Resident Life: 2021-2022 Annual Report

ANNUAL REPORT

2021 | 2022

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ACCOMPLISHMENTS We supported UMD’s COVID-19 Response

• We reengaged in significant, in-person community

Resident Life staff continued to provide sig-

building through the use of large scale social,

nificant support and leadership to campus

educational, and engagement programming and

COVID-response efforts centered on care and

activities that were largely unavailable during the

support for our students including:

previous, pre-vaccination year.

• We reopened residence halls to full capacity following CDC and campus COVID safety guidelines after operating at below 50% capacity in FY21. In August 2021, we opened the residence halls with 8,774 students (97.8%

• Resident Assistants facilitated 273 floor/unit/ apartment meetings, posted 1,485 bulletin boards, and distributed 121 newsletters or other outreach materials to their residents in the residence halls this year.

occupancy rate) assigned to available spaces in

• Resident Life staff responded to 2,264 incidents

38 residence halls, including 4,299 new first-year

that were documented via incident reports

students.

involving more than 3,965 students. Resident

• We transitioned staff back from their temporary COVID-19 roles in FY21, including five staff members who returned full-time from their COVID assignments and four who returned from partial re-assignments.

• We continued to support UMD’s COVID-

Life’s on-call staff responded to 1,363 critical incidents that required after-hours response at the Resident Director on Duty level or higher throughout the year.

• Resident Life staff responded directly to nine hate/bias incidents in the residence halls. These incidents targeted a range of identities, including

19 response efforts including compliance,

race, religion, sexual orientation, ethnicity, gender

communication and education of residents in

identity or expression, national origin, and ability.

such areas as:

Staff approached each situation thoughtfully

◦ Compliance with vaccination and testing requirements.

and collaboratively with University Police, Bias Incident Support Services, Counseling Center

◦ Masking protocols.

staff and other campus partners to provide

◦ 284 students received support and care from

ongoing, trauma-informed support to victims

10 Resident Life volunteer Case Managers.

and impacted community members and to ensure

◦ Expectations regarding meals, takeout meals,

appropriate reporting/documentation. Support

and eating in floor lounges.

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We Cared for our Students

included individual meetings with students,

◦ Guest policies.

facilitated processing sessions, and proactive

◦ Limitations on gatherings and programs.

resources for ongoing education and community-

building, such as the Inclusive Language Campaign and programming from Multicultural Advocates and Peer Dialogue Leaders.

• We launched the Terp to Terp ReStore which collected unused and gently used household items and school supplies and made them available to students in need. More than 60 students visited the ReStore to shop for essential items to support their college experience from Fall 2021 through Spring 2022.

• We organized several Terp Move Out Donation Drives throughout the year to collect unwanted items, nonperishable food, and textbook donations.

• We implemented a new Resident Absence Verification (RAVE) system and staff followed up with more than 498 students due to RAVE early warning notifications.

• We collaborated with RHA and the Department of Residential Facilities on plans to reduce the number of triple and quad rooms in un-air conditioned residence halls for FY23 to de-densify and create a more comfortable environment during warmer weather.

• We adapted our room assignment accommodations process in partnership with ADS, OGC, OVPSA, and Counseling Center for residence hall accommodations for students with disabilities that included a significant change in the overall process, fee schedule changes for students with documented accommodations, and shifting accommodations requests to ADS. • We updated our Housing Agreement to include important new terms and conditions that support students: ◦ Consolidation into a single document for all students. ◦ Adding important language about health and safety, accessibility, etc. ◦ Adding a buyout option to provide clarity and flexibility for students.

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• We awarded $6,250 in scholarship money to seven deserving students via Resident Life's five scholarship funds.

