The introductory meeting, to be held via Zoom on April 24, will focus on relationship-building and information sharing between the two student government associations. Conversations will include a discussion of how both associations are structured, how often they meet, and how they represent student interests on their campuses.

Leaders will also exchange perspectives on campus traditions, highlighting the events and experiences that define student life at each university. The discussion is expected to begin the process of identifying opportunities for honoring and sharing those traditions across both communities.

The meeting is serves as an early step in aligning student leadership efforts.
Michael Swartz ’27, president of 51±¬ÁÏÍø’s Student Government Association, and Jessica Paredes ’27, president of Queens University’s Student Government Association, answered questions this week in the lead-up to their first meeting.

The duo described their expectations ahead of the conversation and the role of student leadership in shaping what comes next for students on both campuses as the merger progresses.

Describe the role you envision for your Student Government Association as both universities begin to merge operations over the next several months.  

Michael Swartz: I see SGA as being an important bridge between the decisions happening at the highest levels of the university and Elon students. Students sometimes feel a little uninformed, and at both institutions, SGA can be a part of that solution, as well as sharing with administrators and faculty what students think.

Jessica Paredes: The role I envision for Queens University’s Student Government Association is to reflect our motto of “Not to be served, but to serve.” I want to help lay the foundation of service so that when we progress in our relationship with Elon, it goes beyond our campuses into our cities.

Can you share some of the ideas you’ve heard from classmates when they’ve talked about the merger that excite you as a student leader?  

´³±ð²õ²õ¾±³¦²¹: One of the things that I’ve heard from my peers that really excited me is the possibility of being able to take classes on either campus. I think this is an awesome idea that can allow for even more networking, career and friendship opportunities for both Queens and Elon students. Another idea that is exciting is being able to cheer for Elon’s football team! Through organized field trips to Elon’s campus, Queens students can support a team they have close ties to!

Michael: There’s a lot of curiosity I hear from friends and peers. They’re thinking about locations and spaces and potentially taking classes at a different location or pursuing their degree in a place that might make more sense, whether that be in Charlotte for Elon students, or for Queens students in Charlotte to come to Elon. Having options, I think, is a new, valuable asset.

What opportunities for collaboration between the SGAs do you already see that you want to explore first?  

Michael: It makes sense to not plan any huge steps this first year. We’ll want to start a little smaller and think about how we can interact via Zoom, like we’re doing Friday, and really meet the people that are spearheading the change on our campuses. Going from there, hosting retreats together and getting connected in person as soon as possible is a great idea.

´³±ð²õ²õ¾±³¦²¹: Between Queens University’s SGA and Elon’s SGA, I foresee collaborative opportunities such as creating new traditions, whether that is taking regularly scheduled trips to each other’s institutions, hosting joint listening sessions for all students and inviting each other to participate in select board of trustee meetings so that they are hearing from both student populations.

What are the most important qualities or traits of your campus culture that may be important for the other SGA to understand when you work together?

²Ñ¾±³¦³ó²¹±ð±ô: A lot of things at Elon are relationship-driven. I’m thinking about our small class sizes. That’s probably not unique to Elon, but it’s something that is so defining about the student experience here, having those connections. Understanding how involved students are in a lot of different things is also important. Many students don’t have one passion or place where they spend all their time. They’re involved in many activities and in diverse parts of campus.

´³±ð²õ²õ¾±³¦²¹: Queens is unique in the connections it has with its community and throughout the city of Charlotte. I think it’s very crucial to understand that Queens is career readiness driven. Our SGAs can discuss what our jobs are when it comes to connecting Elon students to Charlotte, and Charlotte to Elon.

Define ‘success’ in the context of collaboration. Where do you want your SGAs to be a year from now? 

Michael: For me, success means things feeling more normal than they do now, and this merger not being something that’s happening to students, but something that they’re a part of. I think that collaboration a year from now will also feel more natural.

´³±ð²õ²õ¾±³¦²¹: Success to me looks like being on the same page, and everyone feels their ideas have been heard or even acted on! I want Queens University’s SGA to be in a space where our student body feels confidence and pride in being a part of our mission. I hope the same thing goes for Elon.

