The University of Tennessee at Chattanooga
2015-2020 Strategic Plan
Table of Contents
Message from the Chancellor
Vision
Mission
Values
Strategic Plan Goals
Goal 1
Goal 2
Goal 3
Goal 4
Goal Assessment
Goal 1 Assessment
Goal 2 Assessment
Goal 3 Assessment
Goal 4 Assessment
Strategic Plan Process
Communication Plan
Message From The Chancellor
The University of Tennessee at Chattanooga is on a journey to excellence. We work with partners to harness our collective willpower and brainpower to find solutions that improve lives and build communities.
Over the past year, the UTC Strategic Planning Steering Committee has engaged in listening and learning with an eye and an ear toward impacting student success and building stronger ties between our campus and our
communities.
At UTC we boldly embrace a passion for excellence in all that we do as we change lives and transform communities. The challenge for each of us, whether physically on campus, in the community or connected virtually by
technology, is to feel, see and live this passion for excellence. The cornerstones of student success and community connections are in place. Our investments in faculty are critical to the long-term quality of the institution.
Our strategy for the future is to equip our graduates with the knowledge and life learning experiences for the journey ahead.
UTC is a place to develop mind, body and spirit. We prepare our students for the challenges of tomorrow, collaborating with community partners, faculty and staff to find real world solutions. Our focus is on what we do
and doing it well. Our commitment—each and every day—is to earn the trust and confidence of those we serve. Our goal is to make a difference in the life of our community and in the lives of our students. We will identify
areas of distinction and pursue them with vigor and passion. New friendships and relationships will emerge. Success will be measured by actions that mirror our words. As a comprehensive regional university that works
with a diverse group of partners, we will make connections at home and extend our reach to global connections as well.
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Join us in our vision to Engage Students, Inspire Change and Enrich Community. The journey to excellence has begun.
Chancellor Steven Angle
What Differentiates UTC in impacting student success and building stronger community ties?
A four year institution…well-rounded educational experience that has a long shelf life…science, engineering, business and the liberal arts…faculty there to help students excel…inspire students…active learning and
connected with community.
Vision

We Engage Students, Inspire Change and Enrich Community.
We nurture students through community connections…tied to our values and our region…grounded in Chattanooga…a great drawing card…we value our place.
Mission
 The University of Tennessee at Chattanooga is a driving force for achieving excellence by actively engaging students, faculty and staff; embracing diversity and inclusion; inspiring positive change; and enriching and
sustaining our community.
At UTC…we develop a community on campus…enable students to go into the global community and achieve… provide a nurturing environment that connects students, community and opportunity.
Values
 Students are the primary reason we exist as an institution.

