Christopher Deeney has been reappointed to a new five-year term as director of the (LLE) at the 糖心传媒.

Since assuming leadership of LLE in 2022, Deeney has provided strategic direction for one of the nation糖心传媒檚 premier university-based research laboratories, advancing its mission in high-energy-density science, inertial confinement fusion, laser science, and national security research priorities. In doing this work, he has fostered collaboration across the University and strengthened relationships with federal agencies, national laboratories, industry, and academic partners.

The reappointment follows a comprehensive review of Deeney糖心传媒檚 leadership, including feedback from LLE faculty, scientists, and staff; University leadership; and colleagues who work closely with Deeney and the laboratory. The review also considered progress toward strategic priorities, operational performance, scientific achievements, organizational effectiveness, and other key milestones achieved during his initial term.

During Deeney糖心传媒檚 first term, the LLE advanced major scientific and technological initiatives while reinforcing its role as a national research resource. Perhaps most notably, the laboratory strengthened its longstanding partnership with the Department of Energy and National Nuclear Security Administration through the renewal of its cooperative agreement at a record funding level of $503 million over 5 years. In addition, LLE played a key role in NSF糖心传媒檚 recent selection of Rochester and the Finger Lakes region as a national laser innovation hub, through its $15 million award over the next two years to launch the NSF STELLAR Engine, led by URochester.

Under Deeney糖心传媒檚 leadership, LLE has continued to invest in next-generation research capabilities, including advanced diagnostics, high-performance computing, artificial intelligence-enabled scientific discovery, and technologies supporting future multi-petawatt laser systems. These efforts have reinforced LLE糖心传媒檚 role as one of the nation糖心传媒檚 leading centers for discovery, innovation, and workforce development in laser and plasma science.

糖心传媒淐hris has provided thoughtful, collaborative, and highly effective leadership during a period of significant opportunity糖心传媒攁nd change糖心传媒攆or the Laboratory for Laser Energetics,糖心传媒� says Vice President for Research Steve Dewhurst. 糖心传媒淭he feedback we received throughout the review process consistently reflected confidence in his vision for the laboratory, his commitment to scientific excellence, and his ability to foster collaboration within LLE and across the University糖心传媒攁s exemplified by the continued success of the University糖心传媒檚 (CMAP). We are so pleased that he will continue to lead the LLE.糖心传媒�

Recently, LLE celebrated the 30th anniversary of the Omega 60 Laser, the (CPA), and the 50th anniversary of URochester establishing LLE at the 250 River Road campus. Deeney credits the LLE team with helping drive the laboratory糖心传媒檚 success, noting that their contributions were repeatedly praised by University leaders, sponsors, academic collaborators, and Nobel laureates Donna Strickland 糖心传媒�89 (PhD) and G茅rard Mourou, inventors of chirped pulse amplification (CPA), during July糖心传媒檚 anniversary events.

糖心传媒淚 am honored by the opportunity to continue serving as director of the Laboratory for Laser Energetics,糖心传媒� says Deeney. 糖心传媒淭he accomplishments of LLE in its past, today, and in its very bright future are made possible by the exceptional faculty, scientists, engineers, technical staff, and administrative professionals who contribute to its mission every day. I look forward to continuing our work together to advance discovery, innovation, and the education of the next generation of researchers.糖心传媒�

Jim Forrester, associate vice president of information technology at , has been named interim chief information officer and University vice president, effective August 1. The move comes as retiring CIO Julie Myers steps down after two decades of distinguished service.

Myers, who joined the University in 2006 after leadership positions in information technology at Eastman Kodak Company and Xerox Corporation, announced earlier this spring that she plans to retire at the end of August. At URochester, she has led IT teams responsible for Advancement, Information Security, and Enterprise Applications, and also served as deputy CIO. She earned an executive MBA from the University糖心传媒檚 in 2014.

A strategic evolution in technology leadership

With this announcement, University President Sarah Mangelsdorf is elevating the role of chief information officer to report directly to the president, reflecting the growing strategic importance of technology across the entire institution. In addition, the role will now have formal accountability to David Linehan, CEO of 糖心传媒 Medical Center and dean of the School of Medicine & Dentistry, ensuring technology leadership aligns more closely across the University and its health system.

This is a natural progression that emphasizes the deeply interconnected partnership across teams糖心传媒攊ncluding the Information Systems Division (ISD) and University IT糖心传媒攖hat has developed over the last five years. Core technology services provided by University IT, such as data center operations, telecommunications, high-performance research computing, and enterprise applications like Workday and UKG, span the entire University.

A similar move occurred in 2016, unifying cybersecurity across the University, which exemplifies the value of unified technology governance. This alignment creates more collaboration, clearer priorities, and more coordinated investment.

New reporting and organizational structure

Under the new structure, the CIO will:

• Report directly to Mangelsdorf as part of her Senior Leadership Group and Cabinet.
• Have accountability to Linehan for strategic business alignment, budget and governance, cybersecurity, and risk management.
• Have leadership responsibility for all information technology, bringing together teams from University IT, the ISD of the health sciences and clinical operations, and other IT teams into one organization for systems that span the entire University, while ensuring dedicated resources to serve and support unique needs across divisions.

