2025 Board of Trustees Elections

Candidate profiles for the current Board of Trustees elections are available below. Eligible voting members will receive notices regarding voting in the election via the voting system: OpaVote. The election will occur from October 30–December 2 at 11:59 p.m. Eastern. Results will be announced in early December.

Ranked Choice Voting will be used for the election, which means voters can cast a ballot for all of the candidates, ranking their top candidate first, followed by other candidates according to their preference for selection. A more detailed description of ranked choice voting can be found here, and a YouTube explanation is here.


Candidates in elections have been asked not to campaign on their behalf, and the same is asked of all ACUI members. All of the information below was submitted by the candidates; the content has not been edited by ACUI. You are encouraged to contact candidates with any questions regarding their candidacy. Note that candidate statements and information below is shown as submitted and was not edited by ACUI.

Presidential-Elect Candidates

There are two candidates for one president-elect position, which carries a three-year commitment. Select a name to read the full candidate profile. You can watch the recording from the Meet the Candidates Webinar on October 30.

Candidate Information

Jonathan Duke is the director of operations and events at Georgia Institute of Technology and may be directly reached at [email protected].

Statement of Candidacy

As ACUI continues to evolve, we face opportunities and challenges that require mission-centered leadership and operational agility. Advancing campus community remains at the core of our mission, but we must also be market-smart—attuned to our members’ evolving needs, financial realities, and the competitive landscape of higher ed professional associations—while maintaining operational excellence. This balance will allow us to thrive long-term.

A key priority is diversifying our leadership. To ensure ACUI reflects the rich diversity of our membership, we must intentionally recruit professionals from underrepresented backgrounds and functional areas. Engaging communities of practice and expanding mentorship programs can create an inclusive leadership pipeline that embodies the collective strength of our association’s varied voices.

Advancing ACUI’s newly released strategic plan is equally important, particularly through the lens of our Core Competencies. By integrating these competencies into our strategic priorities, we ensure they are not just abstract concepts but guiding principles that inform our work and benefit members in meaningful ways.

The current political landscape poses significant challenges to higher education, especially in maintaining inclusive spaces. ACUI must remain vigilant and proactive, advocating for policies that support members’ ability to foster community and protect physical spaces. We need to ensure they remain welcoming environments for all.

Technology also presents both challenges and opportunities. By encouraging members to embrace AI, ACUI can help them recognize its benefits and understand how to incorporate it wisely into their work. Through education and demonstrations, we can empower members to leverage AI to enhance operations, create cost-effective solutions, and foster innovation in a changing landscape.

Member engagement remains critical given the changing higher education environment, legislative impacts, and shrinking numbers of graduates entering the field. We must explore bold, innovative solutions to sustain and boost engagement, particularly for those who feel disconnected. As ACUI works alongside campus and corporate partners, we must ensure our mission of advancing campus community includes every member of our unions and association. Operations, custodial, event, and trades teams are vital to our success, and we must create spaces for their growth, education, and connection within the association.

Finally, it’s important to support our members in times of crisis. As we navigate challenges, we stand in solidarity with colleagues affected by the recent tropical storms and hurricanes. ACUI must be there for our members, providing community support to help them recover and rebuild. This embodies the true spirit of advancing campus community. 

Skills and Perspectives Contributed

I am applying for the ACUI President Elect role because I want ACUI to reconnect with all our members. The recent direction of focusing on the “Front of House” needs, emphasizing the student affairs aspect of our work, while essential, has led to a disconnection from the “Back of House” teams—operations, custodial, event, and trades—that are vital to the daily success of college unions. My goal is to ensure that the entire community within the union is supported in our mission to advance the campus community, and that we create a space for education, connection, and growth for all members.

My leadership is grounded in the belief that ACUI must be both mission-centered and market-smart. Aligning with our values while being attuned to operational effectiveness will allow us to adapt to the shifting needs of higher education and the evolving landscape of student unions. This approach is essential to ensuring ACUI’s long-term success.

In advancing ACUI’s new strategic plan, I will focus on building stronger connections across all pillars of the association. The plan’s emphasis on workforce development, engagement, and the inclusion of diverse perspectives provides an opportunity to reenergize our members and volunteers. I believe that by fully embracing and integrating these priorities into our daily work, we will foster a more inclusive, innovative, and connected association.

Serving as a member of the Board of Trustees (2020-2022) and Finance Chair (2021-2022) during the pandemic gave me a unique perspective on supporting ACUI in challenging times. Navigating the association through financial uncertainty and operational disruption strengthened my understanding of resilience—both in the association and in our members. This experience underscored the importance of the board’s role in making tough decisions that align with both our mission and operational viability. This experience also helps me better understand and support our members and member institutions as we face difficult times in our field, with the enrollment cliff, budget cuts, and uncertainty in support of professional development and selecting an association that incorporates all one needs for growth.

Additionally, I recognize the importance of political awareness in today’s higher education landscape. Legislative changes have far-reaching impacts, particularly on creating and maintaining inclusive campus spaces. My leadership will be responsive to these external forces, advocating for our members and ensuring that ACUI remains a champion for equity and community building. 

Ultimately, I envision an ACUI that is bold in its pursuit of innovation and inclusivity. As president, I will lead with intentionality, fostering a culture where all members, regardless of their background or position, feel valued and supported. Together, we will advance our mission, reconnect all facets of our membership, and shape a vibrant future for the association and the profession.

Educational Background
  • Doctor of Education, Student Affairs Leadership University of Georgia, Athens, GA Dissertation: “Experience and Persistence of Campus Sexual Assault Investigators,” a phenomenological study of vicarious trauma in student affairs professionals, resulting in methods to create sustainable environments focused on self-care, support systems, and intentional supervision.
  • Master of Education, College Student Affairs Administration University of Georgia, Athens, GA
  • Bachelor of Science in Industrial Engineering with honor Georgia Institute of Technology, Atlanta, GA 
Experience

ACUI Volunteer Experience: Renovation and Construction Workshop, Site Host and Education Committee, June 2024 Board of Trustees, At-Large Member & Finance Chair, March 2020 – March 2022 International Education Council, March 2018 – March 2020 Conference Program Team, Education Chair, March 2015 – March 2017 I-LEAD Curriculum Review, 2014-15 I-LEAD, Small Group Facilitator, 2013 Region III Inaugural Conference, CPT, Plenary Session Chair, November 2014 Region 6 Conference, CPT, Student Programs Chair, November 2013 Region 6 RLT, Recreation Tournament Chair, November 2012-November 2014

Other Volunteer Experiences: Billiee Pendleton-Parker Endowment, Campaign Launch Committee, January 2022 – March 2023 Georgia Institute of Technology, Atlanta, GA Student Affairs Certification, Standard Setting Team, May 2022 – July 2022 Higher Education Consortium, Washington, DC Festival Committee, Entertainment Co-Chair, November 2012 – December 2016 Atlanta Pride, Atlanta, GA 

Candidate Information

Yemi Gbajobi is the chief executive of Arts Students’ Union at the University of Arts London and may reached directly at [email protected].

