As Healthcare Week comes to a close, UConn Health wrapped up its series of surprise celebrations with WFSB’s Great Day CT by recognizing the dedicated teams in the OB/GYN department. While UConn Health celebrates its healthcare heroes every day, the final surprise segment featured special treats from Dunkin’ and heartfelt appreciation from leadership, including Anne Horbatuck, Chief Operating Officer of UConn Medical Group, and Lakeesha Brown, Chief Human Resource Officer, who thanked staff for their compassion, commitment, and exceptional care.

Check out the clips below.

Great Day at 9a

Great Day at 9a

Great Day CT

This week is particularly special for two reasons. First is that it is “Healthcare Week,” which runs from May 10-16. This is a time where we at UConn Health thank and recognize all healthcare workers — clinical and nonclinical. The second reason is that this week is the 10th anniversary of the opening of the University Tower, our teaching hospital, which opened on May 13, 2016. It’s amazing how time flies! Watch this brief video that shows how much the hospital has accomplished since its opening:

These last 10 years tell a story of remarkable growth, not only in patient volumes, but also in quality, patient safety, and our reputation as a premiere healthcare provider for the region. Those who go back far enough know, UConn Health had a vision for what this wonderful academic medical center could become. Thankfully the state had faith in us and made a bold investment then, and has done so again today, as UConn John Dempsey Hospital has also emerged as a tertiary hospital for the UConn Health Community Network of hospitals that will greatly expand access to high-quality, high-value care well beyond our footprint here in Farmington.

I invite you to read more about this milestone on UConn Today.

Right in the middle of Healthcare Week was “Proud to Be UConn Health” Day, which included rounding by my leadership team and me. Leaders visited several departments and had a chance to spend a few minutes with our busy employees to offer them a snack and a drink and thank them for their work. I, along with CNO and hospital COO Caryl Ryan and CFO Jeff Geoghegan, had the privilege of bringing a cart of snacks to the staff at the Sterile Processing Department, also known as Central Sterile. My special thanks to Ellen Benson, who oversees this area, as well as Derrick Weir (distribution aide), Erin Nosal (instrument room specialist), Meenawatty Torres (supervisor), Daryl Walker (travel tech), Lorenzo Matos (instrument room specialist), Grazyna Kus (housekeeping), and the whole Central Sterile team.

I was also happy that the Central Sterile team now has a newly renovated workspace and new equipment.

We also took our cart to visit Nurse Staffing/Payroll on UT2 and met with the amazing staff members, including Rose Jawor (bed flow) and Patrycja Jacewicz and Rebecca Beaudoin (nursing supervisors).

As part of Proud to Be UConn Health Day, our Office of Professional Well-Being and Engagement created an interactive forum where you can share a photo and a message to show what you’re grateful for and what makes you proud. Our Wall of Gratitude, which is up year-round, is also active. I invite you to visit both, see the inspiring contributions, and add your own.

I’d like to thank Alexis Crean and her team in our Office of Professional Well-Being and Engagement for organizing Proud to Be UConn Health Day and making it happen, as well as those who partnered with them to make is a success, including Alex Schwarz and the Courier Services team; George Moses, Peter Irrek, Vinny Palmeri, and Mike Vinci from Custodial Services; Amy Chmielewski, Taylor Parker, Sandra Paprzyca, and Izabela Maternowski from UMG; and our marketing and communications teams.

Also Wednesday I had the opportunity to thank the Pharmacy team for their impressive work, along with WFSB, who brought donuts and coffee to celebrate Healthcare Week. My sincere thanks to AVP and Chief Pharmacy Officer Kevin Chamberlain and his whole pharmacy team for all they do to help patients and our team.

You can find all the segments on UConn Today and on the Hub.

The recurring theme for me on these visits is that we have world-class employees who work behind the scenes to make UConn Health everything it has come to represent for the people of Connecticut, whether that’s in education, research or patient care. Thank you.

Staying on the theme of UConn Health accomplishments, this week I presented some at our Clinical Affairs Subcommittee meeting:

The three most recent that I mentioned in my presentation are the first three on the top row, namely (1) the recent 11th consecutive Leapfrog Hospital Safety A rating, (2) the only hospital in Connecticut to receive Healthgrades’ Outstanding Patient Experience Excellence award (more on this later), and (3) Best Maternity Hospital from Newsweek. These and the other awards listed are a direct result of your work.

Additionally, we are celebrating 60 UConn Health physicians who were recognized on the 2026 “Top Doctors” list published in the May edition of Connecticut Magazine in partnership with Castle Connolly. This recognition underscores the extraordinary talent, commitment, and compassion our physicians demonstrate each day. Together, they deliver outstanding patient care, drive innovation in research, and educate the next generation of healthcare professionals.

Thank you!

I also updated the Clinical Affairs Subcommittee on our hospital operations. I won’t go into all the details here but one example is our hospital discharges:

This graph shows that March year-to-date the hospital discharges are 3.3% greater than budget and 9.4% greater than last year.

Another operational area I highlighted is the main OR (operating rooms):

This graph shows that March YTD surgeries are about on budget but 6% higher than last year.

Switching gears, this week I also attended a press conference at Storrs where the governor and legislators announced $35 million in funding to help UConn/UConn Health weather the federal research funding cuts. In addition of course to thanking Governor Lamont and the legislature, I want to thank Dr. Margaret Callahan, chief of the Division of Hematology and Oncology, and Dr. Neena Qasba, OB-GYN Division director of family planning, for speaking so eloquently and passionately at the event about the importance of research.

Yet another reason to celebrate this week, we graduated our 55^th medical, dental, and graduate school classes. Congratulations to the 105 new physicians, 52 new dentists, and 106 scientists and public health experts who are now poised to join the workforce, either immediately or after additional training. As you likely know, UConn Health is Connecticut’s No. 1 producer of physicians, dentists, and scientists. Our academic mission is instrumental in meeting the health care demands of our state and beyond, and is a particular point of pride for us.

I invite you to read more about Monday’s commencement and this year’s graduating classes on UConn Today.

I mentioned earlier, we just announced this week that UConn John Dempsey Hospital has won the Healthgrades Outstanding Patient Experience Award for the fourth year in a row. This distinction puts us among the top 15% of hospitals nationwide for patient experience based on objective patient survey data, and ours is the only hospital in Connecticut so honored this year. It’s an amazing honor and a testament to the kindness, competence, passion, and patient focus of our employees. As this award demonstrates, our employees’ commitment to treating every patient as they would want to be treated sets UConn Health apart.

Which brings me to a patient letter that illustrates those values, calling out two of our nurses, Dathan MacDonald and Mykela Grabacik, to praise them (edited for length and privacy):

I feel that when someone wants to recognize extraordinary service by an employee, starting at the top is the right thing to do.

I have intense anxiety around medical appointments, procedures, interactions and the lack of control that often accompanies those visits. It’s something I work on consistently, but often causes the physicians and nurses extra headache, work and communication when dealing with me…

My pre-op nurse was Dathan. He was immediately warm, professional and concerned. He gave me step by step, understandable and detailed instructions and information from the very beginning all the way until I was wheeled out to the OR. I didn’t even necessarily have to tell him that I needed that level of care and concern to feel comfortable and confident in what was happening – he just automatically provided it. What a gift to have and to share with patients. He made what would have otherwise been an incredibly stressful time, feel calm and relaxed for me. I absolutely can’t thank him enough for that and want very much for UConn to understand and recognize the value of his service to your organization and to your patients.

In addition, I would like to also recognize another exemplary nurse who has been absolutely integral to my care. When discharged from the hospital, I was feeling very unwell, depressed and hopeless for a variety of reasons… What is important, is that the person who came to my “rescue” was nurse Mykela Garbacik in Urogynecology. She reacted to a question that I sent on MyChart with compassion, empathy and urged me to come in to see her to receive instruction and support. And since that time, she has repeatedly been the most valuable medical professional in my recovery – always with an unbelievable amount of patience, guidance and gentle persuasion to have hope and stay positive (in addition to providing the medical/professional care needed)… She is an incredible, empathetic and knowledgeable nurse who explained everything to me in detail and with compassion. I absolutely don’t know what I would have done without her.

