The #NASPA27 Call for Programs and Reviewers opens June 1, 2026. In the meantime, explore the session types and

pre-conference offerings below to start thinking about how you want to participate.

AC27 features two types of pre-conference experiences.

Pre-Conference Workshops

Pre-Conference Workshops are proposed and led by NASPA members through the Call for Programs. These half-day and full-day sessions cover a wide range of topics and are open to all registered attendees.

Speciality Institutes

Institutes are curated, cohort-style experiences designed by NASPA in partnership with specific constituent groups. They are not open for submission through the CFP. Each institute serves a defined professional community and runs as a full-day program. Registration is required and space is limited.

The 2027 NASPA Annual Conference features multiple session formats to share your research, best practices, knowledge, and expertise. Choose one of the formats below before starting your proposal:

General Interest Sessions

General Interest Sessions, come ready to engage. These 50-minute sessions center on interactive conversation between presenters and participants, helping you build skills and competencies you can apply right away.

Scholarly Paper Sessions

Hear directly from researchers. Each 50-minute session features two authors presenting innovative findings and conceptual arguments, followed by discussant commentary and open Q&A.

Poster Sessions

Go deep on what matters to you. During dedicated time blocks, connect one-on-one with presenters to explore their research, ask questions, and discuss what their work means for your campus. Posters stay up throughout the conference so you can revisit them on your schedule.

The 2027 conference explores student affairs transformation through three interconnected focus areas: Leveraging the "Business" of Student Affairs builds the operational foundation our profession needs; The Human-Digital Continuum examines how technology and human connection work together; and Adapting with Purpose and Agency addresses leading with clarity amid external pressures. Together, they form a comprehensive approach to advancing the field.

FOCUS AREA

Leveraging the “Business” of Student Affairs

Why Now: Higher education faces enrollment shifts, budget constraints, and evolving student needs. Student Affairs must move from reactive adaptation to strategic redesign through operational excellence, intentional infrastructure, and evidence-based decision-making.

The Core Challenge: We're reimagining the foundation of our work, moving beyond inherited models toward deliberate, future-ready design that demonstrates operational excellence and mission-centered values as partners in impact.

Assess and redesign Student Affairs models for sustainable, student-centered goals.

Key Questions:

• Which current models no longer serve today's students or professionals?
• How do we redesign structures collaboratively with internal campus constituencies  and external partners?
• How must we rethink SA graduate preparation programs?

Apply change management principles to lead organizational transformation.

Key Questions:

• How do we build team capacity for the emotional and operational sides of change?
• How can leaders model steadiness during transition?
• What makes change readiness a teachable leadership skill?

Leverage data intelligence and operational insights for strategic decisions

Key Questions:

• How can collected data drive operational and staffing decisions?
• What stories does our data tell about impact, gaps, or efficiency opportunities?
• How does data strengthen credibility and resource advocacy?

FOCUS AREA

The Human–Digital Continuum: Leading with Intention in a Tech-Driven World

Why Now: As AI, automation, and analytics reshape higher education, Student Affairs must define leadership that balances empathy with equity. Technology must amplify humanity, not accelerate inequity.

The Core Challenge: We operate at the intersection of technology, data, and human connection. We must design systems that sustain belonging while asking: who might be left behind if we fail to lead with intention?

Implement digital tools that enhance human connection while centering equity

Key Questions:

• How can digital tools enhance connection without reinforcing inequity?
• How do we ensure AI aligns with institutional values and equity goals?
• How has AI freed staff for high-touch, relationship-focused work?

Design data-informed systems and partnerships that promote transparency and inclusion

Key Questions:

• How can assessment, budgeting, and resource allocation become more transparent?
• What partnerships ensure all populations benefit from digital transformation?
• How do we identify and close technology/digital literacy gaps?

Develop competencies for ethical, tech-fluent, human-centered leadership

Key Questions:

• What competencies define ethical, tech-fluent leadership?
• How can digital storytelling advocate for marginalized experiences?
• How do we stay ahead of technology trends to prepare students for future work?

Cultivate practices aligning people, purpose, and technology in hybrid environments

Key Questions:

• How do teams thrive in hybrid environments while maintaining equity?
• How can AI/analytics illuminate (not obscure) disparities?
• How can digital practices support connection instead of overload?

FOCUS AREA

Adapting with Purpose and Agency in the New Era of Student Affairs

Why Now: Amid rapidly changing policies, student needs, and institutional pressures, Student Affairs must act decisively to uphold mission-driven values while positioning our work as essential to institutional success.

The Core Challenge: We navigate complex governance, political scrutiny, and shifting needs while adapting with purpose, aligning programs with goals, staying grounded in mission, and leading with clarity and integrity.

Navigate governance and compliance while preserving mission integrity

Key Questions:

• How do we maintain program integrity amid conflicting federal, state, and institutional policies?
• What ethical frameworks guide decisions when compliance and mission collide?
• How do we advocate when policies threaten student access or belonging?

Design strategic partnerships better positioning student affairs as institutional leaders

Key Questions:

• Where are high-impact collaboration opportunities with academic affairs, institutional research, enrollment, advancement?
• How do we translate SA outcomes into language resonating with institutional priorities?
• What barriers prevent collaboration, and how do we dismantle them?

Develop responsive strategies meeting evolving needs of emergent student populations

Key Questions:

• How do institutions identify and respond to shifting demographics?
• What evidence-based approaches serve First-gen+, post-traditional, undocumented, limited income?
• How do we scale innovations without losing culturally responsive support?

Align SA strategies with institutional goals while maintaining SA expertise

Key Questions:

• How do we demonstrate SA's contribution to institutional strategic plans?
• What does it mean to align without assimilating — strategic partners without losing identity?
• How do we communicate value to boards, legislatures, donors, and campus partners?