Responding to Coronavirus: A Leadership Town Hall

Thank you for joining us today I’m Jane Gatewood, vice provost for Global Engagement and co-chair of the university’s COVID response team I will be moderating this evening’s town hall Before we begin, I’d like to share a few Zoom tips to those new to the platform If you would like to ask our speakers a question, please submit it through the Q&A function that is located at the bottom of the screen We will take questions submitted in this format at the end if there’s time We’ve had over 50 questions submitted via email so far If you would like to view this session with closed captions, click on CC on the bottom toolbar and select Turn On Subtitles If you are having any trouble viewing the webinar, you can call in and listen using the phone number that was included in your confirmation email We have a wide range of participants joining us tonight, including faculty, staff, parents, students, and alumni Welcome to all of you And thank you for submitting questions in advance Again, we received more than 50 And we’ve done our best to consolidate topics so we get through as many of them as we can Any topics we do not cover during our time together we will do our best to answer it in posts on the university’s website following the session This session is being recorded Each of our speakers will briefly introduce themselves now And we’ll begin the Q&A session thereafter Our first speaker is our president, Sarah Mangelsdorf Sarah [INAUDIBLE] Good evening Thanks, everyone, for being here tonight Nine months ago I celebrated my inauguration as the university’s 11th president Little did I know how much the world would change in such a short period of time Certainly managing through a pandemic was not something I thought I would encounter in my first year as the president of the University of Rochester The effects of the pandemic on the university and the world have been vast Every single person has been affected in some way Through it all, our first commitment has been to protect the health and safety of the university students, faculty, staff, and the patients we serve in our hospitals and health care facilities That commitment, along with the need to plan for the university’s future in the face of uncertainty, has been my priority I sincerely hope that everyone participating in this webinar tonight is healthy and safe Tonight, you will hear directly from my senior leadership team about how we’ve been managing in this time of considerable uncertainty We look forward to hearing your questions And we’ll address as many of them as we can in the next hour And with that, I will turn it over to Rob Thanks, Sarah Hello Thank you all for being here tonight I’m Rob Clark And as provost I serve as the university’s chief academic officer with responsibility for all of our academic and budgetary affairs I’ve been spearheading a number of the COVID-19 related efforts, not the least of which has been understanding, evaluating, and planning various scenarios regarding the fall semester It really feels like the ground has been moving under our feet There is a lot changing, as you well know But I’ve been working closely with senior administrators and faculty here as well to look at how and when we can return to our research activity, and to really make sure that our faculty are as prepared as possible to teach under a variety of scenarios, and also to make sure that our community is safe As the parent of a University of Rochester student, I know very well what the conversion to online learning has meant for our students And I’ve been incredibly impressed by their resilience and the ability to continue their studies With that, I’ll turn it over to my colleague, Mark Taubman, our CEO of the Medical Center Thanks, Rob And thanks, all of you, for attending this town hall My name is Mark Taubman I’m the CEO of the University of Rochester Medical Center and the dean for the School of Medicine and Dentistry As CEO, I oversee a health care system that includes six hospitals, including Strong Memorial Hospital throughout the region, urgent care centers, nursing homes, home care facilities, and outpatient facilities And in that role I’ve been working with leaders throughout the entire health care system to forge our response to COVID-19

This not only includes making sure that we are capable of taking care of all of the patients in the community, but also to work with local officials at the county level, the Department of Health level, to specifically create strategies for our region As the dean, I also oversee medical education and the research programs at the Medical Center, both the clinical and basic research And I think this month we’ve seen a change in the basic and clinical research, winding that down, and now hopefully winding it up But overseeing substantial research in COVID-19 And Sarah Mangelsdorf and I had the ability to graduate our medical students early This was an initiative that actually led as part of all of the deans of the schools in New York to graduate our students early so that they could help fight the COVID epidemic I think it speaks volumes that people in Rochester and our students in Rochester, so many volunteered to stay and help We also are doing a lot of research And have really been in the news in terms of research, both in testing vaccines and testing new therapeutics and in trying to figure out the best way to combat this disease So with that, I will hand it over to our chief financial officer, Holly Crawford Thanks, Mark Hello, everyone I have served as the University of Rochester senior vice president for administration and finance, a chief financial officer and treasurer since 2016 But I’ve been with the university for over 21 years I’m a proud Simon Executive MBA graduate and a proud parent of a 2017 graduate who’s now living and working in Boston The COVID-19 pandemic has challenged the university in numerous ways And we have had to take many actions to comply with the New York State requirements These measures have had significant financial impacts on the university as a whole And there’s still a great deal of uncertainty The Medical Center has lost substantial