Strategic Plan & Progress Updates

Strategic Goal: Foster community and a sense of belonging in a welcoming environment where all students feel at home.

Tactics and 2026-2027 Action Items:

Collaborate across Student Life offices to design and implement innovative programs and initiatives that foster a sense of belonging and build community for all students.

• Create a shared definition of belonging for the Institution.
• Expand our First-Year Experience initiatives, including Ever Better Beginnings and FYRE residence hall initiatives.
• Explore opportunities to centralize graduate student orientation.
• Continue to grow intentional, home-grown, and collaborative programming within first-year residence halls.
• Identify new opportunities to build community among international students and graduate students.

Implement a newly re-imagined campus dining experience focused on inclusive hospitality, emphasizing well-being, creating authentic cuisine, and providing a welcoming environment where every member of the URochester community feels at home.

• Expand collaboration with student organizations to bring authentic experiences to dining spaces, offering comforts from around the globe, and expanding the Dining Around the World program.
• Create individualized dining experiences at times that align with students' needs and schedules, where the value exceeds that of external options.
• Transform dining plans by moving beyond restrictive meal-swipe models to flexible, student-centered spending solutions that support the diverse lifestyles, schedules, and professional pathways of undergraduate, graduate, doctoral, and career-specific student populations.
• Conduct an evaluation of the current dining facilities to understand future opportunities and how to incorporate the newest trends

Develop and implement plans that address key facility priorities, including student housing, student life spaces, learning spaces, athletic and recreation facilities, and spaces that promote student well-being and community building.

• Continue the planning and development of the new Student Life building.
• Continue improving residential hall infrastructure, including interior spaces (bathrooms, lounges, kitchens) and exterior spaces (shelters, seating, landscaping, bike racks, charging areas for lithium batteries, safe storage for e-bikes and scooters).
• Conduct a space study to explore future opportunities for a multi-use building.
• Explore future opportunities for the Fraternity Quad buildings, prioritize urgent infrastructure work, and review current occupancy policies and expectations for Greek and non-Greek houses.

Strategic Goal: As educators, support students’ growth by providing opportunities to develop leadership and life skills, empowering them to thrive at the University and succeed beyond.

Tactics and 2026-2027 Action Items:

Develop and implement a comprehensive strategy for a robust suite of competency development programs that teach "real-world" skills, leadership, interpersonal dialogue, and civil discourse. Ensure inclusive access for all students - from first-year undergraduates to graduate students across all schools.

• Develop a pilot for a first-year experience course to launch in the fall 2027 semester.
• Continue to grow the Medallion Leadership program as our signature experiential learning program.

Expand and integrate experiential learning opportunities across Student Life, ensuring students engage in meaningful experiences that increase career competencies and provide critical growth opportunities.

• Identify all experiential learning opportunities currently offered to students across USL. Work in partnership with the Greene Center to determine the future direction of experiential learning opportunities for students within USL.
• Implement a unified student employment experience across USL offices with similar onboarding procedures, centralized communication, and annual student employee satisfaction surveys.

Strategic Goal: Provide essential resources and support through a unified system to help students thrive academically, socially, and emotionally, while promoting holistic well-being, including mental, physical, spiritual, and emotional health.

Tactics and 2026-2027 Action Items:

Establish an interdisciplinary committee dedicated to student well-being.

• Analyze well-being assessment tools currently in use, determine future needs, and lead an ongoing well-being survey strategy for USL.
• Provide a comprehensive annual report on the state of student well-being to inform continuous improvement.
• Enhance the visibility, accessibility, and effectiveness of well-being and support resources by defining offerings, evaluating services, and improving communication to help students connect to them.

Analyze and address the needs of our most vulnerable students using a data-informed approach.

• Better understand our students' food insecurity and develop ways to address this need.
• Create a proactive outreach protocol and develop a user experience survey for the CARE Network.
• Collaborate with Academic Excellence to address the needs of supporting faculty with distressed students.

Reimagine and expand Religious and Spiritual Life to foster our students’ spiritual well-being and build connections across diverse traditions within the campus community.

• Analyze current programs and initiatives, assess gaps in need, and strategize the development of future offerings.
• Develop new spaces to create inclusive environments for our largest faith communities.
• Foster the growth of three new spiritual communities.

Increase staff and student readiness and response in emergencies.

• Risk to provide training to over 200 students and USL staff related to AED/CPR and Naloxone best practices to increase the number of people on campus ready to intervene during emergent situations.

Strategic Goal: Engage students in meaningful traditions and activities that celebrate the uniqueness of the student body and foster respect and inclusion.

