A DECADE OF EXCELLENCE: UTIA STRATEGIC PLAN DRAFT. January 22, 2017

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1 A DECADE OF EXCELLENCE: UTIA STRATEGIC PLAN DRAFT January 22, 2017

2 OBJECTIVES Develop ten-year vision and goals for UTIA. - Build on our strengths. - Framework to unite UTIA. - Common goals and metrics. Integrate previous work into one strategy. - UTIA priorities, pillars, existing strategic plans. Engage stakeholders on challenges, opportunities, and future direction.

3 PROCESS May September 2017 October November 2017 November December 2017 January March 2018 Evaluate strategic position - Strategic planning team reviewed external trends, peer data, and institutional data. - Engaged 700+ students, faculty, and staff. Draft strategic plan as a leadership team - Retreat with all leaders and units represented. - Cross-functional teams drafted goals. Share draft for feedback - Advisory councils, Board of Trustees, etc. - Faculty, staff, students. Finalizeand implement plan

4 A CHANGING TENNESSEE State of Tennessee Projected Growth Changing Demographics Urban/Rural Gap - Educational Attainment - Economic Opportunities - Complex Health/Family Challenges Changing Profile of Tennessee Farmer and Industry Impact of Agriculture and Natural Resource Management on State Economy

5 A CHANGING WORLD Technology Competition Student expectations Globalization Workforce needs

6 CONNECTING CAN HELP US ADDRESS CHANGES Connecting Across Missions Connecting Across Strengths 95 County Extension Offices Teaching 10 AgResearch and Education Centers Academic and Research Strengths Discovery Service 1 of 30 Colleges of Veterinary Medicine 3 rd largest 4-H program in US Strategic Partners

7 OUR VISION A DECADE OF EXCELLENCE We will develop integrated solutions that advance agriculture, education, natural resource management, human and animal health, and community and economic development. Connect across strengths within UTIA and with partners. Excel by building on our strengths and embracing our priorities. Impact people in Tennessee and the world by creating programs that deliver Real. Life. Solutions.

8 S E E D S OUR UTIA PRIORITIES SEEDS OF INNOVATION trengthening food, fiber, and energy systems. nhancing biodiversity and environmental quality. nriching our economy. eveloping our workforce. trengthening our health.

9 GOAL 1: DRIVE DISCOVERY Cultivate 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? Seed and support innovation. Launch collaborative partnerships. Facilitate participation and integration across units. Lead on a regional, national, and global scale. What will success look like? New collaborative ventures. Increased publications, presentations. Increased professional recognitions. Increased total restricted expenditures.

10 GOAL 2: EXPAND REAL LIFE LEARNING Develop learners across the student and professional life cycle to be leaders in the agriculture, natural resource, and public and animal health industries. What will we do? Increase relevance to learners. Expand access (online, professionals, etc.). Deliver Real Life Learning. What will success look like? Increased number of 4-H students involved in workplace development programs. Increased academic degrees awarded. Increased certificates awarded.

11 GOAL 3: RAPIDLY DEPLOY SOLUTIONS Rapidly deploy practical, cutting-edge solutions through effective use of innovative educational methods. What will we do? Learn from collaboration. Package for rapid delivery. Support entrepreneurship. What will success look like? Increased digital contacts. Increased number of start-ups/ early stage businesses supported.

12 GOAL 4: DELIVER PROGRAMS THAT IMPROVE LIVES Deliver programs that improve health and well-being, protect natural resources, and help Tennesseans adapt to a rapidly changing world. What will we do? Promote education, health, and well-being. Support rural development. Engage urban communities. What will success look like? Increased number of participants in outreach and engagement activities. Increased economic impact of programs.

13 GOAL 5: AUGMENT AND DIVERSIFY RESOURCES Strengthen our relationships with funding partners by demonstrating relevant impact; diversify our sources of funding through entrepreneurship and new partnerships. What will we do? Advocate. Grow philanthropy. Grow strategic partnerships. Encourage entrepreneurial activity. What will success look like? Increased annual gifts, pledges, and bequests. Increased alumni giving rate. Increased total restricted expenditures. Increased self-generated revenue.

14 GOAL 6: IMPROVE INSTITUTE EFFECTIVENESS Reinforce a positive work culture, increase efficiency and productivity, and simplify administrative processes. What will we do? Adapt resource allocation. Enhance work culture. Align management incentives with strategic goals. What will success look like? Reduced salary gap. Increased faculty and staff retention. Increased cost avoidance from administrative efficiencies. Increase administrative efficiency.

15 NEXT STEPS January to February 2018: - Complete feedback process. - Develop final draft. - Begin implementation planning. - Identify fundraising priorities tied to the plan. March or June 2018: Finalize with Board of Trustees.