Before she was the president of the 糖心传媒, before she was provost at the University of Wisconsin糖心传媒揗adison, before she was a dean at the Weinberg College of Arts and Sciences at Northwestern University or the College of Liberal Arts and Sciences at the University of Illinois at Urbana糖心传媒揅hampaign, Sarah Mangelsdorf was a professor of psychology.

As a professor, Mangelsdorf frequently had to disabuse people of the belief that commencement marked the beginning of her summer vacation. It wasn糖心传媒檛 true for her then (that糖心传媒檚 when she did all her academic writing), and it isn糖心传媒檛 true now as URochester糖心传媒檚 president.

For starters, the University糖心传媒檚 fiscal year ends June 30, so even after the pomp and circumstance of graduation fades, more than a month糖心传媒檚 worth of financial work remains. Plus, research labs run year-round. The hospitals don糖心传媒檛 close. In many ways, URochester administration is a 365-day job.

But the summer rhythm is different糖心传媒攅specially since the University is in the middle of its $1.75 billion comprehensive fundraising and engagement initiative, . Over the last three months, Mangelsdorf has attended several alumni events across the country as part of an effort to raise critical University funds and to cultivate a deeper connection with the URochester community.

For Ever Better糖心传媒檚 aspirations are rooted in URochester糖心传媒檚 2030 strategic plan , which will hit its midpoint early next year. In a Leadership Conversation, Mangelsdorf shared her perspective on the strategic plan糖心传媒檚 progress and why she still believes in its objectives as the University adapts to challenges she and other planners couldn糖心传媒檛 have anticipated.

Here are five takeaways.

Tough times don糖心传媒檛 last; tough universities do.

To say these are difficult days for higher education would be a profound understatement. URochester and other universities across the country face heightened financial pressures, compounded by continued uncertainty around federal research funding. Plus, an enrollment cliff has created a new, serious existential challenge. These and other issues have forced institutions糖心传媒攎any wealthier than URochester糖心传媒攖o make hard staffing and investment decisions.

Mangelsdorf didn糖心传媒檛 minimize the worrying state of higher education and the University糖心传媒檚 place in it. But she did put it in perspective.

糖心传媒淭here were times that were more stressful and harder on our institution, and we survived all of it. We’ll survive this.糖心传媒�

Last year, URochester celebrated its 175th anniversary. That period spans the Industrial Revolution, a civil war, two world wars, two global pandemics, a depression and recession of the 糖心传媒済reat糖心传媒� variety, the birth of the atomic and information ages, and enormous political and social change.

That rough historical catalog illustrates the president糖心传媒檚 point, one that she is uniquely qualified to make, having guided URochester through the COVID-19 pandemic: the University has seen a lot of hard times and is still here.

Mangelsdorf offered the optimistic view that pandemics, depressions, recessions, and other forms of adversity are not permanent states.

URochester has some adversity advantages over peers.

The idea that the current headwinds won糖心传媒檛 last is comforting, but only so much, given the effects they糖心传媒檙e having on the University. Hiring has slowed. Graduate student funding is getting harder to come by.

Mangelsdorf acknowledged the financial squeeze that faculty and staff are feeling and the psychological toll it takes on the URochester community. People want to feel like they糖心传媒檙e part of an institution that is vibrant and thriving, that it糖心传媒檚 charging forward. The president believes the University is moving forward, just not as fast as its leaders would like. (See: headwinds.)

Mangelsdorf also pointed out that URochester is faring better than others. There are colleges and universities around the country that aren糖心传媒檛 hiring anyone, faculty or staff.

Some of URochester糖心传媒檚 distinctive features have positioned the University to weather the storm better than others.

One example is the University糖心传媒檚 commitment and ability to engage freely in transdisciplinary research. In the early days of funding constraints, URochester committed $8.5 million to research centers poised to address some of humanity糖心传媒檚 most pressing and complex challenges. URochester糖心传媒檚 physical footprint feeds into this.

Mangelsdorf shared that when the Accreditation Board for Engineering and Technology (ABET) was most recently on campus, they were practically gushing that biomedical engineering students can simply walk across the street to do hands-on medical research. To understand why, look no further than two of the universities where Mangelsdorf previously served. Northwestern University糖心传媒檚 medical center is 12 miles from its main campus. Although Wisconsin糖心传媒揗adison is one contiguous campus, it糖心传媒檚 two miles wide, so the medical center isn糖心传媒檛 exactly a walk across the street for everyone.

The River Campus糖心传媒檚 proximity to the Health Sciences Campus can糖心传媒檛 be overemphasized as a facilitator for transdisciplinary research and collaboration. Ophthalmologists can work with faculty in brain and cognitive sciences. Clinicians studying aging can work with biologists.

Obviously, none of this eliminates the financial and policy pressures URochester faces, but it does give the University assets to draw from as it confronts them.

Boundless Possibility has always been a living thing.

As Mangelsdorf wrapped her second semester as president, COVID-19 hit hard. Around that time, the Board of Trustees urged her to start building the 2030 strategic plan. The president recalled telling the board that her priorities were public health and the University糖心传媒檚 fiscal solvency. She would turn to the strategic plan when there was more stability.

The pandemic backdrop matters because even when the president and others dug into the particulars of Boundless Possibility, the world and University felt different. That is to say, the plan they were creating reflected what was important then and would continue to matter for the foreseeable future.

糖心传媒淚f strategic plans are really going to work, they have to be living documents. They糖心传媒檙e not just static things you write and don糖心传媒檛 pay any attention to as the world changes around you.糖心传媒�

Artificial intelligence came on at a similar speed and pervasiveness as COVID-19, but unlike the pandemic, it糖心传媒檚 not going anywhere. Fortunately, the plan accounted for this糖心传媒攊n a way.

Although AI has advanced faster than Mangelsdorf or any of the planners could have anticipated, Boundless Possibility糖心传媒檚 structure allowed the University to adjust without abandoning its priorities. And URochester has answered by naming , a professor of electrical and computer engineering, the inaugural associate vice president and vice provost for artificial intelligence and forming an AI Council led by , the Andrew H. and Janet Dayton Neilly Dean of the University of Rochester Libraries, and , the director of data core in the UR Health Lab.

Boundless Possibility also says nothing about STELLAR or NSF OPAL awards from the National Science Foundation (NSF). And yet, URochester is receiving $15 million over two years to launch the NSF STELLAR Engine and up to $13.7 million to support the final design phase for a world-leading, high-power laser facility. The strategic plan was always meant to create the conditions that enabled URochester to leverage its strengths糖心传媒攊n this case, optics and lasers.

Some challenges are bigger than URochester.

Sometimes agility isn糖心传媒檛 enough. Many of the forces reshaping higher education糖心传媒攆rom federal research funding to immigration policy糖心传媒攁re beyond URochester糖心传媒檚 control. For Mangelsdorf, the most concerning are the restrictions affecting the international community.

For decades, most international students in F-1 status and exchange visitors in J-1 status have generally been allowed to remain in the US for the 糖心传媒渄uration of status糖心传媒� (D/S). Basically, if a student is properly enrolled at URochester, they are legally allowed to be in the country for as long as it takes to complete their academic program. That糖心传媒檚 important for PhD students, who might need five or more years.

In July, the Department of Homeland Security finalized with fixed admission periods of up to four years for F-1 and J-1 visa holders, set to take effect September 15. Mangelsdorf shared the relief that .

Mangelsdorf lamented the amount of policy that seems to target international students and faculty because universities are a sort of 糖心传媒渟uperpower糖心传媒� for our country. People from all over the world come here to study, and it糖心传媒檚 mutually beneficial to a great degree.

