Thanks to the extraordinary generosity of its members and the community, the ’s (MAG) will open its doors to all—free of charge—sometime in 2027, much sooner than anticipated.

“Making the museum free ensures that everyone can experience the inspiration, learning, and connection that it offers,” says University President Sarah Mangelsdorf. “We are deeply grateful to our donors, partners, and the broader community whose support makes this historic step possible.”

“By eliminating our admission fee for everyone in perpetuity, generations of community members will soon be able to enjoy �Ѵ���’s extraordinary collection and benefit from a rich cultural education without cost of entry ever standing in the way,” says Sarah Jesse, the Mary W. and Donald R. Clark Director of the Memorial Art Gallery. The museum has raised more than $9 million through its fundraising efforts, surpassing its original goal and timeline.

Visionary support

A pivotal $1 million gift from Alexander “Al” A. Levitan ’63M (MD) and Lucy K. Levitan marked the completion of the museum’s fundraising for the initiative. The Levitan Family Capstone Challenge underscored the couple’s commitment to ensuring everyone has access to �Ѵ���’s world-class collections.

As visionary philanthropists, the Levitans have long championed access to education and formative opportunities for young people. Through endowed scholarships and fellowship funds, they have created pathways for students at the University’s . During a visit to donate works of art to the museum, they learned about the Free for All, Forever initiative and immediately wanted to be part of it.

“We are profoundly thankful to the Levitans for helping us reach this milestone,” adds Mangelsdorf. “Because of them, and the collective tremendous support of so many, the museum has met its Free for All goals early, which is a remarkable achievement.”

A $3 million leadership gift announced in the fall 2025 from MAG Board of Managers Vice President and University Trustee Doug Bennett ’06S (MBA) and Abby Bennett, along with the Sands Family Foundation, established the Abby and Doug Bennett and Sands Family Foundation Free for All Endowment. That gift served as the initial call to action for others to help the museum achieve its vision.

In April 2026, Mary Ellen Burris ’68W (EdM) to the Free for All Endowment. Additional leadership gifts from an anonymous donor, Kitty and Nick Jospé, and Sandy Hawks Lloyd and Justin Hawks Lloyd added to that momentum. Many members of the community have also supported the initiative, underscoring that every contribution—no matter the size—is helping to make free admission possible.

“The Memorial Art Gallery is a treasure in our community, and everyone should have access to it,” says Burris.

Why free admission matters

Sustained public support has helped MAG grow its reach and deepen its impact across the community.

“For many years, Monroe County has proudly supported the MAG in its efforts to offer reduced-price and no-cost opportunities for residents, expand community engagement, enhance access to art and arts education in local schools, and accelerate important projects and exhibitions that might not otherwise reach the community,” says Monroe County Executive Adam Bello. “It’s exciting to see private philanthropy now extending free admission to all visitors. Public-private partnerships are a sustainable way to reinforce our area’s reputation as an arts and cultural hub.”

“Making the museum free ensures that everyone can experience the inspiration, learning, and connection that it offers.” —Ģ����ý President Sarah Mangelsdorf

Currently, adult admission is $20—an amount that adds up quickly for families or discourages repeat visits. When the museum has offered free days in the past, attendance has increased more than sixfold, underscoring how many people are eager to visit when cost is no longer a factor.

“Strengthening Rochester’s already vibrant arts and culture sector by expanding access for children is a key objective of the , because we know exposure to the arts boosts intellectual growth and creative thinking,” says Mayor Malik Evans. “I want to thank the Ģ����ý’s Memorial Art Gallery for launching the Free for All, Forever initiative and the generous donors whose gifts brought this vision to reality for helping us advance our goal of establishing Rochester as a premier city of the arts.”

A return to �Ѵ���’s roots

When Emily Sibley Watson gifted the museum to the community in 1913, she imagined it as a place of education and enjoyment for all. For its first 56 years, MAG was free to the public—a legacy the museum will soon restore.

