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By Sydney Valentine-Parris
What is Policy? Broadly, policy is the documented and formal guidelines and procedures that provide direction for functions and operations, decision-making, and maintaining standards. Policies are important because they function as a structural framework that outlines expectations, responsibilities, and processes within an organization or institution, big or small.
Policy Types There are four main types of policy: regulatory, constituent, distributive, and redistributive. Regulatory policy outlines what an entity can and cannot do and regulates it, such as the Individuals with Disabilities Education Act (IDEA), the Family Educational Rights and Privacy Act (FERPA), and Title IX. Constituent policies are often public policies made by federal, state, and local governments; for example, the Texas Public School Nutrition Policy dictates what foods are served in Texas public schools. Distributive policies are related to how funds, benefits, and resources are distributed to a specific group without directly taxing another group. Public research grants, such as those from the National Institutes of Health (NIH), are an example. Redistributive policies redistribute resources in an effort to achieve equity, like providing healthcare to low-income individuals through Medicaid and determining the distribution of benefits to low-income households via food stamps through the Supplemental Nutrition Assistance Program (SNAP).
Impactful Educational Policies Federal educational policies have undoubtedly impacted and have fundamentally shaped American education, influencing structure, funding, accountability, and privacy. Such policies include the Elementary and Secondary Education Act (ESEA) and the later Every Student Succeeds Act (ESSA), the Educate America Act, and the Family Educational Rights and Privacy Act (FERPA).
The civil rights-era Elementary and Secondary Education Act (ESEA) was a landmark federal law enacted in 1965 that aimed to improve educational opportunities for economically disadvantaged students by directing federal funding to low-income student-serving school districts. In particular, Title I-A of ESEA is the primary source of federal funding for American elementary and secondary education (Skinner, 2024). ESEA was a civil rights-focused law designed to reduce the achievement gap between economically disadvantaged students and their peers through additional academic resources and support programs. The impact of ESEA is significant, as it was the first major federal involvement in public education funding, helped expand educational access, and highlighted a federal responsibility for educational equity. The more recent Every Student Succeeds Act (ESSA), established in 2015, is the main federal K-12 education policy. ESSA replaced the 2001 No Child Left Behind Act and reauthorized provisions of ESEA (Skinner, 2024). ESSA aims to ensure an equal and high-quality education for all students. Notably, ESSA still requires annual standardized testing and reporting of school performance, but shifts authority to states by allowing states to create accountability plans, set their own academic standards, and identify schools that need improvement. ESSA is impactful because it allows for a more balanced approach to federal oversight by increasing state control over educational policy, while also maintaining the federal commitment to education equity.
In 1994, President Clinton's Educate America Act, also known as Goals 2000, established eight national education goals to be achieved by the year 2000. The Educate America Act focused on school readiness, high graduation rates, student achievement, teacher development, subject-matter competency, adult literacy, safe schools, and parental participation. The Educate America Act provided funding for state and local educational reform, setting a precedent for standards-based accountability in education, as did the aforementioned No Child Left Behind Act. While not all eight goals were fully achieved by 2000, the Educate America Act was impactful as it initiated long-term improvements in content standards, student performance, and high school graduation rates. However, states experienced "difficulty developing performance standards and assessments" (Orr, 2022).
The Family Educational Rights and Privacy Act (FERPA) of 1974 is a federal law that protects the privacy of student education records, which applies to all schools receiving funding from the United States Department of Education (United States Department of Education, 2021). FERPA grants parents the right to inspect records and controls disclosure until the student turns 18 years of age or attends a postsecondary institution, at which point those rights transfer to the student. FERPA has impacted education by establishing clear and strict privacy protections for students and their sensitive information. As a result, institutions are required to manage student records and data diligently and must receive proper consent to release student information.
References
Orr, A. J. (2022). Educate america act of 1994. EBSCO Knowledge Advantage. Skinner, R. R. (2024). The elementary and secondary education act (ESEA), as amended by the every student succeeds act (ESSA): A primer. Library of Congress. United States Department of Education, Student Privacy Policy Office. (2021). A parent guide to the family educational rights and privacy act (FERPA). United States Department of Education.
