ANNUAL REPORT 2021 | 2022 WWW.RESLIFE.UMD.EDU | @UMDRESLIFE
◦ Guest policies.
◦ Limitations on gatherings and programs. We Cared for our Students
• Resident Life staff responded to 2,264 incidents that were documented via incident reports involving more than 3,965 students. Resident Life’s on-call staff responded to 1,363 critical incidents that required after-hours response at the Resident Director on Duty level or higher throughout the year.
• Resident Life staff responded directly to nine hate/bias incidents in the residence halls. These incidents targeted a range of identities, including race, religion, sexual orientation, ethnicity, gender identity or expression, national origin, and ability. Staff approached each situation thoughtfully and collaboratively with University Police, Bias Incident Support Services, Counseling Center staff and other campus partners to provide ongoing, trauma-informed support to victims and impacted community members and to ensure appropriate reporting/documentation. Support included individual meetings with students, facilitated processing sessions, and proactive resources for ongoing education and community-
• We reopened residence halls to full capacity following CDC and campus COVID safety guidelines after operating at below 50% capacity in FY21. In August 2021, we opened the residence halls with 8,774 students (97.8% occupancy rate) assigned to available spaces in 38 residence halls, including 4,299 new first-year students.
• Resident Assistants facilitated 273 floor/unit/ apartment meetings, posted 1,485 bulletin boards, and distributed 121 newsletters or other outreach materials to their residents in the residence halls this year.
ACCOMPLISHMENTS
• We reengaged in significant, in-person community building through the use of large scale social, educational, and engagement programming and activities that were largely unavailable during the previous, pre-vaccination year.
◦ Masking protocols. ◦ 284 students received support and care from 10 Resident Life volunteer Case Managers.
◦ Expectations regarding meals, takeout meals, and eating in floor lounges.
• We transitioned staff back from their temporary COVID-19 roles in FY21, including five staff members who returned full-time from their COVID assignments and four who returned from partial re-assignments.
Resident Life staff continued to provide sig nificant support and leadership to campus COVID-response efforts centered on care and support for our students including:
1 SECTION NAME We supported UMD’s COVID-19 Response
• We continued to support UMD’s COVID19 response efforts including compliance, communication and education of residents in such areas as: ◦ Compliance with vaccination and testing requirements.
◦ Adding important language about health and safety, accessibility, etc.
2 building, such as the Inclusive Language Campaign and programming from Multicultural Advocates and Peer Dialogue Leaders.
◦ Adding a buyout option to provide clarity and flexibility for students.
◦ Consolidation into a single document for all students.
• We adapted our room assignment accommodations process in partnership with ADS, OGC, OVPSA, and Counseling Center for residence hall accommodations for students with disabilities that included a significant change in the overall process, fee schedule changes for students with documented accommodations, and shifting accommodations requests to ADS.
• We organized several Terp Move Out Donation Drives throughout the year to collect unwanted items, nonperishable food, and textbook donations.
• We implemented a new Resident Absence Verification (RAVE) system and staff followed up with more than 498 students due to RAVE early warning notifications.
• We updated our Housing Agreement to include important new terms and conditions that support students:
• We launched the Terp to Terp ReStore which collected unused and gently used household items and school supplies and made them available to students in need. More than 60 students visited the ReStore to shop for essential items to support their college experience from Fall 2021 through Spring 2022.
• We collaborated with RHA and the Department of Residential Facilities on plans to reduce the number of triple and quad rooms in un-air conditioned residence halls for FY23 to de-densify and create a more comfortable environment during warmer weather.
3 SECTION NAME • We awarded $6,250 in scholarship money to seven deserving students via Resident Life's five scholarship funds.
◦ Live Here - Room Selection Information for Return Students & Families (February 2022)
◦ May Move-Out Tips and Resources - Terp Family Presentation (April 2022)
• Our Resident Assistants (RAs) hosted a total of 3,706 events during the 2021-2022 academic year, including planned events and impromptu events for their residents. engaged Terp families through the “Parents as Partners” series of webinars such as: to Move-in - everything you need to know for a smooth residence hall move-in (July 2021)
• We opened Pyon-Chen Hall and supported the campus’s official dedication ceremony.
