidays

Application & Nomination

Review of applications will begin immediately, and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Laura Puckett-Boler at lpb@spelmanjohnson.com or Mark Hall at mah@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the National Association for Campus Activities website at www.naca.org

NACA is an equal opportunity employer. NACA and the NACA Educational Foundation believe in diversity and in the principles of equal opportunity as demonstrated through their respective programs, services and volunteer involvement. The organizations do not discriminate on the basis of race, color, religion, sex, sexual orientation, gender, gender identity, pregnancy, national origin, age, genetics, military/veteran status or disability for qualified individuals in any of its policies, procedures or practices.  This applies to all employment practices, including recruitment, hiring, compensation, benefits, transfers, promotions, demotions, training, disciplinary action and termination.

Apply