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Strategic Plan: Progress Report

Strategic Plan: Progress Report. As the UTC Strategic Plan moves into its final phase, it is poised to achieve its objectives by December 2013. Performance metrics show the levels of attainment in reaching respective target marks or in-progress status of the four partnerships:

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Strategic Plan: Progress Report

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  1. Strategic Plan: Progress Report • As the UTC Strategic Plan moves into its final phase, it is poised to achieve its objectives by December 2013. • Performance metrics show the levels of attainment in reaching respective target marks or in-progress status of the four partnerships: • Partnership I (Teaching and Learning), 79% • Partnership II (Education and Research), 89% • Partnership III (Diversity), 77% • Partnership IV (Enabling Partnerships), 88%.

  2. Last Phase of the Plan The 28 action committees that guided the first phase of the Strategic Plan have been whittled to six task forces that will complete the remaining objectives and focus on the theme of Achieving Institutional Distinctiveness. These task forces are Institutional Reputation, Student Success and Satisfaction, Engagement with Partnerships, Resource Development, the Built Environment, and Communication and Marketing.

  3. Refocused Strategic Plan:Achieving Institutional Distinctiveness • Institutional Reputation • Charge: To monitor and report on UTC’s progress in enhancing its academic quality as evidenced in its regional and national reputation. To identify ways to support distinctive academic programs, such as the Honors College, online and graduate degree programs. • Student Success and Satisfaction • Charge: To provide oversight on expanded experiential learning opportunities, richer connections to the campus, enhanced advising, expanded integration of multicultural and diversity activities into the curriculum and campus life, and increased rates of retention and degree completion.

  4. Refocused Strategic Plan:Achieving Institutional Distinctiveness • Engagement with Partnerships • Charge: To conduct an inventory of external educational and research partnerships as a starting point for this focus. • Resource Development • Charge: To support UTC’s strategic direction and mission through efficient and diversified human, technological, and fiscal resources. • The Built Environment • Charge: To continue to develop an environmentally sustainable campus that is safe, well maintained, accessible, and aesthetically appealing. • Communication/Marketing • Charge: To widen and strengthen the channels of communication internally and externally.

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