The Free for All, Forever initiative was conceived as an endowment, with its earnings covering the loss of admission revenue and costs associated with a rise in attendance, ensuring that general admission remains free for everyone in perpetuity. Annual gifts and memberships will continue to sustain exhibitions, lectures, school programs, community events, and hands-on creative workshop classes. Together, this support ensures that the museum remains not only free to enter but also vibrant, dynamic, and deeply engaged with the community it serves.

As a part of the campaign, the Free for All, Forever initiative underscores both the museum and the University’s broad commitment to expanding access and deepening community engagement. It represents a portion of the museum’s overall campaign goal of $60 million, which will support curatorial and staff excellence, exhibitions, new acquisitions and commissions, and expanded educational and creative opportunities for Ģ����ý students, school partnerships, and the broader Rochester community.

“We feel strongly that every family in this region deserves the same opportunities that we have had to engage with art and build unforgettable memories together,” says Doug Bennett. “We are thrilled that the museum can eliminate the cost of admission next year.”

Ģ����ý the For Ever Better campaign

�Ѵ���’s Free for All, Forever initiative is a key priority during For Ever Better: The Campaign for the Ģ����ý—a $1.75 billion campaign rooted in the University’s . The campaign seeks not only to raise critical funds but also to meaningfully engage 250,000 people—amplifying the University’s impact locally and around the world.

Ģ����ý the Memorial Art Gallery

MAG—one of the few university-affiliated art museums in the country that also serves as a public museum—houses 5,000 years of art history and a permanent collection of more than 13,000 objects. Located in Rochester, New York, the museum offers a year-round schedule of world-class exhibitions, lectures, concerts, tours, and family activities. Its 14-acre campus and Centennial Sculpture Park are a popular destination for Rochesterians and out-of-town visitors alike.

The museum extends gratitude to its Board of Managers and the many supporters whose gifts helped build momentum for the Free for All, Forever initiative, including but not limited to Anonymous, University Trustee Doug Bennett ’06S (MBA) and Abby Bennett, David Burns ’78S (MBA) and Margaret Burns, Mary Ellen Burris ’68W (EdM), Andy and Karen Gallina, M. Lois Gauch ’56W (EdM), University Trustee Emeritus Gwen M. Greene ’65, Sandy Hawks Lloyd and Justin Hawks Lloyd, Kitty and Nick Jospé, Elisabeth Judson ’76W (MA) and Thomas Judson, Cornelia Klein, Anne Konar, Meribeth and Howard Konar, the William and Sheila Konar Foundation, Peter Landers ’83 (MS) and Kathy Landers ’82, Al Levitan ’63M (MD) and Lucy Levitan, William Maniscalco, Ken McCurdy, Sharon and Bob Napier, the Sands Family Foundation, James Tabbi, and Rob Tortorella.

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, Ģ����ý’s 2030 strategic plan. At and those efforts are being led by , the president and CEO of both hospitals.

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

Here are five takeaways.

‘System-ness’ is Meliora.

Most of today’s 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 Ģ����ý 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. Ģ����ý Medicine embraced affiliation with smaller, rural hospitals—such as those in , ��, ,�� , , and —to 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 “system-ness” and pointed to Ģ����ý Medicine’s 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 “using all the pieces on the chessboard.”)

“Healthcare is very, very complex these days. It takes teams of highly trained individuals—oftentimes with very specialized skill sets to provide optimal care for our patients.”

Parrinello spoke of system-ness as both ethos and aspiration. It’s 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’s also striving to be ever better at doing it.

The goal isn’t more space; it’s 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 Ģ����ý Medicine investing in a structural solution to an issue the community has faced for years.

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

“Patients 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.”

Parrinello made it clear that the tower isn’t just about more space (or beds); it’s 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.

Ģ����ý 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.

“It’s 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.”

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 Ģ����ý Medicine can maximize efficiencies and patient convenience in roughly 250 off-site clinical locations, including the for Orthopaedics and Physical Performance in Henrietta.

Strong’s 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’s perpetually overcrowded ED.

“Watching 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.”

