STAMP Annual Report FY20-21

2

Adele H. Stamp Student Union — Center for Campus Life

Overall Accomplishments SUPPORT OF CAMPUS COVID-19 OPERATIONS

PANDEMIC OPERATIONS AND FACILITIES CHANGES

STAMP served as a critical campus resource

Many changes needed to be made to our

during the COVID-19 pandemic. Starting

physical operations to adapt to the quickly

in mid-October and continuing through the

changing circumstances necessitated by the

end of the fiscal year and beyond, STAMP

pandemic. Our housekeeping, maintenance,

opened our doors to serve as the campus-wide

and operations staff worked tirelessly to main-

COVID-19 testing location. Doing so pro-

tain clean, safe, and distanced facilities. They

vided ease of access for campus community

removed and rearranged furniture to allow for

Goals. . . . . . . . . . . . . . . . . . . . . . . . . . 5

members and a safe space allowing for a high

distance, hung signage, placed decals, and in-

volume of testing: from a maximum of over

stalled sneeze guards to ensure safe movement

Administrative.. . . . . . . . . . . . . . . . 6

3,000 tests conducted on one day to a cumu-

and in-person interactions, and frequently

lative testing total of just under 200,000 tests

cleaned high-touch areas to limit the spread of

since June of 2020.

pathogens. Now, as campus works to resume

Contents Overall Accomplishments. . . . . 3 Challenges. . . . . . . . . . . . . . . . . . . . 5

Strategic Communications & Partnerships. . . . . . . . . . . . . . . 6

In addition to testing, many STAMP staff went

Leadership, Engagement,

above and beyond their regular job duties

Advocacy, & Diversity.. . . . . . . . 7

to support other pandemic-related campus

Operations And Facilities. . . . . 9

case managers for quarantine and isolation

Organizational Chart. . . . . . . 10

operations. Twelve staff members served as

fully in-person operations, they are returning the building to its former state, removing signage and providing spaces for higher numbers of students and campus community members to be in company with one another.

housing, providing needed support, resources,

STAMP’s human operations needed to adapt

and connection to students struggling with

as well. Staff quickly mastered the art of Zoom

a COVID-19 diagnosis. Other staff also vol-

and remote work, learning new tools and ways

unteered for the parents’ line and at campus

of being in community with one another.

testing. Both STAMP Human Resources

STAMP’s Information Technology unit began

and Assessment & Research also dedicated

offering monthly Tech Thursdays where they

extensive time to support the 4Maryland

reviewed different tools and tips available to

Testing Ambassador program, conducting

STAMP staff to support remote work. Further,

interviews, onboarding, processing paperwork,

units which found themselves with reduced

and assisting with the supervision for the staff

work loads volunteered to help their colleagues

of over 80 students who ensured a smooth

who were overwhelmed, supported by a talent

process and welcoming atmosphere for those

sharing process developed by STAMP Human

getting tested. These contributions, along with

Resources to connect needed support areas

many others, allowed for the institution to

with skills those underutilized staff members

maintain open and safe operations throughout

were seeking to develop. New ways of com-

the school year.

municating were also needed: STAMP has

3

From late Summer 2020 through early Summer 2021, STAMP served as the main on-campus COVID testing location, welcoming scores of 4Maryland Ambassadors, and even more visitors coming to STAMP to receive COVID tests.

This past year, programmers offered students virtual, in-person, and hybrid events. SEE’s popular Build-A-Bae activity was enjoyed by some students in STAMP, while others chose to have activity kits STAMP Annual Report • 2020-2021

mailed directly to their homes so that they couldstamp.umd.edu/annualreport take part in a way that felt safe for them.

begun hosting monthly Town Halls to share

as the President’s Welcome, Homecoming,

information and answer staff questions, and

and the First Look Fair moved online. As the

the Leadership Team has also reworked their

university was still adjusting to the hybrid en-

meeting structure to allow for more collabora-

vironment, STAMP served as campus leaders

tion on timely topics. Many of these changes,

and provided high visibility examples for how

while prompted by the pandemic, proved to be

others could provide engaging opportunities

useful and will remain well beyond the end of

for students.

the pandemic.

becoming a popular program.

The Student Organization Resource Center developed and implemented a process to review student organization activities to best ensure safety and adherence to COVID-19 protocols in addition to better supporting student leadership during hybrid operations.

