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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These are challenging and uncertain times for all of us—at the URochester 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:��Effective 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.��In 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 Ģ����ý 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.�� 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 URochester. 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 committed��to 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.��To 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 URochester. 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 Update�� appeared first on Office of the Provost.

I am writing to provide an update to my April 22 message about town halls and other resources to support our international community.

I want to extend my heartfelt thanks to everyone who participated in this week’s webinars aimed at supporting our international community. The turnout was truly impressive, with over 1,000 people registering for the town hall sessions. Your engagement and dedication to our international students, faculty, researchers, and staff are deeply appreciated.

I am also pleased to share some positive news: three of our students have had their Student and Exchange Visitor Information System (SEVIS) status reinstated. These reinstatements occurred even as the Department of Justice of revocations in federal court this morning. The situation is still unfolding and only a few of our students affected by this procedure have had their status reinstated as of 2 p.m. today.

We are hopeful for continued progress for our remaining students given this announcement, and ISO will continue to monitor the SEVIS records and reach out to impacted students with updates.

We understand that these are uncertain times, and we remain committed to offering as much information and guidance as possible to support our international community. We will continue to host similar events and provide necessary resources as the situation evolves.

Thank you once again for your participation and support. I wish you all a wonderful Springfest weekend.

Meliora,

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

The post Update on Support for Our International Community appeared first on Office of the Provost.

The Ģ����ý values the diverse and global perspectives that international students bring to our campus, and we remain dedicated to ensuring that all students, from across the country and around the world, have a positive and enriching experience here.

As President Mangelsdorf and I communicated in our message on April 9, we understand that recent federal policy updates have raised concerns, and we want to assure you that we are actively monitoring federal policy changes and advocating for the best interests of our international students.

As part of the University’s support to our international community, International Services (ISO) will be hosting a series of virtual town halls this week that are specifically designed to address concerns and questions raised by or impacting international students, faculty, researchers, staff, and those involved in hiring processes. The webinars offer guidance on challenges related to student visa statuses, work authorization, and other travel and immigration-related matters.

The schedule includes:

Wednesday, April 23

Guidance for Hiring Departments and Sponsors, 10:00 a.m.
.

Student Town Hall #1, 12:00 p.m.
.

Thursday, April 24

Advice for Faculty, Staff, and Researchers, 12:00 p.m.
.

Friday, April 25

Student Town Hall #2, 3:00 p.m.
.

You may .

While the current circumstances are indeed challenging for many of us, and for international members of our community in particular, I want to share that all five students whose SEVIS record was terminated or whose visa was revoked have obtained legal assistance and are working on their legal options to continue their studies. The six graduates on Optional Practice Training (OPT) who were similarly affected have also obtained legal assistance to evaluate and take action on their immigration situations.

Fortunately, we have not seen any more SEVIS terminations or visa revocations since the original group. However, circumstances could change at any time, and ISO will continue to frequently monitor the records, provide support to students, and advise leadership on developments.

Finally, if you need assistance or additional information, please do not hesitate to reach out to the ISO or other University resources such as the CARE Network or your advisor. Our international students, faculty, researchers, and staff are a vital part of our community, and we are committed to making your time at Rochester productive and rewarding.

Sincerely,

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

The post University Resources and Town Halls for International Community Support appeared first on Office of the Provost.

As we embrace artificial intelligence (AI) advancements, I am asking that everyone please take a minute to review our��data secure policy, which is vital to keep our student, patient, and other University data protected. It is imperative to remember that non-public or sensitive University information should never be uploaded into external AI tools—whether free or paid—unless there is a university agreement with the vendor approved by one of the various AI governance groups. This policy is crucial for maintaining our data security and applies to all members of our community.

I encourage you to take advantage of our secure version of a generative AI chatbot, designed to securely handle medium- and high-risk institutional data. Accessible at��, this advanced AI tool is exclusively for our faculty, staff, and students, providing a reliable and secure platform for managing a variety of inquiries and tasks. I am also excited to inform you that additional features will be introduced soon, further enhancing its capabilities. Please note that while the site is internet accessible, two-factor authentication (Duo) is required when off-network.

To begin using our secure AI chatbot, please visit����and log in with your UR or URMC credential.��Help with logging in is available here.

Should you require any assistance or have questions, the University IT or ISD Help Desk are available to support you at��univithelp@rochester.edu��(585) 275-2000 or��ISDHelpdesk@URMC.rochester.edu��(585) 275-3200.

Thank you for your commitment to upholding the integrity and security of our institutional data. Together, we are advancing toward a more secure and Boundless future.

Best regards,

Nicole Sampson
Provost��and Chief Academic Officer
University Professor of Chemistry

The post Responsible Use of AI Tools and Institutional Data Security appeared first on Office of the Provost.

Among the changes announced is the creation of the new senior vice provost for academic excellence position, and the termination of the College serving as administrative body for academic services and student life.

“After thorough research and analysis, we determined that academic excellence and student success could best be achieved through an institution-wide approach led by a senior vice provost,” Sampson says.�� The senior vice provost for academic excellence will work in parallel and collaboratively with John Blackshear, vice president for university student life. A search for the senior vice provost will begin soon. A full description of the position is available on the Ģ����ý Leadership Searches website.

