Made possible by a leadership gift from University Trustee Judith Reinsdorf 鈥�86, the program supports the University’s Boundless Possibility聽strategic plan and its commitment to expanding experiential learning. The University aims to grow the program to 50 paid internships annually by 2030.

Read more about the Hire Rochester Internship Program.

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Organized by Dustin Hannum, a faculty member in the Writing, Speaking, and Argument Program (WSAP), the conference grew out of his popular WRTG 105 course, American Horror Stories. The event highlights how students can build on the research, critical thinking, and writing skills developed in a foundational writing course to pursue their academic interests and share their work with a broader audience.

Co-sponsored by WSAP, the Department of English, Film and Media Studies, and the Humanities Center, the conference will feature a keynote address by Professor Jason Middleton, along with student presentations examining topics ranging from gender and identity to religion and cultural anxieties in horror.

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The grant will fund the Kearns Center鈥檚 Educational Talent Search (ETS) program, a pre-college career and education program that supports first-generation and income-eligible students interested in pursuing higher education, beginning as early as middle school.

Through the grant, ETS will serve students at four RCSD schools: East Lower School, East Upper School, Padilla High School, and Freddie Thomas Middle School. Educational Talent Search is a federal TRIO program and one of five TRIO programs currently administered by the Kearns Center.

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Higher education is facing significant headwinds, but the 天美传媒 is well positioned to navigate them while remaining true to its Meliora values. I鈥檓 honored to lead a talented team in the Enrollment division and work with colleagues in the school admission offices who work hard each day to achieve our goals and change the lives of our exceptional students.

One challenge is the decline in international student demand facing universities across the country. International students have long been a defining strength of 天美传媒, contributing to the intellectual and cultural richness of our campus. While the environment has become more uncertain, we continue to attract outstanding students from around the world whose contributions strengthen our community.

Another challenge is the demographic cliff, as the number of college-bound high school graduates declines across much of the United States. At the same time, enrollment competition is increasing. To remain visible and competitive, our admissions team engages thousands of prospective students and families each year through recruitment travel, events, and strategic outreach.

These challenges also create opportunities to highlight what makes 天美传媒 distinctive. We offer the resources and research opportunities of a leading research university within a collaborative, medium-sized campus environment. Students benefit from close relationships with faculty while gaining access to world-class research, clinical, creative, and professional opportunities.

For undergraduate arts, sciences, engineering, and business students, the flexibility of the Rochester Curriculum remains one of our greatest strengths. Students are drawn to the freedom to explore across disciplines and create an educational experience that reflects their interests and ambitions.

We also have an opportunity to demonstrate the value of a 天美传媒 education. Through generous donor support and thoughtful financial aid strategies, we continue to meet the full financial need of admitted undergraduate students in arts, sciences, engineering, and business while expanding merit scholarship opportunities. Just as important, we continue to see strong outcomes among our graduates.

As artificial intelligence reshapes society, we must also articulate the value of an education that combines technological fluency with the uniquely human skills of creativity, critical thinking, communication, and collaboration. 天美传媒 is well positioned to be a university where AI amplifies human potential and helps prepare students for the future.

How is the University鈥檚 evolving approach to enrollment strategy helping us better recruit, enroll, and support students across undergraduate and graduate programs?

The University鈥檚 long-term success depends on our ability to recruit, enroll, and support students in an increasingly competitive environment. That is why we have adopted a more coordinated and strategic approach to enrollment across undergraduate and graduate programs.

Over the past year, we have strengthened collaboration among school leaders, admissions teams, and campus partners through the creation of Enrollment Strategy and Operations (ESO). ESO serves as a central hub for enrollment planning, recruitment strategy, marketing coordination, analytics, technology, and student pipeline development.

A major focus of this work is graduate enrollment, particularly master’s programs. Historically, graduate recruitment and marketing have largely operated independently within individual departments. Today, we are building a more integrated approach that allows schools to benefit from shared marketing resources, stronger analytics, coordinated recruitment efforts, and modernized enrollment technology while preserving their expertise in program development, market positioning, and discipline-specific recruitment.