Other STAMP units went to great lengths to

This process was supported through TerpLink,

STAMP and Dining Services also recognized

provide safe, in-person options for students to

a resource for all members of the university

the challenges of the Food Court not being

engage on campus. For example, the Centers

community to list events and ensure students

easily accessible to support opportunities

for Campus Partnerships worked to ensure

are aware of the vibrant campus life offered.

for students to be in community with one

over 200 hours of safe dance room reservation

This past year saw increases in the number of

another over food. Together, the departments

space was provided to student groups in the

events listed on TerpLink hosted by university

partnered to ensure there were dining options

spring semester, TerpZone piloted having

departments such as the Counseling Center

available in the building and that safe, dis-

billiards outside the North Entrance to provide

and academic affairs units, affording students

tanced, curbside pickup with ample outdoor

safe recreation, Studio A classes and work-

more awareness of the variety of events

seating was provided.

shops were offered in a physically distanced

available. •

manner, and DIY kits were offered as well, HYBRID STUDENT ENGAGEMENT Although STAMP staff were able to quickly provide online engagement opportunities in the spring, the summer months allowed for staff to connect with each other and share best practices to develop more intentional online experiences for the fall semester. Converting 4

face-to-face programs to a virtual environment to allow for growth and leadership development opportunities without diminishing the quality of the experiences was no small undertaking. Staff explored new resources and altered program curriculum and goals to meet the realities of the year, thinking creatively to develop new and more enriching experiences that leveraged the full scope of technology available. Some Leadership and Community Service-Learning programs conducted focus groups, planning meetings, and deliberate assessment over the summer to determine how to adapt their programs given the COVID-19 pandemic, resulting in transitioning to a flipped classroom approach which utilized more asynchronous, online learning opportunities supplemented by synchronous debrief and reflection experiences. Having been such a success this year, many of these changes will remain and allow various programs to operate more effectively and efficiently as in-person

Facilities coordinated with food vendors and moved swiftly to ensure that STAMP’s

options resume.

physical space encouraged the maintenance of the 4Maryland guidelines, and protected

This fall also saw some of the first large cam-

upcoming academic year, staff members are working to replace furniture and re-estab-

pus events and annual traditions as well known

lish lounge spaces appropriately.

the safety and comfort of all visitors. Now, with COVID restrictions relaxing for the

Adele H. Stamp Student Union — Center for Campus Life

Challenges FINANCIAL

STUDENT ENGAGEMENT

STAFFING

As a primarily self-supported department, the

Although STAMP provided many oppor-

Due to the pandemic and associated hiring

pandemic-related influences on the financial

tunities for student engagement throughout

freeze, STAMP operations had to adjust to

well-being of STAMP have been particularly

the year through in-person, remote, and

staffing challenges both internal and external

acute. Numerous vendors in the building

hybrid delivery modes, staff faced challenges

to the department. Many units operated with

were given rental waivers resulting in reduced

in creating these opportunities. For example,

reduced professional staffing as well as fewer

revenue for STAMP. Despite this, multiple

last minute changes in the status of campus

graduate assistants. STAMP Human Resourc-

vendors decided to permanently cease opera-

resulted in interrupting large event plans, the

es process for redeploying underutilized staff

tions while others remained closed for the year,

need to plan events with quickly changing

members helped to address this issue. Some

further contributing to the revenue reduction.

business hours, and restrictions for in-person

units also struggled with the recruitment and

The restrictions on in-person gatherings and

gatherings limited the programs and activities

retention of student employees, as many

campus remote operations also affected the

available to students. Student engagement

students were not on campus or were not

number of conferences and events that could

spaces, such as the TerpZone and Studio A,

comfortable working in a face-to-face capacity.

be hosted, particularly in the fall semester.

were closed in response to the pandemic, fur-

Staffing shortages external to STAMP, such

Other STAMP units, such as the TerpZone,

ther limiting offerings. Off-campus community

as those affecting vendor payment processing

Memorial Chapel, Studio A, and the Hoff

service opportunities had the added challenge

and utility billing, also presented an increased

Theater, also saw a reduction in revenue.

of managing community partner agency

workload to which staff needed to adjust. •

restrictions as well.

