“This year’s award recipients reflect the very best of ������Ƶ’s commitment to global engagement,” said Nick Gozik, dean of global education. “Through their leadership, service, scholarship and care for others, they help create a campus culture where internationalization is not simply an aspiration, but a lived experience. Their efforts strengthen our community and remind us that global education is essential to preparing thoughtful, engaged citizens in an interconnected world.”

Courtney Smith, senior associate director of financial aid, received the staff award for her outstanding support of study away students. Her work, particularly in the area of financial aid and literacy, has played an important role in helping students thousands of students access global opportunities and navigate the financial aspects of studying away.

“Courtney’s contributions have been pivotal to the university’s efforts to make international experiences more accessible and manageable for students,” said Allegra Laing, executive director of global programming.

Jeff Carpenter, William S. Long Professor and professor of education, received the faculty award in recognition of his leadership in global education, including as chair of the Global Education Curriculum Committee; support and leadership of overseas programs, including the joint GEC/Dr. Jo Watts Williams School of Education program in New Zealand; and strong record of scholarship and teaching with a global focus. It was noted that Carpenter’s work as a teacher educator, scholar and mentor has helped strengthen ������Ƶ’s global learning environment, and his teaching overseas reflects a sustained commitment to international and intercultural education.

Huria Tahiry, recipient of ������Ƶ’s Commitment to Democracy Scholarship, received the international student award for her contributions to ������Ƶ’s campus community since arriving in fall 2022. Tahiry has served as an International Student Ambassador and has been involved in the Muslim Student Society, Eco-Reps, the Asian Pacific Student Association and other campus organizations. She also founded Caravan Club focused on Central Asian countries and culture, worked as an environmental justice intern and served as a SOC analyst for the Information Security Office. In addition, she is president of Women in Computer Science (WiCS).

Most recently, Tahiry worked with campus partners to bring Habiba Sarabi to ������Ƶ, helping foster dialogue about the global impact of Afghanistan’s ban on women’s education and the ongoing fight for educational rights and gender equality. Denise Teeters, director of international students, said Tahiry stands out not only for her accomplishments but for her character, noting that she is consistently among the first to offer support to others.

“Her presence has made a meaningful and lasting impact on our campus, and we are stronger because of her,” Teeters said.

Mya Lee received the Study Away Student Award for exemplifying ������Ƶ’s commitment to global learning through academic excellence, leadership and meaningful engagement abroad. An Odyssey Scholar, Global Ambassador and student-athlete, Lee brings a thoughtful and inclusive perspective to global education.

“Mya’s study abroad experience in Florence further reflected her dedication to cultural exchange, learning and community, while inspiring her peers through her leadership and engagement,” said Danthon, program coordinator.

One of those teams, purchasing & technology, shows how sustainability can fit naturally into the work people already do by working towards 1) reducing the campus printing footprint by digitizing self-service options and encouraging electronic resources, 2) sourcing technology that uses environmentally conscious best practices and manage its lifecycle responsibly, and 3) educating and engaging the campus community about sustainable technology practices.

Those strategies might sound complex, but the team says most of the work builds on existing processes and collaborations. Adding sustainability often means asking one more question or making one small adjustment.

“We regularly partner with purchasing on contract management and business agreements,” said Pat Donohue, one of the team leads and the university’s deputy chief information officer. “Adding a request for sustainability transparency from our vendors is a natural improvement of existing processes to align with university strategic objectives.  This is an example of how bold strategy can often be a minor adjustment in organizational behavior.”

Patrick Schwartz is the assistant director of procure to pay at ������Ƶ and one of the team leads for the purchasing & technology implementation team. He added, “Just by being part of this team, the collaboration between our two departments was already strong, and it strengthens every day.”

When IT evaluates vendors, the team already asks about data security, storage and compliance. Now, they also ask vendors to disclose their carbon footprint and energy consumption. It is a simple step that helps ������Ƶ make informed decisions about the products and services it uses.

