Building a Stronger, Safer, More Inclusive Community
Explore the University of Maryland’s transformation roadmap for a values-driven, thriving Fraternity and Sorority Life (FSL) community.
About the Fraternity and Sorority Life Transformation Initiative
Fraternity and Sorority Life has long been a vital part of student life at the University of Maryland. In 2024, the University launched the Fraternity and Sorority Life Transformation Initiative—a comprehensive, community-informed effort to reimagine and strengthen this important part of the Maryland experience.
With the support of the Division of Student Affairs, three dedicated working groups representing our four governing councils—Interfraternity Council (IFC), Multicultural Greek Council (MGC), National Pan-Hellenic Council (NPHC), and Panhellenic Association (PHA)—engaged students, alumni, advisors, and community partners to create a roadmap that centers student well-being, equity, accountability, and leadership development.
A Community-Centered Approach
With guidance from the Center for Leadership and Organizational Change (CLOC), the working groups:
- Assessed cultural, operational, and structural needs across councils and chapters
- Centered the voices of students and alumni
- Elevated council-specific histories and lived experiences
- Developed actionable recommendations tailored to each council’s needs
The result is a bold call for transformation—not only to address immediate challenges but to foster a long-term culture of trust, safety, and excellence.
Key Areas for Transformation
The report identifies nine cross-cutting calls to action, applicable to all councils and chapters:
- Inclusive Infrastructure
Create transparent, equitable systems of support and accountability. - Staff Excellence
Ensure DFSL professionals are culturally competent and council-specific in their support. - Strategic Partnerships
Strengthen collaborations with alumni, advisors, national organizations, and UMD offices. - Internal Communication
Ensure policies, expectations, and resources are communicated clearly and inclusively. - Data-Informed Decisions
Use disaggregated data to improve support, recognition, and accountability. - Risk Management & Safety
Establish shared accountability and proactive approaches to safety and conduct. - Housing & Facilities
Reassess policies and models to meet diverse housing and space needs. - Member Engagement
Support lifelong learning and values-based recruitment, education, and retention. - Public Narrative
Develop marketing and PR strategies that highlight achievements and lived experiences.
Council-Specific Recommendations
Each working group developed distinct recommendations in alignment with the history, structure, and aspirations of their respective councils:
- Interfraternity Council (IFC) & Panhellenic Association (PHA)
Focus on rebuilding trust, transforming recruitment and education processes, and institutionalizing accountability and wellness. - Multicultural Greek Council (MGC)
Prioritizes equity in policy, inclusive leadership development, access to campus resources, and increased visibility. - National Pan-Hellenic Council (NPHC)
Calls for equity in policy, visibility through space and recognition, and dedicated professional support.
Working Group Recommendations & DFSL Three-Year Review Plan
IFC/PHA Working Group
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Remove restrictions on first semester students from moving into fraternity and sorority houses (both university and privately owned) that are certified as safe structures for Fall 2026. | We will begin investigating this recommendation | ||
| Eliminate all reasonable barriers for students to transfer from residence halls into fraternity and sorority houses (both university and privately owned). | We will begin investigating this recommendation | ||
| Consider organizational structure revisions | Investigate Housing and DFSL Financial Model | Implementation of proposed changes to the model | Continued implementation |
| Enhance University-owned policies, procedures and management | Investigate Housing and DFSL Financial Model | Implementation of proposed changes to the model | Continued implementation |
| Improve the Student Experience and Support Structures | Include this in decisions on what data we need to gather | Gather student perceptions re: university-owned houses | Implementation based on new insights |
| Remove Systemic Barriers to Occupancy | Removing policies that restrict first semester first-year students from joining beginning FA 26 | Investigate timing of students moving into F/S housing, both private and university-owned | Implementation of any additional changes |
| Strengthen Collaboration with House Corporations | DFSL begins internal conversations about how we involve house corporations. Gather perspective from house corps leaders. Incorporate into planning for a new housing model. | Potential implementation of new methods of inclusion for house corporations | |
| Establish Strategic Planning and Capital Development | Engage the University in conversations about long-term plans for F/S housing | Continued long-term planning for F/S housing | |
| Address External Market Forces | Work with Student Affairs marketing to design strategy for marketing F/S housing. Reconnect councils with SGA in their efforts to combat leasing concerns | ||
| Integrate FSL Housing with Resident Life Operations | Investigate the prospect of aligning DFSL housing with DRL | ||