A fun question to end the interview: What might surprise your SGA counterpart to learn about you? 

´³±ð²õ²õ¾±³¦²¹: I am a very open book and have built connections with most of the people in our SGA. However, I think a surprising thing about me is that I am always learning from them. The President title bears a lot of weight, but if it weren’t for the Senate showing up and giving new perspectives, my job would be way less fun.

²Ñ¾±³¦³ó²¹±ð±ô: I’ve been on the Queens campus more times than I can count because my mom went there as a student and she currently works there in their advancement department. I spent my childhood traveling from Davidson, North Carolina, to Charlotte, hanging out around Queens and seeing it grow in its own way before I had any idea at all I was going to end up at Elon. I used to say that I didn’t want to go to a school where my mom works. It’s funny that, one way or another, that happened.

The event, “� will take place on May 6 at 6:30 p.m. in Charlotte, North Carolina and is hosted by the Martha and Spencer Love School of Business.

The session is open to the public and designed for working professionals interested in strengthening their data and analytics skills in a rapidly changing environment.

The program will focus on how AI tools are being used to move from raw data to usable insights more efficiently. Attendees will be introduced to practical approaches for working with data, building simple visualizations and generating summaries using tools such as ChatGPT, Power BI and Claude.

Participants will also explore how different prompting approaches can influence results, highlighting the role of prompting in shaping analysis, interpretation and communication.

Designed as an introductory, application-focused session, the program offers a practical look at how AI is being incorporated into workflows across analytics, strategy and operations roles, and how professionals can begin to build these capabilities in their own work.

Participants are encouraged to bring a laptop to follow along during the session.

The session will be led by Mustafa Akben, assistant professor of management and director of artificial intelligence integration, in collaboration with Elon AI.

The two-day experience is designed to connect alumni working across the commercial real estate industry with students preparing to enter the field, creating space for insight, mentorship and conversation around how the industry is evolving.

The Summit begins Thursday, April 16, from 7 to 9 p.m. with a Kick-Off Reception at Hi-Wire Brewery. Programming continues Friday, April 17, beginning at 8:30 a.m. at the Elon Charlotte Center, located at 330 W. Tremont Ave., with a keynote from Nicole Young, managing director and head of CRE portfolio management at Wells Fargo.

Throughout the day, attendees will engage in alumni speed networking and interactive discussions exploring key areas shaping the industry, including capital markets, development, asset management and major property sectors, along with broader trends across multifamily, industrial, office and retail markets. The day also includes opportunities for students to connect directly with alumni and gain perspective on navigating real estate careers across changing market cycles.

The Summit concludes with an applied AI workshop led by Assistant Professor of Finance Thibaut Morillon, highlighting how machine learning and generative AI are being used in real estate analysis, underwriting and day-to-day workflows.

The event, “Charlotte’s Next Competitive Edge: Decision Intelligence,� will take place on April 15 at 6 p.m. at 330 W. Tremont Ave in Charlotte, North Carolina and is sponsored by the Martha and Spencer Love School of Business’ MSBA Flex program in Charlotte.

The conversation will focus on how AI is moving analytics from insight to action, and how organizations are adapting in response. Attendees will gain a clearer understanding of how AI is being used in practice, how roles and workflows are evolving, and what skills are becoming more important in a rapidly changing landscape.

Panelists include:

• Su Dong, associate professor of management information systems
• April Frazer ’03, CFO for Corporate and Investment Banking at Wells Fargo
• Eric Fender, enterprise transformation executive at Truist
• Danielle Nashold ’04, enterprise data, AI and data science technology strategy at Bank of America
• Derek Gould ’14, chief growth officer at Home Solutions

Designed as a candid and grounded conversation, the panel will highlight real-world examples, emerging challenges and the tradeoffs organizations are navigating as they integrate AI into decision making.

The program will include moderated discussion segments on analytics and judgment, organizational change and workforce readiness, followed by an audience Q and A.

