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UTSA Strategic Plan Call to Action and Accountability

For our UTSA 2016 Strategic Plan to be successful, we must follow through to incorporate the strategic initiatives into our everyday management, operations, and decision making.

The intent of UTSA is to operate as an integrated whole, with each element and component contributing to the University mission and vision, collaboratively and in a holistic fashion. This approach will transform the institution from our present reality toward realization of our future vision. Thus, we will become a catalyst and crucible for change, inviting and involving all stakeholders to the table as contributors as well as beneficiaries. This approach reflects the notion of citizenship imbedded in our statements of mission, vision, and core values. Citizenship in its truest sense involves a shared responsibility and contribution to the welfare of our entire community.


An implementation process that will ensure that the strategic plan is carried out effectively is critical to our success.

Plan Levels Scope Time
Lead Responsibility Content
University Strategic Plan University Strategic Direction 10 years Campus Management and Operations (CMO) and Team 2016 Long-term initiatives
University Compact Operational Goals 2 years CMO and Deans Council Short-term initiatives
Vice Presidential and College Strategic Plans Unit Strategic Directions 5 years Vice Presidents and Deans Long-term initiatives
Departmental Plans Operational Goals 12 months Colleges and Departments Implementation details
Task Forces Cross-divisional Goals Short-term Appointed by CMO Priority initiatives and reforms

We must integrate UTSA 2016 into our operational planning (unit-level plans and compacts).

Team 2016, an oversight committee representing various UTSA constituencies, will act as a clearinghouse to communicate strategic direction and promote optimum alignment of our current operations and new initiatives with the 2016 Plan. Team 2016 will be representative of the university community and will act in an advisory capacity, brokering information and coordinating initiatives throughout the university, monitoring progress and key metrics, and providing communication and transparency to the planning process.

Delegated authorities and decision making, however, will remain as assigned by the Campus Management and Operations (CMO), to empower all units with responsibility to determine implementation of their respective parts of the plan. CMO retains the ultimate authority to evaluate and approve unit plans in terms of their alignment and extent of contributions toward fulfillment of our UTSA 2016 direction and fidelity to our mission, vision, and values.

We must integrate UTSA 2016 as the guide for our budget process.

The Strategic Plan framework will be applied to examine whether current and new resource allocations appropriately reflect our priorities through a transparent, interactive process. Budget proposals will be evaluated according to how well they align with the plan and to what degree initiatives advance fulfillment of the UTSA strategic direction. Further dialogue is needed to shift resource allocation approaches to this new model, while fully considering existing commitments and realistic expectations for growth.

We must participate in ongoing revision and modification of the plan.

Monitoring of progress toward goals and improvements per key high-level metrics will guide the evaluation and plan revision process. Team 2016 will routinely collect and publicly disseminate this information as a "dashboard report" showing how we are closing the gaps between current and desired status.

CMO can respond with changes to approach, resources deployment, and shifting conditions over time where plan modifications are needed. Team 2016 will advise in this process, coordinate any special task force projects, and manage an annual Strategic Retreat for broad participation and commitment on annual plan updates.

We must develop an organizational structure to support the plan and assign responsibilities.

Team 2016 will be housed and managed through the Office of the Vice Provost for Accountability and Institutional Effectiveness. It will be broadly representative of the university community and advisory to all levels, while maintaining a high degree of transparency and participation in the planning process to promote optimum alignment of the university organization toward a set of common goals.


In order for the plan to work, the university must ensure that an effective system involving both communication and assessment is established and maintained.


We must develop an institutional communication system to inform the internal and external community about UTSA's fidelity to its announced mission and progress toward its vision. Routine reporting of metrics on our goals will be a standard part of the CMO's and Deans' meeting schedules. Every month there will be a report on one of the initiatives. The report will include progress (metric review) and issues. Twice a year, progress on all initiatives will be reported to and reviewed by the Executive Leadership Council. UTSA's President will present an annual public "State of UTSA" address, to be accompanied by ongoing public relations activities.

To facilitate external communications, a public Web site will be established that contains our goals, specific metrics, and progress toward the goals. As a result of our internal system and the public Web site, the university community will be able to assess our progress, and senior leaders will have regular opportunities to discuss and adjust our initiatives as needed.

Marketing UTSA

Telling the UTSA story and sharing our 2016 Vision are essential to attract top students, faculty, research sponsors, and resource contributors and to gain optimal buy-in from all UTSA's community and state stakeholders. Stories demonstrating UTSA's values-in-action work to positively reinforce integrity, excellence, inclusiveness, respect, collaboration, and innovation. The UTSA image, branding, reputation, and prestige will reflect all the aspirational goals outlined in this plan and inform key audiences about progress, constantly recognizing and celebrating accomplishments along this journey.


We must develop an assessment system to determine UTSA's fidelity to its announced mission and progress toward its vision. There will be clear lines of responsibility for managing and reporting the components of our strategic plan, to include collecting metric data, reporting progress, and resolving issues.

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