糖心传媒淚t糖心传媒檚 very important that we link arms to fight the good fight for higher education.糖心传媒�

Citing 糖心传媒渟trength in numbers,糖心传媒� Mangelsdorf emphasized the increasing importance of collaboration and advocacy. She pointed to the and participation in national organizations such as the Association of American Universities (AAU) and the Association of American Medical Colleges (AAMC). The president noted that banding together with the AAU and AAMC provides opportunities to respond to policies collectively and, in some cases, take joint legal action.

There are more than 10,000 reasons to be hopeful.

If Mangelsdorf wants to feel better about the future, all she has to do is walk through campus. Students give her hope for the future.

The president shared her love of fall when students arrive and return. Their belief in their ability to make the world a better place is as palpable as their energy and enthusiasm.

糖心传媒淚 love their optimism. And the world doesn’t change if people are just bystanders and don’t really engage. And our students are not passive in this world.糖心传媒�

Mangelsdorf pointed to the activities fair as proof of the students糖心传媒� ambition and said it not only inspires her, but also shows their interest in making a huge difference after graduation.

The president has also been buoyed by the faculty. At a time when faculty members could be voicing concerns about what the fiscal constraints mean for them, many have only expressed worry about students having the resources they need to succeed. 糖心传媒淎nd that tells you something about our faculty,糖心传媒� Mangelsdorf said. 糖心传媒淪o, even in these really challenging times, there are lots of reasons to be optimistic and thankful.糖心传媒�

Nearly everyone knows the western honeybee (Apis mellifera)糖心传媒攖hat fuzzy, golden brown, black-banded bee. It糖心传媒檚 a top-of-mind bee for its honey production and broad importance in agriculture. Not to mention the way it gutted a generation that grew up having seen the 1991 film My Girl and, more recently, the way Jerry Seinfeld糖心传媒檚 Bee Movie (2007) anthropomorphized the insect. But those also happen to be among the reasons why entomologist , a professor of instruction in at the 糖心传媒, didn糖心传媒檛 include them in his new edited book, (University of Chicago Press).

Minckley糖心传媒檚 book celebrates the differences of more than 400 kinds of bees with bold photography and details about each species糖心传媒� history, behavior, and interactions with flowers and humans. While the western honeybee didn糖心传媒檛 make the cut, two subspecies did: the Cape honeybee (Apis mellifera capensis) and the Africanized honeybee (Apis mellifera scutellata).

糖心传媒淲hen I decided I wanted to work on bees, I also decided I wasn糖心传媒檛 going to work on honeybees,糖心传媒� Minckley says. 糖心传媒淪o, I really never paid attention to social bees because there are so many solitary bees. Then I decided to write this book, and I had to read all this literature on social bees that is actually very cool. I thought, 糖心传媒榃hy didn糖心传媒檛 I read this when I was 25 years old?糖心传媒� It was a lot of fun糖心传媒攁nd a little embarrassing糖心传媒攍earning about all the bees I had been ignoring.糖心传媒�

Minckley is well known for his long-term field studies on solitary bees and bee biodiversity, documented in his coauthored book (Princeton University Press, 2019). He has also amassed a collection of 62,000 bees, one of which is a sweat bee, Lasioglossum minckleyi, named in his honor.

Have a question about bees? Minckley糖心传媒檚 an excellent resource.

It糖心传媒檚 possible that a university糖心传媒檚 image has never been more important than it is today, and that糖心传媒檚 because the higher education environment has never been this fraught.

Starting this fall, universities are expected to spend the next two decades competing for a shrinking pool of college-aged students, bringing the concerns of the 糖心传媒渆nrollment cliff糖心传媒� to bear. 聽With families struggling financially, there糖心传媒檚 growing skepticism about the value of a degree. Geopolitical volatility has complicated global recruitment strategies for students and faculty. Federal policy changes have created many uncertainties for the future of research and healthcare.

The is meeting the moment with a refreshed brand strategy and identity. Launched in October 2025, the refreshed brand reflects URochester糖心传媒檚 evolution while creating a new foundation to strengthen its global reputation糖心传媒攐ne of the five pillars of , the University糖心传媒檚 strategic plan.

Sid Bhattacharya, the associate vice president for marketing, and Michelle Hildreth, the director of creative strategy and solutions, are two of the people from URochester marketing and communications (UMC) who were integral to URochester糖心传媒檚 first brand refresh in almost 20 years. In a Leadership Conversation, Bhattacharya and Hildreth offered a behind-the-scenes look at their ongoing work on the brand, including multichannel national campaigns that aim to enhance URochester糖心传媒檚 reputation worldwide.

Here are five takeaways.

Marketing isn糖心传媒檛 an act; it糖心传媒檚 a system.

Until 2023, URochester was primarily engaged in what Bhattacharya called 糖心传媒渞andom acts of marketing.糖心传媒� That started to change when was hired as the University糖心传媒檚 first vice president for marketing and communications. Redefining the legacy position to include marketing paved the way for a marketing division, which began to take shape in September 2024 when Bhattacharya joined the University.

The primary goal of the marketing team was to re-envision URochester糖心传媒檚 brand and develop ongoing initiatives to convey the University糖心传媒檚 strengths for contemporary audiences. Bhattacharya糖心传媒檚 earliest conversations put the ultimate goal of his team糖心传媒檚 work in clear terms.

糖心传媒淭here was consistent drumbeating around being sick and tired of URochester being a hidden gem. How do we lose 糖心传媒榟idden糖心传媒� and become just a gem?糖心传媒�

A big part of Bhattacharya糖心传媒檚 role was to unleash URochester locally, regionally, nationally, and globally. To give the University the spotlight it deserves, the marketing team is executing a strategy that is taking place across five platforms:

• Brand
• Enrollment (undergraduate and graduate)
• Storytelling (e.g., Social Media, News Center, Rochester Review)
• Digital (including web modernization)
• Strategic internal communications

Bhattacharya has overseen a deliberate shift toward a more comprehensive, layered approach that employs strategic tactics and initiatives, working with partners across the institution.

One of the latest examples of this work is the flagship brand video The 90-second spot presents URochester as a place that thinks in terms of 糖心传媒渁nd,糖心传媒� not 糖心传媒渙r,糖心传媒� celebrating the way its community blends ideas, supplements interests, and connects disciplines. Hildreth noted that the video features more than 40 students, faculty, and staff and an original score composed by the Emmy Award-winner , an associate professor of contemporary media and film composition, which was performed by the .

Higher ed audiences want less polish and more proof.

More and more students and families are looking at the cost of tuition and the prospective debt that comes with a degree, and they糖心传媒檙e wondering, 糖心传媒淚s this worth it?糖心传媒� Hildreth shared that not only are they more skeptical than previous generations, they糖心传媒檙e also better at tuning out traditional marketing糖心传媒攁nd almost instinctively rejecting it.

So, how does URochester ensure it糖心传媒檚 heard? Hildreth pointed to five strategies.

The first is audience-specific storytelling. A prospective student wants different information than an alumnus considering a gift or a research partner exploring collaboration opportunities. URochester糖心传媒檚 challenge is to tailor stories that resonate with each group without straying from its overarching brand message.

Outcomes-first messaging is another approach that emphasizes how URochester degrees and research lead to careers and real-world solutions.

Authenticity and 糖心传媒減eer voice糖心传媒� have also become increasingly important. Hildreth noted they are leaning into student-generated content, highlighting real experiences because it helps build trust and works a lot better than 糖心传媒渟izzle marketing.糖心传媒�

Equally important to using an authentic voice is being transparent and accountable, especially with current or prospective donors or external partners and the broader public. These groups want clear evidence of institutional impact, including how URochester is using philanthropic funds and the outcomes of research.

