Washington State University Department of Residence Life
External Review Report
May 5, 2018
Julie Payne-Kirchmeier, Ph.D.
Julie A. Leos, M.S.
A complete PDF version of this report can be requested by contacting the Division of Student Affairs via email or call (509) 335-4531.
An external review was conducted for Washington State University’s (WSU) Department of Residence Life. Dr. Julie Payne-Kirchmeier, Associate Vice President and Chief of Staff for Student Affairs (Northwestern University), and Julie Leos, Assistant Dean of Students and Director of Residential Education (University of South Florida) conducted the review. The material review occurred in mid-January 2018, followed by an on-site two-day interview portion of the review on January 29 and 30, 2018 (Appendix A). The review covered an intensive document and website review, in person interviews with key stakeholders and members of the Department of Residence Life, and a review of the CAS Standards for Housing and Residence Life programs.
Residence Life at Washington State University
In collaboration with housing, the The Department of Residence Life houses approximately 5,100 residential students in 24 residence halls. The mission for the Department of Residence Life is to, “ assist individuals in making connections with others while providing a safe and supportive environment that promotes scholarship, leadership personal growth and intercultural awareness (Appendix B).”
To meet these goals, the department employs approximately 363 employees including professional and paraprofessional staff members (Appendix B). This includes 17 Residential Education Directors (REDs) who are full time master’s degree professionals that provide oversight for individual communities, various operational committees, and 24 hour on-call crisis and emergency management for individual communities and the entire residential population. The role of the RED is a critical component for the daily operations of any Residence Life department. The REDs daily interaction with residential students is likely one of the most overlooked positions on any campus as it relates to direct impact on students’ academic and personal success.
From a departmental leadership level, the Department of Residence Life employs three Assistant Directors, one Associate Director, and a Director to manage the day to day operations and provide strategic visioning to the department. In the most recent Residence Life Strategic Plan (2015-2020), the goals include a stronger emphasis on (Appendix D):
- Student Development & Engagement
- Staff Development
- Diversity and Inclusivity
- Intentionality ( Provide mission-driven initiatives and processes)
- Outreach (Cultivate relationships)
Housing and Residence Life work collaboratively to manage a seamless comprehensive housing program at Washington State University. The Leadership team of Residence Life composed of Director, Associate Director, and three Assistant directors, must maintain positive partnerships and working relationships with Housing, Dining, Financial services, and Administrative Services Information Systems. The Leadership team of Residence Life is a critical vision-casting component for the residential student experience at Washington State University.
The goals displayed in the current strategic plan outline specific goals that will lead to student academic and personal success, and direction for Residence Life to be more strongly linked to the mission of the university and the Division of Student Affairs.
Washington State University’s 2015 strategic plan provides a vision for a Transformational Student Experience, and a Preeminent Research portfolio. In review of the extant data, information, and documentation about the roles and impact of The Department of Residence Life at Washington State University, we posit that the department is positioned to strongly push Washington State University’s strategic plan forward.
Washington State University as a whole, and the Washington State University Division of Student Affairs have undergone considerable change over the past two to three years, which in turn has had an impact on the Residence Life program.
- There are key vacancies within Residence Life, and pending retirements in Housing (Assignments, Apartments, Conference Services), that create an opportunity to review the organizational structure for this unit and evolve it to be more in keeping with the direction of the institution and needs of the students.
- President Kirk Schulz began his tenure in June of 2016.
- Vice President for Student Affairs Mary Jo Gonzales was hired and began her tenure at WSU just over one year ago in February of 2017.
- In 2017, WSU launched the Drive to 25, a comprehensive approach developed under President Schulz’ leadership to see WSU become one of the top 25 public research institutions in the nation by 2030. Drive to 25 is publicly stated to be the university’s “highest strategic priority”. One of the metrics associated with Drive to 25 is to improve the 6-year graduation rate for undergraduate students; Residence Life programs will have a significant role in achieving this goal.
- Significant financial constraints are present at WSU that have a direct impact on the financial resources available for use in the division of student affairs, and in the Department of Residence Life.
External Review Charge
The review team was asked to focus on three primary focus areas:
- Residence Life Work Distribution: Are Residence Life staff workload and job responsibilities appropriately aligned with university and divisional values, professional standards, and in support of the needs of the university?
- Residence Life Staff Capacity: Are staff in the department working at their full capacity, or are there adjustments that need to be made to different job portfolios that would better serve the individual staff member for professional growth, the department, and WSU students?
- Residence Life Organizational Structure: Based on work distribution, capacity analysis, and overall goals for WSU, are there recommendations for adjustments in scope for current positions, or potential reorganizations that would best serve Washington State University students, faculty, and staff?
