MACUHO Magazine - Fall 2020 & Winter 2021 Edition by MACUHO Magazine

fall 2020 / winter 2021

INSIDE THIS ISSUE From The Leadership Growing Guidance Positivity During A Pandemic

Photo Credit: Rebecca Stringham

TABLE OF FROM THE LEADERSHIP President’s Letter

Vice President’s Letter

Past President’s Letter

MACUHO Strategic Plan Final Report 2015-2020

ANNUAL CONFERENCE 2020 MACUHO Leadership Makes “Heartbreaking” Decision To Cancel Annual Conference

Program & Recognition Awards 2020

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CONTENTS GROWING GUIDANCE Effecting Change on Issues of Race, Power, and Privilege In Student Resources

Let’s Talk About Pronouns

The Pursuit of Excellence in Greek Life on College Campuses

POSITIVITY DURING A PANDEMIC My Empty Office: Starting A Career In Residence Life During COVID-19

The One Door Perspective: Hiring During COVID-19

Thanks 2.0

Your Work Matters

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MACUHO Magazine Committee – 2020-2021 MACUHO MAGAZINE EDITOR: Rebecca Stringham Montclair State University

DIRECTOR OF BUSINESS OPERATIONS & COMMUNICATION: Dillon Eppenstein Villanova University

DESIGNER: Arcadia Hewins

EDITORIAL TEAM: Alex Reynolds Wilkes University

Tara Mellor Monclair State University

Brian Root University of Pittsburgh at Greensburg

Tory Elisca Montclair State University

Danushi Fernando Vassar College

Winston Branch III Ohio State University

Janine M. Weaver-Douglas University of Pennsylvania Jen B. Ciaccio Penn State - University Park Kerri Johnsen Montclair State University

MACUHO Executive Board & Leadership Council 2020-2021 PRESIDENT Tiffany Hughes West Virginia University

DIRECTOR, ANNUAL PROGRAMS Carey Haddock Delaware Valley University

VICE-PRESIDENT/PRESIDENT ELECT Brandon Chandler Temple University

DIRECTOR, TECHNOLOGY INITIATIVES Amanda Slichter Kutztown University

PAST PRESIDENT Johnny Kocher West Virginia University

ANNUAL CONFERENCE COORDINATOR Jackie Cetera Bucknell University

SECRETARY Tory Elisca Montclair State University

SOCIAL TRANSFORMATION & ADVOCACY (STAC) Jinai Gordon Lincoln University

TREASURER Raymond FeDora Wilkes University

SOCIAL TRANSFORMATION & ADVOCACY (STAC) Tyrell Bradshaw Kutztown University

DIRECTOR, MEMBERSHIP DEVELOPMENT Jocelyn Moses Goldey-Beacom College

HOUSING & FACILITIES OPERATIONS Joey Hohman Villanova University

DIRECTOR, BUSINESS OPERATIONS AND COMMUNICATION Dillon Eppenstein Villanova University

HOUSING & FACILITIES OPERATIONS Thor Banks Delaware Valley University

DIRECTOR, STRATEGIC INITIATIVES David Clurman University of Maryland, Baltimore County

PERSONAL & PROFESSIONAL DEVELOPMENT Allie Triglianos Rutgers University, New Brunswick

DIRECTOR, TRAINING AND DEVELOPMENT Nailah Brown Temple University

PERSONAL & PROFESSIONAL DEVELOPMENT Michaela Bishop Marshall University

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RECOGNITION AND CONNECTIONS (RAC) Sami Litchert Alvernia University RECOGNITION AND CONNECTIONS (RAC) Kerri Johnsen Montclair State University SSLI - STUDENT STAFF LIVE IN CONFERENCE Rob Leibel Bucknell University

ENTRY-LEVEL ENGAGEMENT COORDINATOR Chancey Page Lebanon Valley College MID-LEVEL ENGAGEMENT COORDINATOR Caitlin Lenker Lebanon Valley College MID-LEVEL ENGAGEMENT COORDINATOR Jen Ciaccio

SSLI - STUDENT STAFF LIVE IN CONFERENCE Genicka Voltaire Montclair State University

SHO ENGAGEMENT COORDINATOR Colleen Bunn

VIPS - VOLUNTEER INCENTIVE PROGRAM FOR STUDENTS Ashley Booth Rowan University

SHO ENGAGEMENT COORDINATOR Steven Couras Curtis Institute of Music

VIPS - VOLUNTEER INCENTIVE PROGRAM FOR STUDENTS Max Shirey Saint Joseph's University MAPC - MID-ATLANTIC PLACEMENT CONFERENCE Pooja Dava MAPC - MID-ATLANTIC PLACEMENT CONFERENCE Angela Delfine-Mechler West Virginia University ANNUAL PROGRAM Jessica Proano Seton Hall University ANNUAL PROGRAM Alex Wehrenberg The College of New Jersey LEADERSHIP AND VOLUNTEER RECRUITMENT COMMITTEE CHAIR Sean Killion Temple University

ARCHIVES COORDINATOR Brian Medina University of Maryland, College Park MAGAZINE EDITOR Rebecca Stringham Montclair State University STRATEGIC PLANNING COORDINATOR Julia Collett George Washington University EXHIBITS & DISPLAYS COORDINATOR Vacant SPONSORSHIP COORDINATOR Tracey Eggleston Marshall University WEBMASTER Aislinn Strohecker Lehigh University SYSTEMS ANALYST Judy D'Souza Rutgers University, New Brunswick

FINANCIAL ADVISORY BOARD Lawrence Morgan LaRoche College

SOCIAL MEDIA COORDINATOR Chantell Rivera New Jersey City University

GRADUATE ENGAGEMENT COORDINATOR Paige Hammond Montclair State University

ACUHO-I REGIONAL AFFILIATION DIRECTOR Shana Alston Temple University

GRADUATE ENGAGEMENT COORDINATOR Brandyn Holtzinger Penn State University

ACUHO-I FOUNDATION REP FOR MACUHO/ FINANCIAL ADVISORY BOARD Crystal Lopez Caldwell University

ENTRY-LEVEL ENGAGEMENT COORDINATOR Vacant

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Dear MACUHO, In the summer of 2020, we sent a message to our membership promising our ongoing commitment to anti-racism work within our association. In the months since then, MACUHO leadership has intentionally examined ways to disrupt the white supremacy that lives in our own organization. Racism is a problem caused by (and perpetuated by) white people, and MACUHOʼs institutions and its members are no exception to that fact. Knowing this, we have prioritized dismantling the oppressive systems that cause harm to our Black colleagues and students. Actively affirming that Black Lives Matter means doing anti-racism work year-round. It means putting time, energy, and resources into the fight against white supremacy without being defensive and without wavering after another heartbreaking news cycle ends. A critical piece of this disruption of whiteness is transparency. It is important to us that we are not only sharing the work we are doing, but also communicating what we hold ourselves accountable to changing in the near future. Our vision is a more inclusive, anti-racist MACUHO, and that starts with accountability. Please read our updates below on what we have been working on, and hold us accountable to our promises for the future. We have made our Anti-Racism Resources available on our website under the Resources tab. There, you will find our mission as we fight against racism, a link to an article about white allyship by Catherine Pugh, Esq., our collection of resources for learning and action through various forms of media, and resources for BIPOC members. On the same Anti-Racism Resources tab, you will also find information regarding our White Accountability Group, which meets weekly on alternating Thursdays and Fridays. White colleagues — please donʼt hesitate to join the group whenever you are available. Whether you have not attended in a while or are a completely new face, we welcome you to the conversation without judgement. Additionally, if these times are consistently unmanageable for your schedule, we encourage you to consider creating your OWN white accountability group for your own institution, department, team, or friends. Also under the Resources tab is our ever-expanding library of webinars, which are also available on our YouTube channel (linked on the Webinars page). From there, you can also find our slate of recorded programs from this yearʼs Virtual Annual Conference, which hosted a number of sessions on anti-racism, allyship, and activism. Feel free to also follow us on our social media, where we are regularly sharing identity-based or social justice focused content.