• With the creation of the Assistant Director for Living-Learning and Academic Support Initiatives, we increased and augmented our collaboration between Student Affairs and Academic Affairs through on-going engagement with our LivingLearning Programs and the Office of Undergraduate Studies. Resident Life staff participated in the Living-Learning and Other Special Programs

Partners” series of webinars such as: ◦ Steps to Move-in - everything you need to know for a smooth residence hall move-in (July 2021) ◦ New Residence Hall Terp and Family Welcome (January 2022) ◦ Live Here - Room Selection Information for Return Students & Families (February 2022) ◦ May Move-Out Tips and Resources - Terp Family Presentation (April 2022)

review process led by Undergraduate Studies,

• The Rights & Responsibilities (R&R) team planned

formalized the on-boarding process for Living-

and implemented 23 education and outreach

Learning faculty and Resident Life staff who work

events in the residence halls this year including

together, created a central meeting structure for communication, and supported the expansion of the Honors College and Carillon programs.

• We collaborated with the Department of Residential Facilities (DRF) to manage multiple large-scale facilities issues that included flooding, utility outages, a fire, and sprinkler discharges.

These incidents required significant time and support to relocate the students to new housing, support them with this unexpected relocation, assist with packing/moving belongings, and on-going collaboration with DRF regarding projected time of repairs for return of students

tabling, alcohol education, collaboration with University Police, and Title IX town halls.

• We engaged extensively with RHA to educate them and partner with our students leaders in the annual fee review process, successfully navigating a challenging Fee Review Process that won support for a necessary 9.76% increase in student housing fees for FY23.

• We communicated regularly and effectively with students. Our emails touched more than one million recipients during the year.

• R&R staff revamped and nuanced aspects of

to their rooms.

the Resident Student conduct process using the

We Engaged in Meaningful Ways with Students and Families

completion of an audit and re-writing of specific

• We opened Pyon-Chen Hall and supported the campus’s official dedication ceremony.

• Our Resident Assistants (RAs) hosted a total of 3,706 events during the 2021-2022 academic year, including planned events and impromptu events for their residents.

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• We engaged Terp families through the “Parents as

lens of care, health, and well-being including the conduct notifications to be more care-centered, enhanced training of The University Student Judiciary Resident Board members, sanction design project that centers care, accountability, and safety, and developing new training program for RAs, professional staff, and other stakeholders that outlines the resident student conduct philosophy and process.

We Invested in Students and Staff • We on-boarded and acclimated a large number of staff into new positions, for example 182 Resident Assistants (68%) were new to their positions in August and 80% of our Community Assistant staff were first-time employees. 48% of them had never lived on campus.

• Recruited, hired, and onboarded 23 new fulltime and graduate staff members (approximately 25% of our staff) from the period of July 1, 2021 through June 30, 2022.

the FY21 annual theme of cross-cultural engagement and identity-conscious supervision. ◦ Supported a wide offering of staff affinity groups. ◦ Offered six Coffee and Conversations sessions to professional staff on topics including Latinx Heritage Month Article Discussion, Penguins & Snowpeople: Navigating the Holidays, Black Experience in Higher Ed, Luigi, Leprechauns, and Lederhosen…Where do we draw the line in cultural appropriation?, The Culture of Niceness, and Roe v. Wade - SCOTUS

• We engaged students and staff at all levels

opinion discussion. For Fall 2022, Resident

in important Diversity, Equity, Inclusion and

Life will collaborate with RecWell to offer

Justice work, including:

new Coffee and Conversation sessions for

◦ Providing leadership and support to DSA’s Strategic Planning efforts.

both departments’ staff. ◦ The White Folx Accountability Group formed

◦ Came to the conclusion of our 2018-2021

to challenge white staff to examine how

Diversity and Inclusion Action plan and

racism and white supremacy manifest in

crafted a new 2022-2025 Resident Life

our work and lives and to support the work

DEIJ Action plan to launch in September

needed to interrupt these manifestations.

2022.

Ten staff from all areas and levels of our

◦ Provided training to professional and student staff, including focus on

department participated in this seven-week immersion activity.

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◦ More than 100 students participated in Common Ground dialogue sessions. ◦ Two peer Multicultural Advocates working in Easton Hall and Pyon-Chen Hall hosted a range of programs for resident students focused on identity and current DEI-related issues. The MAs also offered a range of training programs for Resident Assistants including training on cultural appropriation.