糖心传媒淎s the use of information technology has become ubiquitous in our lives and work, a University-wide vision for how we rely on technology is critical in helping us advance toward our goals as an institution,糖心传媒� says Mangelsdorf. 糖心传媒淭he new role will position a leader to create connections across the institution and create strategic alignment that serves the needs of the University community.糖心传媒�

A national search for the permanent CIO will commence at a date to be determined in FY2027, with a national executive search firm to be identified.

Experience, dedication, and innovation

In his IT role at URochester Medicine, Forrester has played a pivotal part in developing and delivering a comprehensive IT strategy for both the Health Sciences Campus and the healthcare affiliate organizations. He has also worked very closely with Myers in system-wide needs identification and implementation.

糖心传媒淛im Forrester is an exceptional IT leader who brings deep expertise in both technology alignment and innovation, along with deep technical knowledge and strategic leadership,糖心传媒� says Mangelsdorf. 糖心传媒淗is experience and dedication will be invaluable during this transition as we position the University to leverage technology in the future.糖心传媒�

糖心传媒淛im blends the perfect balance of leadership and technical expertise to drive strategic initiatives in a collaborative manner with all stakeholders,糖心传媒� says Linehan. 糖心传媒淗e has demonstrated a successful track record of driving change in a complex academic health system through the development of high-performing teams, accountability, and governance. I look forward to working with Jim to extend his success to the broader University community.糖心传媒�

糖心传媒淚 am honored to serve as interim chief information officer,糖心传媒� says Forrester. 糖心传媒淚 look forward to working in close partnership across our University community to advance the University糖心传媒檚 mission and ensure its continued impact.糖心传媒�

Rachael Honig, vice president and chief university compliance officer at Rutgers University, has been named senior vice president and general counsel. President Sarah Mangelsdorf announced Honig糖心传媒檚 appointment, which is effective August 1 and follows a national search.

糖心传媒淚糖心传媒檓 delighted to have Rachael join the University,糖心传媒� said Mangelsdorf. 糖心传媒淗er background at a large, multifaceted research institution, combined with her extensive experience in the US Attorney糖心传媒檚 Office and her strong grasp of the legal and regulatory environment in higher education and health care, will immediately bring great value to our institution.

糖心传媒淥n behalf of the Senior Leadership Team, we look forward to her leadership and the meaningful impact she will make across our University community.糖心传媒�

University general counsel has oversight for all institutional legal matters, inclusive of the , and leads the attorneys and day-to-day operations of the University糖心传媒檚 Office of Counsel. A member of the University糖心传媒檚 senior leadership team, the senior vice president and general counsel is the key legal advisor to the president, board of trustees, and leadership throughout the University.

At Rutgers糖心传媒擭ew Jersey糖心传媒檚 flagship public university with an academic medical center糖心传媒擧onig provides leadership and counsel to the president and senior management, as well as the boards of Governors and Trustees on all legal compliance matters.

Her legal experience in higher education and health care includes expertise in the areas of Title IX, ADA, human resources, policy development and compliance, enterprise risk management, and internal audit. She additionally navigates complex legal and regulatory challenges within research enterprises, including compliance, intellectual property management, and collaborative partnerships across academic and industry settings.

Honig oversees Rutgers糖心传媒� University Ethics & Compliance and Audit & Advisory Services, ensuring compliance by the university and its employees with respect to relevant federal, state, and international statutes and regulations, codes, and mandates, as well as university policies and protocols, including those pertaining to ethical codes and standards.

In 2021, she served as the Acting United States Attorney for the District of New Jersey糖心传媒攐nly the second woman to hold that position in the office糖心传媒檚 more than 200-year history, and the first in more than 20 years. She also worked in the US Attorney糖心传媒檚 Office from 2018 to 2022 as the First Assistant US Attorney and from 2003 to 2016 as an Assistant US Attorney, Deputy Chief of the Criminal Division (2010糖心传媒�13), and Counsel to the US Attorney (2013糖心传媒�16). From 2016 to 2018, she worked as a litigation and investigations attorney at a biopharmaceutical company.

After graduating from the University of Chicago Law School, Honig was a judicial law clerk for the Hon. Mary M. Schroeder of the US Court of Appeals for the Ninth Circuit, and a litigation associate at a law firm in Washington, DC. She is a member of the National Association of College & University Attorneys, and the Society of Corporate Compliance & Ethics.

糖心传媒淚 am excited to join an institution of the extraordinary caliber of the University of Rochester, as well as a legal team with an already excellent reputation for dedication, collaboration, knowledge and expertise,糖心传媒� says Honig. 糖心传媒淚 am grateful to President Mangelsdorf, her senior leadership team, the search committee, and the many other medical center and academic partners who were part of the search, for placing their trust in me. I look forward to working with all members of the University community to build on those strengths, always striving to be ever better.糖心传媒�

Honig succeeds Donna Gooden Payne, who in October announced her retirement effective at the end of July.

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?听

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.

