Originally posted by Cat Schmidt, School of Government, November 5, 2026
Food insecurity experts gathered at the 2026 Deil S. Wright Public Service Forum delivered a clear message: hunger in the state of North Carolina is both a systemic and money-related problem, especially in a relatively wealthy state—and country—with plenty of food.
“It ain’t about food,” said Norbert Wilson, director of the World Food Policy Center at Duke University, at the October 9 event at the UNC School of Government. The country has plenty of food; the barrier for most families is whether they can afford it, affirmed UNC School of Government faculty member and co-panelist Maureen Berner. They were joined by Carlos Morales, a recent UNC Master of Public Administration graduate now serving as food security program manager for Wake Count. Morales introduced the speakers and their discussion on the national and local food insecurity landscape as well as major issues pertaining to funding and food distribution systems.
An affordability problem
According to Wilson, about 13.8 percent of U.S. households are food insecure. He described the trade-offs that people makethat lead to that number: whether to buymedicine, pay forschool activities, pay fortransportation, orbuygroceries. Households headed by women with children face even higher rates—30 to 35 percent—of food insecurity. Food prices that jumped during the COVID-19 pandemic in 2020–2021 have not come back down, and acut in an employee’s workhourscan erase a paycheck’s value even when wages hold steady. There is also a new blind spot on the landscape: the federal government stopped collecting national food insecurity data annually; the last available numbers are from 2024.
SNAP is the backbone
The Supplemental Nutrition Assistance Program, or SNAP, costs the federal government about $100 billion per year, and 12 to 13 percent of U.S. households participate. Berner pointed to the immense scale of federal support: “For every one meal that comes from a charitable source, nine meals are provided by SNAP.” Wilson noted that SNAP typically covers about three weeks of the monthly needs in eligible households, and many families fill the gap at a local food pantry. Berner added that North Carolina’s charitable food providers have grown from more than 2,000 to about 3,700, a sign that the system is under strain.
A public administration problem
Wilson and Berner proposed that the strain is often administrative. Berner described a U.S. state in which SNAP recertification notices arrived in mailboxes after benefits had already been cut off because offices lacked the capacity to process paperwork on time. Wilson discussed the systemic factors that contribute to growing food scarcity. People juggling jobs, childcare, and tight budgets struggle with complicated systems. “If you create a whole slew of administrative challenges for someone to re-up their SNAP benefits,” he said, “you’re asking for them to not succeed.” Programs must also make sure the right people receive benefits, he acknowledged, so the challenge is to strike the right balance of accountability.
Stigma and dignity
Berner said one of the biggest issues preventing people from asking for assistance is stigma. She described back-to-school nights at her children’s grade school and high school. At the grade school, staff walked families through available benefits and helped them complete paperwork on site. At the high school, a counselor spent about two minutes saying students could come to her office for forms. One setting was inclusive. The other was stigmatizing.
The case for universal meals
Berner acknowledged that hungerwon’t be solved entirely, but said some policies manage it better than others.A leading example was the Community Eligibility Provision, which lets high-poverty schools serve free meals to every student. When most students already qualify, Berner said, feeding everyone saves paperwork, money, and stigma. The objection that “some families could pay” doesn’t hold, she argued, when the discussion turns to efficiency and results. Wilson noted that Durham County has adopted community eligibility and covers part of the cost itself. Research suggests students tend to do better in school when meals are available, though he said findings vary.
The charge to future leaders
Berner closed by urging students to rethink systems from the beginning, before they think about cost. Wilson added that future leaders can help others see hunger as a shared challenge. “We can begin to understand that this is a communal challenge,” he said, “when we think we can never have a difficult time, it’s easy to distance ourselves from those who are struggling. You never know when you are going to be in need.”
Originally posted by Beverly Bowen, School of Government, September 25, 2026
In North Carolina, 26.8 percent of older adults live alone, with 1 in 4 globally experiencing isolation, and 1 in 10 dealing with the effects of depression caused by isolation. Left unaddressed, that isolation frequently leads to heart disease, anxiety, and dementia, along with other severe, life-altering health consequences. Their families have grown up, and old friendship circles are beginning to dwindle. What waits for them in this new season of life?