clinical revenues from the suspension of non-essential medical procedures while incurring enormous costs to prepare for the anticipated surge of COVID-19 patients Our non-Medical Center divisions– arts, sciences, and engineering, the Eastman School of Music, the Simon Business School, and the Warner School, as well as our supporting administrative and operational functions– have also experienced significant costs as we’ve converted to online learning We funded partial room and board, taking care of the students that have stayed on campus after spring break And as we’ve transitioned many of our employees to working remotely, we’re still working through the implications of the pandemic And there continue to be many uncertainties and unanswerable questions We’re doing everything we can to prepare to resume operations in accordance with New York State and local government guidelines to reduce costs and take advantage of all government programs to keep our university financially stable My responsibilities are not only financial, but operationally as well And one of these operational areas is human resources And I work very closely with our chief human resource officer, Tony Kinslow So I’ll now turn it over to Tony to introduce himself Good evening I’m Tony Kinslow I’m chief human resource officer for the University of Rochester And I’ve served in that wonderful capacity for the last five years For most of this time, I’m spending my days trying to figure out what it takes to develop, attract, retain, and engage our great employees at the university And there’s a lot of them There’s more than 27,000 full- and part-time employees at the University of Rochester And if you include the affiliates, that number gets close to 33,000 And because of the fact that that’s what we normally are doing, this pandemic has come at a time that challenges all of us And it challenges all of us in terms of our staff, our faculty, and each of our resources

And we’re all touched by it And we’re glad that you joined us tonight so that we could speak to you directly about some of those challenges In my 25-plus-year career in human resources, I have to say this is probably the greatest challenge that I’ve seen And with that, I’ll turn it back over to Jane Gatewood Thanks to all our panelists And welcome again to everyone Let’s get straight into the Q&A. The first question is for Sarah And it’s one that was submitted through email Sarah, if you were to review the university’s response to the outbreak or shut down an adjustment to web-based learning, in what ways do you feel the university was prepared? What key actions did you take in response to this to help the student body? And are there any changes you would make if something like this were to arise again? Well, from the very beginning our focus was on people’s safety, the safety of our students, our faculty, our staff, our health care providers, our patients That was our top priority And what impressed me right away was how everyone stepped up and responded so quickly They immediately did what we had to do A few of the things I think we did very well We assembled the university’s COVID response team in early February, which was well before many universities had such a committee We activated an emergency operation center and convened senior leaders to make fast decisions We transitioned to remote work and online learning as quickly as possible We converted dorm space for quarantine in isolation to protect students We quickly developed telehealth and mental health supports for students who are no longer on campus And Mark can speak more to the concerns that arose particularly at the Medical Center and our affiliate hospitals But there were both in the Medical Center and elsewhere in the university, we had to deal with some issues we’d never faced before We had a global recall of all our students who were studying abroad Certainly in my lifetime, that’s totally unprecedented In some cases this work required us working with the US Department of State to get students and faculty on flights chartered by the US embassy in whatever country they were in And I want to give a real shout-out to education abroad and our global engagement staff, many of whom worked around the clock to return our students We also worked on assisting our international students who wanted to return home during a time of really rapidly changing travel restrictions That was also very complex We also asked our students to move out of their dorms unexpectedly and quickly At the time, many questioned that decision And I got many an unhappy email from students and their parents But it was clearly the right decision to make despite how difficult it was to execute and how sad it was for our students It’s my view that we were as prepared as anyone or any institution can be We have exceptional people at this institution And every single one accepted the challenge before us The reality is, we need to prepare for a second wave of the virus and be ready for the fact that pandemics may become a way of life in the future, though I certainly hope not But what we have now is the benefit of experience and a better understanding of the virus And that will make, I believe, a dramatic difference Thank you, Sarah The second question is for Rob Many people are wondering– we got a lot of questions about this– many people are wondering when a decision will be made about our fall semester Can you describe what efforts are under way to determine how and when fall semester might be conducted? And could you also speak to how the university is preparing to ramp up research again? Sure I understand that question well We have several campus-wide planning initiatives underway And many of them are coordinated through what we call CURT, which is our COVID-19 university response team and emergency response teams Now CURT has developed guidance for all the schools and units to work from And part of that guidance involves thinking about how we move from open into closed, from in-person to virtual, and back again In particular, I have two vice provosts who are working very closely together and with the group One, Joan Saab in our academic planning efforts Joan’s working with a number of the academic deans and looking at how we actually plan for different scenarios