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As our own Executive Board and Leadership Council welcome new faces each year, we have begun the process of an improved recruitment plan for increased engagement and representation across the region, particularly from our regionʼs Historically Black Colleges and Universities and Hispanic-Serving Institutions. We are also aware that recruitment is only the first step in fighting against racism in our field and beyond, so creating a retention plan is also paramount. You can find much of this information in our Strategic Plan and as we actively update our associationʼs mission and vision statements (under the About tab on our website). Lastly (for now), in addition to our Affinity Groups, which meet at the Annual Conference and throughout the year as needed, we have created a Virtual Healing Space for Black Professionals. If you are a Black MACUHO member looking for community and support, this is an open space for you. The first group meeting was held in July, and is still available for any association members who may be interested. If you are interested, please contact macuhostac@gmail.com for more information. As we look to the future, we will continue to increase learning opportunities in the form of webinars, blogs, presentations, and articles. We will also commit more financial resources to the annual Social Justice Symposium. From a more comprehensive approach, the task force completing a critical review of the MACUHO bylaws and constitution will specifically look to dismantle any systemic racism or exclusion embedded in the organization. The MACUHO mission statement is also being rewritten to prioritize our commitment to equity and justice. Lastly, we plan to establish a bias reporting process and corresponding form on the website so that members can report racism along with any other forms of discrimination, harrasment, or exclusionary behavior at MACUHO events or within any MACUHO platforms. As we work toward these goals, we urge you to not let yourself become complacent in your own anti-racism journey. Prioritize it in your work and your personal life. There has never been more of a need for selfwork and community work around anti-racism than there is today, and that work falls squarely on the shoulders of white people. Letʼs all do better, MACUHO. We are here to support each other in our learning. We hope you hold us accountable to our above promises, and challenge us to do more. In Solidarity, MACUHO Leadership

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President’s Letter FROM THE LEADERSHIP Tiffany M. Hughes She/Her/Hers Residence Hall Coordinator West Virginia University President tmhughes@mail.wvu.edu

I am incredibly honored to serve as your MACUHO president. As I outlined in my speech at our virtual annual conference, we have faced unforeseen challenges this past year trying to adapt to a global pandemic. As an organization, we have challenged ourselves to deliver a virtual experience for our membership that aligns with our Mission and Purpose of serving Housing and Residence Life professionals. We will continue to strive to offer an array of opportunities for the membership to stay connected virtually over the next year. When thinking about the challenges and goals of this next year, I started to think about our new 2020-2025 Strategic Plan. Our Director of Strategic Initiatives, David Clurman, and his team have spent countless hours reviewing our former strategic plan, connecting with members of the association to evaluate what we accomplished, and developed a new plan that will help our association move forward. The Strategic Plan focuses on five strategic themes that will be central to our work as an organization. We will focus on making sure our budget aligns with our goals, documenting what we are doing to achieve those goals, and making detailed reports of what pieces have been accomplished so we continue to move forward as we work over the next five years. One of our strategic themes is Equity & Inclusion. This theme is dedicated to challenging our association to take the necessary steps to provide our membership with social justice education and providing the tools necessary to dismantle oppressive systems. This is a goal that we will

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work towards for longer than the five-year strategic plan. We will start working over the next year to make the necessary changes to our Mission and Diversity statements, will have a task force focused on updating and making changes to our Bylaws and Constitution, and will work to make our organization more inclusive, supportive, and safe for our underrepresented members. MACUHO will also be joining NEACUHO for the 2021 Joint Annual Conference! We will, fingers crossed, be in person at the Kalahari Resort in PA. We are excited to work with our friends in the NEACUHO region to bring everyone a conference where we can learn, grow, and connect with each other. The Annual Conference Coordinator(s), both Ray FeDora (previous) and Jackie Cetera (current), along with their entire team have been working to make this conference a memorable one. They are working to combine aspects and traditions of both regions to make this conference like no other conference before it. MACUHO, for me, has always been an organization full of people that help, challenge and support one another. I am thankful to be a part of this amazing organization and I look forward to connecting with all of you over the next year! I hope you stay safe. Tiffany M. Hughes President

Vice President’s Letter FROM THE LEADERSHIP Brandon Chandler He/Him/His Associate Director of Operations and Maintenance Temple University Vice President brandon.chandler@temple.edu Hello MACUHO! This may be the longest leadership magazine letter ever. For that I am sorry, but I do hope you read it! It’s a New Year! 2020 was definitely a year worthy of a big asterisk in the record books, but I remain hopeful for what 2021 has to offer. 2020 had plenty of woe and misery, but there were many bright spots that I am sure many of you saw and experienced. Many of you advanced your careers, fought and protested for social justice, began or completed master’s degrees and doctorate programs, grew your families, found inner strengths you didn’t know you had, began new stress-relieving habits and crafts, started therapy for the first time, launched a side business, started a new fitness journey, and so much more. Best of all, if you are reading this you are still living and breathing, and that is a gift I am thankful for each day as 2020 claimed the lives of many. I am often left after mind and body draining days to shed the negative and reflect on the good that has happened. I encourage you all to find ways to remind yourself daily that goodness and joy is still present around and in each of us. As you recall your goodness and joy, remind others you are close to that it is there also. A new semester has begun for many of us across the region. Yay! You might have more students living on your campuses, there is a new US President, and COVID vaccines are slowly making their way into our communities. For me, I am looking ahead, and as your Vice President, I wanted to share with you something to consider as you look forward. Diversity and Inclusion Cannot Wait Any Longer. Correct - My something is not about COVID. In writing yet another paper for my MBA program, I was asked to write about a challenge facing a non-profit organization that has taken me on as a fellow on their Board of Trustees. My project is to help them with their board diversity. The problem - They have nearly none and have not really done anything substantial about it. The thought crossed my mind to wonder how many of you are working in departments or at institutions that have also done nothing or not enough to really get serious

about the need to be diverse and inclusive up and down the hierarchy. The truth is that all of the data is publically available showing that diverse organizations perform better than ones composed primarily of people with homogenous identities and backgrounds. My paper focused on the need to treat getting from homogenous to diverse and inclusive as a profit-generating activity, thereby using the same innovation processes and resources that business leaders are taught to use for developing new products to push diversity and inclusion forward. In the context of higher education, fast-tracking efforts to transform our institutions into more diverse and inclusive environments should be as critical as it is to improve our graduation and retention rates or to find stronger funding streams to keep the doors open. We should have clear missions, internal research, written goals, and action plans with deadlines and penalties for failing to complete them. The question is - Are you and the people around you treating a current lack of diversity and/or inclusion like a competitive disadvantage waiting to swallow your department or institution? Among the most interesting pieces of data that I reviewed was that it is the business world meeting stronger diversity and inclusion requirements throughout its sphere of influence that will be the key to reaching a more equal and equitable environment in the US. Higher education alone cannot carry this load because our institutions do not directly touch nearly as many humans as does the business world. But higher education does bear the burden of training and educating significant numbers of the next waves of business leaders, entrepreneurs, thought leaders, and workers, and the stronger our push is to finally be equal and equitable the better prepared our alumni will be to work in, create, and fight for a more diverse and inclusive economy. At this point, the dialogue our country needs to have on its social justice problems depends on exactly that. I hope you are all doing well, and I honestly and truly look forward to seeing you soon – in person. Sincerely, Brandon Chandler Vice President, MACUHO

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Past President’s Letter FROM THE LEADERSHIP Johnny Kocher He/Him/His Program Coordinator - Residential Learning West Virginia University Johnny.kocher@mail.wvu.edu

Hello MACUHO and welcome to 2021! It is my honor to be writing to you all in my new role as Immediate Past President and I am very much looking forward to another year of friendship, support, and professional development within the MACUHO family. It is an understatement that 2020 brought with it tremendous challenges, however it also important to note that it forced us as a profession and association to face harsh realities that have always been present in our society. It was in response to the COVID-19 pandemic and the ongoing, persistent racial injustice that the association refocused on its mission to provide professional development opportunities to housing and residence life professionals who are in a unique position to support college students. Understanding that these college years are essential to student identity development makes our work that much more important as we strive to use our various roles and platforms to acknowledge racial injustice and to actively combat it in all forms in both our profession and our society. While a great deal of work was done in these areas within the past year, we are very far from done. I look forward to working with Tiffany and Brandon to support the association's efforts in creating the professional development opportunities, leadership experiences, and safe processing spaces that are critical for the trying times that we continue to live in. However, do not wait for a webinar or virtual meeting for us to get together to talk! I am here to serve the association and its members and if I can assist you, your coworkers, or students, in any way please feel free to reach out. Also, please let me know if you have your own ideas of how MACUHO can best serve you or the region through its different programs and outreach.

