The Department of Residential Life at UNH has a long history of doing its best to model the need to celebrate difference in the UNH community. In the 80s and early 90s, our department positioned itself as the University's loudest voice and conscience in this area. We were often heavily criticized by others in the community for what was perceived to be our arrogant liberalism.

When the University made the commitment to establish an Office of Multicultural Affairs, the leaders of our department introspectively analyzed the direction our department needed to head. We realized that while we were doing a fine job educating people about diversity and world community, we were negligent in demonstrating our direct concern for students in areas of academic success, personal support, and community involvement. Given the addition of the Multicultural Office, we believed it an appropriate time to balance our commitments, which meant initiating fewer programs in the diversity area while offering more in previously neglected areas.

As the mission of the Multicultural Office evolved and crystallized toward individual contact with, and advocacy for, minority students, it became clear that diversity education of the majority was no longer receiving substantial attention. During that same period, the department lived through two high profile and destructive incidents involving poor choices by RA staff related to the diversity area. These incidents, along with the well-intentioned drop-off of diversity program production, led many outside the department to question our awareness and commitment in the area of diversity education.

In the summer of 1998, we reassessed the situation and made a decision to feature Diversity more prominently in our mission. In addition to adding diversity as one of the mission cornerstones, we intensified assessment and training of all paraprofessional and professional staff and established a department diversity education team. Our experiences during 1998-99 established that we were back on the path to leadership.

Our Hall Director staff submitted many excellent recommendations for us to consider in the summer of 1999. We engaged again in lengthy discussions and established a very specific 11-point plan to continue our emphasis on diversity. These items incorporated training, recruitment, and outreach within the university community. Most notably, the 1999-2000 year was highlighted by a strong movement toward collaboration with the Office of Multicultural Affairs. The new Director of that office made several visits to engage directly with our staff. These visits, along with a strong commitment between him and our director resulted in the birth of a true partnership.

This summer, for the first time, our central staff met with the Multicultural Affairs staff and planned for efforts in the coming year. We are confident about these collaborations and know they will result in better service to all students. In addition, two of our Hall Directors (Dani Licitra and Kristin Carpenter) worked hard to develop and present to central staff a definitive philosophical approach to multicultural education for the department. Their work resulted in an extensive binder containing philosophy and assessment tools along with a plethora of programs which specifically can be used to better assess and train staff.

Our commitment to diversity must be equally shared by all members of the department. It is not enough to rely on those within the department from underrepresented groups to provide all the energy or leadership in the area of diversity education. In our quest to be heard within the University, it is essential that we blend our diversity voice with others who share the goal. I have faith that each of us will work hard to approach the issue strongly but with appropriate sensitivity and awareness.

Scott Chesney, Director of Residential Life
Assistant Vice President of Student Affairs
University of New Hampshire