• The Rights & Responsibilities (R&R) team planned and implemented 23 education and outreach events in the residence halls this year including tabling, alcohol education, collaboration with University Police, and Title IX town halls.
• We collaborated with the Department of Residential Facilities (DRF) to manage multiple large-scale facilities issues that included flooding, utility outages, a fire, and sprinkler discharges. These incidents required significant time and support to relocate the students to new housing, support them with this unexpected relocation, assist with packing/moving belongings, and on-going collaboration with DRF regarding projected time of repairs for return of students to their rooms.
• We
◦ Steps
• R&R staff revamped and nuanced aspects of the Resident Student conduct process using the lens of care, health, and well-being including the completion of an audit and re-writing of specific conduct notifications to be more care-centered, enhanced training of The University Student Judiciary Resident Board members, sanction design project that centers care, accountability, and safety, and developing new training program for RAs, professional staff, and other stakeholders that outlines the resident student conduct philosophy and process.
• We communicated regularly and effectively with students. Our emails touched more than one million recipients during the year.
• We engaged extensively with RHA to educate them and partner with our students leaders in the annual fee review process, successfully navigating a challenging Fee Review Process that won support for a necessary 9.76% increase in student housing fees for FY23.
We Engaged in Meaningful Ways with Students and Families
◦ New Residence Hall Terp and Family Welcome (January 2022)
• With the creation of the Assistant Director for Living-Learning and Academic Support Initiatives, we increased and augmented our collaboration between Student Affairs and Academic Affairs through on-going engagement with our LivingLearning Programs and the Office of Undergraduate Studies. Resident Life staff participated in the Living-Learning and Other Special Programs review process led by Undergraduate Studies, formalized the on-boarding process for LivingLearning faculty and Resident Life staff who work together, created a central meeting structure for communication, and supported the expansion of the Honors College and Carillon programs.
• We engaged students and staff at all levels in important Diversity, Equity, Inclusion and Justice work, including:
• Recruited, hired, and onboarded 23 new fulltime and graduate staff members (approximately 25% of our staff) from the period of July 1, 2021 through June 30, 2022.
◦ The White Folx Accountability Group formed to challenge white staff to examine how racism and white supremacy manifest in our work and lives and to support the work needed to interrupt these manifestations. Ten staff from all areas and levels of our department participated in this seven-week immersion activity.
◦ Provided training to professional and student staff, including focus on the FY21 annual theme of cross-cultural engagement and identity-conscious supervision.
◦ Providing leadership and support to DSA’s Strategic Planning efforts.
4 We Invested in Students and Staff
◦ Supported a wide offering of staff affinity groups.
◦ Came to the conclusion of our 2018-2021 Diversity and Inclusion Action plan and crafted a new 2022-2025 Resident Life DEIJ Action plan to launch in September 2022.
◦ Offered six Coffee and Conversations sessions to professional staff on topics including Latinx Heritage Month Article Discussion, Penguins & Snowpeople: Navigating the Holidays, Black Experience in Higher Ed, Luigi, Leprechauns, and Lederhosen…Where do we draw the line in cultural appropriation?, The Culture of Niceness, and Roe v. Wade - SCOTUS opinion discussion. For Fall 2022, Resident Life will collaborate with RecWell to offer new Coffee and Conversation sessions for both departments’ staff.
• We on-boarded and acclimated a large number of staff into new positions, for example 182 Resident Assistants (68%) were new to their positions in August and 80% of our Community Assistant staff were first-time employees. 48% of them had never lived on campus.
◦ Two peer Multicultural Advocates working in Easton Hall and Pyon-Chen Hall hosted a range of programs for resident students focused on identity and current DEI-related issues. The MAs also offered a range of training programs for Resident Assistants including training on cultural appropriation. For Fall 2022, we plan to expand the MA program from two to five peer advocates.