that could evolve in the fall And I think we have to plan for multiple scenarios In parallel with that, we have a research executive team, which is composed of myself and our vice provost for research, Rick Waugh; Vice dean in medicine, Steve Dewhurst; and dean of research in art, science, and engineering, John Tarduno And the four of us have been looking closely at plans around reopening and restarting our research activity on campus and in particular, how we maintain the safety of those who are engaged in research and how we address the areas that are priority, some things that we do that are for national security, some that are in the interest of health as a whole, and research on the virus in particular So you know, these pieces are underway I also serve on the council that includes other private institutions in the state of New York And we’re working together, a group of provosts and others, on plans for reopening our educational opportunities in the fall, and how we do that safely, and how we work with the state to identify mechanisms for doing that So that’ll be important for us in thinking about what we do in the fall In parallel, we have a significant team with the IT group, with our dean’s council engaging their faculty around instruction, the experts in pedagogy, really, to think about how we best deliver the curriculum materials We have a team of people in the libraries, as well as in our Center for Online Learning on campus that have been helping faculty and planning for the fall And you have to remember that when we turn the corner in 10 days to basically introduce online courses at the university And I think it was really remarkable how well things went But in preparing for the fall, which could include a mixed modality, even if students are residential, which is what we hope to see, the very likelihood that we’ll be both live broadcasting and doing synchronous and asynchronous educational opportunities So lots of work to be done in this space Thanks, Rob So it sounds like there’s a lot of work underway right now But it may just be a little bit too early for us to say definitively when we’re going to make those plans If I could forecast the future, I would be very happy right now Same Thank you very much The next question is for Mark Mark, in your view, what’s it going to take from a medical and public health perspective to resume activities on campus and in Rochester? That’s probably what I spend most of my time thinking about So we meet daily with the Rochester Regional Health System, county leaders, and the Department of Health, both locally and at the state level really initially addressing how we were going to respond to the initial response, make sure we could respond to a surge, et cetera Right now most of our focus is exactly that And as you would imagine, we have to actually take the leadership in developing that kind of response because Finger Lakes region in Western New York is so different from other areas in New York State regarding this infection I think there are going to be two major issues One is to assure the state that we have the plan, the beds available, the protective equipment, everything we need to be able to handle a surge of substantially larger size than we got And I think fortunately, we have convinced them that, so much so that we were the first major medical center to be allowed to start seeing elective patients And I think next week we will be the first region that can start opening up I think the second part of that will be to make sure that we have an approach that allows us to very quickly identify a potential ratcheting up of infections So that means one of the things they’re going to want to see is that the level of daily infections, the level of hospitalizations, the death rate, is either stable and falling– stable or falling– and that if, in fact, we open things up, we have an approach that allows us to track symptoms

And researchers here at the University of Rochester created a chatbot, which is a symptom tracker, which not only is now going to be used by the county, but all 17 counties and upstate are going to ultimately use this as a way of identifying immediately when people seem to get more symptomatic That we have the ability to do testing both on the RNA level and on the antibody level And that we have the ability to take positives– isolate people and trace them so that we can keep the infection contained I think the good news is that I think we do have all of these in place But I think what will be critical is that as we roll this out, that we’ll be able to monitor this and show the state and everybody that we can respond very, very quickly to little pockets that may arise and prevent this from creating another surge And so does that position you, then, to be able to develop a long-term plan to adjust the operations to account for ongoing support of COVID, which is likely to be here for some time, while maintaining other health care services? Yes So I think in fact we have done that As part of the ability to open up the electives, because we’ve now opened up our outpatient surgical services, opening up all of our outpatient sites We’ve been able to expand the number of beds available We have a long-term plan When we first started doing this, we had to develop with the state and the county and our partner, Rochester Regional, a plan to be able to expand to over 5,000 beds That included adding 1,000 in our system in three phases, and potentially even having beds in a place like the convention center We now have the plan in place such that phase one is always there We all– we expanded from a license of 900 beds to 1,200 We will have to always have of that 1,200, 300 beds open for the foreseeable future But we went down to 650 We can now go up But we’ll have those beds open And we have a plan in place that allows us to see all of our patients, both live and a combination of telemedicine We went from 20 telemedicine visits a day to 6,500 today And that’s going to be in place as well So we have a plan that allows us to see all of our patients for all