Sydney Valentine-Parris Texas Southern University, Public Policy Co-Chair
SWACUHO Executive Board Highlights — May 2026
Date: May 8, 2026
Meeting Time: 8:31am – 10:20 am
The Executive Board met virtually to discuss ongoing initiatives, upcoming events, and strategic priorities for the organization. Here are the key highlights:
Research, Assessment, & Information
Annual Conference assessment data has been finalized. Overall, positive feedback with some noted concerns surrounding catering.
RAI is refining assessment tools and aligning survey questions with organizational goals.
Plans underway to:
Reintroduce the Research Grant Application
Incorporate data into marketing efforts
Collect more targeted feedback (including exhibitor and host experiences)
Board and committee members are encouraged to finalize assessment tools at least one month before events.
Programs, Engagement, & Communications
Roundtables continue to be highly successful across the region, with strong attendance and engagement.
Communications will begin targeted outreach to committee chairs to increase blog submissions.
A new Events webpage is in development to better highlight key programs and opportunities.
Podcast engagement continues to grow with recent episodes released!
New Initiatives & Decisions
Approved $1,000 in seed funding for a West Texas Drive-In working group pilot program.
Approved resolutions honoring 16 graduating professionals across the region.
A Money/Scholarship/Fiscal Task Force is forming, with recommendations expected by Mid-Year.
Development of an Event Wrap-Up Report tool to improve continuity and institutional knowledge.
Corporate Partnerships & Sponsorships
Work is underway to enhance corporate partnership structures, including:
Clearer sponsorship levels and benefits
Improved communication guidelines with sponsors
A new webpage is being developed to expand corporate partner engagement opportunities.
Website & Technology Updates
Continued improvements to SWACUHO’s website, including:
Awards & Recognition updates
Future centralized Events page
Increased focus on making key information more accessible outside of the handbook.
Awards & Recognition
The SHINE form is now live on the website! This is a great way to provide some additional recognition throughout the year.
Efforts are underway to streamline awards processes and increase visibility of recipients.
Resolution of Commendation certificates for graduates will be distributed to recipients.
Financial Snapshot
Major conference expenses processed; continued monitoring of budget and revenue streams.
Mid-Level Summit registration is underway with steady participation.
Looking Ahead
Continued focus on:
Data-informed decision-making
Expanding access to professional development
Strengthening member engagement across the region
✅ Approved $1,000 in seed funding for a West Texas Drive-In working group pilot program.
✅ Approved 16 resolutions honoring professionals graduating with advanced degrees across the region.
Fiscal YTD
Current
Total Income
$289,247.89
Total Expenses
$243,382.65
Updated budget details are available via the Treasurer’s shared Google Sheet.
AR Roundtable – May 26, 9 a.m.
May Texas Roundtable - May 26 from 12:00 pm - 1:00 pm CST.
SHO Virtual Roundtable - May 28, 2-4 p.m.
Mid-Level Summit - June 4-5
Campus Home. Live! - June 21 – 24, 2026
Graduate and Entry-Level Roundtable - June 25 at 11am
SHO Virtual Roundtable - July 21, 2-4 p.m.
Graduate and Entry-Level Roundtable - September 2
SWACUHO-U at Rose State College in Oklahoma - September 28-30
Graduate and Entry-Level Roundtable - November 13
Student Staff Leadership Conference at TWU - November 13-14
Reach out to your State Director if you would like more information about anything mentioned here!
Arkansas State DirectorLeanna PaytonHenderson State Universityarkansas@swacuho.org
Oklahoma State DirectorWhitney ArbaughNortheastern State University oklahoma@swacuho.org
Texas State DirectorNicholas BrownEast Texas A&M Universitytexas@swacuho.org
By Nick Brown
Early in my career, I focused a lot on getting tasks done and making sure things ran correctly, but I noticed that wasn’t always enough when things got complicated. When communication was unclear or relationships weren’t strong, even good decisions didn’t land the way they should. Over time, I started to see that the teams and student experiences that worked best weren’t just those with strong processes, but those where people trusted each other and felt informed, included, and supported.
That understanding has shaped how I lead the team I work with today. I try to stay consistent and clear with expectations, and I make it a point to be present and accessible, not just when things are going well but especially when things are not. One of the most valuable lessons I’ve learned in my career is that strong relationships, clear communication, and investing in people are what ultimately create successful teams and meaningful student experiences.
I share this because it’s a reminder that success in any team or student experience isn’t just about strong processes or getting work done. It really comes down to how people show up for each other. When relationships are strong and communication is clear, teams are better able to work through challenges and create better experiences for students.