External Review Process
The reviewers were provided specific documents ahead of time by the Director of Residence Life and the Interim Assistant Vice President/Dean of Students to review, including:
- Organizational charts for the division and the department (Not in appendix: Listed on Website)
- Resumes and job descriptions for key personnel currently in place in the department (Not in appendix: Listed on Website)
- Operations Manuals for the department (Not in appendix: Listed on Website)
- Committee opportunities document (Appendix F)
- Collateral opportunities document (Appendix E)
- Staff/Student ratios and maps for the different residential areas
- Residence Life mission (Appendix B)
- Residence Life Strategic Plan 2015-2020 (Appendix D)
- Longitudinal assessment data from the Skyfactor/Educational Benchmarking Institute (EBI) Resident Satisfaction survey (Not in appendix: Listed on Website)
The reviewers also identified and familiarized themselves with additional key information from the WSU website.
The two reviewers then worked with the Interim Assistant Vice President and Dean of Students to craft an interview schedule for the visit to the WSU campus. The reviewers conducted in-person meetings with members of the Residence Life team, WSU students, WSU divisional leadership, and other Housing and Student Affairs divisional partners. Reviewers held feedback sessions with the Vice President of Student Affairs and the Interim Vice President for Student Affairs before and after the external review on campus dates (Appendix A).
Major Findings and Themes
The review team noted several common themes developed from reviewing key materials and information obtained during the campus visit. These include:
- The Residence Life team members are all qualified for their roles. In reviewing job descriptions and resumes, all have the appropriate qualifications as outlined by the CAS Standards for Housing and Residence Life leadership.
- Overall, the Residence Life team and partners in and outside of the division have a strong understanding of the purpose for a campus housing program at WSU. Themes incorporating developing community, cognitive and practical skill development, academic success, successful transition into WSU life, and affinity with WSU were all viewed as critical components of the residence life program.
- The leadership in Residence Life is ready for more responsibility and has additional capacity to take on new leadership.
- The director is thought of very highly at WSU by both his own staff and his colleagues, and it was mentioned more than once that the reason members of the Residence Life team chose to come to (or in some cases, come back to) WSU was in large part due to the director’s leadership and commitment to both staff and students.
- The fully bifurcated program (the split functions between Housing and Residence Life) at WSU is causing some issues with both efficiency and coordination. These issues are resulting in students and staff are getting stuck in the middle. Residence Education Directors (REDs) expressed concern about managing the housing assignment process, and several individuals shared their concern about not fully being connected with the operations components of housing.
- Drive to 25 should provide the framework by which the division, and by extension Residence Life, both create their own goals and consider how programs need to evolve in order to help WSU achieve this vision.
- There is considerable unevenness among the REDs concerning workloads stemming both from type and size of halls, from significant differences in staff to student, and staff to paraprofessional staff ratios, and from unnecessary administrative responsibilities that should be handled centrally.
- This is an opportune time to review and potentially rebalance the portfolios for the Associate Director, Assistant Director, and Coordinator in Residence Life given the external and internal issues facing both WSU and the department including a significant departmental retirement, new divisional and university leadership, and the Drive to 25 focus on student retention and success. Additionally, rebalancing appears to be necessary given the apparent uneven responsibilities found in these positions.
The key recommendations are based on the major findings and themes, and are organized in three primary categories below:
a. Organizational Structure and Position Review (see Appendix G):
i. Given the current fiscal realities for the university and the division, we realize that a full financial review would need to occur in order to accommodate any recommendation of new staff, and to adjust any current salary amounts to existing staff due to expanded responsibilities.
ii. As the current Director for Housing and Conference Services shared his pending retirement with the review team (and as it is now publicly announced) this pending vacancy creates a real opportunity for the creation of a more comprehensive model for the department. It is recommended that Operations and Assignments, to include Summer Conferences, be added to the portfolio of the position job description for the current Director of Residence Life, and that the title should be broadened to reflect change in scope. Consider the option of Associate/Assistant Dean of Students and Director of Residence Life and Housing. Housing facilities would remain under the direction of the Associate Vice President for Administrative Services in Student Affairs. Additionally, given some of the previously-mentioned themes, we believe this structure will allow for a more streamlined process for members of the Residence Life team and for maximum efficiency.
iii. As a result of the recommended unification of Residence Life and Operations and Assignments, we recommend reviewing the capacity of the current assignments team and options for rebalancing assignments functions from the REDs. Some ideas include:
1. Review of the internal processes, job responsibilities, and efficiencies associated with the current assignments team.