the needs they always had, and to still take care of a potential COVID crisis One thing that’s important, because we’re a health care system we can balance things with our partners at Highland Hospital, at FF Thompson in the southern tier, so that we can maximally utilize beds where the most critically ill, whether it’s COVID or for other diseases, can be seen always at Strong Memorial Hospital And potentially other services may be shifted as needed to other hospitals, which still have our faculty and support doctors Thanks very much Gonna turn to Holly We’ve received a number of questions about the financial impact of COVID-19 on the university Could you briefly summarize the impact on our revenues? Sure Thanks, Jane We are a university with an academic medical center and robust research enterprise Prior to the start of the pandemic, we were in a strong financial position with a positive operating margin In just two weeks after the New York pause requirements were put into place, we saw a revenue loss in our hospitals of about $71 million, which translates to about a $61 million operating loss And by the end of March, our positive operating margin for the first eight months of the fiscal year had almost been completely eliminated By the end of June, also the end of our current fiscal year, our total hospital and patient care operating revenues are projected to be down by about $386 million This assumes ramping up of patient care volumes to about 75% of the typical volume by the end of June But we’re not only– not only do we have our hospital revenues,

we also have our academic enterprise Our academic revenues are projected to be down about $14 million mainly due to room and board refunds that we had to make this spring We also have our endowment as part of our revenues So the volatility in the financial markets and the economy has reduced our endowment value, along with the endowments of other colleges and universities But we’re in a more fortunate endowment position than some of universities because our endowment investments have outperformed many of our close peers over the last two decades And lastly, one of our major revenue sources is gifts Our trajectory and giving has grown substantially over the past 10 years Giving, however, has been down since March due to the uncertainty that everyone is feeling But our alumni and friends are still giving and want to help We had over 4,500 people donate to the university last month about $5 million to support research, teaching, financial aid, and giving to our emergency student fund I want to thank all those donors who are listening tonight We value your partnership, and we appreciate all that you’re doing to assist us through this crisis Thanks A quick follow-up on that Besides the pay cut for top administrators and furloughs, what is the university going to do to make up this significant loss in revenue? Well, we immediately went– as Sarah indicated– we immediately went into action on March 20 The university put into place a series of university-wide mitigating actions, including a pause on hiring, holding on capital spending, reducing non-essential purchases, and reducing overtime In early April we determined, unfortunately, that we were going to have to forego our annual merit program and some other compensation adjustments for fiscal year ’21 that we had planned Beginning May 1, we’ve instituted a salary cut for senior administrators for at least the next 14 months As you indicated, we’re implementing short-term staff furlough plans that vary across the institution in length, with the longest being with employees being out through August 31 So around four months This is not a plan for all employees Some may be out Some may not be out at all Others may be only out for a few weeks or alternating weeks, depending on their workload Many of our employees may be able to recover all or part of their salary through state and federal benefits I should also mention that we received CARES Act funding from the federal government for our hospitals that is helping in the short term But they do not completely fill the gap And there’s still uncertainty about the ability to fully ramp up our patient care activities Lastly, to ensure we have sufficient cash to pay our employees and our bills, we’ve secured additional lines of credit to use, if necessary And I’m happy– very happy to say– that we have not had to draw down on any of our lines of credit Thank you I just– we’ll probably– I’m sure there’ll be more questions about furloughs coming up And maybe Tony can help us with those But thank you for that summary That’s really helpful I’m going to turn back to Sarah, if I can Given the financial circumstances the university is now facing clearly, many have asked, can the university just borrow against the endowments to help mitigate this current situation? Could you speak to whether that’s possible? And if it’s not possible, explain why? Well, I’ll do my best I know endowments are not well understood But generally, endowments are an instrument of good financial planning for nonprofit entities, whether they be educational institutions, museums, theaters, so on They’re not a savings account And they’re not a rainy day fund They’re managed to provide a steady, stable, reliable funding source over the long term Our university’s board of trustees