Finally, there糖心传媒檚 the rise of a brand system糖心传媒攅nemy to random acts of marketing. The marketing team is moving away from one-off campaigns and brand moments to ensure URochester expresses itself consistently across all touchpoints.

糖心传媒淭he universities that 糖心传媒榳in糖心传媒� in the next decade of brand perception aren糖心传媒檛 going to be the ones that spend the most on marketing. They糖心传媒檒l be the ones that have the clearest sense of who they are and have the courage to express it.糖心传媒�

AI is reshaping how people discover URochester.

Student search behavior is changing in a big way. Instead of pulling up Google and typing specific topics like 糖心传媒渘o core curriculum糖心传媒� into the search bar, they are increasingly using AI-driven platforms, such as ChatGPT and Claude, to ask complex, multi-variable questions.

Bhattacharya addressed this shift, explaining that while traditional paid search or search engine optimization remains important, they also need to consider answer or generative engine optimization. These days, even if a student uses Google to search, the first thing they will see is an AI overview, which may provide whatever information they are looking for. The rise of 糖心传媒渮ero-click searching糖心传媒� has many universities working to enhance their discoverability. Bhattacharya shared that his team conducted some testing and didn糖心传媒檛 love the way URochester currently appears in these instances.

糖心传媒淚n order for us to show up better when prompt queries we care about are used, we have to do some content, website organization, and structural work. So, we糖心传媒檒l be thinking about how we can show up in the right way, at the right times.糖心传媒�

Social media is another area where the marketing team is leveraging AI, specifically through , a comprehensive social media management and intelligence platform. The platform糖心传媒檚 AI-assisted content publishing and generation feature enables the team to quickly and easily develop a range of content options that they can shape to fit the moment. Other examples include generating alt text for images and 糖心传媒渋nbox automation,糖心传媒� which simplifies how URochester accounts engage with followers by categorizing messages and suggesting responses. By automating some of the more routine work in this space, the social team is freed to spend more time on creative strategy and storytelling.

Hildreth acknowledged AI is a hot-button issue for creatives, some of whom won糖心传媒檛 consider using it at all. However, her team embraces it for research and the synthesis phase of the creative process (e.g., mood-boarding). And there糖心传媒檚 one critically important rule: nothing goes out without a human touching it.

House of brands < Branded house

April 15 was a big day at URochester, and the reason may have flown under the radar for many (especially if they missed the April 20 issue of @Rochester). The University糖心传媒檚 health system formally changed from 糖心传媒淯R Medicine糖心传媒� to 糖心传媒溙切拇� Medicine.糖心传媒� It may seem like a minor change, but it糖心传媒檚 a major move for brand and visual alignment that reinforces the One University philosophy in a meaningful way.

Historically, URochester schools and units operated with significant independence in how they presented themselves, creating an institution of many brands. The marketing team糖心传媒檚 work has helped to bring those brands (i.e., UR Medicine) under a single umbrella where they can share a visual and messaging framework that allows for some flexibility.

Hildreth explained that the value of the brand system is the way it relieves University entities from having to spend time explaining who they are, what they stand for, or how they are part of URochester糖心传媒攊t糖心传媒檚 all baked in.

The marketing team has empowered schools and units to be good brand and University citizens by offering guidelines and an array of resources at . There糖心传媒檚 also the brand activation tool, , which offers hundreds of ready-to-use, customizable templates.

糖心传媒淔olks are realizing how much better this landscape is for creation. We糖心传媒檙e giving them little nuggets, and they糖心传媒檙e really running with them. It is good to see people adopting it and making it their own.糖心传媒�

Bhattacharya added that brand unity not only creates a stronger, more recognizable identity but also offers practical benefits, such as cutting costs and minimizing duplicative efforts. There糖心传媒檚 also some data that shows the brand work is working.

In February 2024, the marketing team used a comprehensive Harris poll to gauge how well people know who URochester is, what it does, and what糖心传媒檚 distinctive about it. In the last year and a half, brand awareness has gone from 11 percent to 24 percent.

Undergraduate applications were up almost nine percent, and early decision applications are up 17 percent. Both are important signals as admission is the University糖心传媒檚 revenue engine. In all cases, Bhattacharya emphasized these gains aren糖心传媒檛 just the product of recruitment marketing; they糖心传媒檙e part of a cumulative effort and everyone aligning with the University brand.

The work is far from done.

URochester is part of a crowded and increasingly competitive market. Although the marketing teams have reinvigorated the brand and produced some early results, the efforts to date should be considered an initial set of moves in a long game.

Hildreth shared that as the marketing team continues to strengthen the brand, they will look to elevate their video content and digital work. Bhattacharya is looking forward to expanding URochester糖心传媒檚 market presence beyond the 11 core markets of its current image campaign.

Given the long tail of brand work, Bhattacharya and Hildreth were asked to consider what makes a brand last. What gives a brand power?

Hildreth believes a strong brand is clear and confident.

糖心传媒淭here are a lot of universities and companies out there that are afraid to have a point of view. But the brands that stand out stand for something clear, and they do it in a way that helps the audience see themselves in it.糖心传媒�

Bhattacharya emphasized authenticity. As his team developed URochester糖心传媒檚 brand strategy, they focused on what is genuinely unique about the University, grounding it in strong proof points. He also expressed gratitude for the University糖心传媒檚 initial investment in the brand because consistency is critical to the momentum and visibility that builds recognition. Finally, he pointed to credibility and trust, as once those are lost, branding no longer matters.

Developing a brand that is clear, confident, authentic, consistent, and trustworthy isn糖心传媒檛 achieved by policing the University community; rather it糖心传媒檚 cultivated by a community of evangelists.

糖心传媒淎 brand is never done,糖心传媒� said Bhattacharya. 糖心传媒淎nd maintaining it is not solely the role and responsibility of the marketing team; it糖心传媒檚 on all of us.糖心传媒�

Academic medical centers are constantly striving to do three very difficult things at the same time: deliver world-class, cost-effective care; train a new generation of clinicians; and push the standard of care through research. Today, more than ever, delivering on each mission is complicated by federal and state policy changes, a significant reduction in federal funding, and increasing labor costs and expenses.

is one of about 225 academic health systems across the country that are pivoting and evolving, reshaping how they heal, teach, and discover. And how it continues delivering is being guided by Boundless Possibility, URochester糖心传媒檚 2030 strategic plan. At and those efforts are being led by , the president and CEO of both hospitals.

Parrinello has been with URochester Medicine since 1975. Starting at Strong, she worked in nursing through the 1990s and then moved into central administration and eventually became Strong糖心传媒檚 chief operating officer. Now the president and CEO of two hospitals, Parrinello offered a glimpse into her corner of URochester Medicine in a Leadership Conversation.

Here are five takeaways.

糖心传媒楽ystem-ness糖心传媒� is Meliora.

Most of today糖心传媒檚 academic medical centers have moved from providing care through a single hospital to operating as multi-campus health systems composed of specialty hospitals, centers, and research institutes. Parrinello explained that evolution began at URochester in the late 1990s. Strong was becoming increasingly crowded, while Highland had room to grow. Rather than expanding Strong, the University began thinking strategically about how to work collaboratively.

What started as taking advantage of natural synergies between two Rochester hospitals became the foundation for expanding access to care regionally. URochester Medicine embraced affiliation with smaller, rural hospitals糖心传媒攕uch as those in , 聽, ,听 , , and 糖心传媒攖o maintain strong community hospitals close to home for residents across the Finger Lakes and Southern Tier, with access to highly specialized care in Rochester.