2. Many assignment management systems have the capability to automate many of the services that occupy human capacity. We recommend the evaluation of the current technological systems to identify its full potential as it relates to creating efficiencies for the department.
3. Once the review and additional has training has occurred (if necessary), and capacity is still a concern, the review team recommends adding a dedicated staff member to oversee Operations and Assignments. This position would also help streamline processes that will shift as a result of this merger (See “Staff Capacity and Work Distribution” below), or distribute work differently to account for changes. We further recommend considering making this position a live-on 12-month coordinator position. This position could assist with the on-call rotation, and assist with streamlining desk operations as well.
4. Provide additional training for the assignments team and leadership in the department.
5. Residence Life should consider the addition of a coordinator-level staff member to oversee the newly-assigned conduct responsibilities for the REDs. This position should either be a jointly-supervised role between the Director of Student Conduct and the Associate/Assistant Dean and Director of Residence Life and Housing, or a dotted-line relationship developed between one of these individuals, and a solid reporting line to the other. It should be noted that it is standard across the housing profession for positions such as the REDs to hear low level conduct cases for violations of the student conduct code.
a. How this is worked out will be dependent on what WSU deems best for the organization. However, having a dedicated coordinator for this function will be critical in ensuring compliance, efficiency, accountability, providing training, and facilitating a successful process.
b. Residence Life Staff Capacity and Work Distribution
i. In reviewing the staff to student ratios for RAs, REDs, and students, there is a widely-varying range among areas. A full evaluation of the following staff/student ratios should occur in order to best address the RED workload and to ensure alignment with the student retention and success goals for WSU, including:
1. RED staff to student ratio in overall areas of responsibility
2. RED staff to paraprofessional staff (RA) in areas of responsibility
3. Paraprofessional staff (RA) to student ratio by facility
ii. Review and possibly adjust the primary responsibility of coordinating room changes/assignments from the RED role. Currently, this process is cumbersome, unevenly distributed, and managed differently depending on which RED is involved. It is strongly recommended that WSU consider a centrally managed process (see organizational structure section above).
iii. Maintain the commitment to the collateral assignments for the REDs, as these are positively viewed as a recruiting tool by both REDs and by departmental leadership. However, evaluate these experiences and consider a more focused approach in which REDs have the ability to assist with divisional priorities. A possible approach could be to elevate the experience as the REDs move through their three-four year program, with the later years focused on true cross-divisional projects, and the earlier years focused on department-specific approaches.
iv. Consider a rebalance or review of the Associate Director and Assistant Director roles and responsibilities in light of the addition of assignments, operations, and summer conferences to the portfolio. The department should also include the Coordinator of Leadership and Diversity Initiatives in this review. Given the Drive to 25 goals, a considerable focus for the Assistant Dean/Director of Residence Life will need to be on enhancing the academic initiative programs in the residence halls, and better integrating operational responsibilities into the overall Residence Life program. To accomplish this, the Assistant Dean/Director of Residence Life will - by design - need to take on a more strategic role, the Associate Director and Assistant Directors will need to be much more involved in the day to day operations and oversight via delegation and direction from the Assistant Dean/Director of Residence Life.
2) Additional Recommendations
i. Student Affairs Vision and Direction
It is clear that the university has made Drive to 25 a priority, and set this as the framework for the university’s direction. It would be helpful for staff to hear and better understand where Residence Life and Housing best connects to the overall direction this guiding document provides. The reviewers again assert the framework provided would be a wonderful vision behind which to align divisional and departmental goals and priorities. It would also further codify Student Affairs and Residence Life and Housing as critical elements to the success of Drive to 25.
ii. Strengthen and Expand Academic Initiative programs in residence halls
Given the considerable student success literature that link increases in academic success, graduation rates, retention and persistence to the involvement of faculty in the daily lives of students, we recommend that Residence Life and Housing conduct a complete review of the Academic Initiative components of the housing program. This should be a major component of the Associate/Assistant Dean and Director of Residence Life and Housing role.
iii. Revenue and Finance Review for Residence Life
As revenue sources for the department are critical, with the recommended shift of operations and summer conferences to Residence Life, it would be prudent to conduct a separate review of the revenue and finances for the department. This could incorporate additional perspectives on things like increasing the live-on requirement, expansion of summer camps and conferences, etc. It should be noted that summer conferences are often a key revenue driver on many campuses, and one that could assist WSU Residence Life (and the division) with additional revenue generation.
iv. Organizational Health and Managing Change
With any reorganization, the care associated with how the change is communicated to staff will be crucial for success of the new structure. Therefore, the reviewers strongly recommend that a full implementation strategy, complete with roll out plan, coordinated messaging, full communication strategy, and key talking points, be developed before any formal announcement or notification of change occurs.
