{"id":699492,"date":"2026-04-14T09:01:49","date_gmt":"2026-04-14T13:01:49","guid":{"rendered":"https:\/\/www.rochester.edu\/newscenter\/?p=699492"},"modified":"2026-04-13T08:21:27","modified_gmt":"2026-04-13T12:21:27","slug":"leadership-conversation-with-reitumetse-mabokela-699492","status":"publish","type":"post","link":"https:\/\/www.rochester.edu\/newscenter\/leadership-conversation-with-reitumetse-mabokela-699492\/","title":{"rendered":"Leadership Conversation with Reitumetse Mabokela"},"content":{"rendered":"

The vice provost shares how a rapidly shifting landscape affects URochester\u2019s global strategy.<\/h2>\n
\"Portrait
Reitumetse Mabokela (provided photo)<\/figcaption><\/figure>\n

At this time last year, University of Rochester<\/a> President Sarah Mangelsdorf issued a message to the University community<\/a> in response to federal actions affecting its international students and scholars. In her message, she shared that nine URochester students and recent graduates had their records terminated in the Student and Exchange Visitor Information System by the Department of Homeland Security, which meant they no longer had valid legal status in the United States. Fortunately, all were reinstated.<\/p>\n

Throughout 2025, a cluster of executive actions made it more difficult for international students to enter, stay, and feel secure at universities across the US. An Inside Higher Ed <\/em>article<\/a> notes that although students still want to study in the US, the chaos of 2025 has made them less confident about pursuing it\u20142026 saw a 17 percent decrease in international student enrollment across the nation. As the path to American universities has become more unpredictable, a combination of forces is not only complicating the landscape but also redefining \u201cglobal higher education.\u201d<\/p>\n

Since October 2025, Reitumetse \u201cReitu\u201d Mabokela<\/a>, the vice provost for global engagement, has led the University in rethinking how it attracts talent, establishes partnerships, and delivers education and scholarship. In a Leadership Conversation<\/a>, she discussed her charge: help the URochester remain competitive, connected, and forward-looking in a rapidly shifting global higher education landscape.<\/p>\n

Here are five takeaways.<\/p>\n

Four global trends are influencing URochester\u2019s global strategy.<\/h3>\n

After covering some fundamentals about the Office for Global Engagement<\/a> Mabokela dove into the forces acting upon universities across the country. (For background on the office, check out the conversation with interim predecessor Ravi Shankar<\/a>.)<\/p>\n

The first is a demographic shift. Referencing a United Nations report on world population<\/a>, she shared that the UN estimates that, in the next two to three decades, the majority of the world\u2019s projected population growth will occur in the southern hemisphere. By 2050, nine countries will account for more than 50 percent of global population growth and five of them are in Africa. Mabokela thinks it would behoove the University to reexamine how it\u2019s engaging with parts of the world where there\u2019s growing demand for what URochester offers.<\/p>\n

Geopolitical volatility is another force that has manifested in several ways. Mabokela is focused on how the multitude of conflicts challenges URochester\u2019s ability to attract the most talented faculty, students, and staff. That\u2019s problematic because of the third trend: increasing global competition. Institutions around the world are making significant investments in their own higher education systems. And it\u2019s working. Mabokela pointed to China as an example of a country that has positioned itself to send fewer students abroad and compete more successfully for international students who would have typically chosen to study in the US.<\/p>\n

\u201cMaintaining global appeal really requires strategic program alignment as well as targeted outreach beyond the countries where we have historically drawn students.\u201d<\/p><\/blockquote>\n

The final trend is the rise of generative AI, which is changing the most fundamental aspects of how URochester conducts the business of higher education, including teaching, learning, and research.<\/p>\n

Hybrid and virtual programs will provide global access.<\/strong><\/h3>\n

Transnational education\u2014where learners are not located in the same countries as the programs in which they\u2019re enrolled\u2014isn\u2019t new. But global trends have people such as Forbes <\/em>writer Maja Zelihic asking, \u201cCan universities go global from home?\u201d<\/a> Mabokela didn\u2019t specifically advocate for this, but she did suggest that we continue to make use of what we learned from COVID-19.<\/p>\n

The pandemic forced the University to utilize virtual spaces like never before, creating new norms for hybrid and online programs. This is where Mabokela sees potential for URochester to enhance and extend its global reach. She also sees room for growth in education abroad<\/a>.<\/p>\n