◦ More than 100 students participated in Common Ground dialogue sessions.
• We implemented a new policy for live-on staff to have pets in their staff apartments in collaboration with Residential Facilities. We Engaged in a Wide Variety of Strategic Campus Partnerships and Collaborations
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• We built on the success of our inaugural Gratitude Week in June 2021 with Gratitude Week 2.0 in June 2022. Staff participated in a weeklong series of appreciation events, including a variety of virtual gratitude-inspired messages, department-wide social events, opportunities for staff to creatively thank each other, and a department-wide No Meeting Zone day.
• The Social & Team-building Committee coordinated team-building activities for the professional staff, including Gingerbread House competition, Get Happier Hours at Starbucks and Dunkin Donuts, and gardening experience workshop.
• We continued the implementation of the successful Community Team Training Institute (CTTI) professional development program by hosting a one day program in January 2022 and a two day program in June 2022.
• We supported UMD’s program to host four families (32 occupants) who are resettling in the United States from Afghanistan - providing housing and case management, developing a housing Conditions of Occupancy document, and coordinating with IRC, the sponsoring agency.
• We recruited and trained approximately 100 Residence Hall Association student leaders across 16 hall/area councils. RHA was recognized regionally and nationally with awards for Outstanding Advocacy Initiative and Student of the Year. Additionally, the RHA Senate passed 22 pieces of legislation this year that ranged from advocating for student fees to enhancing the operation of the RHA organization.
• We collaborated with Conferences & Visitor Services to provide support to their Human Resources and Payroll functions.
• We collaborated with Enrollment Management, OGC, DOS, and Student Conduct in response to an adaptation of Maryland laws regarding criminal background history on admissions applications. Starting in Spring 2023, a criminal background question will be asked on the Residence Hall Agreement.
• The Resident Life Information Technology Unit provided a range of supports and services to other Student Affairs departments including the Counseling Center, Conferences & Visitor Services, Dining Services, Residential Facilities, and the Office of the Vice President through cost-sharing, resource-sharing, and service support arrangements.
• We partnered with the University Health Center in offering flu shot clinics for staff and students.
• We partnered with the Division of Student Affairs, The Stamp, RecWell, the University Book Center, Studio A, TerpZone, and Student Entertainment Events (SEE) on a wide range of programs and inwitiatives including Fall Welcome events like the University Book Center's VIP Night, Paint Night, TerpZone, Hoff Theater movie screenings, and an outdoor movie screening, and the More for Class of 2024 Sophomore Experience campaign.
• We partnered with OVPSA, MEDCO, Office of General Council and Capstone On Campus Management in creating a pilot program to offer apartments at The Courtyards community for lease to graduate students through a master lease arrangement; UMD will offer 92 beds of graduate housing (by the bed) to UMD graduate students in one building at the Courtyards.
• We partnered with Intercollegiate Athletics on our Fall Move-in effort, student schedules, and RA/CA Field Day in Jones-Hill House.
• The Off-Campus Housing Services team partnered with the Office of Student Orientation and Transition, MS Business, International Student and Scholar Services, City of College
• We collaborated with leadership from the University of Maryland Police Department, meeting monthly with UMPD senior staff to review incidents, plan engagement activities, discuss hot topics, and review trends.
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• We collaborated with the Office of Sustainability in sponsorship of the Green Terp program. 2, 061 students committed to the Green Terp pledge during the 2021-2022 academic year. 1,110 of these students completed their certification as Green Terps. The Green Terp Ambassador team also hosted 63 outreach events hosted in connection to Resident Life and Living-Learning partner requests.
• Resident Life Case Managers collaborated regularly with the Dean of Students office in providing support to students facing difficult challenges, including support for on-campus residents as well as assisting the Dean of Students office with issues where off-campus students had crises while living in off-campus apartments.
• We partnered with units across the campus in operating a Q/I housing program that cared for vulnerable students at a time of great need.