In addition, Schwartz said the purchasing team can see the purchasing trends on the backend and, leveraging their strong relationship with IT, work together to assure that vendors are providing products to campus that are environmentally and fiscally sustainable and responsible.

Collaboration creates momentum

Collaboration has been key to success. Conversations about sustainability often uncover other opportunities to improve processes, strengthen partnerships and share resources.

Edith Smith shared one of those ideas. She serves as a purchasing agent at ������Ƶ and is a member of the purchasing & technology implementation team. She worked with Amazon to ensure that the first products displayed when employees search for a product are those that have sustainable qualities. In addition to this, Smith and others are looking into ways to encourage the university to increase its partnership with local vendors to reduce environmental impact and support the local economy.

“It can be difficult to put a list of vendors together for a campus with decentralized purchasing, but for me, it’s important to ask how we can encourage our colleagues on campus to use local vendors more regularly and to work with vendors that will cut emissions,” said Smith.

“The focus on sustainability gave us a framework to accelerate improvements we were already pursuing,” said Donohue. “It has been a clear example of how bringing together diverse mindsets with a shared purpose can improve service delivery, streamline business processes and create long-term value for the university.

Schwartz agrees with this sentiment and adds that the team is educating people to consider which sustainable products are offered by vendors.

“None of us can do this work on our own,” he added.

Fiscal responsibility meets sustainability

One of the most significant changes was extending the lifecycle of university-owned laptops and desktops to five years.

“We ensure an extended lifecycle by applying updates and doing necessary maintenance on the equipment throughout its usable lifecycle,” said Rebecca Black, director of campus technology support and member of the purchasing & technology implementation team.

When the lifecycle of the technology ends for us, it goes through a chain of disposal through an agreement with ethically responsible vendors, who repurpose the equipment or its components.

“The equipment we recover doesn’t just go into a waste facility. It has another, purposeful life afterward,” she added.

Donohue added that the proceeds from selling depreciated equipment is reinvested to subsidize advanced support of ������Ƶ computers.

“This benefits our community through faster repairs and maintenance while allowing campus technology support specialists to focus on high-value service delivery than hardware break/fix efforts. It’s a win-win,” he said.

The same principle applies to reducing the number of printers on campus. Fewer devices mean less energy consumption and less paper use, but the change also reflects a cultural shift. Convenience often competes with sustainability, and the team acknowledges that change takes time.

“There’s a fine line between doing what’s easy and convenient and making an extra, impactful effort towards sustainability,” Beck said. “We’re in the moment where this is a necessary priority.”

Schwartz added, “This is one of the best examples of how our work aligns together. We evaluated paper processes on campus and moved purchase card request forms and Adobe signatures to digital processes.”

In addition to the paper and cost-savings, Schwartz and Smith say that these processes also simplify and better organize employee workflows.

“When we thoughtfully scale technology resources in ways such as consolidating printers and encouraging digitization, we also reduce costs and free-up resources that can be reinvested into new innovations that benefit the university,” Beck said. “These efforts will also help us operate more efficiently and enhance the quality of services for our ������Ƶ campuses.”

About the Sustainability Master Plan

The Boldly ������Ƶ Strategic Plan calls on ������Ƶ to “Engage the campus in sustainable practices to become carbon neutral by 2037 – invest in renewable energy, reduce campus energy consumption 20 percent, purchase offsets to make the global study program carbon neutral and continue to build LEED certified buildings – and prepare students to lead lives that build a sustainable future.” The 10-year Sustainability Master Plan 2025 is a roadmap for that bold commitment.

Acorn Academy was awarded a five-star rating by the North Carolina Division of Child Development and Early Education following a comprehensive evaluation of the program. The on-site child care and early learning facility opened in August 2025 and has expanded to offer a summer camp, classrooms for pre-schoolers and backup care.

The rating affirms the care, intention and dedication that define Acorn Academy. “Earning a five-star rating required consistent commitment from our entire team, ongoing professional development, strong classroom practices, thoughtful curriculum implementation and a shared belief in doing what’s best for children,” said Cherelle Sharpe, head of school for the child care facility.