The reviewers would like to share that there are a number of resources available to the department, division, and university when working through a potential reorganization.
- For information on housing/residence life organizational structures, the Campus Housing Management book series, volume 6, focuses entirely on staffing and leadership. Chapter 2 focuses specifically on organizational structures, and the entire volume has valuable information related to staffing and leadership for housing/residence life programs.
- The Association of College and University Housing Officers - International (ACUHO-I) has several resources available in the form of conferences, institutes, on-line courses and certification programs, and publications that can help best train and further develop staff. acuho-i.org
- The Association for Student Conduct Administration (ASCA) will have varying institutes and resources available for staff who are either new to, or have some experience with, student conduct. theasca.org
- The Council for the Advancement of Standards (CAS) is the home of the standards for Housing and Residence Life Programs. As the WSU program evolves, the standards are a great resource on which to base job descriptions and program elements. http://www.cas.edu/standards
- The NASPA/ACPA Professional Competencies are also critical resources for all student affairs professionals, which in turn can help with the creation of professional development and growth plans for staff.
It is the hope of the reviewers that these observations and recommendations are helpful to Washington State University as the division of Student Affairs and the department of Residence Life continue to evolve in support of the Drive to 25 initiatives, and in support of the students they serve. The review team fully recognizes the financial concerns of the university, and the impact this has on the department of Residence Life. However, the reviewers feel strongly that revenues realized from upcoming retirements and potential portfolio shifts should be utilized to make the key changes in the organizational structure to best meet student needs and maximize organizational capacity.
The reviewers wish to thank Dr. Kathy MacKay, Interim Assistant Vice President and Dean of Students, and Edwin Hamada, Director of Residence Life, for their assistance in obtaining materials and constructing an itinerary conducive to learning, and to all staff who were so gracious and generous with their time. Washington State University is a special place, and we were honored to help serve the institution in this manner.
Julie Payne-Kirchmeier, PhD Julie A. Leos, M.S.
Associate Vice President and Chief of Staff Assistant Dean of Students | Director
Northwestern University University of South Florida
Residence Life Consulting Visit Schedule
Day 1: Sunday January 28
Mary Jo Gonzales, Vice President for Student Affairs
Kathy MacKay, Interim Assistant Vice President/Dean of Students
Day 2: Monday January 29
8:00-9:00 a.m. Tour of Campus
Edwin Hamada, Director of Residence Life
9:00-10:00 a.m. Overview of Department with Edwin Hamada | Streit-Perham
10:00-11:00 a.m. Residence Life Central Staff | Streit Perham
Kate Gannon, Assistant Director
Brandon Brackett, Assistant Director
Melissa Williams, Coordinator of Leadership & Diversity Initiatives
Starrla Allen, Administrative Assistant
Associate Director, vacant
Assistant Director, vacant
11:00-11:30 a.m. Travel to Dining Hall for Lunch
11:30 a.m.-12:30 Lunch with RHA Representative and Resident
12:30 – 1:00 P.M. Travel to back to Streit-Perham
1:00-2:00 p.m. Housing and Conference Services Staff | Streit Perham
Housing Suite staff – (ASIS, Admin Services, Housing Services)
2:00-3:00 p.m. Assistant Hall Directors (AHD) and Resident Assistants (RAs)
3:00-3:30 p.m. Travel to Office of Student Conduct
3:30-4:30 p.m. Adam Jussel 134 French Administration
Assistant Dean of Student and Director of Student
4:30-5:00 Check-In with Kathy MacKay | 122 French Administration
5:30 Dinner with Residence Education Directors (REDs)
Day 3: Tuesday, January 30
8:00-8:50 a.m. Counseling Center and Office of Equal Opportunity Staff
122 French Administration
9:00-9:50 a.m. Collaterals/Campus partners | 134 French Administration
MSS, GIESORC, ASCC, Student Involvement, SA Marketing,
Dean of Students Office, Women’s Center,
10:00-10:50 a.m. Karen Weatherman, First Year Programs, Academic Affairs
122 French Administration
11:00-11:30 Travel to Dining Hall
11:30-12:30 Lunch with ASWSU and other Student Leaders
12:30-1:00 p.m. Travel to Streit-Perham
1:00-1:50 p.m. WSU Police | Streit Perham
2:00-2:50 p.m. Residence Education Directors (REDs) | Streit Perham
3: 00-3:50 p.m. Wrap-up with Edwin | Streit Perham
4:00 Wrap up with Kathy and Terry
The Department of Residence Life
Mission, Primary Functions, Desired Learning Outcomes, & Goals
The Department of Residence Life serves all students living in our on campus communities. Our goal is to assist individuals in making connections with others while providing a safe and supportive environment that promotes scholarship, leadership, personal growth and intercultural awareness. We value the development and inherent worth of the whole person, emphasizing interpersonal communication, life skills and responsible citizenship. We celebrate our common and diverse backgrounds and aspire to help every individual find success.
