How will my work change or evolve as a result of this strategic plan?

The strategic plan was not created to disrupt the current work of our University community but rather to enhance the good work that we are already doing. By focusing the strategic plan on five key goals of excellence and aligning current activities with those goals, the University can better support its community and the broader Rochester community at large.

What should I expect from my school or business unit leader?

School and business unit leaders will communicate with teams on anticipated changes to their work priorities and connection to their job so that they are aware of what an objective means to them in terms of their day-to-day responsibilities. These updates may be shared in different ways through school- or unit-based channels, forums, individual conversations, or task forces.

How can other University stakeholders, who have not been assigned a formal role in the implementation, get involved in a specific tactic or activity?

Tactic and Objective Leads are invited to collaborate with any member of the University community who they believe has a certain area of expertise or interest in a particular activity in the plan. Likewise, members of the University community are encouraged to contact Leads if they wish to become more involved or have expertise they feel may help with progress toward goals or objectives. A web form is being developed as part of our new website for members of our University community to volunteer.

How will I know when I should execute certain tactics or activities?

The Executive Implementation Lead, Implementation Leader, and Goal Leads are currently developing expectations around the sequencing of plan-related activities, identifying which activities will happen immediately, in the near-term, and ongoing or long-term. Additionally, school or business unit leaders will inform stakeholders of detailed strategic plan implementation progress specific to their school or unit and associated responsibilities. Updates will include current tasks and their status, any upcoming work activities that should be prioritized, and expected outcomes that will occur as a result of achieving these activities.

How will I know if I am charged with a specific implementation role?

Executive and senior leadership are currently in the process of delegating oversight of specific objectives and tactics tied to plan goals to either Cabinet, school or business unit leaders, or upper-middle managers for all objectives identified in the plan. These University leaders will then strategize and supervise work activities that align with their assigned implementation objective. Leaders may create working groups, task forces, or committees as necessary, particularly for complex objectives or tasks. Additional details around expectations, roles, and responsibilities will be distributed directly to goal, objective, and tactic leads.

Who is responsible for the execution of the strategic plan?

As University president, Sarah C. Mangelsdorf is the Executive Sponsor of the strategic plan and is responsible for its overall execution, resource allocation, and defining measurements of success. Provost David Figlio is the Executive Implementation Lead, responsible for the implementation and coordination of senior leaders working to advance each of the strategic goals. Joe Testani, deputy to the president, is the plan’s Implementation Leader and will work with colleagues across the University to ensure that the broader University community understands their roles in executing the strategic plan. This Executive Implementation Work Group will regularly convene for progress reporting and problem solving as well as to share relevant updates from the president. In addition, the provost will coordinate with school deans to begin the process for investing in our areas of distinction. They will codesign a process for faculty appointments, creating and funding transdisciplinary centers, and supporting departments that align and contribute to addressing our areas of distinction. More details for the support of the areas of distinction will be available during the 2023–24 academic year. Each goal, objective, and tactic in the strategic plan has an assigned lead or leaders who will meet regularly with their work groups to coordinate activities, remove obstacles, reduce organizational silos, and align outcomes. These teams will also work with school and business unit leaders to keep them updated on implementation progress.

How will updates and changes regarding the plan be communicated to the University community?

Frequent, broad, and open communication is vital to the success of the implementation efforts. This website, which will be updated regularly, is part of that process. Updates will also be communicated to members of the University community through communications from University leaders, newsletters, social media, and other print and digital channels. We will also share insights and data on our implementation progress. In addition to consulting with direct supervisors, members of the University community are encouraged to make comments and ask questions by submitting feedback .

What are we doing to build better relations with the Rochester community? How is the community involved in the plan?

The University is committed to continued economic, educational, social, and cultural partnerships with the greater Rochester community. We continue to emphasize and maximize opportunities to collaborate with and participate in developing a vibrant city of Rochester, including the strategic development or redevelopment of partnerships with community agencies, educational institutions, private and public companies, workforce development organizations, and other key contributors to the Rochester community. Each of the goals contains tactics that are associated with this core belief area with the aim of advancing the relationship between the University and city and region.

FAQs Archive - Page 5 of 6 - Boundless Possibility

How will my work change or evolve as a result of this strategic plan?
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What should I expect from my school or business unit leader?
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How can other University stakeholders, who have not been assigned a formal role in the implementation, get involved in a specific tactic or activity?
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How will I know when I should execute certain tactics or activities?
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How will I know if I am charged with a specific implementation role?
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Who is responsible for the execution of the strategic plan?
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How will updates and changes regarding the plan be communicated to the University community?
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What are we doing to build better relations with the Rochester community? How is the community involved in the plan?
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