Integration Teams Explore Academic Alignment in Merger Discussions

As Sprint Team leaders from Queens University of Charlotte and Elon University dive deeper into merger integration discussions, an in-depth examination and comparison of academic program offerings is moving forward.

Four members of the merger Sprint Team are focused on academics, with two co-leads looking broadly at academic affairs and two others focused on graduate education. With continued progress each week, the co-leads report that several themes are emerging that represent exciting possibilities for students, faculty, staff, and the Charlotte region.

Complementary Strengths Will Create a Strong Merger

One of the reasons the merger is both bold and innovative, the sprint team leaders say, is the similar strengths that the two institutions bring to the table:

• Both universities are committed to transformative education, teaching excellence, and exemplary student outcomes that are grounded in a liberal arts tradition.
• Each university maintains a strong focus on high-impact practices that go beyond traditional classroom teaching and create new ways to engage students. An example is Queens’ emphasis on intentional career preparation, which includes internships and professional development curriculum. Similarly, Elon has an ELR (experiential learning requirement) that requires students to put ideas into action.
• Both organizations have received national recognition for excellence in education. Elon has been ranked best in the nation for undergraduate teaching for five consecutive years, while Queens has a nationally recognized general education program and longstanding John Belk International Program, which, unlike most institutions, covers the majority of costs for study abroad experiences.

“Queens and Elon have complementary strengths – distinctive in their own right, but strengths that can build on each other when combined,” says Sarah Fatherly, chief operations officer and provost & vice president for academic affairs at Queens. “Elon brings operational excellence, a strong resource base, and a diverse portfolio of programs. Queens brings a strategic location, a legacy of business and community leadership, and unique programs like Music Therapy, Interior Architecture and Design, and Creative Writing. We see a lot of synergies in these strengths.”

A Broader Portfolio Creates Student Opportunities

Queens and Elon share many popular academic programs, such as biology and finance, but there are also unique, highly regarded programs that help bolster a combined academic portfolio – including Music Theatre (Elon) and Music Therapy (Queens).

The Sprint Team leaders have talked with faculty who see potential synergies in the potential alignment of academic calendars and opportunities for the exploration of interdisciplinary courses. Elon, for example, has a Winter Term that could create study abroad, research, and other immersive opportunities for students.

“What excites me most about this potential merger is the opportunity it creates to build upon the strengths of both institutions – not only expanding our academic programs, but also enhancing what we can offer students,” said Jennifer Platania, associate provost for academic affairs and associate professor of economics at Elon. “As a merged institution, we can provide access to resources neither campus could offer alone, from the rich professional and cultural opportunities of an urban location to expanded lab, studio, and production spaces that support creative and hands-on learning. Equally inspiring is the potential for collaboration among our faculty – bringing together outstanding teacher-scholars who can innovate in research, teaching, and learning in ways that deepen the transformative experiences we both value.”

Graduate Education is a Strength

In addition to undergraduate synergies, academic leaders have identified potential for enhancements to graduate studies, especially in envisioning a robust selection of program options. Right now, Queens and Elon have only a few graduate programs in common, and Charlotte is projected to generate more than 30% of the state’s job growth by 2032, with business, health, and law as the biggest growth opportunities. Broadly, graduate enrollment continues to grow nationally, but Charlotte confers fewer graduate degrees compared to peer cities like Raleigh/Durham/Chapel Hill and Atlanta.

“I don’t think we can overstate what an enormous opportunity this is,” said CJ Eubanks Fleming, faculty in psychology and chair of Elon’s Department of Human Service Studies. Fleming also holds a two-year appointment with Elon University’s senior staff as Faculty Administrative Fellow. “We get to think big and create the best possible slate of graduate programs that will be highly relevant in today’s marketplace. At the same time, we’re helping to build a community of students in Charlotte interested in advancing their education and making an impact within their organizations. It’s also a huge win for our own Elon and Queens student populations who are interested in graduate school.”

Through informal surveys, leaders discovered that nearly a quarter of Queens seniors with interest in graduate school are already eager to enroll in programs that Elon offers. An even larger percentage of Elon seniors interested in graduate study say that having a Charlotte location would make them more likely to stay with Elon for graduate school.

This is the type of collaborative opportunity, leaders say, that can increase enrollment and make programs more attractive in the marketplace.

“We’ll continue to scan the environment and evaluate opportunities that this emerging market demands,” said Denise Rotondo, dean of the Queens University McColl School of Business. “We want to be responsive and create highly relevant programs that benefit students and organizations. Right now, we see a need broadly for developing leaders and providing graduate students with engaging, hands-on learning opportunities. We want to build highly competent professionals who have the skills needed to make a difference for their organizations, and we plan on enhancing their potential through elevated leadership and professional development experiences. This model leverages the existing strengths of both Elon and Queens.”