Plan framework and key details

The following elements are foundational to our strategic plan and were validated through the planning process, which included significant input from student, faculty, staff, and alumni leaders; members of the Board of Trustees; and community partners.

University of Rochester President Sarah Mangelsdorf

“Boundless Possibility represents who we are. Who we are will allow us to discover new, modern, and distinctive ways to tackle complex challenges, and it reflects our desire to create the conditions that enable the people of the University of Rochester to frame and solve the greatest challenges of the future, without limitations.”

— President Sarah C. Mangelsdorf

Motto

Meliora (ever better)
Adopted in 1851, Meliora is more than a motto. It is the singular—and unifying—essence of the University of Rochester, which is deeply ingrained in the hearts and minds of our community.

Mission 

Learn, Discover, Heal, Create—and Make the World Ever Better
The aspirational embodiment of the motto, our mission defines what we do and why we do it.

Vision 

The University of Rochester will continue to frame and solve the greatest challenges of the future.
We are a community with an entrepreneurial spirit where all can pursue and achieve their highest objectives for themselves, their community, and the world.

Values

Equity | Leadership | Integrity | Openness | Respect | Accountability
We hold ourselves accountable to these values in the design of our programs, the development and delivery of our services, the evaluation of performance, and the ways in which we interact as a community.

One University

To meet our goals and realize the spirit of Boundless Possibility, we must approach our work as “One University.” This is more than working together. This is:

  • a collaborative philosophy, where we leverage talent and expertise across the institution to solve problems, capitalize on opportunities, and support one another;
  • an expectation to consider the broader University context as we explore opportunities and solutions that benefit the broader University community and various stakeholders; and
  • a commitment to operational effectiveness and efficiency by investing in resources, processes, and systems that create conditions for our students, faculty, and staff to succeed.

One University is about being unified and aligned at a foundational level and believing that every member of our community plays a role that is critical to our success.

University of Rochester President Sarah Mangelsdorf

Core beliefs

Three essential beliefs, shared throughout our community, are at the heart of our strategic plan as we look forward and collectively consider what it means to be a global research university of the future. The five goals identified in this plan contribute to furthering these central ideas.

Stylized graphic of a globe, microscope, three stars, and yellow dotted arc.

Strengthening our reputation as a global research university

Position ourselves to attract the best students, faculty, staff, researchers, partners, and funding and distinguish ourselves as leaders among our competitive peers.

tylized building with a dome and an abstract butterfly, encircled by a dashed yellow line.

Contributing to and benefiting from a just and vibrant city of Rochester and the Rochester Region

Our future is inextricably linked to the city we call home, and we are committed to continued economic, educational, social, and cultural partnerships with the greater Rochester community.

Hand pointing at a scale with a dotted yellow semicircle above.

Furthering our commitment to actionable and accountable growth in diversity, equity, inclusion, access, and justice

This commitment is vital to cultivating a rich, diverse, and welcoming culture where everyone can achieve their full potential and contribute to the University of Rochester’s mission and vision.

Strategic plan goals and progress

Bold and transformational goals will guide the University of Rochester towards framing and solving the greatest challenges of the future.

Person smiling and holding binoculars in a grassy field with scattered tall trees under a clear blue sky.
Illustration of a microscope and a globe connected by a yellow dotted line.

Research excellence and global reputation

We are positioned to make significant contributions to our medicine, societal disparities, music, digital future, and transformative technologies. We’re investing in that work.

Icon of a human figure wearing a graduation cap with a rolled-up scroll above and to the left, connected by a dotted yellow line.

Exceptional undergraduate and graduate education

We believe if you’re truly exceptional, you’re a destination. To create that desire, we’re focusing on the experience and how it welcomes, develops, challenges, and inspires students.

Two young women smiling, standing close together, one carrying a white instrument case and the other a black rectangular case, with a city street and building in the background.
Healthcare worker drawing blood from a patient.
Blue hand icon with an open palm holding a light blue heart with a cross, surrounded by yellow dashes.

Health care of the highest order

We’ve always set the bar high, and we’ve always raised it. Here, that means enabling model-breaking care, world-class education, and groundbreaking research.

Abstract icon of a human figure and a hexagon with a checkmark, connected by a yellow dashed arc.

Faculty and staff success

What we’re able to achieve starts and ends with our people. So, we’re prioritizing changes that allow us to cultivate, maintain, and strengthen a highly talented and diverse community.

A man in safety glasses smiling in an industrial setting.
Large array of solar panels on a flat rooftop with buildings and a partly cloudy sky in the background.
Illustration of a computer monitor with a graph, a dollar sign coin, and a gear connected by a dashed semicircular line.

Sustainable growth

How do we get stronger, more agile, and ensure we can continue to set and reach lofty goals? Super-short answer: modernize and optimize.

Strategic plan inputs

The University’s strategic plan is shaped by information and direction from several sources. From the original pathways and focus groups to our accreditation process and insights from the Board of Trustees, the planning process continues to be inclusive, collaborative, and broadly co-constructed.

President vision and priorities

Ideas and concepts that President Mangelsdorf identified as part of her vision for the future of the University of Rochester.

Data and benchmarking

Evaluated internal reports, data insights, consultant analysis, higher education and health care trends, and peer benchmarking data.

Board of Trustees

Facilitated Board working sessions and trustee interviews to gather insights and expertise from board members.

School and unit plans

Review and ongoing coordination of school and unit strategic plans and reports identifying connections and alignment on key initiatives.

Accreditation

Middle States Accreditation completed in 2024 allowed us to examine various aspects of academic programs and learning.

Work and focus groups

Focus groups and ideation sessions in 2020 and 2021, led by university leaders to gather insights and ideas, including town halls, Project Imagine, and thematic work groups.