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Dr. Peter Albertsen, 2025 Board of Trustees Distinguished Professor

Peter Albertsen

The Board of Trustees Distinguished Professor title is awarded annually following a university-wide nomination process and a rigorous review by a faculty and student committee. Final selections are approved by the UConn Board of Trustees, which confirmed this year’s awardees at its June 25, 2025 meeting.

Dr. Peter C. Albertsen is a globally respected urologic oncologist whose research and leadership have transformed the understanding and management of prostate cancer. A faculty member at UConn Health since 1987, Dr. Albertsen’s work has shaped national and international treatment guidelines and spared tens of thousands of men from unnecessary surgery and radiation.

He earned his undergraduate degree in biochemistry from Princeton University and his medical degree from Columbia University. He completed his surgical residency at Harvard and his urology training at the Brady Urological Institute at Johns Hopkins. He also holds a master’s degree in medical administration and preventive medicine from the University of Wisconsin.

Dr. Albertsen was among the first to use population-based data to challenge prevailing assumptions about PSA screening and prostate cancer aggressiveness. His landmark publications, including a seminal article in Journal of the American Medical Association (JAMA), demonstrated that many prostate cancers grow slowly and do not require immediate treatment. These findings helped launch a global shift toward active surveillance, now a widely accepted standard of care. He has played key leadership roles in major trials in both the U.S. and the U.K., including serving as Chair of the Cause of Death Committee for the PLCO and ProtecT trials.

He has authored more than 300 peer-reviewed articles and editorials, with over 17,000 citations and an h-index of 63, placing him in the top tier of urologic researchers. His research has been published in The New England Journal of Medicine, JAMA, and other leading journals, and has been supported by more than $5 million in external funding.

As UConn’s Urology Residency Program Director for over 30 years, Dr. Albertsen has trained more than 60 residents, many of whom have gone on to leadership roles in academic medicine and beyond. He is widely praised for his dynamic and discussion-based teaching style and for his long-standing mentorship of medical students and residents.

Dr. Albertsen has served in numerous leadership roles at UConn Health and nationally, including as Associate Dean for Clinical Research and Planning, Division Chief of Urology, and Trustee of the American Board of Urology. He continues to provide exceptional patient care, including to underserved and correctional populations, and is often sought out by colleagues for their own care.

His many honors include the Eugene Fuller Triennial Prostate Award and the Distinguished Contribution Award from the American Urological Association, as well as honorary membership in both the AUA and the German Urological Association. Dr. Albertsen’s research, clinical care, and mentorship have had an enduring impact on the field of urology and the lives of countless patients, making him a most deserving recipient of the University of Connecticut’s highest faculty honor.

Dr. Bruce Liang Reappointed as Dean of School of Medicine

Dear Colleagues,

I am pleased to announce the reappointment of Dr. Bruce Liang to a third five-year term as Dean of the UConn School of Medicine, effective July 1, 2025. Dr. Liang has served in this role since 2015, and his continued leadership reflects the strong foundation he has built and the significant progress achieved over the past decade.

This reappointment follows a comprehensive five-year review, which included feedback from faculty, staff, university leadership, and clinical and community partners. Over the past five years, Dr. Liang has led the School of Medicine through a period of meaningful growth and advancement. He oversaw the full implementation of the MDelta curriculum, which has enriched the educational experience for students and improved outcomes. The School has also expanded its class size, exceeding the initial targets set by Bioscience Connecticut, a state investment launched in 2011 to position Connecticut as a leader in biomedical research and innovation.

Dr. Liang led the development of a Science Strategy Plan aligned with the University’s priorities, recruited exceptional faculty, and helped drive an increase in NIH funding. Collaborative partnerships with Jackson Laboratories and Connecticut Children’s have deepened, further elevating the School’s research profile.

