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 Elon 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 Elon 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 Elon 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 Elon 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 Elon campuses.”

About the Sustainability Master Plan

The Boldly Elon Strategic Plan calls on �þ��� 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.

Here are my Phoenix Five tips for the week ahead:

Cheer on the Phoenix – Elon Athletics Calendar

Spring is a great time to cheer on your classmates as they compete on the court and the field. Visit the for all the details about competitions coming this week:

• Men’s Basketball vs. UNCW – Tuesday, March 3, 7 p.m., Schar Center
• Lacrosse vs. High Point – Thursday, March 5, 5 p.m., Rudd Field
• Women’s Soccer vs. Appalachian State – Thursday, March 5, 7 p.m., Rudd Field
• Baseball vs. North Carolina A&T – Friday, March 6, 4 p.m., Saturday, March 7, 2 p.m., and Sunday, March 8, 1 p.m.,  Latham Park
• Softball vs. North Carolina A&T – Friday, March 6, 4:30 p.m., Saturday, March 7, 2 p.m., and Sunday, March 8, 1 p.m., Hunt Softball Park
• Men’s Soccer vs. Belmont Abbey – Friday, March 6, 7 p.m., Rudd Field
• Men’s Tennis vs. Georgia State – Saturday, March 7, 1 p.m., Jimmy Powell Tennis Center
• Women’s Basketball vs. UNCW – Saturday, March 7, 7 p.m., Schar Center
• Men’s and Women’s Tennis vs. South Carolina State – Sunday, March 8, 1 p.m., Jimmy Powell Tennis Center

Reminder: OnTrack Contact Info Review (March 2-31)

We hope to never need to reach out to your emergency contact, but when we do, it’s important we can connect with them quickly. Beginning Monday, March 2, when you log in to OnTrack, you’ll be prompted to review your contact and emergency information as part of a new twice-yearly process to help ensure your information is updated and accurate. You can complete the process immediately when prompted or choose Skip for Now and return later.

Elon Wind Ensemble Carnegie Hall Preview

Wednesday, March 4, 7:30 p.m., Alumni Gym

The Elon Wind Ensemble will be making their Carnegie Hall debut next week. But before they go, you can hear them perform a special preview concert featuring conductor Jonathan Poquette and solo guitarist Carey Harwood. Don’t miss this exciting evening of music!

Elon Day 2026

Thursday, March 5, ALL DAY

Elon Day is THIS Thursday! That means food, games, prizes and activities all day. Check out how you can celebrate the university’s annual day of giving:

• Check out the schedule .
• Wear maroon and gold! Get 10% off spirit apparel and gifts in the Barnes & Noble �þ��� Bookstore and online (code: THANKYOU26), including on clearance items.
• Post about #ElonDay on social media.
• Follow SUB on IG to “Phind the Phoenix.” Win the scavenger hunt to get a Phoenix bobblehead AND give $200 to the campus fund of your choice!

Stay tuned for more information throughout the week.

“Roots & Horizons” Spring Dance Concerts

Friday, March 6, 7:30 p.m., Saturday, March 7, 2 p.m. & 7:30 p.m., and Sunday, March 8, 2 p.m., McCrary Theatre, Center for the Arts

Experience the Spring Dance Concert, inspired by the Akan concept of Sankofa, meaning “to go back and get it,” which emphasizes the importance of learning from the past to move forward. The show features work choreographed by women and performed by Elon students. Tickets are free to Elon students.

Currently, many teams manage leave in various ways. Some teams use spreadsheets, some use email and all processes include retroactive entry in OnTrack. This updated approach encourages planning when possible, which will create shared expectations between employees and supervisors, and improve how we communicate about time off across departments.

While time away cannot always be planned, this new tool makes it easier for employees to be proactive and collaborative with their leave planning and reporting. The goal is to reduce ambiguity, strengthen coordination and build confidence in how time off is submitted, reviewed and tracked.

Employees and supervisors will use OnTrack to request and approve time away. Requests will be submitted and tracked in a single, consistent system, helping ensure that time away is visible, timely and clearly understood by everyone involved.

This process is designed to support:

• Thoughtful planning between employees and supervisors
• A shared understanding of time-off timelines
• Coordinated scheduling that supports team operations
• Confidence in how time away is managed across the university

Time off matters — for each of us, for our teams, and for the way we work together. By using a consistent, transparent system to plan time away, teams can communicate more easily, and employees can feel confident and supported whenever they need to take time off.

