If elected, my work will attempt to focus on meeting the strategic goals of the Association specifically related to 1)  Foster[ing] inclusive practices within the Association that respect the principle of equity and the diversity of advising professionals across the vast array of intersections of identity; 2) Develop and sustain effective Association leadership; and 3) Engage in ongoing assessment of all facets of the Association. Throughout my term on the Board of Directors, continued transparency will be of high priority in my work while helping meet the strategic goals of the Association. More specifically, I wish to continue the work of a current subcommittee of the board already focused on reviewing the 2018 NACADA survey results assessing members’ perceptions and experiences related to diversity and inclusivity in the association. In addition, I would also continue to build on the success of the Emerging Leaders Program as a well as other current and future initiatives focused... Display More...

If elected, my work will attempt to focus on meeting the strategic goals of the Association specifically related to 1)  Foster[ing] inclusive practices within the Association that respect the principle of equity and the diversity of advising professionals across the vast array of intersections of identity; 2) Develop and sustain effective Association leadership; and 3) Engage in ongoing assessment of all facets of the Association. Throughout my term on the Board of Directors, continued transparency will be of high priority in my work while helping meet the strategic goals of the Association. More specifically, I wish to continue the work of a current subcommittee of the board already focused on reviewing the 2018 NACADA survey results assessing members’ perceptions and experiences related to diversity and inclusivity in the association. In addition, I would also continue to build on the success of the Emerging Leaders Program as a well as other current and future initiatives focused on strengthening the pathway to sustainable NACADA leadership while using Association assessments to inform future actions required to meet this goal. Essentially, the Board of Directors as an integral body within NACADA that provides an opportunity to examine all aspects of the Association thus I envision my work on the board will directly impact each of the strategic goals of the Association. Display Less...

Over the past four years, co-directing the Balfour-Hesburgh Scholars Program focused on serving high-achieving students from backgrounds underrepresented at the University of Notre Dame is an accomplishment that gives me great pride. My experience leading the program continues to enhance my ability to work in a team to identify goals while being able to strategically plan on a macro and micro level to accomplish these goals. We achieved an important goal in 2017 by securing a $1.1 million grant to enhance our five year plan to expand structured programming and scholarships to scholars throughout their undergraduate careers while also providing invaluable opportunities for scholars to connect with the network of over 600 program alumni.
This leadership position has aided in developing strong communication and interpersonal skills with various student populations and University stakeholders across my institution. Working within the program’s ever-changing and demanding environment, I... Display More...

Over the past four years, co-directing the Balfour-Hesburgh Scholars Program focused on serving high-achieving students from backgrounds underrepresented at the University of Notre Dame is an accomplishment that gives me great pride. My experience leading the program continues to enhance my ability to work in a team to identify goals while being able to strategically plan on a macro and micro level to accomplish these goals. We achieved an important goal in 2017 by securing a $1.1 million grant to enhance our five year plan to expand structured programming and scholarships to scholars throughout their undergraduate careers while also providing invaluable opportunities for scholars to connect with the network of over 600 program alumni.
This leadership position has aided in developing strong communication and interpersonal skills with various student populations and University stakeholders across my institution. Working within the program’s ever-changing and demanding environment, I have also learned to adapt to a range of diverse situations, people, and environments while honing my abilities to learn quickly, stay organized, effectively prioritize tasks, and remaining flexible at all times. These skills describe the characteristics of an effective leader and are essential when addressing the competing demands of students in higher education, which is a daily occurrence when the goal of our scholars program is to support students in their persistence to graduation.

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Often people will second guess their qualifications for a higher level job or in this case position on the Board of Directors that may result in not applying for the position at all or telling themselves they need a few years to gain more experience. Given my service to NACADA, leadership positions held over the past 10 years, and my willingness and desire to contribute more broadly to the strategic plan of the Association moving forward, the time for me to be the face in leadership I’ve wanted to see since I joined in NACADA in 2008 is now.  
In my current and past leadership roles within NACADA, I have learned that no organization is perfect. But, how an organization like NACADA acknowledges their strengths and addresses their imperfections illustrates what is important to the organization and why I want to continuing to be a leader in the Association. I am eager to bring my diverse experiences and perspectives to the table in order to positively impact the future of NACADA and its... Display More...