School of Government faculty member Julie Beasley and her team are giving local governments new tools to tackle senior isolation.This fall they launched the “More Than a Helping Hand” pilot project, thanks in great part to support from the School of Government, the ncIMPACT Initiative, and Civic Federal Credit Union.
“The initial phase of the project is being launched in a three-county area, and we hope to have an impact and find a positive link between volunteering and perceptions of health and wellness outcomes such as anxiety, depression, social isolation, and self-efficacy,” said Beasley.
She is working with Lisa Herrera in the Department of Psychiatry in the UNC School of Medicine and Leopolda Santana with NC State University. The pilot currently serves Durham, Orange, and Chatham counties. Herrera, who connected with Beasley at UNC’s Faculty Development seminar, speaks to the heart of the collaboration.”Gratitude and hope are the words that summarize what the purpose and goals are for the ‘More Than a Helping Hand’ project. This project resonates with us on a personal and professional scale as we acknowledge how life changes can lead to social isolation and difficulty finding meaning.”
Beasley’s road to “More than a Helping Hand” began before her time with the School of Government, or even in North Carolina. Beasley worked as a project manager at the Observing Civic Engagement Lab during her doctoral studies at Indiana University, a role that significantly influenced her current project.In that position, Beasley studied various ways that strengthening civic engagement impacted local communities. Social engagement is a key tool to mitigate isolation and loneliness.
“More than a Helping Hand” engages older populations through volunteer opportunities, with the intention of reducing their risk of social isolation.“We hope to have a dual impact through changing the lives of participants and providing support for communities,” said Beasley. “The goal is to help foster cross-sector connections to develop sustainable programs alongside citizens who contribute time, skills, and expertise to local nonprofit organizations that are also seeking to provide services and transform communities.”
Josh Davis, a current student in the School’s Master of Public Administration program, was assigned to Beasley’s team as her research assistant early in 2025.“One of the things that has made my experience in the UNC MPA program so valuable is how our faculty connect both research and theory to practice,” said Davis. “It is especially meaningful to be a part of research that addresses challenges facing communities that will have a lasting impact on older adults across North Carolina.” Davis has taken an active role since the project’s conception.
For the pilot program’s first year to be successful, the team at “More than a Helping Hand” works hard to integrate the 55+ community into local volunteer opportunities. Davis expressed eagerness to continue an active role and to make the connections between local governments and nonprofits necessary for this project to thrive.
The future of the project is hopeful but uncertain. The pilot is twelve months long, with six months dedicated to data collection and focus groups. Beasley is looking for an opportunity to extend it. “Our research team has long-term aspirations to develop this into a multi-year project, expanding into more rural areas and reaching isolated communities across North Carolina.”
Connecting seniors with nonprofits, adding community resources, and securing additional outside funding will be paramount to meeting that goal, particularly as the project looks to grow beyond its current three-county footprint into rural communities where resources are often fewer and farther between.“Ideally, I’d love to see this project expand each year, with an annual event bringing volunteers together with the support of the School of Government and the School of Medicine,” stated Beasley.
This project reflects not just Beasley’s research, but her life’s work. “I, personally, have a heart for leadership and service, having spent many years volunteering and serving on boards. I am excited to inspire our older adult population—who have so much wisdom and compassion to share—to connect with organizations that align their passions and realize the public value they contribute through strengthening organizational and community capacity.”
“Our aim is to provide networks of support to local government departments on aging, senior centers, regional councils, and nonprofit organizations—while positively influencing the health and wellness of our aging population. It’s a multi-generational movement requiring the collaboration of the public, private, and nonprofit sectors,” said Beasley. “I am eager to see this project come to life and hear stories of lives that are changed in ways that meet the vision of the School’s founder, Albert Coates.”
“At the end of the day, the School of Government is all about improving the lives of North Carolinians, helping public officials and everyday citizens get a better handle on how state and local government works and how to make it better. That’s exactly what this project is trying to do.”