determines and approves the appropriate spending distribution policy And in setting the spending policies, they’re striving to balance two different objectives One is the need for current operating income, which we’ve just indicated we need And the other is the need to preserve the endowment’s future purchasing power Another thing that I think people don’t really understand very well about endowments is, endowments are actually a collection of many, many funds And they’re managed for current needs and for future needs But most of our endowment funds have specific donor-directed purposes such as for scholarships, financial aid, faculty research, faculty salaries– if people have professorships, part of their salary often comes from their professorship– academic programs, facility improvements And one of the trustees sent me an answer that she had sent to an alum who said, why don’t they just take money out of the endowment? And she said, you know, as a donor who has given money for scholarships and for other things, I would be very upset to find out that they took out the money that I gave for scholarships to use for general operations And I thought that was a pretty good answer So people understand that there are usually specific purposes We do have some unrestricted funds But people should know that we already use those to support our general operations across the university And I need to stress that it’s both– it’s actually improper and illegal to use funds for purposes that are different than the donor’s intent So the answer is, we can’t just raid the principal of our endowment So you know, in some ways it sounds like we are really trying to balance the present and the future with the past as well And that sounds like it’s a rather challenging and delicate balance because it looks like there’s a big number there that seems like we should just be able to pull from And it might be helpful to frame that the university’s been here for a long time, and we have to steward it for the future too Can you speak from a presidential perspective about how that is navigated? Yeah Well, that’s the balance And I think I said that at the outset You know, our first priority when we first realized that this pandemic was coming at us, we had to really think first and foremost how do we keep people safe and healthy? That was the university’s first priority at the Med Center, across the university And then the next priority is, how do we ensure that a university that’s been with us for 150 years will be here for another 150? And that’s part of– we’re not just planning for how we get through now We need to plan for how we can come through this and be strong in the future And that really is our senior leadership team’s responsibility, along with the board of trustees, who have fiduciary responsibility for the university Thank you I know that Holly mentioned the CARES Act for the hospital But I believe there’s CARES Act funding that comes to the university to help our students Can you explain how that works and whether we’ve received any of that money? Yes, we have We got $3 million of the roughly $6 million was direct emergency grants to our students And that will be allocated among the schools And our university officials are currently working on individual awarding criteria based on our unique student populations and their unique needs The remaining $3 million is an amount that we are awaiting additional guidance from the Department of Education about But it is also designated to support students Thanks very much Thank you I’m going to pivot to Tony, if I can Tony, some are wondering really about the need for temporary furloughs and for salary reductions Can you tell us about were other options explored prior to going to these measures? Yes, Jane You know, one of the things that I’m proudest of about this university is that furloughs was not the first option It was first taking a look at what we spend in terms of merit each year It was a hiring freezes, not bringing on people into open positions unnecessarily Now we continue to hire in the patient care areas as we needed to But we did not bring on– do any unnecessary hiring

It was taking a look at trying to figure out how to create a shared burden with regard to the financial issues that were arising as a result of this pandemic and making sure that, you know, we looked at what other possibilities there were So we are– and we continue to do that But eventually we discovered that there was a need to use the furlough option And we had to actually create a policy around that because while we had layoffs, our layoff policy was not flexible enough to meet the needs of this institution So furloughs is one of those things that allows people to be off one week and work the next week and to rotate schedules And it allows a maximum amount of flexibility for the institution So we did not come to this quickly or lightly because we know the impact that it has on people But one of the things that we worked out and considered was how can we utilize the funding that was coming both from the New York State unemployment as well as the CARES Act? And looking at that, we thought maybe there was an opportunity, particularly for those folks who were unable to work remotely to make use of that funding source, and to save some cash for us in an ongoing fashion So a lot of work went into, and a lot of thought and effort, went into characterizing how we would try to keep as many of our folks whole as possible first off And then how could we utilize what was being offered through the state as well as the federal government for folks to continue And of course, we do have continuing operations that have to go on And we have a group of people out there who are still working very hard to take care of the patients and their families So it was one of those difficult decisions that the institution had to come to But it was not made lightly One other thing I would say is that we even– knowing that people are dealing with medical issues during a pandemic, made sure to bridge benefits for any of our employees who were on furlough or laid off And some of our union-represented employees who were going on layoff, we made a special offer to ensure that we could keep their members on the benefit pool So a lot of effort, a lot of thought, a lot of care despite the difficulties that we’re facing went into those considerations Thanks, Tony I’ve got a couple of follow-ups And there are some questions coming in from the Q&A that I think relate to this that I’d like to pose You spoke about administrators and staff I’m wondering if you can speak about faculty as well And there may– others on the participants may need to chime in as well But can you speak to whether there will be any cuts for faculty? Yes, I can And certainly I would invite Rob or Mark to speak to this as well But one of the things that was really gratifying early on was the faculty stating that, you know, we have to share in this burden as well This is not just a staff issue And many of them raising their hands to voluntarily take a reduction in their pay Certainly, as Holly mentioned, the cabinet, the senior leadership group, are taking pay cuts And across the institution we’re looking at ways to reduce salary and include everybody in that So I’ll stop there, give Rob and Mark a chance to speak to the faculty questions as well Mark? Maybe I can say a little bit At the Medical Center this has been a major topic of discussion over the last month And there is going to be a general reduction in faculty salaries at the Medical Center, both at the– starting in May all of the Chairs and center directors have voluntarily begun reductions in their salary, very similar to what the senior leadership did And then moving forward, we plan–

