Charles Dicken’s phrase, “It was the best oftimes; it was the worst of times,” could bestdescribe the recent year at UTC. The campusreceived $11 million in federal stimulus dollarsat the same time experiencing severe and continuing budget cuts.

The best of times were obvious in record enrollment at UTC,and the bustling numbers of students brought a vibrancy to campus. Classrooms and residence halls were full to over-flowing; the new Aquatic and Recreation Center attractedstudents all hours of the day, and the Lupton Library and University Center served more than just their functional roles.Students studied on the lawns; students walked and biked thegreenways; students explored Chattanooga. Students wereeverywhere!

When they weren’t teaching, conducting research, or servingstudents, faculty and staff were highly engaged in developingplans and assessments integral to UTC’s advancement: forcampus technology, for a Quality Enhancement Program (requisite for reaffirmation), for arts outreach, for diversitytraining, and for ADA accessibility.

As the Strategic Plan evolves and matures, clearly some goalsneed the hard glare of analysis. Nevertheless, The Universityof Tennessee at Chattanooga makes steady progress on its ambitious Strategic Plan as committees devote attention toward achieving our goals and outcomes.

The following pages reflect the challenges, accomplishments,and selected data that keep us focused on our path to excel-lence. We shall achieve.

ACHIEVINGPROGRESSYEAR 2 REPORT ON THE IMPLEMENTATION OF THE STRATEGIC PLAN

www.UTC.edu/StrategicPlan/Year2

HIGHLIGHTS OF THESE FIRST FEW YEARS.

•Increased freshman retention

•Recognition by the CarnegieFoundation as a community engaged institution

•Assessment of General Educationcurriculum

•Establishment of regional tuitionfor undergraduate and graduatestudents

•Establishment of MulticulturalCenter and Women’s Center

•Increased admissions selectivity

•Increased undergraduate andgraduate enrollment

•First stage construction of a new library

•$61 million raised toward campaign goal

What accounts for these improvements? A focusedapproach consisting of orien-tation sessions, professionaladvising, a Student SuccessCenter, new topics courses,and learning communities isbuttressed by supportiveprograms in residentialhousing and enhanced programming by StudentDevelopment.

Increasing freshman retention has been at the core of delivering a distinctive educational experience toour students in recent years. UTC is making impressive strides in two aspects of this goal. First, we areretaining our freshmen into their second semesters. From the base year of 2007 when the rate was 84 percent, we reached 90.5 percent in January 2009. The freshman retention rate to the sophomore yearhas improved from 61 percent in 2007 to 67 percent in 2009.

Partnerships for

(TEACHING AND LEARNING)STUDENTS

Create partnerships that provide distinctive educational experiences for students both in the classroom and beyond, lead to meaningful engagement between students and all other members of the University community, and enhance students’ commitment to The University of Tennessee at Chattanooga.

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2006 2.73 2.94 2.73 2.83

2009 2.81 3.04 2.95 2.90

GOAL At or above At or above peer average peer average

UTC FRESHMEN

FRESHMENAT PEER

INSTITUTIONS

UTCSENIORS

SENIORSAT PEER

INSTITUTIONS

OVERALL QUALITY OF ACADEMIC ADVISING

2006 3.00 3.14 2.89 3.18

2009 3.10 3.18 3.16 3.17

GOAL At or above At or above peer average peer average

UTC FRESHMEN

FRESHMENAT PEER

INSTITUTIONS

UTCSENIORS

SENIORSAT PEER

INSTITUTIONS

OVERALL SATISFACTION WITH EDUCATIONAL EXPERIENCE

* Source: UTC OPEIR: NSSE Test Results

* Source: UTC OPEIR: NSSE Test Results

Source: UTC OPEIR Source: UTC OPEIR

2008

2007

GOAL

2009

InteractiveVIDEO PROGRAMS

5

10

7

5

2008

GOAL

2009

110

200263UndergraduateStudents Using

REGIONAL TUITION*Junior and Senior. Full and Part Time.

3

2008

2007

GOAL

2009

ReportedONLINE COURSES

40

52

47

27

In 2009 UTC adopted the Banner student information systemfor advisement, registration, degree audit, and comprehensivereports on student enrollment and progression. The aim is tomake advising more accessible to all students and to provideimmediate, accurate data for faculty and staff.

UTC is enhancing access to students in the region and thestate through its online courses and degree programs. Eachyear more courses are delivered entirely on line, and moreprograms offer complete degrees on line.

The regional tuition program for undergraduate students re-siding in contiguous counties in northwest Georgia andnortheast Alabama attracts more students every year. Sinceits inception, the number of students taking advantage of theprogram has grown by 139 percent. Building on this success,in fall 2009 UTC received approval to offer regional tuition tograduate students from the same areas.

UTC has always been recognized for superior teaching, butthe challenge posed by the Strategic Plan is to identify dis-tinctive programs. After much thoughtful discussion, thecampus is coalescing around the idea of expanding the honorsprogram into an Honors College comprised of the UniversityHonors Program and several niche honors programs in areassuch as international studies, environmental sustainability,science and technology, and leadership. An Honors Collegewould be able to offer its distinctive courses and experiencesto more outstanding students and integrate a variety of ma-jors into the program.

