The goal:

Exceptional undergraduate and graduate education.

We will reimagine undergraduate and graduate education to continue enhancing and enriching the student experience.

Topics on this page

Overview

At our core, we are a teaching and research university and have a long history of providing exceptional and innovative undergraduate and graduate education. Driven by our Meliora values, we are always striving to make our academic programs, student experiences, and campus community ever better. Students and their families choose the University of Rochester because they have an expectation that we will prepare them to face challenges that will be different and more uncertain than those faced by previous generations. Our society needs institutions that position their graduates to live and work with diverse people with different life experiences and perspectives, rapidly adapt to changing communities and work environments, and possess an ability to continuously learn and grow.

We will continue to evolve and enhance the student experience so that we develop leaders, citizens of the world, and learners who live our Meliora values, positively impacting the world once they leave the University. We face a rapidly changing future of education, society, and vocation that demands adaptable, nimble leaders. We are committed to ensuring that our graduates are prepared to thrive and lead.

Achievements of this goal

  • Position the University as a premiere residential undergraduate destination of choice for college-bound individuals.
  • Ensure that all students have at least two high-impact experiential learning experiences to develop meaningful and practical competencies. These experiences can include research, internships, mentorships, and community-engaged learning.
  • Increase scholarship support for undergraduate students from 7 percent to 20 percent from endowed funds; further financial support for graduate students to compete with top research universities.
  • Optimize a 12-month calendar for learning and cocurricular experiences.
  • Increase and improve residential housing options.
  • Enhance student life experience of students through reorganization, new initiatives, and integrated opportunities to learn and thrive.
  • Increase accessibility for historically minoritized groups and members of the Rochester community.
  • Ensure all students feel a sense of belonging and are empowered to pursue their unique academic interests.

Objectives and progress

Our objectives and tactics lay out the steps we’re taking to drive progress. Each year, we will review our approach and launch new initiatives to ensure we respond to changing conditions and take advantage of new opportunities. Our core beliefs influence each tactic.

The tactics below are abbreviated. If you have any questions, want to collaborate on tactics, or have feedback, please contact us.

Objective

Redesign an undergraduate, residential student experience to ensure inclusive and immersive learning that improves competency development, academic outcomes, a sense of belonging, and student wellness

Now more than ever, it is imperative that the University positions itself as a destination of choice. We will ensure that our student experience is distinct and desirable, and that all students feel a sense of belonging, understand how the University will unlock and catalyze their individual strengths and assets, and know that they will have personalized academic experiences. We are also a global university, and the experience we provide and the community we seek to create should naturally lend themselves to integration with other pressing global themes such as sustainability of the earth and humanity as well as social justice and equity, both globally and locally.

The student experience will not only support academic success but will allow students to explore, develop, and have access to enriching opportunities and support services so they develop a strong sense of self and become leaders who will change the world. We will place unparalleled emphasis on supporting every aspect of student life, from social and cultural opportunities to belonging and well-being to athletics.

Leaders

  • John Blackshear, Vice President for Student Life

Tactics and progress

  • Complete reorganization of student life team including position realignment, recruit and hire new positions, develop organizational culture and principles, risk management assessment, and review and redesign operating procedures
  • In conjunction with university master planning project, develop plan to address key facility priorities including student housing, shared student life spaces, classroom renovations, and wellness and athletics facilities
  • Map and coordinate opportunities for alumni and parent involvement scaling existing models of engagement and programs (i.e., Medallion, Greene Center) and applying structure to other initiatives and programs run by Student Life
  • Reimagine Dining Experiences for Undergraduate and Graduate Students that focus on student wellness and diversity and support the academic mission
  • Expand competency development programs beginning with leadership development through creation of a strategy for furthering program access for more students
  • Partner with PEN America to develop a civil discourse student curriculum to build student competency on navigating challenging conversations.
  • Re-engage the Global Celebrations Committee in a new form to work closely with the recommendations cited in 2023 report and to coincide with Global Engagement ten-year anniversary celebration

Tactics Status
Use research findings and institutional data to inform and design road map for student success Progress made
Identify and inventory key existing initiatives that develop competencies Reset
Launch a new student success team including the onboarding of a new VP for Student Life Completed
Coordinate effort to set targets and fundraise for endowed scholarships and aid to support enrollment goals. Completed
Develop plan to address student housing, living/learning spaces, classroom renovations, and athletics facilities. Progress made
Identify and inventory opportunities for alumni and families to support student success initiatives Progress made
Implement recommendations from Global Celebrations Committee to celebrate diversity of our university community. Reset
Close on acquisition of College Town development and begin operating as a University owned asset Completed

Objective

Expand student success initiatives anchored in our goals for a diverse, equitable, and inclusive culture in and out of our classrooms and learning experiences

The University is committed to furthering the diversity of our student body, enabling greater access to quality higher education, fostering a just and inclusive environment and sense of belonging, and ensuring success for all our students. We know much effort is required before we can realize our vision of a fully welcoming, successful, and diverse community. We will, therefore, redesign academic programs and student success services with all students in mind, increase pathways for students from the city of Rochester to learn at the University, and conduct regular campus climate assessments to ensure students feel supported and set up for success. We must also continue to address barriers that impact student learning and community building, whether they are interpersonal, financial, structural, or environmental.