Statement of Candidacy

The organization faces several interconnected strategic challenges, but clear actions can be taken to address them.

1. Demonstrating Impact and Value As budgets tighten, institutions are forced to decide whether to maintain their ACUI memberships or participate in our programs. ACUI must clearly showcase its value to ensure membership and engagement are seen as priorities, not optional extras. Telling the ACUI story is crucial — highlighting how our work improves professional development, creates future leaders, and strengthens campus communities. This message must go beyond internal conversations. We must communicate effectively with nontraditional members, non-engaged colleagues, and decision-makers to demonstrate why engagement with ACUI matters. The diverse stories of our association, especially at the regional level where many first experience ACUI, are essential to this effort. Implementing recommendations from the Regional Engagement report will help us show the association’s impact across all eight regions, ensuring members feel the benefits at every level.

2. Enhancing Volunteer Opportunities Volunteers are the backbone of ACUI, but increasing personal and professional demands make it harder to participate. The Volunteer Development Team and Regional Directors have worked to make volunteering more accessible by reducing the burden of long-term commitments and removing barriers such as job title or experience. We must continue building on this progress by recognizing and celebrating volunteers, showcasing their contributions to professional development, and inspiring a diverse range of members to get involved. Prioritizing a flexible and inclusive volunteer recognition program will help campuses see the value of ACUI’s work and support broader engagement.

3. Adapting to the Changing Student Affairs Landscape The student affairs landscape is rapidly evolving, with ongoing challenges related to Diversity, Equity, and Inclusion (DEI), rising living costs, and mental health crises. ACUI is often called upon to help members address these pressing issues amid dwindling resources and growing demands. We must continue leading these conversations, such as through the Active Dialogue Institute, and expand regional efforts to address specific, local needs. Engaging student affairs professionals, particularly those working in areas like basic needs and multicultural centers, will ensure our members can confidently navigate these complex changes. ACUI can help campuses adapt to this new reality by fostering interdisciplinary approaches and empowering our members.

In summary, by demonstrating our value, making volunteering more accessible, and supporting members through an evolving landscape, ACUI can continue to thrive and provide meaningful support to institutions and professionals.  

Skills and Perspectives Contributed

I believe that my range of skills and experience will uniquely aid me in the position of ACUI President. As the sole delegate from my institution at my first Regional Conference, I experienced firsthand how overwhelming it can be to navigate a new community without understanding its norms or shared language. However, I also discovered the importance of individuals providing you with a supportive network that helps you carve out your place. This perspective drives my commitment to volunteering with ACUI, where I actively welcome and engage newcomers to help them discover their path within the Association. As Chief Executive of Arts Students’ Union at the University of the Arts London, I oversee various functional departments, services and programs. Therefore, it is incumbent on me to ensure that I am providing clear and concise communication with those with whom I am working, but also that I must be self-aware enough to listen as well as talk, ensuring that I am providing time and space for people to give feedback and opinions and recognizing when those views are better than my own. I am also well-versed in reporting to and chairing Boards of Trustees. The Students’ Union in the UK has a similar structure to 501(c) organizations, allowing me to use my skill set directly for the benefit of the organization. This includes meeting facilitation, reviewing organizational management accounts, agenda setting, and providing feedback both before and after meetings. Throughout my career, I have served in several leadership positions in a range of organizations, both inside and outside of higher education. This demonstrates that I can work on a wide variety of teams with a number of diverse individuals. It also allows me to bring opportunities for creating best practices or reviewing structures in ACUI that may not typically be seen within the sector. 

Educational Background

My educational background is as follows:

  • Brunel University, Bachelor of Law (class of 2005)
  • Brunel University, Masters of Law (class of 2006)
  • College of Law, Masters of Law (class of 2010)
  • University of Law, Master of Science (Leadership, Management and Innovation) (class of 2022)

In the UK, it is uncommon for student affairs professionals to hold doctoral qualifications or engage in purely academic research. The typical model for European student affairs professionals focuses on vocational training gained while in the role. 

Experience

Since attending my first ACUI regional conference in 2016, I have served in a leadership position each year since. I have served in various regional roles, including Inclusivity Coordinator, Communications Coordinator and Education Programs Coordinator. At an international level, I have also served as a member of the Atlanta 2020 Conference Program Team, I have been co-chair of the Internal Students’ Union Community of Practice (CoP), and for the last 18 months, I have had the privilege as serving as an At Large Member of the Board of Trustees. I am also Chair of the Strategic Committee and a mentor with ACUI’s ‘Closing the Gap’ Program. I am also involved in several professional associations in the UK, which will provide me with valuable experience for ACUI. I currently serve as an at-large member of the Rugby Football Union in the UK, the national governing body for rugby unions in England. This gives me an insight into how other membership organisations, reliant on volunteers and impacted by the COVID pandemic, continue to recover and evolve to meet changing demand. Finally, I have held several roles in the National Union of Students in the UK between 2008 and 2019, a sister association to ACUI, with a focus on supporting student leadership, inspiring DEI efforts in the field and ensuring that there is transparency, increased frequency and consistent in communication and decision making. 

At-Large Member Candidates

There are seven candidates for three at-large member positions, which carry a two-year commitment. Select a name to read the full candidate profile.

Candidate Information

Timothy J. Bank$ is the associate executive director at San Jose State University and may be reached directly at [email protected].