The School has remained a vital contributor to Connecticut’s healthcare workforce, with many graduates staying in the state to practice. Its Graduate Medical Education programs have grown which now rank in the top 10% nationally. Dr. Liang has also strengthened community service programs, securing major grants, supporting the Urban Service Track, Area Health Education Center, Health Career Opportunity Program, and Office of Multicultural and Community Affairs, as well as expanding care access through clinics serving immigrants in the state.

During this term, Dr. Liang also served as Interim CEO of UConn Health, for more than two years, guiding the institution through a key leadership transition with professionalism, growth, integrity, and a clear commitment to the university’s mission.

I extend my sincere thanks to the review committee for their thoughtful and thorough work throughout this process. Their efforts helped provide a comprehensive assessment of Dr. Liang’s leadership and the School’s continued trajectory. Please join me in congratulating Dr. Liang on his reappointment and thanking him for his continued service to UConn Health and the University of Connecticut.

Sincerely,
Anne

Anne D’Alleva, PhD
Provost and Executive Vice President
For Academic Affairs
University of Connecticut
Office of the Provost
352 Mansfield Road, U-1086
Storrs CT 06269-1086
Tel. 860-486-4037

STUDENTS FIRST, UCONN ALWAYS, HUSKIES FOREVER. 

For updates on our university strategic plan, please visit Envisioning 2034.

Observance of Juneteenth

Dear Colleagues,

On Thursday, June 19, the University will observe Juneteenth, which commemorates the day in 1865 when the last enslaved people in the United States were informed of their freedom. In 2023, the State of Connecticut officially recognized Juneteenth as a state holiday. This year, the University Senate passed a resolution to designate it as a non-teaching day at UConn.

As a result, classes will not be held and no instructional activities should be scheduled on that date. The University encourages all departments and offices that are able to close in observance of the holiday to do so.

We recognize that certain critical University operations and departments will need to remain open to meet student and campus needs. We encourage you to talk to your supervisor to determine department needs. However, it is our expectation that most University operations will close to observe the holiday. Questions regarding scheduling or time issues should be referred to laborrelations@uconn.edu.

We look forward to the observance of this important day.

Sincerely,

Lakeesha Brown, Vice President & Chief Human Resources Officer
Anne D’Alleva, Provost & Executive Vice President for Academic Affairs
Jeffrey Hines, Vice President, Office for Diversity and Inclusion

Guidance for Pre-Tenure Faculty re Changes to Federal Funding

Dear Colleagues,

As you know, the federal government is implementing significant changes to research funding priorities and allocations. In this context, we want to reaffirm our institution’s commitment to supporting faculty research, especially during the critical pre-tenure period.

First and foremost, this is not a one-size-fits-all situation. The effects of these changes on pre-tenure faculty will vary by field, funding agency, and the individual research trajectories of faculty members.

Given these variabilities, at this time, the administration is not planning to petition the Board of Trustees to implement a universal extension of the tenure clock, as we did during the Covid-19 pandemic. We are in active communication with peer institutions, and this approach is in alignment with similar institutions nationwide. Schools and Colleges are working with the Office of the Vice President for Research (OVPR) to assess the current funding landscape and will work with the Provost’s Office to identify and address any field-specific impacts on their promotion, tenure, and reappointment (PTR) processes.

We strongly encourage each faculty member to take a proactive approach in assessing how the federal funding changes may affect their research and engage in strategic planning for their tenure application as part of the PTR process.

Below are some key points that pre-tenure faculty should consider, in alignment with the OVPR guidance:

  1. Stay Informed and Engaged

Federal agencies including the NSF, NIH, DOE, and others, are adjusting funding mechanisms, research priorities, and review processes. The OVPR has been providing briefings and resources to help faculty navigate these changes and has established four task forces to help the university community understand and respond to these changes effectively.  If you are interested in joining a taskforce, please contact Matt Mroz (matthew.mroz@uconn.edu).

