Aaron Smith Jr. ’13 first learned about ������Ƶ through his high school basketball team at Cardinal Gibbons High School in Raleigh, North Carolina. Two former players of the high school, Monty Sanders ’09 and John Charlesworth ’10, were playing basketball for ������Ƶ at the time, and would often return to Cardinal Gibbons for scrimmages and mentor the younger players.

“It was because of them that I became interested in the ������Ƶ basketball program and started following their games,” said Smith.

Smith’s lifelong dream was to play Division I collegiate basketball and follow in his mother’s footsteps by earning a degree in communications. When he and his family visited ������Ƶ, he knew that it was the place for him. “The campus was, and still is, the most beautiful I had ever seen. ������Ƶ instantly felt like home, and a place I felt would be a great learning environment,” he said.

Smith dedicated his last two years of high school to academics and basketball to ensure that he would be able to attend ������Ƶ. His dream became a reality when he started college in the fall of 2009 and joined the men’s basketball team the same year.

“I had offers from other schools, but my focus was always on ������Ƶ,” Smith said. “I ended up being what is called a ‘preferred walk-on.’ I applied to ������Ƶ like everyone else and was accepted based upon my academics. I built a relationship with the coaching staff and players, and once I was on campus, I attended workouts with the team. Before the start of the season, I had to try out but I made the team my freshman year.”

Smith went on to play basketball at ������Ƶ for all four years of his undergraduate career. As a student, he majored in strategic communications and served on the Student-Athlete Advisory Committee. He also participated in two internships, one with the Carolina Hurricanes and the other with the Ronald McDonald House of Durham, furthering his academic experience by assisting with their marketing.

Following graduation he pursued higher education for himself, earning a certificate of technical communication from Duke University in 2014 and a Master of Science degree in international business management from the University of East London in 2016, where he attended on a basketball scholarship.

Smith’s time in London deepened his love for basketball. He earned his level two U.K. coaching certification and became the head men’s basketball coach for the University of East London’s second team, while also playing professionally for the London Eastside Eagles and the East London All-Stars. While living abroad, he was able to keep in touch with his alma mater by being an active member of ������Ƶ’s London alumni chapter, helping organize events for the chapter from 2014 to 2016.

After earning his master’s degree he relocated to China, where he worked in several different jobs — head basketball coach for the Show 1 Sports youth academy, director of basketball operations and player development for Viking Sports, and teaching English part-time to children and young adults. He credits ������Ƶ for preparing him for living abroad following graduation. Particularly, his time studying abroad in 2011 with the basketball team, when he took a trip to Austria, Germany and Italy.

To this day, Smith says living and working in China was the most transformative experience of his life. While there, he was able to personally train individual athletes, one in particular that he will never forget. Smith trained this particular player from age 14 until he was 17. Smith was reminded of himself in the young man, as he strived for the same lifelong dream as Smith once did in high school.

“We worked tirelessly on his skills every week. He was the hardest working young player I’ve come across in all my years of coaching,” Smith said. “Needless to say, when this young man got to play basketball at the University of Beijing and live out his lifelong dream, it was so rewarding for me. I still stay in touch with him and his family to this day.”

Smith loved working with young student-athletes so much that in 2017, he co-founded Rekruut Spot with his friend, Jack Anton. The company’s goal was to recruit post-graduate student-athletes to counsel them and secure higher education for them to compete on an international level with the possibility of becoming professional athletes.

For Smith and Anton, the one thing they couldn’t have predicted was the COVID-19 pandemic, which sadly forced the end of their business in 2020. Smith said the hardest part of his post-graduate life thus far has been dealing with the pandemic and the sudden changes that it caused. He had to pivot, and do so quickly.

Smith was still living in China when the pandemic started, and he hadn’t planned on leaving because it felt like home to him. However, travel restrictions were getting increasingly difficult to navigate, so Smith changed his plans and returned to the United States while he could.

“Things changed quickly, we were put on lockdown and I decided I needed to return to the U.S. But by late February there were hardly any flights from China to the States,” Smith said.

“Feeling hopeless I devised a plan, I found out there were still flights from China going to South Korea. So I packed as many of my belongings that I could fit in one suitcase, leaving many things behind. From South Korea I was able to fly back home to Atlanta and then to Raleigh,” he added.

Once he returned home he had to pivot yet again, knowing that his career was also left behind in the aftermath of being uprooted.

“I started working in higher education in part due to my background, working with a lot of young people, but ultimately because of the pandemic. Once I left China I didn’t know what I was going to do,” he said.

In 2020, Smith returned to Cardinal Gibbons High School as a substitute teacher while also coaching AAU basketball for Pro Skills Basketball in Raleigh. “It was during this time that I decided higher ed would be a great fit for my skills and passions,” Smith said.

His first higher education role was at Hartwick College working as the Assistant Director of the Parent and Family Association, where he was responsible for managing parent and family initiatives to increase retention, parent affinity, volunteerism and philanthropy. While there, he also served as a mentor for a program that partnered minority students with minority faculty and staff members.