But there’s more to well-being than providing staff members with the space and time to have meals, exercise, and recharge. Parrinello noted that , Ģ����ý Medicine’s 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’s wall have the potential to reshape Ģ����ý Medicine’s 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 “food stamps”).

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

“For healthcare providers, that’s scary. When people lose insurance, it’s 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.”

With Josh Farrelman, the vice president for government relations, Parrinello and other leaders have been working closely with legislators to ensure Ģ����ý Medicine’s interests are reflected in New York State’s 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’s the last time someone talked about the future without mentioning AI? This isn’t 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 Ģ����ý Medicine’s . 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’ 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—with the patient’s permission—can now shift focus solely on the patient. It’s also a big win for provider wellness.

“We’ve 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’s the work after work—that’s a stressor.”

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’ homes?

How do we build stronger synergies across the network?

How do we make sure we’re 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.

“A lot of people left healthcare jobs during the scary pandemic times,” she said. “Now, we’re seeing a resurgence in interest with many more healthcare students and applicants for jobs in healthcare, and I’m very, very excited about that. I love the energy that comes with new people coming into our organization.”

The Ģ����ý’s Eastman School of Music has announced a new bachelor of music (BM) in music creation and technology, a degree program designed for students whose musical practice is grounded in electronic and digital technologies.

Led by ’05E (DMA), associate professor of music and technology and former head of music learning at music software company Ableton, the new major will emphasize electronic music production and performance, sound design, recording and editing, DJing, and the development of software and hardware. The inaugural class will begin study in fall 2027.

The program is part of Ģ����ý’s newly established , an interdisciplinary academic collaboration between two leading Ģ����ý schools: Eastman and the Hajim School of Engineering & Applied Sciences. The department also serves as the academic home for faculty engaged in SoundSpace, a transdisciplinary research center advancing Ģ����ý’s leadership in music and technology.

Together, the new major, department, and research center reflect the inspiring combinations possible at Ģ����ý—where artistry, engineering, creativity, and emerging technologies come together to shape how music is made, studied, and experienced.

• Read more about Eastman’s .

, a political scientist at the whose research focuses on how people form opinions and how that translates into political and social phenomena, has been elected a member of the .

Membership in the National Academy of Sciences is awarded to scholars in recognition of distinguished and continual achievements in original research. Election to the academy is considered one of the highest honors in the scientific community, and Druckman is among 120 members and 25 international members elected in 2026.

“I’m extremely honored and appreciative of all the opportunities I have had throughout my career,” says Druckman, the Martin Brewer Anderson Professor of Political Science. “It is special to receive the honor, too, while at URochester, which has long had a department at the forefront of advances in political science.”

Druckman, a renowned expert in political polarization and American democracy, has published seven books and more than 200 articles and book chapters in political science, communication, economics, sciences, and psychology journals.

He is involved in several prominent initiatives including sitting on the boards of , the , the , and the board of trustees for the . He is also a principal investigator for the .

The National Academy of Sciences, a private, nonprofit institution, was established under a congressional charter signed by President Abraham Lincoln in 1863. Along with the National Academy of Engineering and the National Academy of Medicine, it provides science, engineering, and health policy advice to the federal government and other organizations.

Druckman joins a prestigious list of current selected to the academy in past years, including , the Tracy H. Harris Professor of Chemistry, Emeritus; , the Charles Frederick Houghton Professor of Chemistry; , the J. Lowell Orbison Endowed Chair and Professor of Biochemistry and Biophysics; and , the William G. Allyn Professor of Medical Optics.

Ģ����ý faculty are leaders in their fields who are regularly recognized with regional, national, and international awards and honors for their professional contributions to research, scholarship, education, and community engagement.

As part of an ongoing series, we’re spotlighting their many and varied achievements.

Ģ����ý faculty members receive ACLS Fellowships

�ճ������has named��, assistant professor of history and director of the Latin American, Caribbean, and Latinx Studies program, and , assistant professor of Black Studies,��.