\u201cWe know that there\u2019<\/strong>s a certain percentage of our students who will simply not be able to get on a plane and go far away, for any number of reasons. It is still our institutional responsibility to provide opportunities that ensure our students are globally prepared.\u201d<\/p><\/blockquote>\n

With education abroad numbers not where Mabokela would like them to be, she\u2019s looking to course correct through the classroom. By integrating global education into the curriculum through flexible delivery options, including virtual programs, more students could enjoy a global experience\u2014which is an objective of URochester\u2019s education goal for Boundless Possibility<\/em><\/a>, the 2030 strategic plan.<\/p>\n

Global engagement isn\u2019t a bonus; it\u2019s essential to solving real-world problems.<\/strong><\/h3>\n

Amidst the geopolitical turmoil, some might wonder why higher education institutions are still putting effort into enrolling international students or sending students abroad. And the answer is that some are not, but instead are choosing to dial back their global engagement activities due to visa issues and political pressure. Others, such as URochester, are doubling down because it\u2019s mission-critical.<\/p>\n

\u201cWhen one looks at the nature of global issues that we\u2019<\/strong>re dealing with, many of them transcend geopolitical boundaries. It is imperative that we have that global fertilization of ideas and engage and collaborate with each other to address global challenges.\u201d<\/p><\/blockquote>\n

Again, COVID-19 served as an example for Mabokela. Could humanity have overcome the pandemic without the partnerships and collaboration around vaccine development and distribution? It seems borderline impossible. Mabokela took that idea further, saying that finding meaningful solutions to society\u2019s greatest problems isn\u2019t feasible when working in silos.<\/p>\n

But global engagement isn\u2019t just about research, innovation, and pandemic-readiness. Mabokela touched on its value at the human level. When people spend time in foreign environments with people from different cultures who hold different views, they gain a unique education and level of understanding that is more important than ever.<\/p>\n

Partnerships should prioritize depth over volume.<\/strong><\/h3>\n

Talent and excellence can be found in universities around the world. So, when Mabokela thinks about how URochester approaches a partnership with University X in Country Y, it starts with mutual benefit and respect for the collaborating partners.<\/p>\n

So, what are the areas of strength URochester is bringing to the table that complement an area or areas of strength at the prospective institution?<\/p>\n

If the University receives a partnership proposal, Mabokela wants clear terms. What are the priorities? What are the goals? The partnership also needs to be strategically aligned with URochester\u2019s mission and the objectives of its strategic plan.<\/p>\n

\u201cOne of the things that would benefit us is to really think about fewer but more impactful relationships.\u201d<\/p><\/blockquote>\n

For URochester to develop sustainable relationships, it must accept that it can\u2019t be everything to everyone. It must be clear about who it is and what it excels at. Mabokela expressed that she\u2019s thinking beyond higher education, including partners in the private and government sectors.<\/p>\n

The status quo needs to go.<\/strong><\/h3>\n

Fast forward to October 2030. Mabokela will be celebrating five years with URochester (and the University will be marking the completion of Boundless Possibility<\/em>).<\/em> What does she hope to have achieved at that point in her tenure?<\/p>\n

In short, transformative change.<\/p>\n

\u201cBusiness as usual is no longer viable.\u201d<\/p><\/blockquote>\n

Mabokela identified five prospective markers of success for her office.<\/p>\n

    \n
  1. They will have stabilized and expanded URochester\u2019s international enrollment, especially in regions of the world where the University hasn\u2019t historically been well-represented.<\/li>\n
  2. They will have developed multifaceted, mutually beneficial partnerships with a variety of stakeholders.<\/li>\n
  3. They will have seamlessly integrated the education abroad and global education initiatives into the URochester curriculum.<\/li>\n
  4. They will have helped elevate the University\u2019s reputation.<\/li>\n
  5. They will have enhanced graduate student enrollment through innovative 3+2 and 4+1 programs.<\/li>\n<\/ol>\n

    Mabokela noted that if she only achieved that last marker, she would feel like she made a meaningful contribution to the University. The key is change. \u201cWe\u2019re simply not going to be successful doing what we\u2019ve been doing for the last 20, 30 years,\u201d she says. \u201cOur history has served us well, but we have to be forward-looking.\u201d<\/p>\n","protected":false},"excerpt":{"rendered":"

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