- Support the individual
- Develop communities
- Emphasize student safety
- Compliment the academic experience
- Facilitate educational and social experiences
- Encourage intercultural awareness
- Collaborate with university partners
Desired Learning Outcomes for Students
- Students will demonstrate the ability to take personal responsibility: Be accountable for your actions and reliable; own mistakes and recognize the learning that can result; demonstrate commitment & initiative toward personal goals & success
- Students will demonstrate the ability to practice effective interpersonal communication: Practice active listening; clearly articulating wants, needs & expectations in a thoughtful, constructive manner; be respectful of the variance in other’s communication styles; identify situations where adjustments in communication styles might be necessary
- Students will demonstrate the ability to think critically and apply knowledge: Consider multiple perspectives; practice evidence- based decision making; demonstrate the ability to transfer lessons from one situation to the next; consider context; apply knowledge to practical situations
- Students will demonstrate the ability to work effectively with others: Contribute in meaningful ways; prioritize responsibilities and follow through; be versatile enough to accept different roles in varying situations; acknowledge the skills of others
- Students will demonstrate the ability to resolve conflicts: Listen carefully; consider all sides of a situation; explore multiple options; look for a win-win resolution; offer compassion and support
- Students will demonstrate respect for others and our differences: Cultivate curiosity, appreciation, and celebration of others’ experiences; recognize similarities & differences among self & community; seek to understand self & others; understand that diversity includes but is not limited to: Ability, ethnicity, gender identity/expression, race, religion, sexual orientation, socio-economic and veteran status
2017-2018 Staffing Structure:
# OF POSITIONS
Director, Edwin Hamada
Associate Director, TBD
Assistant Directors, Kate Gannon-Cullinan, Brandon Brackett, TBD
Coordinator for LAD Initiatives, Melissa Williams
Administrative Assistant, Starrla Allen
Residential Education Directors (REDs)*
Assistant Hall Director (AHD)*
Resident Advisors (RAs)*
Residential Technical Advisors (RTAs)*
Desk Assistants (DAs)*
*See Position Descriptions:
Residential Education Directors (REDs)
Residential Education Directors (REDs) are Administrative/Professional staff who supervise hall staff, manage the facilities, lead in crisis response, and collaborate with Housing on custodial and maintenance needs. They serve as a department liaison to an assigned office/area within the Division of Student Affairs. They also co-chair department operating committees. They also co-chair department operating committees. They assist in training; advising, evaluating and selecting paraprofessional staff and serve in a campus wide on-call rotation and providing in-hall crisis intervention.
Assistant Hall Director (AHDs)
Assistant Hall Directors (AHDs) are undergraduate students that have worked in the Department of Residence Life for at least one year, are supervised by (REDs). They are responsible for the desk management, help with government and assist the REDs with daily administrative tasks. They encourage positive academic behaviors, help students create an environment that is conducive to studying by reinforcing quiet hours, assist with crisis response, and serve as role models.
Resident Advisors and Sponsors (RAs)
Undergraduates that work with faculty and staff to promote institutional academic goals and advance Freshman Focus and common reading initiatives. Facilitate academically themed and social programs for residents. Conduct rounds and ensure student safety and community standards are being met. Visibility and availability to residents are priorities. Hold living group meetings to build community and to address residents’ concerns by developing written, posted and agreed upon community standards. Attempt to know each resident well enough in order to assist them with personal, social and academic concerns. Role model and encourage respect for individual similarities and differences. Abide by and enforce Washington Administrative codes and departmental policies.
Residential Technical Advisors (RTAs)
RTAs assist Residence Hall students with a range of technology issues. Such issues as configuring their devices for network access, using various educational technologies at WSU, selecting and utilizing mobile devices with the campus network, getting the most out of mywsu (e.g. configuring proxies), Coug Prints Mobile Printing, and more.
RTAs report to both Administrative Services-Information Systems (ASIS) and the Residential Education Director overseeing their building. They are a part of the Residence Life hall staff with varying degrees of involvement with RAs and assist in the delivery of support services to our residents. RTAs live in the building(s) they serve and establish set office hours. Additionally, they deliver one educational program per semester. Successful RTAs have a friendly disposition, are outgoing and have a strong desire to help others.