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One of my most exciting roles for this upcoming year is to support the MACUHO Executive Board nominations and elections that will take place over the summer and at the upcoming joint Annual Conference in October with our friends from NEACUHO. While contemplating your next professional development steps may not be something that you are currently devoting a lot of thought to, it is important that you take a pause from the hectic day-to-day job responsibilities in which you are constantly prioritizing the needs and support of others to consider how you can support your future career goals. Now more than ever, the profession, region, and country are in need of passionate leaders who can assist MACUHO in creating the best housing and residence life professionals possible. If one of these leadership positions is something that sparks even a hint of interest for you, please feel free to reach out and I would be happy to discuss them further. Stay tuned for more information on executive board elections later in the year. MACUHO it is an honor to continue to serve the region and I look forward to seeing you all again in person (fingers crossed) at some point this year. Until then, let’s catch up virtually soon. (If nothing else, so that I can tell you about my new cat!) Johnny Kocher MACUHO Immediate Past President

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MACUHO Strategic Plan Final Report 2015-2020 FROM THE LEADERSHIP Julia Collett She/Her/Hers The George Washington University Strategic Planning Coordinator

David Clurman He/Him/His Assistant Director for Residential Education University of Maryland - Baltimore County clurman@umbc.edu OVERVIEW In October 2015, MACUHO approved a new strategic plan for the association for 2015-2020. This plan identified four critical issues (finances, networking, outreach, research) and 91 related objectives the association hoped to achieve during the five-year period. Each objective was assigned to a position or group on the executive board and/or leadership council. Roughly 38% of those objectives were accomplished and another 18% are in progress. Accomplished objectives have been identified below and this article concludes with considerations for the 2020-2025 Strategic Plan. ACCOMPLISHMENTS Critical Issue 1: Finances - Information about MACUHO finances is posted on the association website in a timely manner. (Obj 1.1.1) - MACUHO engaged in regular dialog with other North American regions about many topics, including finances and the affiliation agreement with ACUHO-I. (Obj 1.2.2.4) Critical Issue 2: Networking - Multiple articles have been published on the topics of gender issues, gender-based violence, and on LGBTQIA students and staff. (Obj 2.1.1.1 & 2.1.2.1) - MACUHO created and hosted the Social Justice Symposium annually from 2018-2020. (Obj 2.1.3.1) - Engagement Coordinator positions were created to better meet the needs of graduate students, entrylevel, mid-level, and senior-level staff. (Obj 2.2.1.1) - A VIPS Facebook account was created so that past, current, and future VIPs can effectively communicate. (Obj 2.2.1.4) - Assessed and refined the Corporate Partner program to better meet the needs of the association and vendors. (Obj 2.2.3.1, 2, 3, 5, 7) Critical Issue 3: Outreach - Created a listserv serving members interested and/or working with facilities, assignments, and business operations. (Obj. 3.2.1.1, 2) - Created webinar series featuring Annual Conference Top 10 Program recipients. (Obj 3.2.2.1) - Publicized initiatives and events on social media and the MACUHO Magazine. (Obj 3.2.3.1) - Utilized various on-line methods for presenter feedback/evaluation forms. (Obj 3.2.4.2) - Increased the number of VIPS at Annual Conference to 18 and created a database to track all VIPS members. (Obj 3.3.1.1, 2)

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Critical Issue 4: Research - Benchmarked price points (annual conference costs, exhibitor costs, speaker fees) with other regional associations. (Obj 4.1.3.1) - Implemented a Financial Advisory Board, complete with manual, to help ensure that MACUHO is guided by sound financial decisions to ensure the long-term financial health of the association. (Obj 4.2.1.1, 2, 4) - Expanded the ways that people learn about hosting drive-in events. (Obj 4.2.2.2) - The Program, Housing & Facilities Operations, and the Diversity Committees partnered to provide opportunities for sessions on housing operations topics of interest that fit the following categories or other “hot” topics: gender-inclusive housing/LGBTQ community, Disability access, Emotional support animals, fair housing act. (Obj 4.2.4.1) - Conducted a task force to assess involvement and motivation for senior-level housing officers in MACUHO and other professional associations. (Obj 4.3.1.1, 2, 3, 4) - Assessed costs and readership of MACUHO Magazine and revised schedule of release. (Obj 4.3.2.1, 7) - Created a guide to help new and current members to navigate engagement and leadership opportunities in MACUHO. (Obj 4.3.3.2) - Conducted targeted outreach to graduate students within the region to publicize MACUHO involvement opportunities. (Obj 4.3.4.1) FUTURE CONSIDERATIONS FOR TOPICS IN THE NEXT STRATEGIC PLAN As MACUHO designs the 2020-2025 Strategic Plan, below is a list of topic areas for the Executive Board and Leadership Council to consider focusing on: - Equity and Inclusion - Advocating for social change for marginalized populations or when injustices occur; cultivate anti-racist policies and procedure for our organization and create opportunities to assist in dismantling white privilege. - Housing and Facilities Operations - Housing and Facilities Operations staff make up a significant portion of our membership, but there are limited professional development opportunities available to these members. - Technology - Maintaining a website that can be easily navigated; maintaining a social media presence; sharing information on multiple platforms. - Finances - Development of a clear financial plan that meets needs of association and its members; higher standard of financial accountability; clear sponsorship and partner opportunities for vendors to increase engagement with members. - Community - Creating an association where members invest in their professional development, MACUHO, and the future of the profession; fostering engagement with others. FINAL THOUGHTS As the current strategic plan comes to an end, we must thank members of the MACUHO executive board and leadership council for working to achieve these objectives. A special thanks goes to former Directors of Strategic Initiatives (Kurtis Watkins, Natalie Sowers, and Josh Belice) and Strategic Planning Coordinators (Carolyn Pitcairn and Michael Schoch) who helped establish, promote, and assess this plan over the past five years.

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MACUHO Leadership Makes “Heartbreaking” Decision To Cancel Annual Conference ANNUAL CONFERENCE 2020 Brian Root Assistant Director of Housing & Residence Life University of Pittsburgh at Greensburg

At a June 12, 2020 virtual meeting hosted by MACUHO President Johnny Kocher (West Virginia University), he updated a small group of attendees on the status of the annual conference. The meeting was a follow-up to an announcement earlier in the week that the October 2020 conference had been cancelled and moved to October 2022 due to concerns surrounding COVID-19. “It was a heartbreaking decision,” Kocher said during the meeting. Kocher explained that the MACUHO executive board needed to make an expeditious decision because the association’s risk level was rising every day. He said one of the fears was that the hotel might charge a cancellation fee if the conference was eventually cancelled. “If you wait, you could run into financial penalties that we cannot afford,” he said. Furthermore, Kocher said there were many other factors to be considered, ranging from social distancing requirements to the availability of personal protective equipment and proper sanitization. He said the executive board began to worry that the conference might create more of a “stressful situation” with all the requirements that could still be in place. “At no time did we lose sight of our people, which is our most valuable asset,” Kocher continued. Kocher said that he and his board acknowledged that many professionals in the region will also not likely have access to travel funds. A few members in attendance at the virtual meeting acknowledged that their institutions have a freeze on professional development and travel funds. He pointed out that some professionals at his very own institution, WVU, were furloughed and there are likely many others in the region in similar situations. The executive board’s research showed that most other regional associations had already cancelled or

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postponed their regional conferences. “There really was no other decision to be made here,” he said. Kocher commended the “skillful work” of Annual Conference Coordinator Ray FeDora (Wilkes University), mentioning that FeDora was able to help get the conference bumped to 2022 with no financial penalty. It will take place in Lancaster, PA where it had been slated to happen this year. FeDora, who was also in attendance at the meeting, pointed out that the association does lose out on a key component of the conference – the exhibit hall. “Without an annual conference, that also means that we won’t have an exhibit hall,” he said. He called the exhibit hall a major source of funding and support for the association. “We want to maintain those relationships and make sure those organizations are a part of any virtual experience we have going on in the future.” While no decision has been made at this time, Kocher said the MACUHO executive board is working on a plan to provide some sort of professional development to replace the conference. He explained that there have been some great – and some not-so-great – examples of virtual and online conferences and professional development opportunities in higher education. He said he recently had the opportunity to attend the NACURH conference, which was converted to an all-virtual experience this year. “They took their physical conference and virtually replicated it online,” he said. The NACURH conference had a philanthropy initiative, keynote speakers, and workshops – all done virtually through the Zoom platform. He called the conference a “great example” of something that can possibly be replicated. Kocher also called attention to ACUHO-I’s upcoming Virtual Summit later in June, which would give MACUHO another great example. The

Virtual Summit replaced ACUHO-I’s in-person conference, which had been set to occur in Portland, Oregon. There were many questions that had to be addressed. “Will we downsize? Will it be one day? We don’t know that yet,” he said. “We have not even begun discussions about how much content we’ll have.” However, he stressed the importance of focusing on quality over quantity. “The folks on the conference team were adamant about wanting to continue some of the traditional features of the conference,” Kocher said. He anticipated that even though the conference will not happen in person, members may see things such as the philanthropy initiative, raffle baskets, campus tours, and the VIPs program continue in some format. “They still want to do all these things that are synonymous with MACUHO.” Regardless of what professional development looks like in the fall, one thing is clear – there will be some financial barriers for many professionals. “We’re going to have to come up with some creative ways to help make sure others who can’t afford it can still participate,” Kocher said. Attendees at the meeting suggested everything from increasing scholarship opportunities to implementing a paywhat-you-can model. There is no definitive plan yet for pricing of this professional development. Because the 2020 conference has been moved to 2022, it now means that this will serve as the association’s 50th anniversary conference. Plans are still moving forward with the 2021 conference – which is a joint conference with the NEACUHO region. Johnny called the 2021 joint conference “historic” and said he expects that it will draw in lots of people and vendors. The 2021 joint conference will take place October 12-15, 2021 at the Kalahari Resort in the Pocono Mountains of Pennsylvania. *Note: Since this virtual meeting, we had a successful virtual Annual Conference and we look forward to being in person again soon.