• We partnered with Southern Management Corporation and University Police to conduct a safety review of the Graduate Hills and Graduate Gardens apartments that resulted in locks being installed on all exterior doors to increase resident safety and security.
• Resident Life’s Housing Partnerships team collaborated with DSA’s Department of Development and External Affairs to secure financial sponsorship support for Off-Campus Housing Services functions totaling more than $6000 in Off-Campus Living Fair sponsorships and landlord registration fees.
• We partnered with Undergraduate Studies and the Honors College in planning for the move of Global Communities to the Honors College and in the creation of the new Honors College Interdisciplinary Business Honors program that will launch in Fall 2022 in Prince Frederick Hall.
7 Park, and Student Engagement Program to offer off-campus living presentations to transfer and graduate students.
• We partnered with Parent and Family Affairs to offer a range of Resident Life Partners As Partners informational webinars.
• A return to full occupancy accompanied by a large number of sophomores who had not lived in residence halls as first-year students presented unique opportunities and challenges. Some of these students had never stepped foot on our campus prior to moving in for their sophomore year as UMD students. This meant that we supported a very young and “inexperienced” population this year that required additional time and attention from our staff.
ISSUES CHALLENGES&
• Behavior management, crisis management, and mental health concerns are important and perennial issues when working with students living in residence halls. Crisis response, student conduct engagements, and managing conflicts not only offer critical care and support, they also present opportunities for learning, growth, and engagement in residence halls. Our staff are extremely adept at responding to all these demands and supporting students through difficult and traumatic circumstances. We must remain vigilant in providing the resources, training, and support that our students and staff need to do this vital work and take the time for necessary self care at the appropriate time.
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Student Engagement and Behavior Management
• Our staff observed that many students struggled to make genuine connections with one another due to the lingering of the COVID-19 virus and the apprehension to be in community with one another. COVID-19 Two and a half years of managing the ups and downs of a global pandemic have taken its toll on students and staff. As information and guidance continued to evolve from CDC and campus leadership, our staff quickly pivoted to change processes and expectations and kept our students well informed and safe. Our team focused on serving and caring for students, being accessible, informed, and ensuring on-campus Terps had a meaningful and engaging experience in the residence halls. We formed a COVID compliance team in August 2022 to ensure that all students moving into the residence halls were compli ant with COVID-19 vaccination requirements prior to their arrival; using email, phone calls, and text message follow up to assist students in achieving their vaccination and pre-arrival testing requirements. Once students arrived we focused on education and enforcement of masking and group gathering expectations, and made engagement and development activities available in a variety of modalities to accommodate students and their needs.
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We deployed ten case managers who were dedicated to providing care and support and being the touch point for the more than 280 COVID positive students who were assigned to QI housing throughout the year. The case managers arranged transportation, confirmed housing assignments and check in logistics with the student, checked in daily to ensure the students' symptoms were improving, meals were delivered and they felt safe and cared for. The case manager role was an addi tional and, at times, time consuming role that required after-hours support yet staff were ready and eager to assist students in need.
• There continues to be significant disparities in students’ experience based on their specific residence hall room assignment, e.g. AirConditioned vs. non-a/c buildings, students in Living-Learning programs vs. students not in those programs, students assigned to our newest buildings vs. those assigned to our older/unrenovated buildings.
• From a campus and greater College Park context, the volume of construction on and adjacent to campus (Baltimore Avenue improvements, Purple Line Construction, FM infrastructure repair, new construction) creates hazards for pedestrians and motorists.
• While the challenges associated with it are contained largely to the very early part of fall semester, the lack of air conditioning in several residence halls is viewed by students and families as a significant weakness of our housing program and by some as de facto evidence that UMD doesn’t “care about its students.” Each fall we talk to students and parents who find it unbelievable that a major university in suburban Washington, D.C. has thousands of students who live without air conditioning. Preliminary Spring 2022 Residence Hall Evaluation / Spring Research Project data indicates that overall satisfaction with living on campus continues to decline (Spring FY22 72% satisfied, 22% neutral, and an all-time high of 7% indicating they were dissatisfied with living in the residence halls.)