Since 2008, colleges and universities have been on a slow march toward a serious existential threat. It began with the Great Recession, which so thoroughly wracked the economy that many Americans decided to delay having children or not have them at all. Those in higher ed observed that fewer babies in 2008糖心传媒�2012 meant fewer 18-year-olds in 2026糖心传媒�2030, a foreboding that, in the last five or six years, became known as the 糖心传媒渆nrollment cliff.糖心传媒�

For the better part of the next two decades, the will be competing for a much smaller pool of students. The Western Interstate Commission for Higher Education (WICHE) provides an annual 糖心传媒渟tudent pool糖心传媒� forecast in its report 糖心传媒淜nocking at the College Door.糖心传媒� In its (December 2024), the WICHE report says the total number of US high school graduates is expected to peak this year and will decline steadily through 2041.

The cliff is no longer theoretical; it糖心传媒檚 a current threat, but URochester is not in free fall. In a Leadership Conversations webinar, Rob Alexander, the vice provost for enrollment, led a conversation with Joe Testani, the deputy to President Sarah Mangelsdorf, that explored how the University is responding to the decline of this key US demographic. But that糖心传媒檚 not the only enrollment challenge URochester faces. Heidi Marcin, the director of enrollment marketing, and Megan Ryan, the assistant vice provost for enrollment, joined Alexander in the conversation to help cover the gamut of enrollment threats and the strategies the University is employing to counter them.

Here are five takeaways.

Up against serious enrollment headwinds, URochester is overperforming.

A convergence of enrollment challenges is squeezing universities across the country. The enrollment cliff will unquestionably contribute to a steep drop in the number of college-bound students (over time) at URochester, but so will skepticism about the value of a degree, increased sensitivity to cost, and changes in college-going behavior.

Unpredictable federal policy changes compound the demographic decline. For example, visa and immigration uncertainty has led the US to be a less desirable destination for international students, who help stabilize University revenue. Policies that jeopardize federal research funding is another external challenge as they make it harder for American research-intensive universities like URochester to compete globally for graduate students.

Alexander shared that despite all that, URochester is seeing application growth.

糖心传媒淒omestic applications are up about 33 percent versus two years ago. International is up as well.糖心传媒�

In this climate, that糖心传媒檚 high-five-worthy data. The headwinds URochester faces seriously hinder enrollment performance, threatening financial stability (potential tuition revenue loss) and student experience (inability to cultivate a well-rounded student body). And that directly affects how successful the University can be in achieving its goals of providing and generating .

Humility has to give way to bold storytelling.

One of the of URochester糖心传媒檚 brand is 糖心传媒済rounded brilliance糖心传媒澨切拇綌in other words, striking a balance between humility and boastfulness. Ryan noted that finding that 糖心传媒渟weet spot糖心传媒� will help the University successfully compete for students as they and their families start to think about college or winnow their preferred institutions. Among the many downstream effects of there being fewer potential students is a zero-sum enrollment landscape糖心传媒攚hile students are applying to more colleges, they only enroll at one.

Translation: The University has to assert what makes it great.

Ryan emphasized the importance of the strengthened partnership with University Marketing and Communications. Students need to see themselves at URochester, and that requires richer, more personal stories that highlight the value of the URochester experience. And it needs to happen early in the process, which is a multi-year effort. While the University is actively making decisions for the fall of 2026, it糖心传媒檚 already deep into recruitment for fall 2027.

糖心传媒淔rom the moment they糖心传媒檙e connecting with us, we糖心传媒檙e talking about the experiences that they糖心传媒檙e going to have糖心传媒� and those stories are coming from our marketing and communications partners.糖心传媒�

The enrollment team is also looking to partners across academic departments to create more meaningful connections. URochester糖心传媒檚 faculty is highly accessible for a research-intensive institution, making them one of the University糖心传媒檚 most potent and necessary recruitment tools.

New student journeys require a new mindset.

It糖心传媒檚 a new day in enrollment marketing. In addition to factoring in what students expect from a university, institutions now need to consider how they糖心传媒檙e moving through the search process. Marcin broke this down by highlighting three major shifts.

1. Students are the captains now. There used to be a predictable, linear funnel, where students requested information, and the institution would deliver it in a certain way and at a certain cadence. Now it糖心传媒檚 a student-directed journey that has them moving in and out of channels and doing their own research.

糖心传媒淎 lot of times, the first contact we have with a student is an application. We call that a stealth applicant, and it糖心传媒檚 a growing segment every year.糖心传媒�

2. Parents aren糖心传媒檛 side characters. Engaging families is no longer optional as they have become full partners in the decision-making process. And students want them to be. So, communication with and outreach to parents is no longer a courtesy; it糖心传媒檚 a strategic imperative.

3. Digital marketing had a glow up. There was a time when a static website and some plain-text emails were cutting-edge. That time is long gone. Students live in a multi-platform, multi-device world, and they expect institutions to meet them there. Execution needs to be seamless.

URochester is evolving in response by investing in newer tactics like digital advertising and paid search. It糖心传媒檚 also engaging in platform-specific, social media storytelling, where student voices are elevated by making them the content creators and allowing them to tell authentic, relatable stories.