For Fall 2022, we plan to expand the MA program from two to five peer advocates.

• We recruited and trained approximately 100 Residence Hall Association student leaders across 16 hall/area councils. RHA was recognized regionally and nationally with awards for Outstanding Advocacy Initiative and Student of the Year. Additionally, the RHA Senate passed 22 pieces of legislation this year that ranged from advocating for student fees to enhancing the operation of the RHA organization.

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for staff to creatively thank each other, and a department-wide No Meeting Zone day.

• T h e S o c i a l & Te a m - b u i l d i n g C o m m i tt e e coordinated team-building activities for the professional staff, including Gingerbread House competition, Get Happier Hours at Starbucks and Dunkin Donuts, and gardening experience workshop.

• We continued the implementation of the successful Community Team Training Institute (CTTI) professional development program by hosting a one day program in January 2022 and a two day program in June 2022.

• We implemented a new policy for live-on staff to have pets in their staff apartments in collaboration with Residential Facilities.

We Engaged in a Wide Variety of Strategic Campus Partnerships and Collaborations

• We built on the success of our inaugural Gratitude

• We supported UMD’s program to host four

Week in June 2021 with Gratitude Week 2.0

families (32 occupants) who are resettling in

in June 2022. Staff participated in a week-

the United States from Afghanistan - providing

long series of appreciation events, including a

housing and case management, developing a

variety of virtual gratitude-inspired messages,

housing Conditions of Occupancy document, and

department-wide social events, opportunities

coordinating with IRC, the sponsoring agency.

• We collaborated with Conferences & Visitor

• We partnered with the University Health

Services to provide support to their Human

Center in offering flu shot clinics for staff and

Resources and Payroll functions.

students.

• We collaborated with the Office of Sustainability

• We collaborated with leadership from the

in sponsorship of the Green Terp program. 2,

University of Maryland Police Department,

061 students committed to the Green Terp

meeting monthly with UMPD senior staff to

pledge during the 2021-2022 academic year.

review incidents, plan engagement activities,

1,110 of these students completed their

discuss hot topics, and review trends.

certification as Green Terps. The Green Terp Ambassador team also hosted 63 outreach events hosted in connection to Resident Life and Living-Learning partner requests.

• We partnered with the Division of Student Affairs, The Stamp, RecWell, the University Book Center, Studio A, TerpZone, and Student Entertainment Events (SEE) on a wide range

• The Resident Life Information Technology Unit

of programs and inwitiatives including Fall

provided a range of supports and services to

Welcome events like the University Book

other Student Affairs departments including

Center's VIP Night, Paint Night, TerpZone,

the Counseling Center, Conferences & Visitor

Hoff Theater movie screenings, and an outdoor

Services, Dining Services, Residential Facilities,

movie screening, and the More for Class of

and the Office of the Vice President through

2024 Sophomore Experience campaign.

cost-sharing, resource-sharing, and service support arrangements.

• Resident Life Case Managers collaborated regularly with the Dean of Students office in providing support to students facing difficult challenges, including support for on-campus residents as well as assisting the

• We partnered with Intercollegiate Athletics on our Fall Move-in effort, student schedules, and RA/CA Field Day in Jones-Hill House.

• We partnered with units across the campus in operating a Q/I housing program that cared for vulnerable students at a time of great need.

Dean of Students office with issues where

• We collaborated with Enrollment Management,

off-campus students had crises while living in

OGC, DOS, and Student Conduct in response

off-campus apartments.

to an adaptation of Maryland laws regarding

• We partnered with OVPSA, MEDCO, Office of General Council and Capstone On Campus Management in creating a pilot program to offer apartments at The Courtyards community

criminal background history on admissions applications. Starting in Spring 2023, a criminal background question will be asked on the Residence Hall Agreement.

for lease to graduate students through a master

• The Off-Campus Housing Services team

lease arrangement; UMD will offer 92 beds of

partnered with the Office of Student Orientation

graduate housing (by the bed) to UMD graduate

and Transition, MS Business, International

students in one building at the Courtyards.