This year’s group is the largest in the program’s history. Elon doubled the size of its physician assistant class from 38 to 76 students, growing its capacity to prepare clinicians for communities across North Carolina and the Southeast.

The expansion reflects a broader transformation in graduate eduction underway at 51±¬ÁÏÍø. From classrooms on the main campus in Alamance County to new opportunities in Charlotte, graduate education is evolving with intention and purpose.

Guided by the Boldly Elon Strategic Plan, university leaders are investing in
programs where student interest intersects with societal need — strengthening health sciences, business, counseling and legal education while positioning Elon to serve both emerging professionals and working adults seeking new pathways.

That growth builds on more than 40 years of momentum. Elon launched its Master of Business Administration in 1984, followed by a Master of Education in 1986. Graduate offerings expanded into the health sciences with a Master of Physical Therapy program in 1997, which became a Doctor of Physical Therapy in 2003. The university established its School of Law in downtown Greensboro in 2006. Today, that trajectory continues with strategic expansion in fields
experiencing high demand.

“Pursuing growth now allows us to serve regional needs while also staying true to our tradition of innovation and student-centered academic excellence,� says Allie Duffney, dean of graduate admissions.

A Changing Landscape

Elon’s growth reflects broader shifts across higher education.

“We’re seeing a decline in the traditional college-age population, so expanding strong graduate programs allows Elon to serve new learners while staying centered on our undergraduate mission,� says Rebecca Kohn, provost and vice president of academic affairs.

According to the Council of Graduate Schools, applications and enrollment in health professions, counseling, data science and business analytics programs remain strong in recent years. “Health care, law and behavioral health professions are facing sustained shortages across North Carolina and the Southeast,� Duffney says.

Several graduate programs are expanding to Elon’s National Campus in Charlotte, where students can learn, intern and network alongside major health systems, corporations, nonprofits and courts in a major metropolitan area.

“Growth in Charlotte allows Elon to design graduate education aligned with workforce needs and to support interprofessional collaboration and community partnerships,� says Veronica Marciano, associate professor, founding chair and program director of physician assistant studies in Charlotte. “It creates space to innovate across disciplines and opportunities for involvement in system expansion and workforce development.�

Recent and planned expansions include increasing the cohort size in the PA program on main campus; launching a second PA program, a full-time law program and Master of Science in Business Analytics Flex Program in Charlotte; introducing a Master of Science in Clinical Mental Health Counseling program; and expanding graduate certificates designed for working professionals.

A Critical Call for Health Care

In response to nationwide demand for physician assistants, Elon expanded its cohort size from 38 to 76 students in January. The program remains committed to engaged learning, hands-on clinical practice, close faculty mentorship and access to diverse, high-quality rotation sites.

Elon plans to matriculate an inaugural PA class on the Charlotte campus in January 2027, pending accreditation-provisional review by the Accreditation Review Commission on Education for the Physician Assistant (ARC-PA).

“Establishing a PA program rooted in Charlotte directly supports workforce needs by preparing highly trained clinicians who understand the local health care landscape and are invested in serving this community,� Marciano says. “Our goal is not only to educate excellent clinicians, but to meaningfully support and strengthen the health care ecosystem in Charlotte.�

That responsiveness also shaped the Master of Science in Clinical Mental Health Counseling, which plans to welcome its first cohort in fall 2026 on Elon’s main and Charlotte campuses.

“Mental health care is no longer optional; it is essential,� says Judy Folmar, interim program director and chair of the clinical mental health counseling program. “Communities across North Carolina and the nation are facing rising rates of anxiety, depression, trauma and substance use while the supply of licensed counselors has not kept pace.�

Delivered in a 21-month accelerated hybrid format, the 60-credit program is designed to equip graduates for licensure while combining academic preparation with extensive clinical experience.

“The growth of graduate education at Elon reflects both institutional momentum and a commitment to workforce relevance,� Folmar says. “What excites us most is the alignment between Elon’s engaged-learning ethos and the preparation of advanced practitioners.�

Skills for a Changing Economy

As organizations accelerate digital transformation and integrate artificial intelligence technologies, demand continues to rise for professionals who can translate data into strategic action.