and been sort of approved by the faculty, and they really wholeheartedly endorse the idea that this is something we all have to chip into So there will be a general reduction in faculty salaries as well Hopefully what we’re hoping for is that we’ll be able to build the clinical enterprise back to close to where it was, and that both in the case of the furloughs and in reductions of salaries, that they will be of limited time Rob, anything else? Yeah I mean, I can just say at the request of the president and myself, we met with the Senate executive committee And they quickly formed a committee who is now looking at salaries broadly across the rest of the campus besides the Medical Center, and are in the process of trying to figure out what’s most appropriate to do, and equitable to do, among that group Thanks very much Yeah It sounds like everyone’s pulling together to share the burden here Tony, I want to go back to you for a little bit of a follow-up Is the university taking into consideration whether there’s a disproportionate effect furloughs might be having on women, underrepresented minorities, and underserved populations, given especially that Rochester’s the area’s largest employer? Absolutely Certainly a lot of the folks– and I mentioned one of the ways that we went about doing that was to ensure that we made sure that there was benefit coverage for our folks during this furlough period for both furlough and layoff But in addition to that, we have set up Zoom resources and classes to teach people how to apply for the unemployment in the state And we have looked at the fact that we want to make sure that well, honestly, this pandemic has had a disproportionate impact on people of color all over the country So it’s important that we pay close attention to that and really make sure that we do what we can in terms of a support system for people who are in these difficult, difficult situations And we’ve done a lot of that work And we’ll continue to do that work And we’ll also look from a after-action circumstances around some of those very issues as well Thanks very much, Tony I think some people have asked about the perceived disparity in furloughs and then senior administrator cuts But I did, I think, hear both you and Holly say that the senior administrator cuts are going to be at least 14 months long I just want to make sure that I heard that correctly? Is that correct? Yes, that’s correct Yeah So through next June, which means June, 2021? [INAUDIBLE] Senior administrators OK Thank you Tony, lots of questions for you So let me just continue here, if I can You know, you’ve spoken a little bit about delays with people getting unemployment and that there is assistance Is there anything that you haven’t framed there that you’d like to frame and make sure that people do know about in terms of helping people understand the unemployment process and get that assistance? Yeah So please utilize the– so there’s been a PowerPoint presentation developed for employees with a voiceover and closed captioning that will hopefully– that goes through step by step how to go through applying electronically And the reason that it becomes important is because the phone systems get bogged down a lot more than doing it by computer For those people who either are not very computer savvy or don’t have computers, we have set up a computer lab at both the Medical Center at the university where while social distancing we can bring people in and help talk them through the process of applying for unemployment insurance We’re continuing to try and find ways to support our employees We’ve called the Department of Labor on multiple occasions to let them know that to expect the volume of our folks We’ve asked them to, you know, assist them with regard to understanding the situation at the university We’re going to be providing our employees with letters that

gives all the information that the Department of Labor asked for when somebody applies for unemployment So we’re trying to make that part as easy as possible But certainly, you know, the Department of Labor is– it’s not always easy to navigate But we’ve tried to go through the step-by-step process and help people understand how to get the benefits that are due to them And there are a couple of things that employees need to make sure they have, like any specific numbers? Or do they have to– is it a once and done type situation? Or do they have to go back and do things regularly? No They do have to certify each– if they’re out for a week, they have to certify that week And that certification process is something that is reoccurring And so we are asking people to do that And certainly we’re giving that instruction, as well as the numbers– their employee number, their schedule, et cetera, so that they can hopefully ease their transition to achieve or to get those benefits Thanks very much, Tony I appreciate all– I’m sure there are a number of questions And I’m sorry I can’t get to them all But I– There are a lot coming in But we’ll save them for you Thank you Thank you I have a quick follow-up for Holly And I think that we’ve probably covered this, but I just want to make sure that we’re asking it and making it really clear And can you just explain again the salary reductions being taken by leaders and the salary reductions received through the furloughs? OK Yeah So the senior administration and the president’s cabinet, the president’s senior leadership team, Mark