When an opportunity at St. Andrews University presented itself, Smith was elated to get that position. Now, closer to home and his family and friends, Smith is also able to work on something he is passionate about as the Regional ������Ƶ Counselor, helping college applicants explore all opportunities available to them at the institution.

“My job is extremely rewarding because I’m out in the community interacting with young people and having a positive impact on their lives. It has always been my mission to be a positive role model, especially for young people of color,” said Smith.

In his new role, he carries with him all that he learned from ������Ƶ. Smith says there will always be a special place in his heart for his alma mater. 

“I can speak knowledgeably to students and families about the type of personal attention you receive at a private institution thanks to my ������Ƶ experience. The tightknit family-like atmosphere, the active alumni network connections, and the list goes on,” he said. “������Ƶ accepts high quality, high character students. Combine that with the amazing professors, leadership, and it’s a recipe for success.”

As for his future, Smith hopes to settle down and start a family of his own soon. He knows that the last few years didn’t go how he had envisioned because of the changes that the pandemic caused, but that ultimately he landed where he belongs.

“I believe in being the best version of yourself, putting God first, treating others with kindness, continuing to learn and working hard in something meaningful that makes you happy,” he said. “I think if you do those things you will end up where you are supposed to be.” 

Mathea Jacobs ’04, who graduated from ������Ƶ in 2004 with a print and broadcast journalism degree, began her career as a part-time graphic designer/character generator operator at WICU-TV, an NBC affiliate in Erie, Pennsylvania. While there, Jacobs climbed the ladder to the night-side editor position, then to morning show producer. When Jacobs and her husband, Bret Jacobs ’03, moved to Central Pennsylvania, she found a temp position in the marketing department for Penn State Hershey Medical Center. She discovered that she enjoyed this work and secured a permanent position as the institution’s videographer/video producer, where she stayed for about eight years. In this role, Jacobs produced marketing videos, educational content and patient stories, and caught the attention of the Mount Sinai Kravis Children’s Hospital. Jacobs joined the Mount Sinai staff as the studio manager for KidZone TV where she could continue to produce meaningful content.

Q: Can you tell us about KidZone TV?

A: KidZone TV is a closed-circuit station within Mount Sinai Kravis Children’s Hospital. We run five live shows a day, seven days a week. We use television as a therapeutic modality for both entertainment and self-expression. It’s television for kids, by kids and teens. We run game shows, trivia, art, music and welcome special celebrity guests. All of our shows are interactive. Patients can call in from their beside or text in with answers and photos.

We also welcome patients to the studio to learn how to use all of the equipment, such as cameras, video switcher, and audio. Patients and their families also create and produce their own shows while they are in the hospital.

Q: How was KidZone TV impacted by COVID-19? What did you do to adapt?

A: KidZone TV is designed to reach all patients in the hospital, even when they are in isolation. We create virtual programming and fun for kids who cannot leave their rooms. With the new restrictions faced during COVID-19, we increased our programming from three to five shows a day. A lot of our in-person programming was made virtual through the CCTV channel, such as playgroups, art, and music. We could enter the rooms virtually for kids and teens fighting COVID and give them an opportunity for socialization.

Our biggest adjustment was welcoming our special guests. Each week we had visits from Broadway stars, musicians, actors and athletes. We needed a way to keep them involved with our patients so we went virtual with Zoom. We have been able to have some wonderful guests, like David Blaine, interact with our patients through Zoom on KidZone or via one of our robots in their room.

One of the biggest challenges was keeping up with daily changes in our safety regulations. The COVID situation changes dramatically in a short amount of time. A field hospital was erected across the street. We had to think about our patients’ wellbeing, as well as our staff and ourselves.

Our department is responsible for easing our patients’ stay as well as educating them about their hospital care. We took this to heart as the COVID crises rose and we created a series of teaching videos geared towards parents and kids.

Q: What have been some of your favorite moments that have been shared on KidZone TV throughout the pandemic?

A: While it was a stressful time, I was able to really see the staff, nurses and doctors come together. Our colleagues were getting sick and the world was changing, but we really looked out for each other.

On KidZone specifically, I felt uplifted any time I saw a patient having fun during a show. It was always a reminder of why we do what we do. Seeing them enjoy getting a bingo while the world was in turmoil really got me through many days. I loved the outpouring from groups we work with, such as Broadway Hearts. They sent us wonderful shout outs from and recorded special messages for patients. Another group called Lollipop brought us some amazing celebrities, like Jack Black. Our entire staff was uplifted by him the day he Zoomed in.

Q: What is the impact that this programming has had on children and families during the pandemic?

A: I think our programming gave patients and families a sense of normalcy. We have patients who are long term or make repeat visits. It felt important to offer a service they were used to receiving, something that was not restricted. It also helped to turn parents away from the 24-hour news cycle. KidZone was also important as a teaching tool. Like any children’s station, we are a safe place for kids and teens to learn about what is happening. We were able to provide mini “news reports” on the tents being set up across the street and any other changes they might be seeing in the hospital.

Q: Could you tell us about Amos, his role as a therapy dog at the hospital and his involvement with KidZone TV? Have aspects of his role changed due to COVID-19?