Student and Scholar Services, City of College

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Park, and Student Engagement Program to offer off-campus living presentations to transfer and graduate students.

• We partnered with Southern Management Corporation and University Police to conduct a safety review of the Graduate Hills and Graduate Gardens apartments that resulted in locks being installed on all exterior doors to increase resident safety and security.

• We partnered with Parent and Family Affairs to offer a range of Resident Life Partners As Partners informational webinars.

• We partnered with Undergraduate Studies and the Honors College in planning for the move of Global Communities to the Honors College and in the creation of the new Honors College Interdisciplinary Business Honors program that will launch in Fall 2022 in Prince Frederick Hall.

• Resident Life’s Housing Partnerships team collaborated with DSA’s Department of Development and External Affairs to secure financial sponsorship support for Off-Campus Housing Services functions totaling more than $6000 in Off-Campus Living Fair sponsorships and landlord registration fees.

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ISSUES & CHALLENGES Student Engagement and Behavior Management • Behavior management, crisis management, and mental health concerns are important and perennial issues when working with

• Our staff observed that many students struggled to make genuine connections with one another due to the lingering of the COVID-19 virus and the apprehension to be in community with one another.

students living in residence halls. Crisis

COVID-19

response, student conduct engagements, and

Two and a half years of managing the ups and

managing conflicts not only offer critical care and support, they also present opportunities

downs of a global pandemic have taken its toll on students and staff. As information and

for learning, growth, and engagement in

guidance continued to evolve from CDC and

residence halls. Our staff are extremely

campus leadership, our staff quickly pivoted

adept at responding to all these demands

to change processes and expectations and

and supporting students through difficult and

kept our students well informed and safe.

traumatic circumstances. We must remain

Our team focused on serving and caring for

vigilant in providing the resources, training,

students, being accessible, informed, and

and support that our students and staff need

ensuring on-campus Terps had a meaningful

to do this vital work and take the time for

and engaging experience in the residence

necessary self care at the appropriate time.

halls. We formed a COVID compliance team

• A return to full occupancy accompanied by a large number of sophomores who had not lived in residence halls as first-year students presented unique opportunities and challenges. Some of these students had never

in August 2022 to ensure that all students moving into the residence halls were compliant with COVID-19 vaccination requirements prior to their arrival; using email, phone calls, and text message follow up to assist students in achieving their vaccination and pre-arrival

stepped foot on our campus prior to moving

testing requirements. Once students arrived

in for their sophomore year as UMD students.

we focused on education and enforcement of

This meant that we supported a very young

masking and group gathering expectations,

and “inexperienced” population this year that

and made engagement and development

required additional time and attention from

activities available in a variety of modalities

our staff.

to accommodate students and their needs.

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We deployed ten case managers who were

has thousands of students who live without

dedicated to providing care and support and

air conditioning. Preliminary Spring 2022

being the touch point for the more than 280

Residence Hall Evaluation / Spring Research

COVID positive students who were assigned

Project data indicates that overall satisfaction

to QI housing throughout the year. The case managers arranged transportation, confirmed housing assignments and check in logistics with the student, checked in daily to ensure the students' symptoms were improving, meals were delivered and they felt safe and cared for. The case manager role was an additional and, at times, time consuming role that required after-hours support yet staff were ready and eager to assist students in need.

Facilities Issues • There continues to be significant disparities in students’ experience based on their specific residence hall room assignment, e.g. AirConditioned vs. non-a/c buildings, students in Living-Learning programs vs. students not in those programs, students assigned to our

with living on campus continues to decline (Spring FY22 72% satisfied, 22% neutral, and an all-time high of 7% indicating they were dissatisfied with living in the residence halls.)

Satisfaction with residence hall facilities and rooms continue to be the highest predictor of overall satisfaction.

• The deferment of much needed infrastructure upgrades in the halls and on campus has led to regular utility outages, pipe breaks, sewage issues and other disruptions that impact residents and take a toll on our staff who help to manage them.