Taubman’s senior leadership team in the Med Center, are taking, as we said, a salary reduction for 14 months starting May 1 and going through June 30, 2021 The average salary of that group across both the Med Center and the university is about $590,000 And the average cut is about 13% with the highest cut being 18% There are other salary cuts beyond this for other administrators, and in a tiered fashion for anyone making over 100k in the Medical Center And we’re still looking at that on the non-Medical Center areas We have had administrators volunteer to take furloughs on top of their pay cuts We’ve had faculty volunteer to take salary cuts So we’re still working through this And we may have to go deeper as we go through this, as we work through this And we may not be done So that’s on the senior administrator side The furloughs for employees are up to 16 weeks to August 31, 2020 This equates to about a 6% salary reduction if an employee was out for the entire 16 weeks A couple of comments on this First, many employees will be on furloughs that are less than that 16 weeks They may be– I think Tony told me the last count was about 85% of the employees are on partial furloughs So they’re going to be on one week– one or two weeks a month during that time period Or they could be on just one week for the whole time period It really depends on the employee’s workload The second is that the state, as Tony alluded to, the state unemployment program plus the federal CARES Act additional payment of $600 per week, which is in place until the end of July, would replace nearly all of the salary for an employee who– or employees that make up to an annual salary of about 57.4k, so– 1,000 57,400 So that’s kind of the difference between what we’re doing with our senior administration salaries and the furlough So it’s a different time period as well as a different impact on the salaries Thank you very much, Holly I appreciate that Yup I’m going to go back to Mark, if I can How concerned are you about a second wave of the virus in the fall or winter? And how prepared do you think we are for it? Well, this is a strange virus

It’s a newbie And coronaviruses have various patterns This could be an infection that comes and goes in a cycle It could be like the flu comes back We don’t know if there’s going to be a second wave But I think that there is a different concern One of the things we’ve learned as the testing has occurred is that particularly in our area, but even so in New York, many fewer people were infected than had been anticipated This partly had to do with the social distancing, the stay-at-home policy, which I think everybody in Rochester handled well As a result, we anticipate we had a surge that was probably 1/20 of what we were prepared for And it was easy to handle in terms of giving patients the best care and our ability to take care of it But it means that the vast, vast majority– probably over 95% of the people– are still susceptible And what that means in terms of ramping things back up, turning back on the economy, turning back the school, we’re going to have to be very, very vigilant that we do this in a controlled way so that we don’t get a surge, not necessarily in November– at any time One of the reason that the state is doing this as a sort of a four-prong approach is ramping up the economy is that we have an opportunity starting next week in Rochester to take this first approach, make sure that we know how to handle tracking, testing, symptom tracing, such that we prevent a major surge from happening And to me that’s actually far more immediate than what may happen in November And we just don’t know We don’t know We don’t know enough about this virus yet If it does happen, we created with the state and with the county a four-pronged approach As I mentioned before, we are leaving 300 beds available that would be available within a week if we really did see a surge And we’ve got a strategy that gets us to 1,000 additional beds So I’m certainly comfortable that we could handle it Would it be easy? No It was not so easy handling what we had But we are prepared to do it We were prepared to handle that kind of a surge in the beginning We were lucky we didn’t have it But I think this is far more an issue of how do we make sure that we’re following this closely enough that we can beautifully transition this region back to health without seeing a second wave Thanks, Mark I’d like to turn back to Sarah, if I could We’ve had a number of questions come in on the chat about what has this all meant for our current and future international students And I’m wondering if you can speak to that Well, it’s hard It’s hard for all of us I mean, people have asked me, will we have– because as you know, Jane, we canceled our summer– you know, our study abroad programs this summer And so in terms of our domestic students wanting to study abroad, I’ve gotten lots of questions about that And I’ve got lots of questions about will our international students be able to be with us beginning in the fall And those are both pretty complicated questions When people say, will there be study abroad next year, I say as heartbreaking as this is for me, because one of the most valuable experiences of my undergraduate education was studying abroad But I have to be honest and say people are not going to be studying abroad in the fall I can’t– I can’t fathom it It’s going to be quite difficult There’s so many unknowns on their web of really complex travel regulations, border restrictions all around the world We’re obviously really committed to keeping global learning front and center for our students And if mobility isn’t an option in the near term– and I doubt it will be– we’ll try to develop other ways for students to engage with their counterparts around the world And I know teams around the university are already working on that Now in terms of our international students, we’re doing everything– and I should say, Jane Gatewood, you know better than I do how much, how hard your staff are working to ensure that our international students can