  1. Diversify Funding Sources

Given potential shifts in federal allocations of research funding, it is prudent to explore alternative funding sources, including:

  • Private foundations
  • Industry partnerships
  • State and local funding opportunities
  • Interdisciplinary collaborations that align with new funding priorities
  • Institutional support, including small and large grants, seed funding, and limited bridge funding that may be available through the Schools and Colleges and Centers and Institutes.
  1. Align Research with Emerging Federal Priorities (Where Feasible)

While maintaining scholarly identity is paramount, faculty should consider how their research can intersect with emerging federal priorities such as AI, quantum, and data science; biotechnology and health sciences with a focus on chronic disease; and national security. Adjustments in framing or collaboration may increase funding potential.

  1. Maintain Open Communication with Mentors, Department Leadership, School/College Leadership, and OVPR

Pre-tenure faculty should draw on their department head, senior colleagues, dean and associate deans, center/institute directors, and the OVPR as essential resources. Regular conversations about tenure expectations, funding realities, and evolving research trajectories can help faculty make informed decisions about their scholarly path.

  1. Utilize Institutional Support Services

The OVPR offers many resources to support faculty in this work, including proposal development assistance (e.g., proposal coordination, writing, editing, review), grant-writing workshops, and communication resources.

Please know that the guidance for associate professors working toward their promotion to full professor is much the same, since they may face similar challenges in this funding landscape. Associate professors often have access to greater resources—such as unrestricted fund accounts, well-equipped labs, and extensive professional networks—that can help them navigate a shifting funding landscape. They should be intentional about leveraging these assets to sustain their research productivity. Associate professors should discuss their individual timeline for promotion with their department head or dean since the promotion timeline for associate professors is more flexible than the tenure timeline.

And a note to full professors: While you, too, may be facing similar funding challenges, your leadership and experience are especially valuable during this time—serving as a critical resource for colleagues, department heads, deans, and the OVPR. We are grateful for the numerous instances of mentorship and support that we have already seen senior faculty offer their more junior colleagues. Please remember that a sympathetic ear, a bit of sound advice, or a problem-solving brainstorm session can make an enormous difference alongside institutional supports.

Faculty who have questions or need guidance tailored to their specific circumstances should not hesitate to reach out to the OVPR regarding research and their department head, dean, and/or the Provost’s Office regarding the PTR process and expectations.

Please remember that if you encounter funding-related roadblocks or receive notification of changes to a federal research grant that you have already been awarded, you should reach out immediately to OVPR (research@uconn.edu) to explore available support mechanisms. The OVPR website provides essential guidance regarding the steps you need to take.

Although the funding landscape is evolving, we want to emphasize to all faculty that you are not navigating these challenges alone. We remain steadfast in our commitment to supporting your research productivity and professional success at every stage of your career.

This is certainly a time of extraordinary change that is testing our researchers, but our strong sense of community and commitment to UConn’s mission as a flagship Land and Sea Grant institution will see us through these challenging times, as they have in difficult times before. We are grateful every day to work with such outstanding colleagues.

Sincerely,

Anne D’Alleva, Ph.D.
Provost & Executive Vice President for Academic Affairs

Pamir Alpay, Ph.D.
Vice President for Research, Entrepreneurship, and Innovation

Leadership Update – Dean, College of Agriculture, Health & Natural Resources

Dear Colleagues,

I’m writing to share that Dean Indrajeet Chaubey will be stepping down from his role later this summer to become the next Provost at the University of Arkansas, Fayetteville. While it’s always difficult to see a valued colleague move on, I know I speak for many when I say how proud I am to see Indrajeet take on this exciting opportunity—and how grateful I am for the outstanding leadership he has brought to UConn over the past six years.

Since joining the University in 2019, Indrajeet has served as Dean of the College of Agriculture, Health and Natural Resources with vision, integrity, and a deep commitment to Land Grant values. His time at CAHNR has been marked by steady growth and a clear sense of purpose. Under his leadership, the College launched a new strategic vision rooted in interdisciplinary collaboration and real-world impact, and he led the way in aligning the College’s work with some of the most pressing needs facing our state and our world.