Desk Assistants (DAs)
DA’s work at the desk and are the first contact for guests who enter the living centers. They assist with keys, mail and all student transactions. They are there to help residents with lockouts and also check out games and supplies. Visibility and availability to residents are priorities. They are supervised by AHD’s. Desk hours are Monday, Tuesday and Thursday 8am to7pm, Wednesday and Fridays 8am to 9pm, Saturdays-Sundays 10am to 9pm for residents to pick up packages, rent equipment, or check in guest.
2017-2018 Organizational Chart
The Department of Residence Life
2015-2020 Strategic Plan
The Department of Residence Life serves all students living in our on-campus communities. Our goal is to provide a safe and supportive environment that assists individuals in making connections with others while promoting scholarship, leadership, personal growth, and intercultural awareness. We value the development and inherent worth of the whole person, emphasizing interpersonal communication, life skills, and responsible citizenship. We celebrate our common and diverse backgrounds and aspire to help every individual find success.
- Student Development & Engagement: To provide a transformational student development experience in the residence halls.
- Establish/generate a community development plan that emphasized student engagement
- Provide educational and effective programming
- Actively contribute to the academic success of residents
- Nurture learning in spaces outside of the classroom
- Provide an intentional experience for residents in living learning and theme communities
- Increase resident retention to the residence halls
- Staff Development: Provide an exceptional work experience that fosters learning and encourages high-performance for professional and student staff.
- Strengthen the retention and recruitment of staff
- Provide on-going, dynamic training opportunities for staff members
- Support and engage professional staff members in regular, relevant development opportunities
- Provide holistic supervision of staff to promote individual and organizational success
- Diversity and inclusivity: Create and sustain residence hall communities that are diverse, inclusive, and equitable.
- Strengthen staff knowledge and skills of diversity and inclusion
- Support university services, activities, and initiatives
- Implement quality intercultural awareness programs
- Reduce and seek to eliminate barriers that present inequitable experiences
- Promote engagement with social justice opportunities and education
- Create environments in which students can engage and learn about diverse backgrounds and perspectives
- Intentionality: Provide mission-driven initiatives and processes that align with professional standards and university goals.
- Clearly articulate departmental initiatives and processes
- Adopt learning outcomes for all presentations, training, and departmental initiatives and processes
- Engage in data-driven and evidence-based decision making
- Implement the CAS self-assessment to promote constant improvement in the quality of our residential life program
- Outreach: Cultivate relationships and communicate with campus, community, and professional affiliates.
- Promote professional presence and branding in all written and oral communications
- Increase communication with the campus community about events within Residence Life
- Strengthen and grow symbiotic relationships with campus partners
- Promote a lifetime affiliation with the department and WSU
Residence Life Collateral Charges 2017-2018
The Annual Reports for each collateral can be found on the ASIS Share Drive under \ad\asis\ResidenceLife\RED\Collaterals and include a full description of the collaterals’ activities from previous years. The assignments may vary drastically from year to year, but these reports can serve as an in depth introduction to the department and the position.
These appointments serve to develop skills and knowledge within a specified area to compliment the Residence Life experience. REDs will serve 5 hours per week in these assignments beginning officially the first week of classes. The five hours will be worked either in a one 5-hour block or split between 2 blocks of time, as long as it is 2 hours in length at minimum. Meetings will be scheduled with department contacts during training/Week of Welcome training to review responsibilities, expectations, and opportunities involved within each collateral assignment. A more in depth Collateral Planning Guide should completed by the RED and Collateral Supervisor, to be submitted to your supervising C-staff member in early September.
Participating Departments include:·
- Access Center
- Academic Success and Career Center (2?)
- Dean of Students
- First Year Focus (FYF)/Living Learning Communities
- Gender Identity/Expression and Sexual Orientation Resource Center
- International Programs
- Marketing - Administrative Services
- Multicultural Student Services (2?)
- Student Involvement
- Residence Life: UNIV 497
- Floyd Cultural Center (tentative)
- Health and Wellness promotions
RED will work on any assigned projects with this office, which serves to assist students with disabilities on campus. This would include disability awareness events and activities. Additionally, the RED will attend staff meeting as their schedule will allow and coordinate any collaboration and education resources with residence hall staff and residents. Reviewing Emotional Support Animal documentation could also be part of the responsibilities.