Tactics and 2026-2027 Action Items:

Host activities, traditions, and events that enhance school spirit, celebrate the University of Rochester's unique identity, and foster student engagement across all schools.

• Continue to increase engagement in Spirit Fridays.
• Develop and implement a strategy to increase attendance of all URochester community members at athletic events.
• Create a comprehensive communication strategy across multiple channels to inform students about our activity and engagement opportunities.
• Elevate existing residence hall traditions and events.

Transform campus recreation, bringing together club sports, fitness, recreation, and intramurals in new ways that better meet evolving student needs.

• Implement initial phases of the intramurals/group fitness transition plan.
• Create a funding request proposal for the expansion of campus recreation and present to Advancement.

Enhance training for student event managers for on-campus events.

• Develop a new training to assess better, mitigate, and transfer risk during on-campus events through SWARM (Students Wanting Activities Responsibly Monitored) Event Manager Trainings.

Strategic Goal: Create a high-performing and people-centered division by streamlining operations, fostering employee growth and belonging, leveraging data and communication strategically, and developing the next generation of student affairs leaders.

Tactics and 2026-2027 Action Items:

Redesign operating procedures across University Student Life to centralize processes, services, teams, and systems, enhancing efficiency, streamlining work, and promoting fiscal responsibility.

• Create and implement a strategy to centralize IT and finance functions across USL.
• Propose a centralized approach to managing systems and services across USL.
• Provide training for USL leaders on budget management and program evaluation.
• Evaluate opportunities for the expansion of CCC across USL.

Foster an exceptional employee experience within the USL team by delivering a welcoming onboarding process, supporting professional development, celebrating and publicizing accomplishments, and regularly incorporating employee feedback to drive improvement.

• Improve communication with USL staff by launching a staff newsletter.
• Create avenues to celebrate and publicize employee accomplishments.

Contribute to the higher education career pipeline by offering internships, fellowships, and assistantship opportunities for current students, as well as career opportunities for recent graduates, to gain experience in student affairs while enhancing the student experience.

• Fully launch the Apeiron Project this fall by creating a USL Student Advisory Committee.
• Strategize opportunities for Graduate Assistants who work across multiple USL units and contribute to our success.

Develop and implement an assessment strategy that leverages institutional data, student surveys, involvement metrics, published higher education literature, and industry best practices to strategically collect, analyze, and report data, creating a road map that aligns with and supports student success.

• Complete an inventory of surveys launched and data collected across all USL offices.
• Create and implement a USL survey strategy.

Continually foster partnerships with offices throughout the institution to enhance the student experience collaboratively.

• Create a “lookbook” of funding opportunities to share with Advancement.
• Prioritize increased engagement with and strategize plans to collaborate with the following offices in the 2026-2027 academic year: Undergraduate Admissions, Office for Global Engagement, and URochester Libraries.

Athletics and Recreation supports the health, wellness, and competitive spirit of the University of Rochester community through varsity athletics and top-tier fitness and aquatics facilities. The department fields 23 varsity teams that compete in both the Liberty League and University Athletic Association at the NCAA Division III level, giving the Yellowjackets a strong presence in Division III athletics.

The department’s core facilities, the Goergen Athletic Center and Brian F. Prince Athletic Complex, include courts, fields, weight rooms, and an aquatic center, providing students, faculty, and staff with comprehensive resources for fitness and recreation.

Fitness classes and aquatics programming round out the department’s offerings, giving the broader campus community accessible ways to stay active. Together, these programs reflect the department’s commitment to fostering an active, engaged campus community.

“Rochester has provided me the opportunity to play my sport at the college level and not sacrifice any of my academic goals.”

Student Athlete, Class of 2027

FY2026 Accomplishments

Successful Recruiting Cycle

The 2025-2026 academic year was productive for recruiting student-athletes. Of 424 recruited first-year applicants, 354 (83%) were admitted, with 171 accepting offers for a yield of 48%, significantly higher than other students. Varsity athletes positively impacted net tuition revenue, with lower average financial need. Admissions provided early reads on admissibility, and an early commitment process helped attract strong candidates. Collaboration with Financial Aid ensured timely aid estimates, enhancing recruitment by giving families clarity on costs and supporting effective use of recruiting resources.

Fundraising and Endowments

The first Head Coaching endowments were established with the Neer Family Head Men’s Basketball Coach and the Chris Apple Head Men’s Soccer Coach Endowments, along with the first Assistant Coaching endowment, the Klimschott Men’s Basketball Assistant Coach. Additionally, the Chris Boehning Sports Performance Fund was created to support the strength, conditioning, and overall health and well-being of athletes. The overall fundraising goal for the annual fund was met.

