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Adele H. Stamp Student Union — Center for Campus Life
Overall Accomplishments SUPPORT OF CAMPUS COVID-19 OPERATIONS
PANDEMIC OPERATIONS AND FACILITIES CHANGES
STAMP served as a critical campus resource
Many changes needed to be made to our
during the COVID-19 pandemic. Starting
physical operations to adapt to the quickly
in mid-October and continuing through the
changing circumstances necessitated by the
end of the fiscal year and beyond, STAMP
pandemic. Our housekeeping, maintenance,
opened our doors to serve as the campus-wide
and operations staff worked tirelessly to main-
COVID-19 testing location. Doing so pro-
tain clean, safe, and distanced facilities. They
vided ease of access for campus community
removed and rearranged furniture to allow for
Goals. . . . . . . . . . . . . . . . . . . . . . . . . . 5
members and a safe space allowing for a high
distance, hung signage, placed decals, and in-
volume of testing: from a maximum of over
stalled sneeze guards to ensure safe movement
Administrative.. . . . . . . . . . . . . . . . 6
3,000 tests conducted on one day to a cumu-
and in-person interactions, and frequently
lative testing total of just under 200,000 tests
cleaned high-touch areas to limit the spread of
since June of 2020.
pathogens. Now, as campus works to resume
Contents Overall Accomplishments. . . . . 3 Challenges. . . . . . . . . . . . . . . . . . . . 5
Strategic Communications & Partnerships. . . . . . . . . . . . . . . 6
In addition to testing, many STAMP staff went
Leadership, Engagement,
above and beyond their regular job duties
Advocacy, & Diversity.. . . . . . . . 7
to support other pandemic-related campus
Operations And Facilities. . . . . 9
case managers for quarantine and isolation
Organizational Chart. . . . . . . 10
operations. Twelve staff members served as
fully in-person operations, they are returning the building to its former state, removing signage and providing spaces for higher numbers of students and campus community members to be in company with one another.
housing, providing needed support, resources,
STAMP’s human operations needed to adapt
and connection to students struggling with
as well. Staff quickly mastered the art of Zoom
a COVID-19 diagnosis. Other staff also vol-
and remote work, learning new tools and ways
unteered for the parents’ line and at campus
of being in community with one another.
testing. Both STAMP Human Resources
STAMP’s Information Technology unit began
and Assessment & Research also dedicated
offering monthly Tech Thursdays where they
extensive time to support the 4Maryland
reviewed different tools and tips available to
Testing Ambassador program, conducting
STAMP staff to support remote work. Further,
interviews, onboarding, processing paperwork,
units which found themselves with reduced
and assisting with the supervision for the staff
work loads volunteered to help their colleagues
of over 80 students who ensured a smooth
who were overwhelmed, supported by a talent
process and welcoming atmosphere for those
sharing process developed by STAMP Human
getting tested. These contributions, along with
Resources to connect needed support areas
many others, allowed for the institution to
with skills those underutilized staff members
maintain open and safe operations throughout
were seeking to develop. New ways of com-
the school year.
municating were also needed: STAMP has
3
From late Summer 2020 through early Summer 2021, STAMP served as the main on-campus COVID testing location, welcoming scores of 4Maryland Ambassadors, and even more visitors coming to STAMP to receive COVID tests.
This past year, programmers offered students virtual, in-person, and hybrid events. SEE’s popular Build-A-Bae activity was enjoyed by some students in STAMP, while others chose to have activity kits STAMP Annual Report • 2020-2021
mailed directly to their homes so that they couldstamp.umd.edu/annualreport take part in a way that felt safe for them.
begun hosting monthly Town Halls to share
as the President’s Welcome, Homecoming,
information and answer staff questions, and
and the First Look Fair moved online. As the
the Leadership Team has also reworked their
university was still adjusting to the hybrid en-
meeting structure to allow for more collabora-
vironment, STAMP served as campus leaders
tion on timely topics. Many of these changes,
and provided high visibility examples for how
while prompted by the pandemic, proved to be
others could provide engaging opportunities
useful and will remain well beyond the end of
for students.
the pandemic.
becoming a popular program. The Student Organization Resource Center developed and implemented a process to review student organization activities to best ensure safety and adherence to COVID-19 protocols in addition to better supporting student leadership during hybrid operations.