Janet Williams, vice president for finance and administration and chief financial officer

Training and support

Elon is committed to ensuring staff are supported throughout this transition. Leading up to the January and February launches, Human Resources is offering multiple training options to help employees and supervisors engage with the new process and feel informed and prepared. Staff can explore:

Step-by-step training guides – Currently available in document form and coming soon to a centralized page on the HR website. Direct links will be shared in upcoming campus emails.

Video walkthroughs of the process in action

• Bi-Weekly-Paid Staff Video Walkthrough is coming soon

Live training + Q&A sessions

• Supervisors
  • Wednesday, Dec. 10 at 10:00 a.m. – Register + Add to Calendar
  • Monday, Dec. 15 at 2:00 p.m. – Register + Add to Calendar
• Monthly-Paid Staff
  • Wednesday, Dec. 10 at 2:00 p.m. – Register + Add to Calendar
  • Monday, Dec. 15 at 10:00 a.m. – Register + Add to Calendar
• Bi-Weekly-Paid Employees: Sessions coming in January

“We understand that adjusting to something new takes time, ” said Melissa Clodfelter, associate vice president for human resources and chief human resources officer. “Our focus is on making this feel manageable and supportive, whether that means walking through it together in training, or giving you tools you can use on your own terms.”

Missed the preview sessions?

Employees can still watch the Nov. 12 sessions and submit their thoughts:

Feedback from pilot and preview participants has already shaped training materials, and every additional voice helps strengthen the experience.

Questions

For questions at any time, contact hr@elon.edu or visit the .

For the administrators who are assessing the facilities and technology of both campuses, that work also has forged new friendships since September’s announcement of the intended merger. What began as a daunting assignment quickly became an opportunity for Brad Moore and Kenitra Horsley to learn from one another and imagine what a combined institution might offer its students.

Both leaders describe the sprint team as a place where intense work has produced genuine connections. They’ve spent weeks comparing systems, walking campuses, studying student needs and exploring the physical and technological foundations that define their respective universities.

In the process, Moore – �þ���’s associate vice president for facilities and chief facilities officer – and Horsley – chief of staff and chief information officer at Queens – developed not only professional insight but a shared sense of possibility.

As the members of both boards of trustees continue to review the terms of the definitive merger agreement, which is expected to be finalized before the end of the calendar year, a recent conversation with Moore and Horsley offers a look at what it means to merge two complex organizations and how collaboration can spark both practical solutions and a new vision for what the future could hold.

Can you share very briefly your responsibilities with the sprint team and what you’ve discovered since September in this role?

Kenitra Horsley: We’ve been delving into the inventory of tools and technologies on both campuses to better understand our learning environments and overall campus landscapes. What I’ve discovered is that each institution uses many applications and technologies, which is very common in higher education. However, we’ve found very little overlap in the actual tools we use. Some of that may be due to scale, evaluation processes, or campus size, but the result is the same. We’ll need to look closely at each application to decide what’s the right and best fit for the merged institution.

Brad Moore: The other members of the sprint team have been focused on people — students, faculty, and staff — and on purpose: the transformation and education of students. Kenitra and I have been focused on place. That includes the physical campuses but also how the campuses operate, whether that’s technology, auxiliary services, campus safety and police, facilities or grounds. We’ve learned that some things we do very similarly and some we do very differently. It’s been a good exercise to stop, pause, and look at what we do, why we do it that way and whether there’s a better way.

Why are these discoveries valuable in the early stages of the merger?

KH: Our goal is to have a thriving merged institution. That means understanding our environments and how we enable �þ��� and learning. Our spaces, campus safety, technology and auxiliary services are all support components that help the institution thrive and deliver programming. It’s important that we have clear sight lines on our environments and how we can advance them.

BM: I would say the same. Our missions are similar, and people thrive when their basic needs are met: shelter, food, security, and safety. When we provide that experience, students can focus on their studies and well-being. It’s important to figure out what’s working and what’s not. Through this process, we’ve seen things that are working well, things we can learn from each other, and things we can improve moving forward.

What might people not immediately recognize about the role of facilities and technology in the success of a university campus?

KH: Brad said it best. When people have the resources and environment to support them, they’re able to grow and do the exploration and transformation we want for our students.

BM: The campus fosters community and encourages enrollment. It’s a powerful tool for delivering the mission and vision of a university. At Elon, we often say we all work for admissions — and the campus is a key player. There are students at both institutions who say “I chose Queens” or “I chose Elon” because of the beautiful campuses. This is not by chance. Leaders at both institutions have invested in the grounds and buildings knowing the importance of the campus in enhancing the student experience.