The ACLS Fellowship Program recognizes and supports outstanding scholarship in the humanities and social sciences. Awardees were selected from a pool of more than 2,000 applicants through a multi-stage peer review process and represent a broad range of institutions, fields, and career stages.

Ball received the ACLS Fellowship for the project titled “Pushing Past GDP Per Capita: Brazilian Maternal Health 1915–75.”�� It examines and compares maternal health and childbirth from 1915 to 1975 for urban and interior spaces in three Brazilian states: São Paulo, Bahia, and Goiás. Learn more about Ball’s research on her��.

Ealey received the ACLS Fellowship for the project titled “Dissonant Dramaturgy: Black Women’s Music-Theatre and the Politics of Possibility.” The project examines Black women’s music-theatre in the 19th and 20th centuries as a legitimate form of Black feminist intellectual production.

National Center for Faculty Development and Diversity recognizes Meagan Driver

, an assistant professor in teaching and curriculum at the , has been selected for the 2025 Strong Start Coach Excellence Award from the National Center for Faculty Development and Diversity (NCFDD).

The honor recognizes a first-year coach in the Faculty Success Program who demonstrates exceptional commitment to the coaching role, increasing effectiveness, and consistently positive feedback from Faculty Success Program participants. All coaches who coached for NCFDD in 2025 were eligible for consideration.

Ehsan Hoque inducted into AIMBE College of Fellows

Professor from the �ɲ�����.

Election to the AIMBE College of Fellows is among the highest professional distinctions accorded to medical and biological engineers, comprised of the top two percent of engineers in these fields. College membership honors those who have made outstanding contributions to “engineering and medicine research, practice, or education” and to “the pioneering of new and developing fields of technology, making major advancements in traditional fields of medical and biological engineering or developing/implementing innovative approaches to bioengineering education.”

Hoque was nominated, reviewed, and elected by peers and members of the College of Fellows “for pioneering scalable, ethical AI technologies that improve neurological care, social communication, and health equity across clinical and global contexts.” He was inducted along with 175 colleagues who make up the AIMBE College of Fellows Class of 2026 at a ceremony held during the AIMBE Annual Event in Arlington, Virginia, in April.

Researchers earn best original article honors

, the David R. Williams Director of the��, the Nicholas George Professor in��, and a professor of ophthalmology at URochester, was the scientific coordinating author of a paper that received the 2025 Obstbaum Award for the best original article published in the��Journal of Cataract and Refractive Surgery.

�ճ������reports results from a novel measurement of ocular dominance using a binocular visual simulator in several eye clinics. It represents a major multidisciplinary, multi-centric milestone in improving the correction of presbyopia. , director of refractive services in the Department of Ophthalmology at URochester, is a coauthor. The award was presented at the American Society of Cataract and Refractive Surgery Annual Meeting on��Sunday, April 12,��in Washington DC.

Eric Phizicky honored with RNA Society’s Outstanding Service Award

, a professor of biochemistry and biophysics, was recognized for his exceptional dedication and significant contributions to��the , particularly in the development and modernization of its flagship journal,��RNA.

An internationally recognized researcher in tRNA biology, Phizicky has served the organization in numerous committee roles and by organizing annual meetings.��.

Wilfred Pigeon selected for Research Mentor Award

, a professor of psychiatry and of public health sciences, was recently selected for the American Academy of Sleep Medicine’s 2026 Research Mentor Award. The award recognizes leaders who are fostering the next generation of researchers in sleep and circadian science.

Pigeon is the director of the at . His primary research and clinical focus is the mechanisms, consequences, and treatment of sleep disturbance, especially as they co-occur with common medical and mental health conditions.

Elena Prager’s research on work requirements lands Best Paper Award

, an assistant professor of economics at , has received the Best Paper Award from the . The annual award recognizes the most outstanding paper published in the journal over the past three years and highlights research with meaningful implications for economic policy and practice.

Prager was honored for her 2023 coauthored paper, “” Her research focuses on the intersection of industrial organization, health economics, and labor markets, using detailed empirical data to examine how policy shapes behavior among firms, workers, and consumers.