Get involved with “More Than a Helping Hand” through their website: https://morethanahelpinghand.sog.unc.edu/
Originally posted by Beverly Bowen, School of Government, October 26, 2026
Albert and Gladys Coates Term Professor Whitney Afonso will be inducted into the National Academy of Public Administration as part of the 2026 cohort.
Afonso is a professor of public administration and government who educates public officials and teaches in the UNC Master of Public Administration (MPA) program. Her research focuses on state and local public finance, with an emphasis on local sales taxes, and she often works with elected officials and practitioners across the state. She was elected vice chair of the Association for Budgeting & Financial Management (ABFM) in January 2026.
NAPA fellows are highly regarded in the field of public administration and available to advise governments upon request. Afonso joins more than 1,000 current fellows; among them are School of Government faculty such as Kimberly Nelson, Willow Jacobson, Leisha DeHart-Davis, Carl Stenberg, and David Ammons, as well as several MPA alumni. The fellowship is also composed of former federal cabinet officers, members of the U.S. Congress, governors, mayors, and state legislators, as well as prominent scholars, executives, and nonprofit leaders.
Induction of the new fellows will occur during NAPA’s2026 National Conference in November at the National Academy of Sciences building in Washington, D.C.
Afonso’s selection as a NAPA fellow follows her recent recognition by the ABFM with the 2026 Scholarly Engagement Award. The award recognizes exceptional public budgeting and finance scholarship from the previous year that serves the public or community and is aimed at practitioners and public servants.
Afonso is being recognized in part for creating and directing the North Carolina Certified State Government Budget Professional Program in 2025. “The goal was to establish a professional development opportunity for state government employees working in budget roles—an area challenged by high turnover and numerous unfilled positions,” said Willow Jacobson, colleague and director of the School of Government’s MPA program. Afonso built the program’s curriculum around scholarly literature and real-world needs, with input from the Office of State Budget and Management practitioners and School of Government colleagues. “[She] intentionally approaches training, research, and engagement with students and practitioners to ensure that they leave with new knowledge, skills, and abilities to more effectively do their work.”
Both honors reflect Afonso’s commitment to making public finance research useful to the people who put it into practice.
Join us for a UNC MPA General Information Session to learn more about our program, including our curriculum, student experience, and the wide range of career paths our graduates pursue. This session provides prospective students with an inside look at our supportive community, engaged faculty, flexible program options, and the co-curricular and professional development resources that help our students thrive. Whether you’re just beginning to explore graduate study or considering your next step in public service, this is a great opportunity to discover how UNC MPA can help you achieve your career goals.
Join us for an application workshop to talk through tips for putting together a strong application file for the UNC MPA program. Topics will include how to present your academic record effectively, crafting a personal statement, selecting strong recommenders, and avoiding common mistakes applicants make. There will be time for your questions, too!
Whether you’re just starting your application or in the final stages, this session will help you feel prepared before you hit submit.
Originally posted by Pam Moore, School of Government, September 9, 2026
Few people can say they’re skilled helicopter pilots. Fewer still can say they’ve carried out high-stakes search-and-rescue missions—or coordinated them.
Greg Waugh (MPA ’22) can say all of that. And on August 14, 2026, he added another accomplishment: taking command of U.S. Coast Guard Air Station Ventura.
His Coast Guard career gave him the technical skills and experience the role requires. But Commander Waugh credits UNC’s MPA program with giving him the organizational and leadership capabilities to meet the demands of a senior Coast Guard command position.
From Pilot to Leader
At 12, Waugh set his sights on becoming a pilot. “I remember seeing airplanes and helicopters flying around and decided that was something I wanted to do,” he recalled.
As an undergraduate at the Coast Guard Academy, he “fell in love with the Coast Guard’s missions,” he said. Once he graduated, he was commissioned as an officer. Two years later, he trained as a helicopter pilot, which qualified to fly search and rescue missions.
Waugh continued moving up the ranks, with a four-year stint on a counter-narcotics squadron, a role as executive assistant to an admiral, and later positions as operations officer and chief pilot at the Coast Guard’s San Diego air station.