Both of these individuals could have just done their jobs and moved on to the next patient with a job well done, but instead showed extra care, kindness and attention to a patient who desperately needed it in the moment. I doubt that I have even expressed adequately how much that meant to me. I hope that their hard work and dedication is recognized and appreciated within your organization. I will forever be grateful to them both and hold UConn in a higher regard as a result of my interactions with them.

How gratifying it is to read letters like this — the care this patient experienced was so compassionate that it compelled her to take the time to write a lengthy account of how it made a difference for her.

All this brings us back to these week’s theme of celebrating. Patient letters like this surely make us proud, as do the 263 graduates from our schools, and the faculty and staff who mentored and supported them, and of course all our providers and clinical and support staff who make our outstanding patient care possible every day, as well as our brilliant researchers on the forefront of the future of medicine and the students, postdocs, and staff supporting them.

It’s why I say this every week:

Thank you for all you do.

Andrew C. Agwunobi, MD, MBA
Chief Executive Officer
EVP for Health Affairs
UConn Health

Dear Dr. Andy

Can we take away the feature of patient self check in? We have patients arrive themselves and not be in the office. Or they will come in and just sit down when we have paperwork and other things that we need to collect from them.

Thank you for the question, which I’ve shared with leaders in our outpatient practices and IT. There are benefits to allowing patients to perform self-arrival, though we recognize there are times when patients may do it before they are physically present.

The Epic team has been looking at future functionality that will help eliminate this from occurring, and has implemented the following changes:

1. We have shortened the window for self-check-in, so it’s now allowed only within 10 minutes before the appointment time.
2. We have updated the self-arrival text message to offer clearer instructions. it now reads, “Reply 1 only if you’re at the reception area for your visit.”

As for clinics that find that information is missing, such as forms or questionnaires that should be part of the self-check-in, they should report what is needed to IT for troubleshooting.

I appreciate the feedback, which in this case led to a change to try to improve the check-in process while maintaining efficiency and patient convenience.

There is a single “O” in the courtyard. It’s been there for at least as long as I have and is covered in moss/mold. Are there plans to clean it up and possibly spell out UConn Health or maybe remove it and put some other installation there? It does detract from the courtyard that is otherwise beautifully landscaped.

Good question – I’ve shared it with our buildings and grounds leader and our art curator. We haven’t been able to locate historic records related to the origin of the “O.” We believe it goes back to the 70s and was not part of a larger plan to spell out “UConn” in the courtyard.

I appreciate your concern about the aesthetics of our campus, and I thank you for raising this, which, I’m happy to say, resulted in our grounds crew recently power washing the sculpture.

Have something you want to ask Dr. Andy? Submit your question on The Hub.

Hub Highlights

It’s 10 years now since we opened the University Tower!

Connecticut Magazine is out with its 2026 Top Docs — who made this year’s list?

Our noninvasive vascular lab earns accreditation for extracranial cerebrovascular testing.

Plus, a patient shares her experience with the DigniCap scalp cooling system.

Gov. Ned Lamont, Lt. Gov. Susan Bysiewicz, and legislative leaders held a press conference in the Science 1 building in Storrs. They announced the funding, which is designated for research affected by federal cuts. It will support $21 million at UConn and $14 million at UConn Health.

In making the announcement, Lamont said Connecticut makes advanced technology areas like bioscience, submarines, and helicopters, and now is working to advance the state’s AI and quantum computing.

“These are places where Connecticut has a real competitive advantage and we can’t do that without each and every one of you,” Lamont said, addressing dozens of UConn faculty members in attendance. “When I am talking about UConn, I’m talking about UConn the university and I’m talking about UConn Health as the center of our life sciences and innovations well, and making a difference as the world gets more complicated.”

UConn President Radenka Maric praised the investment the state was making in UConn research, especially at a critical time.

“Today’s announcement shows that the state of Connecticut is committed to enabling discovery, supporting economic resilience, retaining talent, and strengthening our state’s competitiveness in the 21st-century innovation economy,” said Maric. “We are tremendously grateful to Governor Lamont and to the General Assembly for their foresight and leadership on this critical issue. They demonstrate that Connecticut’s commitment to science and learning is not only theoretical, but back up with real investment.”

Since January 2025, federal research funding has become highly volatile. UConn and UConn Health lost approximately $41 million from terminated or non-renewed grants and $54 million in fewer new awards from fiscal year 2024 to 2025. Many fundable proposals remain stalled at the National Science Foundation, National Institutes for Health and other agencies.

Lindsay DiStefano, UConn’s interim vice president for research, innovation, and entrepreneurship, says that the stalled proposals jeopardize dozens of programs, payrolls, and teams that support more than 2,600 faculty, staff, trainees, and students. Meanwhile, many agencies have changed award structures resulting in fewer awards being made and increased the number of requirements that the recipients must support.

These cuts, delays, and changes have forced difficult choices for UConn and other nationwide research universities, with real and immediate impacts. University leaders believe that the state’s investment is essential to bridging federal disruptions and preserve ongoing projects, generating preliminary data to leverage future federal and private support, aligning research with Connecticut’s strategic priorities, and recruitment and retainment of top research talent.

At the press conference, DiStefano said the State has helped “ignite a spark that has brightened some of our darkest days.”

“While the investment goes directly to UConn and UConn Health, it really goes beyond our campuses as an investment to every citizen in Connecticut,” said DiStefano. “As the state’s flagship public research-intensive university, our partnership and collaboration are vital for ensuring that Connecticut continues to grow and be responsive to our communities’ needs.”

Researchers Share Experiences

In her remarks, Maric emphasized UConn’s critical research in areas that directly benefit Connecticut’s economy, both in traditional strengths and fields vital to the future. She highlighted that the research enterprise spans a diverse range of fields, including biomedical and pharmaceutical science, quantum technology, cybersecurity, and healthcare.

Researchers from some of those fields told their experiences and how the funding cuts would impact lifesaving and lifechanging breakthroughs.

Molecular and cell biology Professor Nathan Alder directs a lab that focuses on cures for aging-related diseases, employing graduate trainees who are leveraging their experiences into successful careers. He said that by funding research, the state acknowledges the real-world impacts like his and many more.

“These are not just mission-critical research programs for the University, bit in a very real and direct way, represent ways that we can positively impact the lives of the citizens of Connecticut,” Alder said.

Dr. Neena Qasba, an associate professor of OBGYN and the vice president of the UConn Health chapter of the American Associations of University Professors, stated her appreciation for support, especially in fields where there have been widescale cuts. That includes reproductive health, racial disparities, and vaccine safety.

“These areas of research impact the daily lives of our patients, our friends, our neighbors, our families, and even ourselves,” Qasba said.

Dr. Maggie Callahan, UConn School of Medicine professor and chief of the Division of Hematology and Oncology, shared that clinical treatment must continue to improve with the needs of patients. The state’s investment will lead to new opportunities for care and bring the best options for cancer care closer to the Connecticut patients who need them now.

“Speaking about UConn Health, I can say from the bottom of my heart that we are dedicated to providing our patients with care that is second to none reflecting the best care that is available today,” Callahan said. “But, in oncology and so many other areas of medicine, the status quo of today’s medicine isn’t enough.”

Nathan Fuerst, UConn’s vice president for student life and enrollment, announced Dinovelli’s appointment this week. He begins at UConn on Friday, June 26.

Dinovelli brings more than two decades of progressive leadership experience in higher education enrollment management, student success strategy, admissions operations, and institutional planning, Fuerst says.

“Throughout his career, he has demonstrated a strong commitment to expanding student opportunity, advancing data-informed decision-making, and building collaborative partnerships that support institutional excellence and student achievement,” Fuest says.