Facility Enhancements

The first phase of the Louis Alexander Palestra locker room renovations has been completed, which addresses the space needs of the programs that use the facility for practice and competition. Once fully completed, the renovation will provide three varsity locker rooms and two visiting team locker rooms.

Points of Pride

• Over 63,000 reservations at our athletic facilities.
• Hosted 17,048 swimmers at the Aquatics Center.
• Liberty League titles won in Men’s Golf, Softball, and Squash.
• Celebrated 18 All-American and 109 All-Region athletes.

On the Horizon

Palestra Renovations

Complete Phase II of the Palestra Locker Room renovation project to better support home varsity events. This initiative, which began in April 2026, is being carried out in collaboration with Planning, Design, and Construction. Phase I of the project was successfully completed in mid-September 2026. Phase II will focus on renovating the former varsity locker rooms to serve as visiting team locker rooms. The project is scheduled to restart in April 2027, with an anticipated completion date of August 2027.

Elevated Live-stream Experience

Enhance the live-streaming experience of varsity events on FloSports by incorporating multiple cameras for men’s and women’s basketball and providing live commentary for all team sport events. In partnership with SEVideo, efforts will focus on improving basketball broadcasts by adding additional cameras to offer alternate angles for viewing the game. This upgrade will also enhance production quality, allowing for replays from various perspectives during basketball events.

Recruitment and Enrollment

Meet the enrollment goal of at least 140 first-year students by supporting travel and recruiting outreach for all 23 varsity programs to recruit both nationally and internationally for the class of 2032 and beyond. Recruitment efforts for the class of 2031 are already underway. The Executive Athletics Director is working closely with the Admissions and Financial Aid offices to secure commitments from students identified by coaches and to ensure prospective students meet admission qualifications.

Fundraising

The University of Rochester aims to raise $750,000 in annual fund support and establish two new coaching endowments to strengthen its athletic programs. The Athletics Department will collaborate with Advancement to identify alumni and parents with the capacity and interest to contribute. Efforts include producing an annual fund appeal letter for varsity alumni, continuing the March Matchness initiative, and developing engagement activities for Athletic Campaign Committee members.

Community Development and Engagement (CDE) brings together the Paul J. Burgett Intercultural Center (BIC), LGBTQ Life, and Religious and Spiritual Life (RSL) to foster belonging across the diverse identities, cultures, and beliefs. The BIC, established in 2013, and LGBTQ Life promote cultural awareness and cross-cultural collaboration through dialogue and discussion groups, signature programming such as the LGBTQ Life Spring Social and Drag Show and International Coffee Day. In addition, the BIC is a space with resources for students across our University schools to find their home on campus.

RSL creates space for interfaith dialogue, worship, and spiritual exploration through 14 faith communities, personalized chaplaincy care, and offerings such as meditation, yoga, and the chapel’s labyrinth. Together, CDE works to ensure every student feels valued and supported throughout their time at the University.

“I enjoyed the community, the comfort, and the love [the BIC] has brought me in my 4 years in the university and would not trade it for anything.”

Class of 2026 Rainbow Cord Ceremony participant

FY2026 Accomplishments

Programming Expansion

CDE has facilitated a notable increase in intercultural programming and engagement within both the Paul J. Burgett Intercultural Center (BIC) and LGBTQ Life. Highlights include the inaugural LGBTQ Life Drag Brunch and the Dining Around the World Danforth Takeover event, organized in collaboration with Hospitality Services, which have enriched the celebration of culture through food.

Support for Students

Enhancements to the BIC living room space have addressed the needs of food-insecure students by expanding coffee bar and snack offerings and adding a microwave.

Graduate student engagement has also been strengthened, exemplified by the first graduate student-specific event hosted during Graduate Student Appreciation Week at Flora as part of LGBTQ Life programming.

Community and Facility Enhancements

Collaboration with Student Life Operations has improved facility accessibility and visibility within the Interfaith Chapel, with spaces like the Sanctuary and Brennan Room now available for campus use. The opening of the Joseph P. Mack Center for Catholic Life and the addition of a Secular Humanist Chaplain have further supported diverse student needs, fostering a sense of belonging for all.

Points of Pride

• Religious and Spiritual Life communities hosted 1,874 events.
• Over 300 Chaplain counseling conversations were held.
• LGBTQ Life signature programs welcomed 1,889 students.
• Over 850 students participated in Dining Around the World.