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Satisfaction with residence hall facilities and rooms continue to be the highest predictor of overall satisfaction.
Facilities Issues
• The opening and start-up of Pyon-Chen Hall, from a facilities standpoint was challenging as teams in Resident Life and Residential Facilities worked through schedule, design, and operational issues in the late summer and into the academic year.
• The deferment of much needed infrastructure upgrades in the halls and on campus has led to regular utility outages, pipe breaks, sewage issues and other disruptions that impact residents and take a toll on our staff who help to manage them.
Invest in collaborations and partnerships. We will advance our current partnerships and seek out new collaborations and strengthen interdepartmental collaborations that support the engagement and education of our residents, enhance the experience of our staff, and align with DSA and UMD strategic priorities. Continue efforts to make the Department of Resident Life TerrapinSTRONG by investing in our people and communities. We will engage in intentional efforts to enhance the sense of community, connection, and inclu sion in our department and on our campus. We will advance department-wide professional devel opment efforts including structured opportunities for our Community staff and we will engage in important training opportunities such as deepen ing our knowledge and use of StarRez to prepare for the transition to Workday. Establish a framework to improve the documentation of our critical processes and systems across the department. We will establish a systematic way of process doc umentation that will provide more clarity, enhance consistency, support staff training, serve as a store of knowledge, and enable process improvement.
Finalize and launch new Resident Life Mission, Vision, and Values Statements. In follow up to our most recent departmental review process and in alignment with the new Division of Student Affairs Mission, Vision, and Values, we will finalize and launch new Mission, Vision and Values statements that will guide our work into the future. Build on our commitment to creating inclusive, equitable, and just communities for all residents and staff. Our commitment to Diversity, Equity, Inclusion, and Justice (DEIJ) will continue to call upon all Resident Life staff to intentionally center this work throughout all roles and efforts. For 2022-2023, we will introduce our 2022 DEIJ Action Plan to guide our collective work for the next three years. The updated plan incorporates structures that require critical reflection of our practices and sys temic change, and identifies a series of specific actions to continue advancing efforts that create respectful, inclusive, equitable, and just commu nities where every member has a rightful place. Establish a framework for a multiyear effort to evolve our Community Development Strategy into a Residential Curriculum. As the first phase in a multi-year effort, we will lay the foundation and framework for the devel opment of a residential curriculum that clearly articulates a 1st year- and 2nd year-student program, incorporates successful elements of our current Community Development Strategy, integrates Division of Student Affairs learning outcomes, and includes the use of restorative practices throughout our program.
GOALS FOR 2022–23 ACADEMIC YEAR
Our staff are invested in teaching, engaging, and mentoring student leaders who live and work in the residence halls. The residence hall commu nity affords students numerous opportunities to assume leadership roles and employment. Residents may be elected, appointed, or selected for various leadership positions within the Residence Hall Association’s Senate and Area and Hall Councils, the National Residence Halls Honorary, and employment opportunities in one of our more than 500 student positions includ ing Resident Assistants, Community Assistants, Program Assistants, Multicultural Advocates, and Office Assistants.
RESTORATIVE PRACTICES
While still in its early stages and evolving, we believe that our work with restorative practices holds great promise as a vital component of our residence hall program. These practices have the potential to be transformative as a tool for restorative justice in the student conduct arena but also hold great promise as a proactive way to build relationships and community, solve problems and engage in shared governance and inclusive decision making. We are interested in partnering with other Student Affairs units in exploring ways that we can use restorative prac tices across our community.
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Our staff are deeply committed to DEIJ work and embody the values of TerrapinSTRONG every day in their work with students. They take training and education seriously and engage in important and challenging conversations with students and each other. They seek out partnerships with cam pus units, student groups, and individual students to further the objective of creating a community where every individual feels a sense of belonging and has a rightful place.
DIVERSITY, EQUITY, INCLUSION AND JUSTICE
WHAT WE MOST WANT VPSA COUNCIL TO KNOW.