Statement of candidacy

1. Support for Student Voice and Advocacy. Today there when voices have so many outlets and platforms, it becomes a challenge for students and other Higher Ed community members to feel heard on what is important to them. Our work in supporting our communities in being heard, weather it is amongst peers, to our Administration or our governing bodies is more importantthan ever. The Association can be a powerful tool in connection for best practices and comparative learning as it relates to this issue. Strengthing these connections through evolved programming and development platforms is a key to successfully supporting our community.

2. Relevance of the Student Union/Student Center Modality. As more opportunities for remote educatuion and remote work continues to be a reguular part of Higher Education, the concept of “place” has to continue to be examined. What does our “place’ bring to current and future generations of students faculty and staffin our post COVID reality needs to be thought through. The Association’s ability to play out these scenarios and provide thought provoking conversations as well as actionable strategies are key elements in successfully evolving with these chaanging times, attitudes and views.

3. Seeing our work through the lens of today’s work and life priorities for new professionals. This actually goes along with my 2nd point, butis more centered on how our actual work environment, organizational structures and priorities match up to those who populate our profession. There have been some significant changes to approach to being a professional in a relatively short period of time. The Association can by both example and advising can help us navigate these changes, engaging with those content experts that can provide guidance to our community. Foer me, these are the lens I would come at being a Board member, to research, thingk through and emplement startegies that would address these and any other topics/challenges that would help strengthenour community as a whole. 

Skills and Perspectives Contributed

32 Years of Professional Experience withtin Studnet Unions/Student Centers, Years of Organizational Leadership expereince, Ability to truly listen to those with whom I am engaged, Thoughtful decision making and pronblem solving approach. 

Educational Background

I have an Associates Degree of Arts from the Chicago City Colleges, with an emphasis on Business Management. I have a Bachelor’s of Arts witha Minor in Sociology form Chicago State University. I have a Master’s of Arts in Organizational Leadership from Gonazaga University’s School of Leadership Studies. 

Experience

My career has had a focus on Building Operations and Event Management with four different institutions over a 36 year period. I began at the University of Illinois at Chicago as a Student Employee workingmy way up to Night Operations Coordinator, Coordinator of Plant Operations and ultimately Assistant to the Director of the Student Union. I movedon to the University of Chicago, where I took on the roles of Facilites Coordinator, Associate Director of Facilities and Event Services and finally I was foudning Director of the Office of Event Services in Campus Life. I then went on the the Universuty of Nevada – Reno as Associate Director of Operations, where I alson had the opportunity to oversee Marketing and Programs for the Joe Crowley Studnet Union. Currently I am Associate Executive Director for the Studnet Union at San Jose State University, a 501(c) (3) non profit Auxilliary. I have in addition to overseeing the Diaz Compean Studnet Union as a center, I am also managing and writing policies for the overall corporation. I have successfully lead the organization through its California State Audit process (occurs every 5 years) and currently overseeing amaor RFP process for custodial services for the campuses three largest facilities.

Professional and Volunteer Accomplishments:

  • Involved with ACUI since 1990 (34 years) starting in the former Region 8 Professional in the field since 1992 (32 years) starting at the University of Illinois at Chicago.
  • Recipient of the former Region 8’s Richard L. Christie Award for “outstanding contributions to the College Union/Student Activities field.” November 2005
  • Held several Region 8 Volunteer positions including: College Bowl Coordinator, Multi –Ethnic and Women’s issues-Coordinator and Ed Session Coordinator for the Regional Leadership Team
  • Served 20 years at the University of Chicago (1998-2018)
  • Founding Director of the Office of Event Services at the University of Chicago (2009-2018)
  • Active member of the Community of Multiethnic Professionals & Allies (COMP) since 1994
  • Served on the ACUI Region 1 Conference Planning Committee – 2022 Fall Conference California State University – Dominguez Hills 
Candidate Information

Katie Beaulieu is the director, student center & campus reservations at Wayne State University and may be reached directly at [email protected].

Statement of Candidacy

Since I began my career, I got involved in ACUI and served the association in multiple capacities from a student attendee at a regional conference to a component group leader on the ACUI Leadership Team. Like many of my colleagues, I fell in love with the mission of a student center on a college campus as an undergraduate student leader. While I have worked at several universities in several regions, getting involved at ACUI has been my constant. I am ready to apply the knowledge, skills, and experiences I have gained to the role of At-large member of the Board of Trustees. I believe the most important strategic issues facing ACUI are volunteer and membership retention, growing our profession, and advocacy. In recent years, I have noticed both initial interest and prolonged dedication waning among ACUI volunteers. When life happens, or one’s campus faces a crisis, it is essential for teammates to be ready to step in. ACUI needs to find a balance between holding volunteers accountable for their commitments while also giving each other grace. I believe every individual who connects with ACUI should find belonging in our community. Belonging is different for everyone, and since the great resignation, our colleagues have entered this field in more diverse ways in ever before. We cannot rely on the same engagement strategies for all generations in our field. As leaders of this association, we need to adapt to make sure all volunteers feel respected, supported, and appreciated. Our association not only has the power to retain ACUI members but also cultivate more professionals in this challenging and dynamic field of student unions and student activities. Through ACUI, I was able to develop my own professional identity. ACUI helps keep me in this field, and I want other colleagues to feel the same way. In recent years, as individuals left higher education, we also lost potential mentors and coaches to encourage students to enter our field. Cancelling regional conferences has also caused undergraduate students to miss out on that initial step into ACUI and this field. We can do more to engage potential new professionals through better understanding their needs and interests. ADVOCACY. In this climate, our policies around space use and demonstrations are viewed under a magnifying glass, putting us constantly on the defense and wedged between direction from university leadership and the student experience. Assessment, evaluation, and research are more important than ever before. ACUI can assist colleagues in leveraging quantitative and qualitative data to inform and advocate for our policies, programs and personnel. This past year, I have responded to criticism or questions from my administration with actual website links to free speech policies or reservation procedures from colleagues across the association. ACUI provides a safe space for us to navigate unfamiliar territory and respond to challenges alongside our peers. There is more we can do as a collective group to support each other and advocate for our work to leaders on our campus and in higher education overall. 