Nicholas "Nick" BrownDirector of Residential Living and Learning
By Laura Palmer
Computer & Systems Engineering was not my first choice. I originally wanted to become a medical doctor. A family friend who worked in engineering encouraged me to explore the field because he loved it. It was a growing interdisciplinary area, and he believed it would give me many career options—including opportunities connected to healthcare.
He took me under his wing and gave me the chance to participate in some of his work projects. Through that experience, I saw how systems are built piece by piece and how every part contributes to the whole.
After graduating, I moved thousands of miles from Peru to the United States. I was not able to return to school right away, and I was unsure whether I would ever use my degree here.
In my original career path, I expected to use my Computer & Systems Engineering degree to build software systems, manage technology projects, and help organizations improve efficiency through better processes.
What I learned in college, however, became useful in an unexpected way.
My undergraduate degree taught me to think in systems. I learned to analyze workflows, identify bottlenecks, and make adjustments to improve efficiency. I learned to recognize all the components that make up a system, understand how they relate to one another, and evaluate their impact on the larger whole. I also learned to break projects into tasks and create practical solutions to recurring problems. Most importantly, I learned that past success does not guarantee future success. Systems must be continually reviewed and refreshed in order to survive and thrive.
Before long, I realized this was exactly how I viewed the housing system I am now part of. How do all the people, processes, and resources connect? Where are the bottlenecks? What changes would improve the flow of the system and make it more effective?
Because of that mindset, I have been able to implement project management systems that help organize our processes throughout the year. That has been especially valuable in designing processes in StarRez, coordinating move-in, and partnering with my team during the busiest housing seasons.
My undergraduate degree may seem unrelated to my current housing career, but it has proven incredibly useful. Sometimes the most valuable lessons are the ones we end up using in places we never expected.
Laura PalmerAssociate Dean of Residence Life at Arkansas Tech University
By Maggie Guzman
In 2010, when I was a fresh, new professional at Texas A&M University, I was approached by Tom Murray (some of our more seasoned members surely remember Tom!!) who asked me if I’d be interested in helping him host the 2012 annual conference in College Station. Tom and I worked together on our campus and he was also one of those SWACUHO legends who’d served for many years both on the board and on committees and knew literally everyone. We’d just come back from the annual conference in Austin, where we’d sat on the program committee together and he’d introduced me to at least a dozen people I’d never have approached on my own. I vividly remember laughing and telling him, “Sure, Tom. If I’m still in College Station in 2012 I’ll help you.” He bid for the conference with my name on it as co-host and won the bid. Fast forward to a year later…I was still in College Station, Tom unexpectedly retired, and there I was, holding the Host reins all on my own.
I’d be lying if I said it was easy. For those who know me, I’d probably use the phrase, “It was a TIME, y’all,” to describe the experience. I wasn’t new to SWACUHO, so I had a sense of what the conference included – programs, exhibitors, food and cool swag – but I’d only served on a couple of committees and really had no idea how the business – especially the budget – of the organization worked. Nor did I, at that time, have many connections, still being a new professional. Tom was supposed to be the face of the conference and I was supposed to do the behind-the-scenes logistics. But there I was, thrown into the forefront, leading our host committee (many of whom outranked me in our department), figuring it out as I went (thanks to the incredible mentorship of Kenny Mauk, who was Treasurer then)…believe me when I tell you it was a time.
But oh my gosh, it was also such a tremendous opportunity for me! I learned so much about leadership, delegation, budgeting, how to motivate volunteers, how to communicate with a wide variety of stakeholders, and how the business of SWACUHO worked…some of the lessons were hard-won, but oh so worth it. Mostly, I learned the benefit of saying yes and leaning into discomfort, both of which are lessons that continue to serve me (more about that later). And at the end of that conference, Kyle Estes asked me to serve on the board as Technology Coordinator, which kick-started years of service to an organization I have come to absolutely love.
Fast forward again to 2022, when SWACUHO was looking for someone to host the 2024 conference. Everyone was still recovering from COVID, and people weren’t particularly inclined to offer their still exhausted and already thinly-spread staff to host, which was understandable. So, along with Brandi Bowen, Katy Pelton, and Matt Grief, I threw my hostess hat back on and we volunteered to host the 2024 conference in Denton.