A: Amos is a full-time facility dog, part of our Paws and Play program. We have three dogs, which serve our patients and staff. During the crisis, the dogs were limited on patient visits for a short time. Amos and the other pups were a much-needed part of staff support. We even brought them to the field hospital in Central Park. They would still visit patients with clearance from a physician, a practice we already had in place. Everyone who pets the dogs must sanitize before and after. Again, a practice that was already in place. All the dogs were able to do robot visits with COVID-restricted patients. Amos makes a lot of KidZone appearances during our weekly show “Dog Talk”. The pups do tricks, taste testings with treats, and more! Amos makes many KidZone appearances since the studio is where he hangs out. The dogs make such a difference for everyone.

Q: Anything else you’d like to add that will benefit the telling of your story?

A:  There is still a harsh reality of this disease. We sadly lost co-workers and some who got sick are still fighting COVID-19, months later. Some days were very tough on us as a team and a department, but I think it’s important to create these spaces of fun and story-telling. To give our patients and families a voice despite all the noise, and to create a small community in a place like a children’s hospital.

About this series: The ������Ƶ Alumni in Action series explores the stories of university graduates who are doing important and uplifting work in their careers and their communities. To share the names of alumni you think should be considered for this series, please fill out the .

Currently, she serves as an adjunct assistant professor in ������Ƶ’s Doctor of Physical Therapy Education (cardiovascular curriculum), a guest lecturer for the UNC Doctor of Physical Therapy Program and a Lab Assistant for the Duke Doctor of Physical Therapy Program. She is a contributor to Essentials of Cardiopulmonary Physical Therapy, 5th edition, has several publications and continues to conduct research at DUH. McHugh serves the American Physical Therapy Association CVP section as a member of the Nominating Committee and previously as a part of the Public Relations Committee.

Throughout the pandemic, McHugh has put her patients and students first by providing exceptional care in her physical therapy practice and sharing unique resources and opportunities with her students.

Read below as McHugh shares the impact COVID-19 has had on her work and personal life.

Q: How has the COVID-19 pandemic affected your day-to-day life and your work?

A: When the pandemic began, each week at work felt like uncharted territory. Guidelines, rules, and requirements were ever-changing, and I felt that I was constantly communicating with coworkers to make sure we were all on the same page regarding PPE and restrictions. Our hospital quickly put together screening protocols for staff members, including hand hygiene, a symptom-based questionnaire and distribution of surgical masks upon entering the facility. The screening has evolved over time and now also includes forehead temperature screening. Day-to-day seemingly has not changed much since the start of COVID, especially in the ICUs, the only exception being the collection of surgical masks that now adorn the rear-view mirror in my car. Social gatherings with friends now occur via Zoom, but overall everyone seems to be making the best of the situation.

Q: Were you teaching any courses that had to transition to online instruction? If so, how was this transition?

A: At the start of COVID, I was preparing the curriculum for DPT 804 Cardiopulmonary Independent Selective. Students were originally scheduled for in-person observations in a variety of settings. Since these observations were canceled, we coordinated healthcare providers to meet with the students virtually, to gain valuable insight and knowledge. We also added in extra resources and lectures on the emerging Physical Therapy literature and evidence for COVID-19.

I am also an Adjunct Assistant Professor for DPT 707 Management of Cardiopulmonary Dysfunction, which typically occurs in the fall semester. Because many clinical rotations were postponed or canceled, this course timeline was moved up in the curriculum. So far, we have been able to hold lectures and labs in small groups, which enables us to ensure that adequate PPE is available and social distancing is maintained.

While this transition initially required significant groundwork and planning, I feel that we have adapted our teaching practices and continue to adequately prepare our students for the ever-changing clinical environment.

Q: How has COVID-19 changed your interactions with non-symptomatic patients?

A: While I am not on the COVID frontline, interactions with patients have not changed much, with the exception of wearing masks at all times. Transplant and surgical patients that are often times immunocompromised, do not seem to be bothered by masks, as it has become almost commonplace and second nature. Our goals from a physical therapy standpoint are to work towards improving patient function and mobility, with the ultimate objective being to safely discharge from the acute care setting.

Q: What have you learned through this pandemic?

A: Two words specifically come to mind when discussing the pandemic and its effects: resiliency and adaptability. Healthcare providers have stepped up and shown how resilient they can truly be in the face of a global pandemic. Healthcare has always been a team effort, but the teamwork truly comes to light when pressed with the added stressors of the pandemic. It is commendable how in every aspect of healthcare, providers and staff adapt to the new set of standards and put the patients first, no matter at what personal cost.

About this series: The ������Ƶ Alumni in Action series explores the stories of university graduates who are doing important and uplifting work in their careers and their communities. To share the names of alumni you think should be considered for this series, please fill out the .

Q: What inspired you to start Kindred Bread Co.?

I’ve been baking as a hobby nearly my entire life. Back in February, I decided to start a little side hustle to monetize my passion of sourdough bread baking (She also holds a full-time position at Urban Land Institute’s Greenprint Center). My company, , is a licensed cottage bakery, which means I can bake out of my home kitchen and sell directly to consumers in the area. Right now I offer four types of loaves, four kinds of bagels, and sourdough chocolate chip cookies. I do weekend deliveries or utilize my fiancé, Ryan’s, business () delivery service to transport the bread to consumers.