| Maximize Asset Utilization and Alternative Use | Continued work to drive revenue in houses unoccupied by F/S. Make push to F/S to fill these houses with chapters/members for FA 26 | ||
| Increase Revenue Streams and Efficiency | Design new strategy for summer camps and conferences and push for additional staff to support this work | ||
| Leverage Data and Business Intelligence | Work with DRF on MOU and responsibilities of the relationship. Redefine staff roles and advocate for additional staff to support F/S facilities. |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Pull community risk and harm reduction efforts into larger DSA initiatives employing expertise and staff in all departments rather than siloed and duplicative efforts within DFSL. | SCHA has created some consolidation of hazing prevention efforts. | Approach larger conversation about unified approaches to harm reduction strategies | |
| DFSL and OSC should consider the feasibility of sharing findings and lessons learned from Spring 2024 and commit to conduct transparency going forward. | Findings will be published as a part of requirements of SCHA. Findings of conduct cases will be a part of scorecard | ||
| Improve OSC Resolution Timing and Incident Communication | Hazing Investigation protocol will be reviewed and revised | ||
| Strengthen Education and Training Programs for councils and individual chapters. | In collaboration with OSC and UHC, risk and harm reduction training will be strengthened, with the addition of passive programming. | Piloting updated training and education beginning FA 26 | |
| Review and revise the current SEM Policy on a regular basis to support the current culture of social events within the FSL community. | SEM policy revisions are in progress. Further review will ultimately involve OSC, prior to implementation | ||
| Clarify accountability and enforcement for chapters within the relevant judicial processes. | Findings of conduct cases will be a part of scorecard. Sanction protocols are in the current policy. | ||
| Improving off-campus housing safety and community relationships by incorporating the following recommendations. | Efforts to build relationships between our students, UMPD, the city of College Park and PGPD are underway, with the goal of forming consistent connection points to support off-campus safety and community engagement | ||
| Consider revising the role of the Graduate Coordinators for Sexual Assault Prevention and Diversity, Equity, and Inclusion into a full-time position which more fully encompasses training members and leaders on risk reduction, bystander intervention, and inclusivity in the community | Review positions and finances to create FTE position. | ||
| IFC and PHA councils should continue to execute separate judicial boards, with the opportunity to hold joint hearings when appropriate. This allows each council to function independently while also being able to collaborate where needed. | In conjunction with SEM policy revisions, this work is in progress. | ||
| Establish more regular training opportunities and education for all members of IFC/PHA councils around ethics, leadership, and conflict resolution to reinforce the importance of accountability and equip members with skills to uphold standards. | Review of Chapter Expectations for opportunities to include new educational opportunities | ||
| Selection of judicial board members for both IFC and PHA should be streamlined in terms of requirements and how selections are made. | Bylaw review will occur | ||
| Pilot accountability review analysis programs within individual chapters or within the IFC/PHA judicial boards to assess current practices and identify gaps within existing structures. | Implementation of assessment tool | Implementation of assessment tool | |
| Collaborate with campus partners, community stakeholders, and national fraternity/sorority leaders to expand resources and opportunities in this area (i.e. OSC, Department of Resident Life, alumni advisors, (inter)national headquarters representatives, UMPD, etc.). | Review and revise hazing investigation protocol | ||
| Invest in personnel to assist with development of hazing prevention, training, investigations, and adjudication. | OVPSA needs to conduct a feasability study of hiring additional staff to support the Student Conduct process and risk management education. | OVPSA needs to conduct a feasability study of hiring additional staff to support the Student Conduct process and risk management education. | |
| Early collaboration and communication with national leadership on hazing allegations. | Review and revise hazing investigation protocol |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Improve Health and Wellness Coordination | Working with UHC to further collaborate on programming and resources | Roll out updates to programming offerings | |
| DFSL must take more proactive steps, in alignment with industry best practices, to reduce harmful alcohol consumption behaviors and to educate students in more meaningful ways around alcohol and other drug use. | Working with UHC to further collaborate on programming and resources | Roll out updates to programming offerings | |
| Support the use of facilitated presentations and discussions for training around alcohol and other drug use. | Working with UHC to further collaborate on programming and resources | Roll out updates to programming offerings | |
| IFC/PHA Tailgate restrictions around alcohol possession and consumption need to be re-evaluated to ensure that all health/safety precautions are being taken. | Supporting IFC/PHA in their shift towards tailgates hosted off campus | ||