Goals FOSTER A SENSE OF COMMUNITY

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leadership to make data driven decisions

As campus resumes in-person operations,

DEPARTMENTAL REVIEW AND REFLECTION

STAMP staff will re-imagine how to engage

STAMP will embark on a strategic, depart-

renovations, critical in this time of decreased

students in a post-pandemic university.

mental review Fall 2021, which will allow for

levels of reserve funds. Numerous information

Increased in-person events, programs, and

STAMP staff members to reflect on depart-

technology improvements and streamlining

courses will be offered to reintroduce students

mental strengths and opportunities, identify

many human resources and business processes

to campus life and rebuild the sense of

new strategic goals, and allow for external

will also be made.

community with a focus on the first year and

feedback on our operations. This process will

sophomore experiences.

provide in-depth knowledge of our depart-

GENERATE REVENUE

mental purpose and strengths as the Division

As in-person operations resume, STAMP will

IMPROVE THE CLIMATE

of Student Affairs moves forward with a new

strategically engage with existing clients to

In the coming year, STAMP will continue our

vision, mission, and values as well as Strategic

reconnect in order to increase reservations

commitment to improving climate and equity

Plan this spring.

and revenue and reaffirm our commitment to

for staff and students through the imple-

related to deferred maintenance and future

traditional event services for the community at

mentation of practices that emerge from the

BOLSTER INFRASTRUCTURE

large and our rich offerings of new, sustain-

STAMP Climate Working Group, investigate

As part of the Division of Student Affairs

able, and inclusive event resources. Numerous

and address the student organization funding

Facilities Strategic Plan and facility assessment

renovation projects, such as the west entrance

process, and better serve our Muslim students

project, STAMP staff will collaborate with

and construction of new dining options in

through the addition of ablution stations and a

divisional colleagues and lead an in-depth

the STAMP, will also be completed and will

fully renovated meditation space.

evaluation of our physical facilities. The

draw visitors to the building, further increasing

results of the assessment will allow STAMP

revenue. •

STAMP Annual Report • 2020-2021

stamp.umd.edu/annualreport

Administrative The University Senate approved the Free Expression and Space Use policies this fiscal year. STAMP leadership brought together colleagues from across campus including the General Counsel, police, and critical collaborators in student affairs, academic affairs, and administrative affairs to review campus needs and develop the policy, which was then used to guide student events in support of Black Lives Matter and in response to the killing of Asian individuals in Atlanta.

The STAMP Business Office responded to

new and changing budget requirements and

provides department access view of all their

projections repeatedly at the start of FY21 and

submissions, their requisition progress updates

throughout the year, including in prepara-

and departmental reports, allowing for greater

tion for the FY22 budget. Their efforts have

transparency and understanding of these

helped ensure the fiscal viability of STAMP

required processes.

programs, staffing, and structures moving forward after the COVID-19 pandemic.

While managing the changing fiscal realities of the department, the Business Office also continued to improve internal customer service and streamlining of administrative processes through the transition to a new platform for their Financial Request Forms.

This new platform is more user friendly and

Community building for professional and student staff members was re-imagined in the virtual environment. STAMP’s Community Building Committee piloted new programs to allow for staff to continue to gather, decompress, and be in each other’s company, such as a virtual game night and a follow along cooking demo. •

Strategic Communications & Partnerships

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STAMP Marketing and Communications produced content-rich videos to engage new, incoming students

Division of Student Affairs in the virtual and

compared to 56% of men). This information

hybrid environments.

allows STAMP staff to consider our program

and help them feel a sense of belonging during

STAMP staff member who submitted an

a largely virtual fall semester (and into spring).

Numerous videos, such as the “Mondays with Marsha” series, were produced which helped to tell the STAMP story, highlighting the work of STAMP staff who quickly shifted events and activities online as well as position STAMP as a central place for students to find community (#STAMPisHERE). In addition to the new video efforts, STAMP marketing collaborated with STAMP Information Technology (IT) to update numerous websites, including Terps After Dark, University Awards, and Welcome

In partnership with STAMP IT and every attendance roster, STAMP’s Assessment & Research unit made strides in understanding

offerings and the ways in which we can both celebrate the demographic diversity of our students as well as identify ways in which we can improve outreach.

the demographics of students who are coming

A new Interfaith Antiracist Learning Com-

to STAMP events. For example, during Fall

munity, spearheaded by United Campus

2020, STAMP interacted with 6,546 unique

Ministry, was offered this year with attendance

students! Through examining campus demo-

from students and chaplaincy staff members

graphic data on these attendees, we’ve been

across many faiths. Sessions were based on the

able to identify that our female students in the

Anti-Racist toolkit developed by the Office of

fall were more racially diverse than our male

Diversity & Inclusion with the primary goal to

students (62% of female undergraduates are

develop the knowledge and relationships nec-

students of color or international students

essary to move forward anti-racist practices.

page for new students, sites critical to students’

The Memorial Chapel was the site of the first

and parents’ awareness of STAMP

annual Memorial Celebration remembering

and the

the lives of University of Maryland students, faculty, faculty emeriti, and staff lost since January 2020. A web page was created to showcase these names and will be a permanent feature of the Chapel website. •

New video projects like the Mondays with Marsha series, released on Instagram TV and YouTube, gave students the opportunity to see how they could get involved with STAMP— whether in-person or from home—and elevated our Director’s visibility during a time when so many of our audience members were removed from campus and STAMP.