Because distinctive experiences are so valuable to buildingstudent resumés, UTC has developed its Quality Enhance-ment Program (QEP), a core requirement for reaffirmation bythe Southern Association of Colleges and Schools, to empha-size critical thinking as applied in academics and communityoutreach. Based on the QEP, critical thinking will be totallyintegrated into the curriculum and culture within five years.

Graduate Students Using Regional TuitionApproved in 2009. 2012 goal is 150 students.

Source: UTC Continuing Education

Source: UTC Continuing Education

Source: UTC Undergraduate Admissions;

UTC Graduate School

UTC identified four high-priority areas for research and engage-ment: STEM education, the environment, energy, and health.Community forums have been developed around these themes.

The UTC SimCenter is collaborating with IBM on a projectsimulating airplane turbines. Researchers are working to designa computer program that will allow them to see how a turbinewould work inside a plane while being affected by variablessuch as altitude or speed.

To emphasize the importance of faculty research, UTC held itsinaugural Research Day with faculty presenting poster sessionsto the campus community.

UTC received $13,369,391 in external funding in FY 2009, a total of 101 awards. The College of Engineering and Com-puter Science obtained 51 percent of this funding. Several othermajor grant proposals were submitted this year: $3.7 million forEarly Reading First with three regional partners; $2.4 millionfor workforce training in the electric power sector; and $1.8million for UTeach. UTC received a Congressional appropria-tion for education in science, technology, engineering, andmathematics (STEM) for $700,000.

In the area of international studies, UTC purchased property toestablish a center for international programs.

Prior to this Strategic Plan, UTC had no viable data on its outreach to the community through public arts programs. This year, a second inventory of arts programs was completed,showing a remarkable number of UTC programs, attendees, and partners for the arts.

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Partnerships for

AND RESEARCHEDUCATION Create external educational and research

partnerships that take advantage of UTC’sdistinctive programs, faculty expertise, and the resources of the Chattanooga metropolitan region.

2008

2007

GOAL

2009

InternationalPARTNERSHIPS

10

14

10

7

Source: UTC Office of Cooperative Education, National

and International Student Exchanges

2008

2007

GOAL

2009

Students Participating inSTUDY ABROAD

150

150

124

115

2007 No data available

2008 100 programs; 28,503 attendees; 49+ external partners

2009 250 programs; 52, 494 attendees; 96 external partners

GOAL A survey of local outreach will provide information for future offerings

PROGRAMSIN THE ARTS

PROGRAMS, ATTENDEES, EXTERNAL PARTNERSSource: UTC Office of Cooperative Education, National

and International Student Exchanges

Source: UTC Fine Arts Survey

The Multicultural Center/Women’s Center flourished in itssecond year of existence, almost doubling the number of visi-tors to the center and extending its outreach through pro-gramming and classroom sessions.

A new director joined the Office of Equity and Diversity andreactivated the Minority Affairs committee. Through biweeklywork sessions, a committee developed a diversity training pro-gram to be offered to faculty and staff. The diversity of faculty,staff, and students continued to grow, with the number of un-dergraduate students showing the greatest increase. Thegreatest percentage of employee diversity growth occurred inthe category of staff.

The campus made significant strides in improving physical ac-cess to programs, activities, and facilities, including a reloca-tion of the entrance at the new Aquatic and RecreationCenter, more automatic door openers, handrails at Gate 1 ofthe McKenzie Arena, elevator upgrades, and ADA-compliantlocksets in general classrooms campus wide. In an innovativeacademic project, students with disabilities studied accessibil-ity issues in Fiji, New Zealand, Australia, and Hawaii.

Partnerships forDIVERSITY Embrace, celebrate, and sustain a campuscommunity that is inclusive of diversity in all

forms—people, ideas, and culture.

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Source: UTC Human Resources; UTC office of Equity and Diversity; 2009 UTC Affirmative Action Plan

Source: UTC OSD

2007 51 (12%) 123 (34%) 25 (14%) 15 (13%)

2008 56 (13%) 108 (31%) 25 (14%) 14 (15%)

2009 57 (13%) 113 (33%) 35 (17%) 16 (16%)

GOAL The goal in each category is specific and dependent upon incumbency and market availability

FACULTY NON-EXEMPTSTAFF*

* Service, clerical, skilled craft, technical and paraprofessional

OTHERPROFESSIONALS

EXECUTIVE, MANAGERIAL, ADMINISTRATIVE

WORKFORCE DIVERSITY

2007 383 N/A

2008 486 N/A

2009 560 N/A

GOAL Increased outreach 80% through school visits and recruitment fairs

RETENTION

STUDENTS REGISTERED WITH OSD*

*OSD: Office for Students with Disabilities

In preparation for establishing thecampus as the most sustainable in thestate, UTC hired BNIM Architects toconduct a 1.5 day workshop on sus-tainability for campus leaders. TheUniversity, through the chancellor, is asignee of the American College andUniversity Presidents’ Climate Com-mitment. A major responsibility for thecampus is to determine our carbonfootprint; and to accomplish such aninventory, UTC hired WAP Sustain-ability Consulting to collect the dataand undertake the study.