Dinovelli currently serves as associate vice chancellor for enrollment management at Rutgers University – New Brunswick, where he provides executive leadership for undergraduate admissions, graduate admissions, and enrollment analytics. In partnership with university leadership, he has helped develop and implement comprehensive enrollment strategies aligned with institutional priorities and long-term sustainability goals.

At Rutgers, Dinovelli led enrollment strategies that resulted in five consecutive years of record-setting incoming undergraduate classes and the institution’s highest average ACT and SAT profiles, while maintaining a strong commitment to access and affordability for Pell-eligible students.

He also established Rutgers’ Student Success Innovation Hub, a cross-functional initiative that brought together partners from academics, student affairs, enrollment management, institutional research, and campus operations to develop data-informed strategies focused on student success and social mobility. The initiative incorporated predictive modeling and ROI analysis to evaluate potential impact before advancing recommendations to university leadership for implementation.

In addition, Dinovelli oversaw the creation of Rutgers’ inaugural centralized Office of Graduate Admissions, bringing together recruitment, marketing, and operational functions across more than 100 graduate programs and seven schools.

“Throughout his career, Marco has demonstrated a passion for student-centered leadership, strategic innovation, and institutional collaboration,” Fuerst says.

“His experience spans undergraduate, graduate, domestic, and international enrollment, as well as student affairs, retention, analytics, and organizational development,” Fuest adds. “Colleagues consistently recognize his ability to build strong partnerships across divisions and bring together stakeholders from across the university in support of shared institutional goals.”

As associate vice president for enrollment, Dinovelli will play a pivotal role in advancing the UConn’s Strategic Plan, Envisioning 2034, the Strategic Enrollment Management (SEM) Plan, and the President’s Operational Priorities by leading enrollment-related functions that directly support holistic student success, institutional competitiveness, and long-term financial sustainability.

In this role, he will provide strategic leadership for enrollment strategy, admissions, and financial aid operations while serving as a principal advisor on enrollment-related policy, strategy, and institutional risk.

Dinovelli will oversee Undergraduate Admissions, Student Financial Aid Services, New Student Programs, One Stop Student Services & One Card Office, and the Student Communications team.

“Through this portfolio, he will help shape and strengthen the student experience across the entire student life cycle, from the moment a prospective student first engages with UConn, through recruitment, onboarding, student support services, graduation, and beyond,” Fuerst says.

In partnership with colleagues across academic affairs, student life, finance, institutional research, regional campuses, and other university units, Dinovelli will help advance an integrated and collaborative approach to enrollment and student success. His leadership will support efforts to strengthen enrollment outcomes, improve the student experience, increase retention and graduation rates, and ensure students are positioned for success both during and after their time at UConn.

Dinovelli says he is particularly excited to focus on initiatives that improve student success outcomes, especially efforts aimed at increasing graduation rates and reducing student debt. He is deeply committed to ensuring students not only access higher education opportunities, but also thrive throughout their academic journey and graduate prepared for long-term success.

“We look forward to the leadership, vision, collaborative approach, and student-centered perspective he will bring to our university community,” Fuerst says.

On April 30, the inaugural cohort of grant recipients were recognized and celebrated.   

The following four students were awarded a grant of up to $500 to support projects that address pressing social issues: 

Bryce Turner ’26 (CLAS) examined the impact of Windham Hospital’s closure of its Labor & Delivery unit on maternal healthcare access and community trust in Willimantic. 

Charli Hughes ’28 (ENGR & CLAS) worked with Covenant Soup Kitchen to address transportation insecurity among unhoused and housing-insecure residents of the greater Willimantic area. 

Nayatie Gabriel ’28 addressed environmental racism by establishing and maintaining green spaces. 

Sam Arevalo-Hoefer ’26 (CLAS) examined how changing statewide and federal policies shape the lives of Latin American immigrants in Connecticut. 

Beginning in 1969, Krimerman, alongside students from his course on social and political philosophy, established an alternative learning initiative known as the Inner College. 

What began as a one-year experiment later received support from a National Endowment for the Humanities grant, sustaining the program through 1973 before it evolved into the Center for Educational Innovation and contributed to the creation of an individualized major option. The Inner College placed primary responsibility for learning in students’ hands, with faculty serving as advisors on projects aligned with students’ interests. Participants engaged in independent studies, field experiences, and integrative workshops, which formed the core of the program’s educational approach.

Alumni of the Inner College, including John Nero ’70 (CLAS) and John Long ’72 (CLAS), later came together to honor Krimerman’s legacy by establishing the grant program. 

Long said that countless Inner College alumni carried their commitment to community engagement into careers in public service. This shared dedication inspired them to create a funding opportunity that both honors Krimerman and empowers current students to design and implement projects that make a meaningful difference. 

“[Professor Krimerman] believed deeply in community-engaged learning, and students taking an active role in their education,” Long said. “He wanted students to get out there in the community and learn by doing, to create positive social change.”  

Reflecting on the significance of the April 30 celebration, Long added, “I think it helps ensure that Len won’t be forgotten, and he’s able to make a change even when he is no longer with us.” 

Christopher Ciarcia, associate director of the Office of Outreach and Engagement, supports faculty, staff, and students in their community engagement efforts. During the event, he introduced each grant awardee as they presented their work and shared findings with attendees. 

Ciarcia also emphasized the importance of sustaining and expanding the program. 

“We’re at a moment right now where we do need to get more donations. We’re hoping that people will see the great work that these students did through this grant, and that we’re able to increase the number of students who are recipients of the grant next year as well.” 

He highlighted the mutual benefits of the program, adding, “It’s a win-win. It’s a win for our students and a win for the community partners who work with them to make a direct impact by addressing community-identified needs and desires.” 

Donations to support the Krimerman Community Service Grants can be made through the UConn Foundation. 

One of the grant recipients, Bryce Turner, focused on women’s healthcare access and the impact on local residents amid reduced services. 

“Maternity care is essential healthcare. There’s no situation in which this is not going to be a pressing issue,” said Turner. 

The grant enabled Turner to recruit research assistants and deepen his analysis, identifying key themes across seven interviews conducted with community activists and medical professionals.  

He noted that one of his goals with his research is to raise awareness for the maternity care crisis. 

“I’m hopeful that my project and the other projects that have been highlighted by this grant program will kick off that body of knowledge and help future scholars be able to conduct effective research,” Turner said. “I’m hopeful that by that, future cohorts will be able to look back on our work and build on what we did to continue Dr. Krimerman’s legacy.” 

The Krimerman Community Engagement Grants were established by UConn alumni from the Inner College, in partnership with the Office of Outreach and Engagement, to carry forward Professor Krimerman’s deep dedication to experiential learning and civic involvement. 

While guide dogs provide tremendous benefits, the current training program faces serious inefficiencies, since a large percentage never actually assist an owner. Only 60% of dogs evaluated for assistance work graduate from their training programs. This means a loss of more than $12,000 per dog unable to complete training. A dog that has completed the program costs up to $50,000, and people can wait years for a trained animal.

Most dogs that fail to complete guide dog training do so because of behavioral issues. This led Breno Fragomeni, associate professor of animal science in the College of Agriculture, Health and Natural Resources (CAHNR), to conduct an analysis of dogs’ genetics to see if there was a way to better predict which animals would be successful guide dogs.

“If we can tell before they are trained if they [will be successful], that saves a lot of time and a lot of money, and it will also increase the number of guide dogs out there to help people,” Fragomeni says.

This work was published in Genetics Selection Evolution.

Fragomeni looked at 17 traits taken from the International Working Dog Registry’s (IWDR) Behavior Checklist. Trainers working for organizations around the world use this checklist to quantify dogs’ fitness to work as guide dogs.

Fragomeni focused on the traits that are most associated with failure to graduate including jumping on people, biting, and reactivity to strangers or loud noises.

Fragomeni had access to IWDR’s pedigree information, which includes at least three generations, as well as complete genomic sequences for 1,100 Labrador retrievers, the most common breed of guide dog.

Using equations, he correlated this genetic information with the dogs’ performance according to their Behavior Checklist evaluations.