That was also a time, but in a very different and very wonderful sense of the phrase. After having served on the board in a variety of roles, I understood how the organization worked. I was more comfortable making decisions and interfacing with all of the stakeholders. I was more at ease standing in front of the conference to speak. It was honestly one of the most fun experiences I’ve had in my career, and is the reason I put my name in the fray to serve as Conference Coordinator.
Saying yes to Tom in 2010 showed me that good things happen when you take a risk. Since then, I’ve continued to say yes to opportunities that scared me, overwhelmed me, and for which I had neither experience or knowledge (but a willingness to learn really quickly!). Taking on those challenges has led me on a career trajectory that I never dreamed I’d end up on in a place I love. Taking those risks has also led to some pretty incredible things in my personal life as well. And even when things get difficult, I can honestly say that so far, I’ve yet to regret saying yes when those opportunities have presented themselves.
So if you’re still reading this, the point I’m trying to make to you is this – if you are even thinking about hosting, go for it! At the very least, reach out to me and we’ll have a conversation about what that commitment looks like and how I can support you through the experience. I promise that if nothing else, you’ll grow as a professional and learn a few things about SWACUHO. But I also have a feeling that you’ll end up having the time of your life and making some new friends, too! And who knows, you also just may find yourself embarking on a whole new phase of SWACUHO service!
Maggie GuzmanSWACUHO Conference Coordinator
SWACUHO Executive Board Highlights — April 2026
Date: April 10, 2026
Meeting Time: 8:31am – 9:56 am
The Executive Board met virtually to continue strategic plan adoption, advance communication and technology practices, support upcoming professional development opportunities, and address ongoing operational and governance priorities.
Strategic Plan Adoption and Communications
The Board formally adopted SWACUHO’s new Purpose Statement and approved updates to the Strategic Focus Areas.
The Board discussed plans to share strategic goals publicly, allowing members to better see themselves in the work of the Association.
The Communications Committee will support a campaign to share elements of the Strategic Plan across platforms.
Strategic Plan webpage updated.
Professional Development & Engagement
The Mid-Level Steering Committee shared updates on the Mid-Level Summit (June 4–5), including speakers, registration promotion, and ongoing planning.
The Board discussed scheduling Virtual Roundtables through the summer, including both state-based and position-based sessions.
Program planning continues for upcoming showcases, workshops, and the annual “Best of” Series.
Technology & Communication Tools
The Board approved piloting Band as a communication platform and pausing use of GroupMe during the pilot period.
Continued improvements are underway for the SWACUHO calendar, website banners, and content visibility.
The Board reviewed options presented by the Career Pathways Committee for the future of SWACUHO’s LinkedIn presence, supporting a move toward a public group with moderated posting to increase engagement and visibility.
The Board discussed strategies to expand and strengthen corporate partner engagement, including clearer expectations around communication.
Future outreach may include targeted vendor engagement and review of sponsorship benefits.
The Corporate Sponsorship Committee continues follow-up work after the Annual Conference.
Awards, Recognition, & SHINE Initiatives
Awards & Recognition is finalizing website updates and planning communications to support spring recognition efforts.
The Board discussed refining processes for recognizing retirees and memorial acknowledgements, with follow-up conversations planned with Awards & Recognition.
Leadership was encouraged to stay alert to campus-level awards and recognitions to elevate association-wide visibility for SHINE recognition.
Operational & Governance Updates
The Board approved adding Gaggle (email listservs) as a line item in the 2026–2027 Executive Budget to support growing membership.
Continued discussion occurred around the Donations Task Force, including identifying individuals with subject-matter expertise to support the work.
Updates were shared regarding nonprofit conversations occurring across other regions.
✅ Adoption of the new Purpose Statement
✅ Approval of updates to Strategic Focus Areas
✅ Addition of Gaggle service expense as a line item to the 2026–2027 Executive Budget
✅ Approval of Mid-Level Summit Registration Rates (electronic vote on 4/1/26)
$285,746
$(244,932)
Graduate and Entry-Level Roundtable: April 21 (virtual)
Arkansas State Roundtable: April 22 (virtual)
Texas State Meeting: April 28 (virtual)
Mid-Level Roundtable: May 6 (virtual)
SHO Roundtable: May 8 (virtual)
Mid-Level Summit: June 4–5 (College Station, TX)
Campus Home.Live!: June 21–24 (Orlando, FL)
By Faith Earl
When I first stepped onto campus at ASU-Beebe in small Beebe, Arkansas, I was focused on the same things many new students are—finding my classes, meeting people, & figuring out how to live away from home. At the time, I didn’t realize that some of my most meaningful experiences would come not just from the classroom but also from the residence halls I called home and the communities built within them.