A leading scholar in her field, Prager continues to earn distinction for her work. In 2025, she received the for a coauthored paper and is a contributing faculty member to Simon’s . Her recent research explores topics such as health insurance networks, hospital pricing, employer consolidation, and the effects of public policy on labor supply and program participation.

Tricia Shalka named a 2026 ACPA Diamond Honoree

, an associate professor of higher education at Ģ����ý’s Warner School of Education & Human Development, has been named a 2026 Diamond Honoree by the . She is one of 22 individuals nationwide recognized for making significant and lasting contributions to the field of student affairs and higher education.

A leading expert on trauma among college students, Shalka’s research examines how traumatic experiences impact student success and how trauma-informed practices can guide administrators, faculty, and staff in supporting and responding to student survivors. .

The Ģ����ý has launched the , a new interdisciplinary academic department bringing together two of Ģ����ý’s world-class schools—the and the . The integrated department advances research, education, creative practice, and public engagement at the nexus of sound, technology, and the musical arts.

The Department of Sound Arts and Engineering unites Hajim programs (the and the ) with Eastman’s , which houses the , as well as future programs in music creation and technology.

“Our newest department continues the story of the Ģ����ý’s longstanding history of research and teaching excellence in engineering, music performance, and innovation,” says University President Sarah Mangelsdorf. “By leveraging the strengths of two of our groundbreaking schools, we begin our latest chapter as leaders in creating and sharing music with new audiences and through new technologies.”

“The history of music is full of technology-driven disruptions and adaptations, from when the gramophone drove the dawn of the music recording industry to today’s advancements in artificial intelligence,” says Wendi Heinzelman, the John and Barbara Bruning Dean of the Hajim School of Engineering & Applied Sciences. “Fusing the strengths of the Hajim School and the Eastman School allows us to create a one-of-a-kind program to prepare bright and talented students to lead the future of AI and creative practice, immersive audio, sound for games and film, and digital arts.”

“By leveraging the strengths of two of our groundbreaking schools, we begin our latest chapter as leaders in creating and sharing music with new audiences and through new technologies.”

“Eastman and Hajim have long been celebrated for excellence in their respective areas, and this new unified department bridges the gap between these two distinct but immersive areas—music and engineering—offering a multitude of career paths for future students,” says Kate Sheeran, the Joan and Martin Messinger Dean of the Eastman School of Music. “With established programs and exciting forthcoming degree paths, we are poised to lead the future world of music, technology, and engineering, with endless possibilities for learning, creativity, research, performance, and innovation.”

As of fall 2025, the Hajim School enrolls 62 students in its audio and music engineering and audio arts and technology programs, while Eastman’s Beal Institute enrolls 15 students in its film music and contemporary media graduate program. The newly formed department will grow enrollment and will soon announce new degree programs.

Chaired by Distinguished Professor of Electrical and Computer Engineering , the department will be composed of faculty from both schools, providing students with opportunities to learn from both areas of expertise, engage in collaborative projects, and take courses at both campuses.

The sound arts and engineering department offers state-of-the-art facilities across both campuses, including audio engineering spaces, audio production facilities, labs for acoustics, immersive audio, and sound design, mix rooms, and performance and synthesizer labs. Future space for this department includes the recently announced Beal Innovation Hub on Eastman’s campus, as part of the Beal Institute expansion—a collaborative center being built that will include 6,000 square feet of additional labs, creative spaces, classrooms, teaching studios, and a recording studio.

The department also serves as the academic home to faculty engaged in SoundSpace, a new transdisciplinary center advancing the University’s leadership in music and technology in partnership between both schools.

At this time last year, Ģ����ý 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 Ģ����ý 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—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 “global higher education.”

Since October 2025, Reitumetse “Reitu” 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 Ģ����ý remain competitive, connected, and forward-looking in a rapidly shifting global higher education landscape.

Here are five takeaways.