Graduate and international enrollment require rethinking.

Going back to the demographic decline, graduate and international student enrollment are now essential stabilizing forces. Alexander made the point that offsetting the effects of the enrollment cliff means that URochester needs to widen its enrollment strategy糖心传媒攅specially at the graduate program level.

Alexander pointed out that, compared to its peers, URochester has a higher proportion of undergraduates to master糖心传媒檚 students, suggesting there糖心传媒檚 room to grow across schools. Although individual graduate programs have been recruiting effectively, they糖心传媒檝e done it without the infrastructure and support that a University-wide approach can provide. There糖心传媒檚 also great potential for new partnership agreements with domestic liberal arts schools that don糖心传媒檛 offer master糖心传媒檚 degree programs.

Turning to the international landscape, Alexander noted that URochester has a strong legacy of enrolling students from across the world.

糖心传媒淐hina had been the source of the bulk of our international students糖心传媒� but with that single source slowing very precipitously, we糖心传媒檙e putting a lot of effort into diversification.糖心传媒�

There糖心传媒檚 been notable growth in students from India, South Korea, and Vietnam糖心传媒攊n addition to areas beyond Asia糖心传媒攁nd partnerships are deepening across Africa, the Americas, and the Middle East.

So how can marketing support these efforts? Not without some complexity.

When it comes to graduate students, Marcin noted that they make decisions in a reverse order from their undergraduate peers. Undergraduate students tend to know where they want to go, but not what they want to study, while graduate students are likelier to know what they want to study, but not where they want to do it. That makes paid search and targeted digital outreach essential tactics.

糖心传媒淚f graduate students are putting 糖心传媒榖est [program]糖心传媒� into Google, we want to make sure our programs are coming up.糖心传媒�

Marcin emphasized that ROI, outcomes, and research strength糖心传媒攁reas where the University has significant advantages糖心传媒攄rive graduate decision-making.

Globally, Marcin pointed to URochester糖心传媒檚 longstanding international identity as an asset. Even as traditional recruitment methods shift and specific markets become more challenging, the University has something many schools lack: a global community ready to help.

Retention is as necessary as attraction.

Nationally, about a third of all college students during their collegiate careers. Keeping URochester students at URochester is the most cost-effective way to achieve its enrollment-based goals. Ryan explained that the University is strengthening its internal pipelines.

Ryan noted that students change schools because they糖心传媒檙e seeking a stronger sense of belonging. When they don糖心传媒檛 find that right away, they become open to transfer conversations. That糖心传媒檚 why URochester has expanded its outreach to students who were previously admitted but chose a different path. It糖心传媒檚 a new direction for the University, but one that positions it for strategic recruitment with customized messaging that speaks to where a student is and how the URochester experience might offer a better fit.

Overall, the University糖心传媒檚 retention and transfer strategies go hand in hand. Building a more welcoming, transparent, and supportive transfer experience bolsters URochester糖心传媒檚 position on both fronts.

糖心传媒淲e can糖心传媒檛 just recruit students to get them here,糖心传媒� Ryan said. 糖心传媒淥nce they糖心传媒檙e here, we have to continue to recruit them and reinforce the value of a 糖心传媒 education.糖心传媒�

Timothy McGeary, a nationally respected leader in library technology, digital strategy, and research infrastructure, has been named the next 糖心传媒 Librarian and the Andrew H. and Janet Dayton Neilly Dean of the 糖心传媒 Libraries. He will begin his new role on March 1, 2026.听

McGeary comes to URochester from Duke University, where he currently serves as associate university librarian for digital strategies and technology. In this role, he oversees major enterprise systems, digital preservation and repository services, software development, data and visualization services, and technology operations that support teaching, research, and scholarship across Duke糖心传媒檚 campus. His leadership portfolio also includes institution-wide partnerships and collaborations on research computing and data services, academic technologies, and long-term digital infrastructure planning. 听

糖心传媒淭im brings an impressive depth of experience and a forward-looking approach that aligns perfectly with the University of Rochester糖心传媒檚 aspirations for its libraries and academic mission,糖心传媒� says Provost Nicole Sampson. 糖心传媒淗e is a trusted and collaborative leader whose work has strengthened digital scholarship, modernized library systems, and expanded the capabilities of research libraries. I am confident that his vision and partnership-oriented leadership will serve our faculty, students, and staff exceptionally well.糖心传媒�听

At Duke, McGeary has led strategic efforts to modernize and integrate digital systems, advance open-source and community-developed library technologies, and expand service models that support evolving scholarly practices. He previously held leadership positions at the University of North Carolina at Chapel Hill and Lehigh University, where he guided teams in library technology services, systems integration, digital scholarship support, and academic IT strategy. Throughout his career, he has built collaborative partnerships across academic units, developed organizational cultures that foster innovation, and contributed to national initiatives focused on digital repositories, open-source system governance, and shared library technology platforms.听