Living on campus quickly became more than just a convenience—it was my entry point into connection, leadership, and personal growth. The energy in the halls is unlike anything else on campus. Everyone is new, everyone is searching, and everyone is, in some way, becoming. Being surrounded by that kind of transformation every day is powerful––and it’s what drew me deep into housing and student involvement.
From the start, I was already engaged as a Student Leader Scholar and involved in SGA. Through that involvement, I connected with individuals in the Residence Hall Association (RHA), and what began as simply attending meetings and small events soon grew into something much more impactful. RHA gave me a vision for advocacy—creating spaces where residents felt heard, developing programs that brought people together, and recognizing the efforts of those who often go unseen.
Through those connections, I found both inspiration and direction. A current Resident Assistant (RA) encouraged me to apply for the role as she prepared to graduate. Taking her advice, I applied—and was selected to serve as an RA for the spring semester of my freshman year. That moment marked a turning point in my journey.
During my time as an RA, I began to see higher education as more than just my own academic path—it became a potential career. I grew increasingly aware of the many layers of Student Affairs and found fulfillment in supporting residents through everyday moments: conversations in the hallway, late-night lockouts, intentional programming, and the relationships that formed along the way. It was work that felt meaningful in both small and significant ways.
One of the most pivotal experiences during this time was attending the 2019 SWACUHO RA Conference (now known as the Student Staff Leadership Conference). This was my first introduction to SWACUHO—but certainly not my last. It expanded my perspective, connected me to a broader network of student leaders, and deepened my interest in the field.
As I approached the final stretch of my undergraduate experience, another unexpected opportunity emerged. In November of my senior year, my supervisor, Zack Tucker, shared that a Hall Director position would be opening over winter break. The role required graduating with a bachelor’s degree in the semester of starting the position. After thoughtful consideration, I decided to apply—and was selected.
Balancing my final semester as an undergraduate while preparing to step into a professional role pushed me to think seriously about my future in higher education. Through many conversations with faculty and staff, I began mapping out my next steps. That process ultimately led me to apply to the Arkansas Tech University Student Affairs Administration online graduate program. In a moment that felt both exciting and affirming, I received my acceptance less than 24 hours after submitting my application.
Graduate school, combined with my role as a Hall Manager, further solidified my passion for the field. During this time, I reconnected with SWACUHO and attended my first Annual Conference in 2023. That experience was transformative—I built meaningful professional connections, gained valuable knowledge, and created memories that will stay with me for a lifetime. It was also at this conference that I became involved with the Communications Committee, where I now serve in my second year as co-chair.
Returning to campus after that conference, I felt re-energized. I was encouraged not only to continue my graduate studies, but also to pour back into my staff and residents while continuing to explore the many opportunities within higher education.
That momentum carried me into the next chapter of my journey. In Fall 2023, I graduated with my Master’s in Student Affairs Administration. Shortly after, in May 2024, I accepted a full-time Residence Life Coordinator (RLC) position at the University of Central Arkansas. In this role, I’ve had the opportunity to supervise a residence hall while advising both RHA and NRHH—bringing my journey full circle in many ways.
Of course, this journey hasn’t been without its challenges. Balancing responsibilities, managing expectations, and supporting students through difficult moments all require patience and resilience. Yet, those challenges have also been some of my greatest teachers. They’ve shaped me into a stronger leader, a better listener, and a more thoughtful advocate.
Looking back, I can confidently say that my involvement in housing has defined my college experience—and my career path—in ways I never expected. It’s where I found purpose, built lasting relationships, and developed skills that extend far beyond campus.
For anyone beginning their journey in higher education, my advice is simple: get involved, stay curious, and don’t underestimate the impact of community. You never know where a residence hall hallway might lead you—but it just might change everything.
By Matthew J Grief
This article was originally published on the SWACUHO Blog in October 2022 but lost during a website migration. It is republished here with permission of the author.