“If I have one dog with many puppies, and I look at the performance of those puppies, that performance would be a good indicator of the genetics of the father,” Fragomeni says.

With genomic data, Fragomeni was able to not only tell if certain parental genetics gave rise to puppies that were more likely to become guide dogs, but if individual animals are more likely to be successful. Fragomeni found that genomic data was a better predictor of a dog’s success for at least 11 of the 17 traits he studied when compared to traditional evaluations.

“If I have genomic data, I don’t need to wait for animals to have progeny to tell if they are going to be good [guide dogs],” Fragomeni says. “Just using genomic data, I can predict how well all those animals will perform.”

This information can inform “breeding values,” numbers IWDR assigns to give breeders a sense of the likelihood that a given dog’s offspring can be successfully trained as guide dogs.

“If we keep selecting them, we’re going to improve that population consistently over time,” Fragomeni says.

One major limitation of this study was the lack of animals with complete genomic data available. While people, including Fragomeni, have been using genomic information to help selectively breed livestock for decades, this was one of the first attempts to use it for guide dogs.

“The paper is very important for that reason, because now we have a working example in that specific population,” Fragomeni says. “It shows the potential of those tools, and we expect those numbers to increase much, much faster.”

While this study was confined to Labrador retrievers, Fragomeni says he plans to expand the work to other common guide dog breeds including German shepherds and golden retrievers. He is also working on a paper evaluating how selecting for one trait, like fear of strangers, could impact others, like harness sensitivity.

Fragomeni is also interested in using this work to predict common health issues within a breed. This could have applications beyond service animals.

“Eventually we want to come up with a way that people can genotype their pets and learn if they’re at a higher or lower risk of developing cancer,” Fragomeni says. “That will change how you treat them throughout their life and if you allow them to breed or not.”

This work relates to CAHNR’s Strategic Vision area focused on Enhancing Health and Well-Being Locally, Nationally, and Globally.

Follow UConn CAHNR on social media

Today we stopped by the Short Stay Unit on CT 7 with WFSB to surprise the team for UConn Health Healthcare Hero week and bring some treats and giveways from Dunkin’ as a small token of our appreciation for all they do every day.

Check out the clips below… and stay tuned to see where we end up for our final day tomorrow.

The Doctors Academy is part of the highly successful Health Career Opportunity Programs (HCOP) founded over two decades ago by physician-scientist Dr. Marja Hurley, where middle school and high school students of all backgrounds and socio-economic levels receive in-depth education in the health sciences and career path mentorship on Saturdays and in the summer. The Doctors Academy is one of 14 Health Career Opportunity Programs that are part of the Aetna Health Professions Partnership Initiative (HPPI).

The Doctors Academy is supported by Endowments from the Aetna and Drs. John and Valerie Rowe Foundations.

This year’s Academic Year Closing and Annual Recognition Ceremony event had a special, inspiring invited speaker – a brand-new UConn-made doctor in the School of Medicine’s Class of 2026 who is a successful alum on the Doctors Academy.

The newly minted Dr. Lucia Duenas-Bianchi, 30, of Glastonbury just graduated on May 11 from UConn School of Medicine with a dual MD/MPH degree. She participated in HCOP’s Doctors Academy since she was a middle-school student at age 13.

Duenas-Bianchi has had an inspiring journey to fulfill her childhood dreams of becoming a doctor. She was born in Peru and grew up in Connecticut. She went on to earn her Bachelor of Science in Global Public Health with a concentration in Chemistry from New York University, where she graduated Magna Cum Laude. She just completed both her MD at UConn School of Medicine and her Master of Public Health at UConn’s Program in Applied Public Health Sciences, and will be starting her Internal Medicine Residency at UConn Health this summer. Throughout her training, Duenas-Bianchi has been passionate about research, community health, and lifestyle medicine. She is deeply committed to making medicine more accessible to underserved populations and to mentoring the next generation of healthcare professionals.

Duenas-Bianchi is a proud alum and mentor of the Doctors Academy program, which has played a meaningful role in shaping her path toward medicine.

“This program is a big part of how I got to where I am, and being able to come back and speak to all of you means more to me than you know,” Duenas-Bianchi shared on the evening of May 13 with the Connecticut youth graduating from the HCOP programs. “I was born in Peru and came to the United States when I was four years old. My parents and I immigrated to a completely new country: new language, new school system, new everything. Growing up, there was no roadmap for any of this. No one in my family who had navigated the American college process. No one who could sit me down and say here is exactly what you need to do to become a doctor.”

But Duenas-Bianchi heartwarmingly added, “What I did have was a dream I had carried since I was a toddler. I even still have my Fisher Price doctor’s bag. And then I found this program. HCOP came into my life in middle school, and I am not exaggerating when I say it changed everything. It gave me people who explained what college looked like. It gave me the tools to prepare for exams that felt overwhelming. It gave me mentors and role models who looked like me, who came from backgrounds like mine, who had walked this path before me and that meant everything. Because when you can see it, you can start to believe it is possible,” she said.

Duenas-Bianchi during medical school at UConn even volunteered to serve as a mentor for the HCOP program students to support those following in her footsteps.

“And here is something I really want you to hear: the challenges you have faced, whatever they look like for you, are not limitations. The languages you speak, the things your family has navigated, the perspective you carry: medicine needs that. Your future patients need that. Society needs that. Do not let anyone convince you that what you have been through is something to overcome. It is one of the greatest strengths you bring to this field, and to whatever path you choose,” said Duenas-Bianchi stressing to Connecticut’s youth interested in future careers in the health sciences: “You belong here. I am standing in front of you as proof that this path is real and it is yours if you want it.”

She concluded, “In a few weeks, I begin my residency in Internal Medicine right here at UConn Health. And I will always carry this program with me every step of the way. Dr. Hurley, and everyone in the HCOP department, thank you.”

Hurley and her very dedicated HCOP team are very proud of Duenas-Bianchi’s success along with so many others like her, and all of this year’s HCOP graduating students in the Great Explorations, Jumpstart, and Junior and Senior Doctors Academy.

Congratulations to the Class of 2026 graduates and a special thank you to the parents who get the students up on Saturdays to get to the program to help make all this success possible.

Vascular testing can detect serious conditions early enough to make a life-changing difference. Many factors contribute to an accurate diagnosis based on vascular testing, including the training and experience of the technologist performing the procedure, the type of equipment used, and the quality assessment metrics each facility is required to measure. IAC accreditation is widely accepted as an indicator of consistent quality care and a commitment to continuous improvement.

“Our vascular lab’s three‑year IAC accreditation reflects the hard work, skill, and caring spirit of every team member — proof that together we can detect vascular disease, stroke, and aneurysmal disease early and keep our community healthier,” says Dr. Kwame Amankwah, chief of vascular and endovascular surgery and the noninvasive vascular lab’s medical director.

UConn Health has undergone an intensive application and review process and is found to be in compliance with the published standards, demonstrating a commitment to quality patient care in vascular testing.

“Vascular labs and vascular surgeons go together as the vascular lab exams are essential to diagnose vascular disease throughout the body,” says lead vascular sonographer Lonnie Collins. “The noninvasive vascular lab growth has been phenomenal. We also provide same-day exam requests from many of the providers here in the Outpatient Pavilion, which can be a great time-saver for the patient.”

The noninvasive vascular lab is located on the eighth floor of the Outpatient Pavilion, on UConn Health’s lower campus.

“This is yet another reflection of our institution’s commitment to consistent excellent quality care, in this case specifically in the area of extracranial cerebrovascular testing, or the evaluation of vessels outside the skull that provide blood to the brain,” says Dr. Andrew Agwunobi, UConn Health CEO and executive vice president for health affairs.

The IAC accreditation process includes a detailed self-evaluation followed by a thorough review by a panel of medical experts, assessing both the critical operational and technical components of the applicant facility, including representative case studies and their corresponding final reports.