Jason Husser, professor of political science and public policy and director of the ������Ƶ Poll, said, “������Ƶ cares about people being able to work while not worrying about whether their child is safe and growing and learning.”

Sharpe said that, for families, the rating provides reassurance that their children are in a program that prioritizes safety, growth and meaningful relationships every day. Children are learning and growing in a nurturing, high-quality environment designed to support their development.

“Children deserve the highest quality care during their most critical developmental years,” said Sharpe. The new child care benefit for employees offers excellence in early childhood education that supports children’s growth and the families’ peace of mind.

“When parents know their children are safe, valued and thriving, they are better able to focus on their work and responsibilities with confidence,” added Sharpe.

Ty Goss, program assistant for Arts and Music, says that having an onsite child care facility eases the burdens of drop-off and pickup times to the work commute. “Just knowing that [my daughter is] right across campus… I can focus on my work knowing that she is safe.”

Acorn Academy offers both year-round child care and early learning for ages six week to five years and summer camp for ages five through 12 during ������Ƶ’s Planning Week. Visit the to learn more and enroll.

Longtime ������Ƶ administrator Jeff Stein was reintroduced to the campus community this winter as the university’s new chief integration officer and executive vice president. A key advisor to ������Ƶ President Connie Ledoux Book and a member of the university’s senior staff, Stein will collaborate with students, faculty and staff to support the creation of a fully integrated institution through the merger of ������Ƶ and Queens University of Charlotte. Stein, who built a career at ������Ƶ and later served as president of Mary Baldwin University, answered questions about what drives his work and why he is excited for the historic merger.

Who is Jeff Stein and what are his responsibilities as ������Ƶ’s chief integration officer and executive vice president?

I’m a product of this community — a passionate advocate for students and access to mentored opportunities that empower students to launch great lives. For 21 years, ������Ƶ provided me the opportunity to work in and out of the classroom with students, faculty, staff, alumni, families and local communities to design the residential campus, community-based learning, Jewish Life, Boldly ������Ƶ and more. This community has always supported [my wife] Chrissy and me and our kids, and I’m thrilled to be back to help guide this innovative merger.

You led the development of the Boldly ������Ƶ strategic plan. How will that experience help inform your work in Charlotte and what are effective ways to build strong relationships and develop trust during this type of organizational change?

It’s all about listening. The voices of thousands of students, faculty, staff, alumni, ������Ƶ families and local community members were needed to shape the Boldly ������Ƶ strategic plan. Similarly, the Queens and ������Ƶ communities — your questions, your ideas and your values — will be integral to shaping the future of the merger.

What are some of the pleasant surprises you’ve encountered as you’ve begun your role in Charlotte?

It’s been fun to reconnect with the ������Ƶ community and to begin getting to know members of the Queens community — smart, talented and dedicated faculty and staff, who put students first and believe in engaged and mentored learning. Charlotte is full of top-notch restaurants, arts, breweries, sports and rapidly expanding industry. Come visit ������Ƶ’s beautiful Tremont building (thank you Holly Hodge and Jenny Gonzalez), and we’ll show you around South End or Uptown.

What does success look like at ������Ƶ and at Queens one year from now?

Back in 2022, as part of Boldly ������Ƶ implementation, a group of us on the regional learning centers team worked to identify Charlotte as the next location in ������Ƶ’s national campus work — for students, community, alumni and ������Ƶ’s brand.

What’s exciting about how this groundbreaking merger accelerates that work — and the reason people all over the country are watching — is that two strong, world-class, student-centered institutions are engaging to expand opportunities for students, and for and with Charlotte.

While much of the next year’s tasks are regulated by guidelines from the federal government and accreditors, our success will come from planning for integration of our operations and services, imagining new opportunities for undergraduate and graduate students, and developing relationships across ������Ƶ and Queens.

������Ƶ dedicated a bench in memory of longtime employee Rena Leath on Thursday, Feb. 26, 2026.