We live integrity, civility and honesty.
 We relentlessly pursue excellence.
 We embrace diversity and inclusion.
 Creativity, inquiry and scholarship are our culture.
We teach…we learn…we interact…we nurture…we grow citizens for tomorrow…we do the basics and more.
Goals
Goal 1: Transform lives through meaningful learning experiences.
a. All undergraduates will complete an internship, practica, service project, research project, senior capstone, honors thesis, or international experience.
b. Increase student participation in the Honors College and in Honors College programs.
c. Expand the number of graduates from graduate programs in areas that align with workforce needs in our region and the state.
d. Expand, integrate and assess virtual course delivery methods as a part of the overall educational experience.
e. Provide exemplary student support services.
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f. Ensure engagement in learning connected to academics, athletics, extracurricular activities and student development programs through coordination and integration of these experiences.
g. Create an environment that encourages intellectual and cultural engagement through the liberal and fine arts.
At UTC…we create environments for students to learn and solve problems together…exchanging ideas.
Goal 2: Inspire, nurture and empower scholarship, creativity, discovery, innovation and entrepreneurial initiatives.
a. Increase participation by students, faculty and staff in scholarship and creative activities that impact the community through partnerships with business and industry, government and non-profit agencies.
b. Establish mechanisms to encourage, implement and assess faculty, staff and student entrepreneurial activities.
c. Identify, develop and evaluate community-based programs and courses to connect all outreach programming, continuing education, work-based training and executive education opportunities with University
resources.
d. Create, adopt and incorporate new learning technologies into the academic experience.
We teach the liberal arts and fine arts as well as other disciplines so students grow into citizens…in the community and the world.
Goal 3: Ensure stewardship of resources through strategic alignment and investments.
a. Fully implement, assess, and align resources with the Complete College Strategic Plan finalized in April 2014.
b. Implement and assess tools and processes to track students through enrollment, graduation and professional achievement to better communicate and build a loyal alumni base.
c. Ensure facilities, technology and college/unit based plans align with the strategic plan.
d. Align all resources with high priority programs and endeavors.
e. Develop and implement a strategic enrollment management plan that includes a robust assessment plan.
f. Expand revenue streams beyond traditional tuition and state funding.
g. Develop and build an institutional culture of assessment with the Institutional Assessment and Effectiveness Committee’s assistance.
h. Develop and implement a faculty and staff compensation plan to reward meritorious performance.
We contribute substantially to campus and community experiences…share talents of our students, faculty and staff…and are challenged to make a difference in the world.
Goal 4: Embrace diversity and inclusion as a path to excellence and societal change.
a. Develop, implement and assess an institutional diversity plan that defines and sets clear metrics for diversity of faculty, staff and students.
b. Improve the cultural inclusion of and physical and technological access for students, faculty and staff with disabilities.
c. Enhance and expand international partnerships that lead to more international students and faculty at UTC and increased opportunities for UTC students, faculty and staff to have international experiences.
d. Build advisory boards and support groups that reflect a diversity of occupations, abilities and cultures.
Community…broadly defined…local and globally…stretching us to hold on to values…explore new ideas…expand our horizons.
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STRATEGIC PLAN ASSESSMENT
Goal 1 Assessment: Transform lives through meaningful learning experiences.
Activity
a. All undergraduates will complete an
internship, practica, service project,
research project, senior capstone, honors
thesis, or international experience.
b. Increase student participation in the
Honors College and in Honors College
programs.
c. Expand the number of graduates from
graduate programs in areas that align with
workforce needs in our region and the
state.
Possible Action Items
 Review all programs to ensure experiences are included
as a part of each program and are linked/mapped to
programmatic learning outcomes.
 Revise Clear Path documents to reflect new
requirement.
 Determine how assessment of the value of these
experiences will be incorporated into the annual
institutional effectiveness assessment activities across
all programs. Document impact on curriculum planning
and approval processes.
 Determine consequences of what happens if a student
does not complete required experience.
 Determine tracking mechanisms and processes and
how these experiences will be reflected on student
transcripts.
 Determine baseline % participation.
 Benchmark from baseline to determine % increase
expected each year to reach 100%.
 Determine funding/scholarship needs to increase
Honors participation.
Assessment
 Audit all programs for potential experiences
for all students
 Audit students for 100% participation
 Document experience student completed
Responsible group or individual
Academic Colleges/Departments, Office of
Undergraduate Research and Creative Activity, Vice
Chancellor for Research and Dean of the Graduate
School, Experiential Learning Coordinator, Director
of Community Partnerships, Institutional
Assessment and Effectiveness Committee.
Achieve by
FY18
 # of students participating in Honors College
 X% of undergraduate student population
involved in Honors College programs
Dean of the Honors College,
Assistant Provost for Enrollment Services
FY18
Fall 2020
 Identify regional and state-wide workforce needs
(http://www.tn.gov/thec/complete_college_tn/ccta_fil
es/master_plan/HNeed_Web.pdf)
 Align current programs to workforce needs.
 Convene town/gown group to determine workforce
needs that might indicate need for new programs
(Thrive 2055)
 Create and approve (UTC, UT, Tennessee Higher
Education Commission, Southern Association of
Colleges and Schools, Commission on Colleges, etc.)
new programs based on anticipated needs.
 Recruit students, employers, etc. for programs.
 Determine prospective students for accelerated
graduate programs.
 Number of programs approved and offered
 # of students receiving graduate degrees in
4+1 programs
Graduate Council, Academic Colleges
FY20
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Activity
d. Expand, integrate and assess virtual course
delivery methods as a part of the overall
educational experience.
e. Provide exemplary student support
services.
f.
Ensure engagement in learning connected
to academics, athletics, extracurricular
activities and student development
programs through coordination and
integration of these experiences.
Possible Action Items
 Complete initial assessment of administration of online
program using the Online Learning Consortium Quality
Scorecard) to determine institutional readiness to
provide support for online programming.
 Use results from Online Learning Consortium Scorecard
to improve UTC’s administration of programs and to
guide implementation/assessment.
 Determine institutional process by which courses are
moved to fully online (outline an approval process).
 Determine process by which departments are held
accountable for continuing obligation to meet online
course/program needs for online programs and majors.
 Outline, implement and assess required faculty training.
 Create orientation modules for potential online
students.
 Select, design, implement and assess at least one
undergraduate and one graduate program to be offer
online from each college.
 Get Tennessee Higher Education Commission/Southern
Regional Education Board approval for online programs
(Academic Common Market where applicable,
Electronic Campus for all online programs).
 Assess virtual methods used to determine
effectiveness.
 Identify which services are considered student support
services.
 Benchmark current use of student support services and
any barriers to their use.
 Determine research-based best practices for each
support service to benchmark “exemplary.”
 Implement research-based best practices.
 Assess best practices for improvement opportunities.
 Implement One-stop shop.
 Assess One-stop shop use/effectiveness.
 Implement ongoing training for One-stop shop
employees.
 Implement High Impact Practices (HIP) to increase
engagement and integration)
 Assess HIP for improvement.
 Map institutional outcomes across all facets of
institutional services and programs.
 Define engagement measures and
integration/coordination targets.
Assessment
 Students can acquire General Education
offered in virtual environment
 Minimum of one undergraduate degree
program in each college offered virtually
Responsible group or individual
Academic Deans and Department Heads,
Institutional Assessment and Effectiveness
Committee
Achieve by
FY19
FY20
GenEd
FY20 Degree
programs




