Throughout its history, the Southern Association for College Student Affairs (SACSA) has relied on the leadership and commitment of professionals dedicated to advancing student affairs across the region.

Among those leaders, Deborah Kladivko and Ellen Neufeldt played particularly important roles during a period marked by organizational challenges, declining membership, and financial uncertainty. Their experiences offer valuable insight into the stewardship, collaboration, and strategic decision-making required to sustain a professional association through periods of change.

Rather than focusing solely on organizational recovery, these leaders, along with many others, pursued a broader effort to strengthen SACSA's long-term sustainability. Under the leadership of dedicated volunteers, SACSA implemented new approaches to membership recruitment, financial management, and conference planning, strengthening the organization and reinforcing its mission.

A Shared Commitment to Higher Education

For leaders like Dr. Kladivko and Dr. Neufeldt, SACSA was never merely an organization; it was a natural extension of lives shaped by service in higher education.

Dr. Kladivko’s journey began at the University of Virginia, where undergraduate leadership introduced her to student affairs as a profession. Throughout her career, she held a wide range of student affairs roles, gaining a broad understanding of institutional operations and student success. While working full-time and raising a family, she earned her PhD and spent 25 years in leadership positions at the University of South Carolina Aiken.

Higher education was a familiar part of Dr. Neufeldt's life from an early age, shaping her understanding of the profession long before she entered it. She went on to build a distinguished career across multiple institutions, serving in roles ranging from crisis counseling and enrollment management to senior leadership, and ultimately became president of California State University San Marcos.

Answering the Call to Lead

Both Kladivko and Neufeldt described their early involvement in SACSA as important to their professional development, though their paths to leadership differed. Dr. Kladivko initially attended conferences and became increasingly involved through service opportunities, eventually serving as Local Arrangements Chair, Strategic Planning Chair, and president. Through these experiences, she developed lasting professional relationships and a deeper connection to the organization.

Dr. Neufeldt's involvement began when colleagues encouraged her to participate, serve, and lead. As her engagement grew, so did her commitment to the association. Their experiences reflect a common theme in SACSA's history: leadership often develops through professional relationships, mentorship, and a willingness to get involved.

A Perfect Storm

At the time, SACSA faced multiple challenges. Membership had declined to about 200, financial reserves were dangerously low, and the organization remained heavily dependent on annual conference revenue. Compounding these concerns, the next conference was scheduled in a region with limited SACSA membership.

“It wasn’t just concerning,” Dr. Kladivko reflected. “It was existential.”

The situation also recalled an earlier period of organizational strain, when a tragic national event placed significant pressure on professional associations and conference-based organizations. That experience left a lasting lesson on organizational vulnerability. With financial reserves low and membership declining, stability began to erode quickly.

By the early 2010s, membership had declined, participation had waned, and administrative systems had failed to consistently support retention. Over time, these issues accumulated, gradually weakening the organization’s infrastructure and prompting renewed attention to its long-term sustainability.

Stewardship Snapshot:
Membership. Financial stability. Volunteer leadership. Institutional partnership. These became the pillars of SACSA’s renewal.

Leadership in Action

What followed was a coordinated effort in collaborative leadership.

Dr. Kladivko examined the organization’s systems and identified a key issue: membership renewals were not functioning as intended. Some individuals who believed they were active members were no longer on the membership roster due to lapsed renewals. She systematically corrected the records and restored membership, rebuilding both the database and professional connections.

Dr. Neufeldt drew on her background in enrollment management to rethink membership as requiring ongoing recruitment and engagement, not just annual renewal. She introduced recruitment strategies, strengthened institutional outreach, and more intentionally aligned conference planning with engagement and growth. Together with colleagues and a broad network of volunteers, they strengthened both operations and participation.

One notable adjustment was partnering with host institutions to support and sponsor conference events. What began as a cost-saving measure evolved into a consistent practice that reduced expenses while increasing engagement and strengthening institutional connections.

At the same time, expenditures were reviewed more closely across the organization. Travel was reduced, processes were streamlined, and operational decisions were made with greater attention to cost and necessity.

The result was a noticeable shift in organizational practice and culture.

Rebuilding Community

Yet the recovery was never solely about finances.

At its core, SACSA’s strength lies in its people and the relationships that turn conferences into communities and colleagues into lifelong collaborators.

Leaders spoke of being “brought in,” of finding a sense of belonging through mentorship and shared purpose. They described SACSA as a place where professionals could return, even after years away, and immediately feel at home.

This became central to the organization’s renewal. Growth was not just about increasing membership; it was about sustaining a culture of inclusion, mentorship, and care.

Lessons in Stewardship: A Charge to the Future

Looking back, both leaders emphasize a single, enduring truth: sustainability is not self-perpetuating. Sustaining the organization required attention on multiple fronts: financial planning, membership maintenance, and the ongoing work of reinforcing organizational culture.

“Nothing can be taken for granted,” Dr. Neufeldt reflected. “Not the numbers. Not the mission. Not the people.”

They both also underscore the unique nature of SACSA as a volunteer-driven organization. Without the infrastructure of larger associations, its success depends on individuals who step forward, not for recognition, but for responsibility.

A Legacy That Endures

Today, SACSA stands stronger. Its membership revitalized, its finances stabilized, and its mission evolving to meet the needs of a new generation. The association has been secured by the vision of leaders who recognized the stakes, the dedication of volunteers who carried the work forward, and a shared belief that SACSA was worth saving.

For SACSA, this is more than history. It is a call to stewardship for those who inherit this legacy and for those who will shape what comes next.