Investing in our students and staff is at the core of what we do in Resident Life to create a commu nity of care where students can belong, engage, and feel safe. Some of the most challenging and rewarding work is supporting students through the complex and layered issues that arise when students live together in residence halls at this critical developmental time in their lives. The scale and variety of mental health issues, room mate conflicts, bias-related incidents, physical emergencies such as floods and pipe breaks, and personal crises that our staff respond to each week is staggering. When you add in a level of parental and family involvement that only seems to be increasing, the resolution of issues only becomes more complex.
SUPPORT TO STUDENTS IN CRISIS
INVESTMENT IN STUDENT LEADERSHIP
RESIDENT LIFE BY THE NUMBERS We welcomed more than 12,000 students to on-campus housing this year, including students who live in the residence halls and the P3 apartments at Commons and Courtyards. We opened the residence halls with a 97.8% occupancy rate (8,744 students). 83% of students living in the residence halls in August were new to living on campus. In the four days of Residence Hall opening, we hosted 30 Fall Welcome events with more than 14,000 student attendees! We housed 4,299 new, first-time freshmen, our largest freshmen cohort living on campus on record. WELCOMED STUDENTS APPENDIX
OPERATIONS We presented at 28 in-person Admitted Student visit day sessions this spring; welcoming and engaging with more than 5,500 newly admitted Terps and families. We welcomed back approximately 120 Resident Life Alumni for ice cream and toured more than 900 people through our newest residence hall during Maryland Day (our largest crowd yet)! Our Resident Assistants (RAs) hosted a grand total of 3,706 events during the 2021-2022 academic year. Additionally, our RAs facilitated 273 floor/unit/ apartment meetings, posted 1,485 bulletin boards, and distributed 121 newsletters or other outreach materials to their residents and in the residence halls this year. PROGRAMMING 498 We followed up with more than students as a result of our new Resident Absence mentoredsupervised,(RAVE)Verificationsystem.Weemployed,andmorethan 550 student staff throughout the year. We helped 3,142 returning students choose residence hall rooms for next year during the spring Room Selection process. We and our partners at Capstone On-Campus(COCM)Managementhelped 1,095 students choose rooms in South Campus Commons and The Courtyards during the spring P3 apartment selection and lease-signing process. We logged and distributed a total of 179,731 packages. Of 279 total Resident Assistants, 182 (68%) were new to the RA position.
1 We tracked 1,033 residence hall and P3 apartment students who reported positive COVID-19 tests. 2 284 students received case management support while living in on-campus quarantine and isolation housing from September 10, 2021 to May 28, 2022. 3 We responded to 2,264 documented incidents involving more than 3,965 students. 4 We responded to 1,363 critical incidents that required after-hours response at the Resident Director on Duty level or higher throughout the year. CRITICAL INCIDENTS & COVID-19 GIVING BACK TO OUR COMMUNITY We awarded $6,250 in scholarship money to seven incredibly deserving students! We raised $5,374 for our Resident Life Scholarships during UMD’s Giving Day. Green Drop received approximately 3,090 lbs of gently used items from May Move-Out Donation Drive. Terp to Terp ReStore received 3,500 lbs of donations. Campus Pantry received a total of 2,681 lbs of donations as a result of Thanksgiving, Winter Break, Spring Break, and May Closing donation Nearlydrives. 400 textbooks were collected during May Move-Out for the University Libraries’ Top Textbook program for books to be added to the checkout shelves for students to reserve from McKeldin Library or sold to purchase additional textbooks to add to the collection.