According to the IAC, vascular testing procedures enable early detection of life-threatening heart disorders, stroke and other diseases. Cardiovascular diseases are the No. 1 cause of death in the United States. On average, one American dies every 34 seconds of cardiovascular disease – disorders of the heart and blood vessels. Stroke, a disorder of the blood supply to the brain, is leading cause of death and the leading cause of disability in the country, with nearly 800,000 strokes occurring annually.

Learn more about vascular medicine at UConn Health.

On the third floor of The Lyceum – an historic site that at different times in its past housed a box manufacturing company, a punk rock dance club, and a roller-skating business – there were balloons, and there was music. Drinks and hors d’oeuvres. Smiles and handshakes and hugs passed around.

But the celebration wasn’t really about those things.

The celebration was about Hartford, and about a unique partnership with UConn that has been working for five years to uplift, support, and promote all that Hartford has to offer through creators with a new perspective on the capital city: UConn students.

Since 2021, the three-credit course BUILD Hartford, offered by the Connecticut Center for Entrepreneurship and Innovation, or CCEI, has engaged cohorts of both undergraduate and graduate students working on a real-world opportunity to hone their business storytelling skills by partnering with Hartford’s business, civic, culinary and hospitality, and entrepreneurial ecosystems.

In the last five years, about 100 UConn students have collaborated with more than 30 diverse businesses and entities in Hartford on innovative and creative social and multimedia projects aimed at supporting and promoting development in the city.

“BUILD Hartford is a hands-on UConn course that turns digital storytelling into real support for Hartford’s businesses,” says Rory McGloin, CCEI’s associate director of entrepreneurial communication and research and the course’s instructor. “Students produce videos, social campaigns, and strategic content while working side-by-side with restaurants, shops, and entertainment venues right here in the downtown area.”

Fresh Perspectives

Just below the surface, there’s more to Hartford than its moniker – the Insurance Capital of the World – would suggest.

The city’s metro region is home to six major industries, and the city itself is home to more than 122,000 people – and its population is growing, increasing more than 2% since the 2020 U.S. Census.

Beyond the Hartford metro’s powerhouse industries, like the insurance, aerospace, and health sectors, is a thriving business climate bolstered by a diverse and educated workforce, an innate appreciation for arts and culture, and an ecosystem of innovation and support for start-up and second-stage companies.

But without storytelling, says McGloin, how will people know about it?

“It’s pretty simple – you’ve got to tell a story,” he says. “Because you can read all the advertisements and billboards all over the state. But if you have a good friend and they told you that they got a good cup of coffee across the street, you can get a great slice of pizza down the road, there’s a cool new retail shop on Pratt Street, then you go check it out.”

And that’s where UConn’s student come in, offering fresh perspectives from both traditional and nontraditional students, all with their own diverse backgrounds and life experiences, some from Connecticut – but many not.

Participating students range from fine arts and digital media majors, to communication and business students, to MBA and MFA candidates, but they all work toward the goal of gaining valuable life and career skills and building their own portfolios while contributing research, branding, storytelling, and exposure for Hartford businesses and civic organizations.

“And that’s what this course is about. We set a mission, we talk about our tactics, we learn what a story is, and then the students are in charge of figuring out how to get the job done,” McGloin says. “And they show up, and they present, and they reap the benefits, along with the community and business partners we get a chance to work with.”

A Little Bit of Everything

Karlas Felix ’26 MA didn’t grow up in Connecticut, and she didn’t know a lot about Hartford before coming to the state for college, first her undergraduate studies at Wesleyan and now UConn, where she’s a first-year communication master’s student.

But what drew the New York native to BUILD Hartford was the opportunity it offered to learn while stepping outside of a classroom setting.

“When I heard about the course, I thought it was the perfect opportunity for me to explore making digital content, and to learn about companies, but also to learn what I like to do and develop my voice in the workplace,” she says. “Because I want to make the most of my degree. Not just get in classes, but also get experiences.”

This year, she was part of a BUILD team partnered with Real Art Ways, a multidisciplinary nonprofit arts organization in Hartford that supports contemporary artists, and she got to collaborate not only with her fellow students but also with the marketing professionals within the organization.

“We came up with a storyboard,” Felix says. “We came up with a noun – the noun was art. We wanted to talk about art in Hartford, and we developed a story around how we could do that. How can we show that?”

They built their story through on-site interviews at Real Art Ways, and created a composed six-minute final video that brings the audience inside where art lives – here, in Hartford.

Felix has signed on to take the BUILD course again next year, and she says she’s taking the course multiple times because even though she’s based in Storrs, it’s worth the trip to Hartford to take part in a real-world experience that “gets you out of your seat.”

“Do you want a course that’s hands-on, or do you want to sit in a lecture?” she asks. “Do you want something that you can actually use and apply? Do you want to learn more about yourself, and even develop the language for networking? If you want an opportunity to get real experience, this is where to get it – this is where you’re supposed to be. You get a little bit of everything.”

Start Yesterday

In its first five years, BUILD Hartford was supported by Shari Cantor ’81 (BUS) and Michael Cantor ’80 (ENG) ’83 JD, but the program has since expanded to also include a BUILD Hartford Fellowship, supported by the state of Connecticut Department of Economic and Community Development’s Office of Statewide Marketing and Tourism.

The fellowship offers an immersive experience where undergraduate and graduate UConn students can engage directly with Hartford’s hospitality, entertainment, and food service sectors.

Abigail Robinson ’25 (CLAS/SFA) ’26 MA participated in the BUILD program before becoming a BUILD Fellow this past academic year. The communication master’s student, a New Hampshire native who majored in digital media and design as well as communication as an undergraduate, says that she was a passionate storyteller even as a child.

“In high school, I did my senior project on telling stories through photography,” Robinson says. “I was focused on telling emotion through portraiture. So, I knew when I was coming to school, applying to schools, I really wanted to be somewhere that would support me in my storytelling journey.”

One of two fellows, Robinson says her role was to essentially become an influencer on behalf of Hartford, starting with the Hartford Taste festival last June.

“It was a huge event, very hot summer day, and I really just got thrown into it,” she says. “I had to learn how to do one-on-one interviews with people, which I had maybe a little bit of experience with, but when you’re at such a big event, you really have to just start going up and being like, ‘Hi, I’m Abbie, can I have an interview?’”

She used that experience to help her jump head-first into projects involving Hartford’s historic Butler-McCook House; collaborations with Hartford Athletic and the local coffee shop, Story and Soil; and a Hartford for the Holidays campaign, launched in coordination with the Hartford Chamber of Commerce.

“Every single connection I have made has been extremely meaningful and impacted me in so many ways,” Robinson says.

But the value of BUILD isn’t only limited to what the students get out of it – the partners benefit as well, according to Ben Dubow, the executive director of Forge City Works.

One of the first local partners to agree to work with BUILD students, Forge City Works is a nonprofit organization that operates The Lyceum as well as several other social enterprises in Frog Hollow, including The Grocery on Broad Street and the Fire by Forge restaurant.

“We said ‘yes,’ because entrepreneurs often say ‘yes,’ and you led with ‘free,’” says Dubow. “But the value we got, the questions that you asked, caused us to think differently about our own businesses.

“In the real world, unlike most of the fictional world, great storytelling isn’t about creating or making up stories. It’s about finding them, and making them come alive. And these folks helped us tell our story.”

In addition to recruiting students for its next cohort, BUILD Hartford is currently searching for additional supporters and partners to be part of the ongoing collaborations between its students and the city – collaborations that current partners ringingly endorsed during the celebration at The Lyceum.

“Start tomorrow,” says Rashad Hyacenth, executive vice president of business development for Hartford Athletic, “because these students are the future, and we have some of the brightest students in the country in this program, right here. Simple as that.”

“Start tomorrow,” agrees Jennifer Accuosti, senior marketing manager for the MetroHartford Alliance. “Send that email. It’s been wonderful, and we’ll work with [BUILD Hartford] again in a heartbeat, whether that’s under the chamber, under the MetroHartford Alliance, under any of our initiatives, to tell Hartford’s story.”