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Program & Recognition Awards 2020 ANNUAL CONFERENCE

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MACUHO TOP TEN PROGRAM AWARDS The Region’s Best Award 2020: I Hope You Don’t Call Yourself an Ally Amanda Slichter, Kutztown University of Pennsylvania (Region’s Best) Pretty Allied (For A White Guy) 2.0 Alex Wehrenberg, The College of New Jersey Rho Alpha Sigma Honorary Society John Michael Haky, Morehead State University Addressing Hate-Bias Incidents As A Team Brian Medina, University of Maryland, College Park A Playbook for Programming: How To Increase Excitement, Participation, and Build Community in Residential Spaces Gwendolyn Stevens, Carnegie Mellon University Words, Words, Words: Why They Matter Denise Davidson, Bloomsburg University of Pennsylvania Mark Bauman, Bloomsburg University of Pennsylvania Staying Connected - Motivating Your Student Staff Through A Virtual Experience Bernadine Griffin, Goldey-Beacom College Forgotten Margins: Incorporating Faith Talk Into Residential Learning Julia Collett, Millersville University of Pennsylvania Utilizing Trauma-Informed Supervision To Support Residence Life Staff Misty Denham-Barrett, American University Facing COVID Head-On – A Discussion with Temple University’s Housing Officers On Their Approach Brandon Chandler - Temple University Shana Alston - Temple University Olan Garrett - Temple University BEST PRESENTATION BY A NEW PROFESSIONAL Send Me Your Selections Emily Murasso - West Virginia University Patrick O’Donnell - West Virginia University 2020 MACUHO ANNUAL RECOGNITION AWARD WINNERS Ann Webster New Professional Award: Anthonia Allanah, University of the Arts Mid-Level Professional Award: Genicka Voltaire, Montclair State University Commitment to Social Justice Award (Professional Staff): Amanda Slichter, Kutztown University Excellence in Operations Award: American University Housing Assignments Team (Ellis Jones, Christin Pittman, Chris Silva, Desislava Hineva, & Martin Sagendorf) James Hurd Outstanding Service Award: Jackie Cetera, Bucknell University David G. Butler Distinguished Service Award: Brian Medina, University of Maryland College Park Joanne Goldwater Distinguished Senior Level Professional Award Steven Anderson, University of Pittsburg

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Effecting Change on Issues of Race, Power, and Privilege in Student Resources GROWING GUIDANCE

Tiffany Mintah Associate Director Strategic Initiatives University of British Columbia eRezLife’s Blog - Community Connections

The incidents of police brutality and racialized violence that took place in the United States in recent weeks have catalyzed a much needed societal awakening around issues of systemic racism. There is global attention to the Black Lives Matter movement and a call for individuals and organizations to take active steps to be anti-racist. A recent large scale research study on race and equity on university and college campuses identified the same societal patterns of power, privilege, and racial inequity within our institutions. How then can we take action to dismantle and change systems that hurt racialized people? Residence halls have a direct and significant impact on the student experience. Consequently, as residence administrators, we play an integral role in effecting change on issues of race, power, and privilege in higher education. We have a responsibility to build and model respectful and equitable racially diverse communities. My MA research explored engagement with race and privilege in higher education and surfaced four specific aspects of our work in student residences that present the most opportunity for sustainable change on issues of racial inequity on our campuses: 1. How we approach staff hiring. 2. How we navigate race/culture-based roommate and neighbour conflicts. 3. How we support staff, students, and colleagues who experience negative racial interactions. 4. How we facilitate equity, diversity, and inclusion learning experiences in staff and/or student orientation programs. Yet, three realities alive on campuses today limit our ability to act meaningfully. First, the topic of race/racism is often superficially engaged with, and sometimes avoided altogether. Second, very few institutions gather meaningful data about the lived experiences of their racialized students, staff, and faculty. Third, experiences of racism are often recorded as isolated anecdotes or incidents, with little to no formal structures to investigate if/how these experiences permeate the culture of the institution. How can we disrupt the status quo?

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FOUR ACTIONS TO BEGIN TO MAKE CHANGE Here are four actions grounded in my research that leaders, in student residence and beyond, can take to begin to make a change. 1. Engage racialized members of our communities to gather data and document stories to understand their lived realities. Ask questions about the impact of existing policies, strategic frameworks, and programs, and implement recommendations for change. 2. Be explicit about our commitment to equity and anti-racism, and establish accountability structures and mechanisms to tangibly assess this commitment on an ongoing and regular basis. For example, embed equity competencies in hiring and performance matrices to signal an expectation that staff actively develop their knowledge, understanding, and practice of racial equity. 3. Integrate content about racism, power, privilege, and oppression into Residence Curriculum. 4. Engage in transformative learning experiences that enhance lived understandings of racism, power, privilege, and oppression for staff, students, and faculty. We all have a role to play to address the inequity facing racialized staff and students. What will you do today to make a difference?

*This blog post is adapted from: Mintah, T. & Heykoop, C. (2020, June 8) The Time is Now: Effecting Change on Issues of Race, Power, and Privilege in Canadian Higher Education [Blog Post]. Retrieved from https://sls.royalroads.ca/blog/timenow-effecting-change-issues-race-power-and-privilege-canadian-higher-education Tiffany Mintah Bio Tiffany is a Black Canadian woman. Her MA research focused on engagement with race and privilege on university campuses in Canada. Tiffany works as Associate Director Strategic Initiatives with Student Housing at the University of British Columbia. She is a new mother to a 7-month old son. References Henry, F., Enakshi, D., James, C., Kobayashi, A., Li, P. S., Ramos, H., & Smith, M. (2017). The equity myth: Racialization and Indigeneity at Canadian universities. Vancouver: UBC Press. Mintah, T. (2019). Residence Life Managers’ Engagement with Race and Privilege (Unpublished master’s thesis). Royal Roads University, Victoria, British Columbia, Canada. MACUHO | 19

Let’s Talk About Pronouns GROWING GUIDANCE Amanda Slichter She/Her/Hers Assistant Director of Residence Life Kutztown University Director of Technology amandaslichter11@gmail.com

For some of us, we grew up socialized (directly and indirectly) to only be aware of two genders — men and women. From clothing, to sports, to pronouns, things tend to be divided into “his” or “hers.” Phrases such as “ladies and gentlemen” are still commonplace, even though science and social advocacy have come along way over the last 20

