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A DECADE OF EXCELLENCE: UTIA STRATEGIC PLAN …

A DECADE OF EXCELLENCE: UTIA STRATEGIC PLAN DRAFTJ anuary 22, 2017 OBJECTIVES Develop ten-year vision and goals for on our to unite goals and metrics. Integrate previous work into one strategy. -UTIA priorities, pillars, existing STRATEGIC plans. Engage stakeholders on challenges, opportunities, and future September 2017 Evaluate STRATEGIC position- STRATEGIC planning team reviewed external trends, peer data, and institutional 700+ students, faculty, and staff. October November 2017 Draftstrategic plan as a leadership team-Retreatwith all leaders and units teams drafted December 2017 Share draft for feedback -Advisory councils, Boardof Trustees, , staff, March 2018 Finalizeand implement planA CHANGING tennessee Changing Demographics Urban/Rural Gap-Educational Attainment-Economic Opportunities-Complex Health/Family ChallengesState of tennessee Projected Growth2010 2040 Changing Profile of tennessee Farmer and Industry Impact of Agriculture and Natural Resource Management on State Economy Technology Competition Student expectations Globalization Workforce needsA CHANGING WORLDCONNECTINGCAN HELP US ADDRESS CHANGESC onnecting Across Strengths 95 County Extension Offices 10 AgResearchand Education Centers Academic and Research Strengths 1 of 30 Colleges of Veterinary Medicine 3rdlargest 4-H program in US STRATEGIC PartnersTeachingDiscoveryServiceConnecti ng Across MissionsA DECADE OF EXCELLENCEWe will develop integrated solutions that advance agric

A CHANGING TENNESSEE • Changing Demographics • Urban/Rural Gap - Educational Attainment - Economic Opportunities - Complex Health/Family Challenges

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Transcription of A DECADE OF EXCELLENCE: UTIA STRATEGIC PLAN …

1 A DECADE OF EXCELLENCE: UTIA STRATEGIC PLAN DRAFTJ anuary 22, 2017 OBJECTIVES Develop ten-year vision and goals for on our to unite goals and metrics. Integrate previous work into one strategy. -UTIA priorities, pillars, existing STRATEGIC plans. Engage stakeholders on challenges, opportunities, and future September 2017 Evaluate STRATEGIC position- STRATEGIC planning team reviewed external trends, peer data, and institutional 700+ students, faculty, and staff. October November 2017 Draftstrategic plan as a leadership team-Retreatwith all leaders and units teams drafted December 2017 Share draft for feedback -Advisory councils, Boardof Trustees, , staff, March 2018 Finalizeand implement planA CHANGING tennessee Changing Demographics Urban/Rural Gap-Educational Attainment-Economic Opportunities-Complex Health/Family ChallengesState of tennessee Projected Growth2010 2040 Changing Profile of tennessee Farmer and Industry Impact of Agriculture and Natural Resource Management on State Economy Technology Competition Student expectations Globalization Workforce needsA CHANGING WORLDCONNECTINGCAN HELP US ADDRESS CHANGESC onnecting Across Strengths 95 County Extension Offices 10 AgResearchand Education Centers Academic and Research Strengths 1 of 30 Colleges of Veterinary Medicine 3rdlargest 4-H program in US STRATEGIC PartnersTeachingDiscoveryServiceConnecti ng Across MissionsA DECADE OF EXCELLENCEWe will develop integrated solutions that advance agriculture, education, natural resource management, human and animal health, and community and economic development.

2 Connect across strengths within UTIA and with partners. Excelby building on our strengths and embracing our priorities. Impact people in tennessee and the world by creating programs that deliver Real. Life. VISIONOUR UTIA PRIORITIESSEEDS OF INNOVATIONSEEDS trengtheningfood, fiber, and energy and environmental will we do? Seed and support innovation. Launch collaborative partnerships. Facilitate participation and integration across units. Lead on a regional, national, and global will success look like? New collaborative ventures. Increased publications, presentations. Increased professional recognitions. Increased total restricted 1:DRIVE DISCOVERYC ultivate innovation to meet the grand challenges of tomorrow by collaborating within our organization and with outside partners and by building on existing strengths. What will we do? Increase relevance to learners. Expand access (online, professionals, etc.). Deliver Real Life will success look like? Increased number of 4-H students involved in workplace development programs.

3 Increased academic degrees awarded. Increased certificates 2:EXPAND REAL LIFE LEARNINGD evelop learners across the student and professional life cycle to be leaders in the agriculture, natural resource, and public and animal health will we do? Learn from collaboration. Package for rapid delivery. Support will success look like? Increased digital contacts. Increased number of start-ups/early stage businesses 3:RAPIDLY DEPLOY SOLUTIONSR apidly deploy practical, cutting-edge solutions through effective use of innovative educational will we do? Promote education, health, and well-being. Support rural development. Engage urban will success look like? Increased number of participants in outreach and engagement activities. Increased economic impact of programs. GOAL 4:DELIVER PROGRAMS THAT IMPROVE LIVESD eliver programs that improve health and well-being, protect natural resources, and help Tennesseans adapt to a rapidly changing will we do? Advocate. Grow philanthropy.

4 Grow STRATEGIC partnerships. Encourage entrepreneurial will success look like? Increased annual gifts, pledges, and bequests. Increased alumni giving rate. Increased total restricted expenditures. Increased self-generated 5:AUGMENT AND DIVERSIFY RESOURCESS trengthen our relationships with funding partners by demonstrating relevant impact; diversify our sources of funding through entrepreneurship and new will we do? Adapt resource allocation. Enhance work culture. Align management incentives with STRATEGIC goals. Increase administrative will success look like? Reduced salary gap. Increased faculty and staff retention. Increased cost avoidance from administrative 6:IMPROVE INSTITUTE EFFECTIVENESSR einforce a positive work culture, increase efficiency and productivity, and simplify administrative STEPS January to February 2018: -Complete feedback final implementation fundraising priorities tied to the plan. March or June 2018: Finalize with Board of Trustees.


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