“Start yesterday,” says Rachel Lenda, the state of Connecticut’s director of tourism. “We’ve invested a lot into this program on purpose, with intention. We believe in the product. We’ve seen it. And I have felt it here from these incredible young professionals who are going to be working for you in this room.

“And you’re going to be so excited to have them on your team when they do.”

All digital storytelling projects produced by BUILD Hartford students are available to view on YouTube, courtesy of the Connecticut Center for Entrepreneurship and Innovation.

For more information about BUILD Hartford and the entrepreneurial and business accelerator opportunities available through CCEI, visit ccei.uconn.edu.

“UConn Gives is the power of community in action. Once a year, alumni, parents, faculty and staff, patients, and friends come together, thousands strong, to support the programs that shaped them and invest in UConn Nation,” says Amy Yancey, president and CEO of the UConn Foundation. “Gifts of every size combine for real impact across our campuses and directly support students. Thank you, UConn Nation. All we do is possible because of you.”

Donors from all 50 states supported nearly 500 funds for student assistance, programs, schools, colleges, departments, clubs, student groups, and research areas, with $2.5 million directly supporting students.

Organized by the UConn Foundation, UConn Gives 2026 advances the largest fundraising campaign in UConn’s history, Because of UConn, which launched in April 2025.

“It’s inspiring to see UConn Gives 2026 become an astounding success in the first public year of our campaign, with Huskies coming together from every corner of our community to strengthen our university and propel our historic campaign forward,” says Michael Van Sambeck ’12 (CLAS) ’22 MBA, vice president of principal giving and campaign director at the UConn Foundation.

Nearly 60 challenges and matching gifts incentivized donors to make gifts to unlock additional support for their chosen funds, generating over $375,000.

Among numerous matching opportunities were two $10,000 matches from campaign co-chairs Rich E. Eldh, Jr. ’81 (BUS) and Joyce C. Eldh and a $10,000 match from Foundation board member James F. Whalen, Jr. ’82 (BUS).

To encourage friendly competition and maximize impact, President Radenka Maric and Interim Provost and Executive Vice President Pamir Alpay also created a set of challenges and matches. Their matching gift for the Students First Fund fueled community support for students experiencing financial emergencies. Their leaderboard challenges also awarded bonuses to the day’s top-performing areas:

• The Students First Fund brought in the most donors and earned a $10,000 bonus.
• The National “C” Club for former student-athletes raised the most money and earned a $10,000 bonus.
• UConn Waterbury brought in the most donors of UConn’s regional campuses and earned a $5,000 bonus.
• More information on the day’s results can be found on the UConn Gives 2026 portal.

UConn Gives drew new supporters to the University, with 27% of the day’s donors making first-ever gifts to UConn.

A record number of volunteer advocates propelled the momentum of the giving event, with 284 community members promoting UConn Gives on social media and within their networks to generate $141,000 in additional giving — tripling their impact compared to 2025.

UConn Gives was first organized in 2018 to coincide with Founder’s Day on April 21. Apart from a 2020 pandemic-related hiatus, the UConn Foundation has organized the event each year to inspire the entire UConn community to directly support students, the support systems that shape their college experiences, and the programs that advance innovation.

Learn more about opportunities to build community and make UConn stronger.

That was the morning of Friday, May 13, 2016, as UConn Health was moving patients from the Connecticut Tower, which had housed the original hospital for more than 40 years, to the new University Tower, starting a new era in UConn Health’s patient care mission.

“These last 10 years tell a story of remarkable growth, not only in patient volumes, but also in quality, patient safety, and our reputation as a premiere health care provider for the region in an academic medical center setting,” says Dr. Andrew Agwunobi, UConn Health CEO and executive vice president for health affairs. “John Dempsey Hospital has also emerged as a tertiary hospital for the UConn Health Community Network of hospitals that will greatly expand access to high-quality, high-value care well beyond our footprint here in Farmington.”

Once Bristol and Day Kimball Hospitals join, the UConn Health Community Network and UConn John Dempsey Hospital will combine for 922 beds, an increase of nearly 300% compared to the 234 beds licensed to UConn Health in 2016.

Comparing fiscal 2016 to the projections for fiscal 2026, which ends June 30, operating room cases are up 49%, inpatient discharges are up 53.9%,  emergency department visits are up 86%, and UConn Health’s overall net patient revenue is up 142%.

“We have experienced such incredible growth over the past 10 years,” says Caryl Ryan, chief operating officer and chief nursing officer. “We opened a new hospital tower, successfully transitioned to an electronic health record system, survived a pandemic and had a tremendous increase in the volume of patients in our emergency department, operating rooms and our inpatient units. Congratulations to our providers and staff on this impressive milestone.”

From May 2016 to May 2026, the UConn John Dempsey Hospital workforce grew has grown from 1,717 to 2,471, an increase of 44%.

“The addition of the University Tower not only helped transform our physical campus into a state-of-the-art patient care facility, but also helped propel UConn Health into a premier academic medical center and a destination for healthcare,” says Dr. Scott Allen, chief medical officer.

In 2011, Public Act 11-17, the Bioscience Connecticut initiative, called for $864 million in strategic investments in UConn Health to position Connecticut at the forefront of the growing bioscience industry. These investments aimed to generate long-term sustainable economic growth based on bioscience research, innovation, entrepreneurship and commercialization. One of the cornerstone projects was the construction of a new patient tower for UConn Health, with 169 single-bed hospital rooms within its 11 floors and more than 380,000 square feet, plus a 40-bed emergency department.

“We remain grateful to the state for its leadership and financial support in making the construction of the University Tower possible,” Agwunobi says. “Years before we opened our new hospital, many of us had a vision for what UConn Health could become, and the state had faith in us and made a bold investment.”

Check out the clips below and stay tuned to see where will we will be tomorrow?

Great Day at 9a

Great Day at 9a

Great Day CT

Doctors are nominated by other physicians, and researchers evaluate factors such as hospital and academic appointments, research activity, professional reputation, and patient outcomes. The final list represents about the top 7% of practicing physicians in the United States.

Congratulations to our Top Docs!

Cardiovascular Disease
Bruce T. Liang, MD
Joyce Meng, MD
Christopher Pickett, MD

Colon & Rectal Surgery
Eric Girard, MD

Dermatology
Mary Wu Chang, MD
Hao Feng, MD
Jane Grant-Kels, MD
Marti Rothe, MD

Diagnostic Radiology
Electra Kaloudis, MD, MPH
Alex Merkulov, MD

Emergency Medicine
Alise Frallicciardi, MD
Richard Kamin, MD

Endocrinology, Diabetes & Metabolism
Francesco Celi, MD
Mahina Gulati , MD

Gastroenterology
Joel Levine, MD

Geriatric Medicine
Karina Berg, MD
Patrick Coll, MD
Jatupol Kositsawat, MD

Gynecologic Oncology
Jennifer Jorgensen, MD

Infectious Disease
Jessica Abrantes-Figuerido, MD
David Banach, MD
Lisa Chirch, MD
Kevin Dieckhaus, MD

Internal Medicine
Laurie Caines, MD
Thomas Manger, MD, PhD

Interventional Cardiology
Michael Azrin, MD
Peter Robinson, MD

Medical Oncology
Mary Buss, MD, MPH
Victoria Forbes, MD, MS
Upendra Hedge, MD
Pragna Kapadia, MD
Susan Tannenbaum, MD (Emeritus)

Neurological Surgery
Ketan Bulsara, MD, MBA

Neurology
Marie Eugene, DO
L. John Greenfield, MD, Ph.D.
Jaime Imitola Herrera, MD

Obstetrics & Gynecology
Ramzi Alkass, MD
Danielle Luciano, MD
Christopher Morosky, MD

Opthalmology 
Sona Chaudhry, MD 
Edmund Farris, MD

Orthopedic Surgery
Robert Arciero, MD
Katherine Coyner, MD, MBA
Lauren Geaney, MD
Cato Laurencin, MD, PhD

Otolaryngology 
Todd Falcone, MD
Denis Lafreniere, MD
Kourosh Parham, MD, PhD

Pulmonary Disease
Raymond Foley, MD, FCCP
Omar Ibrahim, MD
Mark Metersky, MD, FCCP, FACP

Radiation Oncology
Robert Dowsett, MD

Sports Medicine 
Matthew Hall, DO
Zachary Maass, DO, CAQSM
Allison Shafer, DO

Surgery
Brian Shames, MD
Yu Liang, MD

Urology
Peter Albertsen, MD
Benjamin Ristau, MD

Vascular and Intervential Radiology
Charan Singh, MD

“What I think is so rewarding is that so much of the business is relationship building,’’ said Bonvisuto, a finance major. “Seventy percent of the job is getting to know people’s personal values and finding out what’s important to them, and then developing a trusting relationship. I loved it! I enjoy people, so I think it is potentially a good match for me.’’

