The demands of institutional growth will require resources. The business model that UTD will employ must be thoughtfully developed and implemented, and must be a “living business model” because the dynamics of state and tuition funding, as well as technology transfer opportunities, are subject to change. The University will maintain and periodically update a business model that is consistent with meeting the resource needs of this strategic plan. This business model will closely monitor the cost reduction metrics and the success rate of attaining administrative efficiencies. In addition, the business model will identify where faculty and student growth will occur and will describe how space and other resource needs will be met. The business model will also assure that physical facilities are updated and maintained and that there will be commensurate growth in staff to meet the needs of the additional faculty and students.
Strategic planning will be a shared responsibility across the institution. To ensure that this strategic plan becomes the true guidance document of the institution, UTD’s President will assign an individual with responsibility for monitoring the progress of each action. The administration will establish specific growth goals, benchmarks, and persons of responsibility for each action. Measures of success will be specifically defined and periodically updated for each action.
Each School and each major operational unit will develop and maintain its own related strategic plan, vetted and approved by the University.
The President will report annually on the progress achieved toward the implementation of the plan. The UTD Development Board will actively assist with implementing and raising funds for the plan. At the three-year mark, the institution will perform a detailed and critical review of the plan, and make changes as appropriate to ensure that it is a living document.
Updated: May 1, 2012