Leath worked at ������Ƶ for 30 years, starting as a dining hall supervisor and then moving to Environmental Services. On Thursday, she was remembered as “dedicated, reliable and deeply kind,” as friends and family gathered for the dedication in the Collonades, between Story Hall and Moffitt Hall.

“She made others feel cared for, seen, and respected, often without words — simply through the way she moved through her work,” said Rev. Kirstin Boswell, university chaplain and dean of multifaith engagement, who led Thursday’s dedication. “Rena was not only a devoted member of this campus — she was a woman whose life was shaped by love, joy, and connection outside of these walls. She loved to travel, to be with friends, and to gather with her family around meals, stories and laughter. She understood that joy is a practice, and she embraced it fully.”

Raymond Fletcher, senior director of facilities management, acknowledged how many lives Leath touched in her work at ������Ƶ. Friends and loved ones also shared words of remembrance during the dedication, describing Leath as someone who “left a little bit of light wherever she went.”

“This bench is more than just a place to sit, it’s a place to pause, reflect, and remember her kindness, her laughter, and her generous heart,” said Nicki Elliott, a friend of Leath’s and a distribution services associate with ������Ƶ’s Environmental Services. “I hope that everyone who stops here will feel even a small part of the warmth and love she gave so freely.”

• Granted tenure to: Douglas Jurs.
• Granted tenure and associate professor to: Heather Barker, Dan Burns, Nicholas Bussberg, Yanica Faustin, Keshia Gee, Jeanine Hill, Katrina Jongman-Sereno, Dinidu Karunanayake, Waseem Kasim, Travis Maynard, Drew Peabody, Travis Phillips, Jonathan Poquette, Devin Proctor, Tony Reyes, Ilyssa Salomon, Alex Traugutt, Elizabeth von Briesen, Khirey Walker, and Long Xia
• Promoted Rosa Newman and Srikanth Reddy to associate professor.
• Promoted Adam Aiken, David Bockino, Oliva Choplin, Jennifer Hamel, Chris Harris, Heidi Hollingsworth, Baris Kesgin, Patricia Perkins, Federico Pous, Chris Richardson, Andrea Sinn, Tracey Thurnes, Jen Uno, Kate Upton, Scott Windham, and Rena Zito to full professor.
• Promoted Binnan Gao, David Moura, Brittany Riggs, Jacob Rutz and Staci Saltz-Spieker to associate teaching professor.
• Promoted Polly Cornelius, Paula Patch, Randy Piland, Clay Stevenson, Amanda Tapler and Marna Winter to teaching professor.
• Promoted Shaunta Alvarez and Alison Van Norman to associate librarian.

• Continuance in a continuing track appointment was approved for Russ Dailey and Jeanmarie Koonts.
• Continuance in a teaching track appointment was approved for Larry Cantwell, Micah Daw, Richard Dutton, Emily Elrod, Devon Hawkins, Jeremy Hohertz, KC Kasserman, Laura Lacy, JP Lavoie, Mena Marino, Craig Morehead, Ben Murphy, Scott Oakes, Jasmine Powell, Karen Wirth and Deidre Yancey.
• Continuance in a continuing appointment was approved for Ellen Cline.

Royal’s office is warm and welcoming and offers a window into her past, present and future. Her space honors the values she carries and the people and milestones that have shaped her journey.

Royal serves as ������Ƶ’s associate director of the Center for Race, Ethnicity, & Diversity Education, where she brings faculty, staff and students of all backgrounds together through workshop facilitation and mentorship.

After graduating from ������Ƶ in 2017 with a psychology degree, Royal taught fourth and fifth grade at a charter school in Washington, D.C., where she discovered her favorite part of teaching was building trust with students and their families and supporting their academic, social and emotional growth. In 2021, she returned to Alamance County and reconnected with ������Ƶ staff she had worked with as a student.

As an undergraduate, Royal worked four years with the dean of students and three years with CREDE, sung in the ������Ƶ Gospel Choir and served as an executive intern in admissions. She proudly displays her ������Ƶ graduation cap framed in her office next to one she wore from her master’s graduation at George Washington University.