| Increase training and enforcement expectations for graduate house directors within university-owned chapter houses. | Reviewing RD program for potential improvements to better support the experience in university-owned chapter houses | ||
| Encourage or require that a certain percentage of weekly IFC/PHA socials are alcohol and other drug-free events. | Work with staff advisors to encourage substance-free socials | ||
| Assess existing data and trends within the community to establish if targeted support or intervention needs to occur. | Include this in conversations with SA data analytics and assessment about what we know through current data and what we need to learn | Working in collaboration with SA data analytics and assessment to design instruments to gather this data |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Set a New Direction Together - Fearlessly Forward | Engage in strategic planning process based on recommendations and implementation plan | ||
| Resetting Roles, Responsibilities, and Expectations of Staff and Stakeholders | Review staff roles and advocate for additional FTE positions | ||
| Improve Hiring, Training and Development | Review staff roles and advocate for additional FTE positions | ||
| Create a More Equitable Staffing and Funding Model | Investigate financial model, in consideration of desired staffing model, and consider potential paths forward | ||
| Enhance University-owned policies, procedures and management | Investigate the prospect of aligning DFSL housing with DRL | ||
| Consider revising the role of the Graduate Coordinators for Sexual Assault Prevention and Diversity, Equity, and Inclusion into a full-time position which more fully encompasses training members and leaders on risk reduction, bystander intervention, and inclusivity in the community | Investigate the potential for the two office GA roles as one FTE |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| The creation of an annual plan and communication protocols must be developed | DFSL staff will design a plan for communication and engagement with stakeholders. Will offer some training in FA 25. DFSL calendar is live on website. | ||
| Create Best-in-Class Tactical Communications | Will begin working within DFSL and alongside SA Strategic Communication and Marketing to design plans | ||
| Develop a UMD-wide FSL Communication Strategy | Will begin working within DFSL and alongside SA Strategic Communication and Marketing to design plans | ||
| Design Stakeholder Communication Plans | Will begin working within DFSL and alongside SA Strategic Communication and Marketing to design plans | ||
| Invest in Communication Platforms and Content | Will begin working within DFSL and alongside SA Strategic Communication and Marketing to design plans | ||
| Monitor Communication Effectiveness | Will begin working within DFSL and alongside SA Strategic Communication and Marketing to design plans | ||
| Rewrite the Narrative with Strategic Marketing and Storytelling - External Communications | Will begin working within DFSL and alongside SA Strategic Communication and Marketing to design plans | ||
| Design a comprehensive marketing communications strategy targeting students, families, alumni, and institutional stakeholders. | Will begin working within DFSL and alongside SA Strategic Communication and Marketing to design plans | ||
| Redesign the DFSL website with modern design, improved user experience, and dynamic content. Collaborate with stakeholders to develop user friendly format and functions. | Work with staff to make website updates and assess for potential overhaul in Summer 26 | Launch updated website | |
| Develop DFSL branded marketing materials and messaging toolkits for councils to utilize. | Will begin working within DFSL and alongside SA Strategic Communication and Marketing to design plans | ||
| Hire or designate a marketing and communications lead within DFSL or through DSA to manage brand and messaging consistency as well as coordinated campaign timing. Engage contractors (as necessary) to supplement any gaps in marketing expertise, personnel, or workload. | Done through partnership with SA Strategic Communications and Marketing. Will advocate for role supporting this work within DFSL. | ||
| Strengthen Internal Communications by Creating Transparent and Consistent Communication | Will begin working within DFSL and alongside SA Strategic Communication and Marketing to design plans |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Align new member onboarding, officer training, and member education with data driven strategies that track performance on key metrics over time. | Changes have been made to new member onboarding. DFSL will contiue to review training and education for improved practices | ||
| Advance a Living-Learning Model Within FSL | Investigate the potential for living-learning model | ||
| Develop Life-Stage Programming | Include this in decisions on what data we need to gather | Gather data on student needs and begin program design | Implementation of programming |
| Expand Alumni Engagement and Volunteer Training | Will design training for volunteers and continue to work within DFSL to design strategy for alumni engagement | ||
| Reshape Advising and Chapter Support | Shifts have been made to chapter coaching portfolios and chapter requirements. Continued work will be done to review chapter expectations for future changes. | ||
| Strengthen Education and Training Programs for councils and individual chapters. | Work will be done in partnership with UHC to strengthen wellness and prevention education | ||