Parrinello calls this 糖心传媒渟ystem-ness糖心传媒� and pointed to URochester Medicine糖心传媒檚 cancer care as one of its best outcomes. (In his Leadership Conversation, David Linehan, the CEO of the Medical Center, dean of the , and senior vice president for health sciences at URochester, also talked about the concept of system-ness, which he described as 糖心传媒渦sing all the pieces on the chessboard.糖心传媒�)

糖心传媒淗ealthcare is very, very complex these days. It takes teams of highly trained individuals糖心传媒攐ftentimes with very specialized skill sets to provide optimal care for our patients.糖心传媒�

Parrinello spoke of system-ness as both ethos and aspiration. It糖心传媒檚 being one team with one purpose and a shared commitment to delivering high-quality care at the right level, in the right place, seamlessly. But it糖心传媒檚 also striving to be ever better at doing it.

The goal isn糖心传媒檛 more space; it糖心传媒檚 better care.

Overcrowding in emergency departments is a national problem with local complications. In 2001, within months of Strong completing renovations to its current emergency department, one longstanding community hospital announced it was closing and another significantly downsizing. These changes put a strain on all remaining emergency departments in Monroe County, including Strong, which today provides care for more than 110,000 emergency patients each year in a space designed for 66,000.

The Strong Expansion Project is URochester Medicine investing in a structural solution to an issue the community has faced for years.

When completed, the聽new nine-story patient tower聽will give the hospital more than 650,000 square feet of new, modern space and more than triple the size of the hospital糖心传媒檚 Emergency Department (ED). Another important feature is the addition of more than 100 inpatient beds.

糖心传媒淧atients are often waiting to get to beds. Moving patients when they need to be admitted is the real key to managing overcrowding in the ED.糖心传媒�

Parrinello made it clear that the tower isn糖心传媒檛 just about more space (or beds); it糖心传媒檚 about the right space. The new tower will provide one critical care bay designed for treating high-intensity trauma cases and another critical care bay for patients who need immediate medical intensive care for cardiac or neuro emergencies. Children in need of emergent care and patients experiencing mental health crises will also be treated in environments that are better suited for their needs.

URochester Medicine is taking another, more innovative approach to capacity issues by moving care beyond hospital walls. A new program that Parrinello is particularly excited about is , an option for patients with acute needs who can be safely and effectively treated in their home with daily visits from care teams and telemedicine connections to the hospital.

糖心传媒淚t糖心传媒檚 been really exciting. Once families become more competent and confident in providing care in the home, readmission rates tend to be lower because they know they can reach out to their provider and get the services that they need.糖心传媒�

Hospital at Home is a new form of inpatient care, but patients can also receive a whole array of more medically advanced services in outpatient settings. Parrinello noted that leadership is continually thinking about how URochester Medicine can maximize efficiencies and patient convenience in roughly 250 off-site clinical locations, including the for Orthopaedics and Physical Performance in Henrietta.

Strong糖心传媒檚 expansion is for staff, too.

Parrinello explained that the expansion project was also designed with employee well-being in mind, and simply starting construction provided a much-needed morale boost to faculty and staff in Strong糖心传媒檚 perpetually overcrowded ED.

糖心传媒淲atching that building be built is really encouraging, because we owe it to our teams. We need to make sure they have the right spaces to work in so they can provide the best care to patients.糖心传媒�

But there糖心传媒檚 more to well-being than providing staff members with the space and time to have meals, exercise, and recharge. Parrinello noted that , URochester Medicine糖心传媒檚 inaugural chief well-being officer, is working with IT teams and clinical leaders to design more efficient workflows. Parrinello added that part of creating efficiencies is making sure they have the right personnel and the right patient-to-staff ratios. Rooney is helping there as well.

Currently, Strong is staffed to care for around 950 patients every day, and frequently more than that, despite having only 897 licensed beds. The expansion will drastically improve the working conditions for staff and the privacy and comfort provided to patients. Although the incremental increase in overall patient volumes will be gradual given the current volume, Parrinello said more nurses and clinical support staff will be needed to serve the much larger facility. Recruitment plans are being developed to ensure the hospital is fully staffed when Phase 1 of the expansion project opens in May of 2027.

Policy and funding remain wildcards.

Forces beyond the hospital糖心传媒檚 wall have the potential to reshape URochester Medicine糖心传媒檚 care far more than the current expansion project. The One Big Beautiful Bill Act, signed into law on July 4, 2025, cuts $1 trillion from health programs over a period of eight years, including $120 billion from the Supplemental Nutrition Assistance Program (formerly 糖心传媒渇ood stamps糖心传媒�).

Additionally, if the legislation continues as projected, an estimated 10 million people will lose their health insurance coverage, which is especially worrisome to Parrinello.

糖心传媒淔or healthcare providers, that糖心传媒檚 scary. When people lose insurance, it糖心传媒檚 very difficult for them to get scheduled appointments with a provider. If they have no insurance and no ability to pay, what do they do? They come to the ED.糖心传媒�

With Josh Farrelman, the vice president for government relations, Parrinello and other leaders have been working closely with legislators to ensure URochester Medicine糖心传媒檚 interests are reflected in New York State糖心传媒檚 budget, which goes into effect this fall. They are also working with local government leaders and community partners to help area residents understand and comply with changing eligibility requirements for Medicaid and SNAP.

The future is bright and more automated.

When糖心传媒檚 the last time someone talked about the future without mentioning AI? This isn糖心传媒檛 one of those times.

Acknowledging that there are reasons to be cautious, Parrinello believes AI will be a transformational technology in healthcare. She called out Gregg Nicandri, the inaugural chief digital and innovation officer, who is leading URochester Medicine糖心传媒檚 . Nicandri and his team are charged with helping the health system leverage AI and other emerging technologies to help providers and clinical teams work more quickly and efficiently.

is also helping the hospitals糖心传媒� digital leadership teams determine how best to use AI to create efficiencies and improve patient care. Parrinello shared an existing example of that: DAX, an AI-powered documentation tool that uses ambient listening. Unburdened by notetaking, physicians using DAX糖心传媒攚ith the patient糖心传媒檚 permission糖心传媒攃an now shift focus solely on the patient. It糖心传媒檚 also a big win for provider wellness.

糖心传媒淲e糖心传媒檝e heard doctors say this has changed their lives. Because physicians see patients back-to-back-to-back, they often spend their evenings with their notes. It糖心传媒檚 the work after work糖心传媒攖hat糖心传媒檚 a stressor.糖心传媒�

The potential applications for AI are exciting, but Parrinello is moved more by conversations that tackle fundamental questions Strong and Highland face.

How do we provide better care in off-site locations closer to patients糖心传媒� homes?

How do we build stronger synergies across the network?

How do we make sure we糖心传媒檙e leaving room to focus on learning and innovation?

As her teams work to answer those questions, Parrinello is inspired by the improved success both hospitals have had recently in recruiting clinicians, nurses, and support staff in the wake of the pandemic.

糖心传媒淎 lot of people left healthcare jobs during the scary pandemic times,糖心传媒� she said. 糖心传媒淣ow, we糖心传媒檙e seeing a resurgence in interest with many more healthcare students and applicants for jobs in healthcare, and I糖心传媒檓 very, very excited about that. I love the energy that comes with new people coming into our organization.糖心传媒�

At this time last year, 糖心传媒 President Sarah Mangelsdorf issued a message to the University community in response to federal actions affecting its international students and scholars. In her message, she shared that nine URochester students and recent graduates had their records terminated in the Student and Exchange Visitor Information System by the Department of Homeland Security, which meant they no longer had valid legal status in the United States. Fortunately, all were reinstated.