Other STAMP units went to great lengths to
This process was supported through TerpLink,
STAMP and Dining Services also recognized
provide safe, in-person options for students to
a resource for all members of the university
the challenges of the Food Court not being
engage on campus. For example, the Centers
community to list events and ensure students
easily accessible to support opportunities
for Campus Partnerships worked to ensure
are aware of the vibrant campus life offered.
for students to be in community with one
over 200 hours of safe dance room reservation
This past year saw increases in the number of
another over food. Together, the departments
space was provided to student groups in the
events listed on TerpLink hosted by university
partnered to ensure there were dining options
spring semester, TerpZone piloted having
departments such as the Counseling Center
available in the building and that safe, dis-
billiards outside the North Entrance to provide
and academic affairs units, affording students
tanced, curbside pickup with ample outdoor
safe recreation, Studio A classes and work-
more awareness of the variety of events
seating was provided.
shops were offered in a physically distanced
available. •
manner, and DIY kits were offered as well, HYBRID STUDENT ENGAGEMENT Although STAMP staff were able to quickly provide online engagement opportunities in the spring, the summer months allowed for staff to connect with each other and share best practices to develop more intentional online experiences for the fall semester. Converting 4
face-to-face programs to a virtual environment to allow for growth and leadership development opportunities without diminishing the quality of the experiences was no small undertaking. Staff explored new resources and altered program curriculum and goals to meet the realities of the year, thinking creatively to develop new and more enriching experiences that leveraged the full scope of technology available. Some Leadership and Community Service-Learning programs conducted focus groups, planning meetings, and deliberate assessment over the summer to determine how to adapt their programs given the COVID-19 pandemic, resulting in transitioning to a flipped classroom approach which utilized more asynchronous, online learning opportunities supplemented by synchronous debrief and reflection experiences. Having been such a success this year, many of these changes will remain and allow various programs to operate more effectively and efficiently as in-person
Facilities coordinated with food vendors and moved swiftly to ensure that STAMP’s
options resume.
physical space encouraged the maintenance of the 4Maryland guidelines, and protected
This fall also saw some of the first large cam-
upcoming academic year, staff members are working to replace furniture and re-estab-
pus events and annual traditions as well known
lish lounge spaces appropriately.
the safety and comfort of all visitors. Now, with COVID restrictions relaxing for the
Adele H. Stamp Student Union — Center for Campus Life
Challenges FINANCIAL
STUDENT ENGAGEMENT
STAFFING
As a primarily self-supported department, the
Although STAMP provided many oppor-
Due to the pandemic and associated hiring
pandemic-related influences on the financial
tunities for student engagement throughout
freeze, STAMP operations had to adjust to
well-being of STAMP have been particularly
the year through in-person, remote, and
staffing challenges both internal and external
acute. Numerous vendors in the building
hybrid delivery modes, staff faced challenges
to the department. Many units operated with
were given rental waivers resulting in reduced
in creating these opportunities. For example,
reduced professional staffing as well as fewer
revenue for STAMP. Despite this, multiple
last minute changes in the status of campus
graduate assistants. STAMP Human Resourc-
vendors decided to permanently cease opera-
resulted in interrupting large event plans, the
es process for redeploying underutilized staff
tions while others remained closed for the year,
need to plan events with quickly changing
members helped to address this issue. Some
further contributing to the revenue reduction.
business hours, and restrictions for in-person
units also struggled with the recruitment and
The restrictions on in-person gatherings and
gatherings limited the programs and activities
retention of student employees, as many
campus remote operations also affected the
available to students. Student engagement
students were not on campus or were not
number of conferences and events that could
spaces, such as the TerpZone and Studio A,
comfortable working in a face-to-face capacity.
be hosted, particularly in the fall semester.
were closed in response to the pandemic, fur-
Staffing shortages external to STAMP, such
Other STAMP units, such as the TerpZone,
ther limiting offerings. Off-campus community
as those affecting vendor payment processing
Memorial Chapel, Studio A, and the Hoff
service opportunities had the added challenge
and utility billing, also presented an increased
Theater, also saw a reduction in revenue.
of managing community partner agency
workload to which staff needed to adjust. •
restrictions as well.