| Establish more regular training opportunities and education for all members of IFC/PHA councils around ethics, leadership, and conflict resolution to reinforce the importance of accountability and equip members with skills to uphold standards. | Include this in decisions on what data we need to gather | Gather data on student needs and begin program design | Implementation of programming |
| Collaborate with campus partners, community stakeholders, and national fraternity/sorority leaders to expand resources and opportunities in this area (i.e. OSC, Department of Resident Life, alumni advisors, (inter)national headquarters representatives, UMPD, etc.). | Include in volunteer taining and share resources on expectations and enforcement | ||
| FSL should include OSC in on-boarding of new members (FSL 101) to discuss campus policies and how they intersect with DFSL and IFC/PHA expectations | |||
| Prevention must be done prior to New Member Education (NME) and recruitment and should be required of all potential new members and current members. | Alignment with SCHA addresses this. We conduct NME and intake training prior to recruitment/intake efforts | ||
| Prevention should contain UMD specific community needs in conjunction with national models and research. | Alignment with SCHA addresses this. We conduct NME and intake training prior to recruitment/intake efforts | ||
| Invest in personnel to assist with development of hazing prevention, training, investigations, and adjudication. | Consideration in review of staff roles. The University is growing its efforts in prevention due to SCHA. |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Create an annual “FSL Community Impact Report” modeled after best-in-class institutions. | Investigate the need for an FSL Community Impact Report | Potential to introduce this report | |
| Engage External Experts | Consider the use of external experts as we plan to address community needs | ||
| Advancing a Data-Driven, Transparent, and Inclusive FSL Ecosystem | Beginning this work in collaboration with SA Data Analytics and Assessment to understand what data we currently have and to make decisions on what we want/need to know. | Begin using data to drive decision-making and utilize instruments to gather new data. | |
| Inspect What You Expect - Scorecard Development and Use | Scorecard is in development | Potential to finalize scorecard and make public | |
| Develop Core Competencies in Data Literacy | As we consider staff roles, assessment will be considered as a responsibilty for FT staff. | ||
| Audit and Close Gaps in Data Processes | Beginning this work in collaboration with SA Data Analytics and Assessment to understand what data we currently have and to make decisions on what we want/need to know. | ||
| Build Dashboards and Benchmarking Tools | We have some of this on the website but will work to bolster the information that we share | ||
| Improve Health and Wellness Coordination | Working with campus partners, particularly in UHC, to review current offerings for improvements | ||
| Create a Common Accreditation Platform | Investigate the need for a common accreditation platform | ||
| Commit to Transparency and Communication | We share information on our website and will be bolstering the types of information that we share | ||
| Leverage Data and Business Intelligence | Work to streamline information gathering on facilities and strategy for action | ||
| Assess existing data and trends within the community to establish if targeted support or intervention needs to occur. | Beginning this work in collaboration with SA Data Analytics and Assessment to understand what data we currently have and to make decisions on what we want/need to know. |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Transition from Deferred to Open Affiliation for FSL Membership beginning in Fall 2026. | DFSL will remove restrictions to allow first semester first year students to join in FA 26 | ||
| Create a High-Performing Community Aligned on Our Mission | |||
| Review and revise the current SEM Policy on a regular basis to support the current culture of social events within the FSL community. | The policy is currently under revision | ||
| Regularly review and revise policies and expectations for risk management. | Policies are currently under revision | ||
| Increase awareness and knowledge of existing policies beyond IFC/PHA leadership. | Will work with staff to ensure that general members are aware of policies and expectations | ||
| OSC should establish more prominent publication of UMD policies and procedures as it pertains to student organizations on its website. | |||
| OSC should consider a revision of the Code of Student Conduct to establish clearer or differing procedures for student organizations. | |||
| UMD policies and procedures on hazing should be reviewed and revised regularly to reflect the needs of the UMD community. | Policies are already reviewed regulary. SCHA has necessitated review of policy language. | ||
| Align current IFC and PHA bylaws to be in compliance with UMD expectations. | Council Bylaws will be reviewed and revised this year. |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Create a new incentive based funding structure that promotes chapter performance and expands to an “all sources” approach to collecting the resources needed to advance the community. | Investigate new approaches to the funding structure | ||