Q:  How have the businesses been doing since your story was first ?

A: It feels like that article was written a lifetime ago! Before that article was published, I was making a maximum of 10 to 15 loaves of bread and maybe 1 to 3 dozen bagels a week, but only for a small cohort of friends and acquaintances. Since that article was published I doubled, or some weeks tripled, production. I’ve since learned to manage my business better and now only take orders for a maximum of 20 to 30 loaves, 6 to 10 dozen bagels, and 5 to 6 dozen cookies in any given week. Now most of them get delivered through Fresh Impact Farms CSA subscription model during the week so my weekends aren’t as chaotic anymore. I went from buying 12-pound bags of flour at BJ’s to having to find a commercial distribution center so I could get 300 pounds of flour at once! On the Fresh Impact Farms side, those first couple months were intense survival mode, but we’re beginning to see the light at the end of the tunnel from adding a CSA and having the restaurants in our area begin to reopen. Even on the days the light seems dim, it’s there!

Q: How has COVID-19 impacted your day-to-day life and your work?

A: I can’t think of a single aspect of my life COVID-19 hasn’t impacted! Aside from totally re-planning our October wedding to make it COVID-19 restrictions compliant and 1/10th of the original size, I now work exclusively from home and don’t envision going back to working five days a week in an office until well into 2021. I would like to keep working at least partly from home since I love the opportunities it has provided. While I am incredibly thankful to still have my full-time job, as a household of two small business owners, the first month after COVID hit were some of the most intense days I’ve ever experienced. My fiancé’s business used to sell exclusively to restaurants and went from their best month of sales in February to $0 in restaurant revenue after March 13. Suddenly my bread business, that was just days old at that point, was vital to helping keep our household finances stable and helping to build a safety net for Fresh Impact Farms if things got really dire. I lovingly coined my bread profits “my small business revival fund” and committed to using them to help Fresh Impact if needed or to spend them at other local small businesses and restaurants.

Q: What is something positive you have witnessed or experienced despite these difficult times?

A: I can’t narrow it down to any one thing! But there are certainly a few instances that stand out. In those early COVID days, Ryan was seriously questioning whether or not he could keep the lights on at the farm so he started a GoFundMe as a last resort. In response, fellow ������Ƶ alums, some of whom I haven’t spoken to in years and some of whom barely know Ryan, showed up for us in ways I don’t even know how to begin to repay. Aside from the obvious financial buffer they helped us build, it gave me the chance to talk to friends I haven’t spoken to since my early post-������Ƶ days and thank them directly for their contribution at a time when we all desperately needed connection. Social media can be ugly sometimes, but this was an example of it spreading love and positivity. Within our local community we also both saw and felt the outpouring of love and support from complete strangers. From people posting about our businesses on social media to sending us touching, heartfelt emails thanking us and complimenting the products, I’m not sure I’ve ever felt so lifted up by complete strangers before. When we’re all stripped down to our barest, most vulnerable selves, beautiful, raw things happen.

About this series: The ������Ƶ Alumni in Action series explores the stories of university graduates who are doing important and uplifting work in their careers and their communities. To share the names of alumni you think should be considered for this series, please fill out the .

UPDATE: It has been nearly five months since we first shared Vince Carbone’s story of his creative efforts to keep his Subway business afloat while also serving first responders and medical workers in his community. To date, Carbone and his team have now served over 6,100 meals and are aiming to hit 10,000 by the end of the year. While area hospitals have thankfully slowed down a bit, he and his team continue to accept donations and serve those in need. Once schools transition back to in-person classes, he hopes to focus on helping schools and educators.

Follow along on  as he continues to share his story.

When the dark cloud of COVID-19 found its way to Vince Carbone’s corner of the world, it gave him two choices: Sit and cry or get up and fight. He chose the latter.

Carbone, who graduated from ������Ƶ in 1995 with a marketing degree, is a small business owner of a Subway franchise restaurant in Ashburn, Virginia, right outside of Washington, D.C. When the pandemic reached their community, his wife lost her job in the local school system and he was forced to close his restaurant doors. The Carbones were left with no income and three kids to feed.

“When you get that initial kick to the gut, you either sit there and say, I guess this is going to be a long road and feel sorry for yourself and try to hide from it,” Carbone said, “or you can say, alright, I’m just going to have to turn this around and prove everyone wrong that we can still make it in this difficult time.”

What started as a simple act to stay afloat and save his livelihood has turned into somewhat of a movement in his community. Initially, he was taking orders like many restaurants and delivering to 10 to 12 houses a day just to stay in business. People began to ask what they could do to help more and donations started to trickle in.

Simply accepting donations did not feel right, though, so instead Carbone started putting that money to work by delivering meals to those who needed it. Inspired by a California restaurant owner who was doing something similar to help local hospitals with his restaurant, Carbone was able to make connections with local hospitals through his own .