“Organizations are undergoing rapid digital transformation and increasingly rely on data and AI to make faster, higher-stakes decisions,� says Mark Kurt, associate dean for the Martha and Spencer Love School of Business. “The MSBA Flex Program in Charlotte equips working professionals with applied analytics and AI skills plus the leadership and ethical frameworks needed to translate data into responsible, measurable business outcomes — without pausing their careers.�

Built on the same STEM-certified core as Elon’s full-time MSBA, the flex format is designed for working professionals and emphasizes AI-informed entrepreneurship.

Pursuing growth now allows us to serve regional needs while also staying true to our tradition of innovation and student-centered academic excellence. — Allie Duffney, dean of
graduate admissions

“Faculty and leadership are actively refining the curriculum, building stronger employer partnerships and adapting quickly to changes in the business and analytics landscape,� says Elon alum Craig Brandstetter ’25 g’25. “That flexibility and openness to feedback mean the program can stay relevant and cutting-edge, rather than being locked into outdated structures.�

Alongside degree programs, Elon is also expanding stackable graduate certificates designed for working professionals. Certificates in health care analytics and operations excellence can serve as stand-alone credentials or pathways toward an MBA or MSBA.

The Office of Continuing and Professional Studies recently launched its second cohort of an AI certificate for professionals, delivered fully online to provide practical AI fluency grounded in ethical application.

Expanding Access to Legal Education

Elon Law has built a national reputation for experiential, practice-ready legal education. In 2024 the law school expanded its presence in Charlotte through the part-time Flex Program for working professionals and place-bound students seeking an in-person J.D. in North Carolina’s largest city.

That program quickly gained momentum, reflecting strong regional demand and Elon Law’s established ties to the Queen City, where nearly 10% of its alumni live and work. Elon has applied to the American Bar Association to begin a full-time law program in Charlotte in fall 2027.

“We already have strong relationships there through our programs and alumni,� says Zak Kramer, dean of the School of Law. “The legal community’s embrace of our Flex Program students confirmed that. A full-time program will allow our graduates to learn alongside Charlotte lawyers, build networks and launch careers there.�

Together, Greensboro and Charlotte position Elon’s School of Law as a statewide presence while maintaining the relationship-rich model that defines the institution.

Looking Ahead

As higher education evolves, graduate education is becoming an increasingly important part of the university’s future.

“The heart of Elon will always be our undergraduate liberal arts education,� Kohn says, “but we are strengthening and growing our graduate programs to meet changing societal and workforce needs.�

From Alamance County to Charlotte and beyond, Elon is expanding opportunities for graduate students to learn alongside health systems, businesses and legal institutions across the region. Those programs are preparing the next generation of physician assistants, counselors, analysts and attorneys to serve the communities that need them most.

In the past week, administrators and staff from Queens traveled to Elon for a day of meetings and tours, the integration team members from both organizations met on the Elon campus, and admissions leaders welcomed counselors from across the country for a joint fly-in experience that included both campuses.

At the same time, excitement around Queens’ first Division I NCAA Men’s Basketball Tournament appearance has drawn national attention and engagement from students, alumni and fans, with media focus on the historic run of success by members of the Royals men’s basketball team in its first year of eligibility.

Together, these moments reflect steady progress as both institutions continue building relationships, sharing information and preparing for a combined future.

Daylong Visit Strengthens Campus Connections

Administrators and staff from Queens, representing a dozen offices and divisions, made day trips to Elon on March 18 and 19 for presentations, lunches and one-on-one conversations with their counterparts.

For the March 18 visit, the Queens team was comprised primarily of staff who had not yet visited the Elon campus. The group arrived mid-morning by bus and began with a welcome in the Great Hall of Sato Commons. An admissions presentation offered an overview of Elon’s student experience before guests departed for guided campus tours.

