With nearly two decades of experience working in higher education, Williams brings a wealth of expertise and understanding of the academic landscape to this role.Ěý Since stepping in as interim director in April of 2025, he has been instrumental in the continued success of the Kearns Center and has demonstrated exceptional leadership and stability, guiding the Center with a steadfast commitment to excellence. His dedication to the Center’s mission and the students it serves makes him the ideal person to lead the Kearns Center into the future.

Before being named interim director, Williams worked in the Kearns Center as director for graduate diversity, leading initiatives that support the recruitment, retention, and success of historically underrepresented students, particularly in STEM disciplines. Prior to working at the University of Rochester, Williams worked for four years as the assistant director of the Higher Education Opportunity (HEOP) program at Rochester Institute of Technology.

“I’m excited to continue the great work at the Kearns Center with this amazing team,” William said. “Over the past year I have gotten to work more closely with them, and learn how they work best, and they have knocked it out of the park. I’m so grateful and look forward to building on the Kearns Center’s legacy and supporting all students that enter the University of Rochester.”

As a first-generation college graduate, he holds a BA in Sociology from Alfred University, an MS in Sports Management from American Public University, and an EdD in Educational Leadership from the American College of Education. His doctoral research focused on the retention and persistence of Black male students at predominantly white institutions.

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Gresens, a faculty member in the Department of Religion and Classics since 2009, brings a wealth of experience and expertise to this position. His work specializes in classical languages and literature, with a focus on ancient Greek and Roman texts. He has been recognized for his innovative teaching methods and commitment to student success. He served on the College Academic Honesty Policy Committee that rewrote the academic honesty policy and has served as a board member and deputy chair of the Board on Academic Honesty.

In his new role, Gresens will provide strategic leadership in advancing a proactive and educational approach to academic integrity across the University. His work will focus on delivering education, training, and outreach programs designed to promote a shared understanding of academic honesty among students, faculty, and staff. By working closely with faculty, graduate instructors, students, and academic units, he will help strengthen curriculum and instruction to embed principles of integrity into the fabric of the University’s academic culture.

Gresens will also collaborate with the Board on Academic Honesty and other administrative leaders to ensure consistent, equitable, and evolving practices related to academic integrity. This includes addressing emerging challenges, such as the ethical use of artificial intelligence in teaching and research and leveraging data-informed approaches to guide policy development and institutional practices.

Please join us in congratulating Nicholas Gresens on his appointment and in welcoming him to this new role.

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Myers joined the University in 2006 after a distinguished career in the corporate sector, including leadership roles at Eastman Kodak. At Rochester, she was named the University’s first chief information security officer and was charged with helping strengthen the institution’s growing digital infrastructure at a time when information technology was becoming increasingly central to teaching, research, healthcare, and administration.

Over the course of her tenure, Myers has helped guide the University through a period of significant technological transformation. She has played a key role in developing a more coordinated enterprise approach to technology, building stronger governance and strategy for major systems, and helping integrate IT operations across the University and the Medical Center.

Reflecting on her time at Rochester, Myers said she is most proud of the way technology has helped connect people and work across the institution.

“I have loved being part of the University of Rochester community, and it has truly been an honor to serve here,” Myers said. “If there is one accomplishment that makes me proud, it’s helping make the University feel smaller by bringing people, systems, and applications together in ways that are more cohesive and intentional.”

Myers noted that when she first arrived, many systems operated independently of one another. Today, she says, technology across the University is significantly more connected and aligned with institutional priorities.

“The role of IT is ultimately about enabling people,” she said. “At a university with roughly 40,000 faculty, staff and students across academic, research, and healthcare environments, our job is to make sure the technology works in ways that help people be as productive and effective as possible.”

Under her leadership, the University strengthened enterprise information technology governance and built a more strategic framework for managing major technology platforms. Myers also helped to champion collaborations across the River Campus and the University of Rochester Medical Center, helping to ensure that systems and infrastructure could support the University’s integrated academic, research, and clinical missions.

Looking ahead, Myers believes the institution is well positioned to build on this foundation, particularly in areas such as data analytics and the rapidly expanding role of artificial intelligence in higher education and healthcare.

Provost Nicole Sampson thanked Myers for her long service and recognized her impact on the institution. “Julie has been an exceptional leader and partner to the University community,” Sampson said. “Through her efforts, the University now benefits from a far more harmonized and strategically aligned IT ecosystem. Her work has strengthened our ability to support research, education, and clinical care in an increasingly digital world.”

Myers is currently working through a transition plan with University leadership to ensure that critical initiatives and priority projects continue moving forward smoothly over the coming months.

