ASPIRATIONAL VISION

Virginia Tech will be globally recognized for its research strengths, world-class faculty, and ability to integrate its learning, discovery, and engagement missions as a comprehensive research land-grant university. Virginia Tech will prepare graduates to contribute and lead in a complex world by offering person-centered and purpose-driven student experiences designed to educate the whole person. Virginia Tech’s impact will be regional, national, and global.

GOALS

• Increase excellence in research, discovery, and creativity
• Increase teaching and learning excellence for a holistic education
• Increase institutional impact and visibility

ASPIRATIONAL VISION

The Ut Prosim (That I May Serve) Difference, a foundational differentiator for Virginia Tech, recognizes the integral connection with Virginia Tech’s land-grant responsibility of access and opportunity and its mission of service to humanity. Consistent with InclusiveVT, the institutional and individual commitment to Ut Prosim (That I May Serve) in the spirit of community, diversity, and excellence, Virginia Tech will build and support communities of discovery where global citizens engage with different ideas, beliefs, perspectives, experiences, identities, backgrounds, and cultures. 

GOALS

• Increase representational diversity
• Increase cultural competency
• Address critical societal issues impacting humanity and equity

ASPIRATIONAL VISION

Virginia Tech will attract bold and dynamic faculty, staff, and students to a diverse and inclusive community to be a force for positive change. Virginia Tech will support the well-being and quality of life of students, staff, and faculty. Alumni and local communities will recognize Virginia Tech as a lifelong learning destination. Virginia Tech will invest, empower, support, and value a workforce that will champion our vision for the future. 

GOALS

• Attract, retain, and develop the talents of faculty and staff
• Attract, retain, and graduate students prepared to serve a global community
• Support lifelong engagement and learning for alumni and local communities

ASPIRATIONAL VISION

Virginia Tech will, through continuous strategic planning, create opportunities to solicit and explore innovative ideas, inform resource allocation, and engage the university’s system of shared governance. Virginia Tech will also optimize efficiency and effectiveness of administrative functions to ensure alignment of personnel, physical campus, and fiscal resources and processes in support of strategic goals.

GOALS

• Continue to develop the physical campus and technology infrastructure
• Develop comprehensive and transparent budget and financial models with diverse and sustainable revenue sources
• Develop and launch an adaptive, inclusive process for continuous strategic planning

ADVANCE REGIONAL, NATIONAL, AND GLOBAL IMPACT

• Increase extramural research expenditures to $480M by 2024
• Achieve Top 10 U.S. public land-grant (WSJ/THE U.S. College Rankings) by 2024
• Achieve Top 13 U.S. land-grant (THE World University Rankings) by 2024 
• Ensure 100% of academic majors have a required experiential learning component by 2024
• Reach 30,000 undergraduate students by 2023
• Increase graduate student enrollment to 22% of undergraduate enrollment by 2024 (includes Innovation Campus Master Degree Students)
• Achieve Top 1/3rd (66th percentile) of internationally and nationally recognized faculty awards by 2022
• Achieve Top 1/3rd (66th percentile) of internationally and nationally recognized faculty publications and citations by 2022
• Increase the diversity (number of countries represented) of international faculty to 100 by 2024
• Increase the diversity (number of countries represented) of international students by reducing the representation from the top two countries to no more than 50% by 2024
• Advance the Rural Virginia Initiative with 20 funded projects by 2022

ELEVATE THE UT PROSIM (THAT I MAY SERVE) DIFFERENCE

• Achieve 25% representation of underrepresented minority students in the entering class (freshmen and transfers) by 2022
• Achieve 40% representation of underrepresented minority or underserved students (Pell-eligible, first generation, and veterans) in the entering class (freshmen and transfers) by 2022
• Increase the total enrollment in the Corps of Cadets to 1400 by 2022
• Achieve 20% representation of underrepresented minority graduate and minority professional students by 2024
• Increase underrepresented minority faculty to 15% (which is equal to or greater than the mean Research (R1) Public Land-Grant Universities) by 2024
• Increase female faculty representation to 50% (which is equal to or greater than the mean Research (R1) Public Land-Grant Universities) by 2024
• Increase underrepresented minority faculty new hires to 25% annually by 2022 
• Increase female faculty new hires to 50% annually by 2022
• Ensure 100% of graduate programs of study include a required cultural competency component by 2022 
• Increase undergraduate students graduating with at least two Pathways courses that satisfy the Critical Analysis of Equity and Identity in the United States core concept to 25% by 2024 
• Increase undergraduate students graduating with at least two Pathways courses that satisfy the Intercultural and Global Awareness integrative concept to 25% by 2024
• Increase representation of underrepresented minority staff and administrative and professional faculty to 25% by 2024

BE A DESTINATION FOR TALENT

• Achieve progress in competitive faculty salaries towards 50th percentile of top 20 Research (R1) Public Land-Grant Universities by 2024” 
• Achieve progress in competitive administrative and professional faculty and staff salaries towards the 50th percentile of relevant market range by 2024
• Increase the four-year graduation rates for all undergraduate (entering freshmen) students to 70%
• Increase the three-year graduation rates for all undergraduate transfer students to 75%
• Reduce the average student loan debt per graduating senior to $25k by 2024
• Increase faculty and staff satisfaction with career advancement opportunities to at least 75% as reported in Employee Climate Survey by 2022
• Increase faculty and staff satisfaction with work-life balance to at least 75% as reported in the Employee Climate Survey by 2022
• Increase students participating in Hokie Mentorship Connect Program to 25% by 2022
• Increase on-campus students living in Living Learning Programs to 67% by 2024

ENSURE INSTITUTIONAL EXCELLENCE

• Achieve 100% completion of college and unit-level strategic plans by May 2020 
• Achieve maintenance reserve funding in the range of 1 - 1.5% of facility values for auxiliaries 
• Maintain Debt Rating in the AA or Aa Range
• Maintain = or < 5% University debt ratio
• Increase the University’s unrestricted net assets by $20 million annually by 2024
• Achieve an increase of at least 10% in total SWaM expenditures for each of the SWaM categories annually by FY22
• Increase the endowment to $1.6B by FY22
• Increase alumni giving to 22% by FY22
• Increase funds raised annually to $175 million by FY23