Goals FOSTER A SENSE OF COMMUNITY
5
leadership to make data driven decisions
As campus resumes in-person operations,
DEPARTMENTAL REVIEW AND REFLECTION
STAMP staff will re-imagine how to engage
STAMP will embark on a strategic, depart-
renovations, critical in this time of decreased
students in a post-pandemic university.
mental review Fall 2021, which will allow for
levels of reserve funds. Numerous information
Increased in-person events, programs, and
STAMP staff members to reflect on depart-
technology improvements and streamlining
courses will be offered to reintroduce students
mental strengths and opportunities, identify
many human resources and business processes
to campus life and rebuild the sense of
new strategic goals, and allow for external
will also be made.
community with a focus on the first year and
feedback on our operations. This process will
sophomore experiences.
provide in-depth knowledge of our depart-
GENERATE REVENUE
mental purpose and strengths as the Division
As in-person operations resume, STAMP will
IMPROVE THE CLIMATE
of Student Affairs moves forward with a new
strategically engage with existing clients to
In the coming year, STAMP will continue our
vision, mission, and values as well as Strategic
reconnect in order to increase reservations
commitment to improving climate and equity
Plan this spring.
and revenue and reaffirm our commitment to
for staff and students through the imple-
related to deferred maintenance and future
traditional event services for the community at
mentation of practices that emerge from the
BOLSTER INFRASTRUCTURE
large and our rich offerings of new, sustain-
STAMP Climate Working Group, investigate
As part of the Division of Student Affairs
able, and inclusive event resources. Numerous
and address the student organization funding
Facilities Strategic Plan and facility assessment
renovation projects, such as the west entrance
process, and better serve our Muslim students
project, STAMP staff will collaborate with
and construction of new dining options in
through the addition of ablution stations and a
divisional colleagues and lead an in-depth
the STAMP, will also be completed and will
fully renovated meditation space.
evaluation of our physical facilities. The
draw visitors to the building, further increasing
results of the assessment will allow STAMP
revenue. •
STAMP Annual Report • 2020-2021
stamp.umd.edu/annualreport
Administrative The University Senate approved the Free Expression and Space Use policies this fiscal year. STAMP leadership brought together colleagues from across campus including the General Counsel, police, and critical collaborators in student affairs, academic affairs, and administrative affairs to review campus needs and develop the policy, which was then used to guide student events in support of Black Lives Matter and in response to the killing of Asian individuals in Atlanta. The STAMP Business Office responded to
new and changing budget requirements and
provides department access view of all their
projections repeatedly at the start of FY21 and
submissions, their requisition progress updates
throughout the year, including in prepara-
and departmental reports, allowing for greater
tion for the FY22 budget. Their efforts have
transparency and understanding of these
helped ensure the fiscal viability of STAMP
required processes.
programs, staffing, and structures moving forward after the COVID-19 pandemic. While managing the changing fiscal realities of the department, the Business Office also continued to improve internal customer service and streamlining of administrative processes through the transition to a new platform for their Financial Request Forms. This new platform is more user friendly and
Community building for professional and student staff members was re-imagined in the virtual environment. STAMP’s Community Building Committee piloted new programs to allow for staff to continue to gather, decompress, and be in each other’s company, such as a virtual game night and a follow along cooking demo. •
Strategic Communications & Partnerships
6
STAMP Marketing and Communications produced content-rich videos to engage new, incoming students
Division of Student Affairs in the virtual and
compared to 56% of men). This information
hybrid environments.
allows STAMP staff to consider our program
and help them feel a sense of belonging during
STAMP staff member who submitted an
a largely virtual fall semester (and into spring). Numerous videos, such as the “Mondays with Marsha” series, were produced which helped to tell the STAMP story, highlighting the work of STAMP staff who quickly shifted events and activities online as well as position STAMP as a central place for students to find community (#STAMPisHERE). In addition to the new video efforts, STAMP marketing collaborated with STAMP Information Technology (IT) to update numerous websites, including Terps After Dark, University Awards, and Welcome
In partnership with STAMP IT and every attendance roster, STAMP’s Assessment & Research unit made strides in understanding
offerings and the ways in which we can both celebrate the demographic diversity of our students as well as identify ways in which we can improve outreach.
the demographics of students who are coming
A new Interfaith Antiracist Learning Com-
to STAMP events. For example, during Fall
munity, spearheaded by United Campus
2020, STAMP interacted with 6,546 unique
Ministry, was offered this year with attendance
students! Through examining campus demo-
from students and chaplaincy staff members
graphic data on these attendees, we’ve been
across many faiths. Sessions were based on the
able to identify that our female students in the
Anti-Racist toolkit developed by the Office of
fall were more racially diverse than our male
Diversity & Inclusion with the primary goal to
students (62% of female undergraduates are
develop the knowledge and relationships nec-
students of color or international students
essary to move forward anti-racist practices.
page for new students, sites critical to students’
The Memorial Chapel was the site of the first
and parents’ awareness of STAMP
annual Memorial Celebration remembering
and the
the lives of University of Maryland students, faculty, faculty emeriti, and staff lost since January 2020. A web page was created to showcase these names and will be a permanent feature of the Chapel website. •
New video projects like the Mondays with Marsha series, released on Instagram TV and YouTube, gave students the opportunity to see how they could get involved with STAMP— whether in-person or from home—and elevated our Director’s visibility during a time when so many of our audience members were removed from campus and STAMP.