| Conduct a Comprehensive Cost Analysis | Conduct a comprehensive review of DFSL finances for a full understanding of our current position and design new paths forward | Begin to focus on forecasting to better position us to meet the financial needs of our work | |
| Explore a Community-Wide Student Activity Fee | Investigate the F/S fee as a potential funding option for DFSL | ||
| Commit to Financial Transparency | Investigate how we approach financial transparency | ||
| Incentivize Performance-Based Funding | Investigate new approaches to the funding structure | ||
| Develop Alternative Funding Sources | Investigate new approaches to the funding structure | ||
| Increase Revenue Streams and Efficiency | Investigate new approaches to the funding structure |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Build a Culture of Transparency and Trust Designed to Enhance Alumni Engagement and (Inter)National Organization Collaborations | Establish more regular meetings with Advisors and House Corps. Meet semesterly with EO/HQ and Umbrella organizations. Create regular communication for alumni. | ||
| Trust with (Inter)National Headquarters must be repaired and cultivated for the long-term health and prosperity of the community. | Establish more regular meetings with Advisors and House Corps. Meet semesterly with EO/HQ and Umbrella organizations. Create regular communication for alumni. | ||
| Strengthen Relationships with the City of College Park Residents | Work with IFC/PHA leaders and potentially UMPD and OSC to share contact information | Create opportunities to engage with community residents | |
| Develop Relationships and Strategic Partnerships for a Stronger FSL Community | Meet with departments beyond DFSL to ascertain opportunities for partnership | ||
| Develop a PHA and IFC Alumni Engagement Strategy | Establish more regular meetings with Advisors and House Corps. Meet semesterly with EO/HQ and Umbrella organizations. Create regular communication for alumni. | ||
| Increase communication, transparency, and collaboration opportunities between OSC and IFC/PHA boards. | Work currently being done to build these paths for communication and collaboration | ||
| Recurring meetings between OSC, DFSL, IFC, and PHA representatives to share data and trends, discuss current issues or concerns, and keep lines of communication open (monthly or bi-weekly). | This collaboration will likely begin with policy review and meetings in the latter half of the academic year |
MGC Working Group
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| While the majority of IFC/PHA have physical houses, in addition to the ability to reserve meeting space on campus, for MGC and NPHC organizations, reserving meeting space on campus is required for sustained operations. | Drive usage of the Agora as an alternative to space provided by STAMP | ||
| Agora House is a residential facility that is not ideal for meetings. The working group recommends the name Agora House be removed and the space be used as a residential facility for the Multicultural Greek Council. | Investigate additional methods of providing space for culturally-based organizations | ||
| Naming the House the MGC House would explicitly bring attention and visibility to the Council. | Investigate potential models for culturally-based F/S living in campus housing |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| DFSL and the Division of Student Affairs, be explicit in communication regarding which organizations are in the conduct process, and move away from community-based sanctions/moratoriums. | Review and revise hazing investigation protocol | ||
| The Office of Student Conduct should maintain accountability by providing transparent conduct updates that apply to all fraternities and sororities. | Findings will be published as a part of requirements of SCHA. Findings of conduct cases will be a part of scorecard |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| An advisor who is affiliated with a culturally-based organization will help these organizations thrive. | Will consider this in future hiring | ||
| The university should explore ways to provide another layer of advising support through the cultural centers. | Engage colleagues regarding additional support for culturally-based organizations | ||
| There is a need for the current staff within the Department of Fraternity and Sorority Life to receive the training on the organizations in the MGC. | Investigate the need for staff training related to culturally-based organziations | ||
| The Department of Fraternity and Sorority Life should facilitate affinity-based caucuses, to facilitate collaboration. | Engage colleagues regarding additional support for culturally-based organizations |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| The Department of Fraternity and Sorority Life and the Division of Student Affairs should build upon the Newsletter that goes out to the community. | Will assess the current newsletter model for improvements | ||
| A clear calendar for upcoming events for MGC organizations would be beneficial to increase support for other MGC organizations. | DFSL calendar is live on the website. Chapters and councils submit programs and events. | ||
| DFSL should provide updated organizational charts and points of contact specific to MGC needs. | Roles and Responsibilites exists on the website. Chapter Coaching Assignments can be added as well. | ||
| Advisor meeting calendar should be provided ahead of the academic year, so volunteer advisors can plan accordingly to be present. | Will work to provide this if it has not been communicated. | ||