years to expand our understanding of gender past the binary. We now know that many genders exist, and that “she/her/hers” and “he/him/his” pronouns should not be assumed. A simple Google search can provide context into why some people use “they,” “ze,” or “xe” as just a few examples. Regardless of your gender identity or the pronouns you use, here are five best practices to create a community that is more inclusive to an entire spectrum of genders: 1. NORMALIZE PROACTIVE PRONOUN SHARING The more we get used to always saying “Hi, I’m Jane. I use she/her pronouns” when introducing ourselves to anyone new, the less noteworthy or strange it will feel when we say it or hear it from others. When you meet a fellow employee or a student for the first time, do you share your pronouns? When we don’t, we inadvertently perpetuate the practice of assuming someone’s gender identity based on their outward physical attributes, clothes, etc. You might think, “Oh well, they can probably tell I’m a guy.” But allowing for that assumption is part of the problem. By NAMING your pronouns, you (1) remind people that gender can’t be assumed, and (2) help to normalize pronoun introductions for those who are often misgendered with incorrect pronouns. Basically, it is a good allyship practice to not solely place the burden of pronoun-sharing on gender-queer, trans, or nonbinary people. Let’s all change the expectation to create less awkward introductions. 2. BUT NEVER REQUIRE PRONOUN SHARING Sometimes, in an effort to be inclusive, we go overboard with that first tip. Please note that the above tip is a suggestion of sharing your own pronouns if you are comfortable “outing” your gender identity to others. What we don’t want to do is mandate that anyone else has to share their pronouns with a group or person. For example, no one should require class, staff, or meeting introductions to include sharing your name and pronouns. For many queer people, this requirement forces them to either (1) “out” themselves to a group of people they may not trust or be comfortable with OR (2) lie about their pronouns to avoid possible harassment, bullying, or discrimination, which can result in some difficult feelings of gender dysphoria. As a happy medium between forgoing pronouns altogether and requiring them, the person leading the introductions (or you, when it is your turn to share) can simply lead by example by sharing your own pronouns. This will normalize and create space for others to share without forcing the expectation that everyone must share. 3. EMAIL SIGNATURES/NAME TAGS In the last 5-10 years, you may have noticed people more commonly putting “preferred pronouns” in their email signature with a list of the pronouns they use (For example: “Preferred Pronouns: Ze/Hir/Hirs”). Although this is a great gesture toward normalizing pronoun sharing, it misses the mark on delivery. The term “preferred” is problematic because it implies that the person’s pronouns are optional and their gender identity is simply a preference. Drop the “Preferred” from your email signature or name tag— just list your pronouns! They aren’t preferred; they’re required in order to fully respect someone’s personhood. So, please, go ahead and list those pronouns for yourself in your signature! But try it this way, for example: “Pronouns: She, Her, Hers” or “Jane Doe, She/Her/Hers.” If you are hesitant to include your pronouns in your email signature or name tag because you think it may confuse people who are unfamiliar with pronoun sharing, remind yourself that it is a great way to start an educational conversation with them if they bring it up. Bonus Tip: If you are comfortable doing so, you can list your pronouns on your Zoom “name tag” simply by adding them to your last name under your Zoom settings. All you have to do is enter/edit your last name to read: “Smith, she/her/hers” for example.

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Drop the “Preferred” from your email signature or name tag - just list your pronouns! They aren’t preferred: they’re required in order to fully respect someone’s personhood.

4. MAKING ASSUMPTIONS If you have not been given a person’s pronouns, do not automatically use she/her/hers or he/him/his based on someone’s name, appearance, or voice. This can be an incredibly hard habit to break. For example, many people will say something like, “Oh, she was really helpful” if the customer service agent was wearing a dress, had long hair, was wearing makeup or nail polish, spoke in a higher-pitched tone, or their name tag said “Jessica.” In reality, one or all of these things do not necessitate that this person identifies as a woman or uses she/her/hers pronouns. Simply swap out the gendered pronoun for “they” anytime someone’s pronouns are not explicitly given. You may think the chances of you being wrong are unlikely, but the reality is that you can’t be sure and it does no harm to stop assuming. For example, we already do this when we can’t see or hear someone, such as in a passing conversational reference. Your friend might say, “I have a friend who moved away who finally got to visit our hometown this weekend.” and without anything to stereotype in appearance, names, or voices, you might respond, “Oh yeah? Where did they move to?” 5. MISGENDERING MISTAKES Lastly, if you accidentally use the wrong pronouns for someone or make an assumption about someone’s gender, correct yourself and move on. It is important that you stop to correct yourself, but equally important that you do not make a big spectacle of your remorse. A simple, “Sorry Casey, I meant ze” and carrying on with your conversation is perfectly appropriate. An extensive, drawn-out apology to express how truly MORTIFIED you are at your mistake is more about you and your feelings than it is about the person who was harmed. Do not draw unnecessary attention to the harm or your remorse— just correct yourself and try harder to not make the same mistake in the future. This brings us back to the start of this article—we (speaking of society in general) have been socialized along a gender binary. It is understandable that our systems and norms color our interpersonal interactions. Therefore, most of us have to actively unlearn the over-gendering of the she/he binary. We then have to actively learn respectful pronoun practices. That takes work, and that takes time. If you are putting time into your ongoing allyship journey, practicing more inclusive language, and correcting yourself and others when mistakes are made, give yourself some grace. You are pushing back against years of conditioning, and that is a fantastic start.

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THE PURSUIT OF E XC E L L E N C E I N G R E E K LIFE ON COLLEGE CAMPUSES My 25-year journey with the Sigma Nu Fraternity in Philadelphia, PA

ike many, my understanding of Greek Life back in the 1990s was largely based on what I saw in television and movies. As a child of the 1980s and 1990s that meant two groundbreaking films: Animal House and Revenge of the Nerds, two of my favorite comedies from this era.

By Dr. Sean P. Killion

In 2020, I’m celebrating twenty-five years being a member of the Sigma Nu Fraternity and when I reflect on my experience, I can say that while there are many, many situations and experiences that justifiably can connect to these stereotypes about Greek Life as depicted in these films, I can whole heartedly exert that the vast majority of the experience I’ve had in Greek Life was something completely different that unfortunately doesn’t get celebrated or discussed to the level I believe it deserves in our society.

Unfortunately, over the past few years, there’s been a growing effort within the higher education and academic community to question the relevance and importance of fraternal organizations such as fraternities and sororities. The Abolish Greek Life movement has been an effort on a few college campus, mostly from more affluent institutions such as Ivy League institutions, where some feel that Greek organizations have been one of the many institutions contributing to inequality in this country. In an August 2020 NY Times article, the current state of affairs related to the Abolish Greek Life movement was expanded based on recent activity at Vanderbuilt University where students dropped out of their Greek organizations in protest. “Students said their real reasons have deeper roots: that Greek life is exclusionary, racist and misogynist, as well as resistant to reform because of the hierarchical nature of the national Greek organizations, which control local chapters. Similar ‘’Abolish Greek Life’’ movements have sprung

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“Students said their real reasons have deeper roots: that Greek life is exclusionary, racist and misogynist...” up at other universities around the country, including at the University of Richmond, Duke, Emory, American University, Northwestern and the University of North Carolina.” (Marcus, 2020) Lack of diversity, the promotion of socio-economic inequality, the higher cost of joining and remaining in these organizations, exclusivity, are all issues that some believe Greek Life perpetuates in a current political environment focused on racial and social justices issues stemming from relations with the AfricanAmerican community, relations with law enforcement, and equality issues in America. Many organizations

and institutions are being targeted in the wake of racial and cultural tensions in the country. The view is that fraternal groups like these that support narrow views may no longer be relevant to campus life in today’s environment and institutions are coming down hard. Many Greek organizations are at fault if they focus entirely on social activities and high-risk behavior. I can’t argue with higher education administrators who wish to challenge student organizations that violate campus rules and continue to be a detriment to student life. However, these are not the organizations I am referring should be maintained as vital components to the future college campuses. There are select organizations that understand the importance these groups have in our students’ lives and these are the types of organizations I feel

Given this backdrop, I know that the question of value is being considered unlike any time in our history and believe that the Greek Life experience has something to offer our students that traditional organizations do not offer. I often tell my students that what you learn outside of the classroom is just as important as what you’re learning in the classroom. In some cases, it’s more important. In an article from the Society of Human Resource Management, “Employers are hiring at record levels, but their complaints about a skills gap among recent college graduates are widespread. Hiring managers say that many of these new entrants to the workplace simply aren’t ready to tackle the duties they will face on day one.” (Hirsch, 2019)

Annual Sigma Nu Alumni & Collegian Barbecue hosted at the Townhouses at the former Philadelphia University

deserve our protection, support, and guidance. The right organizations should be seen as partners. Many social and fraternal organizations are facing tough realities as their memberships dwindle, pressure from outside entities challenge their missions, and the overall question of the value to our students’ education is being debated. Since the outbreak of the COVID-19 pandemic, higher education has faced similar challenging question as well as online instruction being seen as a less desirable and effective method of delivering the product of higher education despite keeping tuition at the same pre-COVID-19 levels. Many in the higher education field have pondered that the industry is destined for massive disruption.

What you learn outside of the classroom is just as important as what you’re learning in the classroom. The article reveals that employers are looking for graduates with more work experience and more skills that unfortunately many students do not get while they are in college. It’s important to get real work experience and experience real challenges that they will face in the job market. For many years,

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employers have reported that life skills are far more important for people they hire and is often deficient in recent graduates. Life skills come from the experiences that you gain when in organizations that are focused on a variety of issues not just those limited to hosting speakers or campus events that provide little creativity and autonomy.

“Perfection is not attainable, but if we chase perfection, we can catch excellence.”