Four global trends are influencing Ģ����ý’s 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’s 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’s engaging with parts of the world where there’s growing demand for what Ģ����ý offers.

Geopolitical volatility is another force that has manifested in several ways. Mabokela is focused on how the multitude of conflicts challenges Ģ����ý’s ability to attract the most talented faculty, students, and staff. That’s 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’s 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.

“Maintaining global appeal really requires strategic program alignment as well as targeted outreach beyond the countries where we have historically drawn students.”

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

Hybrid and virtual programs will provide global access.

Transnational education—where learners are not located in the same countries as the programs in which they’re enrolled—isn’t new. But global trends have people such as Forbes writer Maja Zelihic asking, Mabokela didn’t 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 Ģ����ý to enhance and extend its global reach. She also sees room for growth in education abroad.

“We know that there’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.”

With education abroad numbers not where Mabokela would like them to be, she’s 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—which is an objective of Ģ����ý’s , the 2030 strategic plan.

Global engagement isn’t a bonus; it’s 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’s mission-critical.

“When one looks at the nature of global issues that we’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.”

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’s greatest problems isn’t feasible when working in silos.

But global engagement isn’t 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 Ģ����ý 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 Ģ����ý 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 Ģ����ý’s mission and the objectives of its strategic plan.

“One of the things that would benefit us is to really think about fewer but more impactful relationships.”

For Ģ����ý to develop sustainable relationships, it must accept that it can’t be everything to everyone. It must be clear about who it is and what it excels at. Mabokela expressed that she’s 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 Ģ����ý (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.

“Business as usual is no longer viable.”

Mabokela identified five prospective markers of success for her office.

1. They will have stabilized and expanded Ģ����ý’s international enrollment, especially in regions of the world where the University hasn’t 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 Ģ����ý curriculum.
4. They will have helped elevate the University’s 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. “We’re simply not going to be successful doing what we’ve been doing for the last 20, 30 years,” she says. “Our history has served us well, but we have to be forward-looking.”

The Ģ����ý’s has forged partnerships with six colleges and universities enabling students at those institutions to earn a master’s degree in business in just one year after completing their undergraduate studies through Simon’s accelerated 4+1 Business Master’s Pathway program.

The partner institutions are the State University of New York at Geneseo, Ursinus College, Union College, Hobart and William Smith Colleges, the College of Wooster, and Allegheny College.

Students enrolled at those institutions—as well as high school students applying to them—can now gain early conditional admission to Simon and a guaranteed tuition scholarship for a streamlined path to a graduate business degree in areas such as accounting, artificial intelligence in business, business analytics, finance, and marketing analytics.

“These partnerships reflect our shared commitment to expanding access to high-quality graduate education,” says Ģ����ý Provost Nicole Sampson. “By working with these outstanding partner institutions, we are enabling talented students to transition more easily from undergraduate to graduate study and prepare for successful careers with a Simon degree. Together, we are building a powerful bridge that expands opportunity and delivers lasting value for students and their families.”

Simon Business School is consistently ranked among the top business schools in the United States and has been recognized for delivering a strong return on investment for its graduates.

The offers a range of benefits designed to accelerate and simplify the graduate admissions process, including:

• A guaranteed scholarship covering at least 30 percent of tuition
• Waived application fee
• No GRE or GMAT requirement
• Early access to Simon’s career workshops and one-on-one coaching sessions

The pathways also give students a head start on career development, connecting them with Simon’s career management resources a year before they arrive on campus.

“These partnerships are about removing barriers and creating opportunities,” says Mitchell Lovett, interim dean of the Simon Business School. “We’re giving talented students a clear, affordable, and efficient pathway to a top-ranked business education.”

These partnerships are also expected to strengthen the regional economy by connecting highly skilled graduates to local employers. With clear pathways from undergraduate study to advanced business training, the agreements support workforce development efforts across the region and will reinforce Rochester’s ability to attract and keep top talent.

Leaders at partner institutions say the collaboration enhances the value of their undergraduate programs by offering students a direct route to advanced credentials.