In retirement, Myers looks forward to spending more time with her growing family, including her nine grandchildren, with a tenth on the way, traveling with her husband, and continuing to find ways to support the University’s mission.

A national search will be initiated to identify Myers’s successor. More information about the search will be available in the coming weeks.

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As you are aware, there are several changes to federal funding for higher education and science. These pressures include anticipated changes to the Federal Supplemental Research and Development (F&A) rate on federal grants and reduced funding from the federal agencies. Additionally, the University anticipates lower undergraduate and Master’s enrollments this year due to national admissions trends and challenges faced by some students in obtaining visas.

To ensure our continued support for our current PhD students and to maintain a high-quality academic experience, we will implement a few changes:

1. Starting September 1, 2025, all grant applications will be required to budget $16,000 for tuition (or the maximum allowed up to $16,000, unless a school policy requires a greater amount). This amount will increase annually in line with University tuition rates, but for budgeting purposes, assume a 2% increase each year. Grant awards active prior to September 1, 2025, as well as grant proposals submitted prior to September 1, 2025, should they be awarded, will remain exempt from tuition charges for their full duration. Your grants office can assist you in implementing this change to proposals submitted after September 1st, 2025 (ORPA Policy /orpa/_assets/pdf/prop_Tuition_Alloc.pdf).
2. Beginning July 1, 2026, internal university accounts will be charged the same level of tuition as external awards (including but not limited to departmental funds, endowed funds, pilot funds, and startup funds). This requirement applies only to students supported on internal university accounts. It does not affect students supported on grant awards active prior to September 1, 2025 or on grants submitted prior to September 1, 2025, should they be awarded. In addition, startup funds that already include committed graduate student support lines will receive additional funds from the appropriate School Dean to fully cover the tuition fees for those student lines that were directly committed. Specific information will be provided by the signatories (usually the School Dean) of individual commitment letters.
3. For reference, this follows the same practice as many of our peer institutions, particularly those with membership in the AAU.

In addition, there will be a significant evaluation of PhD recruitment for the 2026-2027 academic year. Over the coming months, school deans will collaborate with departments to develop specific plans for each program, particularly focused on program outcomes and supporting our current students.

The University is fully committed to PhD education and does not make these decisions lightly. These tuition charges will not result in increased charges for our graduate students. Given the current financial situation and the ongoing threat to international student recruitment, higher education, and science funding, these measures were taken to ensure financial support and continued excellence in PhD education.

Thank you for your prompt attention and continued commitment to our PhD students. If you have questions regarding these changes, please reach out to your graduate dean.

Sincerely,

Nicole S. Sampson
Provost and Chief Academic Officer
University Professor of Chemistry

Stephen Dewhurst
Vice President for Research
Vice Dean for Research, School of Medicine & Dentistry

Rick Libby
Interim Vice Provost
Interim University Dean of Graduate Education

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J. Albert (Al) C. Uy, Dean’s Professor of Biology and current chair of the Department of Biology, has been appointed interim dean of the University of Rochester’s School of Arts & Sciences. He succeeds Duje Tadin, who has served as interim dean since August 2024 and previously held the position in the summer of 2023. Uy will will begin serving as interim on September 1 and will remain in that role until a permanent dean is appointed. An announcement about the permanent dean is expected in the coming weeks.

A distinguished evolutionary biologist and elected fellow of the American Ornithological Society, Uy’s research explores the genetics, behavior, and ecology of speciation, with fieldwork spanning the Pacific Islands and the Americas. Since joining the University of Rochester in 2020, he has led the Department of Biology, served on key University committees, and advanced interdisciplinary research and conservation initiatives. Information regarding the interim chair of the Department of Biology will be available soon.

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As you are aware, there are several changes to federal funding for higher education and science. These pressures include anticipated changes to the Federal Supplemental Research and Development (F&A) rate on federal grants and reduced funding from the federal agencies. Additionally, the University anticipates lower undergraduate and Master’s enrollments this year due to national admissions trends and challenges faced by some students in obtaining visas.

To ensure our continued support for our current PhD students and to maintain a high-quality academic experience, we will implement a few changes:

1. Starting September 1, 2025, all grant applications will be required to budget $16,000 for tuition (or the maximum allowed up to $16,000). This amount will increase annually in line with University tuition rates, but for budgeting purposes, assume a 2% increase each year. Active grants or grants already submitted are not required to charge tuition. Your grants office can assist you in implementing this change.
2. Beginning July 1, 2026, internal university accounts will be charged the same level of tuition as external awards (including but not limited to departmental funds, endowed funds, pilot funds and startup funds). School Deans will provide more information about this change in their schools over the coming year.
3. For reference, this follows the same practice as many of our peer institutions, particularly those with membership in the AAU.

