In the fast-paced world we live in, it can be challenging to step back and gain an outside perspective. Sometimes, an honest review to assess strengths, weaknesses and areas for growth is exactly what’s needed. Michigan State University (MSU) Student Life & Engagement (SLE) completes a comprehensive five-year review on a rotating basis for each department. This year, Residence Education Housing Services (REHS) completed its evaluation. Each review includes internal and external analysis to highlight strengths, address weaknesses and offers recommendations for improvement.

REHS includes seven units: Business Operations, Central Maintenance & Apartments, Communications & Outreach, Culture & Strategy, Diversity, Equity and Inclusion (DEI), Facilities, Residence Education, and Safety and Security. These teams work together to serve more than 17,000 students across 27 residence halls and three apartment communities. Their mission is to provide exceptional and equitable community experiences, one connection at a time. 

Review and Recommend 
Associate Director of Business Operations for REHS Christopher Stone-Sewalish and Chief of Staff for REHS Matea Čaluk led the review process with both internal and external teams. The internal team included REHS representatives from most units and the external team consisted of student housing experts from across the country. They examined financial, organizational, training and assessment documents and conducted focus groups with MSU staff, SLE team members and campus partners. Once completed, the external review generated 34 total recommendations, including 21 aligned with the REHS strategic plan, eight new additions and five modified or rejected due to resource limitations.

“It was amazing to see where we can grow and what we were doing really well,” says Stone-Sewalish, “It’s motivating and I appreciate the candid feedback and engagement.”

Goals for Growth
REHS had many strengths in the following areas: budget and finance management, facilities, campus partnerships, assessments, communication, diversity, equity and inclusion (DEI) and organizational structure. REHS has a sound budget and a strong sense of family in facilities, they’re praised for their DEI efforts across campus, and is a “front-facing” campus department. REHS also conducts thorough assessments each year to guide decisions and provide top-tier customer service to students and their support systems.

In the next five years REHS plans to grow its foundation, culture and experiences. To strengthen its foundation, the team hopes to improve consistency across campus, improve experiences for residential students and enhance safety and satisfaction, as well as create physical structures to support the diverse needs of students. To build a stronger campus culture, REHS will build upon its relationships with campus partners, and focus on advancing anti-racist, anti-oppressive and trauma-informed practices. It also aims to grow experiences by creating and refining learning opportunities for students and staff, and developing more proactive communication plans with campus partners.

Programs with Purpose 
REHS will implement new programs to achieve both internal and external goals, starting with a three-hour onboarding session for team members to build a supportive department culture that launched in September. The department will offer technical training and certifications to maintenance and facilities teams to enhance industry-specific skills and ensure top-notch service, currently underway. To foster a collaborative environment, REHS will update leadership meetings, improve Microsoft Teams communication and host focus groups and listening sessions with staff, leadership, the assistant vice president, and director.

“Our goal is to be as transparent as possible. We want our employees to know this is about improvement for everybody,” says Stone-Sewalish. “We hope our employees can see themselves as leaders and part of the REHS community.”

Externally, the MRULE/ICA program, a DEI initiative that focuses on engaging students across differences, has been incorporated into REHS to foster an inclusive environment. To address housing capacity issues, REHS will expand traditional housing options and explore sustainable and inclusive living environments. These will include gender-neutral restrooms, lithium battery disposals at service centers and enhanced recycling options to support environmental sustainability on campus.

“Our team members care deeply about students and MSU,” says Čaluk. “Our goal is to ensure all students feel supported and that they have a sense of belonging within MSU.”

Onward and Upward
The success of the five-year review would not have been possible without the support of Assistant Vice President for REHS Dr. Ray Gasser, Division Assessment Officer Paul Goldblatt and external and internal review teams.

The five-year review is crucial to keep up with the changing needs of students. It’s an opportunity for each division to be vulnerable and receive an outsider’s perspective to grow.

“The entire five-year review team's work was truly incredible. The story they told about REHS is incredibly important,” says Stone-Sewalish. “We’re better because of everyone involved in the process.”

Learn more about REHS by visiting liveon.msu.edu.

Author: Olivia Williams, student communications assistant