The group reconvened at noon for lunch in the McEwen Dining Engagement Space, where conversations focused on shared priorities and institutional strengths. Afternoon meetings with Elon colleagues provided time for more focused discussion across divisions.

Queens Staff Reflections on Their Visit to 51±¬ÁÏÍø

• “My visit to Elon was truly inspiring. There’s a clear, shared passion for student success there that mirrors our own at Queens. I’m excited to see how our collaborative efforts will drive exceptional outcomes for our students.â€�
  Angela Tsuei-Strause
  Executive Director, Vandiver Center for Career Development
• “Seeing the beautiful campus and hearing the story of success was not the best part of the visit – the best part was meeting my new colleagues in Accounting, Payroll and Purchasing. Elon and Queens have so much in common and after visiting today my head is full of ideas about how staff at each campus can support each other to meet the challenges facing higher education.â€�
  Donald F. Barton
  Controller, Finance Office
• “This visit affirmed that the future of higher education is strongest when collaboration leads, grounded in shared innovation, renewed efficiency, and a deep commitment to the health and well-being of the whole person in a globally connected community.â€�
  Kristin Tokić
  Assistant Director for International Student Services
  Myrta Pulliam Center for International Education

A Counselor Fly-In to Elon and Queens

Elon hosted high school and independent counselors from across the United States in an annual program intended to broaden knowledge and awareness of the university’s unique academic attributes and its brand promise for students and families.

In addition to presentations by academic leaders and tours of campus facilities, this year’s experience included a visit to Queens for nearly two dozen counselors who work with students to identify which colleges are right for them.

Evan Sprinkle, 51±¬ÁÏÍø’s dean of undergraduate admissions, said that expanding the counselor program to include a visit to Queens was only natural given the interest families have expressed in the planned merger.

“A lot of people are curious,� Sprinkle said. “There are questions we’ve received since it was announced and it only made sense to include Queens on an expanded itinerary. When we complete our merger, there will be lots of opportunities on both campuses that might encourage counselors to send applicants our way.�

Counselor Reflections on Their Fly-In Experience

• “This visit is important to understand the merger and to get a sense of what both campuses feel like and what it will look like as they come together. It always helps to be in a place, look people in the eye and ask them questions. I’m excited to have a chance to see the Queens campus up close again. I’ve been there before, and I have students who are there. And my early impressions of Elon’s campus are that it is amazing. The community is big, but also very caring, and you can see there has been a lot of investment in facilities.â€�
  Jessica Hardy
  Director of College Counseling
  Charleston Collegiate School – Johns Island, South Carolina
• “It’s valuable to get your feet on the ground and see what’s actually happening on campus. It gives you the chance to understand the school so you can share it accurately with students. One thing that really surprised me was how many specialized programs are available in communications, nursing and other majors, and that students can pursue a lot of different interests here. And we’ve heard about the (Elon-Queens merger) but we wanted to understand what it will look like and what it means for students. Getting that level of detail has been helpful.â€�
  Marissa Margosian
  Associate Director of College Counseling
  Severn School – Severna Park, Maryland

Celebrating Selection Sunday in Style

Not even the rain could dampen the enthusiasm at Queens on March 15 when a crowd of more than 1,000 students and fans packed Curry Arena for an NCAA Men’s Basketball Selection Sunday Celebration.

Dressed in navy and gold, supporters of all ages shared in the electric energy, enjoying food and refreshments while waiting for CBS to reveal the bracket on a massive 23-foot screen.

The crowd erupted in cheers when it was announced that the No.15 seed Queens Royals would face No. 2 seed Purdue University Boilermakers in the first round of the West region of the NCAA Tournament. The game will take place Friday, March 20, at 7:35 p.m. ET at Enterprise Center in Saint Louis.

Students are invited to the Trexler Student Center for an on-campus viewing party featuring food, games and prizes. For alumni and fans across the country, the action will be broadcast live on truTV.

Additionally, official have been organized in Charlotte, Raleigh, Atlanta, Charleston, Washington D.C., and New York City to ensure that Royals fans can cheer together from coast to coast.

