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<\/a>Revised mission, vision and values guide the plan that is organized around five priorities, each with specific goals accompanied by outcomes, metrics and responsible individuals or departments to measure the progress toward achievement of the goal. The plan also includes a number of aspirational goals, including increasing UT\u2019s position into the U.S. News & World Report\u2019s top 100 public, national, research university ranking, which will continue beyond the five-year timeframe outlined in the document.<\/p>\nThe new mission of the University: \u201cThe University of Toledo is a national, public, research university where students obtain a world-class education and become part of a diverse community of leaders committed to improving the human condition in the region and the world.\u201d<\/p>\n
The revised vision is: \u201cThe University of Toledo will be a nationally ranked, public, research university with internationally recognized expertise and exceptional strength in discovery, teaching, clinical practice and service.\u201d<\/p>\n
The new strategic plan also lists UT\u2019s values: excellence, student-centeredness, research and scholarship, professionalism and leadership, and diversity.<\/p>\n
\u201cThank you to the many constituents who exchanged ideas and debated priorities as we worked together to set our path forward,\u201d UT President Sharon L. Gaber said. \u201cThis strategic plan outlines the strong future of The University of Toledo and details how we will grow and develop with the support of our dedicated faculty, staff, students, alumni and community.\u201d<\/p>\n
\u201cI am proud of the inclusive process that created this strategic plan. It will allow us to build on our strengths and address opportunities for improvement as we move UT toward excellence,\u201d said Dr. Andrew Hsu, provost and executive vice president for academic affairs. \u201cI look forward to working with our faculty and staff on the plan\u2019s implementation and the impact it will have on our future success.\u201d<\/p>\n
The collaborative process to create the strategic plan included the input of hundreds of students, faculty, staff and the public who attended discussion sessions and provided feedback on drafts since the strategic planning process began in September 2016.<\/p>\n
Hsu led the process with the assistance of Dr. Sharon McDade, a principal and senior executive leadership consultant with Greenwood\/Asher and Associates, Inc. Dr. Laurie Dinnebeil, Distinguished University Professor and chair of early childhood, physical and special education, and Dr. Anthony Quinn, associate professor of biological sciences and assistant dean for diversity and inclusion in the College of Natural Sciences and Mathematics, served as co-chairs of the strategic planning committee.<\/p>\n
Because students are the center of all UT does, the first strategic priority in the plan is Student Success and Academic Excellence<\/strong>. The plan outlines goals to improve student success, retention and degree completion, and to better prepare students for future academic studies and career success.<\/p>\n The plan prioritizes Research, Scholarship and Creative Activities<\/strong>, listing goals to achieve national recognition for five areas of research excellence, increase prominence for faculty researchers, and improve productivity.<\/p>\n The third priority is Faculty, Staff and Alumni<\/strong> with the goal to foster a culture of support and high job satisfaction, increase diversity, strengthen a sense of community and pride, and increase meaningful engagement with alumni and friends.<\/p>\n Building a strong financial foundation is the first goal in the Fiscal Positioning and Infrastructure<\/strong> priority that also sets out to ensure adaptability and sustainability for academic programs, increases in revenue and operating efficiencies, and infrastructure improvements.<\/p>\n The final priority in the strategic plan is Reputation and Engagement<\/strong>. To strengthen this area, goals have been set to improve UT\u2019s national and international reputation and improve ties at local and regional levels, unify the University\u2019s branding and marketing, grow the UT health-care system, increase philanthropy, and promote Rocket athletics.<\/p>\n Each of the goals is accompanied by a measurable outcome. Each outcome starts with a 2016 baseline measurement and identifies a 2022 target. It also identifies the departments or individuals in the University who are responsible for achieving that goal. Success will be regularly monitored using a dashboard. Units across the University are being asked to create complementary strategic plans aligned with the Path to Excellence document to ensure everyone is working together to move the institution forward.<\/p>\n