Adele H. Stamp Student Union — Center for Campus Life
Leadership, Engagement, Advocacy, & Diversity (LEAD) The LEAD area provides diverse programming and leadership opportunities for graduate and undergraduate students, both across the general student body and focused on specific populations. These units worked towards developing a shared purpose, creatively marketed their programs to reach students virtually, and used data to inform their practice. As an area, they committed to deepening their own personal learning as well as shared collective responsibility to address systemic oppression and its impact on students’ sense of community and
members from Governor Hogan’s Initiative for
Undergraduate and Graduate Legal Aid Of-
Indian Affairs. The Land Acknowledgment is
fices support students who may need assistance
now being developed in consultation with local
with immigration law. A partnership between
tribe elders to show respect, raise awareness,
the Carey Law School and the University of
and serve as a first step towards more fully
Maryland offering services to students and
realizing and honoring Indigenous histories on
families of students was established this spring.
this land.
A program focusing on the Deferred Action For Childhood Arrivals and a general immi-
ACTIVITIES
gration law workshop was offered through a
STAMP Activities initiated many efforts this
partnership with the legal aid offices, the law
past year to focus and improve in areas around
school, and STAMP’s Immigrant and Undoc-
inclusion, equity, and representation. For ex-
umented Student Life Program.
ample, through an ongoing collaboration, the
belonging through policy and program review, program and curriculum design, and centering marginalized voices in their work. MULTICULTURAL INVOLVEMENT & COMMUNITY ADVOCACY (MICA) With the multitude of traumatic and racially charged events this year, the Multicultural
7
Involvement and Community Advocacy (MICA) unit in STAMP was busy working to expand their reach, provide much needed support to students, continue cultural heritage celebrations, and raise awareness about critical, timely issues, such as the rise of anti-Asian violence over the past year. To accomplish all of these things, MICA leveraged the power of collaboration and partnerships: one Big 10 collaboration led to a shared evening event with Cornel West and community activists and another partnership led to the forming of the Big 10 Native Alliance. Many other collaborations were deepened this year providing students with creative outlets for wellbeing such as art therapy, opportunities to advocate for change on campus, and developing a better understanding of their peers’ experiences. MICA worked with the Vice President for Student Affairs, Dr. Patty Perillo, to reinstate the Land Acknowledgment Committee for UMD, with stakeholders, including staff, faculty,
In collaboration with the Counseling Center, MICA offered a community processing
students, local Native American tribe elders,
space and provided support for student organizers of the Anti-Asian Hate Crime Vigil
recent Native/Indigenous UMD Alum, and
in response to the killing of six Asian American women in Atlanta.
STAMP Annual Report • 2020-2021
stamp.umd.edu/annualreport
Other initiatives, such as those provided
still achieved their mission and supported
connected, feel supported through community
through Student Entertainment Events (SEE),
the learning outcomes they have developed,
and relationship building, and support the
focus on issues of representation. SEE released
LCSL launched new, creative programs to
mental health needs of this student popula-
a Black Lives Matter support statement,
continue to provide students with rich learning
tion. Veteran Student Life (VSL) established
including resources, that is now included in
experiences around a variety of social issues,
their office as an approved Veterans Affairs
all newsletters. SEE has also worked to diver-
such as the new Pop-Up Dialogue Series,
(VA) work-study worksite and hired five VA
sify their leadership and talent, conducting
which has now become a regular Terps for
work-study student veterans who served
targeted outreach to campus groups to recruit
Change program offering which will engage
as peer support for other student veterans
a more diverse executive board. When brain-
student organizations in one-time facilitat-
navigating the many struggles of the year.
storming talent, SEE is focusing on the in-
ed experiences. Additionally, Leadership
Additionally, Immigrant and Undocument-
clusion of talent from Black, Indigenous, and
Studies developed and taught two new courses
ed Student Life supported the creation of
People of Color (BIPOC) in their proposals.