Supervisor: Meredyth Goodwin (#5-3417)
Academic Success and Career Center (ASCC)
The RED will have the ability to learn how to advise students with their career development and/or academic success strategies. Due to the variety of interest, the needs of this collateral change based off the needs of the office and RED. Projects in the ASCC could include: doing academic or career success outreach, teaching a UCOLL course, assisting with office initiatives like reinstatement, the Etiquette Dinner, the Career Expo, and holding drop in hours for to assist walk-in student traffic.
Supervisor: Terese King (#5-6000)
Dean of Students (DoS)
RED will work on the coordination & logistics of various projects as defined by the Dean of Students. Additionally, the RED will work with the art gallery, outreach programs, setting up the move-in volunteer system and marketing it, and benchmarking WSU with different universities and colleges. Other opportunities are TBD with collateral supervisor.
Supervisor: Karen Fischer (#5-5757)
First Year Focus (FYF)/Living Learning Communities
RED will assist in the development and execution of initiatives related to campus learning communities, including but not limited to First Year Focus and the University Common Reading Program. The staff member in this position should expect to work on promoting student and faculty engagement in a variety of settings.
Supervisor: Karen Weathermon (#5-5488)
Gender Identity/Expression and Sexual Orientation Resource Center (GIESORC)
GIESORC- work on the following initiatives:
UndocuQueer: Seeing the Invisibles Conference (fall): A conference to bring together students and professionals to discuss the challenges and successes in higher education regarding undocumented/Queer students. This event is geared toward providing knowledge, resources, tools and networking opportunities for students and student affairs professionals who care about these issues.
Lavender Graduation (spring): Annual celebration for LGBT and ally students who are graduating.
Community Outreach (fall & spring): Create semester newsletter geared toward faculty, staff, and alumni.
Supervisor: Matthew Jeffries (335-8841)
International Programs/International Center
This collateral experience is linked with the international themed building. The RED will work on projects and programs that include, but are not limited to: International student presentation(s), organizing a Brown Bag lunch or discussion series, student/university partner outreach, and serving as a resource to and assisting with the transition of international students living in the residence halls on campus.
Supervisor: Kate Hellmann (#5-4223)
RED will work with the marketing and communications team to promote Housing, Residence Life & Dining initiatives and programming. This list includes, but is not limited to: Room reapplication, Residence Life marketing priorities, EBI survey promotion, paraprofessional recruitment materials, visitation day tabling events and materials, and recruiting and coordinating Housing & Residence Life staff and students for photography and video projects. This collateral will be largely project based and therefore the hours per week may fluctuate by project (averaging overall to 5 hours per week).
Supervisor: Kyle Cance (#5-8462)
Multicultural Student Services (MSS)
RED will work directly with the Smart Start program and its implementation. The RED will also become informed about and involved in one of the student centers and identify events associated with one or more of the centers to zoom in on. The centers are as follows: African American, Asian American and Pacific Islander, Chicana/o Latina/o, or Native American (located in Cleveland Hall). Opportunities for advising, leadership training & development, campus wide event planning and informal meetings are typical of this collateral. Other opportunities TBD with collateral supervisor.
Supervisor: Virginia Tavera-Delgado (#5-2617)
Student Involvement – Possible training on Aug 3 or 4th??
A few areas of opportunity include, (1) Risk Management – working with Registered Student Organizations event registration processes, review of manual, event oversight, and other related projects; (2) Marketing and promotion – working with our Marketing coordinator on marketing strategies for the Student Involvement area (including SEB, ASWSU, Leadership, and/or student organizations; (3) Leadership programs – working to develop and present workshops on various topics to offer students.
Supervisor: Brian Shuffield (#5-6816)
RED will assist in the development and planning of the UNIV 497 course for hired paraprofessionals in the department. This includes researching similar programs and identifying best practices, developing course materials, developing assignment rubrics, providing input for the course curriculum, instructor training, and development, and assessment of the course.
Supervisor: TBD C-Staff member (#5-1227)
Newly established/re-established collaterals that will be a work in progress:
Center for Fraternity and Sorority Life (CSFL)
Past collaterals have worked as advisors as well as assist in various projects in the office. Since they are currently one Assistant Director down, there could be more opportunities this year than future years.
Supervisor: Dan Welter
Health and Wellness Promotions
I could see this collateral assignment working as a liaison and assisting in getting the word out on the many projects coming out of H&W. They do a lot of assessment so learning more about that could easily fall into the scope of work.
Floyd Cultural Center
This could materialize into a unique collateral assignment with opportunities to dabble in the programmatic and facility management worlds. Because the facility is not yet open, and much of the planning is still being worked out, this could be a mid to later Fall start of this opportunity.