Skills and Perspectives Contributed

Throughout my career, I have had opportunities to take on new, unstructured challenges such as creating new events or programs, establishing new policies, and assuming management of other facilities on campus beyond our campus center. I thrive in giving structure to broad, undefined projects or initiatives. During my time as Research Coordinator leading the Research Program Team, we identified the issue that the association was missing a deeper focus in assessment, a crucial skillset of our profession. Through creating a working group with partners in Education Council, we developed and implemented an action plan which led to the new scope of this program team now known as the Assessment, Evaluation, and Research Program Team. If chosen to serve on the Board of Trustees, I would enjoy the opportunity to tackle new and complex issues. To achieve growth and advancement as an association, we need to look critically at our processes and procedures with a willingness to explore and implement change. Through my volunteer work on conference program teams at both the regional and annual conference level, I have been able to find a balance between trying something new or changing something while also honoring our colleagues and all of the work that has been done to get us to where we are now. In 2016, I served on a working group to improve the selections process for educational sessions. We made some major changes to the process, but we felt affirmed and supported in the decisions we made. I value relationship-building on my own campus and across ACUI. The work we do in ACUI reflects the goals of its members, volunteers, and leaders because we all work collaboratively to ensure as many voices are represented as possible. Through my work as leader of the Assessment, Evaluation, and Research Program team, I found success in establishing sustained, working partnership across volunteer areas. Collaborating across the association is essential for the Board of Trustees to truly serve our colleagues and advance community. Through all of my various volunteer roles over the years, I have been able to connect with and form bonds with special people that I am certain will last my entire career and even beyond. Finally, I am incredibly passionate about ACUI and would be so grateful to serve my colleagues in this capacity. The more you give, the more you get with this wonderful association. As ACUI volunteers, we have the opportunity to collaborate, support, and learn from professionals at all levels of our field. In addition to finding my ACUI family, this association has allowed me to learn invaluable best practices at every step and role in my career, to feel validation in seeing the same struggles on other campuses and to challenge myself to think differently. I believe in ACUI and I believe in its impact on individuals at all levels in our field from emerging undergraduate student leaders to retirees. 

Educational Background

I completed my bachelor’s degree in Sociology and my master’s degree in Higher Education and Student Affairs at The Ohio State University. My master’s thesis was titled, ““The Gender Role Conflict of Male College Students and Implications for Campus Engagement”. After working professionally at Ohio State for several years, I relocated to Texas with my partner where I completed my Doctorate of Education in Higher Education Leadership at Texas Christian University. My dissertation was titled, “Sense of Belonging through Acculturation for Students of Color at Predominantly White Institutions”. 

Experience

After completing my master’s at Ohio State, I worked professionally in student activities as the advisor to the programming board and then as the Assistant Director of event services at the Ohio Union at The Ohio State University. While pursuing my Ed.D at Texas Christian University, I worked as a graduate assistant in Student Affairs focusing on assessment initiatives. After TCU, I began my time at Wayne State University in Detroit, first as Associate Director of Operations and now as Director for the Student Center. My journey in ACUI began by following in the rather large footsteps of several incredible mentors while a graduate student at Ohio State. I would attend regional and annual conferences with them, co-present educational sessions, and quickly met all of their wonderful colleagues from every corner of the globe. It was not until my IPDS seminar experience in 2014 that I began my own path in ACUI. After IPDS, I jumped into volunteering wherever I could. My first volunteer role was presenting an education session at an annual conference, and the experience of presenting at annual and regional conference continues to be extremely rewarding for me. I have shifted to co-presenting with newer professionals so that I may coach them through the presentation process. I have served on multiple conference program teams at the regional and annual level. Most recently I served on the Conference Program Team for the 2024 ACUI Annual Conference in Denver. ACUI has always been my go-to resource to learn and grow as a professional, and so I have enjoyed the chance to help others learn and grow in ways beyond the regional and annual conferences. I served as faculty for two digital badge courses – Student Development Theory and Inclusive Spaces. I presented Online Learning Programs on a variety of topics including university milestones, staying organized, and COVID-19 policy enforcement. I have written multiple research article reviews for the Bulletin publication. My most rewarding role volunteering in ACUI has been serving as the Research Coordinator. I started as a member of the Research Program Team (later known as AERPT) as an energetic doctoral student excited to make the “scary” notion of research more accessible and approachable for our association. Stepping into the role of leader of the team, I learned the inter-workings of the association. I learned how to build bridges across ACUI and seek out help from others when needed, especially our lifelines in the Central Office staff. Outside of my volunteer roles with ACUI, I have taken on volunteer roles in my community and with my alma mater. I was elected to serve on the council for the alumni club for Sphinx Senior Honorary, an honorary at Ohio State. I also serve as the chair of the Anti-Racism Advisory Committee for my city. Our goal is to make our community a more welcoming and inclusive place for all. 

Candidate Information

Ali Doehring is the senior director, ZipAssist & student affairs development at the University of Akron and may reached directly at [email protected].

Statement of Candidacy

I believe that one of the most critical strategic issues facing the Association today is navigating the changing landscape of higher education, which is influenced by shifts in the needs of our workforce, institutional budgetary constraints, state and federal mandates, and evolving institutional priorities in a post-pandemic environment. Higher education has changed immensely in recent years and as many forecast, these challenges will continue to evolve in the years ahead. With many institutions grappling with reduced budgets and reduced state and federal funding, we know that funding for professional development and association members are often amongst the first lines to be reduced. Additionally, there is a growing demand for more flexible work and learning environments, which impacts how and when our members engage with content and programs. These challenges have a direct impact on the institutions we serve, and consequently, on the engagement of our members. To place value on one particular strategic issue: member engagement. Based on this changing landscape, I believe that member engagement becomes a key strategic issue. As institutional resources shift and workloads increase, many members may find it difficult to maintain active involvement with the Association. Further, we may have campus leaders who are making difficult decisions related to institutional membership and dues. To effectively respond, we must leverage our connections and lean in on our values to ensure that our current membership remains engaged, while also actively seeking new ways to expand our engagement across the field. I believe this issue is on the minds of many leaders within the Association. Further, I believe the Association has already taken steps to address these concerns through its 2024-2029 strategic plan, which emphasizes engagement throughout the strategic pillars. However, the success of this plan hinges on the leadership’s ability to steward and guide the implementation of these goals. 