Bonvisuto was one of three UConn students to complete a one-week, paid micro-internship at Principle Wealth of Madison, Conn. over winter break.

The students were exposed to everything from portfolio construction to cutting-edge financial planning software to client presentations.

‘We Can Tell How Much You All Love What You Do’

When alumna Theresa Donatelli ‘91, Senior Wealth Advisor at Principle, met with UConn staff a few years ago, she discovered that students didn’t have a firm grasp of wealth management and some thought the career was intimidating.

She wanted to expose students to what the job entails, debunk misconceptions, and reinforce the idea that a career in wealth management appeals to both those whose talents involve analytics, and those who love people. When she suggested offering mentoring internships, the Principle team was all in.

“I was very fortunate that I ‘fell into’ this career and I love the relationship building,’’ she said. “When students leave here, they often say, ‘We can tell how much you all love what you do!’ It’s all about helping people. That’s what we all enjoy. We help them live out their dreams and goals.’’

By offering a one-week, paid internship, students can get exposure without having to disrupt their academic schedule or bypass other work opportunities. The paid position elevates the experience and demonstrates the company’s respect for the work of their protégé. “The payback for us is that we get to spread the word about a great profession and a growing company,’’ Donatelli said.

Alumnus Mike Castiello ‘06, Principle’s Chief Compliance Officer, said he is impressed with the UConn students he has met.

“They are incredibly intelligent and very focused,’’ he said. “It is awesome to watch their growth in just one week. They are quickly applying what they learned in school and drawing the right conclusions. For them it opens a new world of appreciation, interest, and excitement.’’

The company has one rule: no ‘busy work’ for the interns. The week is very structured, with many learning opportunities and time to ask questions of an assigned mentor.

“Students get exposure to the client portion, but they also learn about the relationships with the staff, with leadership, and get to use the software. They talk to the advisor about what questions the advisor is preparing to answer, be it geopolitical tensions or family dynamics. We want it to be a very immersive and valuable experience.’’

‘This Really Helped Me Focus My Career Path’

Kelly Kennedy, Director of Transformational Learning at the School of Business, said the Principle micro-internship is the kind of experience that students crave.

“These one-week micro-internships are powerful catalysts connecting students directly with our business alumni, expanding their networks, and creating tangible real-world internships into industries they aspire to enter,’’ Kennedy said.

“Our alumni at Principle Wealth are enthusiastic about helping students understand how to break into wealth management by offering their experience in the industry, making the experience practical and immediately actionable,’’ she said.

Hannah Sacoto ’28, a finance major, said she learned a great deal about the wealth-management industry and the exposure was so powerful that she has been able to incorporate it in subsequent interviews.

She was most intrigued by the investment plans and the financial side of the business but also enjoyed meeting the clients and learning about their lives.

“In just a week, we felt like a part of the team,’’ she said. “Overall, it was a great experience, and I would recommend it to anyone who is interested.’’

Tiffany Aldana ’28, a finance major, said the micro-internship was extremely valuable to her.

“The internship was really great. I connected well with someone on the client side who shared what she does. I like the environment and the focus on putting clients first,” she said. “This really helped me focus my career path. I’ve always liked finance, but I also like working with people.”

“The employees who were working with the internship team were very welcoming and very kind, and often poked their heads in just to see if we needed anything,” she said. “I felt I made really good connections and built a strong network of people I can call on.”

Formerly known as the Vergnano Institute for Inclusion, and commonly referred to as VII, the institute has become a cornerstone of the college’s efforts to support students from first exposure to engineering through graduation and beyond. The rebrand signals a shift in focus from access alone to the broader, lasting impact of that work on students’ academic journeys, career trajectories, and the communities they will go on to influence.

According to the institute’s executive director Stephany Santos, the time is right to illuminate the impact of VII’s students, sponsors, the college, and the university.

“At VII, we believe that STEM is for everyone,” Santos says. “Everyone is part of the stem, the root, and the flower. This rebrand is an opportunity to pause, celebrate our achievements, and refocus on our future growth.”

In 2021, Mark and Betsy Vergnano donated $3 million to launch the institute. In 2024, the Vergnanos donated another $3 million to UConn Engineering, which established the Vergnano Endowed Chair and earmarked additional support for institute programming and staff development.

Mark Vergnano said he is particularly proud of the retention the institute has seen in its students through scholarships that set students up for success during matriculation. VII’s ongoing programming continues to support students toward graduation. He credits the institute’s mission growth from simply trying to attract more students into the field of engineering to empowering individuals and communities to thrive authentically and contribute meaningfully to engineering and science.

“Impact falls into two categories,” Mark Vergnano says. “The first category is asking the question, ‘how do we impact these students’ lives so that they can be successful?’ The second category is the impact these students will have in the future. Whether they go into academia or into industry, we want to make sure that their careers are going to make an impact on the world.”

During the institute’s next chapter, Mark is looking forward to increased engagement from students and sponsors.

“I really want to see active involvement,” Mark Vergnano says. “I want our students to understand that the institute is a place for them to be successful. They have to be bold in taking advantage of leadership opportunities. And for our industry partners, we remind them that this is a pipeline of talent for them…. their involvement is going to shape this pipeline in a way that is most beneficial for them.”

Over the years, VII has offered programming designed for K-12 students, admitted incoming students, and current students.

“VII creates a continuum of support that meets students at every stage of their journey,” UConn Engineering Associate Dean Dan Burkey says. “From early outreach to programs and ongoing student engagement opportunities, we’re seeing real impact in how students persist, connect, and ultimately graduate.”

Institute donors and leaders celebrated the rebrand, among students, staff and faculty achievements in an event on April 24.

The annual Vergnano Institute for Impact Showcase celebrates VII students, student leaders, and faculty/staff partners that contribute to the success of the institute during the academic year.

The keynote speaker was Lisa Oliver, who is the managing director of infrastructure governance and strategy at Cigna. Her message to students was an extension of VII’s vision to embrace what makes them human and lean into the beautiful challenges the next chapter has in store.

Several dozen VII students were recognized for their achievements, with a special recognition for graduating seniors.

Complete with “walk-up” songs, each winner was called to the podium to accept their award and take the mic for one minute. In those minutes, VII officially became the Institute for Impact.

Students used their time to thank their peers, friends, parents, Santos and the Vergnanos for their unwavering support throughout their years at UConn. They shared how their involvement with VII shaped them, supported them, and carried them through the years.

“They shared words of wisdom for the newly elected leaders and those who don’t see themselves as leaders yet,” Santos says. “For one minute, everyone in attendance became part of our students’ journey to amazing.”

View more photos from the VII Showcase online.

At UConn, those connections are strengthened by the volunteer Extension Councils that support each of the eight Extension centers. These council members serve as trusted community voices and liaisons, helping Extension professionals stay attuned to local priorities and ensure that UConn Extension programs remain relevant, responsive, and impactful.

Gina Cubbage of Bethel is president of the Fairfield County Agricultural Extension Council and brings an energetic commitment to community service, strategic thinking, and advocacy for UConn Extension.

“We’re here as an educational resource aligned with UConn,” she explains. “Extension is a place where people can trust our knowledge. We’re here to make people’s lives better.”