We have also integrated enrollment marketing more closely with University Marketing and Communications, creating a more unified approach to prospective student engagement, institutional storytelling, and brand awareness. At the same time, we are modernizing our use of the Slate platform to improve reporting, operational effectiveness, and communication with prospective students throughout the enrollment journey.

Most importantly, this work is about ensuring that every prospective student has a consistent and engaging experience with 天美传媒 from their first interaction with the University through enrollment and beyond. Enrollment strategy is no longer the responsibility of a few offices. It is a University-wide effort that requires alignment across schools and units to support sustainable growth and long-term competitiveness.

By acting with strategic intention and coordinating our efforts, we are positioning 天美传媒 to attract exceptional students and strengthen our academic mission for years to come.

How do enrollment strategy and student success connect, and what should faculty and staff understand about their role in supporting both?

Enrollment and student success are inseparable. Attracting talented students is only the first step. Our goal is to ensure those students thrive academically, personally, and professionally throughout their time at 天美传媒 and leave prepared to make meaningful contributions in their careers and communities.

Every member of the University community plays a role in that effort. Prospective students and their families form impressions of 天美传媒 through countless interactions with faculty, staff, students, and alumni. Those interactions help communicate what makes our University distinctive and often influence a student’s decision to enroll.

One of 天美传媒’s greatest strengths is the combination of a world-class research environment and a culture that values personal connection. Students have access to extraordinary academic, research, clinical, artistic, and professional opportunities while also developing meaningful relationships with faculty mentors, advisors, researchers, and staff. That balance is increasingly important to students who want the opportunities of a major research university without getting lost in the crowd.

Faculty and staff contribute directly to student success through teaching, mentoring, advising, research opportunities, career preparation, and community-building. Those efforts help students persist, graduate, and achieve success beyond the University.

We are especially grateful for the many ways faculty and staff help welcome the thousands of prospective students and families who visit our campuses each year. Whether participating in an admissions event, hosting a classroom visit, connecting with a prospective student, or simply sharing enthusiasm for 天美传媒, those interactions help create a sense of belonging and demonstrate the collaborative culture that defines our institution.

As we look ahead, enrollment growth and student success should not be viewed as separate goals. They are mutually reinforcing priorities that advance our mission and support our commitment to providing an exceptional undergraduate and graduate education. Continued success will require all of us to work together with a shared sense of purpose, productive urgency, and confidence in 天美传媒’s future.

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Higher education continues to navigate significant change. Uncertainty around federal research funding, shifting demographic and enrollment trends, and broader economic pressures are reshaping the landscape for colleges and universities.

At the 天美传媒, we are responding with a clear focus on our long-term future. Guided by our Boundless Possibility strategic plan, we are making thoughtful investments in our academic enterprise, aligning resources with our highest priorities, and strengthening our ability to support education, research, patient care, and community engagement.

As we begin the academic year, I want to share updates on several recent initiatives and areas of work across the academic enterprise that reflect these priorities and are helping position the University for the future.

Recent Initiatives

Enrollment Strategy and Student Success: We have launched Enrollment Strategy and Operations (ESO) as the University’s central hub for enrollment planning, recruitment, technology, analytics, and marketing. Under the leadership of Rob Alexander, ESO is strengthening coordination across undergraduate and master’s enrollment efforts while preserving school-level leadership in program development and recruitment. This fall, we welcomed more than 1,400 new undergraduate students.

International Community: We continue to support international students, faculty, scholars, and staff as federal immigration policies evolve. The International Services Office has expanded guidance, resources, and advising, while the University works closely with schools and departments to address compliance requirements and maintain a welcoming environment for our international community.

Graduate Education: The PhD Task Force has been examining the future of doctoral education and the long-term competitiveness of Rochester’s graduate programs. Its recommendations will help inform future planning as the University responds to changes affecting research funding, graduate education, and international students.