arrive in the fall Our international services staff are really busy processing documents By the way, the US government is now accepting these documents electronically, which we’re really happy about And we’re monitoring the sort of vast wave of global regulations and restrictions, you know, the travel and border restrictions We’re also advocating, along with other universities around the country, that some of these travel restrictions can be relaxed as soon as it’s safe to do so And as many of you know, many of our existing international students couldn’t get home So they remained on campus And our coronavirus response climate and care team has really done an amazing job of trying to ensure that their needs are met And we’ll continue to do whatever we can to support all of our students here in Rochester and all around the world Thanks very much As you know, that’s an issue that’s very near and dear to me So I appreciate all your support there And I know our students do as well I’d like to turn back to Rob for the next question And Sarah, you might want to also offer some comments about this as well But you know, how successful was the transition to remote teaching and learning during the middle of spring semester? What did we learn in the process? And what would we do differently in the fall if we had to go back to this? Well, it’s a very good question I’d say, you know, we had a 10-day window to make the transition to online in the spring And we really did it well Both the students and faculty have to be commended for being able to respond so rapidly I think we learned that even though institutions of higher education typically have a reputation for moving slow, we proved that if we need to move quickly, we can do it So it’s not really an issue about being slow It’s about an issue of being deliberate You know, we can build– going forward, we can really build into our planning now to be more deliberate about what we do in terms of the things that we do move online I think, you know, in planning for a future even in a residential environment, depending upon the virus I mean, are a lot of unknowns We would certainly plan to have hybrid modalities or options for both synchronous and asynchronous learning for some students to be in the classroom Maybe they alternate times in the classroom But I think these things will be taken into account in a much more integrated way in terms of how we look at the delivery, particularly in planning for the fall semester You know, there have been 5,000 student activities, I think, that have gone virtual And we’ve had over 500 participants, I think You know, even in ways of engaging the students with student activities and such, we found ways to do that And I think it’s going to be important If you imagine the fall semester, perhaps even before students get here, reaching out to the students as faculty with their classes and getting them engaged with each other before they arrive on campus We’ve also done a lot, I think, in terms of supporting the students And we’ve got telehealth options for the students We’ve got our climate and care teams still working And basically a SWAT team for students on and off campus We’ve expanded our food pantry to support all the students in all the schools And many of the events run out of the colleges And we– as I said, we ran this virtual 5K I think our president and her husband, Carl, ran in the 5K race, the virtual 5K race She can attest to that I didn’t make that– I didn’t make that race But you know, we really have to thank our alums and friends who really helped us with the needs hub that supported a lot of generous donations that have helped support students who faced adverse conditions in the pandemic And we really appreciate how the community rallied around those students So you know, it’s definitely a team effort, a community effort But I’d say with the challenges we face, people really responded quickly to ensure that our students receive the quality of education and the kind of outcomes that they needed to complete the curriculum components Thank, Rob We’re nearly out of time But Sarah, I want to give you just an opportunity to provide any remarks to that question or any final comments

I keep forgetting to unmute myself I just wanted to second what Rob said, that you know, we were incredibly impressed by how our faculty and students rose to the occasion to how to teach virtually, how to learn virtually It’s not easy It’s not an easy transition And people did everything they could And I’ve also been incredibly impressed with all the staff have done to support our students, whether it be career services or mental health services, we’re doing it virtually And it’s been great to see how people have rallied I guess just as a closing remark, I’d like to really thank everyone in the university community for all they’ve done, but also to say, I’m really sorry Like, I wish we weren’t dealing with this pandemic It’s really awful, you know It’s not fun None of us are having a lot of fun We miss all the things that make university life great Every so often I go running through the empty campus early in the morning And it makes me incredibly sad There are all these beautiful flowering trees and the empty quad No one’s there It’s like a ghost town And it’s not the way it should be It’s not the way we want it to be And we’re all navigating through uncertain times And lots of people want answers from us And I keep saying I wish I had a crystal ball And Mark always updates us on all the latest epidemiological public health modeling from every part of the world And all the models look slightly different And we’re not really sure where the virus is headed And we’ll just keep doing the best we can to keep our university strong and to support our students And so we’ll be here for another 150 years Not us, particularly But the university So thanks for tuning in, everyone Thanks, Sarah As we wrap this up, I’ll say that we received over 100 questions in the Q&A. And we’ll be summarizing those and posting answers next week This video that was recorded will also be available online And I’d like to thank all of our speakers and participants Thank you very much for spending time with us I know these are hard topics And it’s– your voice and insight is really appreciated