On the Horizon

Enhance Community Connection and Student Engagement

The Community Development and Engagement teams will conduct a university-wide Campus Climate Survey to gather insights from all students across the University of Rochester. Additionally, CDE will establish the reimagined Community Development Roundtable (CDR), a student-centered forum open to students from all URochester schools, promoting inclusive dialogue and collaboration. The Burgett Intercultural Center (BIC) and LGBTQ Life will conduct a comprehensive needs assessment to collect data on the types of cultural and identity-based programs students wish to see on campus. These efforts aim to better engage both undergraduate and graduate students in the work being done, while expanding signature events to meet the needs of a broader student population.

Foster Interfaith Cooperation and Programming

Religious and Spiritual Life will develop initiatives that encourage meaningful exploration of worldviews and ethical engagement beyond specific traditions. Efforts will include restarting the Labyrinth on a regular schedule to support student well-being and increasing programming led by the Students’ Association for Interfaith Cooperation. Additionally, collaboration with the Center for Community Engagement will focus on integrating spirituality and service.

Strengthen Fundraising and Alumni Engagement

The BIC, LGBTQ Life, and Religious and Spiritual Life will work closely with the Office of Advancement and Alumni Relations to secure funding opportunities that support their communities, programs, and facilities. Efforts will include completing impact statements to highlight areas of critical fundraising need and identifying additional grant opportunities to further support CDE initiatives. A key priority for Religious and Spiritual Life will be securing the New York State Social Services Grant, administered through the Asian American Federation, for the 2026 calendar year to support Hindu chaplaincy.

Hospitality Services (formerly Dining Services) has expanded its focus beyond traditional dining to offer a comprehensive portfolio of programs and amenities that enhance campus life. Guided by its mission to deliver a self-sustaining, high-quality dining program that is trustworthy, flexible, and responsive to the needs of the campus community, the department strives to eliminate everyday obstacles so students can concentrate on learning and personal growth.

Through inclusive programming and accessible services, Hospitality Services is creating a model that fosters community, promotes well-being, and celebrates the diverse cultures represented at the University. The department is establishing itself as a rising leader in campus dining, recognized for fresh, sustainable, and innovative experiences.

“Dine Around the World is a program that allows our organization to provide students with a sense of familiarity from their culture. Food plays a significant role in the communal aspects of Hispanic cultures, making it especially meaningful to share a meal with classmates and celebrate that tradition together!”

Spanish and Latino Students’ Association

FY2026 Accomplishments

Transition to Self-Operated Dining Program

For the first time in 30 years, URochester has transitioned from a contracted food service provider to a fully self-operated dining program. This transition included the recruitment of more than 75 managers and supervisors, establishment of supplier contracts and partnerships with local and regional vendors, the launch of a comprehensive catering program, and the development of new menu databases.

Health and Wellness Programming

The Registered Dietitian (RD) expanded programming to three or four events each month, focusing on promoting healthy lifestyle habits, providing nutrition education, and increasing awareness of nutrition counseling services available to students. This expansion led to an increase in students seeking one-on-one nutrition counseling on topics such as building a healthier relationship with food, weight management, sports nutrition and athletic performance, and managing metabolic health conditions.

Comprehensive Allergen Training

The RD implemented AllerTrainU, an in-depth food allergy and cross-contact training program, teaching 15 classes throughout the year. A total of 170 employees completed the certification. In addition, the dietitian routinely reviews ingredients, recipes, and menu items to verify allergen information and ensure accurate labeling across dining operations.

Reductions in Food Waste

The Winnow AI Waste Management System was implemented, a technology that uses artificial intelligence and smart scales to help kitchens automatically track, analyze, and reduce food waste. Using Winnow’s Throw & Go® technology, the culinary team can dispose of food waste as part of their normal workflow while the system identifies, weighs, and calculates the cost of discarded items. Detailed reporting allows chefs to forecast more accurately and plan production to reduce food waste and purchasing costs.

Dine Around the World: Street Food Edition

Collaborated with the Paul J. Burgett Intercultural Center for a unique pop-up featuring recipes submitted by our international and cultural student organizations.

Points of Pride

• 2.3 million meals were served across Hospitality Services.
• Over 200 events engaged students throughout the year.
• The culinary team implemented 3,650 new recipes.
• Zero allergen incidents occurred in our dining facilities.

On the Horizon

Expansion

student experience by expanding beyond traditional dining operations. Create more opportunities for connection, engagement, and community building through expanded amenities, entertainment offerings, and increased collaboration with University Student Life departments.

Community

Bring the kitchen table to our dining halls. Create welcoming spaces where students can gather, build relationships, and feel a sense of belonging. Dining venues are more than places to eat; they are community hubs where friendships are formed, ideas are shared, and students can connect with one another in meaningful ways.

Accessibility

Continue addressing the challenges associated with food deserts and access to convenient dining options. Ensure that members of the URochester campus community have access to quality meals where and when they need them. By expanding availability and increasing flexibility, Hospitality Services aims to remove barriers to food access and support student well-being throughout the day.