As he advanced, Waugh knew he wanted to broaden his expertise beyond aviation, but to do that, he needed a graduate degree. While some of his peers pursued an MBA or an advanced engineering degree, an MPA was the clear choice for Waugh. “I knew it would apply both to my Coast Guard career as well as my potential future in government or nonprofit sectors.”
Choosing UNC
For Waugh, coming to UNC was a no-brainer. The university’s reputation was a draw, as was the fact that UNC was “clearly a military-friendly school,” he said. When researching his options, UNC also made clear that his tuition would be fully covered under the GI Bill.
UNC’s MPA program stood out for another reason: It was one of the few virtual programs with a live component. “I actually wanted to meet and connect with my cohort. With many programs, you write a check, submit some assignments, and you get a degree, but I was looking for more than that.”
More Than a Degree
UNC gave Waugh everything he came for—and more, including the flexibility to continue serving the military. “Occasionally I had to miss a class or needed to extend a deadline due to the Coast Guard, and everyone was super understanding and supportive of that.”
Just as importantly, multi-day on-campus intensives gave him the connection he had been looking for. During visits to Chapel Hill, Waugh met faculty members, heard guest lectures, and bonded with classmates outside the classroom—including over Coach K’s last regular-season Duke game, which he and members of his cohort watched together on Franklin Street. Those experiences deepened both his connection to the program and his commitment to public service.
Landon Lynch (MPA ’22), a Coast Guard Employee and Labor and Employee Relations Specialist and a classmate and friend of Waugh sees that commitment in Waugh’s career. At a challenging moment for public servants, Lynch said, Waugh has shown “the adaptability and the steadfast nature to stay and to want to rise and to want to be a leader.”
The relationships Waugh formed at UNC have also lasted well beyond graduation. He remains part of a group chat with classmates working across a range of industries, including Lynch, where they regularly turn to one another for professional advice and support.
Building the Skills to Lead
Courses in professional communication and mediation helped him speak and write more effectively, navigate conflict, and empower others. “I developed the skills to help people resolve their differences and move forward without having to file formal complaints,” he said.
The program also changed the way Waugh thinks about leadership. “Giving people, especially the younger generation, an opportunity to speak their mind, can create opportunities for growth.” Recalling a time when one of his direct reports shared his perspective on a challenging situation, Waugh said, “it was almost like a light switch. Now he’s performing at a high level.”
Meanwhile, the data analysis skills Waugh honed in the MPA sharpened his ability to leverage metrics to better serve the Coast Guard’s objectives. “As a senior officer I may need X, Y, or Z, for my air station. Being able to use data to explain the ‘why’ to senior leadership is a huge asset.”
Taking Command
Waugh was appointed to lead Air Station Ventura earlier this year by the Commander of the U.S. Coast Guard’s Southwest District (covering California, Arizona, Nevada). Now, Waugh is responsible for the entire operation.
As air station commander, Waugh’s responsibilities are vast. His previous roles centered on carrying out search-and-rescue missions and, later, directing them.
“I’m responsible for the entire air station: three helicopters, 120 people, a $1.5 million budget,” said Waugh. “If things go south, the questions will be asked not of individuals but of the commanding officer.”
While Waugh acknowledges the pressures of the position, he relishes the opportunity to serve the members under his command. “It’s on me to give my team everything they need to complete their mission, plus the resources to advance their careers and take care of themselves and their families.”
Ultimately, Waugh hopes to create a culture where his team can see and pursue their own paths to leadership. “I want people, particularly the pilots, to want my job in the future,” said Waugh. “I want the ‘coasties’ under me to succeed. I want to promote a culture where they can achieve their personal and professional goals.”
Photographed above from left to right: Commander Amanda G. Sardone, Rear Admiral Jeffery W. Novak, Commander Gregory C. Waugh
Join us for a UNC MPA General Information Session to learn more about our program, including our curriculum, student experience, and the wide range of career paths our graduates pursue. This session provides prospective students with an inside look at our supportive community, engaged faculty, flexible program options, and the co-curricular and professional development resources that help our students thrive. Whether you’re just beginning to explore graduate study or considering your next step in public service, this is a great opportunity to discover how UNC MPA can help you achieve your career goals.