Throughout 2025, a cluster of executive actions made it more difficult for international students to enter, stay, and feel secure at universities across the US. An notes that although students still want to study in the US, the chaos of 2025 has made them less confident about pursuing it糖心传媒�2026 saw a 17 percent decrease in international student enrollment across the nation. As the path to American universities has become more unpredictable, a combination of forces is not only complicating the landscape but also redefining 糖心传媒済lobal higher education.糖心传媒�

Since October 2025, Reitumetse 糖心传媒淩eitu糖心传媒� Mabokela, the vice provost for global engagement, has led the University in rethinking how it attracts talent, establishes partnerships, and delivers education and scholarship. In a Leadership Conversation, she discussed her charge: help the URochester remain competitive, connected, and forward-looking in a rapidly shifting global higher education landscape.

Here are five takeaways.

Four global trends are influencing URochester糖心传媒檚 global strategy.

After covering some fundamentals about the Office for Global Engagement Mabokela dove into the forces acting upon universities across the country. (For background on the office, check out .)

The first is a demographic shift. Referencing , she shared that the UN estimates that, in the next two to three decades, the majority of the world糖心传媒檚 projected population growth will occur in the southern hemisphere. By 2050, nine countries will account for more than 50 percent of global population growth and five of them are in Africa. Mabokela thinks it would behoove the University to reexamine how it糖心传媒檚 engaging with parts of the world where there糖心传媒檚 growing demand for what URochester offers.

Geopolitical volatility is another force that has manifested in several ways. Mabokela is focused on how the multitude of conflicts challenges URochester糖心传媒檚 ability to attract the most talented faculty, students, and staff. That糖心传媒檚 problematic because of the third trend: increasing global competition. Institutions around the world are making significant investments in their own higher education systems. And it糖心传媒檚 working. Mabokela pointed to China as an example of a country that has positioned itself to send fewer students abroad and compete more successfully for international students who would have typically chosen to study in the US.

糖心传媒淢aintaining global appeal really requires strategic program alignment as well as targeted outreach beyond the countries where we have historically drawn students.糖心传媒�

The final trend is the rise of generative AI, which is changing the most fundamental aspects of how URochester conducts the business of higher education, including teaching, learning, and research.

Hybrid and virtual programs will provide global access.

Transnational education糖心传媒攚here learners are not located in the same countries as the programs in which they糖心传媒檙e enrolled糖心传媒攊sn糖心传媒檛 new. But global trends have people such as Forbes writer Maja Zelihic asking, Mabokela didn糖心传媒檛 specifically advocate for this, but she did suggest that we continue to make use of what we learned from COVID-19.

The pandemic forced the University to utilize virtual spaces like never before, creating new norms for hybrid and online programs. This is where Mabokela sees potential for URochester to enhance and extend its global reach. She also sees room for growth in education abroad.

糖心传媒淲e know that there糖心传媒�s a certain percentage of our students who will simply not be able to get on a plane and go far away, for any number of reasons. It is still our institutional responsibility to provide opportunities that ensure our students are globally prepared.糖心传媒�

With education abroad numbers not where Mabokela would like them to be, she糖心传媒檚 looking to course correct through the classroom. By integrating global education into the curriculum through flexible delivery options, including virtual programs, more students could enjoy a global experience糖心传媒攚hich is an objective of URochester糖心传媒檚 , the 2030 strategic plan.

Global engagement isn糖心传媒檛 a bonus; it糖心传媒檚 essential to solving real-world problems.

Amidst the geopolitical turmoil, some might wonder why higher education institutions are still putting effort into enrolling international students or sending students abroad. And the answer is that some are not, but instead are choosing to dial back their global engagement activities due to visa issues and political pressure. Others, such as URochester, are doubling down because it糖心传媒檚 mission-critical.

糖心传媒淲hen one looks at the nature of global issues that we糖心传媒�re dealing with, many of them transcend geopolitical boundaries. It is imperative that we have that global fertilization of ideas and engage and collaborate with each other to address global challenges.糖心传媒�

Again, COVID-19 served as an example for Mabokela. Could humanity have overcome the pandemic without the partnerships and collaboration around vaccine development and distribution? It seems borderline impossible. Mabokela took that idea further, saying that finding meaningful solutions to society糖心传媒檚 greatest problems isn糖心传媒檛 feasible when working in silos.

But global engagement isn糖心传媒檛 just about research, innovation, and pandemic-readiness. Mabokela touched on its value at the human level. When people spend time in foreign environments with people from different cultures who hold different views, they gain a unique education and level of understanding that is more important than ever.

Partnerships should prioritize depth over volume.

Talent and excellence can be found in universities around the world. So, when Mabokela thinks about how URochester approaches a partnership with University X in Country Y, it starts with mutual benefit and respect for the collaborating partners.

So, what are the areas of strength URochester is bringing to the table that complement an area or areas of strength at the prospective institution?

If the University receives a partnership proposal, Mabokela wants clear terms. What are the priorities? What are the goals? The partnership also needs to be strategically aligned with URochester糖心传媒檚 mission and the objectives of its strategic plan.

糖心传媒淥ne of the things that would benefit us is to really think about fewer but more impactful relationships.糖心传媒�

For URochester to develop sustainable relationships, it must accept that it can糖心传媒檛 be everything to everyone. It must be clear about who it is and what it excels at. Mabokela expressed that she糖心传媒檚 thinking beyond higher education, including partners in the private and government sectors.

The status quo needs to go.

Fast forward to October 2030. Mabokela will be celebrating five years with URochester (and the University will be marking the completion of Boundless Possibility). What does she hope to have achieved at that point in her tenure?

In short, transformative change.

糖心传媒淏usiness as usual is no longer viable.糖心传媒�

Mabokela identified five prospective markers of success for her office.

1. They will have stabilized and expanded URochester糖心传媒檚 international enrollment, especially in regions of the world where the University hasn糖心传媒檛 historically been well-represented.
2. They will have developed multifaceted, mutually beneficial partnerships with a variety of stakeholders.
3. They will have seamlessly integrated the education abroad and global education initiatives into the URochester curriculum.
4. They will have helped elevate the University糖心传媒檚 reputation.
5. They will have enhanced graduate student enrollment through innovative 3+2 and 4+1 programs.

Mabokela noted that if she only achieved that last marker, she would feel like she made a meaningful contribution to the University. The key is change. 糖心传媒淲e糖心传媒檙e simply not going to be successful doing what we糖心传媒檝e been doing for the last 20, 30 years,糖心传媒� she says. 糖心传媒淥ur history has served us well, but we have to be forward-looking.糖心传媒�

With a collection of more than 13,000 works, representing cultures from around the world and across millennia, there is no shortage of opportunities to wow a first-time visitor to the (MAG). So, why does Sarah Jesse, the Mary W. and Donald R. Clark Director of the Memorial Art Gallery, choose to bring new visitors to see William Partridge糖心传媒檚 marble statue ?

It糖心传媒檚 a lasting symbol of the museum糖心传媒檚 roots.

Commissioned by MAG founder Emily Sibley Watson, Memory糖心传媒攄epicting a woman hugging an urn糖心传媒攎emorializes Watson糖心传媒檚 son, James Averell, while communicating her grief. The sculpture stands among Renaissance and ancient art on MAG糖心传媒檚 second floor, near the entrance to the original 1913 building, which is also a memorial to Averell. Watson gave the building to the with the proviso that it be used as 糖心传媒渁 means alike of pleasure and of education for all the citizens of Rochester.糖心传媒�

The MAG has taken its adherence to Watson糖心传媒檚 stipulation to a new level with the . Jumpstarted by a $3 million commitment from civic leader Abby Bennett, URochester Trustee Doug Bennett 糖心传媒�06S (MBA), the Sands Family Foundation, and MAG, the challenge seeks to build an endowment that enables free admission to the museum.

