Sustainable growth

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’re responding to changing conditions and taking advantage of new opportunities. Each tactic is influenced by our core beliefs:

  • Reputation: Strengthening our reputation as a global research university
  • Rochester: Contributing to and benefiting from a just and vibrant city of Rochester and the Rochester Region
  • DEIAJ: Furthering our commitment to actionable and accountable growth in diversity, equity, inclusion, access, and justice.

Here are the tactics for the first year of our strategic plan (FY23–24).

Develop new budget model informed by our mission and goals to strengthen decision-making, service delivery, and strategic growth initiatives.

tactics

Develop overall University budget model funds flow recommendations and implementation plan. Phase 1 modified Academic Center funds flow in place in advance of FY2025 budget development.

Leads:

  • Liz Milavec
    Executive Vice President for Administration and Finance, Chief Financial Officer, and Treasurer
  • Senior Associate Vice President of Finance (open)
  • David Figlio
    Provost

Key collaborators:

  • Office of the Provost
  • River Campus academic centers

Core beliefs: Reputation; Rochester; DEIAJ

Adjust as needed based on learning during FY2025. Make determination if URMC should be further integrated into model.

Leads:

  • Liz Milavec
    Executive Vice President for Administration and Finance, Chief Financial Officer, and Treasurer
  • Senior Associate Vice President of Finance
  • David Linehan
    University of Rochester Medical Center CEO, Dean of the School of Medicine and Dentistry, and Senior Vice President for Health Sciences

Key collaborators:

  • Office of the Provost
  • River Campus academic centers

Core beliefs: Reputation; Rochester; DEIAJ

Coordinate and host discussions with all key University leaders focused on risk (existing and emerging) and mitigation strategies to provide input to the development of OUA’s Annual Audit Plan risk assessment process. Discussions will focus on target area’s Strategic Plan risk to ensure that Strategic Plan considerations are factored into OUA’s annual work plan.

Leads:

  • Liz Milavec
    Executive Vice President for Administration and Finance, Chief Financial Officer, and Treasurer
  • Chris Butler
    Chief Audit Executive

Key collaborators:

  • University and Medical Center senior leadership
  • School of Medicine and Dentistry
  • University of Rochester Medical Faculty Group
  • Strong Memorial Hospital
  • AS&E Finance
  • Controller’s Office
  • Affiliate senior leadership groups
  • Research leadership
  • IT leadership

Core beliefs: Reputation; Rochester; DEIAJ

Identify and create the conditions to support new and innovative revenue streams that capitalize on existing strengths.

tactics

Filing Employer tax credits by April 1, 2024, for entire University.

Leads:

  • Liz Milavec
    Executive Vice President for Administration and Finance, Chief Financial Officer, and Treasurer
  • Caroline Burnicki
    University Controller

Core beliefs: Reputation

Project start in FY24 with tax provider by June 2024.

Leads:

  • Liz Milavec
    Executive Vice President for Administration and Finance, Chief Financial Officer, and Treasurer
  • Caroline Burnicki
    University Controller

Key collaborators:

  • University Facilities and Services
  • Office of Parking and Transportation
  • R/E

Core beliefs: Reputation

Create a new financial model for Dining Services that supports the University’s Strategic Plan.

Leads:

  • Liz Milavec
    Executive Vice President for Administration and Finance, Chief Financial Officer, and Treasurer
  • David Figlio
    Provost

Key collaborators:

  • Office of the Provost
  • Office of Human Resources
  • University of Rochester Medical Center
  • Senior University leadership
  • Student leaders
  • Institutional Office for Equity and Inclusion

Core beliefs: Reputation; Rochester; DEIAJ

Create plans and strategies for long-term sustainable infrastructure needs (IT, HR, data, facilities) that can meet increasing demand and evolving stakeholder expectations.

tactics

Create a University-wide stakeholder informed master plan draft which incorporates key plans and objectives from across the University.

Leads:

  • Liz Milavec
    Executive Vice President for Administration and Finance, Chief Financial Officer, and Treasurer
  • Mike Chihoski
    Senior Associate Vice President, Facilities and Services
  • David Figlio
    Provost
  • David Linehan
    University of Rochester Medical Center CEO, Dean of the School of Medicine and Dentistry, and Senior Vice President for Health Sciences

Key collaborators:

  • Office of Provost
  • Senior University leadership
  • Office of Human Resources
  • University of Rochester Medical Center
  • Student leaders
  • Institutional Office of Equity and Inclusion

Core beliefs: Reputation; Rochester; DEIAJ

Create a student housing plan that addresses student needs, financially supports future housing needs, increases revenue potential, and includes an implementation plan based on capital priorities and available resources.

Leads:

  • Liz Milavec
    Executive Vice President for Administration and Finance, Chief Financial Officer, and Treasurer
  • Mike Chihoski
    Senior Associate Vice President, Facilities and Services
  • David Figlio
    Provost

Key collaborators:

  • Office of Provost
  • Student Life
  • Office for Residential Life and Housing Services
  • Senior University leaders
  • University of Rochester Medical Center
  • Student leaders

Core beliefs: Reputation; Rochester; DEIAJ

Leads:

  • Liz Milavec
    Executive Vice President for Administration and Finance, Chief Financial Officer, and Treasurer
  • Mike Chihoski
    Senior Associate Vice President, Facilities and Services
  • David Figlio
    Provost
  • David Linehan
    University of Rochester Medical Center CEO, Dean of the School of Medicine and Dentistry, and Senior Vice President for Health Sciences

Key collaborators:

  • University Information Technology
  • University Real Estate and Space Planning
  • Events and Classroom Management

Core beliefs: Reputation; Rochester; DEIAJ

Convert University patrol staffing from a funded model to a needs-based model. Develop a target staffing model based on community needs.

Leads:

  • Liz Milavec
    Executive Vice President for Administration and Finance, Chief Financial Officer, and Treasurer
  • Mike Chihoski
    Senior Associate Vice President, Facilities and Services
  • David Figlio
    Provost
  • David Linehan
    University of Rochester Medical Center CEO, Dean of the School of Medicine and Dentistry, and Senior Vice President for Health Sciences

Key collaborators:

  • Senior University leadership

Core beliefs: Reputation; Rochester; DEIAJ

Completion of Strategic Business Impact Assessment.

Leads:

  • Liz Milavec
    Executive Vice President for Administration and Finance, Chief Financial Officer, and Treasurer
  • Mike Liberty
    Associate Vice President of Environmental Health & Safety Services, and Chief Safety Office

Key collaborators:

  • All University departments

Core beliefs: Reputation; Rochester; DEIAJ

Evaluate enterprise-wide mass communications system ensuring University needs are met by end of 2023.

Leads:

  • Liz Milavec
    Executive Vice President for Administration and Finance, Chief Financial Officer, and Treasurer
  • Mike Liberty
    Associate Vice President of Environmental Health & Safety Services, and Chief Safety Office

Key collaborators:

  • All University departments

Core beliefs: Reputation; Rochester; DEIAJ

University-wide myURHR launch in April 2024 (excluding Medical Center affiliates)

Leads:

  • Kathy Gallucci
    Vice President and Chief Human Resources Officer
  • Caroline Burnicki
    University Controller

Key collaborators:

  • Office of Human Resources
  • University Information Technology
  • Office of Research and Project Administration (effort reporting)

Core beliefs: Reputation; DEIAJ

Progress on additional goals

Each goal has objectives and tactics that will lead the University into a future with Boundless Possibility.