For the latest information regarding Queens’ historic NCAA bid, visit

Reaffirming the university’s community impact, Cureton noted that Queens’ nearly 170-year history has positioned it as an important resource for the Queen City, supplying the skilled talent needed to fuel rapidly growing industries like healthcare, finance and tech.

Following Cureton’s remarks, Co-chair of the SOAR Strategic Planning Committee and McColl School of Business Dean Denise Rotondo moderated a dynamic discussion with a panel of Charlotte’s top business leaders. The conversation featured strategic insights from Reggie Willis (Ally Financial), Vonda Huss (Brighthouse Financial), Margi Vagell (Lowe’s), and Kinneil Coltman (Advocate Health/Atrium), focusing on the evolving needs of the regional workforce and how the Elon | Queens merger can continue to cultivate a stronger talent pipeline for the region.

The panel showcased the strategic corporate relationships Queens has cultivated with the city, specifically highlighting the Charlotte Talent Initiative (CTI). Through unique partnerships with Ally Financial and Lowe’s, this cohort-based program drives economic mobility by providing diverse students from the community with full educational funding and comprehensive professional development — including specialized coursework, internships, and executive mentorship.

During the session, panelists drew on their career experiences to share “lessons learned” from navigating complex corporate mergers and structural shifts. Highlighting a local success story, Huss detailed her firsthand experience collaborating with the McColl School’s Center for Leadership and Executive Education (CLEE). As a dedicated hub for professional growth, CLEE expands Queens’ footprint in the graduate and executive sectors by providing high-impact, practitioner-led leadership development designed for today’s evolving business environment.

Sourcing local talent is a plus for Vagell, executive vice president of supply chain and integrated resource planning at Lowes. She emphasized the importance of being able to “lean into our own community when it came to education� and stressed a desire to “keep the talent local, and at the same time partner with academic excellence.�

The panel discussion ended by highlighting the “Queens connection” that permeates Charlotte’s executive ranks. Willis shared a unique personal tie, noting that both he and his father are alumni of the McColl Executive MBA Program. Underscoring the university’s workforce presence, he shared that more than 50 of his colleagues at Ally Financial are Queens graduates or have completed various certifications through the university.

After the panel, members of the SOAR Strategic Planning Committee and the Integration Team broke into planning workshops followed by lunch in McInnes Parlors in Queens Hall. After lunch, work sessions continued with a report-out of the day’s accomplishments.

As the merger progresses toward regulatory approval, including submission for accreditation from the Southern Association of Colleges and Schools Commission on Colleges (SACSCOC), several core themes have emerged to guide the path forward. These include a commitment to collaborative decision-making and a continued dedication to creating strong academic offerings designed to respond to the evolving needs of the region’s professional community.

The strategic and integration teams are continuing to meet weekly, with more in-person visits planned for the spring.

will recognize Book on March 6, 2026, at the organization’s annual Change Makers Conference, where Book also will deliver remarks during a luncheon fireside chat with CEO LaToya Faustin ’04 G’10.

Book was named the 2026 award honoree for her leadership in higher education and her commitment to creating systems that include high-quality child care that support working families, equity and access.

Under Book’s leadership, in 2025 the opened on campus in Alamance County to provide high-quality child care for university employees. Book said at the Acorn Academy ribbon-cutting ceremony that she aims for Elon to be an employer of choice known for an environment where families of employees thrive.

That philosophy is part of what She Built This City wished to recognize with its 2026 award.

“(President Book’s) work demonstrates what is possible when leaders invest in people and build institutions where individuals can thrive,� the nonprofit shared in its January announcement on Facebook. “We hope her example inspires the construction and trades industry to follow in her footsteps and create workplaces that support families, opportunity, and long-term success.�

Book has expressed gratitude for her honor and praises She Built This City for the important work at the heart of its mission.

