Reporting Calendar

Strategic plan objective metrics are gathered periodically throughout the year based on the availability of the data. The UT System Strategic Plan master reporting schedule lists the month each metric will be updated on the plan website. Certain metrics are updated quarterly as well as annually and are duplicated on the schedule.

2021-2025 Strategic Plan Reporting Calendar graphic

For ease of access, the calendar details are outlined below in a simplified, text-based format. Use the dropdowns to explore upcoming dates and key milestones.

February

Pillar 2

  • 2.1.1: Increase annual total research expenditures to $600M. 
  • 2.2.1: Increase the number of UT faculty, postdocs, graduate and undergraduate students participating in research activities. 
  • 2.2.2: Increase the participation of faculty, postdocs, graduate and undergraduate students in research. 
  • 2.3.1: By 2025, increase commercial licenses for UT technologies by 50%. 

Pillar 4

  • 4.1.1: By 2025, members of the UT workforce, representing the varied dimensions of diversity, express a high degree of engagement and job satisfaction. 

Pillar 5

  • 5.1.2: Visible UT presence in all 95 counties by 2030. 
  • 5.2.1: Expand the number of donors and generate an increase in the amount of total private support over the five-year period. 
  • 5.2.2: Increase the number of engaged alumni. 
  • 5.2.3: Build advocacy network to 10,000. 
  • 5.3.4: Increase engagement and visibility of UT among federal government partners to build trust in UT’s capacity to address grand challenges.

June

Pillar 1

  • 1.2.5: UT students throughout the UT System feel a sense of mattering and belonging.  

Pillar 3

  • 3.2.1: By 2025, the number of Tennesseans engaging with UT and seeking help will increase by 25%, including an increase in underrepresented community members. By 2025, Tennesseans will be able to describe one or more systemwide accomplishments of UT. 

Pillar 4

  • 4.1.1: By 2025, members of the UT workforce, representing the varied dimensions of diversity, express a high degree of engagement and job satisfaction. 
  • 4.1.2: By 2025, the minority composition of UT’s workforce will increase so that UT will be a leader among its peers. 

Pillar 5

  • 5.1.1: 85% of Tennesseans can identify one or more systemwide impacts of UT in their life. 
  • 5.1.2: Visible UT presence in all 95 counties by 2030. 
  • 5.2.1: Expand the number of donors and generate an increase in the amount of total private support over the five-year period. 
  • 5.2.2: Increase the number of engaged alumni. 
  • 5.2.3: Build advocacy network to 10,000. 
  • 5.3.1: Achieve 100% of our legislative agenda as the state’s higher education leader and solver of grand challenges.  

October

Pillar 1

  • 1.1.1: Increase total enrollment and total degrees awarded. 
  • 1.1.2: Ensure the demographic of the UT undergraduate student applicant pool matches the demographic of TN high school graduates. 
  • 1.1.3: Increase the number of adult learners and international and out-of-state students. 
  • 1.1.4: Increase the number of online degree programs and Quality Matters courses. 
  • 1.2.1: Increase fall-to-fall first-year retention rate to 87.5%. 
  • 1.2.2: Increase 4-year and 6-year graduation rates. 
  • 1.2.3: Eliminate achievement gaps in first-year retention and graduation rates for historically underserved students. 
  • 1.3.1: Increase graduate and professional enrollment and the number of graduate and professional degrees awarded.   

Pillar 4

  • 4.1.1: By 2025, members of the UT workforce, representing a wide range of backgrounds and experiences, will demonstrate high levels of engagement and job satisfaction. 

Pillar 5

  • 5.1.2: Visible UT presence in all 95 counties by 2030. 
  • 5.2.1: Expand the number of donors and generate an increase in the amount of total private support over the five-year period. 
  • 5.2.2: Increase the number of engaged alumni. 
  • 5.2.3: Build advocacy network to 10,000. 

To Be Determined

Pillar 1

  • 1.2.4: Increase the percentage of students participating in designated High Impact Practices (HIP). 
  • 1.3.2: Establish micro-credentialing and stackable credentialing opportunities for undergraduates at all UT campuses. 
  • 1.3.3: Establish one new, creative and innovative program or initiative at each UT campus to enhance student success and/or retention; promote access and affordability; and/or contribute to student mattering and belonging. 
  • 1.3.4: Increase the number of students and faculty awarded national fellowships.    

Pillar 3

  • 3.1.1: By 2025, UT transforms three of our state’s grand challenges into strengths and increases Tennessee’s rank into the top 50% of US states. 
  • 3.3.1: By 2025, UT connects 60% of Tennesseans with life stage specific/age-appropriate engagement opportunities. 

Pillar 4

  • 4.2.1: By 2025, administration and all campuses and institutes systemwide are recognized as a preferred place to work. 
  • 4.3.1: By 2025, streamline and standardize core administrative processes for employees to accomplish work more effectively. 

Pillar 5

  • 5.1.3: Systemwide communications and marketing campaign that showcases how UT is addressing grand challenges.