| The Departments should work with the Division of Student Affairs Communication team and the University Communications team to highlight MGC achievements, programming, and values through official university channels and social media. | Will begin working within DFSL and alongside SA Strategic Communication and Marketing to design plans | ||
| The Department of Fraternity and Sorority Life website needs to be more comprehensive and user-friendly. The DFLS website should be a “one-stop-shop” for up-to-date policies, trainings, data, news, events, and progress tracking. | Work with staff to make website updates and assess for potential overhaul in Summer 26 | Launch updated website | |
| The DFSL website should feature an updated section specifically for MGC organizations, including event highlights, recruitment details, and leadership spotlights. | Work with staff to make website updates and assess for potential overhaul in Summer 26 | Launch updated website |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| DFSL should utilize a Learning Management Software, that would require affiliated individuals, and potential new members, to participate in online training. This LMS will also allow DFSL to facilitate ongoing training on student conduct expectations, peer accountability, and other educational opportunities. Furthermore, this LMS can be/should be tailored to the MGC council. | Will consider how we can use Canvas to advance some of our training and education goals | ||
| Any potential new member interested in Fraternity and Sorority Life should undergo an orientation which introduces each organization to the prospective members. | Not a requirement, but we engage in pre-joining experiences by council. We have added an all F/S tabling event in the fall this year |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| DFSL should collaborate with scholars and council leadership to develop a survey to collect data-points specific to MGC. | Potential to implement data gathering strategies to gain these insights | ||
| The data points from this survey should be utilized to assess current resource allocations and operational gaps specific to MGC to better address community needs. | Potential to implement data gathering strategies to gain these insights |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Alumni Advisor meetings require representation from each MGC organization. Failure to attend a certain number of Advisor meetings should result in organization sanctions. | Will work with staff to devise a new strategy to ensure attendance at advisor meetings |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| University administrators should proactively engage National Organizations regarding any changes that come from this transformation initiative and how engagement will shift. | Establish more regular meetings with Advisors and House Corps. Meet semesterly with EO/HQ and Umbrella organizations. Create regular communication for alumni. | ||
| The NPHC has plaques placed outside of Stamp Union. There should be a space with plaques representing organizations within the MGC to increase visibility for the organizations. | Investigate options for monuments and other forms of increased visibility |
NPHC Working Group
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Create dedicated spaces for NPHC activities that permit food. | The Agora, while a shared space, accomplishes this now | Investigate additional methods of providing space for culturally-based organizations | |
| Establish a new NPHC dedicated space not located on Fraternity Row. | Investigate additional methods of providing space for culturally-based organizations | ||
| Grant NPHC organizations the option of using space in The Stamp gratis for New Member Presentation and/or grant a waiver from the Amplified Sound Policy so the Nyumburu Amphitheater can be used for New Member Presentations on weekdays. | Engage STAMP leadership in conversations about options for new member presentations |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Establish accountability checks on DFSL and the Office of Student Conduct’s (OSC) reinstatement conditions and sanctions along with a reasonable time-line for return. | Review and revise hazing investigation protocol | ||
| Refrain from suspending NPHC organizations’ active status when there are no allegations confirmed following criminal investigations. | OSC follows a preponderance of evidence threshold whereas criminal investigations follow a standard of beyond a reasonable doubt. | ||
| Expediently resolve administrative (internal) investigations. | Review and revise hazing investigation protocol |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Host consistent DFSL meetings with NPHC Advisors on a bi-monthly basis. | Done | ||
| Dedicate/Hire a Coordinator (1.0 FTE) to advise only NPHC organizations. | Done | ||
| Develop a concrete plan to recruit and retain all nine NPHC organizations on campus. Proactively support smaller organizations without negative impacts and stigma. | Will continue to work towards a full D9. FTE supporting NPHC will help advance those efforts. Engage STAMP in reviewing minimum member requirements. | ||
| Engage alumni across generations (1971–present) who can advise DFSL staff on the traditions of the UMD NPHC community so traditions are not lost. | Begin history work, in collaboration with the University Archives. To be completed in two years, stretch goal of one year. Website has already been updated. | Complete the history page and any additional displays of NPHC history | |