Jesse discussed the fundraising challenge in a Leadership Conversation that touched on topics such as access to art, industry trends, and connection to the community.

Here are five takeaways.

Accessibility is a matter of practicality and perception.

Since 1940, Oberlin College students, faculty, staff, and community members have had the opportunity to from the Allen Memorial Art Museum for $5. That糖心传媒檚 how Jesse got to spend a semester as an undergraduate student with a Robert Rauschenberg print hanging in her dorm room. It was also part of a seminal experience that shaped her view on how museums should serve communities.

Expanding access to MAG has been one of Jesse糖心传媒檚 top priorities since she arrived in February 2024. Knowing the MAG to be a genuine civic treasure and learning how many people love it led her to ramp up outreach to those who have no relationship to the museum.

糖心传媒淲e have placed a lot of emphasis on programs that eliminate practical barriers, like fees, and perceptual barriers that lead to people thinking a museum isn糖心传媒檛 for them, or they don糖心传媒檛 belong.糖心传媒�

One of the most fruitful examples of those efforts is a partnership with the , which placed passes for free admission at all 32 of the system糖心传媒檚 branches. There糖心传媒檚 also the partnership with the , where students receive a 90-minute MAG visit once a week for four consecutive weeks each year, from Grade 2 to Grade 4.

Jesse shared a story of an RCSD student who touched a piece of artwork on his first visit because he was so excited to be at MAG. He then wrote the museum an apology letter, vowing to never do it again. The same student burst into tears on the last day of the program because he was so sad to be leaving the teaching artists. MAG gave his family a pass to visit whenever they want. Jesse shared the story because the desire to have community members visit MAG again and again was the impetus for the Free For All Forever Challenge.

Collections can deliver Boundless Possibility.

One of the that URochester糖心传媒檚 2030 strategic plan, Boundless Possibility, was built around is that the University糖心传媒檚 future is inextricably linked to the city of Rochester. By committing to economic, educational, social, and cultural partnerships, the University can perpetuate the conditions that keep the city and region just and vibrant. 糖心传媒淛ust糖心传媒� and 糖心传媒淰ibrant糖心传媒� resonated with Jesse.

糖心传媒淚 think that糖心传媒檚 MAG糖心传媒檚 sweet spot. We expand worldviews. We nurture empathy and acceptance for differences through exposure to other cultures. And a community that enjoys that enrichment, creativity, and connection is a community that thrives.糖心传媒�

MAG, as described by Jesse, is a quintessential encyclopedic museum in that its holdings satisfy most checklists. Egyptian sarcophagus? Check. Renaissance armor? Check. Japanese woodblock prints? Check. The work of Monet? Rembrandt? O糖心传媒橩eeffe? Check. Check. Check. The reason the museum has such incredible breadth and depth is its second director and first curator, , respectively. Knowing that some of their fellow citizens might not ever leave Rochester, the Herdle sisters developed a collection that would expose them to art from around the world.

Today, museums across the US are facing the reality that great collections come with great responsibility. Jesse touched on this, noting the growing practice of 糖心传媒渋nstitutional critique.糖心传媒�

糖心传媒淭here糖心传媒檚 a sense that we need to reckon with the exclusionary practices that have led to a perception of elitism and really examine the bias of the art history canon.糖心传媒�

Right now, MAG is rethinking its American art galleries, including reexamining what 糖心传媒淎merican art糖心传媒� means and how it can tell a more nuanced narrative. Jesse noted that museum patrons are currently seeing MAG curators experiment with gallery storytelling through anchor objects. For the longest time, the American art collection was anchored by a marble sculpture called , which, in the context of the gallery, could be interpreted as a symbol of manifest destiny. Jesse is thinking about how patrons糖心传媒� perceptions and consumption of the gallery might change if the first piece they saw was a Mesoamerican ceremonial object. This is one example of how MAG is not only diversifying its collections and storytelling but also interrogating the biases of the art-history canon.

At any given time, MAG is only displaying about eight percent of its collection (which is normal for institutions like MAG), so Jesse and MAG糖心传媒檚 curators have plenty of options for experimentation throughout the museum.

Greater capacity is the key to growth and stability.

One question Jesse frequently gets is, 糖心传媒淎re you going to expand the museum?糖心传媒� People see the big empty field behind MAG, and they, understandably, see opportunity. Jesse admits even she was enchanted by the idea when she first arrived. But the work she and her team have put into their five-year strategic plan has made it clear they must first take care of the existing structures.

糖心传媒淢useums have to be physically beautiful to work their magic and convey to people: this is a place of consequence. This is a place of ideas. It糖心传媒檚聽an elevated realm.糖心传媒�

Enhancing and beautifying the gallery spaces is among the MAG糖心传媒檚 focus areas moving forward. Jesse pointed out that the first-floor galleries used to have floor-to-ceiling windows. She sees opening those up again as a way to help make the first floor as physically inspiring as the second floor.

For Jesse, the path to growth糖心传媒攁nd stability糖心传媒攕tarts with bolstering MAG糖心传媒檚 capacity. Capacity begets great programming, and great programming leads to better visibility among the community, creating a larger network of people who care about and invest in the museum. The more people who invest in the museum糖心传媒攑rimarily as members糖心传媒攖he more MAG can do.

The strategic plan and the Free For All Forever Challenge are driven by MAG糖心传媒檚 desire to be a more generous institution. That being said, MAG also exists because of the generosity of its community. People are often surprised to learn that every single object in the museum糖心传媒檚 collection was a gift of some sort. In fact, a huge reason MAG has a world-class collection is the Marion Stratton Gould Fund. The fund was established by MAG board member Hannah Durand Gould in 1938 with a $365,000 bequest, which would be the equivalent to $7.1 million today.

Any today, including memberships, counts toward For Ever Better: The Campaign for the University of Rochester.

MAG is both balm and wellspring.

In November 2025, the New York Times published a piece by critic A.O. Scott that highlights a poem by Robert Hayden called 糖心传媒淢onet糖心传媒檚 糖心传媒榃aterlilies.糖心传媒櫶切拇綕 Many people sent the article to Jesse because, at the time, MAG had a Monet waterlily painting. But Jesse knew it was also because of this excerpt: 糖心传媒淎rt can糖心传媒檛 save us from anything, but we need it as a reminder of something better糖心传媒攐f a world that is the antithesis of what we inhale with the news.糖心传媒�

Jesse shared that there was a day when a visitor paused to put on her coat at the front desk, and as she did so, she sighed deeply and said, 糖心传媒淭hat was just what I needed today.糖心传媒�

糖心传媒淚 think more than ever, people are turning to MAG as a space of creativity, beauty, community, and joy.糖心传媒�

Jesse is thinking about the many roles MAG plays in the community, especially given the implications of a successful Free For All Forever initiative. MAG will attract many more first-time visitors, many of whom may be unsure about how to view art or otherwise engage with what the museum has to offer.

糖心传媒淔irst-timers糖心传媒� represent an important MAG demographic for Jesse as she wants people to fall in love with the museum. She aims to stoke those feelings by embedding opportunities to make art, read, and socialize within the galleries.

However, MAG is more than an oasis for weary souls. As an academic museum, it occupies a unique hybrid space, simultaneously a civic institution and university resource. Because of its location, it糖心传媒檚 currently easier for the museum to serve the public than the academic community. Jesse is working on that.