17 SECTION NAME Interim Assistant to the Kia Weeden Exec. Administrative Assistant Janet Archer Assistant Director Housing Management Matt DiCicco Assistant Manager Michelle McCubbin AssignmentsManager&Public Inquiry Glenn Smith Public Inquiry Coordinators Anthony Prosseda, Linda Dye, Isabella DeCarlo, Gabriella Charlouis Business Administrative Specialist Joelle Campbell Associate Director Administrative & Business Services Scott Young Coordinator Student Leadership Development Aaron Hood TrainingCoordinator&Development Chamika Ellis Associate Director Student & Staff Development Laura Tan Coordinator Rights & Responsibilities Madeline Reich Manager Rights & Responsibilities Nicole Garcia Diaz Graduate Coordinator Rights & Responsibilities Nick Hernandez Velasquez Assistant Director Resident Student Conduct Ray Nardella Research & Assessment Analyst Khris-Ann Small ResearchDirector&Assessment Joann Prosser SustainabilityCoordinatorPrograms Lisa Alexander Program Manager Student Diversity Education & Engagement Benjamin Beltran Assistant Director Diversity, Equity, & Inclusion Nicole Mehta Graduate Coordinator Diversity & Inclusion and Training & Development Nikita Kimani DevelopmentStudentManager&CommunityPrograms Damien Franze RecruitmentCoordinator&Outreach Dan Hairfield Assistant Coordinator Student & DevelopmentCommunityPrograms Stephanie Olson Graduate Coordinator Academic Success & Community Development Programs Miriam Fraga Assistant Director Student & Staff Development Daniel Ostick Program Management Specialist Vacant Assistant Director Human Resources Meredith Carpenter HumanCoordinatorResources Erica Williams PayrollCoordinator&Benefits Sylvia Thomas Graduate Coordinator Daniel Stott MultimediaCoordinatorDesign Gabriela Teran Aguilar &CreativeCoordinatorServicesGraphicDesign Maria Gelfond CreativeManagerServices Ronald Molina Associate CommunicationsDirector Tracy Kiras WebCoordinatorDevelopment&DigitalContent Camila Velloso CHARTORGANIZATIONAL
18 Resident Directors Edwin Aguilar, Mary Breaker, Raymond Ward, Daniela Mendoza Community Director South Campus Commons Laura McCulley Resident Directors Chris Carter, Kayla Hudson, Sahiba Bansal Community Director Oakland & Heritage Aspen Shackleford SUMMER 2022 Org chart as of July 1, 2022 Interim Director of Resident Life Dennis Passarella-George Director Assistant Director Housing Partnerships Tiffany Gaines-Ekwueme HousingManagerPartnerships Jennifer Lindstrom ProgramSpecialistManagement Jiema Forté Graduate Coordinator Eden Rivera Assistant Director Living-Learning and Academic Support Initiatives Genevieve Conway Resident Directors Angie Major, Gabriela Cabrera, Alejandra Galarcé, Karlena Walker Community Director South Hill & Leonardtown Vacant Residential Case Manager Dana Calandrino AssistantCommunitiesDirector Erin Schlegel Resident Directors Nikki Charlestin, James Wright, Jr., Vacant Community Director North Hill Jordan Adams CommunityDentonDirector Tion Taylor Resident Directors Esmeralda Roman, Amanda Bogdan, Vacant CommunityCambridgeDirector Jack Breffle Resident Directors Anissa Scharborough, Tiffany R. Harris, Markell Saunders CommunityEllicottDirector Cory Hibbetts Resident Directors Katie Wilhelm, Ke’Anu Sims, Tori Eichenlaub AssistantCommunitiesDirector Pierre Campbell Residential Case Manager Kimberlee Small Program Management Specialist Carol Benedek Assistant AdministrativeCoordinatorOperations Daunece Cox, Melissa McDaniel, Ashlyn Newton, James Swartz, Vacant AdministrativeCoordinatorOperations Candace Daniels, Allison Panila Assistant Director CommunityOperationsAdministrative Donna Metz AssociateCommunitiesDirector Keira Martone Senior Associate Director, University Housing Partnerships Dennis Passarella-George IT Manager Network & User Support Linh Nguyen Assistant Director IT Enterprise Architecture Tom Lamp* IT SoftwareManagerEngineering Gidon Rosenthol IT Coordinator Keith Smith Associate Director Information Technology Vacant Software Developer Doug Wade * Also reports to Dining Services