“I’m really not a social media person, but this was my only avenue to help me thrive and generate any kind of business,” Carbone said. “So I put a post on Facebook saying for all those who have been asking how to help, this is how we’re going to do it.” For $6.50, people could buy a meal and Carbone would deliver it to a local hospital to give to a doctor or nurse.

Slowly business started building and that allowed Carbone to feel better about people donating money. Many stuck at home are wondering how they can help and Carbone is providing an option. Not only was it helping the medical staff and first responders he was feeding, but it was helping him stay in business and even allowed him to bring back some of his employees who have been with him for over 10 years. They also had families and needed the work.

Carbone and his team have been delivering to five hospitals in his area bringing about 50-100 meals a day. “We’re close to 1,000 meals served already and my goal is to do 5,000 meals. But I hope by the time we hit that goal we don’t have to bring meals to anybody anymore,” he quipped.

Even though his business may look a little different, the feeling he gets from helping people remains. “I go into work and the doors are closed, we’re not open to the public, all of our chairs are up and it’s nothing like it used to be,” Carbone said. “We’re making these meals for these doctors and nurses and fire fighters and police officers, and when we bring this food to them, even though I can’t see their smiles, I know everyone is smiling underneath their masks. It’s been a blessing. It’s definitely been something that’s helped me get through the days.

“You might think you’re just helping a health care worker with your $65 (equivalent to 10 meals) but you’re actually helping so many more people. You’re helping me keep the doors open, you’re helping my employees, so it’s going a long way,” Carbone explained. “As long as I can keep generating donations and business, I’m going to keep doing what I can to help out.”

The deliveries are all no contact deliveries. Maintaining safe distances and wearing proper protective gear is a priority for Carbone and his team. However, once the masks come off, Carbone is ready to handout some hugs.

“When this is all said and done, I want to be able to shake hands and give hugs to people who have donated and helped,” he said. “Saying thank you in a post it feels so impersonal. They have to know what it means, and when you see people you can get the point across better.”

It is a good thing Carbone decided to take action to generate his own business because he recently found out his small business loan did not go through due to a lack of government funding. Nevertheless, he hopes to continue serving his community through donations and generous patrons until this COVID-19 cloud lifts.

Hopefully by then, the only thing measured in feet at his Ashburn store will be Subway’s classic subs, not the distance between customers.

About this series: The ������Ƶ Alumni in Action series explores the stories of university graduates who are doing important and uplifting work as the world faces the COVID-19 pandemic.

Today Arciniega is the owner and COO of Free Tours by Foot, which has grown into an international travel and tourism industry leader.

Free Tours by Foot offers highly rated “name your own price” walking tours in cities throughout the United States, Europe and Asia. The company also sponsors various other tours around the world. In addition to guided tours, Arciniega and her team in Washington research and develop self-guided and audio tours, write travel guides, and contribute to “Tour Guide Tell All,” a podcast where they discuss topics such as scandalous stories from American history.

As COVID-19 spread across the globe, resulting travel restrictions and stay-at-home mandates led to tourists canceling trips, airlines grounding planes and popular attractions closing their doors. Free Tours by Foot saw a decrease in bookings and decided to move online by offering virtual tours, expanding on their podcast and sharing much-needed distractions during this difficult time. The phased reopening in Washington, D.C. has recently allowed Arciniega and her team to offer tours to locals, giving them the opportunity to further explore where they live. All tours observe social distancing measures and take precautions to minimize further spread.

Throughout this experience, Arciniega has joined multiple organizations in an effort to support the interests of small business owners. Arciniega also balances managing Free Tours by Foot with caring for her family, including her one-year-old daughter and three-year-old son.

Read below as Arciniega shares the impact COVID-19 has had on Free Tours by Foot.

Q: Can you describe how the business and tours were initially impacted? What did you do to adapt?

A: It started in late February before anyone in the States started taking it very seriously. We noticed a change in our website traffic and a slowing in booking tours. Honestly, it’s a blur from there – I believe there was a solid week of no sleep as I tried to salvage what I could as far as what tours were running in what city and pivot to a virtual tour platform. Since the company operates in various cities and each city was impacted differently, I spent a lot of time going back and forth between what is happening in Dubai vs D.C. vs NYC vs London and coming up with plans based on individual locales. Eventually, everything worldwide shuttered. It was surreal, to be honest. I’m based in D.C. so when the government shuts down and my local tours are affected, things in London are business as usual. This was a complete shutdown of all cities across the world.

Like everyone else, we moved online. We began to offer virtual tours, which actually ended up being an experience we hope to continue to offer. Virtual tours allow us to focus on a theme without the restrictions of having to keep the sites within walking distance or worry about opening hours. We can use historic footage and photos in a way that was too difficult to do before. It doesn’t matter if it rains at tour time.

We also put a lot more effort into our podcast, Tour Guide Tell All. This was something we always talked about doing but never had the time and since I’m the only one of our D.C. team that has kids – there was a lot of free time to be had.

Now that we are slowly reopening in some capacity in many cities, we are focusing on domestic travelers and tours for locals. Many people don’t explore the history and tourist attractions of their hometown, so we are hoping to change that. A walking tour is a great short break to get outside and learn about the history and sites around the corner. We have a number of safety measures in place – we wear masks, we have an app that allows guests to use their cell phone headphones to hear the guide’s microphone, no matter how far away they are standing. We have limited tours to smaller groups and in some cities are only offering private tours. And we have rerouted all tours to avoid any interior stops, which was easy since most tours are outdoors only already.