The Lupton Library continues its re-sourceful ways of expanding the collec-tion through cooperative agreements.The latest user satisfaction surveyshowed a 5.5 percent increased overallsatisfaction with the Library’s collec-tion and services. Particularly signifi-cant were increased lending (163percent), borrowing through interli-brary loan services (33 percent) and in-creased equipment borrowing (76percent).Groundbreaking for the new$48 million, five-story library occurredin fall 2009.

In fall 2009, UTC’s enrollment reached an all-time high of 10,526students. The entering freshman class boasted the highest en-hanced ACT composite score ever—22.7. In addition, the Gradu-ate School earned record enrollment—1,487 students.

To maintain control on a shrinking state-appropriated budget,UTC’s executive team held a retreat to plan for budgeting priori-ties, especially as they involved mandated cuts and projects forspending approximately $11 million in stimulus funding (AmericanRecovery and Reinvestment Act of 2009).

Several reports and surveys were either implemented or completedlast year. An alumni survey was administered, the first year reportof the Strategic Plan was completed, data from the Faculty/StaffWorklife and Diversity Study were analyzed, and the campus tech-nology plan for priorities and resource allocation was completed.

Both alumni satisfaction and alumni giving (now 5.7 percent) in-creased this year in a way that we hope is intertwined.

EnablingPARTNERSHIPS Create a learning, work, and community environment by enabling and supportingthe University’s strategic direction and mission through efficient use of human, fiscal,physical, and communication resources.

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2007 8194 45% 3.18 22

2008 8405 45.2% 3.22 24

2009 9039 41.7% 3.26 22.7

GOAL TBD TBD TBD TBD

ENROLLMENT SELECTIVITY(% ENROLLED OF

THOSE ADMITTED)

AVERAGE HIGHSCHOOL GPA

AVERAGE ACT SCORE (MEAN ENHANCED)

PROSPECTIVE FRESHMAN CLASS PROFILE

20072010

3.273.34

Alumni SurveySATISFACTION WITHEDUCATIONALEXPERIENCEMean on a scale of 1-4

2008

2007

GOAL

2009

Satisfaction withRESEARCH IN LIBRARY

87.9%

91%89.2%

87.8%

*Percent Satisfied/Very Satisfied

Source: UTC OPEIR

Source: UTC OPEIR; UTC Alumni Office

Source: UTC Lupton Library

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2007 283,705 9,091 10,698 723

2008 343,053 18,821 12,620 1,484

2009 375,713 33,196 16,795 1,648

GOAL 425,000 40,000 20,000 2,000

ATTENDANCE LAPTOP CIRCULATION

FILLED INTERLIBRARY

LOAN REQUESTS

VIRTUAL REFERENCE

LIBRARY USAGE

2007 4,233 1,578 6,264 208 226 343

2008 3,939 1,628 5,748 278 230 394

2009 4,040 2,089 10,503 201 230 588

GOAL TBD TBD TBD TBD TBD TBD

MEN’S BASKETBALL

WOMEN’SBASKETBALL

MEN’S FOOTBALL

WOMEN’S SOCCER

WOMEN’S VOLLEYBALL

MEN’SWRESTLING

ATTENDANCE AT ATHLETIC EVENTS

2008

2007

GOAL

2009

StudentATHLETES’ GPA

2.62

2.952.86

2.61

2008

2007

GOAL

2009

AthleticsDONOR FUNDING

$799,348

$1,500,000

$3,210,505

$950,280

Student athletes are performing better both in the classroom and in competitions. The grade point average forstudent athletes increased from 2.62 in fall 2008 to 2.86 in fall 2009. Athletics continues to show improvementin other aspects, also, such as the annual attendance at home games which increased by 10 percent from fall 2008.

Source: UTC Lupton Library

Source: UTC Athletics

Source: UTC Athletics

Source: UTC Development Office;

UTC Athletics

Where do we GO FROM HERE?

The achievements reached through our current strategic plan and the 125-year heritageof success of this campus form the bedrock upon which we are building our future.

To reach the remaining goals of this plan, we anticipate realignment of several of ourstrategic initiatives and restructure of our planning committee.

With diminished state funding, we have established a host of new task forces and com-mittees to study key concerns such as technology, degree completion, general education,articulation with community colleges, summer school, and academic space utilization.

A careful steward of its resources, UTC will continue to rebalance its fiscal resources andsearch for other sources of revenue as we move into the final half of the Strategic Plan.

Through implementation of this strategic plan and evaluation of a series of performance criteria, we see tremendous potential for this campus. We have identifiedgoals and benchmarks that, once achieved, will propel UTC into national recognitionand allow our campus to meet the challenging educational and economic developmentneeds of our region. At the same time, we strive to increase the relevance of our relationship to its citizens.

No doubt, we have much to celebrate—and by planning together, by building upon ourstrengths, and by focusing on student success and service to our region, this campus ispoised to accomplish even more.

We have come far, and together we shall achieve!

UTC is an EEO/AA/Title VI/Title IX/Section 504/ADA/ADEA institution. E040101008-001-11

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