focused on facilitating leadership learning and
Migrating Shells, the first student organi-
strengths and values for effective leadership.
zation focused on immigration advocacy
Leadership Studies also expanded their Global
and centered on the undocumented student
Classrooms course partnership with the Office
experience. Those working with transfer stu-
of International Affairs and established a
dents worked with the Office of Orientation
new course partnership with the Terp Young
to redesign the transfer student experience,
Scholars program, both of which increase
allowing for more time for incoming students
access to global leadership education.
to learn from current transfer students. The
Similarly, the Student Organization Resource Center (SORC) piloted a program for student employees to participate in dialogue around privilege, anti-racism, advocacy, and allyship. The financial services staff of SORC are collaborating with the Multicultural Involvement and Community Advocacy unit to investigate
ENGAGEMENT
for student organizations.
transition support initiatives for students who
STAMP Engagement spent the year working
identify as first-generation. •
LEADERSHIP & COMMUNITY SERVICE-LEARNING (LCSL) The transition to a hybrid environment 8
staff also designed community-building and
and ensure a more inclusive funding process
prompted LCSL to rethink many of their programs, as the ability to travel nationally and internationally as well as provide tutoring support in elementary schools were no longer available. Stemming from this need to think creatively about ways of being that
on initiatives that would ensure students had opportunities to continue to remain connected to each other despite the hybrid environment. For example, Graduate Student Life piloted the Grad Buddy Program and paired 50 students from different schools and programs. Its goal was to help students get more
LCSL successfully re-imagined existing programs for a more virtual environment and created some unique offerings, like the Terps for Change Pop-Ups and Alternative Breaks Dialogue Program.
Adele H. Stamp Student Union — Center for Campus Life
Operations And Facilities trouble-shooting services, the Information
FACILITIES
Through the end of fall semester 2020, Event
EVENT AND GUEST SERVICES
Technology team was able to perform updates
Despite all the changes happening around
& Guest Services was able to host a limited
and improvements such as installing new soft-
campus, more changes were taking shape in
number of in-person events. From July 2020
ware on STAMP computers, updates to digital
STAMP. The Information Technology suite
until the end of January 2021, STAMP only
was renovated, allowing for all of the staff
had 33 individual event bookings. Despite this,
members in this unit to occupy the same space
the number of events during spring semester
rather than two disparate offices providing
2021 and those scheduled through the end of
for further collaboration and communication.
June 2021 has increased, including a definite
Similarly, the Event & Guest Services suite was
increase in outdoor events during the spring
renovated, also enabling co-location of de-
semester. STAMP anticipates finishing the
partment staff and providing congruent space
fiscal year with a total of 312 individual event
for the large number of student employees
bookings, not including the COVID-19 testing
supporting our guests. The newly renovated
reservations.
suite offers an appealing space for potential clients to meet with event coordinators. This
Throughout the academic year, Event & Guest
renovation also provided Dining Services
Services maintained close communications with all clients to ensure they were aware of current guidelines for hosting safe and successful events. This included working in collaboration with the Student Organization Resource Center (SORC) to ensure all student organization events were following expected guidelines as well. INFORMATION TECHNOLOGY STAMP’s Information Technology unit had a busy year supporting remote and hybrid
Catering with a conveniently located and signage, upgrades to the server operating system, and conducting a review of inventory items. The team also made strides to improve inventory tracking to allow for better management of technology during office moves and building renovations. Due to campus contracting with a new financial institution, the team implemented changes to the credit card payment system used by the TerpZone, Event & Guest Services, and the Memorial Chapel.
updated, renovated office. The University Book Center also completed a one million dollar renovation integrating the former bank space and storefront windows to include a larger physical space, affording visitors to STAMP a more visual and welcoming entrance to their storefront by increasing the number of windows and expanding their sales area to include a reading space and dressing rooms. They also updated their business model
events and meetings held throughout STAMP.
to facilitate online purchases and the ability
Although coaching STAMP staff through
for students to charge expenses to their student
this new way of working and providing
account.•
Event & Guest Services set-up team members (left) ensured that all in-person events conformed to safety guidelines; de-densification meant that the construction of IT’s new space (above right) and the renovation of the Event & Guest Services suite (below right) could progress swiftly.