Join us for a UNC MPA General Information Session to learn more about our program, including our curriculum, student experience, and the wide range of career paths our graduates pursue. This session provides prospective students with an inside look at our supportive community, engaged faculty, flexible program options, and the co-curricular and professional development resources that help our students thrive. Whether you’re just beginning to explore graduate study or considering your next step in public service, this is a great opportunity to discover how UNC MPA can help you achieve your career goals.
Join us for our UNC MPA General Information Session to learn more about our program including our curriculum, student experience, and the wide range of career paths our graduates pursue. This session provides prospective students with an inside look at our supportive community, engaged faculty, flexible and customizable program options, and the co-curricular and professional development resources that help our students thrive. Whether you’re just beginning to explore graduate study or considering your next step in public service, this is a great opportunity to discover how the MPA can help you achieve your career goals.
By Hattie Lecka
As student interest in public service careers continues to grow at UNC-Chapel Hill, the School of Government is responding with a new academic pathway designed to prepare undergraduates for the work ahead. Beginning in fall 2026, the Law, Government, and Public Service Minor will give students a rigorous, practice-grounded foundation in the legal frameworks and institutional structures that shape how government and nonprofit organizations serve the public.
The program—taught by School faculty Dylan Russell, Chuck Szypszak, Jacqui Greene, and Shea Denning — is open to students across all majors and disciplines, whether they are considering law school, careers in public administration, or simply want to better understand how government affects everyday life. Faculty member Bill Rivenbark, who helped lead the creation of the minor, answers questions below about what inspired it, how it is structured, and what it means for the next generation of public leaders.
What inspired the creation of the Law, Government, and Public Service Minor at this moment in time?
Our aim is to fill a gap among UNC’s current minors, which are not specifically focused on understanding and analyzing the laws and structures that support government and nonprofit organizations. At the same time, strong student demand is clear: each year, our undergraduate course in State and Local Governance maintains a waiting list, reflecting growing interest in public service careers. This minor gives students a deeper understanding of how government and public-serving institutions work and knowledge that is valuable across a wide range of careers.
How does this program reflect UNC’s broader mission of public service?
UNC’s mission is to serve as a leading global public research university, fostering a culture of excellence in teaching, research, and public service. This minor aligns directly with that mission by preparing students to engage thoughtfully and effectively in public service, while also supporting the School of Government’s goal of strengthening state and local government across North Carolina.
How would you describe this minor to students who may not have initially considered careers in government or public service?
This minor is designed not only for students interested in law school, graduate programs in public administration or public policy, or careers in public service, but also for those who are undecided. It’s intended to be versatile. It gives all students valuable insight into how government and nonprofit systems operate, and how these systems affect their communities and professional fields.
How is the minor structured, and how do the courses work together to shape the student learning experience?
The minor requires 15 credit hours of permanent-numbered undergraduate coursework. Students complete two core courses that establish the essential foundations of the program, then choose three electives—at least one of which must be coded “GOVT” in the course registration system—allowing them some flexibility to tailor the experience to their interests.
Students come away with an understanding of the basic sources and structures of law, from constitutional and statutory law to case law, and they learn how to craft, analyze, and evaluate legal arguments. The curriculum also helps students apply theories that explain how government and nonprofit organizations meet public needs and how they interact at the local, state, and national levels.
How do School of Government faculty bring real-world public service experience into the classroom?
Our faculty engages in practical scholarship that helps public officials and citizens understand and strengthen state and local government. They bring extensive practical experience to the classroom. They offer annual trainings, publish books and reports, and advise public officials throughout North Carolina. This allows them to teach both the theory and practice of public service, giving students insight into how government and nonprofit organizations operate in real-world contexts.
What impact do you hope this minor will have on the next generation of public leaders?
The minor is designed to help undergraduates develop the aims to prepare students with the core skills and knowledge needed to become future public service leaders. By developing their ability to analyze complex issues and understand how institutions operate, the program equips graduates to take on public-facing roles and contribute effectively to government and nonprofit organizations. We hope this minor prepares graduates to lead with a strong understanding of how to make a meaningful impact in their communities.