KH: I’d echo that. In my role as interim VP for enrollment, I’m acutely aware that technology, dining, and campus services shape the very first impressions prospective students have. Their ability to connect easily, enjoy quality dining options, and experience a positive visual environment all directly influence both enrollment and retention.

Can you talk more about how campus systems are most visible when there’s a hiccup, but invisible when everything works as it should?

KH: Exactly. In the technology space, name recognition isn’t always a good thing—if people know your name, it could mean something isn’t working and they’ve had to call you more than once. The best technology supports the work without becoming the focus. As we merge the campuses, our focus is ensuring the experience feels seamless to the entire community. It’s a job where success often goes unnoticed, because when everything works without disrupting your day, that’s the real win.

BM: That applies to facilities, too. You get calls when there are issues. Fortunately, we work with a campus community that also recognizes and appreciates the efforts to ensure that things work well.

What is the importance of the work you’re doing on the sprint teams for both campuses, independent of its impact on the merger process?

BM: It’s a great question. This is a good way to assess the work we’re doing. We’re all so busy that we’re constantly sprinting, both for the merger and in our daily jobs. Sometimes you have to stop and ask, “Am I going in the right direction?” This has helped us do that.

KH: The real benefit is understanding how space impacts the student experience and whether we’re maximizing our spaces to their optimal level. It’s unbiased discovery — having conversations and sharing things we may not have talked about in a long time. You may have something in the back of your mind, but daily responsibilities prevent you from pausing to consider it.

BM: Being on Queens’ campus allows me to provide a third-party perspective on the campus. And the same is true when they visit our campus. That’s been helpful for identifying first impressions and the factors that drive enrollment and retention.

What’s one thing you’ve discovered about the other campus that’s an innovative solution or idea you hadn’t considered before?

KH: The one innovative solution that impressed me is the solar flower outside Elon’s engineering space. It was born out of a student project — creativity and exploration that produced a real solution. It’s impactful for sustainability, and it made me think more intentionally about sustainability in the context of facilities. Working alongside Brad has helped me look at these elements more holistically, considering not only what we can bring but what our students can create through their work.

BM: There’s a lot I’ve learned working with Kenitra and the sprint team. Queens has strong connections to Uptown Charlotte and the businesses there. Their campus is different from ours. It’s more landlocked and compressed. They think about expansion upwards, where we have space to grow outward. Comparing those approaches has been interesting and beneficial for both institutions.

One final question to help the community understand who you are on a personal level: do you have a favorite Thanksgiving tradition as we head into the holiday season?

KH: For me, it’s cooking and baking. My husband loves to fry turkeys, and I love to bake. For Thanksgiving, we make cakes and fry turkeys for friends and our church family. Leading up to Thanksgiving, we’ve fried as many as 5-6 turkeys and an equal number of cakes. It’s always fun.

BM: I don’t know that we have a particular tradition, but I love this season—the gathering of families, making memories, pausing, reflecting, and being thankful for our blessings. The food is great and trying new recipes is fun, but it’s really a time to stop, reflect, and make memories with your family.

�þ��� is making an important update to this fall, shifting from elonu-secure to eduroam, a trusted wireless network used by thousands of colleges and universities across the US and around the world.

This transition will provide the same secure and reliable connection the campus community is used to, just under a new name. Faculty, staff and students can begin connecting to eduroam now and should make the switch before elonu-secure is retired after December 2025.

“My transition with eduroam was seamless,” said Melissa Clodfelter, associate vice president for human resources and chief human resources officer, who used eduroam regularly at Wake Forest University before joining Elon. “When I arrived at Elon, it connected automatically. It was one less detail to manage during onboarding and provided a sense of familiarity during my transition.”

“I first used eduroam while I was studying abroad in Australia,” said Chloe Berkowitz-Pereyra ’26. “I didn’t have a choice while I was at the University of the Sunshine Coast —it was the only option— but it worked great. When I came back for J-Term, my phone and laptop immediately connected to Elon’s eduroam, which I didn’t even know existed at the time. I remember my MacBook acted a little funny, so I restarted it, and I haven’t had any problems since.”

To ensure a smooth experience, users should remove (“forget”) elonu-secure from all their devices before connecting to eduroam. This step helps prevent conflicts between networks and ensures devices connect automatically when on campus or visiting other .

In addition to local convenience, eduroam extends Elon’s connectivity globally. Members of the university community can securely log in at more than 10,000 participating institutions worldwide without needing new passwords, portals or required setup.