• The opening and start-up of Pyon-Chen Hall, from a facilities standpoint was challenging as teams in Resident Life and Residential

newest buildings vs. those assigned to our

Facilities worked through schedule, design,

older/unrenovated buildings.

and operational issues in the late summer and

• While the challenges associated with it are contained largely to the very early part of fall semester, the lack of air conditioning in several residence halls is viewed by students and families as a significant weakness of our housing program and by some as de facto

into the academic year.

• From a campus and greater College Park context, the volume of construction on and adjacent to campus (Baltimore Avenue improvements, Purple Line Construction,

evidence that UMD doesn’t “care about its

FM infrastructure repair, new construction)

students.” Each fall we talk to students and

creates hazards for pedestrians and motorists.

parents who find it unbelievable that a major university in suburban Washington, D.C.

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GOALS FOR 2022–23 ACADEMIC YEAR Finalize and launch new Resident Life Mission, Vision, and Values Statements.

In follow up to our most recent departmental review process and in alignment with the new Division of Student Affairs Mission, Vision, and Values, we will finalize and launch new Mission, Vision and Values statements that will guide our work into the future.

integrates Division of Student Affairs learning outcomes, and includes the use of restorative practices throughout our program.

Invest in collaborations and partnerships.

We will advance our current partnerships and seek out new collaborations and strengthen interdepartmental collaborations that support

Build on our commitment to creating inclusive, equitable, and just communities for all residents and staff.

the engagement and education of our residents,

Our commitment to Diversity, Equity, Inclusion,

Continue efforts to make the Department of Resident Life TerrapinSTRONG by investing in our people and communities.

and Justice (DEIJ) will continue to call upon all Resident Life staff to intentionally center this work throughout all roles and efforts. For 2022-2023, we will introduce our 2022 DEIJ Action Plan to guide our collective work for the next three years.

The updated plan incorporates structures that require critical reflection of our practices and systemic change, and identifies a series of specific actions to continue advancing efforts that create respectful, inclusive, equitable, and just communities where every member has a rightful place.

Establish a framework for a multiyear effort to evolve our Community Development Strategy into a Residential Curriculum.

As the first phase in a multi-year effort, we will lay the foundation and framework for the development of a residential curriculum that clearly articulates a 1st year- and 2nd year-student program, incorporates successful elements of our current Community Development Strategy,

enhance the experience of our staff, and align with DSA and UMD strategic priorities.

We will engage in intentional efforts to enhance the sense of community, connection, and inclusion in our department and on our campus. We will advance department-wide professional development efforts including structured opportunities for our Community staff and we will engage in important training opportunities such as deepening our knowledge and use of StarRez to prepare for the transition to Workday.

Establish a framework to improve the documentation of our critical processes and systems across the department.

We will establish a systematic way of process documentation that will provide more clarity, enhance consistency, support staff training, serve as a store of knowledge, and enable process improvement.

WHAT WE MOST WANT VPSA COUNCIL TO KNOW. DIVERSITY, EQUITY, INCLUSION AND JUSTICE

INVESTMENT IN STUDENT LEADERSHIP

Our staff are deeply committed to DEIJ work and

Our staff are invested in teaching, engaging, and

embody the values of TerrapinSTRONG every day

mentoring student leaders who live and work in

in their work with students. They take training

the residence halls. The residence hall commu-

and education seriously and engage in important

nity affords students numerous opportunities

and challenging conversations with students and

to assume leadership roles and employment.

each other. They seek out partnerships with cam-

Residents may be elected, appointed, or selected

pus units, student groups, and individual students

for various leadership positions within the

to further the objective of creating a community

Residence Hall Association’s Senate and Area

where every individual feels a sense of belonging

and Hall Councils, the National Residence Halls

and has a rightful place.

Honorary, and employment opportunities in one of our more than 500 student positions includ-

SUPPORT TO STUDENTS IN CRISIS

ing Resident Assistants, Community Assistants, Program Assistants, Multicultural Advocates, and Office Assistants.