STAMP Annual Report • 2020-2021
stamp.umd.edu/annualreport
9
Administration
Assistant Director: Brandon Dula Administrator (Split time w/ HR): Erica Simpkins Program Manager:Yvette Lerma Jones (Latinx) Coordinator: Ghonva Ghauri (Multi-racial & Native) Coordinator: Dorothy Kuo (Asian Pacific American)
Multicultural Involvement & Community Advocacy
Assistant Director: Craig Slack Administrator: Pamela Gouws Coordinator: Alison Barlow (Maryland Mentor Corps); Coordinator: William Post (Alternative Breaks); Coordinator: Vacant (TerpService); Leadership Manager: Melissa Rocco Coordinator: Myles Alexander
Leadership & Community-Service Learning
Assistant Director: Joe Calizo Student Legal Aid: Syndy Shilling & Vacant Business Manager: Valerie LaHoud (SORC) Coordinator: Vacant (SORC) Stu. Program Manager: Laura Hood SEE Coordinator: David Bonilla-Ciferri SIS Manager: Ashley Venneman Coordinator: Foster McDaniel
Student Activities
Assistant Director:Cori Carfagno Coordinator: David Reese (Veteran Students) Coordinator: Rocio Fregoso-Mota (Undocumented Students) Coordinator: Vacant (Transfer & Off-Campus Students) Coordinator: Jennifer Enriquez (Graduate Students & Graduate Student Gov.) Grad Legal Aid: Zac Mundy & Debbie Mikutsky
Student Engagement
Associate Director: Bridgette Behling
Assoc Dir of Dev. & External Relations: Terry Zacker Coordinator: Claire Sullivan
Student Affairs Development & Alumni Engagement
n Operations n Programs n Development
Assistant Director: Eva Tennant Coordinator: Whitney Schepf Coordinator: Vacant
Marketing & Communications
Assistant Director: Sophie Tullier
Assessment & Research
Manager: Brandon Smith (TerpZone) Manager: Tara Youngborg (Studio A & Gallery) Manager: Denise McHugh (Memorial Chapel)
Centers
Associate Director: Donna Lim Administrator: Michelle Reese
Strategic Communications & Partnerships
Assistant Director: Stephanie Payne-Roberts Coordinator: Wyatt Clough (Helpdesk) Coordinator: Rob Gewain (IT Coordinator) Coordinator: Chris Hegwood (Multimedia) Coordinator: Myco Paulo (Web Services) IT Tech: Bilal Wright (Network Assistant)
IT Services
Manager: Yamesha Woodley (Guest Services)
STAMP work is supported by:
Housekeeping Chief: Letticia Teckham Housekeeping Supervisors: Dina Hernandez & Blanca Zelaya Housekeeping Leads: Dieudonne Noel, Ding Weng, Timmy Nguyen, Tigist Gebrehiwot Loading Dock Manager: Curtis Shade Housekeepers: Abigail Arias-Jimenez, Tengne Betru, Ernst Boursiquot, Gregory Brown, Marie Castor, Maria Cea, Maricela Coredero, Silvia Cruz, Lemlem Giday, Kadiry Kallon, Beletu Legese, Ema Lopez, Juan Lopez-Lazo, Suaad Mualim, Addison Powell, Roxana Ramos, Will Ramirez, Ying Zhang
Housekeeping
Maintenance Supervisor: Bobby Smith Multi-Trades Chiefs: Frank Ball, Dee Clemons, Gavin Du, Steven Whipple Painter: Adam Samonisky
Leadership, Engagement, Advocacy & Diversity
Assistant Director: Kalia Patricio Business Manager: Sharon Tharkur Business Manager: Michelle Allen
Business Office
Assistant Director: Kalia Patricio Coordinator: Marinel Martinez-Benyarko Administrator (Split time w/ MICA): Erika Simpkins
HR, Training, & Development
Director: Marsha Guenzler-Stevens Admin Coordinator: Ayush Pokharel
Assistant Director: Susan Canady Administrator:Olga Rozman Coordinator:Naquasia Ramsey-Sheppard (Event Services) Coordinator: Kathleen Molinaro (Event Services) Coordinator: Katie Lay (Event Services) Coordinator: Mark Salazar (Event Support)
Assistant Director: Paul Jacobus
Maintenance
Event & Guest Services
Facilities & Maintenance
Associate Director: Nicole Miskimon
Facilities, IT, Event & Guest Services
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Adele H. Stamp Student Union — Center for Campus Life
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STAMP Annual Report • 2020-2021
stamp.umd.edu/annualreport