Q: Has this plan changed over the course of the pandemic?

A: I learned in mid-March not to plan too much. I’d spend all day implementing an idea only to wake up to news that something had changed. We are fortunate that it doesn’t take much to change a walking tour to follow best practices. However, we have had to change the format of our operations in D.C. Spring is our busiest time of year. A number of our guides only work March-June and are able to make enough money to last them the rest of the year. This year, no one has worked March to June. At all. When tours do reopen, we are running them on a prepaid basis to help guides get back on their feet and to ensure small groups.

At the beginning of the pandemic, we thought luxury and business travel would be the first to return so we had a big push in those industries. When lockdowns and restrictions continued on, we redirected efforts to focus on locals. Travel is going to take a while to come back, but people are going to want to get out and explore without going far. We’ve developed more themed tours, neighborhood tours and hiking tours.

Q: What has the reaction been to your efforts?

A: The biggest market for tours in D.C. are school groups. Many of our school groups have toured with us every year for close to 10 years. School groups have made up all of the virtual tours that have been booked in Washington, D.C.

One of the things we discovered and one of the reasons we will continue doing virtual tour options is that we are able to share this experience with students who would never have been able to come to D.C. before. The cost barrier is prohibitive to some students, especially ones who live far away. We’ve been able to supplement teachers’ lessons by touring Capitol Hill online and talking about American politics or exploring downtown D.C. and the American south to talk about Civil Rights or hop across the country from state to state to talk about Women’s History.

Unfortunately, I think since everyone went online at the same time, it was a bit overwhelming for guests. People didn’t want virtual tours after a while. But we have had lots of interest in booking tours in the future. I think everyone wants to get out of their house and since we are marketing to locals, rather than encouraging people to travel, we are finding a new market.

About this series: The ������Ƶ Alumni in Action series explores the stories of university graduates who are doing important and uplifting work as the world faces the COVID-19 pandemic.

Alger and her team are responsible for implementing projects for donors including the United States Agency for International Development (USAID) and the Department for International Development (DFID). Alger’s main role is to provide project management support including implementation, backstopping and administrative management of Global Health Unit projects. She also provides additional support including contract management, financial management and technical assistance. Currently, Alger is supporting the implementation of three USAID projects:

1. USAID Jalin: USAID’s Flagship Maternal and Newborn Health Project in Indonesia
2. USAID Youth: Powered Ecosystem to Advance Urban Adolescent Health and Well-being Project in Nigeria
3. USAID Accelerating Support to Advanced Local Partners (DAI is a subcontractor to IntraHealth)

According to the DAI website, the company is mobilizing to offer comprehensive COVID-19 services by pivoting their teams and re-aligning resources. They state “DAI is particularly well-positioned to meet the demands of this multidimensional crisis. Global in reach — with projects on the ground in almost 100 countries — DAI offers a rare combination of world-class expertise in pandemic preparedness and response plus decades of experience in crisis mitigation, economic recovery and government capacity building and support. Our local platforms in key geographies and our global network of projects are primed to implement rapid-response and longer-term interventions in support of our clients and local partners.”

Alger shares her experience working at DAI Global, LLC during the COVID-19 pandemic.

Q: How has the novel coronavirus impacted your day-to-day life and your work?

A: Since COVID-19 started spreading rapidly around the world, our workload in the Global Health unit has substantially increased. Our projects are having to pivot their activities to either work directly on COVID-19 or to work around COVID-19. For example, corporate and project offices around the world have temporarily closed, and staff are now working from home. On the USAID Jalin project, we have been able to pivot some of our maternal and newborn health (MNH) activities in Indonesia to ensure continued access to MNH services during the pandemic. The project created a webinar series for Indonesian midwives and other stakeholders in health on how to ensure COVID-19 infection prevention and control during midwifery services in primary care facilities.

We also had the opportunity to support the government of Indonesia to ensure continued essential MNH services during the pandemic through a national protocol. Lastly, we recently launched an online MNH counseling service for pregnant women, which may be scaled-up for implementation in other local government clinics following a successful pilot phase.

Aside from the direct project work, COVID-19 has challenged my ability to work remotely as my new normal is now working from my kitchen table, speaking with staff from around the world on Teams and WebEx, and starting up a new project without being in-country. It’s definitely been difficult working remotely, but our systems at DAI are set-up very well to accommodate our remote working situation.

Q: What have you learned during this pandemic?

A: I’ve always thought there wasn’t enough emphasis or funding in the field of One Health (focuses on the intersection of people, animals and the environment) and emerging pandemic threats. However, I do think now that this pandemic has occurred that these areas within Global Health will get more attention on the local, national and global levels.

I’ve also learned how quickly the field of international development can pivot their projects to support pandemic threats. It’s been amazing to see some of the projects at my company that typically don’t implement health work quickly adjust their activities to address the pandemic.

Q: What is something positive you have witnessed or experienced despite these difficult times?