Union President Elizabeth Kiss says of the partnership: “At Union, we are constantly seeking ways to enhance our value proposition to students by enhancing the appeal of our academic portfolio. This partnership will give our students the opportunity to build on the strength of their Union degree with an outstanding business education experience, making them even more career-ready upon graduation.”

Geneseo Provost and Vice President for Academic Affairs Mary C. Toale says of the partnership: “Our partnership with the Simon Business School expands meaningful pathways for Geneseo students and strengthens our commitment to their academic and professional success. This accelerated option opens new doors for students to advance in fields shaping the future, supported by two outstanding institutions.”

Jennifer VanGilder, a professor of business and economics at Ursinus College, says of the partnership: “The 4+1 partnership between the Ģ����ý and Ursinus College redefines what is possible for Ursinus graduates by transforming ambition into acceleration. The bridge between undergraduate foundations and graduate-level expertise will equip students to rise faster, think bigger, and lead with confidence as they begin their professional careers.”

The Ģ����ý plans to continue expanding the program through additional partnerships in the future. The streamlined master’s pathway is also available to Ģ����ý undergraduates in a wide range of fields.

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’s marble statue ?

It’s a lasting symbol of the museum’s roots.

Commissioned by MAG founder Emily Sibley Watson, Memory—depicting a woman hugging an urn—memorializes Watson’s son, James Averell, while communicating her grief. The sculpture stands among Renaissance and ancient art on �Ѵ���’s 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 “a means alike of pleasure and of education for all the citizens of Rochester.”

The MAG has taken its adherence to Watson’s stipulation to a new level with the . Jumpstarted by a $3 million commitment from civic leader Abby Bennett, Ģ����ý Trustee Doug Bennett ’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’s 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’s 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.

“We 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’t for them, or they don’t belong.”

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’s branches. There’s 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 Ģ����ý’s 2030 strategic plan, Boundless Possibility, was built around is that the University’s 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. “Just” and “Vibrant” resonated with Jesse.

“I think that’s �Ѵ���’s 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.”

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’Keeffe? 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 “institutional critique.”

“There’s 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.”

Right now, MAG is rethinking its American art galleries, including reexamining what “American art” 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’ 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 �Ѵ���’s 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, “Are you going to expand the museum?” 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.

“Museums 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’s��an elevated realm.”

Enhancing and beautifying the gallery spaces is among the �Ѵ���’s 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—and stability—starts with bolstering �Ѵ���’s 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—primarily as members—the more MAG can do.

The strategic plan and the Free For All Forever Challenge are driven by �Ѵ���’s 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’s 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 Ģ����ý.

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 “Monet’s ‘Waterlilies.’” 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: “Art can’t save us from anything, but we need it as a reminder of something better—of a world that is the antithesis of what we inhale with the news.”

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, “That was just what I needed today.”

“I think more than ever, people are turning to MAG as a space of creativity, beauty, community, and joy.”

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.

“First-timers” 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’s currently easier for the museum to serve the public than the academic community. Jesse is working on that.

Jesse would love for Ģ����ý students to have the kind of relationship with MAG that she had with the Allen Memorial Art Museum at Oberlin. She knows it’s 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—an 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, “Museums are neither bastions nor safes. While creating a safe environment for art and its audiences, their��raison d’être��lies in their openness and accessibility.”

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 �Ѵ���’s collection as �Ѵ���’s most important mission.

“I just want people to come enjoy this resource. It is for you, so take advantage of it.”

Jesse encouraged those who haven’t 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’ health.

“Membership is a sign of health in the community,” she says. “So, I really hope when we go free, we see more members than we have ever had because they’re excited to be part of an institution that is doing such important work for the community.”

The ’s (MHFC) has received a $1.7 million grant from to improve health outcomes for expecting parents and infants across the county.

The new funding from the Monroe County Department of Public Health will allow MHFC to launch the Building Healthy Communities (BHComm) initiative, an expansion of their nationally recognized Building Healthy Children program. All pregnant women, new parents, and infants within the system will have access to enhanced screening, outreach, and home-based services—making access to early support more universal, equitable, and responsive to family needs.