Some of you might remember the political satire dark comedy Netflix put out about a comet coming to destroy earth and the government urged people not to look up. Some of you might find that many of your students don’t look up at people in the eye but spend most of their time looking down at a phone. Many people do much of their communication these days looking down and not looking up, and many people do much of their driving looking down at their phone which is a whole other topic for another day.
You are probably asking, what does it matter whether I am looking down, as long as I am doing my job? Well, sometimes you do have to look up and that is important when you are dealing with housing on a university campus. People for years have asked me why I walk around the housing facilities so much, and when I do, why am I always looking up? That is a multi-part question that might require a bit of explanation, but while I have your attention looking down reading this, I might as well share.
As a Senior Housing Officer, and even before I held that position, I was very concerned about how my housing areas looked. I wanted to make sure no matter where I worked, the presentation of our housing program would be top notch. Damaged screens, trash on balconies or on the grounds, blinds broken and dangling, green pools, filthy breezeways, and dirty windows are just a few of the things that would drive me nutty.
One thing I have practiced for over 30 years is that I am not too important to pick up a piece of trash. Now if it was nasty, I would find some way to retrieve it without touching it with my bare hands, but I wanted to set the example of how the housing area should look. This has continued to be one of my key goals as I walk around the housing complexes, and at times I am looking down to see the trash on the ground, so while there are good reasons you should look down, you should also look up regularly.
Why look up? I’m glad you asked. Most problems, both inside and outside, can be found by looking up. When evaluating an area, I always start at the top by looking at the roof (if I can see it) to see if the shingles or roofing is still intact. I then work my way down to the facia of the building and all the nooks and crannies, to make sure we have no rotting wood or holes that little critters can sneak into. And yes, we have had everything from possums to squirrels living in attics.
As I am visually working my way down the exterior of a building, whether brick or stucco or some other exterior covering, I look for cracks. These cracks could show where you are beginning to have a foundation problem. As your eyes work their way down, —you can see screen issues, broken windows, balcony issues, and even erosion issues which could have a significant impact on the structure.
This simple practice can be done on the inside of buildings where you can see if there is a possible water leak in ceiling tiles, cracks in sheetrock, moist discolored walls, door frames rubbing, toilet leaks, all the way down to torn carpet or flooring cracks.
As you can see, it is very important to look up because your problems that start up high, will likely affect so many more people below and the building itself. Don’t think you are a professional housing staff member who can’t do this. Housing staff are usually the first one to see problems, especially if you don’t have maintenance staff regularly in your facilities. Anyone can do this if they just look up!
Matthew J Grief Associate Vice President for Student Affairs at The University of Texas at Dallas
SWACUHO Executive Board Highlights — March 2026
Date: March 20, 2026
Meeting Time: 8:31am – 10:19am
The Board met to debrief the Annual Conference, discuss upcoming initiatives, and continue work on strategic planning and operational projects for the year.
Annual Conference and Program Development
Reviewed 2026 conference logistics, registration follow-up, and corporate sponsorship status (all payments now complete!).
Discussed future Pre-Conference session planning and aligning ownership with the Program Committee.
Program feedback, Best Of Series, and resource posting are in progress.
Strategic Plan and Membership Clarity
The draft Strategic Plan is under Board review for the next month.
State Directors will refine website language explaining membership date cycles and how new memberships align with annual terms.
Committee Engagement and Participation
Committee Co-Chairs will be added to future Exec Meetings on a rotating basis.
Several committee chair vacancies and interests were discussed; follow-up is underway.
Communications Committee received approval to begin a blog post scheduling system to ensure consistent year-round content.
Awards and Recognition
The Board supported updating the Bob Huss Outstanding Graduate Student Award criteria so nominees do not have to live in on-campus housing if they serve in housing roles.
Awards and Recognition has begun sending nomination packets and planning spring communications.
Corporate Partner Engagement
The Board discussed outreach to members from corporate sponsors.
Future work will include reviewing data-sharing practices, clarifying expectations, and potentially adjusting sponsorship benefits.
Technology and Communications Updates
177 new members were added to the SWACUHO Nation listserv.
Exploration is underway for targeted listservs, including Mid-Level and Graduate and Entry Level, if beneficial.
Several website updates were completed, including Strategic Plan placement, Affiliation Agreement page, Dues Rate Schedule, and updated Executive Board and Committee Chair pages.
