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URMC » Strategic Plan » Plan At A Glance

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• The Plan at a Glance
  • The Planning Process
    • Committee lists
    • Blue Ribbon Panel
  • The Plan by Mission
    • Education
    • Research
    • Patient Care
    • Community Health
• Overarching Goals
• Signature Programs
• Key Investments
• Dentistry and Nursing Strategic Plans
• CGR's Economic Impact Analysis
• Ask a Question

The Plan at a Glance

More than a year ago, the University of Rochester Medical Center renewed its commitment to achieve national prominence by developing a strategic plan that defines priorities, leverages opportunities, and fulfills the promise of its founders to create Medicine of the Highest Order. 

Faculty, staff, and governance from throughout the Medical Center came together, participating in a planning process that has been mirrored at other schools and divisions throughout the University of Rochester.  Leaders carefully assessed the environment to understand the Medical Center’s challenges and unprecedented opportunities. 

The resulting URMC 2007-2012 Strategic Plan builds on the success of the Medical Ceneter’s previous strategic plan by leveraging its powerful blend of robust science, disciplined teaching programs, and burgeoning clinical enterprise.  This is a plan for using education, science and technology to create new knowledge that helps patients, advances the practice of medicine, and contributes to the economic vitality of our community. 

The centerpiece of the plan is nine high priority clinical and research programs.  These are signature programs in which – with strategic investments in people, technology, and facilities – the University of Rochester Medical Center can stake its national reputation for innovation and excellence.  The chosen Integrated Disease Programs and Innovative Science Programs reflect not only disease prevalence, but areas in which the Medical Center has either built considerable expertise or areas we seek to strengthen to remain competitive.

In addition, the 2007-2012 Strategic Plan determines key investments in people, technology, and facilities in the years ahead.  This includes the most ambitious investment in patient care and translational science facilities in the history of the Medical Center.  Because capital dollars are always limited, careful choices have been made to reflect the full range of needs and the economic imperatives that face academic medicine. 

The plan also will provide a report card by which we can measure our progress over the years.