A: My fellow Global Health team members have really stepped up to support each other during the pandemic. We recently won two new projects and project start-up is typically a heavy workload even without the challenges of doing everything remotely. However, team members within the unit and even staff from other units in the company have stepped up to support our on-going projects while we are busy with project start-up activities. It’s been really humbling to know even though we are all super busy, there is support from the team and the company to ensure we are still delivering high-quality work.

Q: Anything else you’d like to add?

A: As a public health professional, I do think that everyone should understand that COVID-19 is an infectious disease that will continue to spread until we either contain it or create a vaccine for it. We all want to get back to normal. However, once a new disease is discovered the disease will stay a public health threat until eradicated. Keep in mind Smallpox is the only disease we’ve been able to eradicate globally. So it’s going to be a long, tough road fighting this disease, but we are well equipped in the public health and medical fields to address the pandemic and with the communities’ help of following CDC’s guidelines we can prevent morbidity and mortality from the disease.

About this series: The ������Ƶ Alumni in Action series explores the stories of university graduates who are doing important and uplifting work as the world faces the COVID-19 pandemic.

Wilson, who graduated from ������Ƶ in 2016 with a degree in philosophy, did not always know that his path would lead to teaching. After graduation, Wilson worked at Peacehaven Farms in Whitsett, a sustainable farm that connects people with special needs to their community, before moving to Pittsburgh to begin graduate studies in philosophy at Duquesne University.

While enrolled in his graduate studies, Wilson realized he enjoyed the experiences he had teaching and learning at Peacehaven Farms more than completing independent research. This led Wilson to pursue a career that allowed him to explore his passion for teaching. Wilson transferred into Duke University’s Masters of Arts in Teaching (MAT) program, a year-long program focused on cultivating teachers for Durham Public Schools.

After completing the program in 2019, Wilson secured a position at the Durham School of the Arts and began his first year of teaching. “I love being able to live out my values on a daily basis, build relationships with awesome students, and connect with the community in a significant way,” Wilson said.

Wilson’s first year as a teacher was not what he expected. As COVID-19 spread, many schools across the United States began to make the switch to remote learning from home. While this shift is feasible to some, many families are facing hardships that make an at-home learning environment difficult. Wilson discusses this shift to remote learning and its impact on himself and his students.

Q: How has COVID-19 impacted your day-to-day life?

A: It’s been pretty major. In some ways, my day-to-day life has been easier. I no longer need to print out, staple, hole-punch, pass out and collect hundreds of papers, now that we’ve gone online, for instance. However, mostly things have just gotten much more boring, since COVID-19 canceled in-person instruction. There are many tiny, delightful moments when teaching, such as silly jokes the students will share or the look students get when they have an epiphany. I don’t get to experience these anymore, now that instruction has moved online.

Q: How was the shift to online learning? 

A: Overall, the shift to online learning has eviscerated the classroom community that I had been working so hard to develop over the course of the year. A goal of mine as a teacher is to get students to work with each other, share their experiences with each other and consider important issues together so as to develop a democratic community within the classroom. This is simply much more challenging to do virtually, at least with the tools that we currently have access to. Many students have told me that they are shocked by how much they miss school, since it’s a daily opportunity to work with their friends, catch up with their favorite teachers, participate in sports and clubs, etc. A few students enjoy the independence of online learning, but it mostly reduces school to its most boring aspects (independently completing assignments).

Q: How has COVID-19 affected your students and their families?  

A: It’s hard to know exactly what’s going on for many families, but overall I believe that COVID-19 has exacerbated existent inequalities. Of course, the transition to online learning and social distancing was a challenge to everyone, but some students were well equipped to make this transition with steady access to a computer, the Internet, a comfortable and quiet space in which to complete work, family members who also work from home to support and encourage their completion of online assignments, relatively few household responsibilities, and enriching activities to engage in at home. I’m very happy for those students. On the other hand, some students have to share devices with siblings or other family members or take care of younger siblings throughout the day. I know of at least a few students who have parents/guardians who work essential jobs, and now are home alone much of the day. Of course, students who rely on one-to-one teacher support or motivation to complete their work are also simply at a disadvantage in the current learning environment. This includes students with learning disabilities, students who have had negative experiences with learning, students who are still learning English, and students who simply don’t see the point of school.

To be honest, there are many students who I went from seeing for an hour every day, to not hearing from at all. While I’m sure some were just happy to get an early summer vacation, and are content playing their favorite video games, I also worry about the children who relied on school for structure, support and connection, and are now living in relative isolation from the wider community that public schools can provide.

Q: What advice would you give your students during these uncertain times? 

A: The advice I’d give my students is the same advice I’ve been trying to give myself: stick to a routine, keep an organized space, limit screen time, get outside whenever possible, take deep breaths and be responsible with their exposure to others. I would encourage them to read anything that sparks their interest and to journal at least a few times a week in order to keep their minds sharp and reflective. I would also encourage them to reach out to their teachers for support if needed.

About this series: The ������Ƶ Alumni in Action series explores the stories of university graduates who are doing important and uplifting work as the world faces the COVID-19 pandemic.