In addition, there will be a significant evaluation of PhD recruitment for the 2026-2027 academic year. Over the coming months, school deans will collaborate with departments to develop specific plans for each program, particularly focused on program outcomes and supporting our current students.

The University is fully committed to PhD education and does not make these decisions lightly. These tuition charges will not result in increased charges for our graduate students. Given the current financial situation and the ongoing threat to international student recruitment, higher education, and science funding, these measures were taken to ensure financial support and continued excellence in PhD education.

Thank you for your prompt attention and continued commitment to our PhD students. If you have questions regarding these changes, please reach out to your graduate dean.

Sincerely,

Nicole S. Sampson
Provost and Chief Academic Officer
University Professor of Chemistry

Stephen Dewhurst
Vice President for Research
Vice Dean for Research, School of Medicine & Dentistry

Rick Libby
Interim Vice Provost
Interim University Dean ofĚýGraduate Education

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These are challenging and uncertain times for all of us—at the University of Rochester and across higher education. To start, I want to acknowledge the very real stress, anxiety, and uncertainty many in our community are feeling. The evolving landscape—marked by shifts in federal funding, enrollment pressures, and broader economic concerns—has left many of us wondering how these changes will affect our work, our students, and our institution.

While we don’t yet know the full extent of these recent challenges, I want you to know that my team and I remain committed to you and to our collective mission as we navigate this moment together. I know that leadership across the institution shares that commitment. Guided by our values and the vision of our Boundless Possibility strategic plan, we will move forward with care, clarity, and a shared sense of purpose.

In order to move forward and to ensure the most successful outcomes, we are implementing the following actions and carefully monitoring the present and potential impacts of recent challenges. As we discussed in the recent webinar about federal policy changes and their impact on the University, we have taken several steps to manage our academic resources more carefully.

Spending Controls:ĚýEffective this past spring, we requested reductions in discretionary expenditures across academic and administrative units—recognizing that even small savings spread across the institution can add up significantly. In addition, we are working to ensure that proper review and approval processes are followed for all contracts.

Staffing Measures: We have instituted positional control over staff hiring with careful review of all hiring decisions, managing budget shortfalls primarily through attrition.ĚýIn some areas, unfortunately, vacant positions may not be filled to maintain a budgetary balance. As President Mangelsdorf mentioned in last week’s webinar we are operating in a complex and dynamic environment—and as a complex and dynamic organization, we must continually adjust to changes in programs, policies, funding sources, and enrollment. Our workforce naturally ebbs and flows from year to year, and that variability reflects the nature of our mission and operations.

We are taking a careful, focused approach as we plan for the years ahead. This is not a one-size-fits-all situation. We are evaluating normal attrition and considering how job structures might evolve, while also creating standardized processes for how positions are proposed, approved, and managed. While changes in staffing and operations are happening, our priority remains minimizing the impact on our people and ensuring the University continues to excel in its core missions.

Faculty Hiring: We are sharply limiting faculty hiring. However, thanks to external support from foundations and philanthropic gifts, we can continue targeted searches in a few strategic areas. These externally funded hires will be the focus of our search efforts in the year ahead. The limitations in hiring do not include Medical Center clinical care operations, clinical faculty, or clinical staff.

PhD Program Enrollments: The °µÍřłÔąĎ Office of Graduate Education and Post-Doctoral Affairs (UGEPA) will work closely with PhD programs to evaluate the number of PhD admissions for Fall 2026. This is in response to a rapidly changing landscape that we first experienced last spring with other institutions deferring or rescinding admissions due to concerns about longer term research funding and graduate placement. To ensure financial sustainability of our doctoral programs in the face of a reduced federal F&A rate, a portion of PhD tuition will be budgeted on grant submissions as well as internal accounts for the next fiscal year, FY27.Ěý Specific details will be provided to faculty later this week.

Coordinated Marketing and Structural Realignment: We are reorganizing our prospective student marketing functions and making additional structural changes to reduce duplication and improve efficiency. The marketing and communications staff that were once part of the Office of Admissions have been integrated into the University’s central Marketing and Communications team, ensuring that our student recruitment efforts are aligned with the many new initiatives that are being launched to build our global reputation.

Enrollment Management Redesign: We are in the process of rethinking our admissions and enrollment management structures to better meet today’s competitive landscape. Among the potential changes is a transition toward a more coordinated masters graduate program enrollment management model that will align with new admissions and recruitment activities. Planning for this transition is underway, with a phased approach designed to ensure continuity, enhance coordination, and preserve discipline-specific expertise supported by technology integration to improve effectiveness of marketing and recruitment across master’s programs. The deans will be working closely with the Offices of Academic Excellence and University Student Life to grow high-impact, mission-aligned master’s programs that respond to market needs. More details will follow in the coming weeks.