Research and AI: We continue to invest in interdisciplinary research and emerging opportunities. This fall, Mujdat Cetin was appointed the University’s inaugural associate vice president and vice provost for artificial intelligence, helping advance Rochester’s AI strategy and strengthen connections across research, education, and industry partnerships.

Academic and Administrative Realignment: We have implemented several organizational changes to improve services, coordination, and efficiency, including the dining transition to University Hospitality Services, enhancements to the Ombuds network, the integration of Education Abroad into Global Engagement, and restructuring within Faculty Affairs to better support faculty development. Results from the Employee Experience Survey are also informing actions at both the school and University levels. This work includes evaluating our organizational models to expand career pathways for staff, simplify administrative processes, preserve school-level expertise where it matters most, and position the University to respond effectively to our evolving federal regulatory environment.

Spending Controls: We continue to carefully manage discretionary expenditures and strengthen procurement and contract review processes to ensure that resources are aligned with our highest priorities.

Strategic and Sustainable Growth

Faculty Hiring: Faculty recruitment remains focused on strategic priorities that strengthen our academic and research missions. We are pleased to welcome our newest faculty members, and there are currently 16 tenure-eligible searches underway across the academic center.

Capital Investments: We continue to invest in infrastructure, facilities, and research priorities that support the University’s long-term success. Recent progress includes the launch of the NSF STELLAR Engine, continued planning for the Transformational Science and Engineering Building, renovations to academic facilities, and construction of the new Student Life Center.

Philanthropy: Through the For Ever Better campaign, philanthropic support continues to create new opportunities for students, faculty, research, and academic programs. Recent gifts, including the Beal family’s transformative investment in the Eastman School of Music, demonstrate the confidence our alumni and supporters have in Rochester’s future.

I invite you to visit the Provost’s News Hub for updates on academic initiatives, faculty achievements, research, and University news.

Thank you for your continued dedication to the 天美传媒 and to the students, patients, colleagues, and communities we serve. The accomplishments reflected here are the result of the collective efforts of faculty and staff across our institution, and I am grateful for your partnership as we continue to build Rochester’s future together.

Sincerely,

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

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***

天美传媒 International Students,

We are writing to share an important update regarding Curricular Practical Training (CPT) for students in F-1 status.

The U.S. Department of Homeland Security’s Student and Exchange Visitor Program (SEVP) recently issued new guidance regarding CPT eligibility. The guidance reflects a change in the federal government’s interpretation of the regulations governing CPT and establishes a more restrictive standard for when universities may authorize curricular practical training.

Under this new interpretation, CPT may only be authorized when practical training is required for all students enrolled in a program to earn the degree. As a result, internships, practica, clinical experiences, or other forms of practical training that are optional, including those associated with elective internship courses, no longer qualify for CPT authorization.

The University’s Office for Global Engagement is carefully reviewing this guidance and working with Universityleadership and academic programs to assess its implications for our students and degree programs. We recognize that this development comes at a particularly challenging time as the fall semester begins, and many students have already made plans related to internships and other practical training opportunities.

While this review is underway, the International Services Office (ISO) is pausing approval of new CPT applications, except for CPT requests associated with practical training that is required for completion of a degree program. Students whose practical training is a required component of their curriculum may continue to submit CPT requests and work with ISO and their academic program regarding documentation requirements.

If you have CPT planned for the Fall 2026 semester:

• If your CPT has already been approved, you may continue to proceed under the terms of that authorization unless ISO contacts you with different guidance.
• If you have a fall internship or practical training experience planned but have not yet received CPT authorization, please be aware that ISO will not be able to authorize your CPT while the pause is in place unless your CPT is confirmed to be a degree requirement. If your practical training experience is required to complete your degree program, please continue working with ISO and your academic department. Additional documentation may be needed to verify that practical training is a required component of the established curriculum.
• If you are unsure whether this guidance affects your situation, please contact ISO before beginning or making changes to any off-campus employment or training.