Adele H. Stamp Student Union — Center for Campus Life

Leadership, Engagement, Advocacy, & Diversity (LEAD) The LEAD area provides diverse programming and leadership opportunities for graduate and undergraduate students, both across the general student body and focused on specific populations.

These units worked towards developing a shared purpose, creatively marketed their programs to reach students virtually, and used data to inform their practice. As an area, they committed to deepening their own personal learning as well as shared collective responsibility to address systemic oppression and its impact on students’ sense of community and

members from Governor Hogan’s Initiative for

Undergraduate and Graduate Legal Aid Of-

Indian Affairs. The Land Acknowledgment is

fices support students who may need assistance

now being developed in consultation with local

with immigration law. A partnership between

tribe elders to show respect, raise awareness,

the Carey Law School and the University of

and serve as a first step towards more fully

Maryland offering services to students and

realizing and honoring Indigenous histories on

families of students was established this spring.

this land.

A program focusing on the Deferred Action For Childhood Arrivals and a general immi-

ACTIVITIES

gration law workshop was offered through a

STAMP Activities initiated many efforts this

partnership with the legal aid offices, the law

past year to focus and improve in areas around

school, and STAMP’s Immigrant and Undoc-

inclusion, equity, and representation. For ex-

umented Student Life Program.

ample, through an ongoing collaboration, the

belonging through policy and program review, program and curriculum design, and centering marginalized voices in their work.

MULTICULTURAL INVOLVEMENT & COMMUNITY ADVOCACY (MICA) With the multitude of traumatic and racially charged events this year, the Multicultural

7

Involvement and Community Advocacy (MICA) unit in STAMP was busy working to expand their reach, provide much needed support to students, continue cultural heritage celebrations, and raise awareness about critical, timely issues, such as the rise of anti-Asian violence over the past year. To accomplish all of these things, MICA leveraged the power of collaboration and partnerships: one Big 10 collaboration led to a shared evening event with Cornel West and community activists and another partnership led to the forming of the Big 10 Native Alliance. Many other collaborations were deepened this year providing students with creative outlets for wellbeing such as art therapy, opportunities to advocate for change on campus, and developing a better understanding of their peers’ experiences.

MICA worked with the Vice President for Student Affairs, Dr. Patty Perillo, to reinstate the Land Acknowledgment Committee for UMD, with stakeholders, including staff, faculty,

In collaboration with the Counseling Center, MICA offered a community processing

students, local Native American tribe elders,

space and provided support for student organizers of the Anti-Asian Hate Crime Vigil

recent Native/Indigenous UMD Alum, and

in response to the killing of six Asian American women in Atlanta.

STAMP Annual Report • 2020-2021

stamp.umd.edu/annualreport

Other initiatives, such as those provided

still achieved their mission and supported

connected, feel supported through community

through Student Entertainment Events (SEE),

the learning outcomes they have developed,

and relationship building, and support the

focus on issues of representation. SEE released

LCSL launched new, creative programs to

mental health needs of this student popula-

a Black Lives Matter support statement,

continue to provide students with rich learning

tion. Veteran Student Life (VSL) established

including resources, that is now included in

experiences around a variety of social issues,

their office as an approved Veterans Affairs

all newsletters. SEE has also worked to diver-

such as the new Pop-Up Dialogue Series,

(VA) work-study worksite and hired five VA

sify their leadership and talent, conducting

which has now become a regular Terps for

work-study student veterans who served

targeted outreach to campus groups to recruit

Change program offering which will engage

as peer support for other student veterans

a more diverse executive board. When brain-

student organizations in one-time facilitat-

navigating the many struggles of the year.

storming talent, SEE is focusing on the in-

ed experiences. Additionally, Leadership

Additionally, Immigrant and Undocument-

clusion of talent from Black, Indigenous, and

Studies developed and taught two new courses

ed Student Life supported the creation of

People of Color (BIPOC) in their proposals.