Meal Plan Design

Introduce a more inclusive and flexible meal plan strategy designed to better meet the needs of today’s students. A significant component of this initiative is the launch of the Flex Plan, which provides greater choice and spending flexibility while maintaining the value students expect from their meal plan investment.

The Office of the Dean of Students supports URochester students from their first day on campus through graduation, helping them explore opportunities, connect with community, and thrive. The office oversees the CARE Network, connecting students with support, resources, and care to navigate challenges; Leadership programs that prepare students through experiential learning to understand, develop, and demonstrate their leadership capacity; Office of Student Transitions and Family Engagement, focusing on the first and second year student experience as well as connecting their families to campus; Student Activities, creating belonging through recognized student organizations and URochester Traditions; and Student Conduct, supporting the community in navigating interpersonal conflict and matters of policy.

The office also houses Health Promotion, which fosters a culture of well-being and supports student flourishing. Additionally, Risk Management works to identify, assess, and mitigate risks to ensure the safety of the campus community. Together, these offices reflect the division’s commitment to supporting the whole student, both in and out of the classroom.

“Connecting with CARE has provided me with critical resources and support that were necessary for me to stay enrolled and be successful. The staff at CARE have all been extremely kind and go above and beyond to support students.”

Student, Class of 2027

FY2026 Accomplishments

Undergraduate Orientation

A number of improvements were made to the undergraduate orientation experience, including: strengthened faculty engagement during Welcome Week, revamped faculty/staff and family/student dinners, and a more interactive Academic Open House; launched the rebuilt Rochester Ready online orientation, and expanded UR FOOT accessibility through additions such as indoor rock climbing and kayaking.

Conduct Hearings

Transitioned to a new hearing board model that includes student members (ACJC). This change aligns more closely with the Academic Honesty model of hearings and incorporates students into the hearing panels, rather than limiting their involvement to the appeal process. The updated model features a balanced composition of both students and staff for hearing cases.

Student Support and Crisis Management

Restructured the CARE team to adopt a non-clinical case manager model, enabling longer-term support for students. This approach emphasizes coaching, goal setting, and planning for future success, rather than solely addressing immediate needs. The restructuring also allows the newly established Behavioral Intervention Team to concentrate on high-level cases that require greater collaboration and guidance across campus partnerships.

Parent and Family Connections

The Dean of Students expanded her outreach with parents and families of URochester undergraduate students. Two new programs were held, including a virtual town hall and virtual office hours. The URochester Families Facebook group was also launched which now includes over 750 members.

Points of Pride

• Community Weekends welcomed 4,445 visitors.
• 945 students are in the Medallion Leadership Program.
• 1,211 students engaged in Fall Welcome Week programming.
• Nearly 50 faculty and staff are now trained for mROC.

On the Horizon

Alignment of Orientation Experiences

The University Orientation and Onboarding Committee will conduct an inventory review of programs, services, and resources across schools to improve alignment, identify inefficiencies, and enhance coordination in programming, resources, and spending.

Accessible Faculty Training

The Mindful Professor Training Program is evolving to include an asynchronous format, complementing the current in-person, cohort-style model. This expansion will offer faculty greater flexibility in accessing tools to enhance mindfulness and well-being in their teaching practices.

Assessment

A new CARE contact survey will be launched to gather feedback from individuals who submit CARE referrals, as well as a separate survey for those who have been referred to CARE. These surveys aim to enhance the program’s effectiveness and ensure a supportive experience for all participants.

Campus Safety

To further enhance campus safety, Student Conduct is increasing proactive engagement with students outside of the conduct process by connecting with residence halls and staff to serve as a resource for conflict resolution. Additionally, new student organization trainings are being launched to empower student leaders with essential skills and knowledge.

Guided by a commitment to belonging and well-being, Student Life Operations plays a pivotal role in strategically planning and aligning spaces and services to meet the evolving needs of the campus community. Collaborating closely with all areas within University Student Life, the team serves as a vital liaison with University partners to ensure student-centered operations that enhance the overall campus experience.

The Student Centers and Services team within Student Life Operations manages eight buildings and spaces, providing essential resources and services that support student organizations and campus-wide initiatives. By fostering a sense of community and prioritizing student needs, Student Life Operations continues to create environments where students can thrive academically, socially, and personally.

“Working for SLO has helped me grow as a person and as a leader, giving me a wide range of skills that differ from skills I gained from my major, and allowed me to apply those skills to real life situations - even when they weren’t always easy.”