Practice Improvements
The Board reaffirmed its commitment to transparency, including publishing abbreviated, Executive Board Highlights like this one.
The blog may eventually support dedicated search tools to help members easily navigate organizational updates.
Monthly budget/accounting summary will begin being provided.
Additional Operational Updates
Work continues on the Non-Profit Task Force, committee camp agenda, and items for the ACUHO-I Campus Home.Live! silent auction.
State Directors shared regional engagement plans and upcoming roundtables.
No voting items this month.
Robert C. Cooke Endowment Quarterly Update (Q4)
Fund Balance: $42,232.85
Available Funds for Distribution: $1,687.68
Campus Home. Live!
One scholarship awarded from the Robert C. Cooke Endowment Funds.
Two scholarships awarded from the ACUHO-I Foundation.
NHTI
Eight people from the SWACUHO region were accepted to attend NHTI.
Four partial scholarships awarded from SWACUHO.
L.E.A.D. Committee Workshop: April 3 (Virtual)
Next Executive Board Meeting: April 10 (Virtual)
By JC Stoner
When I was an Assistant Director of Residence Life at the University of Texas at Arlington, “Liz” was an RA, but not in my supervisory umbrella. Based on community placement, Liz started the semester with the community development deck stacked against her for two reasons: (1) she worked in garden-style apartments; and, (2) her community was comprised of many student athletes.
Liz spent the entire fall semester trying to connect to the women’s basketball team in her community, with limited (if any) success in the transactional and countable ways on sociograms and assessment reports. Every time she knocked on their doors, nobody answered (even when she could see shadows moving through the peep hole). Any time she managed to catch one of them in person to invite to a program, they were “too busy” or “had practice”, even before she told them when the program was. But Liz persisted, which brings me to my all-time favorite RA story.
Towards the beginning of the spring semester, the women’s basketball team had an away game coming up. As I recall, it wasn’t even that special of a game. It wasn’t like a crosstown or division rival, so it wasn’t a game people were talking about. Student Affairs certainly wasn’t coordinating transportation and bus logistics to get students to demonstrate school spirit at a game several hours away.
Liz took it upon herself to hand write notes to the women’s basketball team in her community. Nothing extravagant; just something like “hey good luck at your away game this weekend. Building 28 residents are all behind you and we will be cheering from afar.” And the response Liz received? None whatsoever. But that’s okay because this is when the story starts to get good.
Fast forward two months to when it is time for the RAs to do health and safety inspections. Because inspections were a team effort, all the apartment RAs divided up rooms across all the communities which meant it wasn’t guaranteed that any RA would get their resident units to inspect. As it turns out, Liz’s inspection list included a woman’s basketball player’s room. Liz and her RA partner knocked, received no answer, keyed in, and then inspected the apartment just like every other apartment.
But this apartment wasn’t just like all the others because there was something Liz recognized taped to the vanity mirror in the bathroom. It was the handwritten card Liz had clipped to the apartment’s front door two months prior.
While I love this story for many reasons, the primary one is that it had a happy ending for Liz, who was over the moon feeling validated in her efforts. To help hammer home the point, I told Liz, “I don’t know about you, but I typically don’t hang meaningless crap on my bathroom mirror. I hang important things. Things that matter to me.”
This story is also a reminder that all too often our frontline staff never receive validation for their efforts, but that does not mean those efforts are in vain. Whenever I share this story, I am regularly amazed at the nuts and bolts of everything that had to transpire for Liz to experience this elevated moment. Truth be told, it was sheer happenstance. Another RA could have been assigned that room inspection. The letter could have been in a scrapbook of important moments. There are so many random things that happened that created that moment for Liz, and had the shifting sands of the operational landscape changed even slightly, Liz would have never have realized how much her effort mattered.
This story constantly reminds me that all too often our most junior staff don’t receive the validation of their efforts; but more importantly, it reminds me that those moments of connection exist even if nobody saw them.
But that also means that sometimes it is our job to help staff realize they matter above and beyond just simply saying “I’m sure there is a handwritten card hanging on someone’s mirror somewhere.”
J.C. Stoner, Ph.D.Director of Housing Systems & Services at University of North Texas
Southwest Association of College & University Housing Officers
624 W. University DrivePMB 418Denton, TX 76201
webmaster@swacuho.org