During his tenure, CAHNR more than doubled its annual research funding, expanded student enrollment, significantly increased scholarship support, and extended the reach of its Extension programs across Connecticut. These accomplishments are impressive on their own—but even more striking is the culture of energy, collaboration, and ambition that Indrajeet helped cultivate. He’s been a tireless advocate for the College, and for the people in it, and his impact will be felt for years to come.

I had the pleasure of working alongside Indrajeet when we were both deans, and I’ve always appreciated his thoughtfulness, his forward-looking approach, and the calm and steady way he leads. I’ll miss having him here as a colleague, but I know he’ll be a wonderful provost, and the University of Arkansas is lucky to have him.

We’ll be announcing plans for interim leadership in CAHNR in the coming weeks. In the meantime, please join me in thanking Indrajeet for his exceptional service to UConn and in wishing him all the best in this next chapter.

Sincerely,
Anne

Anne D’Alleva, PhD
Provost and Executive Vice President
University of Connecticut
Office of the Provost
352 Mansfield Road, U-1086
Storrs CT 06269-1086
Tel. 860-486-4037

UConn is a great university.

But it’s more than that. A top-ranked Land Grant research institution, with campuses and staff across Connecticut,  built to inspire the global community that is UConn Nation. UConn’s talented students exceed expectations. Our expert researchers, faculty, and alumni drive Creativity, Innovation, and Entrepreneurship (CIE) for a better tomorrow. We fuel the State’s economy and are committed to inclusion with emotional intelligence in benefiting the greater good. This is UConn.

STUDENTS FIRST. UCONN ALWAYS. HUSKIES FOREVER.

 

Executive Director of Institute of the Environment and Energy

We are pleased to announce that Emmanouil (Manos) Anagnostou, Board of Trustees Distinguished Professor and Eversource Energy Endowed Chair in Environmental Engineering in the Department of Civil and Environmental Engineering, has been appointed as executive director of UConn’s Institute of the Environment (IoE), which under Manos’ leadership, will be re-envisioned as the Institute of the Environment and Energy. This change reflects the growing intersection of environmental and energy challenges and UConn’s commitment to research, education, and outreach in these critical areas.

We extend our deepest gratitude to Mike Willig, the founding director of the IoE, who retired in the summer of 2024. Under Mike’s leadership, the Institute has fostered interdisciplinary collaboration and advanced impactful research, making significant contributions to environmental science and policy.

Manos brings extensive experience and vision to this role. At the Eversource Energy Center and as Executive Director of UConn’s Tech Park, Manos has spearheaded groundbreaking research and innovation in energy systems, sustainability, and technological advancement. His expertise in hydrology, remote sensing, and climate resilience will be invaluable as the institute expands its focus to include energy alongside environmental stewardship.

The Institute of the Environment and Energy will continue to serve as a hub for collaborative research, addressing pressing environmental and energy challenges through innovative solutions, education, and community engagement. We are confident that Manos will position the Institute to further enhance UConn as a leader in environmental and energy research.

Please join us in welcoming Manos to his new role and in expressing our heartfelt appreciation to Mike Willig for his years of dedicated service.

Sincerely,

Anne D’Alleva
Provost & Executive Vice President for Academic Affairs

Pamir Alpay
Vice President for Research, Innovation and Entrepreneurship

Welcome Back to a New Semester at UConn

Dear Colleagues,

As we enter a new year and begin another semester, I want to take a moment to welcome you back to campus. I hope your winter break provided opportunities for rest, reflection, and rejuvenation.

