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Envision the University of Rochester in 2025

Universities are among the most long-lived institutions in the world because of their capacity to assimilate change. We believe that the resiliency that has characterized the University of Rochester and the other leading research universities in our country will continue. To balance the operational and aspirational components of strategic planning and following discussion at the May 2017 Board of Trustees meeting, we have decided to pursue a two-phase approach to planning.

  • Phase 1 through 2021 will emphasize Next Level priorities but recognizes that Advancement, schools, and the Medical Center have a broader list of priorities.
  • Phase 2 through 2025 will be less operational and more aspirational but will describe major projects that have begun or soon will begin and stretch to 2025 or in some cases beyond.

Phase two of our strategic plan will envision the University of Rochester in 2025. This will include known capital projects that we have currently planned or are likely to plan before 2021 that will be of material consequence to the University through 2025 and beyond. As with our 2008-2013 strategic plan approved in October 2008, we are assuming in developing this plan that all negative events that occur will be manageable over the course of the eight years of the plan. If this proves not to be the case, then we will address these events as they occur and adjust the plan. We proved in 2009 we know how to do this.

The working group will address key dynamics that are likely to influence the University through 2025 to include

  • The National and International Leadership Role for United States Research Universities
  • The Digital Revolution
  • The Transformation of Health Care
  • The Increasing Internationalization of Knowledge
  • Humanity’s Increasing Longevity and New Preferences for Delivery of Education
  • Political Uncertainty and Its Implications for Federal and State Support for Higher Education

Additionally, the group will design a process to invite the University community to participate in helping us envision our aspirations in 2025.


Membership

Joel Seligman, Chair (Office of the President)
Andrew Ainslie (Simon)
Raffaella Borasi (Warner)
Rob Clark (Office of the Provost)
Holly Crawford (CFO)
Gloria Culver (AS&E)
Mary Jane Curry (Faculty Senate Cochair)
Eli Eliav (EIOH)
Tom Farrell (Advancement)
Valerie Fleischauer (Graduate Student Association President)
John Foxe (URMC)
Wendi Heinzelman (AS&E)
Henry Kautz (Goergen IDS)
Tony Kinslow (HR)
Vivian Lewis (URMC/Office of the Provost/Office of the President)
Bob McCrory (LLE)
Kevin McFarland (Faculty Senate Cochair)
Lamar Murphy (Office of the President)
Gail Norris (General Counsel)
Sarah Peyre (URMC)
Doug Phillips (Institutional Resources)
Kathy Rideout (SON)
Peter Robinson (URMC)
Jamal Rossi (Eastman)
Jeff Runner (AS&E)
Jordan Smith (Students’ Association President)
Elizabeth Stauderman (University Communications)
Sasha Tulgan (Office of the President)
Mark Taubman (URMC)
Rick Waugh (AS&E)
David Williams (AS&E)

Liaisons to the Working Group

Advancement: Tom Farrell, Senior Vice President and Chief Advancement Officer
Communications: Elizabeth Stauderman, Vice President for Communications
Financial Sustainability: Holly Crawford, Senior Vice President, Administration & Finance; Chief Financial Officer