Capital Projects: We are focusing our capital investments on the highest priority building and renovation needs across the University. Our five-year Capital Outlook provides a consolidated view of current projects underway, future strategic initiatives, and ongoing investments in deferred maintenance, IT infrastructure, and equipment. This comprehensive planning helps us prioritize projects, align resources with institutional goals, and forecast long-term funding needs related to margins, philanthropy, and debt management.

Philanthropic Activities: The University achieved a new fundraising milestone in FY25, securing $202.5 million in new gift commitments—our first time surpassing the $200 million mark. This marks the third consecutive year of record-breaking fundraising during the quiet phase of our campaign and provides strong momentum as we prepare to publicly launch For Ever Better: The Campaign for the University of Rochester. This success reflects the deep commitment of our donors and the outstanding work of our Advancement team.

Research Activities: Research is a core pillar of the University’s identity, and recent disruptions in federal funding present real challenges to sustaining and expanding our areas of strength. To date, we’ve seen just over 30 federal grants terminated, and very recently grants have been successfully reinstated—resulting in a current net loss of approximately $9 million from our nearly $500 million annual research portfolio. We remain committedĚýto pursuing research excellence. Last month, President Mangelsdorf dedicated $8.5 million to establish new transdisciplinary research centers designed to unite faculty across disciplines to tackle complex, real-world challenges. These efforts enhance our competitiveness for external funding and create compelling opportunities for philanthropic investment that aligns with emerging national research priorities.

International Scholars: The federal policy environment continues to create uncertainty for international students and scholars. Like many institutions, we are experiencing a decline in international enrollment, driven by visa delays, shifting regulations, global economic pressures, and increased competition abroad.

We remain strongly committed to our international community. Our global engagement team is actively supporting students and faculty through the visa process, addressing housing needs, and advocating for policies that protect academic mobility. Global engagement is critical to our mission and a strategic priority for advancing excellence and diversity.

Recruitment and Retention: Student enrollment is a shared institutional priority, and multiple teams are advancing the goals of Boundless Possibility for exceptional education. We are increasing scholarship support, improving advising, housing, and student life, and optimizing year-round learning and cocurricular opportunities.

Additional efforts include expanding undergraduate recruitment in key domestic markets, enhancing support for transfer and international students, and promoting Rochester as a top residential destination. A targeted national campaign is underway to strengthen our reputation at every stage of the enrollment journey.ĚýTo aid in these efforts, faculty participation in admitted student events, transfer articulation efforts, and other yield-building activities is more important than ever.

Thank you for your partnership and your enduring commitment to our students and the ongoing mission of the University of Rochester. These are challenging times, but with collective effort, focus, and dedication to making our world ever better, we will emerge as an even stronger institution built on academic excellence and student success.

Sincerely,

Nicole S. Sampson
Provost and Chief Academic Officer
University Professor of Chemistry

The post Academic Budget and Planning UpdateĚý appeared first on Office of the Provost.

The University is updating policies, procedures, and resources to improve support for international travelers on University-sponsored programs or business. Ěý

Due to anticipated changes to our international travel insurance policy in December 2025 and increased geopolitical risks worldwide, all University-sponsored or supported travel, including faculty and staff business travel, must be registered through the °µÍřłÔąĎ International Travel Registry at least two weeks in advance. Registration enables the University to provide support during emergency response, and it is a critical step to ensuring travelers can access university-provided resources, such as international travel insurance and assistance, abroad. The process is simple, takes only a few minutes, and may be completed by the traveler or a department administrator or other staff member (“proxy registration”). Ěý

Although registration is now required, faculty and staff travel will remain unrestricted. Registration does not initiate a review process and serves only as a visibility and record-keeping tool to enable critical support capabilities. Additionally, the University does not oversee personal travel; this element will remain unchanged. However, resources such as location-specific safety and security reports are available to anyone with Active Directory credentials and a password, and those resources may be referenced regardless of the purpose of travel.ĚýĚý

The U.S. Dept. of State, Centers for Disease Control and Prevention, and other resources posted on the Office for Global Engagement website are also valuable sources of travel information that should be reviewed prior to international travel.Ěý

Thank you for your cooperation and support of these important policies.Ěý

Sincerely,Ěý

Nicole S. Sampson
Provost and Chief Academic Officer
University Professor of ChemistryĚý

Ravi Shankar
Interim Vice Provost for Global EngagementĚý

Ěý

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