“That transition from long-term impact to short-term need has been a major shift,” Baltutis said. “COVID-19 has completely reshaped the way I serve my community of Burlington.” Like Maslow’s hierarchy of needs, the basic physiological and safety needs must be met before moving on to others.

The widespread impact of the virus has tested the resilience of the surrounding cities and towns as well. Local leaders collaborated in new ways; sharing what resources and talents they could to help their neighbors. Compared to other natural disasters or crises, however, the scope of this pandemic is unparalleled.

“This crisis has a scale like nothing we’ve ever seen before. Normally, when a hurricane or ice storm hits our city, we can look to our neighboring cities and states for material and financial help,” Baltutis said. “This time we are all battling this with equally scarce resources. We are all teaming up to share what we can and innovate ways to do more with less. None of it is easy and all of it causes new challenges to arise daily.”

Those challenges can also present opportunities for new developments. Necessity is the mother of invention and innovation, and out of this particular challenge has come new ways of thinking, communicating and engaging with the public. Baltutis has worked on improving and strengthening the lines of communication across the board and has examined new ways to utilize the city’s resources to support the community. Additionally, they have shifted to virtual meetings and online public discussions.

Although there have been some security and infrastructure challenges through this shift, Baltutis says, “these new ways of hosting and engaging with the public in discussion will likely be a positive outcome of this crisis that enables a wider breadth of our community to transparently engage with their representatives in government.” Additionally, he hopes this technology can lead to greater access and diversity among elected officials.

The expanded transportation network the city of Burlington has been working on for years is turning out to be an important investment during this time as well. “Our new network of sidewalks, multiuse paths, greenways, bicycle boulevards, bus routes and trails has become a wonderful escape for many people seeking physical and mental relief during this crisis,” Baltutis explains. Not only do these spaces serve as a place of respite, but they also allow the community to connect with one another and explore new methods of transportation.

Baltutis hopes this exploration and communing leads to a sustained appreciation of the city’s outdoor spaces and the importance of community connection long into the future. He explains, “I hope this continues afterwards granting everyone more opportunities to interact with their neighbors and fellow residents in a more personal and meaningful way, all while enjoying the community that we call home.”

But voices once again float through the building’s hallways as some students return to the Francis Center in a limited fashion.

Home to ������Ƶ’s doctor of physical therapy and physician assistant studies programs, the School of Health Sciences shifted to a new “blended learning phase” in late May. The phase put many new protocols into place to safely bring students, faculty and staff back on campus for clinical skills labs while maintaining online learning for the majority of their work.

The students are organized into isolation teams and, within those teams, in lab groups of two or three. Their labs are on a staggered schedule to keep the building’s occupancy at a minimum. Strict disinfection procedures are in place while the students are on-site, and the university’s Physical Plant team cleans the building thoroughly nightly and on weekends.

“We’re sticking to protocol and things are going really smoothly,” said Becky Neiduski, dean of the School of Health Sciences and professor of health science. “It’s exciting for us to be back in the building. Our faculty are amazing, and our students quickly adapted to a new normal in the Francis Center. It’s a lot of cleaning, but it’s worth it.”

On a recent afternoon, moving from the front entrance to the back of the building where Assistant Professor of Physical Therapy Education Melissa Scales’ midday Physical Therapy Science III lab is held, the sounds coming through the lab’s open doors are like any other traditional class. Students are asking questions, laughing and helping one another. Looking into the lab, it becomes clear that this is a unique time.

Everyone is masked, and the students are scattered throughout the large room working in their small groups. Every few minutes, one of the automatic hand sanitizer machines whirrs as it’s used, and spray bottles of disinfectant sit on every table. Per the current policy, students are practicing skills only on those in their small group, and today they’re taking turns measuring range of motion on one another. They pause intermittently to listen as Scales answers questions and guides them with new prompts.

“Having our students back is wonderful in so many ways,” Scales said. “It’s good to get back to hands-on work, and it’s so nice to see their faces and check in. Now we can look at them and say ‘How is everything going with you?’”

The School of Health Sciences continues to follow broader university guidelines in response to COVID-19, including holding all of its meetings virtually. Additionally, the students, faculty and staff are encouraged to take their temperature at the same time every day. Called temperature trending, this practice provides a baseline temperature. From the baseline, fluctuations can be noted, which allows for a quick response and a clear reason to isolate at home.

Jordan Patterson ’22, the president of the first-year Doctor of Physical Therapy class, said that he really appreciates being able to work on campus again. “Ours is not a theory-based profession. The best thing about being back is returning to hands-on learning,” he said. “That makes us the ultimate experts because we’re able to feel and to see at the same time.”

In early July, the School of Health Sciences plans to transition into a second phase that will pilot live-streamed lectures between classrooms, allow small group research activity, initiate clinical practice for ������ƵRUNS clients and increase access to Francis Center outside class times. Moving to that phase will be dependent on how well the current phase works as well as on recommendations from the CDC and other authorities.

“Our School of Health Sciences COVID-19 Team monitors local data every day and works together to carefully consider next steps,” Neiduski said. “The health of our students, faculty and staff is of paramount importance in every discussion.”