“Organizations like She Built This City are showing what real progress looks like by opening doors for women in the trades and building the conditions that allow them to succeed,� Book said. “One of the most important of those conditions is safe, accessible child care, which is essential infrastructure for working families. When institutions and employers recognize that reality and act on it, we create opportunities that strengthen entire communities.�

A daylong visit to Elon’s campus in Alamance County on Feb. 13, 2026, brought together representatives from both institutions to advance conversations centered on the academic, operational and cultural framework of a merged university. Combined, the integration team and the SOAR Strategic Planning Committee are composed of nearly 80 members.

In welcoming remarks, 51±¬ÁÏÍø President Connie Ledoux Book thanked participants for their leadership in what she described as a historic effort. While expressing confidence in the regulatory path ahead, she emphasized that the real work extends beyond approval.

The goal, she said, is to ensure the merger “advances both of our institutions and fulfills the hopes and dreams and aspirations that we have.�

Book framed the integration as an opportunity to build new pathways for students, pointing to recent program expansion at Elon and the power of launching new academic initiatives. “It’s this reminder that we can bring to life a vision, that we can build a future, and that future can create meaningful educational opportunities for deserving people,� she said.

Participants responded to her invitation to describe their feelings about the merger in a single word: “Hopeful,â€� “energized,â€� “invigorated,â€� “proud,â€� and “curiousâ€� echoed across Turner Theatre inside 51±¬ÁÏÍø’s School of Communications.

Book also shared insights from conversations with business leaders experienced in mergers, outlining three principles she said are essential for organizational success: relevance, reputation and clear reward for engagement. Those ideas, she explained, will inform how the combined institution positions its academic programs and community partnerships moving forward.

Acknowledging Queens’ history — which traces its roots to the Presbyterian Institute for Women — she noted the importance of honoring a legacy that expanded educational opportunity, particularly for women, in Charlotte. “It’s on my mind, but it’s also in my heart,� Book said of preserving that mission while building something new together.

Leaders from both institutions have said the merger aims to create a stronger, more comprehensive university serving students across the region, while maintaining a commitment to academic excellence, community engagement and student-centered learning.

Book emphasized the value of in-person connection in building trust and shared purpose. “Visiting somebody in their home is how you get to know them,� she said. “Welcome to our home.�

Following campus tours, a panel conversation on 51±¬ÁÏÍø’s signature experiences, and a group lunch in McEwen Dining Hall, members of both teams broke into subcommittees for deeper discussion on questions and possibilities within focus areas such as operations and systems, engaged teaching and learning, the undergraduate campus experience and student life, access and opportunity, and corporate and community partnerships.

Work was centered on the ideation of bold, creative ideas about what becomes possible through the merger.

The SOAR committee plans to present a preliminary list of ideas to the universities’ boards of trustees at their springtime meetings as a midpoint check-in. A final compendium of the best ideas and concepts is expected by July 1.

Faculty, staff, and administrators from 51±¬ÁÏÍø will travel to the Queens University of Charlotte campus on Feb. 27 for the next in-person gathering of the two teams.

Hosted by the Physician Assistant Studies and Clinical Mental Health Counseling (CMHC) programs, the event emphasized a shared commitment: both physical and mental health are essential to overall well-being. As Elon expands its graduate health programs in Charlotte, both programs are intentionally preparing practitioners who understand the value of whole-person care and collaborative practice.

Robyn Wolkofsky, assistant professor of physician assistant studies, opened the event and welcomed guests to campus. Assistant Professor of Physician Assistant Studies Lavette Shirley shared updates on the continued development of the PA program and its focus on preparing clinically strong, patient-centered providers. Judy Folmar, chair and interim program director of the CMHC program, spoke about the region’s growing mental health needs and the importance of training counselors who are equipped to address these with competence, compassion, and cultural humility.

In addition to program information, attendees enjoyed refreshments and participated in Valentine’s Day–themed crafts and wellness activities designed to reduce stress and reinforce the connection between physical and mental health. The gathering created space for meaningful conversation about student preparation, clinical partnerships, and the future of integrated healthcare in the Charlotte region.

As both programs prepare to welcome future cohorts, events like this help build strong relationships with prospective students and clinical supervisors who play a vital role in training the next generation of healthcare professionals.