We understand that students may have questions about how this change by the federal government affects academic requirements, commitments to employers, and plans already made for the upcoming academic year. ISO will continue to evaluate the guidance and will communicate additional information as soon as it becomes available.

Please remember that CPT authorization is specific to the employer, position, location, and period for which it is granted. Students should not begin off-campus employment or practical training requiring CPT authorization until they have received approval from ISO.

We appreciate your patience as we work through this significant change in federal guidance. Our priority is to provide accurate information, help students maintain their immigration status, and identify available options as we learn more about the implementation of these new requirements.

Sincerely,

Reitumetse Mabokela
Vice Provost for Global Engagement

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The search committee will be chaired by Rick Libby, vice provost and university dean of graduate education and professor in the Department of Ophthalmology at the School of Medicine & Dentistry. Committee members include faculty and academic leaders from across the University, along with representation from the Board of Trustees.

To support the search, the University has retained Russell Reynolds Associates, a global executive search and leadership advisory firm with extensive experience conducting searches for presidents, provosts, deans, and other senior academic leaders at colleges, universities, and research institutions.

鈥淚 am grateful to Rick and the members of the committee for their willingness to undertake this important work,鈥� Sampson said. 鈥淪imon Business School has a distinguished history, an outstanding faculty, and talented students and alumni. This search provides an opportunity to identify a leader who can build upon those strengths, advance Simon鈥檚 academic and research excellence, and position the School for continued success in an increasingly dynamic environment for business education.鈥�

Search Committee

The Simon Business School Dean Search Committee includes:

• Rick Libby (Chair), Vice Provost and University Dean of Graduate Education; Professor, Department of Ophthalmology, School of Medicine & Dentistry
• Roberto Colangelo, Executive Professor; Faculty Advisor for the Ain Center for Entrepreneurship and Innovation; Robert Sperandio Professor in Entrepreneurship, Simon Business School
• Ivone Foisy, Assistant Dean for Enrollment, Simon Business School
• Juan Jones 鈥�88S (MBA), 天美传媒 Trustee, Executive Vice President of Global Support Renewal Sales, Oracle
• Narayana Kocherlakota, Senior Associate Dean of Faculty and Research; Professor of Finance; Louise and Henry Epstein Professor of Business Administration, Simon Business School
• Reitumetse Mabokela, Vice Provost for Global Engagement; Professor of Educational Leadership, Warner School of Education and Human Development
• Vera Tilson, Associate Professor, Simon Business School
• Joanna Wu, Susanna and Evans Y. Lam Professor, Simon Business School
• Kate Schimmer, Associate Dean for Artistic Planning, Eastman School of Music

The search committee will work in partnership with Russell Reynolds Associates to develop the position profile, recruit and cultivate a diverse and highly qualified pool of candidates, and engage members of both the University and Simon communities throughout the search process.

Additional information, including opportunities for members of the University community to provide input and details regarding the position and nomination process, will be shared as the search moves forward.

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Cetin, a professor of electrical and computer engineering and computer science, currently serves as the Robin and Tim Wentworth Director of the Goergen Institute for Data Science and Artificial Intelligence. He will begin his new role on September 1.

As the University鈥檚 academic and strategic leader for AI, Cetin will report jointly to the provost and the vice president for research. He will lead the development and implementation of a University-wide AI strategy aligned with Boundless Possibility, Rochester鈥檚 2030 strategic plan, and will help position the University as a national leader in AI-related and AI-enabled research, education, and innovation.

The new appointment will be structured as a 50:50 role, with Cetin devoting half of his effort to his responsibilities as associate vice president and vice provost for AI, and half to his continued leadership as director of the Goergen Institute.