As University Librarian and Neilly Dean, McGeary will serve as the chief strategist and advocate for library services that support research, teaching, and student success across the University. The University Librarian and Neilly Dean provides strategic leadership for the libraries糖心传媒� collections, facilities, digital infrastructure, scholarly communications programs, research support services, and partnerships across all schools. The role also includes advancing space planning and renovation priorities, strengthening external engagement and fundraising, and enhancing the libraries糖心传媒� visibility as an essential partner in the University糖心传媒檚 academic mission. McGeary糖心传媒檚 experience leading cross-functional teams, large-scale project and portfolio management, collaborating with faculty and campus leadership, and managing multi-institution partnerships centered on user experience positions him to guide URochester糖心传媒檚 libraries through a period of strategic change as part of Boundless Possibility.听

糖心传媒淚 am deeply honored to join the University of Rochester and to lead a library system with such a strong foundation, dedicated staff, and commitment to academic excellence,糖心传媒� McGeary says. 糖心传媒淩ochester糖心传媒檚 libraries play a critical role in supporting scholarship, creativity, and innovation. I look forward to working closely with colleagues across the University to build on that strength, expand digital and research capabilities, and continue creating spaces and services that meet the needs of today糖心传媒檚 learners.糖心传媒�听

Provost Sampson expresses her appreciation to the search committee for their thoughtful and dedicated work throughout the national search process. She offered special thanks to Wendi Heinzelman, dean of the and a professor of electrical and computer engineering and computer science, who chaired the committee. 糖心传媒淲endi糖心传媒檚 leadership ensured that we engaged a strong pool of candidates and a comprehensive, community-centered review process,糖心传媒� Sampson says. 糖心传媒淚 am grateful to her and to every member of the committee for their time, insight, and commitment to the University.糖心传媒�听

The 糖心传媒 Libraries support academic inquiry, research excellence, student learning, and creative exploration across all disciplines. Through dynamic collections, expert staff, innovative digital services, and vibrant physical and virtual environments, the libraries advance the University糖心传媒檚 mission and strengthen the scholarly community.听

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The 糖心传媒糖心传媒檚 partnership with the federal government and bipartisan support from Congress have helped it become one of the nation糖心传媒檚 leading research institutions, an economic driver for the region and its largest private employer, and the largest safety-net (serving the uninsured, underinsured, or individuals who may be unable to pay) and healthcare provider in New York state outside of New York City.

The (OGCR) helps maintain this status by developing and advancing URochester糖心传媒檚 state and federal budget, legislative, economic, and regulatory priorities, and by serving as the University糖心传媒檚 principal advocate in Washington, DC, Albany, and Rochester.

OGCR works closely with the University community to provide faculty, staff, and administrators with information on current legislation and regulations that affect URochester at the federal, state, and local levels. They also regularly interact with peer institutions, higher education and medical associations based in Washington and Albany, and scientific coalitions and societies, among others, to advance URochester糖心传媒檚 interests.

In addition to making frequent trips to Washington, the office will bring elected officials and their staff to the University to see its world-class facilities and meet directly with URochester leaders, researchers, and students.

Unprecedented and uncertain times for higher education, research, and academic medicine have led to the amplification of all these efforts. Joshua Farrelman, the vice president for government relations, answered some questions about the ongoing federal government shutdown, entering its fifth week with no clear path to resolution in sight.

Q&A with Josh Farrelman

What kinds of things was the University doing in the period heading into the budget deadline to prepare for a shutdown?

Farrelman: Before the shutdown our federal relations team was in regular contact with our Congressional delegation. We were urging them to reject proposed cuts and grant eliminations, mitigate the impact of harmful executive orders and agency actions, support the University糖心传媒檚 federal priorities, ensure that the government remains open, and come together to reach a bipartisan agreement to finalize fiscal year 2026 annual spending to fund the government. Despite the shutdown, we continue to do this now.

We were also keeping the University community updated on the prospects of a government shutdown, reminding them of what happened in previous shutdowns, and sharing department contingency plans so leaders and departments could prepare as best as possible.

As the shutdown continues, in addition to our Congressional delegation, we are in daily contact with our national associations, including the , , , and several others, to monitor the situation and assess and communicate the impact to our students, researchers, providers, and patients.

In light of the challenges we are facing, we also formed a new Buffalo-Rochester-Syracuse regional higher education, healthcare, and business coalition. We regularly meet to share information and to advocate with our Congressional delegation, highlighting the critical impact federal funding and policies have on our institutions and upstate New York.

Now, in the midst of the shutdown, what effects are we currently experiencing and working to mitigate across our research and operations?

Farrelman: While we have experienced shutdowns in the past, this one is different from anything else we have previously experienced.

First, URochester has been dealing with uncertainty and a constantly shifting federal landscape for nearly a year. The lack of stability and support糖心传媒攑aired with financial challenges, including rising costs for labor, healthcare, and supplies糖心传媒攎akes weathering the current shutdown that much more difficult.

Additionally, while Congress has not passed any of its annual spending bills, the impact of the shutdown has been administered unevenly across the federal government. Crucial research funding and other aspects of university and healthcare operations are among the collateral damage of any prolonged lapse in federal appropriations.