Skills and Perspectives Contributed

Leadership & Strategic Planning, Project Management, Collaboration & Relationship-building, Grant Writing & Implementation, Student Advocacy & Support, Marketing Strategy, Student Development, Community Engagement, Crisis Management & Problem-solving 

Educational Background
  • Youngstown State University, Youngstown, Ohio
    • Doctor of Education – Educational Leadership, May 2026
    • Dissertation: Social Support Skills Used by Student Affairs Professionals to Navigate Student Disclosures of Hardships and Mental Health
  • The University of Akron, Akron, Ohio
    • Master of Arts, Strategic Communication, May 2023
    • Certificate, Health & Crisis Communication, May 2023
    • Master of Science, Higher Education Administration, May 2010
    • Bachelor of Science, Emergency Management, Dec. 2008 A
    • ssociate of Applied Science, Criminal Justice Technology, Dec. 2007 
Experience

Association of College Unions International (ACUI) Various leadership roles since Nov. 2013-Present Most recently: Regional Engagement Taskforce. Regional Director (2017-2019), Region IV Leadership Team (three terms): Awards & Scholarships Coordinator and Online Learning Coordinator Higher Education Consortium for Student Affairs: College Unions Specialty Committee, May 2023-Present Community Campus Coalition (previously, Ohio Campus Compact): Advisory Council, May 2022-Present Salvation Army of Akron & Summit Co.: Programs Committee, Dec. 2022-Present Habitat for Humanity of Summit Co. – Neighborhood Network: Core Team/Board, April 2022-July 2023 Village of Mogadore Schools: Christmas in the Village [Sponsorship Chair], 2023 Levy Chair, 2020-22 PTSO [Membership Chair], May 2020-Present Akron Area Alumnae Association of Alpha Delta Pi, May 2009-Presen President (three terms), Newsletter Editor, Philanthropy Chair, Active/Alumnae Chair Directors of Volunteers in Agencies (DOVIA), Sep. 2011-May 2016 President (two terms), Vice President, Nominations Chair, Communication Chair

With nearly fifteen years of experience in student affairs, I have consistently prioritized data-driven decision-making and building strategic partnerships to enhance university programs and services. Throughout my career, I have developed and led a wide range of co-curricular programs and student support services, including student activities, student advocacy, emergency assistance/aid, parent and family engagement, commuter affairs, case management, basic needs resources, and prevention programming. In addition, I have designed and implemented co-curricular programs ranging from volunteer management to student organization leadership training and large-scale, university-wide student programs. In my current role, I oversee donor stewardship and grant writing on behalf of the Division of Student Affairs, while also leading the multifaceted student advocacy and support unit, ZipAssist. Additionally, my role as an adjunct faculty member with the Center for Community Engaged Learning at UA and UAs School of Communication has given me a unique perspective that enhances my ability to foster student engagement and enrich their overall experience. In addition to my professional work, I am deeply committed to the profession and our work to holistically support students. This commitment is evident in my research interests, which focuses on the social support provided to students who disclose mental health and hardship concerns to student affairs professionals. 

Candidate Information

Simón Franco is the associate director of student engagement & events at the University of Minnesota–Morris and may be reached directly at [email protected].

Statement of Candidacy

There are two thoughts that come to mind when addressing this question. First, as an institution, ACUI is feeling the struggles the College Union field is facing exacerbated by the pandemic. The Great Resignation translates in fewer members and committed volunteers. This issue will continue to plague the field for years to come. To respond effectively to this issue, ACUI must continue to lead other Student Affairs organizations in demonstrating why the College Union field is a viable career choice and why ACUI is the professional home for so many of us. Second, ACUI as an organization composed of its members, faces related issues. First, member institutions face decline in enrollments. Second, more and more students are choosing to attend 2 year schools before enrolling in traditional 4 year colleges and universities. Third, small school voices are hard to hear and find at ACUI. Lastly, as an individual member, it may be hard to find that next job. ACUI may be able to respond to most of the issues on this list (nothing to be done about declining enrolments, but it is a reality for many of us). ACUI could elevate the voices of the members belonging to small schools and 2 year colleges. ACUI could also provide more networking opportunities and support for job seekers. 

Skills and Perspectives Contributed

Communication, Collaboration, Critical Thinking, Problem Solving, Leadership, Spanish, Innovation, Systems Thinking, Data-driven-decision-making. 

Educational Background

I am the product of several different educational systems. In my youth, I attended a Catholic primary school in Venezuela. Then I attended a military highschool before attending the Venezuelan Air Force Academy. I immigrated to the U.S. and did my undergraduate work at the University of Minnesota Morris, a liberal arts school part of the University of Minnesota System. I graduated with Majors in Political Science and Business Management. For my Master’s program, I attended the University of Wisconsin – La Crosse where I graduated from the Student Affairs Administration program in 2017. As mentioned above, my academic background spans public, private, religious, secular, small, regional comprehensive, and international institutions. This background has given me a unique perspective when it comes to issues related to education in the United States, our field, and comparative educational systems in other countries. 

Experience

I have worked at a small liberal arts college my entire career in Student Affairs. Before working in the Union Field, I worked in Equity and Diversity for 2 years. I learned a lot and still carry those lessons with me today. That experience continues to shape my practice as a Union Professional. I have now been in the field for about 9 years. Started as a coordinator and have been promoted through the ranks until becoming an Associate Director. Since joining the Union, I have been an active member of ACUI. First getting involved at the regional level as part of the Region V Conference Planning Team of 2 regional conferences. I also attended both IPDS and the Aspiring Directors Institute through the association. Then I volunteered and just finished my term as a member of the Education Council. I am the product of several different education systems. I grew up in Venezuela and attended primary and secondary school there before attending the Venezuelan Air Force Academy. I completed my undergraduate degree at a small public liberal arts college in the midwest, and attended online a regional comprehensive university for my advanced degree. I had an opportunity to study comparative educational systems as part of my graduate work and wrote my thesis on the utilization of data to review programs within a department. All these experiences give me a unique perspective when looking at our field, the American educational system, and how it compares to what other countries do. 

Candidate Information

Anthony Otero is the director, meetings & events office at Rutgers University and may be reached directly at [email protected].