Student Employee, Student Life Operations

FY2026 Accomplishments

New Construction Projects

The Joseph P. Mack Catholic Center successfully opened in April 2026, providing the Newman Community with a dedicated space and enabling their transition from the Interfaith Chapel to the new building. The center introduced several new student life spaces, with a large multipurpose room serving as a key feature. Additionally, another student life building, designed to house the Greenbaum Center for Jewish Life and offer expanded event space for campus activities, has been planned and is now under construction.

Building Management

The Interfaith Chapel was incorporated into the portfolio of buildings managed by Student Centers and Services. This transition aligned the building’s policies and processes—such as events, technology, and reservations—with those of other major student life buildings. This integration enhances the campus’s ability to utilize the Interfaith Chapel, making better use of previously underutilized event space. Additionally, it strengthens the connection between Religious and Spiritual Life and the broader campus community, as these services are housed within the Interfaith Chapel.

Activity Registration

Using the student organization activity registration process as a model, an activity registration system for USL department events was developed in CCC. The primary goals of this initiative were to streamline the event planning process, centralize risk management for all USL events, collect data and measure the impact of these events, and establish a centralized platform for promoting and increasing the visibility of USL events.

Points of Pride

• The Wilson Commons building celebrated 50 years.
• Over 5,000 visits occurred at the student Food Pantry.
• 8,833 interactions at the Campus Information Center.
• Almost 4,000 events were created in the CCC platform.

On the Horizon

Student Life Building

Construction of the new Student Life Building, which will house the Greenbaum Center for Jewish Life, began in August 2026, with its opening scheduled for Fall 2027. Planning efforts will continue not only to ensure the successful completion of the building but also to develop strategies for operationalizing the space in ways that enhance the student experience.

Expansion of CCC

CCC continues to serve as a powerful tool for capturing data and measuring student impact. Future goals include expanding the use of CCC tools to additional areas within University Student Life, while also planning for the resources required to extend CCC beyond USL.

Online Event Box Office

With the closure of The Common Market, the former physical box office, all student organization box office operations will transition online to the University Tickets website. This shift will result in updates to the student organization ticketing policies and processes, which will be implemented throughout the academic year.

Address Food Insecurity

Additionally, a committee comprising various campus partners has been formed to analyze food insecurity on campus. The committee will develop a proposal regarding the future of the Food Pantry, including an evaluation of whether the Food Pantry is the most effective method for addressing student needs and whether its operations should continue.

Residential Life and Housing Services provides housing and fosters a vibrant community for more than 4,300 undergraduate and 1,500 graduate students. The department oversees 36 residence halls, houses, and apartment buildings for first-year and upper class students, including special interest living programs and fraternity and sorority housing. Additionally, Residential Life supports an off-campus living program, offering a listing service, education, and resources to members of the University of Rochester community seeking housing off-campus.

The department frequently collaborates with units across University Student Life and the broader institution to promote leadership development, campus engagement opportunities, and student development education, ensuring support for students at every stage of their URochester experience.

“Being someone my residents can come to for academic advice, personal concerns, and just for light-hearted conversations has been a meaningful experience.”

Resident Advisor

FY2026 Accomplishments

Undergraduate Student Programming

Residential Life completed its fourth year of implementing the Community Development Framework, a residential curriculum model designed to enhance RA programming and community development. Residence hall staff engaged students across four key domains: Interpersonal Engagement, Cultural Fluency, Adaptability and Resilience, and Critical Thinking. During the 2025–2026 academic year, Resident Advisors, First-Year Fellows, D’Lions, and Eco-Reps conducted more than 800 targeted and meaningful programs and events.

Graduate Programs

The Area Coordinator for Graduate and Family Housing position was successfully filled after being vacant for over six months. Since the arrival of the new staff member, student engagement in the graduate apartments has significantly increased. Initiatives include the Community Garden at Whipple Park, a dedicated and active Slack channel for communication and announcements, new student and family welcome programs, newsletters tailored to each housing complex, and cultural and holiday celebrations for families.

Fiscal Management

Through the challenging fiscal environment of FY25 and FY26, marked by sharply reduced undergraduate enrollment and consequently decreased revenue, Residential Life successfully navigated these difficulties by making strategic fiscal decisions, operating with a reduced staffing profile, and meeting or exceeding budget projections. As a result, Residential Life returned more than $18 million in revenue to Academic Centers, which is nearly 10% above the projected return.

Points of Pride

• RAs had 1000s of interactions with residents.
• More than 800 programs held in the undergrad residence halls.
• 245 grad students attended the Welcome Back Social.
• Provided meaningful work to more than 300 student employees.