Directors of Student Support Services, Vice
Chancellors, Institutional Assessment and
Effectiveness Committee
FY16
Academic Affairs, Director of Community
Partnerships, Student Development, Institutional
Assessment and Effectiveness Committee
FY17
Benchmark services
Determine response time
Implementation of one-stop shop
Use student perceptions from National
Survey of Student Engagement data
 Establish current number of opportunities in
each area
 Map current and new opportunities to
academics, athletics, extracurricular activities
and student development programs
 Track increase in number and types of new
opportunities
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Activity
g. Create an environment that encourages
intellectual and cultural engagement
through the liberal and fine arts.
Possible Action Items
 Identify gaps in duplications and revise opportunities as
indicated.
 Use National Survey of Student Engagement survey
data comparing freshman to senior perceptions.
 Determine indicators for intellectual and cultural
engagement.
 Determine barriers to providing such engagement.
 Fund and encourage increase in liberal and fine arts
programming tied to student demands.
 Increase student, faculty and staff participation and
engagement in liberal and fine arts opportunities.
Assessment
 Analyze student involvement in activities
against performance metrics and outcomes
Responsible group or individual
Achieve by
 Establish quantitative and qualitative
measurements.
Department Heads and Dean of the College of Arts
and Sciences
FY17
Assessment
 Establish baseline of participation and seek
20% increase.
Responsible group or individual
Unit heads, Director of Community Partnerships
Achieve by
FY17
 Assess processes and programs that
encourage entrepreneurial activities
 # of entrepreneurial opportunities provided
 # of faculty, staff, and students involved
 # of entrepreneurial success stories
Deans
FY17




Faculty, Deans, Continuing Education,
Cadek Conservatory of Music, Challenger Center,
Center for Community Career Education, WUTC,
Children’s Center, etc.
Institutional Assessment and Effectiveness
FY16 and
continuing
forward
Goal 2 Assessment: Inspire, nurture and empower scholarship, creativity, discovery, innovation and entrepreneurial initiatives.
Activity
a. Increase participation by students, faculty
and staff in scholarship and creative
activities that impact the community
through partnerships with business and
industry, government and non-profit
agencies.
b. Establish mechanisms to encourage,
implement and assess faculty, staff and
student entrepreneurial activities.
c. Identify, develop and evaluate communitybased programs and courses to connect all
outreach programming, continuing
education, work-based training and
executive education opportunities with
Possible Action Items (not necessarily in order)
 Outline institutional definitions of what constitutes
“scholarship and creative activity” through
partnerships.
 Ensure that all departmental Promotion, Tenure and
Reappointment bylaws and Faculty Annual Evaluations
and Development by Objectives reward, give “credit,”
and incorporate such activity.
 Build such activity into faculty workload models.
 Determine mechanism to collect this data, track and
document baseline information and any increases.