These experiences, along with others in childhood, shaped Royal’s understanding of self and built her confidence. At age nine, she became the youngest person in North Carolina to earn a black belt in karate and later won national championships in sparring. Royal’s mother enrolled her in the sport when she was only four years old and it proved to be an outlet for her to develop and grow when her mother tragically passed when Royal was only five.

Royal’s formative years instilled in her a dynamic understanding of relationships, families and identity, all of which she leverages in her work today.

Royal offers members of ������Ƶ’s community workshops, mentorships and events that help others grow their self-confidence and understand their values. She offers a variety of workshops to help students, faculty and staff identify and understand the core and unique identities each participant holds.

“Participants are offered an hour in their day to think about who they are and how they show up in spaces,” she said. “These moments are hard to come by and are so rewarding.”

Royal is also a passionate mentor and a champion of student success, as evidenced by her collection of photos in her office.

One student she is currently working with is Madison McCrainey ’26, a cinema and television arts major.

“Throughout every interaction, Simone has been someone who has encouraged me to be more involved within the Black community and pushed for me to become more confident,” McCrainey said.

Royal said that many of her connections with students have extended past their graduation. “I love continuing relationships with students from undergrad to postgrad. I think it shows how strong the relationships are and how mentorship can be carried over through the years.”

Blake Mobley ’27, a sports management major, is appreciative that Royal is someone he can confide in and who can keep him grounded. Royal is someone he could look up to as a professor in the 1010 class, an ������Ƶ alumna and a former member of Greek life.

“Simone has helped and guided me and was one of the first people to really listen to how I was feeling and what I had to say,” he said. “She will never truly know the positive impact that she has had on my college experience and on my life.”

Royal says that people are more similar than different and that it is her mission to open the door for everyone to feel comfortable sharing their heritage, culture and personal self.

“We all are here to help each other in some way or format,” she said. “I want to contribute to making the world a greater place to live in.”

Black History Month

As part of Black History Month, ������Ƶ is sharing stories through Today at ������Ƶ that highlight Black students, faculty and staff who actively contribute to a campus environment where cultural histories and identities are celebrated year-round. In February, ������Ƶ is also recognizing the month through a series of events and programming.

The transition planning phase reflects a clear institutional decision and does not represent an immediate change to how courses are taught or delivered. Moodle will remain fully supported; no Spring 2026 courses are affected, and no action is required from faculty or staff at this time.

Why now?

Over the fall semester, Teaching and Learning Technologies, in partnership with academic and IT colleagues, conducted a comprehensive review of the university’s learning management system. That process included open forums, surveys and structured feedback from more than 125 faculty and staff members and more than 400 undergraduate and graduate students.

The evaluation highlighted the importance of adopting a learning management system to support current and evolving approaches to learning and engagement.

Beginning the transition planning now allows the university to move forward deliberately, ensuring the transition is well supported and aligned with ������Ƶ’s broader commitment to engaged learning and student success.

Why Canvas?

Canvas was selected following a careful review of faculty and student input, market analysis and platform capabilities.

“This decision was guided by the needs and hopes of our faculty and students,” said Rebecca Kohn, provost and vice president of academic affairs. “Our community asked for a system that is reliable and flexible; one that can adapt to diverse approaches to teaching and learning. Canvas emerged as the platform that best aligns with those priorities as we look ahead.”

What this means and what’s next

As planning moves forward, a few key points may be helpful to keep in mind:

• Moodle remains fully supported through the transition.
• No action is required from LMS users at this time.
• No change will be made to how courses are taught or delivered for Spring 2026.

Teaching and Learning Technologies will lead the transition process in close partnership with academic and IT colleagues. TLT will coordinate training, support and future communications, ensuring faculty, staff and students have clarity and guidance well in advance of any changes.

As details take shape, including a clearer transition timeline and answers to frequently asked questions, TLT will share updates with the campus community. Additional information is expected before March.