On the Horizon

Partnerships and Collaborations

Strengthen collaboration with Orientation and New Student Programs to integrate the essential and demonstrated success of the First Year Residential Experience (FYRE) program into the Ever Better Beginnings Program. Additionally, enhance the partnership with the Medallion Leadership Program through the creation of a newly developed shared position between Residential Life and Leadership within ODOS.

Stabilize Graduate Housing and Occupancy

After two years of undergraduate enrollment falling below expectations, which is now beginning to stabilize, we were surprised by the FY27 projections indicating a decline in graduate admissions and enrollment. This has resulted in an unanticipated vacancy rate in graduate housing. To address this, we will collaborate with campus partners—including the Real Estate Office, Communications, and Graduate Student Services across all schools—to expand options, enhance flexibility, and improve the marketing of graduate apartments.

Renovation and Modernization

In collaboration with University Facilities and the Housing Project Management Team, we are committed to continuing the renovation and modernization of campus housing. Hoeing Hall is scheduled to reopen in August 2026, with renovations for Lovejoy Hall beginning the following month. Developing a comprehensive five-year plan for capital improvements will be essential to sustaining this progress.

The University Health Service (UHS) is dedicated to supporting the health and well-being of the University of Rochester community by providing comprehensive and accessible care. Our mission is to enhance the health and well-being of URochester students and trainees. UHS serves full-time undergraduate students, graduate students, and postdoctoral fellows through its Primary Care services, the University Counseling Center, and Occupational Health.

Our range of services includes primary care, mental health care, and preventive health care, with 24/7 access to support whenever students need it. UHS is accredited by the American Association for Ambulatory Health Care, underscoring our commitment to excellence and adherence to nationally recognized standards of care.

“Overall great experience! I found the time taken to explain the diagnosis and prescribed medication to be very helpful and reassuring.”

Student Patient of UHS Primary Care

FY2026 Accomplishments

AAAHC Re-accreditation

UHS is proud to be among the 11% of college health centers that hold AAAHC accreditation. This recognition highlights UHS as a provider of high-quality ambulatory health care, including primary care and mental health services, while consistently meeting rigorous quality of care standards. In June, UHS successfully earned re-accreditation for another three years.

Sun-setting SHIP

As part of its hard waiver policy, the University has historically endorsed a student health insurance plan (SHIP). Effective August 1, 2026, the University transitioned from its self-administered insurance plan to a partnership with Aetna Student Health. The first open enrollment period under this new plan has been successfully completed.

Redefining Our Scope of Practice

UHS has refined its focus to specialize in meeting the needs of adolescent and young adult students and trainees. By partnering with the URMC Primary Care Network, UHS successfully facilitated a smooth transition for approximately 1,000 non-student patients, ensuring they did not experience any disruption in access to primary care.

Points of Pride

• Almost 19,000 student visits for primary care.
• 96% of students were satisfied / very satisfied with their care at UHS.
• Almost 8,000 individual therapy sessions at UCC.
• 1051 group therapy sessions were held for students at UCC.

On the Horizon

Staff Engagement

Increase staff engagement across all UHS divisions and within UHS teams. UHS operates as a busy clinical service during the semester, making it essential to intentionally protect time for brainstorming, problem-solving, and celebrating successes. These moments will also provide opportunities for staff to regroup both individually and collectively, fostering a more engaged and cohesive team environment.

Professional Growth

Evaluate current professional development opportunities and supporting new professional growth opportunities for its staff. By considering staff interests and ensuring a good fit, UHS encourages continuing education, supports staff in taking on new challenges, and promotes the equitable distribution of opportunities to help staff grow in alignment with their goals.

Clinical Education

This year we aim to implement new strategies to maximize clinical education opportunities in the field of college health. The University Counseling Center (UCC) has a longstanding tradition of providing post-graduate psychology and social work education and continues to expand its training programs. Other healthcare disciplines within UHS also offer clinical experiences in college health and are working to formalize didactic education for their learners, further enriching the educational opportunities available.

Service Awards

5 Years of Service

• Zoe Black, Department Coordinator, Health Promotion
• Rebecca Block, Manager, Health Promotion Initiatives, Health Promotion
• Griffen Fox, Application Administrator, Student Life Operations
• Danae King, Project Manager, Office of the Dean of Students

10 Years of Service

• Juliane Schnibbe, Director of Student Housing Administration, Residential Life and Housing Services
• Amy McDonald, Chief of Staff, Office of the Vice President of Student Life

15 Years of Service

• Stefano Bastianelli, Residential Life IT Manager, Residential Life and Housing Services
• Jessica Guzman-Rea, Executive Director, Community Development and Engagement
• Eddie Henry, Ambulatory Technician, UHS Primary Care
• Michael Pettinato, Director of Undergraduate Residential Life, Residential Life and Housing Services
• Felicia Reed-Watt, Associate Director of Social Work & Clinical Case Management, University Counseling Center
• Maya Schneider, Psychiatric Nurse Practitioner, UHS Primary Care