Investing in our students and staff is at the core of what we do in Resident Life to create a community of care where students can belong, engage,

RESTORATIVE PRACTICES

and feel safe. Some of the most challenging and

While still in its early stages and evolving, we

rewarding work is supporting students through

believe that our work with restorative practices

the complex and layered issues that arise when

holds great promise as a vital component of our

students live together in residence halls at this

residence hall program. These practices have

critical developmental time in their lives. The

the potential to be transformative as a tool for

scale and variety of mental health issues, room-

restorative justice in the student conduct arena

mate conflicts, bias-related incidents, physical

but also hold great promise as a proactive way

emergencies such as floods and pipe breaks, and

to build relationships and community, solve

personal crises that our staff respond to each

problems and engage in shared governance and

week is staggering. When you add in a level of

inclusive decision making. We are interested in

parental and family involvement that only seems

partnering with other Student Affairs units in

to be increasing, the resolution of issues only

exploring ways that we can use restorative prac-

becomes more complex.

tices across our community.

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APPENDIX

RESIDENT LIFE

BY THE NUMBERS WELCOMED STUDENTS

We welcomed more than

12,000

students to on-campus housing this year, including students who live in the residence halls and the P3 apartments at Commons and Courtyards.

83%

of students living in the residence halls in August were new to living on campus.

In the four days of Residence Hall opening, we hosted

30

Fall Welcome events with more than

14,000 student attendees!

We opened the residence halls with a

97.8%

occupancy rate (8,744 students).

We housed

4,299

new, first-time freshmen, our largest freshmen cohort living on campus on record.

OPERATIONS

Of 279 total Resident Assistants,

We followed up with more than

182 (68%)

498

students as a result of our new Resident Absence Verification (RAVE) system.

were new to the RA position.

3,142

550

returning students choose residence hall rooms for next year during the spring Room Selection process.

student staff throughout the year.

PROGRAMMING 28 in-person Admitted Student visit day sessions this

spring; welcoming and engaging with more than 5,500 newly admitted Terps and families.

We welcomed back approximately and toured more than

120 Resident Life Alumni for ice cream

900 people through our newest residence hall during

Maryland Day (our largest crowd yet)!

Our Resident Assistants (RAs) hosted a grand total of

3,706 events during

the 2021-2022 academic year. Additionally, our RAs facilitated 273 floor/unit/ apartment meetings, posted

1,485 bulletin boards, and distributed 121

newsletters or other outreach materials to their residents and in the residence halls this year.

1,095

students choose rooms in South Campus Commons and The Courtyards during the spring P3 apartment selection and lease-signing process.

We helped

We employed, supervised, and mentored more than

We presented at

We and our partners at Capstone On-Campus Management (COCM) helped

We logged and distributed a total of

179,731 packages.

CRITICAL INCIDENTS & COVID-19

1

We tracked

1,033 residence hall and P3

apartment students who reported positive COVID-19 tests.

2

284 students received case management support while living in on-campus quarantine and isolation housing from September 10, 2021 to May 28, 2022.

3

We responded to

2,264 documented incidents

involving more than 3,965 students.

4

We responded to

1,363 critical incidents that

required after-hours response at the Resident Director on Duty level or higher throughout the year.

GIVING BACK TO OUR COMMUNITY

We awarded

$6,250 in scholarship money

to seven incredibly deserving students!

We raised

$5,374 for our Resident Life

Campus Pantry received a total of

of donations as a result of Thanksgiving, Winter Break, Spring Break, and May Closing donation drives.

Scholarships during UMD’s Giving Day. Green Drop received approximately

3,090 lbs

2,681 lbs

Nearly

400 textbooks were collected during

May Move-Out for the University Libraries’ Top

of gently used items from May Move-Out

Textbook program for books to be added to the

Donation Drive.

checkout shelves for students to reserve from

Terp to Terp ReStore received of donations.

3,500 lbs

McKeldin Library or sold to purchase additional textbooks to add to the collection.

