During winter 2019, Chancellor Steven R. Angle named Provost Jerold Hale to lead the update of the UTC strategic plan. After a COVID-19 related slowdown, the process is now under way.  

Four subcommittees will address each area called out in the current strategic plan and their work product will flow up to an integration committee to finalize a draft that will be widely vetted with the campus community before being finalized. The Integration Committee has representatives from across campus and is chaired by Hale.  

The strategic plan will continue to focus on being true to our core values, expressing who we are, what we do, and why it matters.

Core values

Our core values are:

  • Students are the reason we exist as an institution.
  • We relentlessly pursue excellence.
  • We embrace diversity, inclusion and engagement.
  • Our culture is defined through creativity, inquiry and scholarship.
  • We live integrity, civility and honesty.

Impact and connections

UTC will remain focused on quality programs that have positive impact on our students and our community.  Chattanooga’s economic and social future is connected with UTC’s support of a comprehensive approach for student preparedness, achievement, discovery and innovation.  

We need to find more ways to connect our students with outside-the-classroom experiential learning opportunities like internships, research, scholarship and creative activities, as well as serving the greater Chattanooga community as volunteers.

Areas of attention

While our current strategic plan will serve as a foundation for our Vision, Mission, Values and primary goals, we believe at least three areas require more attention over the next five years. The positive movement in our retention, graduation and enrollment numbers relate to our academic progress and this will continue to be a priority, but there is more we can achieve for our students.
 

Student Experience

First, we must address the student experience.  

Building on the model of our Honors College, we need to expand programs that bring together groups of incoming students in cohort experiences.  

 

General Education

Second, we must focus on General Education, our single common graduation requirement for all students.

It is the foundation of a UTC degree and must be among our strongest programs.  

Diversity and Inclusion

Third, as we develop a new Strategic Plan, there will be clear, measurable and actionable steps to drive significant change and hold ourselves accountable for diversity, inclusion and engagement.

We must recruit and graduate more students of color. We must also build a more diverse faculty to help us connect with these students.  

Subcommittees

The four subcommittees will focus on planning that will:

  • Transform lives through meaningful learning experiences
  • Embrace diversity, inclusion and engagement as a path to excellence and societal change
  • Inspire, nurture and empower scholarship, creativity, discovery, innovation and entrepreneurial initiatives
  • Ensure stewardship of resources through strategic alignment and investments

The subcommittees will draw on the knowledge and expertise of the faculty and staff who will serve on the subcommittees.  The subcommittees will consult with other colleagues, administrators and students as needed.  The list of subcommittee members and chairs along with the Integration Committee members can be found on the 2025 Strategic Plan website.