Most committees will have two to three REDs (Co-Chairs) and two to three AHDs/HS assigned to the leadership team. All Committee Chairs will work with a member of the Central staff. You must consult with your assigned CStaff member before scheduling your committee’s time. It is highly recommended (and required in some cases) that you schedule your committee’s meeting time at a time when the CStaff member can attend. All committees that utilize confidential information will meet in the Central Office (Parapro Staff Recruitment & Selection, Pro Staff Selection, and Assessment Committee); all others will meet in the REC located in the Honors Hall basement. All chairs will meet with the designated CStaff member at least once per month throughout the year.
The descriptions below are not exhaustive and tasks may be added, removed, or modified throughout the year as the needs of our staff and our communities change. All student staff members are encouraged to volunteer for these committee opportunities, but are not required to do so.
- Assessment Committee 2 REDs; 2 AHDs
This committee is responsible for assisting with the department’s assessment plan and projects. These include the EBI (marketing & incentives coordinated with launch dates, creating talking points from results data, presenting information to various interested groups). Additional projects will be based on the department’s assessment needs and committee member’s experience and area of expertise. This committee will collect and organize data or assessment results happening throughout the department. Finally, committee members will assist other REDs, AHDs, and C-staff with assessment projects as time permits. C-Staff assigned: Brandon Brackett
- Paraprofessional Staff Recruitment and Selection Committee (PPRS) 3 REDs; 3 AHDs
This committee is responsible for the recruitment and selection of paraprofessional staff in accordance with the department’s mission and in compliance with the directives of the Human Resource Services. The scope of this committee includes: planning and scheduling of logistics; determining anticipated vacancies; marketing and publicizing staff positions; orienting candidates to the department and selection process; evaluation of candidate applications including submitted materials; participation in group processes and interviews; recommending candidates for hire; communicating with candidates about decisions and responding to questions; and assessing and recommending improvements to the selection process on an annual basis. There will be 2 selection processes: 1 in the fall semester for spring hires and 1 in the spring semester for the following fall hires. This committee will work in consultation with a C-Staff advisor on the follow through of both processes. C-Staff assigned: Brandon Brackett
- Professional Staff Recruitment and Selection Committee 3 REDs; 3 AHDs
This committee coordinates professional staff recruitment and selection through the entire planning, publication, promotion, decision, and evaluation cycle. The selection committee is also responsible for ensuring that the selection process complies with the directives of the Human Resource Services. 2 of the co-chairs will attend NASPA’s The Placement Exchange in early March, the 3rd will serve as additional application review and on-campus interview support. The planning phase kicks into gear in October with the coordination of search timeline, modification of forms/job descriptions, and preparing recruitment materials. The primary workload happens during spring semester (resume ranking, candidate communication, TPE interviews, and on-campus interview preparation). Student staff will assist directly with resume ranking (January-March) and on-campus interviews and tours (March-April). C-Staff assigned: Kate Gannon-Cullinan
- Social Justice Education Committee 3 REDs; 3 AHDs
This committee will work with other committees and staff groups to direct training, education, support, and activities within the department to improve skills, raise awareness, deepen knowledge/understanding of diversity. This committee is charged, through student and staff education, to foster respect, openness, and acceptance within our residential communities. C-Staff assigned: Melissa Williams
- Tunnel of Oppression Committee 4 REDs; 4 AHDs
This committee is charged with the organization, production, and assessment of Tunnel of Oppression. The members will research, advertise, plan and construct this annual program, happening in mid-November. In collaboration with other offices and academic departments, the committee should reach out to enhance attendance through possible extra credit offerings. They are also encouraged to work with the Social Justice Education committee on the training of the department to have follow up conversations with attendees of the event. The committee is also tasked with finding meaningful ways for staff to “buy-in” or become involved with the program and generate large-scale public participation (target audience is 500-700 participants). C-Staff assigned: Melissa Williams
Of the below 2 options, only 1 will be chosen depending on RED interest.
- Sustainability Committee 2 REDs; 2 AHDs
This committee is charged with providing education and programming for residents, as well as training for staff relating to sustainability initiatives and eco-friendly efforts on campus and beyond. This committee will be responsible for serving as Residence Life’s coordinators for Move-Out, Pitch at the end of the academic year (MOPI). The RED co-chairs will work with the campus committee, and AHDs/PPs will work with MOPI promotion and information sharing with the halls. C-Staff assigned: Melissa Williams
- Policy Review Committee 2 REDs; 2 AHDs
This committee is able to work on reviewing policies and procedures within the Department of Residence Life to provide updated language and training throughout the academic year. Projects will be discussed and decided upon in consultation with the Director of Residence Life. C-Staff assigned: Edwin Hamada
Recommended Organizational Structure