Statement of Candidacy

I think regional engagement is one of the most important strategic issues facing the association. The association has done a great job in ensuring that the regional task force’s findings pave the way for regional directors to tackle this issue directly. I still think there is more to be done by establishing a sense of ownership for one’s professional development within the regions. The best way to do this is to stress the importance of professional development and how it goes hand-in-hand with association volunteering. Most of us have been in the association for a long time no the value of volunteering. We need to get back to a time in which the simple act of shoulder-tapping someone meant that volunteering provided a sense of community by passing the baton from one person to another. Much of the conversation about volunteering with younger professionals tends to revolve around compensation versus experience. I think we can fix this by thinking about volunteering through mentorship and making connections through relationship building. It’s our connection with each other that makes this association what it is. Articulating that in a way that folks can understand may increase our ability to gain more volunteers and increase regional engagement. Another important strategic issue facing our association is our ability to articulate our cross-cutting commitments, such as the principles of diversity, equity, inclusion, belonging, and justice into our overall strategic plan. I wholeheartedly believe that our strategic plan and the four strategic pillars are the best way to navigate the next five years. We will need to have an indelible commitment to weave these principles within the fabric of our association to ensure all our communities have a shared sense of belonging within ACUI for years to come Lastly, we also need to do better with our collective ability to tell our story that shows the value of our work and how it impacts our home institutions and regions. We are in a very interesting time in our profession in which work-life balance, generational nuances, and professional staff leaving make it difficult for us to show the value of what we do. We should be able to gear our programming and development that reflect the challenges many of our professionals face. 

Skills and Perspectives Contributed

I am a seasoned professional with 20+ years of experience in higher education. I would come into this position with four years of being a regional director in a highly functioning region. I have come to understand the importance of engaging with volunteers across generations. I have worked for a small college, a mid-sized institution, and a large university which has allowed me to understand the perspective of different campuses. This has made me realize that not every problem has a one-size-fits-all solution. I would also come into this position as an Afro-Latino. All my perspectives are colored by being in a marginalized group in a profession that is predominantly white. I believe in anti-racism with the ability to be able to express free ideas and thoughts that would benefit the community. I firmly believe that every opinion matters and that diversity of thought is important for us to move forward with the work we do. I also consider myself a big-picture person. I love to think about things at a macro l 

Educational Background

I have a bachelor’s degree in English from Syracuse University. I have taken graduate courses at Rutgers University toward a Master’s Degree in Adult Education 

Experience

I began my professional experience as a facility supervisor and box office manager for the Schine Student Center at Syracuse University in 2001. I was introduced to the association because Syracuse University was a host site for the old Region Two conference in 2002. A year later, I was promoted to assistant director of the box office. This is where I began to understand student union activities and how having a good student employment program benefited everyone. After a campus restructuring in 2005, I became the assistant director for Events where I began to work closely with over 300 student organizations and have a greater feel for campus events that include university initiatives. This led me to take a closer look at the association for my own personal and professional development. I joined the old Region Two leadership team as the Social Media Coordinator. I attended my first international conference in 2012 in Boston where I was introduced to many of the people I would call colleagues and close friends. Immediately after this conference, I joined The Community of Practice for Multi-Ethnic Professionals and Allies and quickly became lead for several years. In the fall of 2012, I moved to Barnard College where I eventually became the associate director of Events management. During this time I joined the Region Seven leadership team as an inclusivity coordinator, a position I would hold for two terms. I also co-hosted the CUPSI tournament at Barnard College later that year. I was also a part of The Naming ACUI Awards and Honors Working Group which was formed in 2017 and completed its work in 2018. In 2019 I joined Rutgers University New Brunswick where I joined several of my ACUI colleagues. In 2020 I would become the Regent Seven Director and hold that position for four years. I helped navigate the region through COVID and would be the first returning in-person conference, with Region Eight, in 2021 at Maryland University. It was that conference that made me realize the necessity to help grad students in this industry where folks are leaving in bunches. This would spark the creation of the Grad and Grow program which is now heading into its 4th year. In 2022, I became the Director of the Meetings Office at Rutgers University. 

Candidate InformaTion

Dean Smith is the senior director of student centers at East Carolina University and may be reached directly at [email protected].

Statement of Candidacy

While there are issues external to ACUI that are relevant our organization survives and thrives on the basis of volunteerism. Volunteerism overall is down in our country. ACUI needs to find ways to engage with membership that they see the value of ACUI to their career and their professional development. Speaking to my experience it is when I realized how much ACUI aided me in my role as Senior Director of Student Centers that I wanted to give back to the organization. There are a variety of methods we can use to increase volunteerism such as strong marketing of volunteerism, purposely networking members to other members, and meaningful educational offerings. 

Skills and Perspectives Contributed

Facilities, Operations, Finance, HR, Construction 

Educational Background

Doctor of Education (EdD): Higher Educational Administration | ECU Master of Business Administration (MBA): Medical Management | ECU Bachelor of Science: Public History East Carolina University | ECU 

Experience

Association of College Unions International (ACUI)

  • Region III Business Manager 2010-2012
  • Region III Regional Director 2013-2015
  • Education Council Co-chair 2022-2024

American Heart Association Annual Heart Walk

  • ECU representative (2023)

East Carolina University

  • Numerous Programs, Planning, and Construction Committees (2006 to Present)
  • Student Center Construction Project (2006-2018)
  • Memorial Garden Sculpture Committee (2007-2008)
  • Student Affairs Professional Development Committee (2012-2017)
  • Dining Contract Committee (2017-2018)
  • COVID Response Team (2020-2021)
  • 9/11 20th Anniversary Memorial Statue (2020-2021)
  • Student Affairs Leadership Team (2013 – Present)
  • ECU Property Review Committee (2018 – Present)
  • ECU Environmental Committee (2020 – 2024)
  • Indigenous Space Acknowledgment (2021 – 2024)
  • Inspiring Pirates Committee (2022 – Present)
  • Military Alumni Space Recognition (2022 – Present)
  • Hispanic Association of College and Universities Committee (2022 – Present)
  • Student Affairs Strategic Thinktank (2023 – Present)

Awards

  • 2024 ECU Student Media Director’s Award § 2024 Main Campus Student Center Award – Leadership in Energy and Environmental Design (LEED) Silver
  • 2022 ACUI Smith-Steele Award
  • 2022 ECU Creed Award for Integrity
  • 2020 Health Science Student Center Award – Leadership in Energy and Environmental Design (LEED) Gold
  • 2019 Best Overall Architectural Design: Main Campus Student Center – Business North Carolina Magazine
  • 2018 ECU Centennial Award for Excellence in Leadership
  • 2014/2018 – selected by a student as the Professor with the most positive impact while at ECU.