The famous quote by legendary Green Bay Packers head coach Vince Lombardi has been one of my favorite motivational mantras that I use when reflecting on my experience in Greek Life, “Perfection is not attainable, but if we chase perfection, we can catch excellence.” This quote so accurately defines the experience I’ve had in the past 25 years and feel is something we can learn about not only Greek Life, but so many Student Affairs and out-of-classroom experiences that add value to the educational experience. My hope is that this story can resonate with people and inspire them to connect with their passion and step up their commitment to something that brings them happiness and contributes to the educational journey for our students. Sean and his wife Stacy dressed as Han Solo and Princess Leia from Star Wars, their favorite movie.

IMPORTANCE OF GETTING INVOLVED

something that has been studied for quite some time and contributed to better performance in school.

For me, Greek Life was such a very important part of my college experience. I came to the realization Getting involved for me meant joining a fraternity and that getting involved from the start of my college joining Student Government. I believed in getting inexperence was something I volved and felt that in high school I was going to commit to prior After getting involved was involved in significant events to beginning my college jourand organizations that I could lead ney. I came to this decision my grades improved, my others. Having attended a Caone summer night when I was relationships with faculty tholic school for twelve (12) years, on a date with my future wife. I was also accustomed to some and staff improved and We had been talking and I redegree of Community Service and flected that I felt that I wasted overall, I become more Philanthropy as well. What I didn’t the first two years of my high realize is that I was only at the connected to the school. school experience but not beginning of my leadership jourbeing involved. I learned after ney and that it really does take getting involved that my grades improved, my rela- time to appreciate the awesome power of working tionships with faculty and staff improved, and overall, towards excellence in organizations and as a leader. I become more connected to the school. Prior to this I will contend that the important first step in this experience, I hadn’t given much thought to my educa- process in making the commitment to get involved tional journey but after I realized the importance and and stay involved. It helps to find something you’re vowed to never make the same mistake. I came to passionate in as that helps to keep you motivated for learn later in life that the benefits of involvement was the long haul.

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MY PERSONAL JOURNEY AND GROWTH IN BECOMING A CAMPUS LEADER When I started college in the fall of 1994, I was elected as Freshman Class President in October. Following that, a group of ten students and friends of mine: Sean Flanagan, Michael Heyer, Chris Ritchie, Todd Corless, Bill Robinson, Andrew Urban, Bill Fagan, Bill McDowell, and Brandon Persofsky, decided that we wanted to start a new fraternity on campus. The ten of us met and talked about groups on campus and decided that none really met the guidelines we were looking for in an organization to join and the idea of starting a new organization was exciting. It was like starting a business and building something new that could add value to the campus. At the time, the campus was considered a commuter school and many of us felt like we could change that culture. In December of 1994, a few of us contacted the national headquarters of the Sigma Nu fraternity after attending a party at the Beta Rho Chapter of the Sigma Nu chapter at the University of Pennsylvania. After speaking to the Expansion Director of the fraternity, Mr. Michael McKensie, we were provided information from Sigma Nu including information about their organization and their new ethical leadership program called LEAD.

The group organized itself as a local interest group of Sigma Nu and petitioned the Student Government Association to become Sigma Alpha Nu with the hope of becoming an official chapter of the fraternity. Although the debate was contentious and several of the existing Greek organizations didn’t want another

They learned about the organization’s ideal of Love, Honor, and Truth

group on campus, the organization was approved with SGA recognition and could operation as an organization. During the Spring 1995 semester the members worked on numerous campus activities and was recognized as the 1995 Best Organization of the Year. Additionally the organization helped sponsor the 1995 Valentine’s Day Talent Show, support larger campus events and actively participated in community service events like Special Olympics. In the fall of 1995, the group was informed it would become a Sigma Nu colony and later in December When the ten men returned to campus for the Spring 1996, the chapter was officially chartered on 1995 semester, they decided that Sigma Nu was December 6, 1996. the organization for them. They learned about the organization’s ideal of Love, Honor, and Truth and it’s stance on being an organization founded in direct opposition to the practice vof hazing. Since all of the members involved were either older or involved already in campus organizations, we all felt strongly that hazing shouldn’t be part of the experience we offered to our members. Our focus was on involvement on campus, acdemics, and doing well for the community. Brothers from the Sigma Nu chapter in Fall 1996.

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GETTING INVOLVED PROVIDED ME AN OPPORTUNITY TO STAY INVOLVED AT A NATIONAL LEVEL One of the benefits I had being one of the few people from our chapter to interact closely with the individuals at the national level when we were starting the chapter was getting to know and interact with many of the leaders at the national level. I value this experience and felt a commitment to the organization to give back after I graduated. For one thing, I would be involved with our newly chartered chapter and committed to building our Alumni program. Secondly, I was being asked to serve in a leadership role to advise our regional chapters and help work with other Alumni groups. In 2001 I was asked to serve as Division Commander which is a local volunteer dedicated to working with local collegiate and Alumni chapters. Division Commanders also help to communicate national policy, attend regional and national conclaves, and work to insure that someone communicates regularly with local collegiate and Alumni brothers.

Dr. Sean P. Killion and Dr. Jason Lyons with Former Executive Director of Sigma Nu and Hall of Honor Inductee, Brother Moe Littlefield.

Staying connected locally while remaining open to opportunities nationally was something I focused on doing. I also encouraged others from other chapters and regions to get involved both locally and nationally. I view the concept of supporting your local chapter in the same way one might support their local community or their local churches. It’s all about the organizations that we are involved that bring value to our lives. I bring all of this back to my mentor from high school, my Art Teacher, Mary Jo Brooks, who was the first person to ask me to get involved in something outside of the classroom. For me this was a defining moment and served as the motivation for the rest of my personal and professional life. Getting involved showed me the importance of giving back, helping others, and being dedicated to an organization. It’s also installed a drive for excellence in and out of the classroom. I used this motivation as an undergraduate, graduate and doctoral student. Dr. Killion with his mentor, Mrs. Mary Jo Brooks, at the Philadelphia College of Textiles and Science graduation ceremony on May 17, 1998

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THE CHALLENGES WORKING WITH MILLENIALS AND GENERATION Z

of striving for perfection in organizations and in this effort trying to reach excellence. I find that organizations that achieve excellence have a better experience and can coup with the challenges in today’s environment. They are also given much more leeway and flexibility compared to those organizations that are constantly making trouble for schools and colleges.

Over the past two decades working with students, I’ve grown to appreciate I am definitely someone from a different generation. I struggle with technology at times, I quote movies from the 1980s all the time, I grew up in an era when smoking cigarettes Some of the challenges I’ve encountered with both on an airplane or a doctor’s office wasn’t unusual. I Millenials and Generation Z students is that they are also grew up in a generation before social media and not willing to put the extra work into what’s needed before the major scrutiny of the and expect things to be public and media. Unfortunately Over the past two decades handed to them in an easyfor today’s college age students, to-follow way. They lack the this means that there is less room working with students, I’ve entrepreneurial spirit that I for learning from one’s mistakes. I grown to appreciate I am believe other generations can’t say that I envy students in this had. It’s certainly not all stuhighly visible and over analyzed definitely someone from dents in these generations environment. I remember when it a different generation. but students in school today felt like you could get away with a definitely have more advanlot of mischief if you were smart tages and access compared and didn’t take things too far. to previous generations and Unfortunately for students nowthey often don’t value these adays, there’s simply no room for opportunities as deeply as such learning from mistakes. One they should. In part this also mistake can ruin someone’s future connected to what I often and it’s simply not worth the risk. refer to as the consumerization of higher education As an advisor to groups for the and how both students and photograph from Sigma Alpha Nu with Sean past twenty-five years, I have tried Early Killion and Bill Fagan, freshman year roommates. parents treat college like a to stay consistent in the approach

Spring 2019 Sigma Nu Brotherhood Initiation Ceremony

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business and demand products and services like they would any other company they are spending money There were some up and down years and the chapter maintained itself through these experiences. About seven years ago, we run into some issues where brothers weren’t paying their dues and spending too much of their time on the social aspects of the organizational experience and had gotten themselves into major debt. At one point, we had over $40,000 of debt owed to the national fraternity. The Alumni and a group of collegians had to turn things around and work towards the goal of paying down this debt. In four years, the chapter did that and begin on it’s pathway to excellence. Given the chapter had gotten itself out of debt, it started on a path of strategic planning and focused on building strong chapter operations.

There were some up and down years and the chapter maintained itself through these experiences.

Fall 2019 Candidate Initiation Ceremony

Annual Holiday Sigma Nu Breakfast

From 2017 – 2020, the chapter worked to improve its results on the fraternity’s organizational evaluation system called the Pursuit of Excellence Program (PEP) which focused on three areas of overallperformance: Chapter Operations, Personal Development & Membership Value, and ValuesBased Leadership. The chapter earned recognition over the years in all of these areas including specific awards for recruitment and for the efforts in educating members through the fraternity’s ethical leadership program called the LEAD Program. From the period from 2018-2020, the chapter earned outstanding results in these areas and was recognized with the fraternity’s highest honor in August 2020, being named one of Sigma Nu’s Rock Chapters.