Often people will second guess their qualifications for a higher level job or in this case position on the Board of Directors that may result in not applying for the position at all or telling themselves they need a few years to gain more experience. Given my service to NACADA, leadership positions held over the past 10 years, and my willingness and desire to contribute more broadly to the strategic plan of the Association moving forward, the time for me to be the face in leadership I’ve wanted to see since I joined in NACADA in 2008 is now.  
In my current and past leadership roles within NACADA, I have learned that no organization is perfect. But, how an organization like NACADA acknowledges their strengths and addresses their imperfections illustrates what is important to the organization and why I want to continuing to be a leader in the Association. I am eager to bring my diverse experiences and perspectives to the table in order to positively impact the future of NACADA and its membership through my work on the Board of Directors with a specific focus on increased transparency across the Association.
I am confident that my personal, professional, NACADA experiences have prepared me to embrace the rewards and challenges the responsibilities of being member of the Board of Directors will entail. I am self-assured that I will continue to be a vital contributor to the NACADA community through my sustained leadership on as a member of the board.

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A chief diversity officer once stated, “...the time to focus on diversity and inclusivity is now, not in the future, but now!” These words align with the lens that will inform my work toward a more inclusive association as a member of the Board of Directors. In support of Association work already in progress, I will continue to call for and facilitate transparency and open communication between current and prospective NACADA members/leaders and the Board of Directors directly related to “Foster[ing] inclusive practices within the Association that respect the principle of equity and the diversity of advising professionals across the vast array of intersections of identity” (Strategic Goal #4, 2018). In doing so, a sense of belonging within the Association can be developed in current members/leaders and cultivated in prospective members resulting in strengthened or new engagement in the Association.
In addition, I will focus on an ongoing critical and strategic review of structures... Display More...

A chief diversity officer once stated, “...the time to focus on diversity and inclusivity is now, not in the future, but now!” These words align with the lens that will inform my work toward a more inclusive association as a member of the Board of Directors. In support of Association work already in progress, I will continue to call for and facilitate transparency and open communication between current and prospective NACADA members/leaders and the Board of Directors directly related to “Foster[ing] inclusive practices within the Association that respect the principle of equity and the diversity of advising professionals across the vast array of intersections of identity” (Strategic Goal #4, 2018). In doing so, a sense of belonging within the Association can be developed in current members/leaders and cultivated in prospective members resulting in strengthened or new engagement in the Association.
In addition, I will focus on an ongoing critical and strategic review of structures and practices across the Association to identify and address systemic barriers that may work against efforts promoting equity and inclusion in the Association. Through purposeful and candid conversations with NACADA leaders across all divisions, I will reiterate the interconnectedness of all aspects of NACADA and that fostering inclusivity is not the charge of one committee, one division or the Board of Directors but the charge of everyone across the Association.
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As a member of NACADA for 10 years, I started reading annual conference proposals as a member of the Advising High-Achieving Students Commission and Advising Student-Athletes Commission. My desire to see more members of color in NACADA leadership positions lead me to the Emerging Leaders Program (2013-2015) where I continued my leadership path in NACADA and overall professional development.
Over the past five years, I have co-presented at regional (2015, 2016) and annual (2018) conferences. In 2016, I was a guest panelist on the “Q&A with NACADA Leaders: Summer Webinar Series” webinar entitled “Get Engaged in the Association: Let’s Talk Involvement!” (2016). As NCAA Advisory Board Chair (2016-2018), I have been a facilitator for the  “Academic Success and the Student-Athlete” online course (2017, 2018) and was a panelist on the NCAA Advisory Board Lunch & Learn Webinar Series entitled “Who Oversees Student-Athletes On Your Campus: Advisor Roles in Campus Reporting Lines”... Display More...

As a member of NACADA for 10 years, I started reading annual conference proposals as a member of the Advising High-Achieving Students Commission and Advising Student-Athletes Commission. My desire to see more members of color in NACADA leadership positions lead me to the Emerging Leaders Program (2013-2015) where I continued my leadership path in NACADA and overall professional development.
Over the past five years, I have co-presented at regional (2015, 2016) and annual (2018) conferences. In 2016, I was a guest panelist on the “Q&A with NACADA Leaders: Summer Webinar Series” webinar entitled “Get Engaged in the Association: Let’s Talk Involvement!” (2016). As NCAA Advisory Board Chair (2016-2018), I have been a facilitator for the  “Academic Success and the Student-Athlete” online course (2017, 2018) and was a panelist on the NCAA Advisory Board Lunch & Learn Webinar Series entitled “Who Oversees Student-Athletes On Your Campus: Advisor Roles in Campus Reporting Lines” (2018). In my role as Inclusion & Engagement Committee Chair (2017-2019), I was invited to be a panelist on the “NACADA Town Hall Meeting #2: Diversity, Inclusion and Engagement in Leadership” (2018) and have worked closely with NACADA leaders to achieve Strategic Goal #4 Benchmarks including contributing to the development of a 2018 NACADA survey to better understand members’ perceptions and experiences related to diversity and inclusivity in the association.  
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