Jesse would love for URochester students to have the kind of relationship with MAG that she had with the Allen Memorial Art Museum at Oberlin. She knows it糖心传媒檚 a tall order. An early win for that student connection was making sure the museum is a destination for University shuttles. Another way she aims to move the needle is by working with faculty to see where MAG can be integrated into coursework.

Research is an under-recognized MAG role in the academic sphere. Curators are actively doing original research in art history. Jesse cited the work of Jess Marten, who is working on an exhibition that will give overdue recognition to a woman artist, Maria Oakey Dewing, who was widely dismissed for her penchant for painting flowers.

Enjoy MAG.

Historically, museums focused on the stewardship of their collections糖心传媒攁n inherently flawed practice because if done perfectly, collections would remain locked away, never seeing light (or being seen). But, as museum directors wrote in in the wake of a spectacular heist, 糖心传媒淢useums are neither bastions nor safes. While creating a safe environment for art and its audiences, their聽raison d糖心传媒櫭猼re聽lies in their openness and accessibility.糖心传媒�

For more than two decades, museums have shifted from object-centered institutions to people-centered spaces for education and engagement. The MAG is all-in on the latter. Jesse sees sharing MAG糖心传媒檚 collection as MAG糖心传媒檚 most important mission.

糖心传媒淚 just want people to come enjoy this resource. It is for you, so take advantage of it.糖心传媒�

Jesse encouraged those who haven糖心传媒檛 become members to do so and to remain members even after they meet the Free For All, Forever goal. She explained the predominant reason museums are hesitant to eliminate their admission fees is that admission is a perk of membership, and those memberships are critical to the museums糖心传媒� health.

糖心传媒淢embership is a sign of health in the community,糖心传媒� she says. 糖心传媒淪o, I really hope when we go free, we see more members than we have ever had because they糖心传媒檙e excited to be part of an institution that is doing such important work for the community.糖心传媒�

At the end of 2025, the published a report that explores the economic and social impact URochester has on the Greater Rochester and upstate New York regions. Commissioned by the , the report, created by , used fiscal year 2024 data to quantify and articulate the University糖心传媒檚 annualized economic footprint through its operations, academic activities, and healthcare system.

The report糖心传媒檚 findings showed URochester is far more than a provider of education. In short, the University, UR Medicine, and University affiliates are, collectively, a transformative economic force, driving prosperity and innovation, attracting investment, and creating opportunities for residents and industries across the region and the state.

Josh Farrelman, the vice president for government relations, provided context and answered questions that URochester community members might have about the report.

Q&A with Josh Farrelman

Why does the University commission reports like this?

Farrelman: The economic impact study we commissioned is a way we can validate the decisions of policymakers, community members, and donors by more clearly demonstrating the return on their investments and, more generally, our public value. It also helps us articulate how investment in higher education, healthcare, research, and arts and culture is safeguarding our region糖心传媒檚 and state糖心传媒檚 economic future and their residents糖心传媒� quality of life.

Taxpayer dollars and philanthropic contributions enable and enhance our ability to successfully educate the next generation of leaders, provide care for chronic illness and complex disease, discover new technologies, enrich our culture through the arts, and strengthen our national and economic security. We deeply appreciate the funding we receive and take our stewardship of these funds very seriously because they are vital to our mission.

What can you tell us about this specific report?聽

Farrelman: This was our first time working with ESI. They have worked with a number of peer institutions and brought a level of analysis that we didn糖心传媒檛 have previously. One thing that excited me more about this report than previous reports is that it allowed us to gauge our estimated impact at different levels and quantify the University糖心传媒檚 growing footprint statewide and even at a national level. For example, the study showed we糖心传媒檙e a powerful economic development engine in the Finger Lakes region. Given our regional footprint, particularly due to our hospital affiliates, this was important. That糖心传媒檚 also true statewide, with an estimated 66,700 jobs (1 in every 126) in New York being directly and indirectly supported by URochester.

Additionally, it was important that we could do some micro-targeting, specifically on our impact within the City of Rochester.

Were there any other notable aspects of the report?

Farrelman: I really am glad we were able to dig deeply into the research enterprise. At a time when federal research is being cut and undervalued, we wanted to highlight our robust innovation ecosystem and its positive impact糖心传媒攚ithin New York State, the research enterprise had an almost $1 billion impact and generated almost $20 million in tax revenue.

The findings highlight our ability to attract research funding and top talent and how valuable that is to our community and state. Both enhance our ability to drive discovery, develop technology, inspire the creation of new companies, enter industry partnerships, lead economic development initiatives, and be a destination employer.

Another element of the report that was new to us was the ability to estimate alumni 糖心传媒渨age premiums糖心传媒澨切拇綌how much more they earn over the course of the year than those with only a high school diploma. Within the City of Rochester, alumni, cumulatively, earn $218 million more each year. That number jumps to $338 million when you糖心传媒檙e looking at all of Monroe County. Looking at the Finger Lakes and Southern Tier Regions, the premium is $161 million, and statewide, it糖心传媒檚 $1 billion.

Is there anything about the report you think will surprise readers?

Farrelman: I think the wage benefits our alumni enjoy in our community and throughout the state will be the most surprising. These figures are significant because when those earnings are spent or taxed, they support their respective economies. Within our state, the additional spending generated an estimated $785 million in annual economic activity and around $50 million in tax dollar support.

Not only do these figures help us articulate the value of a degree, but they also shine a light on how communities and states benefit from our alumni.

I also want to emphasize the University糖心传媒檚 strong and growing commitment to our community. Our impact in this space is also hard to measure, but the report highlights everything from the direct annual support we provide to the indirect roles we play to support economic, workforce, and community-building activities. Our community members see this play out in the form of hundreds of free concerts offered by , a commitment to increased accessibility to the , and more than $2 million in community health improvement services through the .

When will the University conduct another study?

Farrelman: Since I joined the University in 2005, there have been eight economic impact reports created. I aim to commission a report every couple of years; this one was delayed by the COVID-19 pandemic, but we hope to return to a more regular schedule going forward. They糖心传媒檙e a huge undertaking. The data my team and dedicated staff across the University and its affiliates need to collect has become an enormous effort as we have grown into a larger, more complex institution. Plus, it糖心传媒檚 an effort we try to align with the University糖心传媒檚 strategic planning process, which has a much different creation and implementation period. We aim to commission a new report in 2028糖心传媒�2029.

A 糖心传媒 degree does not come easy. Even the brightest, most dedicated students can veer off track or find themselves dangerously overwhelmed. Consider the following hypothetical URochester students:

• Student A, a first-year, is shocked糖心传媒攁nd devastated糖心传媒攂y their poor performance on a heavily weighted mid-term exam.
• Student B, a sophomore, has spent two semesters exploring a variety of disciplines, despite having declared a major.
• Student C, a junior, is exhausted and increasingly anxious about managing a 20-credit schedule.

Each circumstance could needlessly lead to the student transferring or not graduating. However, with the right support systems and guardrails in place, these situations could largely be avoided altogether. Providing the framework that ensures URochester students糖心传媒� success is among the responsibilities of URochester糖心传媒檚 inaugural senior vice provost for academic excellence, Elaine Sia.

Sia, a biology professor, is focused on building and leveraging partnerships across schools and units. Working closely with the faculty, deans, and other senior leadership, she aims to strengthen the quality and impact of URochester糖心传媒檚 academic programs, research, and student success initiatives.

Established by Provost Nicole Sampson in 2025, the new position carries a portfolio that complements the work of John Blackshear, the vice president for student life. Together, Sia and Blackshear give the University a two-pronged approach to improving students糖心传媒� competency development, academic outcomes, sense of connection, and wellness, as outlined in , the 2030 strategic plan.