Fortunately, there is currently a minimal impact on our health system and the patients it serves across upstate New York. Medicare reimbursement should continue to be paid during a lapse in federal appropriations. Still, Medicaid funding will only be sufficient through the first quarter of fiscal year 2026.

Legal authority for some key healthcare programs, like telehealth, have expired, and this has disrupted care and access to those services for some of our patients, particularly for seniors, those with disabilities, and those who live in rural areas. Also, an $8 billion cut to the , which supports safety-net providers, went into effect on October 1, resulting in millions of dollars in losses for the Medical Center if Congress doesn糖心传媒檛 act to reverse it.

Despite these challenges, the Medical Center and its affiliates remain committed to preserving access to care for all our patients and communities, and we are taking all necessary steps to minimize disruption to essential services.

What糖心传媒檚 happening on the academic side?

Farrelman: Students continue to receive Pell Grants and loans, and institutions will retain access to existing federal funds (campus-based aid). However, borrowers seeking assistance may face delays, and loan forgiveness applications could be affected if the shutdown persists.

The shutdown has further disrupted federally funded scientific research on top of the deep cuts already administered. These cuts are significant because meaningful, effective research is not a spigot that can be turned on and off. It needs strong, sustained funding and support.

During periods of government shutdown, no new grant funding opportunities are announced, and no new grants are awarded. Scientific review panels are delayed or canceled. Program managers and agency staff who are furloughed are not allowed to access their government email, so they cannot communicate about grant programs, active awards, or potential proposals.

Awardees will be able to continue using already awarded funding as long as activities are under the agreed-upon award budget and period, as no extensions or supplements would be processed.

What are the concerns if Congress doesn糖心传媒檛 find a way to reach an agreement sooner than later?

Farrelman: During previous shutdowns糖心传媒攑artial or otherwise糖心传媒攁ttempts were made to minimize the impact. However, the longer this shutdown continues, the more federal workers will be furloughed or terminated; the more activities, programs, and grants will be delayed, paused, or outright eliminated; and the more sustained the shutdown糖心传媒檚 effects will be on students, faculty, researchers, and our patients.

What are some possible outcomes you糖心传媒檙e planning for that might affect students, faculty, and clinicians?

Farrelman: Even if the government were to reopen tomorrow, federal research agencies would need time to get back up to speed, affecting URochester projects for weeks or even months to come. There will be a significant backlog at federal agencies, so further delays in announcing awards, contracts, or new grant programs are likely. Additionally, agencies will have a reduced timeframe to implement programs and priorities, which could result in short deadlines and tight turnaround times for opportunities that are put forward. Some programs may also be indefinitely delayed or canceled, as agencies lack the capacity to complete all previously planned activities.

We will experience the long-term effects through lost opportunities, delays in potential medical breakthroughs, economic losses, a weakening of national security, the negative message it sends to young investigators, the damage to the overall scientific workforce pipeline, and the harm to US global competitiveness.

Is there anything we, as a University community, are doing or can do to help during this process to support a strong future for research and education?

Farrelman: Part of our job is storytelling and personalizing the impact federal actions have on URochester. If the shutdown is directly affecting your work or the work of a University employee you know, please contact me or a in the Office of Government and Community Relations. We are always looking for examples to share with members of the New York Congressional delegation.

Donna Gooden Payne, senior vice president and general counsel at the 糖心传媒, has announced her plans to retire, effective at the end of July 2026.

糖心传媒淚 want to thank Donna for her innumerable contributions to the University and being an incredibly important and valued adviser to me and our University leaders,糖心传媒� says University President Sarah Mangelsdorf. 糖心传媒淲ith thoughtfulness and compassion, she has counseled the institution through many complex issues that require steady and strategic legal guidance. She has supported critical initiatives and has helped ensure that our University’s mission is upheld in the face of numerous challenges to the higher education and health care environments.糖心传媒�

A national search for Payne糖心传媒檚 successor will soon be underway. University general counsel has oversight for all institutional legal matters, inclusive of the Medical Center, and leads the attorneys and day-to-day operations of the University糖心传媒檚 Office of Counsel. This role is the key legal adviser to the president, Board of Trustees, and leadership throughout the University.

Payne has served in this leadership role since joining the University in 2019, providing the legal expertise that has helped the institution navigate some of the most consequential challenges facing our campuses, including the COVID-19 pandemic, which began within her first year in Rochester. In alignment with the University糖心传媒檚 mission and values, she and the team of attorneys she supervises advise on a wide range of legal matters in areas including human resources and labor issues; higher education governance; research, innovation commercialization and institutional intellectual property issues; health care and hospital management; student life and intercollegiate athletics; real estate; international compliance; and overall risk management.

She cochairs numerous University committees, including the University Compliance Committee, University Conflict of Interest Committee, and the AI Council. Payne has also worked on numerous critical reforms to institutional processes and policies, as well as supports University compliance with federal and state laws and regulations.

Payne is a longtime member of the National Association of College and University Attorneys, having served on its board of directors. She served on the board of directors for the Council for Accreditation of Counseling and Related Educational Programs and serves currently on the Association of American Universities (AAU) General Counsels Steering Committee.