“I first used eduroam while visiting other universities for conferences,” said Robert Johnson, director of event and space management. “Once it was activated at Elon, I appreciated experiencing it with fresh eyes. It’s a small change, but it makes a big difference in how easily we can move, connect, and collaborate across institutions.”

Elonu-secure will be deactivated after December 2025, with eduroam becoming Elon’s primary Wi-Fi network starting in January 2026. Devices that can’t connect to eduroam, such as smart TVs, smart sticks, gaming systems, or printers, should continue , which provides the same fast, secure network connection for those devices.

If you have questions or need help connecting, contact the Technology Service Desk at (336) 278-5200 or .

The goal of this project is to create an open-source model for developing research data infrastructure for small Emerging Research Institutions (ERIs) who aspire to grow their research enterprise from both sponsored programs and research productivity perspectives. Project objectives include: 1) Creating interactive tools like a Research Publications Dashboard and a Sponsored Programs Dashboard for informed decision-making, 2) Developing a Forecasting Model to predict institutional return on investment through sponsored programs, and 3) Providing customizable tools for adapting the open-source data model. The design will integrate with the institution’s existing databases, providing a comprehensive view of research productivity and funding activities.

An open-source model reduces start-up costs and technical skill requirements, benefiting small ERIs. Data output from the dashboards will be incorporated into the forecasting model, integrating historical data and real-time inputs. Unlike generic models, this forecasting model is specifically designed to address the unique challenges and opportunities faced by small ERIs. The model will be created by University of San Diego and then validated through partnerships with peer institutions (Elon and Pepperdine University), ensuring credibility and knowledge sharing. It is designed to be scalable and adaptable, supporting long-term strategic planning and aligning research priorities with funding trends.

Doug Purnell and Scott Sawyer will be working with Hall on this project.

Gary Sheehan, �þ���’s information security director, has been named president of the newly formed Piedmont Area Chapter of the , a global organization dedicated to promoting cloud security best practices.

The chapter, which joins CSA’s Triangle and Charlotte chapters as one of three in North Carolina, will serve as a regional hub for education, collaboration, and leadership in secure cloud computing. Sheehan’s appointment expands his leadership in the national cybersecurity community and elevates Elon’s presence in the evolving landscape of cloud and information security.

“This opportunity supports Elon’s broader commitment to digital safety, innovation, and collaboration,” said Sheehan. “As our systems and data continue to live and grow in the cloud, Elon’s involvement in these national conversations helps ensure that our approach to cybersecurity remains forward-thinking, community-driven, and rooted in industry best practices.”

The CSA is the world’s leading organization focused on defining and raising awareness of best practices to ensure a secure cloud computing environment. It brings together experts from industry, education and government to provide research, training, and community support, including one of the most widely adopted cloud security certifications worldwide.

As chapter president, Sheehan will:

• Build and grow regional membership 
• Promote cloud security awareness and education in the Piedmont region
• Lead community events and training programs
• Encourage professional development and collaboration across sectors
• Represent Elon in a broader network of IT and cloud security leaders

“I’m looking forward to building new partnerships with professionals across the region, and bringing that knowledge and perspective back to Elon,” Sheehan added. “Strong communities are what make strong security possible.”

The Piedmont Area Chapter will host its inaugural meeting on Sept. 10, welcoming members from across higher ed, industry and government.

Started by Rene Jackson, former PACE director and the Student Professional Development Center career advisor) over a decade ago, senior student employees take turns sharing reflections on their journey and the impact their supervisor has had on their experience.

Supervisors of student employees wear many hats. They guide, encourage and challenge students to grow professionally and personally, all while managing a wide range of responsibilities within their departments. Their influence often extends far beyond the workplace, leaving a lasting impact on students’ lives.

Excellence in Student Supervision Award

This year’s dinner introduced the inaugural Excellence in Student Supervision Award, honoring supervisors nominated by student employees for exceptional mentorship and leadership.

Nominated by student employees and selected by a committee of campus staff/faculty members, this award recognizes outstanding supervisors who go above and beyond in their mentorship and leadership.

The first recipients of the award include Nicole Bergen, the program assistant for the Kernodle Center for Civic Life; Jeana Schickedantz, program assistant in the English Department and Justin Nichols, Microsoft power platform developer.

Their student nominators shared messages about the impact of these staff members:

• “I leave work every day feeling like I’ve learned something new.”

• “Her presence in my life throughout my college career has been invaluable and a mentorship I will take with me for the rest of my life.”
• “She is instrumental in breaking down barriers… a tremendous leader of her students.”