UConn Extension Councils also play an important role in elevating local voices and shaping the direction of Extension programs. Council members identify emerging issues, share feedback from residents, and help Extension professionals understand what matters most in their communities, from agricultural challenges and youth development needs to environmental concerns and opportunities for lifelong learning. Council members’ on‑the‑ground insight ensures that Extension remains responsive and forward‑thinking, while their advocacy helps raise awareness of programs and strengthens partnerships with local organizations and municipal leaders. Together, they help build the connection between university expertise and community priorities, reinforcing Extension’s mission across the state.

For example, Cubbage and the Fairfield Council are connecting Extension’s Master Gardener program to Fairfield County residents who are interested in gardening but seeking more knowledge and resources. They’re also supporting ongoing efforts related to developing urban agriculture programs across the state.

In 2025, Extension’s volunteers contributed over 183,000 hours, valued at $7.02 million, to Connecticut communities, efforts that are facilitated by Extension Councils.

“Extension Councils provide critical information to UConn about the needs of the community. This is where UConn receives important input on what the state needs. Our thousands of statewide volunteers are in all 169 cities and towns across the state and provide insight about where they live and work to enhance the way UConn engages the public in decision making,” Bonnie Burr, assistant director of UConn Extension says.

Identifying Community Needs

Cubbage’s introduction to Extension began with a roadside sign advertising UConn 4‑H. Curious, she stopped in and quickly discovered the breadth of Extension’s work. Her connection was solidified after meeting a local Master Gardener and becoming part of the UConn Extension Master Gardener Program. Through her participation, she expanded her knowledge of Extension’s impact and later accepted an invitation to join the council.

She notes that Extension professionals are experts in their fields but not always connected to the business, civic, or fundraising networks in their communities that can support Extension’s growth. Councils can bridge that gap.

“We bring a business‑like perspective. We can tap into small and mid‑sized grants or donations and help local people better understand what Extension does,” Cubbage says.

For example, Cubbage’s background in business analysis has shaped her approach. She is currently completing a SWOT analysis and community assessment to help the Fairfield County Extension Council create clearer connections between residents, local organizations, and Extension professionals, through children’s activities, after-school programs, and local community events. Council membership brings together volunteers from many industries, including media, education, business, public relations, finance, and project management, among others. Cubbage sees this as key for connecting Extension to the broader community.

“We’re starting to build a paradigm that we are here to serve the community. We promote Extension through our networks.”

Strengthening the Community and Building Partnerships

The priorities of each Council vary some, but all are committed to advancing the work of Extension in their communities and improving the quality of life for residents.

Cubbage hopes more potential volunteers can experience the benefits of UConn Extension, which she sees as a trusted resource to help with agriculture, youth development through UConn 4-H, home gardening, disaster preparedness, and land use resilience, among the other programs UConn Extension offers.

“Over a century ago when Cooperative Extension began, experts were charged with taking research-based information out to communities,” says associate dean for Extension, Amy Harder. “Now, we still share our university expertise, but we’ve learned that partnering with volunteers and community advocates to solve needs is even more effective for making a positive difference.”

For Cubbage, serving on the Extension Council is deeply rewarding.

“It’s a way for us to help our community. Everyone who works with Extension has a community‑oriented heart. That’s the part I’m proud of.”

UConn Extension is part of the College of Agriculture, Health and Natural Resources and fulfills the land-grant mission of translating the university’s research for the public. UConn Extension’s statewide locations and programs help serve all 169 Connecticut municipalities. Programs include health and wellbeing, agriculture, horticulture, natural resources, and positive youth development. UConn Extension provides answers you can trust on issues ranging from health and wellness to agriculture, horticulture, natural resources, and positive youth development.  

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Created for the Connecticut Racial Profiling Prohibition Project (CTRP3), the 60-second video is designed to help viewers understand statewide efforts to improve traffic safety and eliminate racial profiling.

Behind that brief message was more than six months of production work, as well as a professional milestone for Matt Johnson ’25 (SFA), an Old Saybrook native and graduate who directed the spot.

“It felt like a big stepping stone,” says Johnson. “It was real work, not just a school project, but still connected to UConn.”

“It was exciting to support a recent UConn graduate at the beginning of his professional filmmaking career,” says Ken Barone, project manager for CTRP3 and associate director of IMRP, which is part of UConn’s School of Public Policy in the College of Liberal Arts and Sciences. “I am confident that his work will continue to make a difference as he uses his skills to inspire these thoughtful conversations.”

CTRP3 is a statewide advisory board that oversees implementation of the Alvin W. Penn Racial Profiling Prohibition Act, which prohibits racial profiling by police. Led by Barone, the initiative examines traffic-stop data and works to promote transparency, accountability, and trust between law enforcement and the communities they serve.

While the subject matter is complex, the goal of the public service announcement is straightforward: to communicate clearly, concisely, and in a way that resonates with a broad audience. Viewers are directed to the project’s website, where they can learn about the law and how to file a report if they believe they have been racially profiled during a traffic stop.

In hiring a visual storyteller for this project, IMRP drew from an internal pipeline. Justin Liberman, assistant professor of digital media and design in the School of Fine Arts, connected the Institute with students from his narrative production class. Among them was Matt Johnson, whom Liberman recognized for both his technical ability and his readiness to take on a larger role.

“I hadn’t heard of the IMRP or CTRP3 before the first call,” says Johnson. “But with video, you get thrown into these projects, and it’s your job to figure out how to communicate them.”

That challenge quickly became part of the appeal.

Johnson had been producing his own content since high school and came to UConn hoping to capitalize on its strong program and local connections. He earned his degree in just three years and was ready to put his skills to work.

The project came at a pivotal moment, just as Johnson was transitioning from student to professional. For the first time, Johnson was managing a full production with a budget, coordinating a team, and navigating the expectations of multiple stakeholders. He also edited and created graphics and scored music for the video.

“It wasn’t just making a video. It was running a production,” Johnson says. “I’d never done a project on this scale with fiscal responsibility. Figuring that out was huge.”

From concept through final editing, the public service announcement was developed through close collaboration between Johnson and IMRP staff, with script input from the project’s advisory board.

That collaboration helped ensure that the message was both accurate and effective, particularly given the complexity of the topic. At the same time, it required translating creative ideas into terms accessible to partners less familiar with video production and securing and maintaining buy-in on the concept.

“It was a huge awakening,” Johnson says of the script meetings. “Understanding how people feel in those traffic-stop situations was something I hadn’t experienced before. I wanted to be sure to represent those experiences thoughtfully and accurately.”

The resulting video captures the power of perspective, says Barone.

“By centering each person’s lived experience, the video reminds us how important it is to listen, understand, and find common ground,” says Barone.

The connections to IMRP and the CTRP3 advisory board helped bring that authenticity to the video. While Johnson hired an actor to portray a driver, a real-life officer from the Madison Police Department played the role of the on-scene officer. Local police also supported the shoot and helped ensure the safety of the crew during the roadway scene.

Filming took place outdoors and at UConn Hartford, where IMRP is housed, as well as the offices of West Hartford Chief of Police Vernon Riddick.

Several UConn contributors appear on-screen, including Barone, IMRP program administrator Erica Escobar, and Anya McGlaughlin, an IMRP research intern and School of Public Policy master’s candidate.

For Johnson, who had often worked independently or with fellow students and classmates, the experience of supervising a six-person crew marked a shift.

“Having a full team, that was huge for me,” says Johnson. “It changes what you’re able to create.”

IMRP has contracted Johnson to create a second CTRP3 outreach video and another featuring the community forums it runs around the state. He will add that to his busy post-graduate schedule.

In addition to running his own media company, Matt Johnson Media, he works part time as a video specialist with Miranda Creative, shooting commercial and social content for a variety of clients.

“I want to be part of projects at this level full time,” he says. “I want to be the one shaping what people see on screen.”

For IMRP, the collaboration reflects an ongoing effort to expand how its work is communicated and who helps tell those stories.

“This project showed what’s possible,” Johnson says. “When you bring together the right people, you can create something that really connects.”