She graduated from the University of North Carolina at Chapel Hill as a Morehead Scholar and holds a law degree from the University of Texas at Austin. She came to URochester from East Carolina University where she served as university counsel and vice chancellor for legal affairs. Locally, she volunteers at EquiCenter, the nonprofit therapeutic equestrian center in Honeoye Falls.

How does the 糖心传媒 become a model regional employer? , URochester糖心传媒檚 2030 strategic plan, provides a path through the goal. On October 6, the Office of Human Resources (HR) initiated one of the key tactics: the 2025 Employee Experience Survey.

The survey gives nearly 30,000 faculty and staff across URochester糖心传媒檚 campuses the opportunity to share how they feel about their roles, teams, University leadership, and the institution as a whole. Kathy Gallucci, a senior vice president and the chief human resources officer, highlighted the survey in a webinar, as part of the Leadership Conversations series.

In her conversation with Joe Testani, deputy to President Sarah Mangelsdorf, Gallucci covered a wide range of topics in the HR sphere, including modernizing systems, building a transparent, growth-focused culture, and making employee voices central to URochester糖心传媒檚 future.

Here are six key takeaways.

1. HR modernization is foundational to strategic plan progress.

It started with the Career Path Modernization Project (CPM) and continued with the launch of the Career Pathways program, URStars, and most recently, myURHR, the new HR management system, which launched in December 2024. Workday and UKG糖心传媒攖he systems that comprise myURHR糖心传媒攔eplaced systems long past their prime, creating a desperately needed modern infrastructure that better aligned HR with the University糖心传媒檚 strategic goals.

The shift wasn糖心传媒檛 just about technology; it was also about creating a transparent modern HR operating framework and enabling data-informed decision making and a culture that can adapt and grow.

糖心传媒淥ne of the ways you get to modern HR is by being able to use data to make informed decisions. If the data糖心传媒檚 not clean, it糖心传媒檚 really not going to help you effectively analyze information in order to advance and support strategic goals.糖心传媒�

Gallucci bookended her pride in the implementation of myURHR with the note that her team is now in an optimization phase. They are regularly working with University IT to investigate bugs in the system, which is no small task. The University is a complicated organization, and Gallucci糖心传媒檚 team serves many groups in different ways, and they are committed to being as nimble and flexible as possible.

2. URochester is listening糖心传媒攁nd ready to make improvements.

The new Employee Experience Survey isn糖心传媒檛 the first of its kind but it is the most inclusive, reaching every corner of URochester, including academic units, central administration, the , the , and the .

Gallucci explained that the University hasn糖心传媒檛 conducted a survey of this scale and complexity before as it is a massive undertaking. For example, without first implementing Workday, it would have been nearly impossible to provide hundreds of department leaders with accurate snapshots of how their teams view their work environment.

糖心传媒淲e have to be curious about who we are as an employer and a community and how we work together. That糖心传媒檚 really what this gets at. How do we communicate? How do we lead? How do we offer support?糖心传媒�

The survey will close on October 20, at which point the question becomes 糖心传媒淲hat now?糖心传媒� Gallucci stressed there糖心传媒檚 no point in surveying if you don糖心传媒檛 act on the findings. To that end, she and her team will spend about a month going through the results from the consultant, and then another two months helping leaders review and interpret the results. They will also provide training in best practices that will help leaders create meaningful action plans with employees in their areas. Themes from the survey that run across the organization will also have focused action-planning led by HR.

3. Retention and recruitment are inextricably linked to work culture.

Gallucci sees retention and recruitment as being inseparable from an employee糖心传媒檚 day-to-day work experience, including how they糖心传媒檙e led, how they糖心传媒檙e communicated with, and whether they believe their voices matter. She pointed to the survey again, highlighting that many questions aim to shine a light on these areas糖心传媒攕howing what糖心传媒檚 working well and what isn糖心传媒檛.

糖心传媒淚n terms of recruitment, we糖心传媒檙e more transparent than we糖心传媒檝e ever been.糖心传媒�

Gallucci explained that the CPM put the entire job structure online, helping URochester attract new, talented people while also giving those already here a more straightforward path to advancement.

4. A more robust career advancement program is coming.

CPM put an end to a 40-year-old job structure by redefining and realigning jobs, levels, and positions across the institution. The changes made it clearer where a person could advance, but not how to do so.

糖心传媒淭he structure itself is the roadmap. The tools that support people looking at career opportunities are what we糖心传媒檙e mapping now.糖心传媒�

Gallucci wants to expand on the existing structure in a significant way. Here, too, she believes the survey will point the way forward through responses that highlight employees糖心传媒� needs, interests, and wants.

5. Work around compensation never stops.

CPM was a massive shift for URochester, including how it pays employees. In this regard, Gallucci explained that a critical focus for the project was 糖心传媒渢itling,糖心传媒� because the language the University used wasn糖心传媒檛 identifiable to the outside world. Changes to the job nomenclature make it easier for applicants to understand the position they are applying to and to do salary benchmarking for our region and nationwide.