Looking back on the past year, there is so much to be proud of as a university community. The innovative and impactful research happening across UConn continues to inspire us all. Whether it’s groundbreaking advancements in quantum technology and sustainability, new approaches in health and biomedical engineering, or thought-provoking explorations in the humanities that deepen our understanding of the human experience, our faculty and students are making discoveries that truly matter. The creativity and dedication behind this work reflect the very best of what UConn stands for—a commitment to excellence and a drive to make a difference in the world.

At the same time, our academic programs continue to grow and evolve in exciting ways. The School of Social Work launched a fully online and part-time Master of Social Work program that began this fall, and added an offering of the MSW program on the Stamford campus, expanding access to our nationally recognized MSW degree. The School of Business introduced a Master’s degree in Supply Chain Management, capitalizing on student interest, faculty expertise, and national demand for supply-chain management positions. The dedication of our faculty and staff to fostering excellence in teaching and learning is at the heart of this progress.

Last year, we took important steps to strengthen the ways we support our students by aligning student success support services and the cultural centers and programs with academic and co-curricular experiences in the division of Academic Affairs. This transition emphasizes the importance of creating a cohesive network of resources that empower student achievement and well-being. We also know that the success of our students can start well before they step foot on campus. Each year, more than 17,000 Connecticut high school students participate in UConn’s Early College Experience program, providing them with a strong foundation for their future academic journeys.

As we look to the semester ahead, I encourage you to take pride in our shared achievements and find new opportunities to connect, collaborate, and make an impact in your own work. Together, we continue to shape the future of this institution and the students who call UConn home.

Thank you for all that you bring to our community. I wish you a rewarding and successful semester.

Sincerely,

Anne

Anne D’Alleva, PhD
Provost and Executive Vice President
University of Connecticut
Office of the Provost
352 Mansfield Road, U-1086
Storrs CT 06269-1086
Tel. 860-486-4037

UConn is a great university.

But it’s more than that. A top-ranked Land Grant and Sea Grant research institution, with campuses and staff across Connecticut,  built to inspire the global community that is UConn Nation. UConn’s talented students exceed expectations. Our expert researchers, faculty, and alumni drive Creativity, Innovation, and Entrepreneurship (CIE) for a better tomorrow. We fuel the State’s economy and are committed to inclusion with emotional intelligence in benefiting the greater good. This is UConn.

 STUDENTS FIRST. UCONN ALWAYS. HUSKIES FOREVER.

UConn School of Business Interim Dean Appointment

Dear Colleagues,

Earlier this week, we shared the news that Dean John Elliott will be stepping down after more than 12 years of dedicated service to the UConn School of Business. Today, I am pleased to announce that Professor Greg Reilly will serve as Interim Dean, effective January 3, 2025.

Dr. Reilly is a valued member of our community, known for his commitment to students and his innovative approach to education. As Head of the Boucher Management & Entrepreneurship Department, he has been instrumental in launching and expanding UConn’s Hillside Experiential Learning programs. These initiatives—including Hillside Ventures, our student-led venture investing program—have provided invaluable hands-on experiences for our students in areas like private capital and real estate investment. Dr. Reilly also developed the School’s Graduate Program in Human Resource Management and has led executive training programs with organizations around the world.

In addition to his administrative roles, Dr. Reilly is a dedicated teacher and researcher in strategic management and human capital. His work with leaders across various industries showcases his ability to connect academic insights with real-world applications.

I am confident that Dr. Reilly’s experience and thoughtful leadership will provide continuity for the School of Business during this transition. His collaborative spirit and dedication to our mission make him an excellent choice to guide the School as we look toward the future.

In January, we will begin a national search for the next dean of the School of Business, partnering with a search firm to help us find the right person to build upon the strong foundation that has been established. I will be sharing more information about the search process soon, and I encourage all of you to participate and share your perspectives on the future direction of the School.

Please join me in congratulating Dr. Reilly on his appointment and thanking him for stepping into this important role.