| Provide robust and routine training regarding NPHC history to new DFSL staff upon hire, including the Housing staff as well as the Advising & Programming staff. | Investigate the need for staff training related to culturally-based organziations | ||
| Provide close supervision by the DSA suite over DFSL decision making. | Done |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Create more awareness and intentionality around the treatment and language used to categorize organizations in relation to their recognition status. | Considering alternative methods to categorize organizations in various stages of recognition | ||
| Maintain and share an updated directory of NPHC Advisors. | We have advisor contacts and can share | ||
| Revise and clarify DFSL website as it pertains to NPHC organizations to make sure it is accurate and current. | Updated. Considering alternative methods to categorize organizations in various stages of recognition | ||
| Honor NPHC on the DFSL website with a thoughtful narrative of the history of NPHC. | Done. | ||
| Add a designated NPHC section to the DFSL history page which links to each of the national organization websites. | Begin history work, in collaboration with the University Archives. To be completed in two years, stretch goal of one year. Website has already been updated. | Complete the history page |
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Review, revise and develop policies that are culturally-relevant and tailored to the legacy, goals, and challenges of NPHC organizations. | Reviewing Chapter Expectations to potentially design a new accreditation process | Potential to pilot new accreditation process | |
| Eliminate all minimum chapter size requirements for NPHC organizations. Remove DFSL membership minimum related to recognition and reactivation. | Ongoing conversations with SORC to devise a new approach to address this concern | ||
| Remove SORC minimum to access e-Calendar, book rooms, and earn formal recognition. | Ongoing conversations with SORC to devise a new approach to address this concern | ||
| Remove minimum to determine probation status. | Ongoing conversations with SORC to devise a new approach to address this concern | ||
| The language in, and implementation of, the DFSL Recognition Application Guidelines document is inconsistent and thus, confusing. Revise to be more explicit when using the term “recognition” as it relates to new organizations, and “reactivation” as it relates to returning organizations. Include a glossary of terms for each policy. | This will be an ongoing conversation, in consultation with stakeholders to define the right terminology and definitions. | ||
| Create more equitable reactivation policies across all councils. The reactivation process for IFC and PHA organizations is generally easier than the process for NPHC organizations. | Review reactivation process | ||
| Support NPHC organizations by allowing them to generate income through fundraising and underwrite the costs of the space and UMPD officers. | NPHC already has the ability to generate funds through fundraising. | ||
| Remove the 5-member minimum to book rooms on the eCalendar platform. | Ongoing conversations with SORC to devise a new approach to address this concern | ||
| Establish a University-level mechanism to allow supporters to make charitable donations directly to specific chapters or the NPHC as a whole. | This already exists. NPHC has two foundation accounts and each chapter has at least one scholarship account. | ||
| Provide SGA funding to the NPHC umbrella organization. | Urge students to get involved with SGA to encourage the change to funding | ||
| Provide a consistent funding stream to NPHC organizations out of Student Affairs. | Beyond fundraising, we will review budgets to see where this can be made possible | ||
| Recommendation | Review in Year 1 | Review in Year 2 | Review in Year 3 |
|---|---|---|---|
| Protect NPHC campus history and culture by restoring the Spring Block Show back to an SGA/UMD-funded and NPHC-exclusive production that honors Black graduating seniors. | Investigate this as a possibility with Stamp | ||
| Restore and institutionalize SGA/UMD funding and support towards the UMD Homecoming Step Show as an NPHC-exclusive production. | Investigate this as a possibility with Stamp | ||
| Honor existing NPHC traditions by recognizing their independence. | NPHC is not being forced to assimiliate. However, policy review will occur to ensure that expectations match the needs of this community. | ||
| Erect more visible, centrally-located statuary/monuments recognizing the D9 in a space exclusively dedicated to just NPHC. | Investigate options for improved NPHC monuments and space | ||
| Work with NPHC to underwrite and bring back the tradition of the NPHC Homecoming Step Show, if this is something current NPHC members would want. | Step Show planned for FA 25 | ||
| Protect NPHC cultural traditions, such as the spring Block Show and the Homecoming Step Show. | Working with students to support the Block Show and Step Show that they plan |
Our Commitment Moving Forward
This report is just the beginning. The University of Maryland and the Department of Fraternity and Sorority Life will:
- Launch a strategic planning process and a formal implementation roadmap
- Host ongoing stakeholder engagement sessions
- Create a transparent progress-tracking dashboard
- Prioritize meaningful, sustained investment in Fraternity and Sorority Life
Together, we are building a future where all councils and chapters can thrive.