20 Years of Service

• Crystal Cusimano-Figueroa, Assistant Dean of Students, Orientation and New Student Programs

25 Years of Service

• Stephanie Lomoglio, Ambulatory Technician, UHS Primary Care
• Suzanne Callan-Harris, Physical Therapist, UHS Primary Care

30 Years of Service

• Kailee Milbrandt, Billing Specialist, UHS Primary Care

45 Years of Service

• Michelle Livingston, Administrative Assistant, UHS Primary Care

50 Years of Service

• Jane Possee, Associate Director, Recreation, Athletics and Recreation

Awards and Honors

Athletics and Recreation

• Jim Scheible, Women’s Basketball Head Coach, reached 600 career wins.
• Abby Hurley Martin, Women’s Softball Head Coach, reached 200 career wins.

Community Development and Engagement

• The Burgett Intercultural Center and the LGBTQ Life staff were honored with the Presidential Award for Inclusive Excellence – Inclusive Workforce Award, recognizing their commitment to cultivating a climate of belonging.

Office of the Dean of Students

• Rebecca Block was honored with the 2026 Affiliate New Professionals Award, presented by the American College Health Association for New York State.
• Crystal Cusimano-Figueroa was named the recipient of the Distinguished Contributions to Undergraduate Learning Award from the University of Rochester for the 2025-2026 academic year.
• The Medallion Leadership Program was honored with the Meliora Award from the University of Rochester and the Excellence in Student Training Programs from the Association of College Unions International (ACUI).

Publications

Names of University Student Life staff members appear in bold.

• Algier, A., Floom, C., Magee, B., & Lull, M. (2025). Making the case for leadership experiential learning in athletics. New Directions for Student Leadership.
• Allen, H. (2026). Program evaluation plan assessing African American male achievement at predominantly white institutions: New Jersey education opportunity fund. Evaluation and Program Planning, 117, 102784.
• Allen, H., & Bloemke, N. (n.d.). The power of international education collaborations. Education Technology Insights.
• Magee, B. (2025). Risky business: Student life risk management on the forefront. The Bulletin, 92(1), 32–33.

National Conference Presentations

• Beck, K. & Magee, B. (2026, March). Streamlining the event planning process for student organization events. Association of College Unions International (ACUI) Annual Conference, Pittsburgh, PA.
• Block, R., & Sullivan. (2026, January). The neuroscience of healing: Addressing chronic pain and stress in university communities. National Association of Student Personnel Administrators (NASPA) Strategies Conference, Chicago, IL.
• Block, R. (2026, October). Leveraging campus engagement platforms to build intentional student well-being experiences. NY State College Health Association (NYSCHA) Conference, Syracuse, NY.
• Dorsheimer, K., & Stoebner-May, D. (2026, June). Trends in doctoral internship programs in university counseling centers. Association of Counseling Center Training Agencies, Chicago, IL.
• Fox, G., & Ballou, L. (2025, July). Streamlining the event planning process. Ready Education Inspire Annual User Conference, Orlando, FL.
• Goldman, M., Kinsman, S., & Watson, S. (2026, June). Interfaith queerness in chaplaincy. Association for Chaplaincy and Spiritual Life in Higher Education, Chicago, IL.
• Hornak, A., O’Brien, J., Rosbrook, E., & Watson, S. (2026, March). Everyday ethics: Justice, love, power, and purpose in student affairs. American College Personnel Association (ACPA) – College Student Educators International, Baltimore, MD.
• Magee, B. (2026, March). Risky business: Building a blueprint for mitigating risk for student events. Association of College Unions International (ACUI) Annual Conference, Pittsburgh, PA.
• Manchester, R. (2026, March). Keynote Presentation. University of South Florida’s Performing Arts Medicine, Tampa, FL.
• McCoy, M., Powers, T., Sullivan, K., & Watson, S. (2025, October). Witches, monks & sages: Queering spirituality for an uncertain age. Society for Sexual, Affectional, Intersex, and Gender Expansive Identities Conference, Seattle, WA.
• Siembor, M. (2026, June). Outreach isn’t optional: Overcoming barriers and mobilizing your team. Association for University Counseling Center Outreach, Las Vegas, NV.
• Siembor, M. (2026, June). Expanding the scope of suicide prevention & outreach isn’t optional: Overcoming barriers and mobilizing your team. Association for University Counseling Center Outreach, Las Vegas, NV.