All best,
Anne

Anne D’Alleva, PhD
Provost and Executive Vice President
University of Connecticut
Office of the Provost
352 Mansfield Road, U-1086
Storrs CT 06269-1086
Tel. 860-486-4037

UConn is a great university.
But it’s more than that. A top-ranked Land Grant research institution, with campuses and staff across Connecticut,  built to inspire the global community that is UConn Nation. UConn’s talented students exceed expectations. Our expert researchers, faculty, and alumni drive Creativity, Innovation, and Entrepreneurship (CIE) for a better tomorrow. We fuel the State’s economy and are committed to inclusion with emotional intelligence in benefiting the greater good. This is UConn. 

STUDENTS FIRST. UCONN ALWAYS. HUSKIES FOREVER.

UConn School of Business Leadership Update

Dear Colleagues,

I write with an update about the leadership at our School of Business.  In recent conversations with Dean Elliott about his future plans, we discussed the many coming changes in the school and at the University.   John has decided, upon reflection, that he is ready to step down to assume a new role at UConn as a faculty member. The efforts that are about to be launched will benefit from continuity of leadership over the coming several years. To accommodate the transition to new leadership John will step down as Dean on January 2, 2025, take a well-deserved research leave, and return to the faculty. Few deans have served as long as Dean Elliott and we are grateful to him for his service.

I will be making an announcement about an interim dean and the launch of a national search for a permanent dean shortly, but first it is important to highlight a few of Dean Elliott’s many accomplishments. During his deanship, the UConn School of Business has expanded the size of both the faculty and student populations.  He elevated Entrepreneurship across the UConn campus, growing CCEI and IQ and partnering with the newly created Werth Institute.  The Boucher Department of Management and Entrepreneurship was named and funded.  Experiential learning continued to be a cornerstone of the School of Business.  It is exemplified by growing student managed funds, the emergence of the Hillside Ventures portfolio of programs, the consulting club, and more.  He helped to introduce academic programs, initially growing the new MS in Business Analytics and Project Management and the MS in Financial Risk Management.  More recently the School developed an online MBA program, a new Master of Science in Financial Technology, and a Master of Science in Social Responsibility and Impact in Business.   A new MS in Supply Chain Management is in development.

The School’s presence at the regional campuses has been transformed with Stamford having several full four year undergraduate programs as well as graduate programs.  In Hartford the Graduate Business Learning Center has grown from four floors to six to house growing activities. He led the successful reaccreditation of the school in 2016 and again in 2021 and achieved consistent growth in fundraising to support the school.  The Business Connections Learning community has grown from one floor of Belden Hall to include all six floors.  A virtual version is maturing in Stamford.  Our alumni have been engaged at every step in this journey.

I would be remiss if I did not point out Dean Elliott’s important and broad service to the university, as interim provost, senate member, chairing search and reappointment committees, and in many other leadership roles.  John is known for his talents in communicating, his careful listening habits, his honesty and integrity, as well as his ability to collaborate with others. He has been an empathetic and highly effective academic leader to whom we owe our gratitude for his dedication and work on behalf of the university.

Please join me both in congratulating Dean Elliott on his highly successful tenure as dean and his return to the faculty and also in thanking him for his dedication and hard work on behalf of the school and the university over the past 12 and half years.

All best,
Anne

Anne D’Alleva, PhD
Provost and Executive Vice President
University of Connecticut
Office of the Provost
352 Mansfield Road, U-1086
Storrs CT 06269-1086
Tel. 860-486-4037

UConn is a great university.

But it’s more than that. A top-ranked Land Grant research institution, with campuses and staff across Connecticut, built to inspire the global community that is UConn Nation. UConn’s talented students exceed expectations. Our expert researchers, faculty, and alumni drive Creativity, Innovation, and Entrepreneurship (CIE) for a better tomorrow. We fuel the State’s economy and are committed to inclusion with emotional intelligence in benefiting the greater good. This is UConn.