A Seamless, Secure Experience

The new DIAM system gives faculty, staff, and students a single, secure way to access university services by centralizing account management across digital platforms.

This upgrade makes managing accounts easier while enhancing security to protect personal information and prevent unauthorized access. By consolidating identity management, users will have faster, more secure access to the tools and resources they need.

“We don’t expect anyone to notice any major changes at launch, but this sets the foundation for significant improvements over the next year,” said Alan Allred, information security engineer. “This is just the beginning. We’re laying the groundwork for a digital experience that’s smoother and more secure than ever.”

Improved �þ��� Services

This system makes onboarding easier for new students and employees while improving digital access at every stage—whether you’re a student, employee, retiree or alum. With behind-the-scenes improvements, this upgrade minimizes tech-related issues, making it easier for everyone to work, teach and learn without disruptions.

Additionally, the system strengthens security during transitions, such as when someone moves from student to employee or employee to retiree, ensuring that access is updated appropriately to protect university data. These updates keep Elon aligned with higher education industry standards and best practices for digital security while making everyday interactions with campus technology more seamless.

A Collaborative Effort

The successful launch of the new Identity and Access Management is the result of years of planning and collaboration across multiple departments. Elon’s IT experts, campus administrators and information security specialists worked together to design a system that prioritizes both digital security and ease of access, ensuring a consistent frictionless process for faculty, staff and students.

Looking Ahead

As Elon continues to evolve, the new Identity and Access Management system will be a foundation for future innovations in security, efficiency and ease of access. Soon, new self-service features will make it easier than ever to reset passwords, request guest accounts and manage access independently—putting more control in the hands of campus users.

In the coming months, more updates will be shared about the specific services being enhanced and how they will improve everyday workflows for faculty, staff and students. After rollout, this system will keep evolving, introducing new tools that strengthen security and make digital access more efficient across the campus.

“This system is an exciting step forward in our mission to create a more secure, efficient, and user-friendly campus environment,” said Allred. “It will empower our community to focus on what matters most—learning, �þ��� and research—while we handle the technical details behind the scenes.”

Departments will receive communication ahead of their transition to ensure faculty and staff are fully prepared for the change. Additional details on timelines, features and improvements will continue to be shared as the project moves forward.

“We’re seeing signs that GenAI really can reduce some of the repetitive and tedious work from IT to the classroom,” said Michael Miller, an executive partner for higher education from Gartner. “In fact, it’s one of the most robust areas where it’s showing significant impact. AI is something that people everywhere are talking about, excited about and investing in. This gives folks in IT an opportunity to expand the conversation about technology in general, explore how others are using it and collaborate on ways it can be improved.”

Gartner’s predictions for how AI will evolve include 75% of businesses using generative AI to create synthetic customer data by 2026, using AI will be 30% more energy efficient by 2028 and 1/3 of generative AI interactions will not need human intervention by 2028 as GenAI action models will increase (). Specifically in education, “autonomous agents can offer personalized learning experiences and adapt �þ��� methods to the needs of individual students” ().

The AI action continued after the presentation, as IT members had the opportunity to try different tools that focused on research, learning activity design, productivity and more. Planned and facilitated by Claudia Sparks, associate director of Enterprise Solutions, and Dhvani Toprani, assistant director of Learning Design and Support, the expo included tools such as , , , , (Research) and .

“Gen AI tools are filled with infinite possibilities, so we are interested in understanding how others use these tools. The Expo felt like an excellent opportunity to give us a look into our campus partner’s world of AI.”

–Dhvani Toprani, assistant director of Learning Design and Support

“You don’t know what you don’t know, so the goal was to unlock that door and provide an avenue of deeper understanding,” Toprani said. “Everyone’s engagement made the expo so much fun, and it was delightful to see everyone’s excitement about the possibilities of AI tools.”

“The IT staff are gaining professional skills in using AI to support our campus community while exploring how they can support �þ���, learning and university operations,” said Christopher Waters, associate vice president of Information Technology and chief information officer. “We also wanted the team to explore how AI is integrating into Elon’s current technology offerings, which can, almost seamlessly, improve the efficiency and effectiveness of work already happening at Elon. This includes the chatbot, which every employee and student can access securely and freely when logged in using their Elon ID.”

“In response to the campus interest surrounding AI, we are thrilled with the number of campus members who applied for and received AI Grants through Technology at the end of the previous academic year,” said Waters. “We have formed a community of practice that will allow us to collaboratively explore the efficient and responsible use of AI across departments, ensuring the security of Elon data while enhancing our operational processes.”