“Transitioning to a modern, user-friendly platform like Canvas supports engaged learning and student success,” said Kelly Reimer, senior director of Teaching and Learning Technologies. “Our goal during this early phase of work is to establish a strong foundation for both the technical transition and how we will support faculty and students in ways that minimize disruption to teaching and learning.”

Faculty engagement & Next Steps

Faculty involvement remains central as the transition planning continues. Opportunities for faculty engagement, support and training will be communicated by Teaching and Learning Technologies as plans are refined.

“As a member of the LMS evaluation project team, I was grateful for the quantity and depth of feedback we received from colleagues and students,” said Eric Bauer, faculty fellow for technology and assistant professor of biology. “I’m excited to see how my colleagues creatively use the many new tools within Canvas to make their classes even more engaging and easy for students to navigate and look forward to exploring with them the possibilities of the new LMS.”

The transition to Canvas will be implemented over time, with ongoing communication and support as the university moves through the next academic year.

For the past 12 years, the Faculty/Staff Health & Wellness Clinic has organized a challenge for ������Ƶ employees each fall to walk a set distance of miles to build community, have fun and win prizes. A spring challenge was recently added. Each challenge is themed and, in fall 2025, the theme was, “Let’s Go Racing ������Ƶ 200,” inspired by NASCAR.

The challenges are organized by Belinda Day, wellness coordinator for the Faculty/Staff Health & Wellness Clinic. She loves coming up with new themes for the challenges and being creative with the prizes.

“I do the Fall and Spring walking challenge because it keeps me moving, keeps me accountable and reminds me to take time for myself amidst the hustle and bustle of daily life,” she said.

Day added that the challenge provides employees an easy way to practice wellness, both mentally and physically. She coordinates with leadership to schedule the challenges and to ensure the events are aligned with overall wellness goals to foster a more active and engaged work environment while fostering team collaboration and reducing stress.

“I put on the spring and fall walking challenge to give our employees a simple, fun and accessible way to support their health, reduce stress and stay connected as a team.”

-Belinda Day, wellness coordinator for the Faculty/Staff Health & Wellness Clinic

In spring 2025, the walking challenge theme was “Grand Slam Tennis,” which saw a similar number of walkers participating in teams. This year, 118 teams out of the 151 who entered completed 180 cumulative miles. An additional 71 teams finished the challenge with each team reporting a minimum of 360 miles walked.

“It’s a fun and simple way for everyone to step away from their screens and connect with each other,” said Day. “Plus, I love seeing how these programs not only improve physical health but also build a sense of community in the workplace.”

A new walking challenge will be announced during the spring semester.

Auxiliary Services at ������Ƶ is raising the bar for professional excellence through the achievements of Carrie Ryan, assistant vice president for auxiliary services, and Chad Conville, director of auxiliary services. Both recently earned the Certified Auxiliary Services Professional (CASP) credential from the National Association of College Auxiliary Services.

For Ryan and Conville, the certification recognizes years of experience and a commitment to continuous learning.

“Earning the certification was a great way to challenge myself and measure my experience and abilities gained over nearly 18 years in Auxiliary Services,” Conville said.

“With 23 years in higher education, earning the CASP designation is a meaningful milestone,” said Ryan. “CASP is the premier certification in our field, recognizing expertise in operational

excellence, strategic leadership and student-centered services. It reflects my commitment to advancing ������Ƶ’s mission through innovative and student-focused operations.”

Ryan said the certification process deepened her understanding of campus operations and strengthened relationships that shape ������Ƶ’s student experience.

“It brings value to the work we do and helps us see where we can deepen the work we’re already doing,” she said.

Since earning the credential, she has developed a departmental vision grounded in the theme “One Team, One Purpose,” while also adopting five value pillars for Auxiliary Services: excellence, connection, progress, pride and leadership. These new values guide and align Auxiliary Services to the university strategic plan and strengthen partnerships with athletics, admissions, student life, Loy Farm and more.

“You can work for a partner, you can work at ������Ƶ, but ultimately we are here for one reason: the students,” 

-Carrie Ryan, assistant vice president for auxillary services