糖心传媒淯nderstanding and aligning with the market is really important, and sometimes it takes us time to get there.糖心传媒�

But CPM wasn糖心传媒檛 a one-time fix. Gallucci says they are continuously making adjustments so that the University can be responsive to changes in the market and economy. Sometimes something as basic as difficulty filling a role can trigger a reexamination of the position and its relative market to determine whether adjustments are needed.

6. Transparency and feedback drive improvement.

Throughout the conversation, Gallucci emphasized transparency糖心传媒攂oth in sharing data and in listening to employees at every level. She views feedback, whether formal or informal, as essential to URochester糖心传媒檚 ongoing transformation. Amid a changing higher ed and healthcare landscape, she believes collaboration and open communication are the University糖心传媒檚 greatest assets.

糖心传媒淜eep talking to us,糖心传媒� she says. 糖心传媒淭hose informal conversations are every bit as important as the formal channels we create.糖心传媒�

The 糖心传媒 has appointed Samuel (Sam) William Thomas III 糖心传媒�00, as the next Robert L. and Mary L. Sproull Dean of the . Thomas, an accomplished scholar and experienced academic leader, currently serves as senior dean of academic affairs and professor of chemistry in the School of Arts and Sciences at Tufts University. He will join the University of Rochester officially on January 1, 2026.听

In his current role at Tufts, Thomas has supervised most of the academic departments and interdisciplinary programs in the School of Arts and Sciences, which has more than 6,000 students and 600 faculty. He also plays central roles in resource allocation, faculty and staff hiring and mentoring, budget oversight, enrollment management, and donor engagement for the school. 听

Thomas is a renowned scientist whose research and scholarship apply principles of physical organic chemistry to develop stimuli-responsive organic materials with impacts in organic electronics and photodynamic therapy. His research group糖心传媒檚 work has been supported by the National Science Foundation (NSF), the National Institutes of Health, and the Department of Energy. He has received major awards including the NSF CAREER Award, the DARPA Young Faculty Award, and the 3M Non-Tenured Faculty Award. Thomas has also authored more than 80 peer-reviewed publications and holds eight patents and patent applications and has supervised 12 successful PhD student defenses from his laboratory. He has also taught organic chemistry courses at the undergraduate and graduate levels.听

As dean of the School of Arts & Sciences, Thomas will lead one of the University糖心传媒檚 largest academic units, providing intellectual vision for the faculty and spearheading efforts to strengthen scholarship and academic excellence across the arts, humanities, social sciences, and sciences. In this role, he will focus on improving student success; supporting faculty and staff; and nurturing a culture of trust, transparency, and community-building as the school and University navigate the challenges confronting higher education. Thomas will also work to promote collaboration across Rochester糖心传媒檚 schools and divisions in support of the University糖心传媒檚 糖心传媒淥ne University糖心传媒� ideal, while strengthening the school糖心传媒檚 capital resources and integrating hands-on learning with world-class research. 听

糖心传媒淲e are delighted to welcome Sam Thomas back to Rochester as the next dean of the School of Arts & Sciences,糖心传媒� says President Sarah Mangelsdorf. 糖心传媒淪am is an accomplished scholar, an experienced academic leader, and an alumnus who knows the transformative power of a Rochester education. I have no doubt that his vision, energy, and commitment to collaboration will help the School of Arts & Sciences thrive in the years ahead.糖心传媒�听

Thomas will also work to enhance the school糖心传媒檚 visibility as a research-forward institution and will invigorate efforts to update existing infrastructure to meet the needs of faculty and students. This work will include playing a lead role in planning for new spaces such as the Natural Sciences Expansion/Transformative Technologies and Materials building. 听

糖心传媒淪am brings an impressive record of scholarship, administrative leadership, and financial stewardship糖心传媒� says Provost and Chief Academic Officer Nicole Sampson. 糖心传媒淗is energy, creativity, and commitment to collaboration will help us strengthen our faculty, elevate student success, and expand the school糖心传媒檚 impact across the University and beyond. I am excited to welcome him back to Rochester and eager to see all that he will accomplish in this important role.糖心传媒�听

Thomas糖心传媒檚 appointment follows a national search led by Spencer Stuart, with input from a 14-member search committee chaired by Kate Sheeran, dean of the Eastman School of Music, and composed of faculty, staff, and trustees.听

糖心传媒淭he 糖心传媒 shaped my life both professionally and personally, and launched my career in science and higher education,糖心传媒� Thomas says. 糖心传媒淚t is a community and institution that I care about deeply, and to return now as dean of the School of Arts & Sciences is a profound honor. I look forward to working with the University leadership, deans across the schools, and the extraordinary faculty, staff, students, and alumni of the School of Arts & Sciences to build on its strengths, advance new ideas, and foster a culture of trust, transparency, and innovation that reflects Rochester糖心传媒檚 Meliora values.糖心传媒�听

Thomas earned a bachelor of science in chemistry from the University of Rochester in 2000 and a PhD in chemistry from MIT in 2006. He completed postdoctoral work as an American Cancer Society Fellow at Harvard University. He and his wife, Arabela Thomas 糖心传媒�01, have a 14-year-old son, Henry.听