focused on facilitating leadership learning and

Migrating Shells, the first student organi-

strengths and values for effective leadership.

zation focused on immigration advocacy

Leadership Studies also expanded their Global

and centered on the undocumented student

Classrooms course partnership with the Office

experience. Those working with transfer stu-

of International Affairs and established a

dents worked with the Office of Orientation

new course partnership with the Terp Young

to redesign the transfer student experience,

Scholars program, both of which increase

allowing for more time for incoming students

access to global leadership education.

to learn from current transfer students. The

Similarly, the Student Organization Resource Center (SORC) piloted a program for student employees to participate in dialogue around privilege, anti-racism, advocacy, and allyship.

The financial services staff of SORC are collaborating with the Multicultural Involvement and Community Advocacy unit to investigate

ENGAGEMENT

for student organizations.

transition support initiatives for students who

STAMP Engagement spent the year working

identify as first-generation. •

LEADERSHIP & COMMUNITY SERVICE-LEARNING (LCSL) The transition to a hybrid environment 8

staff also designed community-building and

and ensure a more inclusive funding process

prompted LCSL to rethink many of their programs, as the ability to travel nationally and internationally as well as provide tutoring support in elementary schools were no longer available. Stemming from this need to think creatively about ways of being that

on initiatives that would ensure students had opportunities to continue to remain connected to each other despite the hybrid environment.

For example, Graduate Student Life piloted the Grad Buddy Program and paired 50 students from different schools and programs. Its goal was to help students get more

LCSL successfully re-imagined existing programs for a more virtual environment and created some unique offerings, like the Terps for Change Pop-Ups and Alternative Breaks Dialogue Program.

Adele H. Stamp Student Union — Center for Campus Life

Operations And Facilities trouble-shooting services, the Information

FACILITIES

Through the end of fall semester 2020, Event

EVENT AND GUEST SERVICES

Technology team was able to perform updates

Despite all the changes happening around

& Guest Services was able to host a limited

and improvements such as installing new soft-

campus, more changes were taking shape in

number of in-person events. From July 2020

ware on STAMP computers, updates to digital

STAMP. The Information Technology suite

until the end of January 2021, STAMP only

was renovated, allowing for all of the staff

had 33 individual event bookings. Despite this,

members in this unit to occupy the same space

the number of events during spring semester

rather than two disparate offices providing

2021 and those scheduled through the end of

for further collaboration and communication.

June 2021 has increased, including a definite

Similarly, the Event & Guest Services suite was

increase in outdoor events during the spring

renovated, also enabling co-location of de-

semester. STAMP anticipates finishing the

partment staff and providing congruent space

fiscal year with a total of 312 individual event

for the large number of student employees

bookings, not including the COVID-19 testing

supporting our guests. The newly renovated

reservations.

suite offers an appealing space for potential clients to meet with event coordinators. This

Throughout the academic year, Event & Guest

renovation also provided Dining Services

Services maintained close communications with all clients to ensure they were aware of current guidelines for hosting safe and successful events. This included working in collaboration with the Student Organization Resource Center (SORC) to ensure all student organization events were following expected guidelines as well.

INFORMATION TECHNOLOGY STAMP’s Information Technology unit had a busy year supporting remote and hybrid

Catering with a conveniently located and signage, upgrades to the server operating system, and conducting a review of inventory items. The team also made strides to improve inventory tracking to allow for better management of technology during office moves and building renovations. Due to campus contracting with a new financial institution, the team implemented changes to the credit card payment system used by the TerpZone, Event & Guest Services, and the Memorial Chapel.

updated, renovated office.

The University Book Center also completed a one million dollar renovation integrating the former bank space and storefront windows to include a larger physical space, affording visitors to STAMP a more visual and welcoming entrance to their storefront by increasing the number of windows and expanding their sales area to include a reading space and dressing rooms. They also updated their business model

events and meetings held throughout STAMP.

to facilitate online purchases and the ability

Although coaching STAMP staff through

for students to charge expenses to their student

this new way of working and providing

account.•

Event & Guest Services set-up team members (left) ensured that all in-person events conformed to safety guidelines; de-densification meant that the construction of IT’s new space (above right) and the renovation of the Event & Guest Services suite (below right) could progress swiftly.