January 1 marked one year since Sia was appointed. She joined Joe Testani, the deputy to University President Sarah Mangelsdorf, for a Leadership Conversations webinar to discuss her first year in the role and how she will continue to facilitate an exceptional learning environment.

Here are five takeaways.

Teamwork makes the academic dream work.

At URochester, the shorthand for this concept is 糖心传媒淥ne University,糖心传媒� a collaborative philosophy that undergirds every aspect of the institution糖心传媒檚 work, including academic excellence. Sia aims for her team to serve not only as a bridge between student-facing systems (e.g., advising services and the Learning Center) and faculty-facing systems (e.g., the Teaching Center). By cultivating connections among these various offices, the University opens itself to innovative faculty support, more flexible learning pathways, and the creation of more interdisciplinary degrees.

And because this role is University-wide rather than specific to any one school, Sia is working not only to bridge systems, but also to establish a network that facilitates efficiencies and removes barriers.

Having been a faculty member since 2000, Sia is especially well-suited to serve as connective tissue between learning and teaching. However, she糖心传媒檚 not looking to make decisions on things like curriculum and policy in a vacuum.

糖心传媒淚t糖心传媒檚 really helpful when people want to get involved and share their experience and expertise.糖心传媒�

Sia said there糖心传媒檚 a big role for faculty to play in this space on committees and working groups, and she encouraged their direct input and feedback, a point she punctuated by sharing her office hours.

Additionally, Sia noted that she and Blackshear have spoken at length about building stronger structural connections between their teams糖心传媒攖hat could take the form of committees or scheduled check-ins. An example of success here is knowing exactly whom to contact when a student is in trouble.

Sia also discussed her team糖心传媒檚 partnership with student life on a new first-year experience course. Sia and her student life partners are putting together a program that creates an established community connecting first-year students with the offices and people who help them to feel comfortable, welcome, and confident that they have what they need to succeed, starting on day one.

Retention and graduation rates are indicators, not goals.

These are numbers Sia thinks about in her sleep, particularly in terms of what the University is getting right and wrong. For example, the reasons a student transfers to a different school tend to be very personal, yet there are also big common factors, such as academic struggles, a lack of a sense of belonging, or not seeing a return on their investments of time and money.

At a time when many families are struggling financially, the value of a URochester education needs to be clear to undergraduate students, many of whom are considering competitor schools and those in the SUNY system.

糖心传媒淲e think they糖心传媒檒l know they糖心传媒檙e learning all of these wonderful skills as part of a liberal arts education. But they don糖心传媒檛 always know.糖心传媒�

Sia wants to bake the value propositions into the curriculum and make them more apparent in the learning process. Another approach to retention is treating the symptom where it lives; here, Sia looks for faculty to provide answers to questions such as:

• Where are students struggling?
• Can we look at curricular modifications or fixes that will help students complete programs more effectively or faster?
• What support can we provide to nurture student success?
• How do we conduct early interventions to get students back on track?

Some interventions might include an advisor helping a student determine whether they have chosen the right path and, if necessary, course-correct.

Sia noted that one of the things she plans to focus on in the coming year is how the University can shine a light on and celebrate the individuals and teams who go beyond showing up and teaching by developing programs and resources that can serve as best practices.

Experiential learning is learning by doing糖心传媒攁nd more.

Experiential learning is one indicator of success for the strategic plan糖心传媒檚 education goal. URochester aims to ensure that all students have at least two high-impact experiences糖心传媒攕uch as research, internships, mentorships, or community-engaged learning糖心传媒攖hat develop practical competencies. Sia noted that she came into this role with great confidence that URochester students are already averaging more than two. (Some of that confidence came from being the mother of two URochester alumni.)

The challenge for Sia and her team is building the experiential learning infrastructure that makes 糖心传媒渂ookkeeping糖心传媒� easier and clearer. To that end, Sia acknowledged the work done to define 糖心传媒渆xperiential learning糖心传媒� before her appointment.

糖心传媒淎ll we want is to be able say what it means to do experiential learning here, so students can go to employers or grads schools and talk about what they gained from their experiences.糖心传媒�

And here is what they糖心传媒檙e saying:

Experiential learning is a dynamic, multi-sensory teaching and learning process where individuals co-design and navigate unique challenges through cycles of trial and error. It reaches beyond traditional lecture and exam formats, blending planned and unplanned elements, encouraging experimentation, embracing uncertainty, and relying upon continuous reflection and adaptation. In effect, participants are 糖心传媒渓earning by doing.糖心传媒�

That is only one part of how Sia糖心传媒檚 team is currently talking about experiential learning. Their comprehensive 糖心传媒渄efinition糖心传媒� includes additional principles: reflection and feedback, an authentic audience, and holistic and transformative growth.

The blandest work is the most critical.

Odds are low that many who attended the webinar did so to hear Sia discuss the University糖心传媒檚 adherence to rules and regulations. However, the work she does in this area is critical because it ensures that URochester can continue to operate as a university and confer industry-recognized degrees.

Early on, Sia briefly touched on accreditation and compliance, highlighting the need to be thoughtful and to plan carefully for how the University will define success for new programs. She noted that thinking has been balanced by several conversations with program directors and department chairs who have creative ideas for new opportunities.

糖心传媒淲e are at a moment when people are really thinking about what our students need and what we can give them in this age of AI that they can only get here.糖心传媒�

Regarding accreditation, every eight years, URochester must reaffirm its institutional accreditation with the Middle States Commission on Higher Education, which was last done in 2024. Accreditation ensures URochester糖心传媒檚 students have access to federal financial aid, researchers have access to federal funding, and the institution糖心传媒檚 degrees have credibility.

Sia touched on the Rochester Curriculum and how undergraduate clusters can pose challenges regarding New York State Education Department requirements. URochester students糖心传媒� freedom to explore their interests isn糖心传媒檛 unlimited. Ultimately, the University must ensure that state-defined standards for knowledge in required domains are being met.

Be vocal. Be engaged. Be enthusiastic.

After a year of analyzing URochester糖心传媒檚 academic landscape and reviewing data, Testani asked what糖心传媒檚 on the horizon from a tactical perspective.

Sia offered that her team is working to reduce silos and improve coordination across units, departments, and programs. She specifically called out student advising as an area where she糖心传媒檚 looking to develop stronger connections. She would like to see more people reach out to advisors, especially in programs and departments with many students and very specific requirements. In general, her primary tactic is openness and a readiness to meet with any and all faculty and staff looking to solve problems.

Sia also shared a conversation she had with some of her team members. They were discussing the state of higher education and how it has created a time of austerity and, in some ways, a crisis for institutions across the country. It unlocked a deeper issue.

糖心传媒淪omething happened to us all during the pandemic that I think has fragmented our community, and in some ways, put a damper on our enthusiasm for our shared endeavor.糖心传媒�

Faculty come to the University for the scholarship, but the students come for the educationa nd experience. They come to be taught and inspired by experts in their fields in a hands-on setting. Sia explained that these interactions have meaningful and lasting effects. That糖心传媒檚 why, for her, student-facing spaces need to be a priority. One person or one thoughtful, 10-minute conversation can make an enormous difference in a student糖心传媒檚 path, outlook, or connection to URochester.

糖心传媒淚 think that糖心传媒檚 the key,糖心传媒� Sia said. 糖心传媒淲e should focus on experiences that make all of our students糖心传媒攎aster糖心传媒檚, undergrads, PhDs, all of them糖心传媒攆eel like this is a place where they can thrive. We need to remember how to love what we do.糖心传媒