Publications and Presentations

  • ECU LDHE 8080 (Higher Education Finance) Instructor 2024
  • Higher Education Finance Certification Instructor 2024
  • ACUI Renovation and Construction Seminar Instructor 2024
  • “Building Inclusive Spaces” ACUI National Conference 2024
  • “Higher Education Finance Roundtable” ACUI National Conference 2023
  • “Hiring and Retention Best Practices” ACUI Region III Conference 2022
  • “Introduction to Higher Education Finance” Aspiring Directors Institute 2022
  • “Higher Education Culture” Aspiring Directors Institute 2022
  • “A Review of Operations, Construction, and Student Programming for a Health Science Student Center” NASPA Conference 2022
  • “Current Trends Influencing Higher Education” ACUI Education Series 2022
  • “Bad Practices- What Not to Do and How Not to Do It.” ACUI Education Series 2021
  • “Intersection of Social Justice with Financial Literacy” ACUI Regional Conference 2020
  • “Student Center Design” ACUI Regional Conference 2019
  • “Introduction to Higher Education Finance” ACUI National Conference 2019
  • “Capital Budgeting in Higher Education” APPA Essentials of Facility Management 2019
  • “Finding Financial Well Being” ECU Professional Development Series 2019
  • “Accountability in Programming” ACUI National Conference, March 2017
  • “Team Cohesion” ACUI National Conference, March 2017
  • “Assessing Programming” ACUI Region III Conference, October 2017
  • “The Value of the MBA” Co-presented at ACUI National Conference, March 2016
  • “Accountability in Programming” ACUI Regional Conference, October 2016 
Candidate Information

Robert F. Stagni is the union director at University of Arkansas–Fayetteville and may be reached directly at [email protected].

Strategic Issues

ACUI serves a broad array of institutions, spanning multiple continents, several geographic regions, and countless specific situations. Our members’ individual contexts and specific needs are as varied and nuanced as our members themselves. Serving such a diverse membership base requires broad-reaching programs, accessible services, efficient processes, and meaningful opportunities for networking, learning, sharing, and strategizing. In short, ACUI’s greatest challenge is to be both broad and specific, detailed and nimble, far-reaching and localized. We must maximize the benefits our members receive, deepen institutional ties, and expand to new campuses. To accomplish these things, ACUI must advance both at institutional level and within the regions. Institutional organizations, processes, and services must be widely shared and promoted in a variety of ways. Showcasing these wide-reaching offerings, such as Annual Conference, online learning, and I-LEAD, should occur “deeper” within our member institutions to reach more potential audiences and participants. Using these great programs as key marketing tools should assist our efforts to bring new universities, college unions, and geographies into our membership ranks. A wider member base, in turn, can help unlock new locations for many of these programs, bringing entirely new perspectives and audiences into our fold. However, membership outreach cannot simply be a numbers game. We must show the value of membership further and deeper within the ranks of our institutions, pushing our ideas of community-building beyond our college unions and university centers. We should explore what community means in other institutional ranks, such as Greek Life, Housing, university leadership, and more. While ACUI can’t – and shouldn’t – replace other professional associations’ relationships with their members, we can utilize our unique, broad perspectives on community-building, physical space, and programming to partner with and enhance our partner associations. We are already doing this in some realms – the Student Affairs Certification and the Program Review Collaborative come to mind – but a wider, sustained effort will cement ACUI as a foundational contributor to cross-campus efforts and success. 

Skills and Perspectives Contributed

I’ve been lucky enough to be involved with ACUI since my first year of graduate school. In that time, I’ve worked at several campuses in different roles, but ACUI has been my constant source of professional growth, my network, and my primary learning tool. Like at many of our institutions, I’ve seen ACUI evolve, grow, and change over the last fifteen years. In similar ways as ACUI, I’ve found myself being called upon in my work to do new things, for new audiences, with few changes in resources. I have come to appreciate how ACUI has worked through challenges and opportunities with a growth mindset and an emphasis on the future. My time as a leader in ACUI has constantly reminded me – whether facilitating at I-LEAD, planning an annual conference, or leading a region – that there is no one right way to lead. We must take up the mantle of what we have, fueled by what we aspire to be, and use all of our talents to bring others to where we must go. In particular, my terms as a Regional Director for this organization have shaped my outlook on just how important it is to maintain strong ties to our members. The regions have always been advertised as a primary, if not THE primary, point of introduction and connection for most ACUI members. Coinciding with the pandemic, my time as RD served as a strong reminder of just how fragile those ties can be; but having ACUI’s lessons already well-engrained in my being served me well: focus on people, call upon your network, make your ear available, and make sure you keep communicating and connecting. One of my more recent undertakings on campus is teaching a section of our University Perspectives freshman seminar course. While couching discussions in different intellectual virtues, the time spent with my students has reminded me of what newcomers need in our association: someone with whom to connect, opportunities and resources for learning and growth, and mentorship on their role in our future together. 

Educational Background
  • Bachelor of Business Administration from Texas A&M in 2005
  • Master of Science in Education from Indiana University in 2009
  • Doctor of Education from University of Arkansas in 2019 – dissertation on Faculty Experiences in College Unions 
Experience

Like many Union Directors, my time is generally spent strategizing and prioritizing for our facility, our students, our staff, and our campus – balancing priorities, forecasting future situations, and staying ahead of trends and needs. A day that feels “good” is likely spent working alongside diverse groups, helping folks feel heard and connected to their needs, and developing solutions to tough problems. While all our College Unions are different places, we seek many of the same foundations regardless of building size or campus makeup: creating welcoming environments, ensuring that needs are met, and planning for the future. One of my favorite groups to help manage in my daily work is the Arkansas Union Advisory Committee. This group of cross-cutting students, faculty, and staff are a wonderful combination of visionary, opinionated, exceedingly helpful, and dedicated volunteers. Learning to guide and support this board-like group over the last decade has been one of the steepest curves of my career – but also among the most rewarding. With this committee’s help, we’ve shaped policy, enhanced services and offerings, and sought input from across the university for big decisions. They are an apt metaphor for spending time on a dedicated Board of Trustees for a professional association. Finally, ACUI volunteering & involvement have been part of my career since graduate school. In addition to attendance and/or presenting at every Region & Annual Conference for the last decade, I’ve been fortunate enough to have several roles and experiences over the years:

  • Program Review Collaborative: 2024
  • Regional Director, 2019-2023
  • Regional Conference Chair, 2016-2018
  • I-LEAD® Facilitator, 2016
  • 2016 Annual Conference (New Orleans) Program Team 2014-2016
  • Region II LT: Online Learning, Web & Social media Coordinator 2014-2016
  • Annual Conference Management Team: 2008 & 2009 

President-Elect
Jonathan Duke
Georgia Institute of Technology

President-Elect
Yemi Gbajobi
University of Arts London

At-Large Member
Timothy J. Bank$
San Jose State University

At-Large Member
Katie Beaulieu
Wayne State University

At-Large Member
Ali Doehring
University of Akron

At-Large Member
Simón Franco
University of Minnesota–Morris

At-Large Member
Anthony Otero
Rutgers University

At-Large Member
Dean Smith
East Carolina University

At-Large Member
Robert F. Stagni
University of Arkansas–Fayetteville

There are many situations in which ACUI members are asked for their vote. For instance, Board of Trustees or regional director elections and some new initiatives or bylaw changes that require member approval. To be eligible to vote in any ACUI election, you must be a member at an institution in good standing.  Each institution has 5 voting members. Voters must be roster members at a member institution in good standing with ACUI at least one day prior to the ballot being available and in compliance with voting eligibility as defined in Article III, Section 3 of the ACUI Constitution. Regional elections are limited to those members in the particular region holding the election.

If you have any questions regarding ACUI elections, please contact the ACUI Central Office at 812.245.2284 or [email protected].

2024 Region I Director Election

Candidate profiles for the Region I director election are available below. Eligible voting members will receive notices regarding voting in the election via the voting system: OpaVote. The election will occur from October 28–November 15 at 11:59 p.m. Eastern. Results will be announced in mid-November.

Ranked Choice Voting will be used for the election, which means voters can cast a ballot for all of the candidates, ranking their top candidate first, followed by other candidates according to their preference for selection. A more detailed description of ranked choice voting can be found here, and a YouTube explanation is here.


Candidates in elections have been asked not to campaign on their behalf, and the same is asked of all ACUI members. All of the information below was submitted by the candidates; the content has not been edited by ACUI. You are encouraged to contact candidates with any questions regarding their candidacy. Note that candidate statements and information below is shown as submitted and was not edited by ACUI.

region I Director Candidates

There is one candidates for one regional director position, which carries a two-year commitment. Select a name to read the full candidate profile.

Candidate Information

Jennifer Puccinelli is the human resource and risk manager at California State University–San Bernardino and may be directly reached at [email protected].

Statement of Candidacy

One of the most critical strategic issues facing ACUI is the lack of student input in regional leadership and conference planning teams. To address this, we need to actively involve students by providing them with a platform to voice their ideas and needs. Recent feedback indicates that students feel disconnected and unaware of regional offerings, so we must work to ensure they are better informed and engaged. Increased student involvement will lead to conferences and regional activities that reflect a wide range of perspectives, experiences, and best practices.

Another key issue is promoting interest in regional leadership and involvement. To enhance regional engagement, it’s crucial to create opportunities for face-to-face interactions and meaningful collaboration, particularly among the RLT. I propose reinstating an in-person retreat in January, which will strengthen team cohesion and inspire greater engagement.

Addressing budget shortfalls is also a priority. A proactive approach involves expanding programmatic efforts that not only meet members’ needs but also generate revenue. By offering a broader range of programs, workshops, and events, we can attract more participants and secure additional funding. Additionally, exploring partnerships, sponsorships, and alternative revenue streams will help ensure the region’s financial stability, allowing ACUI to continue providing high-quality programming and professional development.

As Region I Director, I would work closely with the RLT to integrate these priorities into our regional activities, ensuring alignment with ACUI’s overarching mission.

Skills and Perspectives Contributed

My skills and experiences uniquely position me to be a successful Region I Director for ACUI. With an enthusiastic and organized approach, I excel at working within teams and bringing people together to create meaningful experiences. I have held various volunteer positions within ACUI, demonstrating my adaptability and commitment to the association’s mission. My experience in more detail-oriented roles has taught me the importance of maintaining team cohesion, meeting deadlines, and ensuring programs meet the evolving needs of our association.

Educational Background

I have a Bachelor’s Degree in Accounting from CSU Los Angeles and at Masters in Public Administration from CSU San Bernardino.

Experience

In my career I have been fortunate to work at three wonderful campuses. I was employed at the CSU Los Angeles University-Student Union for 10 years serving in numerous roles in the administrative offices. In 2003 I moved to the University of Southern California where I served as Administrative Manager for Student Life and Involvement, and then in 2014 I transitioned to CSU San Bernardino where I currently hold the position of Human Resource and Risk Manager for the Santos Manuel Student Union.

My personal involvement in ACUI started as a student and has helped to guide my career. In addition to the positions listed below I have been fortunate enough to work with many others that have chaired and/or served on Annual Conference Program Teams. I have served as part of the host team for both Annual and Regional Conferences in addition to hosting two College Bowl National Tournaments and one National Billiards Tournament. Up until this point, all of my volunteer experiences have been at the regional level, however I’m looking forward to expanding my participation to the international level.

ACUI Volunteer Roles:

  • Conference Program Team, Region 1, 2023
  • Conference Chair, Region 1, 2022
  • Conference Program Team, Region 1, 2021
  • Business Manager, Region 1, 2020 – 2024
  • Business Manager, Region 1, 2013 – 2014
  • Conference Program Team, Region 15, 2012
  • Business Manager, Region 15, 2011 – 2013
  • Conference Chair, Region 15, 2011
  • Conference Program Team, Region 15, 2010
  • National College Bowl Program Team, 2005 – 2006
  • Indiana Professional Development Seminar, 1999
  • College Bowl Coordinator, Region 15, 2003 – 2005
  • Directory Coordinator, Region 15, 1998 – 2001
  • Student Chair, Region 15, 1997 – 1998