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Sigma Nu brothers at the 10th Anniversary Celebration in Cape May, NJ on April 22, 2006

Bibliography Managing Hiring Managers’ High Expectations for New College Graduates Hirsch, Arlene . HRNews ; Alexandria (Apr 12, 2019). Rejecting Greek Life. Author: Ezra Marcus Date: Aug. 2, 2020 From: The New York Times Publisher: The New York Times Company Document Type: Article

T H E PAT H TO E XC E L L E N C E As noted early, I hope others find value in this story and hope the message is a powerful one to inspire others towards action. I believe that there are some significant take aways to share that can help others looking to make influential change in organizations. Here are some important tips:

Vision and Buy-In

It’s important to have a vision for your group and obtain buy-in for this vision. For me, this is such an important part of making progress and achieving high results for your group. I find that groups that struggle often don’t have a clear vision and plan for how they get to achieve the high results they desire. You also need the group to buy-in to this plan or nothing will get done.

Plan

Plan, plan, and more planning. Develop your plan with a draft, then fine tuning by getting others in the organization involved. Don’t be afraid to share your ideas and put your thoughts on paper. Yes, people will criticize and critique but you’ll never get this part of the process off the ground without taking this first step. Remember, that your initial plan doesn’t have to be perfect. You’ll need to be adaptable and be flexible to new ideas and changes.

Build a Coalition

Remember that building a coalition is important to your goal of moving forward. Without a guiding coalition, it will be difficult to ensure buy-in occurs and the organization can accomplish the goals of the organization.

Celebrate Small Wins

As you begin to work on your plan, be sure to motivate your team by celebrating small and big wins along the way. It’s a journey and be sure to celebrate your wins.

Documentation

Document everything. This will help you in so many ways not to mention going back to review that your plan is being followed. If you’re anything like me you might forget details so it’s important to go back so you can remember what you agreed to accomplish.

Review, re-evaluate and access

Be sure that you review, re-evaluate and access what you’ve done in order to make course corrections and further updates.

Get it done, make change, and progress forward. Don’t over think things.

After you’ve completed these steps, move forward. If you spend too much time planning and not executing, you could be wasting your time. Sometimes you need to move forward without having clear plans and procedures outlined. That’s okay. I look at this sometimes like an artist starting his/her creative process on a blank canvas…sometimes you just need to get started.

Find your passion and do what you love.

Last but not least, self-reflect on why you’re doing what you do. If you love what you do, you’ll find joy in it and never see it as work. Find your passion and do what you love.

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My Empty Office: Starting A Career In Residence Life During COVID-19 POSITIVITY DURING A PANDEMIC D.J. Schuck - He/Him/His Housing Manager for Programming - Seton Hall University dennis.schuck@shu.edu My first professional position provides me with an office, and I am grateful for the space. During one of my first days, I enthusiastically ordered a whiteboard and corkboard that are now on the walls. (All student affairs folks have them, right?) The computer screen sits on a raised desk stand, with the printer set up next to it. A corner table holds books that relate to my greatest interests: student affairs and the law. The walls hang school décor, as I work at the institution from which I graduated in May. Gradually, my office has been converted to represent me and make the space feel more comfortable. But something important is missing: the people. Indeed, I embrace the unique experience of beginning a career in residence life during COVID-19. My office is ready, but nobody is yet able to come inside. Starting a residence life career amidst this pandemic has been, in gentle terms, a fill of learning experiences. Everything moves quickly and, at times, the transition seems overwhelming. With no professional basis upon which to rely, I have been forced to resolve challenges that even the most veteran residence lifers have never before experienced and to contribute innovative ideas that can be successful during an unprecedented era. However, the experiences are valuable. I am fortunate to be developing beneficial skills, and I wish to reflect upon and share some of them here. All professionals must develop these skills; our transition has merely been different from what would have occurred prior to the pandemic, and so our skillset is progressing uniquely. In this reflection, I attempt to cover the ground between transitions for first-time residence life professionals in the past and their transitions during COVID-19. The following are five skills that new residence life professionals have been quickly required to learn and why they are critical. 1. ADAPTABILITY TO RAPIDLY CHANGING CIRCUMSTANCES One recent day, my checklist contained tasks related to pre-final exams programming. Instead, an abrupt change of plans led me to assisting with COVID-19 testing for the entire day, and my programming-based checklist had to be put on hold. Adaptability, adaptability, adaptability. As circumstances change by the day and moment, nobody in residence life knows what is going to be thrown at us next. We must be equipped to handle any situation at any time. The ability to adapt is universal, but this semester has taught new residence lifers to adapt rapidly and without room for error. This skill will be particularly useful when moving up into higher roles because along with adaptability comes time management; we have learned to prioritize and then act. 2. CREATIVE STUDENT OUTREACH AND PROGRAMMING I am going to say something relatable: the best part about my job is that I get to impact students. Something else relatable: the most difficult part of my job is coming up with the best approaches. One more: COVID-19 makes finding successful approaches even more challenging. Creativity has been essential to successful outreach and programming. Students are not as present, so flyers are not effective, there are far too many emails, and individual outreach has transformed too. Programming has required innovative thinking and new ideas. Student affairs will improve long term from the thought processes that lead to new outreach. Moving forward, the creative thinking skills being developed in new professionals will be fruitful for designing new approaches. 3. EFFECTIVE COMMUNICATION THROUGH MESSAGING, PHONE, AND VIDEO Part of my role is building relationships with Resident Assistants and in-hall professional staff to support residential programming efforts. However, communication is currently permitted only through virtual spaces. By this point, I am hearing the Microsoft Teams ringtone in my sleep.

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Perhaps the biggest result of the pandemic across all industries has been the emergence of new channels of communication. Emails, phone calls, video calls, and direct messages are more important than ever because they are simply the only ways that we currently have to communicate. Therefore, prudent communication through those channels has been essential for successful residence life operations. Virtual communication is not going away, especially as people continue to become exposed to its efficiency streamlining processes; the effectiveness in using it is advantageous. 4. EFFICIENT PROBLEM SOLVING, BOTH SHORT TERM AND LONG TERM A few weeks into my new position, the university pivoted to fully remote instruction and suspended inperson events. That decision meant implementing new department procedures, which required efficient problem solving with full deliberation of short term and long-term effects. Tension exists between speed and perfection, in residence life work. We must accomplish many tasks every day, but we also want them to be done well. Therefore, efficiency is critical when solving important problems. While handling an issue in the moment, though, it is important to consider long-term consequences. COVID-19 has expedited new residence lifers’ ability to make efficient decisions while still identifying every potential cost. That skill will serve us well. 5. SUPPORTIVE COLLABORATION Dunkin and Starbucks are significant parts of the discussion in our office, and we actively support one another’s caffeine habits. Support extends past iced lattes, though. I must be ready at any time to assist with random COVID-19 tasks, including collaboration with other campus offices. Collaboration is always important when serving students, but it is typically focused on forward-thinking improvement rather than fulfilling essential tasks. Nowadays, residence life is full of unplanned-but-mustbe-completed tasks which require support and collaboration between colleagues. We have not been granted the option of developing that skill later. However, that skill is vital to being a team player, and teamwork will always be important to success in our field. Looking Ahead: Adjusting To An In-Person Professional Career Undeniably, starting a career during the pandemic will produce roadblocks. Soon I will be required to lead in-person icebreakers, speak in front of groups, and sit around conference tables as part of teams. I will be required to read people’s body languages and have difficult face-to-face conversations. Most importantly, I will be required to connect with people in ways that are simply not possible through Microsoft Teams. Sure, I completed those responsibilities as an undergraduate student leader, but they are different now. There are new expectations. Adjusting to those expectations will take time when my virtual responsibilities start becoming in-person ones. After this reflection is my supervisor’s perspective transitioning me during COVID-19. Please know that Josh is absolutely fantastic. It is a privilege learning from someone with his background in student affairs, dedication to student development, and loyalty to our university. We join our perspectives to cover more ground in the space of being new to residence life during the pandemic. To conclude my piece, while this reflection has described my personal experiences, hopefully it resonates with other folks in my position. Altogether, being a new residence life professional in Fall 2020 has its unique benefits and detriments. The pandemic has forced us to quickly develop skills that otherwise would not have progressed as fast; conversely, we will be delayed acquiring other skills that would have developed if not for fundamental changes to residence life operations. Nonetheless, I am invigorated by the fact that I will soon be able to welcome students and colleagues into my office. Sure enough, it will be ready.