According to Sampson, the implementation of this unified position helps guarantee that undergraduate students will continue to have flexibility in pursuing their educational journeys through the Rochester Curriculum, and that all undergraduate and graduate students will be able to access the support units that will comprise the portfolio of the senior vice provost.

With these changes, the functions and responsibilities of the dean of the College will no longer meet the needs of the institution. As a result, Jeff Runner has announced that he will be stepping down from his roles as dean of the College and as vice provost and university dean of undergraduate education at the end of the calendar year and returning to the faculty, where he is looking forward to being back in the classroom and continuing his research.

“During his tenure as vice provost and dean, Jeff has been a consummate colleague and a tireless champion of student diversity, belonging, and success,” says Sampson. “His dedication to scholarship and equity, diversity, and inclusion have helped create a vibrant academic community where students feel they truly belong. I know that you join me in thanking Jeff for his many contributions, and for all he has done to uphold our Meliora values as we move into the next phase of our Boundless Possibility strategic plan.”

Runner also helped lead the University’s reaccreditation with the Middle States Commission on Higher Education, worked to create the Basic Needs Hub to offer support for students needing funding for books, supplies, winter clothing and other necessities, and bolstered critical academic support for undergraduate students on the River Campus.

More information regarding the senior vice provost position who will be tasked with supporting the University’s entire academic enterprise will be communicated soon.

The post Interim Provost Sampson Announces Changes to Better Serve the Academic Enterprise appeared first on Office of the Provost.

The tragic loss of innocent Israeli and Palestinian lives have created great pain for so many of us in the Ģ����ý community.

At times like these, it’s especially important that we hold ourselves to a standard of mutual respect and respectful discourse. A key element of this discourse is understanding that what one person says or does can sometimes be interpreted differently from that person’s intent. Very rarely are we truly able to know a person’s intent from their words and actions, which is why thoughtful and intentional conversation and dialogue are so important.

Similarly, that discourse is about building understanding, and on some occasions, even finding common ground. Everyone has a right to their own feelings and interpretations when they hear our words and experience our actions.

Our protest guidelines make it clear that the University fully supports the exercise of free speech and peaceful assembly by members of the University community on University property, so long as it does not disrupt classes or other University activities, prevent free movement, or pose a risk to the health or safety of anyone. Examples of these disruptions include demonstrations that inhibit study in the libraries or other public spaces; blocking entry to or exit from dining facilities, residence halls, or any other building; and gathering in buildings that do not have the necessary occupancy capacity as required by fire codes.

As an institution striving to be ever better ourselves, we engage in our own reflection and consider whether we have lived up to our own standards. Sometimes our actions, regardless of intent, cause harm to others and we must remind ourselves that others have a right to their own feelings.

A case in point: On October 20, several student groups hosted an event in the Interfaith Chapel entitled “Understanding and Healing: The Palestinian Genocide.” Given the likely size of the gathering and the potential for non-student disruptors, which has happened at many pro-Israel and pro-Palestine gatherings around the country, our procedure was to have an unobtrusive Public Safety presence near that event as well as at a Hillel Shabbat observance taking place in the same building, the time and location of which could not be moved.��We have taken a similar approach to support a broad range of safe and respectful student gatherings.

We made a mistake by not communicating this in advance to the event’s organizers, who consequently and understandably felt marginalized and othered by the University. Our intent to keep our students safe, with a particular concern about outside agitators, made some students feel profiled. We acknowledge the offense and fear this may have caused, and we regret that we made some of you feel this way.

Moving forward, we will better communicate our policies, procedures, and guidelines.

To that end, we will reiterate that as an institution that values discourse and dialogue, we must simultaneously preserve students’ rights to free expression and maintain the safety and security of our University community members. As such, we are enforcing several key elements of our University policies and protocols on campus safety, demonstrations, and protests regardless of the topic:

• Protests and demonstrations must not block entry to or exit from buildings or spaces within buildings. It is essential that protests do not disrupt classroom, study, dining facilities, transportation, and other University operations. These disruptions are a direct violation of the University’s guidelines for free speech and peaceful protest.
• The University reserves the right to refuse access to the campus to anyone who is not a member of the University community. In certain circumstances we may permit participation by individuals who are not members, but those individuals must leave when the activities have ended.
• Use of bullhorns, microphones, loudspeakers, and other amplification tools are only permitted at registered student events when prior authorization has been received. Use of these amplification tools at indoor protests and demonstrations are necessarily disruptive and therefore prohibited.

As a reminder, the Standards of Student Conduct��addresses student speech and behavior that may lead to discipline.

We acknowledge that these are challenging and difficult times for many members of our community. By adhering to these guidelines and following the principles of respectful discourse, we can help ensure that our entire community feels safe and welcome.

Sincerely,

David Figlio
Provost and Gordon Fyfe Professor of Economics and Education

Jeffrey Runner
Vice Provost for Undergraduate Education and Dean of the College

Anne-Marie Algier
Interim Dean of Students

The introductory sentence of Provost David Figlio’s message has been slightly modified from the version that was emailed to students.

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