Define
what is considered to be entrepreneurial and still
within State, UT and UTC policies and procedures.
 Determine models by which activities can be deemed
successful – self-funding within a certain time frame?
 Determine assessment measures of such
entrepreneurial activities.
 Ensure that all departmental Promotion, Tenure and
Reappointment bylaws and Faculty Annual Evaluations
and Development by Objectives reward, give “credit,”
etc. and/or incorporate such activity.
 Outline policies and procedures for the mechanisms to
suggest, gain approval for, implement and assess such
activities.
 Determine which UTC programs count as outreach
activities.
 Set mission/goals for outreach activities.
 Develop processes by which units plan and deliver
outreach activities.
# of new community based programs
# of events provided
# of participants
Participant evaluation of events
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Activity
University resources.
d. Create, adopt and incorporate new learning
technologies into the academic experience.
Possible Action Items (not necessarily in order)
 Require all outreach activities to be entered into the UT
System ONES tracking system and UT Outreach &
Engagement
 Establish an obvious outreach web presence on UTC
web pages.
 Benchmark current use of technology into the
academic experience.
 Determine pilot programming process for new teaching
and learning tools.
 Assess current campus-wide scholarship of teaching
and learning benchmarks.
 Include scholarship of teaching and learning in all
Promotion, Tenure and Reappointment/Faculty Annual
Evaluation and Development by Objectives processes.
 Link new technologies developed to University
Research Foundation/intellectual property rights,
pants, etc.)
Assessment
Responsible group or individual
Committee
Achieve by
 Document inclusion of new learning
technologies
 Assess and evaluate impact on learning
 Document new technologies developed
Faculty, Walker Center for Teaching and Learning,
Center for Academic and Innovative Technologies,
Associate Provost, Institutional Assessment and
Effectiveness Committee
FY16 and
continuing
forward
Assessment
 Evaluate implementation based on Complete
College strategic plan goals
 Track funding and implementation of plan
Responsible group or individual
Provost, Vice Chancellors, Deans, and Department
Heads (primary role), Director of Complete College
Tracking and Assessment,
Institutional Assessment and Effectiveness
Committee
Assistant Provost for Enrollment Services,
Alumni Affairs, Development
Achieve by
Fall 2016
Vice Chancellors
Institutional Assessment and Effectiveness
Committee, University Planning and Resources
Advisory Council
December
2015
Goal 3 Assessment: Ensure stewardship of resources through strategic alignment and investments.
Activity
a. Fully implement, assess, and align resources
with the Complete College Strategic Plan
finalized in April 2014.
Possible Action Items (not necessarily in order)
 Use performance funding data for most of this one.
 Determine method by which funding is tied to
benchmarks
 Continuously assess planning items for successful
implementation of the planning items.
b. Implement and assess tools and processes
 Set benchmarks on which to track student progress.
to track students through enrollment,
 Determine if Complete College of Tennessee Act
graduation and professional achievement to
metrics can work to gauge student progress.
better communicate and build a loyal alumni  Determine which communication plans work best with
base.
UTC students.
 Assess use of Customer Relations Management tools
related to enrollment, retention, and graduation.
 National Survey of Student Engagement data
 Determine how to assess loyal alumni base
c. Ensure facilities, technology and college/unit  Determine mechanism to determine return on
based plans align with the strategic plan.
investment for aligned facilities, technology and unit
based plans.
 Incorporate unit strategic planning into the annual
institutional effectiveness cycle/reporting.
 Fully implement Customer Relations
Management tools to ensure timely
communication with recruits, students and
alumni
 Provide training to users of the Customer
Relations Management software.
 Outline ongoing training to be offered to new
employees.
 Increase student retention and graduation
rates.
 Evaluate all plans against the University
Strategic Plan
FY16
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Activity
Possible Action Items (not necessarily in order)
 Require units to submit annual reports
 Tie budget requests to aligned unit strategic plans.
d. Align all resources with high priority
 Outline what metrics will be used to determine high
priority programs and endeavors.
programs and endeavors.
 Assess program outcomes against funding.
e. Develop and implement a strategic
 Determine goals for strategic enrollment planning.
enrollment management plan that includes a  Determine metric and means for strategic recruiting
robust assessment plan.
 Determine which parts of the plan work best to achieve
enrollment goals.
 Use Complete College of Tennessee Act data.
f. Expand revenue streams beyond traditional
tuition and state funding.

g. Develop and build an institutional culture of
assessment with the Institutional
Assessment and Effectiveness Committee’s
assistance.

h. Develop and implement a faculty and staff
compensation plan to reward meritorious
performance.