“Mt. Hope Family Center has been in partnership with the Monroe County Department of Human Services for decades, but this award from the county will expand our reach and evidence-based services to a whole new level at a time when it is needed most,” says , executive director of the Mt. Hope Family Center. “I am deeply grateful to County Executive Adam Bello for his leadership and support and to Congressman Joe Morelle and Senators Charles Schumer and Kirsten Gillibrand for making this program expansion possible.”

She continues, “We are thrilled to share this award with our long-time colleagues in the at , whose enduring partnership now offers new avenues to prevent child abuse, improve maternal and infant outcomes, and meet the mental health needs of more families than we have ever reached before.”

The Social Work Division at Strong Memorial Hospital and is excited to expand its reach by bringing much needed support and resources to patients in our community through our partnership with Mt. Hope Family Center, says Mardy Sandler, director of the Social Work Division.

“BHComm offers broad outreach to an underserved, perinatal population at a time when patients are most inclined to seek help and support as they prepare to deliver and receive a new baby,” Sandler says. “This critical timing of service integrated with the healthcare team has potential to optimally impact maternal and newborn outcomes, secure essential resources for a safe and nurturing environment and respond effectively to perinatal behavioral health conditions.”

Ģ����ý the Building Healthy Communities program

The BHComm program is a free pregnancy support program for expecting parents in Monroe County. Through a partnership with the New York State Office of Children and Family Services, BHComm coordinates referrals with URMC’s and URMC’s to screen, evaluate, and provide various levels of service to pregnant women and new families within the URMC system and beyond.

BHComm is positioned to focus additional outreach and services in high-need zip codes to address persistent disparities in maternal and infant health and mortality across the community. Along with direct services, BHComm will launch community-wide awareness and prevention efforts designed for parents, healthcare providers, practitioners, and the general public. These campaigns will promote healthy parenting, early help-seeking, and stronger connections between families and local resources.

Elected officials praise BHComm

Elected officials applaud the initiative to improve maternal, infant, and community health outcomes.

Monroe County Executive Adam Bello: “Nothing is more fundamental to a community’s well-being than the health of our families. For years, the Mt. Hope Family Center has been a lifeline for thousands of parents, meeting new moms and dads where they are and delivering comprehensive, wraparound support both before and after pregnancy. This proven model has changed Monroe County families for the better, and we are proud to invest American Rescue Plan funding to expand its reach and impact across our community.”

Congressman Joe Morelle: “Every mother deserves access to quality care, and every child deserves a healthy start in life. I’m proud to have��secured this federal funding to help ensure more mothers and babies in our community get the support they need to thrive. I’m grateful to all our partners in this effort, including URMC and the Mt. Home Family Center, and I look forward to our continued work together.”

US Senator Charles Schumer: “Mt. Hope Family Center and UR Medicine are doing the kind of smart, community-based work that helps mothers and babies get healthier starts and helps families get stronger support when they need it most. That is why I fought to deliver funding through the��American Rescue Plan��so Monroe County’s leading health institutions could expand programs that improve maternal and infant health outcomes and help close longstanding disparities in care. This $1.7 million investment will help Mt. Hope Family Center’s Building Healthy Communities program build on Ģ����ý’s vital clinical and community partnerships to expand outreach, strengthen care connections, and better support expecting parents, new mothers, and infants across Monroe County.”

US Senator Kirsten Gillibrand: “Mt. Hope Family Center has long been recognized for their evidence-based interventions to support child development and families, and I’m pleased to have helped secure funding through the American Rescue Plan Act to allow MFHC to launch the Building Healthy Communities (BHComm) program. In partnership with Monroe County, BHComm will address maternal health disparities across Monroe County through a community-based program that meets new mothers and families during the critical time before infant delivery. I’m grateful for the work of Mt. Hope Family Center and Monroe County to lead transformative efforts to improve maternal health outcomes.”