鈥淎rtificial intelligence is rapidly changing how we teach, learn, conduct research, and engage with the world,鈥� said Nicole S. Sampson, provost and 天美传媒鈥檚 chief academic officer.聽 鈥淢ujdat brings the combination of scholarly expertise, collaborative leadership, and institutional perspective we need to bring together the extraordinary AI work already happening across the University and establish an ambitious vision for where we go next.鈥�

In his new role, Cetin will work across the University鈥檚 schools and divisions to strengthen AI-related research and education, expand interdisciplinary collaboration, identify major funding and partnership opportunities, and help faculty, students, and staff build the knowledge and skills needed to use AI effectively and responsibly. He will also guide efforts to expand AI curricula, degree programs, certificates, and experiential learning opportunities and strengthen connections with regional employers and initiatives such as Empire AI.

Cetin will also play an important role in coordinating AI-enabled research and discovery across the University, including collaborations involving the Goergen Institute, the Laboratory for Laser Energetics, 天美传媒 Medicine, the University鈥檚 Transdisciplinary Centers, and other research units. His other priorities will include working with University research leadership to identify emerging funding opportunities and bring together interdisciplinary faculty teams to pursue major collaborative initiatives.

鈥淩ochester has tremendous expertise in artificial intelligence, data science, computing, medicine, engineering, the sciences, humanities, and many other areas that will shape how AI develops and how it affects society,鈥� said Cetin. 鈥淚 am excited by the opportunity to connect those strengths across the University and build on the outstanding work already underway. Our goal will be to create an environment in which AI accelerates discovery, enhances education, creates new opportunities for collaboration and innovation, and is developed and used thoughtfully and responsibly. I look forward to working with colleagues across Rochester to define what leadership in AI can look like for our University.鈥�

Cetin will also provide leadership for University-wide AI governance. The University鈥檚 AI Council will report to him, with his leadership responsibilities including overseeing the development of University-wide policies, guidelines, and guardrails designed to balance responsible use with the flexibility necessary for innovation, while ensuring that Rochester鈥檚 approach evolves alongside the changing regulatory, legal, and ethical landscape.

鈥淎I is already transforming the way research is conducted, opening new possibilities for discovery across virtually every field,鈥� said Stephen Dewhurst, vice president for research at 天美传媒. 鈥淢ujdat understands the extraordinary potential of these technologies and the importance of bringing researchers together across disciplines to realize that potential. He also has a strong grasp of the importance of making sure that AI works for everyone, and of the key role that academic institutions must play in ensuring that AI tools are developed and used in a responsible and ethical manner. His leadership will help us build the partnerships, infrastructure, and collaborative research environment needed to translate Rochester鈥檚 expertise into meaningful scientific, societal, and economic impact.鈥�

As leader of the Goergen Institute, Cetin brings extensive experience in interdisciplinary research and academic leadership. His research spans data, signal, and imaging sciences, with particular emphasis on probabilistic and machine-learning methods for extracting information from complex data. His work includes computational sensing and imaging, biomedical image analysis, computer vision, and signal processing and machine learning for brain-computer and brain-machine interfaces.

Before joining Rochester, Cetin was a faculty member at Sabanci University in Istanbul and a research scientist at MIT and held visiting faculty appointments at MIT, Northeastern University, and Boston University. He earned his bachelor’s degree in electrical engineering from Bogazici University, a master’s degree in electrical engineering from the University of Salford, and a PhD in electrical engineering from Boston University.

The creation of the associate vice president and vice provost for artificial intelligence position reflects the University鈥檚 broader commitment to ensuring that advances in AI strengthen Rochester鈥檚 research enterprise, enrich teaching and learning, prepare students and the workforce for a rapidly changing environment, and contribute to economic and societal impact locally, nationally, and globally.

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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.聽 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鈥檚 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 天美传媒, Williams worked for four years as the assistant director of the Higher Education Opportunity (HEOP) program at Rochester Institute of Technology.

鈥淚鈥檓 excited to continue the great work at the Kearns Center with this amazing team,鈥� William said. 鈥淥ver 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鈥檓 so grateful and look forward to building on the Kearns Center鈥檚 legacy and supporting all students that enter the 天美传媒.鈥�

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鈥檚 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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