Assessment
 Determine metrics to identify high impact
programs and endeavors
 Track funding against program outcomes
 Measure admission, attendance, retention,
progression and graduation against strategic
enrollment management plan
 Establish recruiting characteristics beyond
traditional GPA and test scores, e.g., grit,
perseverance, attitudes, etc.
Determine present revenue streams and impact on
 Track the number of new revenue streams
overall budget.
 Track increased revenue available due to new
or different revenue streams
 Analyze cost to generate new revenue
streams against revenue generated
Develop outcomes and implement assessment plans for  Audit departmental plans and outcomes to
all units
provide feedback.
Assist units in measuring, evaluating and implementing  Establish a university webpage providing upimprovement plans
to-date assessment data for all units
 All departments required to do annual
assessment plans
Determine what constitutes meritorious performance
 Plan drafted and implemented
related to faculty and staff workloads/expectations
 Dollars set aside in annual budget for merit
Link compensation plan to Promotion, Tenure and
raises
Reappointment/Faculty Annual Evaluation and
Development by Objectives/Staff Performance and
Development Reviews to reward meritorious
performance
Responsible group or individual
Achieve by
Provost, Deans, Department Heads, Executive Vice
Chancellor Finance and Operations, University
Planning and Resources Advisory Council
Assistant Provost for Enrollment Services, Deans
Beginning fall
2015 and
continuing
Initiate August
2015, fully
implemented
May 2016
University-wide, Executive Team, Provost,
Executive Vice Chancellor Finance and Operations,
Deans
FY19
Provost, Vice Chancellors, Institutional Assessment
and Effectiveness Committee, Unit Heads
Initiate July
2015 and
continuing
Chancellor, Vice Chancellors and Deans
Fall 2016
Goal 4 Assessment: Embrace diversity and inclusion as a path to excellence and societal change.
Activity
a. Develop, implement and assess an
institutional diversity plan that defines and
sets clear metrics for diversity of faculty,
staff and students.
Possible Action Items (not necessarily in order)
 Set institutional definitions for diversity areas for
faculty, staff and students.
 Set diversity targets/benchmarks.
 Communicate definitions, plans and metrics to units as
a part of their planning efforts.
Assessment
 All units have diversity plans that support the
University plan
Responsible group or individual
Unit Heads, Office of Equity and Diversity, Title IX
Coordinator, Human Resources
Achieve by
FY16
b. Improve the cultural inclusion and physical
and technological access for students,
faculty and staff with disabilities.
 Determine cultural inclusion target measures.
 Determine physical inclusion target measures.
 Determine technological access target measures.
 Establish an Accessible Technology
Committee to assess and evaluate all aspects
of accessibility for campus
Accessible Technology Committee, Unit Heads
FY16 and
continuing
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Activity
c. Enhance and expand international
partnerships that lead to more international
students and faculty at UTC and increased
opportunities for UTC students, faculty and
staff to have international experiences.
d. Build UTC advisory boards and support
groups that reflect a diversity of
occupations, abilities and cultures.
Possible Action Items (not necessarily in order)
 Benchmark current status of all metrics.
 Set targets to increase and improve access.
 Identify and track areas of continued improvements
 Increase number of Memoranda of Understanding,
Memoranda of Agreement, signed and the number of
students/faculty that have taken advantage of
agreements.
 Increase number of UTC-planned international
programs for students.
 Increase percentage of students who participate in
international programming.
 Determine diversity targets for all advisory boards and
support groups/committees.
Assessment
 Document improvements of accessibility in all
areas
Responsible group or individual
Achieve by
 Document number of Memorandums of
Agreement and Memorandums of
Understanding signed and implemented
 Track number of students, faculty and staff
engaged in international experiences
Executive Director of International Programs &
Services, Deans
FY16 and
continuing
 Review appointments to all advisory boards
and support groups and modify membership
as necessary to reflect diversity
 Report diversity of committees based on
occupation, abilities and cultures
Chancellor, Vice Chancellors
FY16
Process Overview
The advent of a new strategic planning period coincided with a dynamic time in UTC’s history. With a new Chancellor and Provost, the time was right to align UTC’s mission, vision and values to meet UTC’s priorities—
student success and community connections.
Listening and learning were paramount. This was a campus-wide and community-wide collaborative effort.
Phase 1
During phase one UTC:
• Gathered input on the existing vision and mission statements.
• Tested key words and phrases.
• Communicated the evolution of goals and steps of the strategic planning process through a dedicated website linked to the UTC homepage.
• Gathered feedback from over 600 individuals using a web-based survey and focus groups, including:
• Chancellor’s Multicultural Advisory Council
• Chancellor’s Roundtable
• Chattanooga Area Chamber of Commerce, Executive Committee
• UC Foundation
• River City Company, Board of Directors
• Alumni GOLD Council
• UTC’s faculty and staff
• Student Government Association & other student organizations
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Phase 2
The findings from the survey and the focus groups were presented to an expanded Strategic Planning Steering Committee in August 2014. The committee brainstormed four University goals that, after extensive input,
became the final four goals below:
• Transform lives through meaningful learning experiences.
• Inspire, nurture and empower scholarship, creativity, discovery, innovation and entrepreneurial initiatives.
• Ensure stewardship of resources through strategic alignment and investments.
• Embrace diversity and inclusion as a path to excellence and societal change.
The four goals were then used to identify measureable action items from various groups:
• Provost’s Council
• UTC faculty and staff
• UTC Faculty Senate
• Student Government Association
• Alumni groups in Hamilton County, Knoxville, Nashville, Cleveland and Atlanta.
• Local community interest groups including: entrepreneurs, members of the arts community and Hamilton County academic and career advisors.
Participants were also asked to share comments on UTC’s values. Several consistent themes emerged that are reflected in five values statements:
• Students are the primary reason we exist as an institution.
• We live integrity, civility and honesty.
• We relentlessly pursue excellence.
• We embrace diversity and inclusion.
• Creativity, inquiry and scholarship are our culture.
The vision and mission statements were developed through the work of an ad hoc group of Strategic Planning Steering Committee members with feedback from faculty, staff and students:
• Vision Statement: We Engage Students, Inspire Change and Enrich Community.
• Mission Statement: The University of Tennessee at Chattanooga is a driving force for achieving excellence by actively engaging students, faculty and staff; embracing diversity and inclusion; inspiring positive change;
and enriching and sustaining our community.
The entire package was then presented to students, faculty and staff in a December 2014 strategic planning meeting and a January 2015 feedback session.
Steering Committee
UNIVERSITY MEMBERS
Jerald Ainsworth, Chair
Neslihan Alp, College of Engineering and Computer Science
Dee Dee Anderson, Student Development
Nancy Badger, Counseling and Personal Development Center
Hinsdale Bernard, Graduate School
Jennifer Boyd, College of Arts and Sciences
Chris Brockman, College of Business
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Susan Davidson, Faculty Senate
Robert Dooley, Deans’ Council
Laura Duncan, Graduate Student Association
Tom Ellis, Operations
Jeff Elwell, College of Arts and Sciences
Jennifer Faires, Employee Relations Council
Robert Fisher, Student Government Association
Tyler Forrest, Financial Affairs
Yancy Freeman, Enrollment Services
Linda Frost, Honors College
Laura Herron, Athletics Administration
Andrew Horton, Athletics Administration
Theresa Liedtka, Library
Tonia Martin, Exempt Staff Council
Aldo McLean, College of Engineering and Computer Science
Michelle Morales, Auxiliary Services
Brian O’Leary, Council of Academic Department Heads
Laure Rodebaugh Pou, Human Resources
Valerie Rutledge, College of Health, Education and Professional Studies
Ken Scannapiego, Scholarship Office
Randy Walker, Graduate School
Christi Wann, College of Business
Li Yang, College of Engineering and Computer Science
COMMUNITY MEMBERS
Max Bahner UC Foundation
Wade Hinton, City Government
Bo Hixson, Alumni Board
Dan Saieed, County Government
Robert Sharpe, K-12 Education
Macon Toledano, Community Representative
Communication Plan
Our commitment is to create, share and build awareness and broad, diverse support for UTC’s Vision to Engage Students, Inspire Change and Enrich Community
Communicate UTC’s journey to excellence



Share experiences, encourage students, faculty and staff to tell the UTC story to key constituents.
Increase awareness of UTC’s emphasis on transforming lives through initiatives that engage students, faculty and community partners.
Develop students as ambassadors, putting a face and voice to UTC.
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

Deliver to key audiences the value of a UTC education.
Expand UTC communication channels, sharing the quality, initiatives and impact of UTC with diverse audiences.
Connect alumni, business partners and prospective students with UTC as a first choice for higher education.
Promote UTC as a first choice for higher education



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Increase visibility of UTC through the integration of emerging technologies and traditional media to reach key audiences.
Invest in high impact marketing and public relations initiatives that connect UTC with students, communities and key external constituencies.
Create a “What Differentiates UTC” platform to focus UTC messaging.
Implement a data-driven measurement system to gauge impact on key audiences
Aspiring to excellence in all we do.
2015-2020 UTC Strategic Plan
UTC.edu/strategic-plan
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