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The One Door Perspective: Hiring During COVID-19 POSITIVITY DURING A PANDEMIC Joshua Reda He/Him/His Assistant Director - Programming & Student Development Seton Hall University joshua.reda@shu.edu Campus programming shifted during COVID-19 and brought on a multitude of ever-changing formats. Who would have thought things would keep changing from virtual to a hybrid back to virtual or grab n go – a whirlwind of revolving emails and plans. Developing new ways to reach our students became a challenge for our student staff and others. With a greater emphasis on programming impact, as a department, we needed further brain power. Though we had “empty” offices due to limited student visits, our outreach had to continue to be strong in connecting with students in new ways. As many other campuses were in hiring freezes, we, too, were handling the same dilemma. Mid way through the semester it was decided to hire two 10-month positions to help with Housing Operations and Programming. Initially my first thought was “What is this person going to do?” and “I need to start making a task list”. As DJ mentioned in his reflection, there were several components we needed to pay attention to including: Communication, Outreach, and Collaboration. I mainly focus on these three areas because they incorporate many parts of the programming puzzle and guided this semester’s work. These three areas should help provide him with a grounded experience as the Housing Manager for Programming. COMMUNICATION EVOLUTION Programming involves communication on several different levels.It provides the advertising, the teamwork, and buy in from department members. In working with DJ, I realized our communication had to be consistent and transparent. Our dialogue balanced between in office day discussions and MS Teams conversations. In supervision, it was a little different because of his new role and newness to the department. I wanted to make sure he was provided the tools to succeed and that my expectations were clear. Most days we talk about programming initiatives or higher education career paths. In this role, it allowed me to offer more professional guidance than some of the more seasoned staff members – finding the right blend was a new experience on my end as well. OUTREACH…THE STRUGGLE IS REAL Outreach is a heavy word in COVID-19 times. It can remove boredom from on campus experiences, offer a 32 | MACUHO

connection to remote students back to campus, and build Resident Assistant confidence. Outreach became the measure of how successful the semester was at the end of it. Working with DJ, he offered some creative ways to connect with our student staff. With that, we established open office hours for RAs to brainstorm ideas or talk about programming struggles/successes. For our students, we continued to offer grab n go activities and included more positive toned emails to share our excitement in these opportunities. For the spring semester, I believe our work is going to focus more and more on how to make our campus programs (virtual or not) appealing to our oncampus and remote students. Our communication on outreach is going to be critical once again. COLLABORATION: GO TEAM! I reference and end with Collaboration because it is the cornerstone of problem solving and getting programming where it needs to be. I believe one of the struggles with a temporary position is how to make the position impactful for the campus community and meaningful for the person themselves. Collaboration is at its core. Building the communication and expectations then leads to successes. In developing a task list for DJ, it set him up to succeed by being goal oriented. He has a list of key projects that allow him to build experiences for his eventual job search. These tasks are concise, due date driven, and instill critical thinking. My goal as supervisor is to have him be able to look back and summarize his 10-months here by: 1.) What he has accomplished, 2.) Goals he has achieved, and 3.) Skills he has built on or developed. I believe this should help him shape his career goals and find his Higher Education Administration passions. His tasks, goals, and skills cannot be achieved though if we do not collaborate. As much as this is his learning experience, it also is mine. In the end, this is a partnership to help all our students in a difficult time. As I type this, we are wrapping up the on-campus class experience. Most of our students are already home and will finish their classes and finals away from campus. Already, DJ and I are planning for that remote week and the spring semester. If we can continue our collaboration, communication, and outreach, the potential is limitless. Housing and Residence Life may be experiencing empty offices, but we know it is only temporary and anything is possible.

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Thanks 2.0 POSITIVITY DURING A PANDEMIC Anthony Florendo He/Him/His Area Resident Director American Campus Communities - Drexel University Market Aflorendo@americancampus.com

Want to step up your Thank You game? Research around gratitude has proven that there are 28 identified benefits when you consistently express your appreciation! Benefits include an increase in positive emotions for all involved, strengthened relationships, a reduction in materialism, and improvements in sleep and vitality! The next time you want to express gratitude and experience its superpowered benefits follow this tip: Be more specific. The more specific your phrase is, the likelihood the receiver will know exactly what you liked and will be able to reproduce or repeat the behavior. Boost your impact through creating a clear, specific reflection of what exactly you are appreciative of and you will increase positive emotion AND re-program their brains to retain your praise. It is all about creating a culture of connection. “I’m very pleased that you took my note on being on time, and because everyone was early today, I am confident that we will be ending at a reasonable hour.” “Taylor, thank you for being there with that parent issue. You allowed me to problem solve on my own, but helped me through it.” Person Praise is a quick acknowledgment with low impact. Process Praise is when you truly see the effort and provide appreciative feedback and

acknowledgment that will have lasting impact over time. “Thank You” has been thrown around as much as words like “Love”, “Hate”, and “Um”. We hear “thanks” all the time and when we hear it, although nice to hear, we may not recall the why behind it. Your appreciation for someone’s hard work and support is different from the quick “thank you” you offer to the person who held the door for you at Wawa. (It’s a SEPA/NJ thing.) Feel uncomfortable taking an extra few seconds elaborating why you are thanking them? Send them a message or email. We get so giddy when a parent writes us an email praising our customer service. We hang those emails on the fridge and make sure it gets forwarded to every supervisor! We can take a lesson from the parents of the students we serve and take the time to write a heartfelt AND SPECIFIC thank you. Even offering someone a “Thank You” compared to a “Thanks” has greater impact because it specially acknowledges the receiver. Consider the difference and feel how a “Thank You” lands versus a “Thanks” the next time you receive those words. When you start to see how your new and improved thank you makes a difference in people’s lives, you can thank me later…a chai latte with oat milk, in case you are wondering along with your clear and specific words of appreciation!

Your Work Matters POSITIVITY DURING A PANDEMIC Cate Morrison eRezLife Software

YOUR WORK IS SIGNIFICANT. YOUR WORK IS NOTICED. YOUR WORK MATTERS. This article is going to be like one of those awesome books that starts at the end, rewinds, then takes you through the story to get back to the end. Thank You! Residence Life is known for being a thankless industry where you devote a large portion of your life to your work, yet your work continues to be overlooked. We want to change that culture. Together, let’s create a culture of appreciation and gratitude. Let’s thank our colleagues, mentors, staff members, and students for the impact they are having and the work that they’re doing.

Thank you for being patient when that plan changed a hundred more times. Thank you for the countless hours you’ve spent planning for a safe return to campus. Thank you for explaining to parents why you aren’t hosting social events. Thank you for your compassion when moving students to quarantine rooms when they made the conscious decision to go to that frat party with 100 other freshmen. Thank you for sticking with it, even when no one seems to notice how hard things are. Thank you for showing empathy for your staff and the work they’re doing to adjust to COVID regulations. Thank you for the countless “other duties as assigned” you’ve completed in the last six months. Often met without recognition or praise, you continue to showcase your resilience and dedication to students and your institution. Thank you for everything that wasn’t mentioned, but you still did, never expecting gratitude or recognition. Thanks for your continued and seemingly endless resilience. Thank you for doing the work that matters. We see you, we see how hard you are working, and we see the impact of your effort.

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The Beginning I was sitting at dinner with my daughter and she said, “I think COVID has changed my brain. I feel different now.” For context, she has not had COVID-19 and is only seven years old. I agreed that this experience has likely changed the way most of us now approach situations, view relationships, and experience the world. Combine that comment with the constant reminders from Instagram of advisor trainings in the past: images of team photos, social events, educational sessions at camp, and work parties have flooded my “memories” on social media, and it’s impossible to not think about how life is different. The Reality Now The reality (temporary or not is unknown at this point) is that the role of residence life and housing professionals has changed. You’ve been forced to adapt quickly, embrace change frequently and consistently, and lead in a new way. You may love this new role, but for many, it has been a difficult switch to more administration that lacks many components of the job that were previously rewarding. Instead of planning events, fostering teams, or developing up-and-coming leaders, you’re moving students to different rooms, hearing more conduct cases for unauthorized gatherings, and revising the plans that you made three days earlier. Thank You Thank you for putting the students and staff first. With all of the media attention on the true intentions of institutions, it’s clear that residence life and housing departments are taking into strong consideration the health and safety of their students and staff. Thank you for your resilience, your willingness to keep going, and for putting on a mask and making the best of an otherwise crappy situation. Your work is significant, your work matters, and your work is noticed. Thank you.

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