STUDENTS FIRST. UCONN ALWAYS. HUSKIES FOREVER.

Winter Weather & Academic Operations FAQ – Fall 2024

Winter Weather & Academic Operations FAQ – Fall 2024

Please review the following information regarding weather-related and emergency policies and procedures at the UConn Storrs and regional campuses.

For further clarification, please refer to the Emergency Closing Policy available through the Office of University Compliance. Emergency Closing Policy | University Policies (uconn.edu)

Please note that the information provided does not apply to UConn Health, which has established its own relevant policies. Closing and Cancellations | UConn Health

Safety First:

The safety of our students, faculty, and staff is of utmost importance. At the same time, the University remains committed to fulfilling its essential missions in teaching, research, and service. These priorities are carefully balanced when determining whether the University can maintain safe and effective operations during and after inclement weather or other unusual events.

Decisions to cancel classes or modify business operations across campuses are made with caution, based on the latest information regarding weather forecasts, road conditions, and other relevant factors.

Please prioritize your own safety first. Since weather and road conditions may differ across the state and from one UConn campus to another, all members of the University community are encouraged to assess their own circumstances, plan additional time for travel if necessary, and take reasonable safety precautions.

Employees and students are reminded to exercise particular care when traveling on campus during inclement weather, especially near vehicles engaged in plowing and sanding activities.

Instructions for signing up to receive text message notifications regarding schedule changes, cancellations, emergencies, and other critical information are available under the “Get Alerts” section of the UConnALERT page: UConn Alert | Get Alerts

UConn Status Updates:

The Office of Emergency Management strives to notify the University community promptly if it becomes necessary to delay or cancel classes, close campuses, or alter business operations.

Because conditions can change rapidly, adjustments to scheduled classes and business operations may sometimes need to be made with limited notice. The University also adheres to directives from the Governor regarding the closure of state agencies, the release of employees from work, and restrictions on road travel due to weather conditions.

For the most definitive and up-to-date information on the University’s operating status, please visit the UConnALERT page: UConn Alert | Get Alerts

UConn community members at all locations, except UConn Health, may also call the 24-hour emergency closing information number at 860-486-3768 for updates.

While the University notifies media outlets about changes to campus operations, it cannot guarantee the accuracy or timeliness of information reported by news sources.

Decisions to cancel or continue specific services, such as transportation, are made on a case-by-case basis, reflecting current conditions and needs.

The Jorgensen Center for the Performing Arts, UConn Athletics, and units sponsoring activities or events will decide independently whether to continue or cancel events. Please contact these units directly with any questions

Class Cancellations, Delays, or Early Closures:

If the university has announced a delay or cancellation of classes, the delay or cancellation pertains only to in-person classes.  In the case of online or hybrid modality classes, instructors may choose whether to hold the class as scheduled or cancel.  In cases where instructors choose to hold the class, the following conditions must be met:

  • The class must be provided in an online format.
  • The class must be recorded in a manner that allows students to view it later.
  • Students must be given at least 72 hours (starting from when classes are once again held) to view the missed class before any materials from that class are used again in the course.
  • Students must not be penalized for not being present synchronously.

Some additional relevant information and clarifications:

  • For cancellations, any class with meeting times that overlap with the cancellation period is considered fully canceled. For delays, classes beginning prior to the delayed start time are entirely canceled, and for early closures, classes beginning before the closing time are also canceled.  The one exception to this guideline is student clinical placement which will not be fully canceled even when overlapping with the cancellation period.  When a clinical placement day is scheduled, students should expect to report to the clinical site in concert with university open hours (e.g., if the university announces a 10am delayed opening, students with clinical placement work should report to their clinical site at 10am).
  • For canceled in-person classes, instructors have the option of providing asynchronous class materials on any day (including on the day of the cancellation); however, if such materials are being provided in lieu of a canceled class, it is essential that students are given 72 hours to view those materials before they are used again in the class.
  • Assessments or exams cannot be required on days when classes are canceled, even if they can be administered online.
  • In situations where there is inclement weather and the University has not closed, instructors may change the modality of their in-person classes to online at their discretion.
  • If an instructor determines they cannot safely travel to campus, they must notify all students in a timely manner and inform their dean and department head.
  • Instructors are expected to respect students’ decisions not to travel to campus or to leave early if needed to ensure their own safety. Options for making up missed work should be offered to these students.