Leaders

  • John Blackshear, Vice President for Student Life
  • Rick Libby, Interim Vice Provost and University Dean of Graduate Education

Tactics and progress

  • Create a philosophy of academic success initiatives that align with the University’s vision and values and is a holistic, multidisciplinary approach
  • Plan and implement a systemic assessment of all personnel, programs, and projects within all units that will comprise the newly formed Academic Excellence unit
  • Evaluate teaching and learning infrastructure to better support faculty development, course development, and integration of experiential learning
  • Create framework for first and second year well being initiatives and identity and belonging efforts for undergraduate and graduate students

Tactics Status
Establish a vice president for student life position Completed
Inventory and evaluate support services and resources for students Progress made
Evaluate, further develop, and promote student wellness and well-being programs Progress made
Conduct analysis of academic programs and student services considering DEIJ Progress made

Objective

Strengthen existing, and develop new, graduate and professional program talent pathways

We seek to intentionally build and strengthen graduate and professional program talent pathways that will enhance our University’s diversity today, cultivate diverse faculty and industry pipelines for the future, and further our academic goals. Strengthening our existing graduate and professional programs allows us to examine and investigate new programs for development, creating new opportunities to showcase our areas of research and scholarly distinction—as well as our areas of distinction in developing the professional workforce—and enhance our global reputation.

In addition, building more cohesion between our undergraduate and graduate programs—such as new combined undergraduate/graduate programs and making the most of our “Take 5” and “E5” programming—offers opportunities for continuous learning as students build upon their undergraduate degrees or use them to launch new paths for their careers.

Leaders

  • Senior Vice Provost for Academic Excellence
  • Rick Libby, Interim Vice Provost and University Dean of Graduate Education

Tactics and progress

  • Analyze and identify graduate and professional programs that University of Rochester undergraduates may pursue to develop enrollment strategy and create pipeline opportunities
  • Analyze and evaluate existing and new opportunities for 4+1 / 3+2 academic programs and other similar initiatives for enrollment, retention, and graduation goals
  • Pursue funding for graduate training programs to enhance the pipeline of diverse graduate and professional students

Tactics Status
Identify popular graduate and professional programs for University of Rochester undergraduates Progress made
Investigate options to create 4+1 and 3+2 programs Completed
Pursue funding for graduate training programs to enhance the pipeline of diverse graduate and professional students Progress made

Objective

Further integrate global, local, and virtual experiential learning into undergraduate and graduate academic experience

Experiential learning is a critical aspect of higher education today. This type of learning, which includes research, internships, community-engaged learning, education abroad, entrepreneurship, practicums, fellowships, and student employment, has been proven to positively impact student retention, sense of belonging, and postgraduate outcomes and success. We have many programs—especially graduate and professional—that already incorporate experiential learning, and we have an opportunity to scale these efforts.

Creating new programs and partnerships will expand the options and futures our students can explore, and we will ensure that students, regardless of discipline or interests, can fully engage in this form of learning. The competencies that they will develop in combination with their classroom learning will prepare them to analyze complex global problems and interdependencies while gaining a deeper understanding of the interpersonal and intercultural fluency necessary for the future of work and society..

Leaders

  • Senior Vice Provost for Academic Excellence
  • Rick Libby, Interim Vice Provost and University Dean of Graduate Education
  • John Blackshear, Vice President for Student Life

  • Ravi Shankar, Interim Vice Provost for Global Engagement

Tactics and progress

  • Leverage experiential learning work group to begin analyzing experiential learning data (curricular and cocurricular) for undergraduate students to develop actionable steps to improving access and participation
  • Enhance existing strategy and programs to expand global experiential learning programs to further intercultural learning and cross-cultural understanding and fluency
  • Analyze and assess existing options being offered to graduate students across disciplines
  • Identify and inventory existing or scalable programs to connect students to the city of Rochester and Rochester region through internships and other experiential learning opportunities
  • Launch and participate in Carnegie re-classification process to continue identification as a “community engaged university.”

Tactics Status
Analyze experiential learning opportunities (curricular and cocurricular) available to students Progress made
Explore and create strategy to expand global experiential learning programs Progress made
Identify and inventory existing or scalable programs to connect students to the city of Rochester and region Reset

Objective

Utilize research-driven, innovative best practices in undergraduate educational delivery.

The pandemic has amplified the need for multiple educational modalities for students. We are committed to the best possible in-person learning experiences while simultaneously offering innovative learning solutions and timelines. This may take the form of hybrid learning options, reimagining the academic calendar, offering additional summer programming in Rochester, expanding our concepts of global learning, and increasing flexibility in our curricula.

Leaders

  • John Blackshear, Vice President for Student Life
  • Senior Vice Provost for Academic Excellence
  • Dale Hess, Associate Vice Provost for Data Insights and Institutional Research

Tactics and progress

  • Examine and evaluate “Rochester Curriculum” for students’ ability to pursue academic exploration in a timely manner and further reduce barriers to exploration across schools and degree programs
  • Review data and analysis for academic experience [clusters, course selection, majors, minors, performance] to determine strategic intervention to improve persistence and retention
  • Establish policies and protocols to offer increased academic flexibility and increased exploration and learning across schools
  • Launch rankings work group to examine factors influencing global and domestic rankings and determine potential interventions for improvement that also serve mission and intended outcomes
  • Office of Data Insights + Institutional Research will focus on key initiatives including graduation and retention rates, university rankings, research outputs and productivity, and dashboards to report progress for strategic plan and operations

Tactics Status
Create and charge new “data insights” team in Provost Office Completed
Examine and evaluate “Rochester Curriculum” for students’ ability to pursue academic exploration Progress made
Establish policies and protocols to offer academic flexibility of modality, space, and time Progress made

Measures of success

Definitions of measures of success will be coordinated across the University to create consistency and increase transparency.

  • Incoming student talent
  • Student experience and satisfaction
  • Outcomes

Explore goals and progress

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