STAMP Annual Report • 2020-2021

stamp.umd.edu/annualreport

9

Administration

Assistant Director: Brandon Dula Administrator (Split time w/ HR): Erica Simpkins Program Manager:Yvette Lerma Jones (Latinx) Coordinator: Ghonva Ghauri (Multi-racial & Native) Coordinator: Dorothy Kuo (Asian Pacific American)

Multicultural Involvement & Community Advocacy

Assistant Director: Craig Slack Administrator: Pamela Gouws Coordinator: Alison Barlow (Maryland Mentor Corps); Coordinator: William Post (Alternative Breaks); Coordinator: Vacant (TerpService); Leadership Manager: Melissa Rocco Coordinator: Myles Alexander

Leadership & Community-Service Learning

Assistant Director: Joe Calizo Student Legal Aid: Syndy Shilling & Vacant Business Manager: Valerie LaHoud (SORC) Coordinator: Vacant (SORC) Stu. Program Manager: Laura Hood SEE Coordinator: David Bonilla-Ciferri SIS Manager: Ashley Venneman Coordinator: Foster McDaniel

Student Activities

Assistant Director:Cori Carfagno Coordinator: David Reese (Veteran Students) Coordinator: Rocio Fregoso-Mota (Undocumented Students) Coordinator: Vacant (Transfer & Off-Campus Students) Coordinator: Jennifer Enriquez (Graduate Students & Graduate Student Gov.) Grad Legal Aid: Zac Mundy & Debbie Mikutsky

Student Engagement

Associate Director: Bridgette Behling

Assoc Dir of Dev. & External Relations: Terry Zacker Coordinator: Claire Sullivan

Student Affairs Development & Alumni Engagement

n Operations n Programs n Development

Assistant Director: Eva Tennant Coordinator: Whitney Schepf Coordinator: Vacant

Marketing & Communications

Assistant Director: Sophie Tullier

Assessment & Research

Manager: Brandon Smith (TerpZone) Manager: Tara Youngborg (Studio A & Gallery) Manager: Denise McHugh (Memorial Chapel)

Centers

Associate Director: Donna Lim Administrator: Michelle Reese

Strategic Communications & Partnerships

Assistant Director: Stephanie Payne-Roberts Coordinator: Wyatt Clough (Helpdesk) Coordinator: Rob Gewain (IT Coordinator) Coordinator: Chris Hegwood (Multimedia) Coordinator: Myco Paulo (Web Services) IT Tech: Bilal Wright (Network Assistant)

IT Services

Manager: Yamesha Woodley (Guest Services)

STAMP work is supported by:

Housekeeping Chief: Letticia Teckham Housekeeping Supervisors: Dina Hernandez & Blanca Zelaya Housekeeping Leads: Dieudonne Noel, Ding Weng, Timmy Nguyen, Tigist Gebrehiwot Loading Dock Manager: Curtis Shade Housekeepers: Abigail Arias-Jimenez, Tengne Betru, Ernst Boursiquot, Gregory Brown, Marie Castor, Maria Cea, Maricela Coredero, Silvia Cruz, Lemlem Giday, Kadiry Kallon, Beletu Legese, Ema Lopez, Juan Lopez-Lazo, Suaad Mualim, Addison Powell, Roxana Ramos, Will Ramirez, Ying Zhang

Housekeeping

Maintenance Supervisor: Bobby Smith Multi-Trades Chiefs: Frank Ball, Dee Clemons, Gavin Du, Steven Whipple Painter: Adam Samonisky

Leadership, Engagement, Advocacy & Diversity

Assistant Director: Kalia Patricio Business Manager: Sharon Tharkur Business Manager: Michelle Allen

Business Office

Assistant Director: Kalia Patricio Coordinator: Marinel Martinez-Benyarko Administrator (Split time w/ MICA): Erika Simpkins

HR, Training, & Development

Director: Marsha Guenzler-Stevens Admin Coordinator: Ayush Pokharel

Assistant Director: Susan Canady Administrator:Olga Rozman Coordinator:Naquasia Ramsey-Sheppard (Event Services) Coordinator: Kathleen Molinaro (Event Services) Coordinator: Katie Lay (Event Services) Coordinator: Mark Salazar (Event Support)

Assistant Director: Paul Jacobus

Maintenance

Event & Guest Services

Facilities & Maintenance

Associate Director: Nicole Miskimon

Facilities, IT, Event & Guest Services

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Adele H. Stamp Student Union — Center for Campus Life

11

STAMP Annual Report • 2020-2021

stamp.umd.edu/annualreport