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SECTION NAME

ORGANIZATIONAL CHART Exec. Administrative Assistant Janet Archer

Associate Director Student & Staff Development Laura Tan

Associate Director Administrative & Business Services Scott Young

Coordinator Creative Services & Graphic Design Maria Gelfond

Assistant Director Student & Staff Development Daniel Ostick

Assistant Director Housing Management Matt DiCicco

Coordinator Student Leadership Development Aaron Hood

Manager Assignments & Public Inquiry Glenn Smith

Coordinator Multimedia Design Gabriela Teran Aguilar

Coordinator Training & Development Chamika Ellis

Assistant Manager Michelle McCubbin

Coordinator Web Development & Digital Content Camila Velloso

Manager Student & Community Development Programs Damien Franze

Associate Director Communications Tracy Kiras Manager Creative Services Ronald Molina

Coordinator Recruitment & Outreach Dan Hairfield Assistant Coordinator Student & Community Development Programs Stephanie Olson Graduate Coordinator Academic Success & Community Development Programs Miriam Fraga Assistant Director Human Resources Meredith Carpenter Program Management Specialist Vacant Coordinator Payroll & Benefits Sylvia Thomas Coordinator Human Resources Erica Williams Graduate Coordinator Daniel Stott Assistant Director Diversity, Equity, & Inclusion Nicole Mehta Program Manager Student Diversity Education & Engagement Benjamin Beltran Graduate Coordinator Diversity & Inclusion and Training & Development Nikita Kimani

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Interim Assistant to the Kia Weeden

Public Inquiry Coordinators Anthony Prosseda, Linda Dye, Isabella DeCarlo, Gabriella Charlouis Business Administrative Specialist Joelle Campbell

Director Research & Assessment Joann Prosser Research & Assessment Analyst Khris-Ann Small Assistant Director Resident Student Conduct Ray Nardella Manager Rights & Responsibilities Nicole Garcia Diaz Coordinator Rights & Responsibilities Madeline Reich Graduate Coordinator Rights & Responsibilities Nick Hernandez Velasquez

Coordinator Sustainability Programs Lisa Alexander

SUMMER 2022 Org chart as of July 1, 2022

Interim Director of Resident Life Dennis Passarella-George

Senior Associate Director, University Housing Partnerships Dennis Passarella-George

Director

Associate Director Information Technology Vacant IT Manager Network & User Support Linh Nguyen IT Coordinator Keith Smith Assistant Director IT Enterprise Architecture Tom Lamp* IT Manager Software Engineering Gidon Rosenthol Software Developer Doug Wade

Associate Director Communities Keira Martone Assistant Director Communities Pierre Campbell

Assistant Director Communities Erin Schlegel

Assistant Director Housing Partnerships Tiffany Gaines-Ekwueme

Residential Case Manager Kimberlee Small

Residential Case Manager Dana Calandrino

Manager Housing Partnerships Jennifer Lindstrom

Community Director Cambridge Jack Breffle

Community Director South Hill & Leonardtown Vacant

Graduate Coordinator Eden Rivera

Resident Directors Anissa Scharborough, Tiffany R. Harris, Markell Saunders

Resident Directors Angie Major, Gabriela Cabrera, Alejandra Galarcé, Karlena Walker

Community Director Denton Tion Taylor

Community Director North Hill Jordan Adams

Resident Directors Esmeralda Roman, Amanda Bogdan, Vacant

Resident Directors Nikki Charlestin, James Wright, Jr., Vacant

Community Director Ellicott Cory Hibbetts Resident Directors Katie Wilhelm, Ke’Anu Sims, Tori Eichenlaub Assistant Director Community Administrative Operations Donna Metz Program Management Specialist Carol Benedek

Program Management Specialist Jiema Forté Assistant Director Living-Learning and Academic Support Initiatives Genevieve Conway

Community Director South Campus Commons Laura McCulley Resident Directors Edwin Aguilar, Mary Breaker, Raymond Ward, Daniela Mendoza Community Director Oakland & Heritage Aspen Shackleford Resident Directors Chris Carter, Kayla Hudson, Sahiba Bansal

Coordinator Administrative Operations Candace Daniels, Allison Panila Assistant Coordinator Administrative Operations Daunece Cox, Melissa McDaniel, Ashlyn Newton, James Swartz, Vacant

* Also reports to Dining Services

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