These guidelines aim to ensure fairness and equity for all students. Some students may face unique challenges during an emergency event, such as the need to provide dependent care, lack of Wi-Fi access due to power outages, or limited smartphone access. Please consider these circumstances when University closures are warranted.

More general information regarding the university closing policy can be found at https://policy.uconn.edu/2011/10/27/emergency-closing-policy-2010-2011/ and at https://hr.uconn.edu/applying-emergency-closing-policy/.

Who Reports to Campus:

Emergency and essential staff are required to remain at or report to in-person work as directed.

Employees who choose not to come to campus or who decide to leave early due to travel safety concerns may use vacation days, personal time, or other accrued time without prior approval but must notify their supervisors accordingly. With supervisor approval, remote work may also be an option.

Employees who typically work on-site but are advised by UConn not to report to campus due to weather or other operational changes are expected to work from home, unless they have a supervisor-approved flexible schedule or choose to use accrued time (e.g., vacation or personal time).

All employees working remotely are expected to remain accessible and responsive to supervisors during work hours via email and telephone. Supervisors may require that assigned work suitable for remote completion be finished on time.

Supervisors may also make reasonable adjustments to ensure the continuity of University operations, such as holding meetings by teleconference or virtually, with the expectation that employees who would normally be present participate. Supervisors are encouraged to be mindful of challenges that storms may present, including potential power or internet outages affecting employees.

For further clarification of these expectations, please refer to UConn’s Emergency Closing Policy and the guidance available on the Human Resources site. Applying the University’s Emergency Closing Policy | Human Resources (uconn.edu)

Once again, we emphasize the critical importance of safety. Faculty, staff, and students are encouraged to carefully assess their individual circumstances, exercise sound judgment, and prioritize their safety when making decisions during inclement weather and emergency situations at UConn Storrs and regional campuses.

 

Common Questions:

  1. Can an instructor give an extra assignment when a class is canceled?

Yes, as long as the assignment can be completed in the student’s own time and only counts toward participation or engagement. Assigning any additional work as a new assessment that would factor into the final grade—if it was not outlined in the syllabus—is generally not permitted.

  1. I teach multiple synchronous sections across different campuses, typically meeting in classrooms, but also allowing students to join remotely. Can I hold these classes remotely if the campus is closed and accommodate students with recorded sessions or individual make-up work?

Yes, provided that the four conditions from the policy noted above are met.

  1. I teach an in-person class. Is it acceptable for me to record a lecture on a canceled class day and assign it for students to watch before our next meeting?

Possibly.  This depends on when the next class meeting is scheduled and whether understanding the material in the next class is dependent on having watched the prior (recorded) class.  Students must be given at least 72 hours (from university reopening) to watch any missed materials before that material is needed for the course (this could be for a subsequent lecture, assessment, etc.)

  1. I teach lab/studio classes that are scheduled for three hours. Should this class be fully canceled, or can it begin late once the regular schedule resumes? Alternatively, is it acceptable to end the class early if the institution announces an early closure?

The class should be fully canceled. Classes scheduled to overlap with any part of the cancellation period are considered canceled. For delays, classes starting before the delay period are canceled, and for early closures, classes beginning before the closure time are also canceled.

  1. If I teach an online class, and classes are canceled, am I obligated to still teach the class and meet the four conditions noted in the policy.

No. Choosing to teach a class in an online format (regardless of the original modality) during a university closure is solely at the discretion of the instructor.