Mocs Flight Plan takes flight: UTC enrollment strategy moves from planning to action

As the spring 2026 semester begins, the University of Tennessee at Chattanooga is moving from planning to implementation of its Strategic Enrollment Plan with the launch of the Mocs Flight Plan.

UTC leaders, faculty and staff gathered Monday, Jan. 12, for the kickoff meeting of the Mocs Flight Plan, marking the start of a coordinated, campuswide effort to implement the University’s Strategic Enrollment Plan approved in fall 2025.

The meeting, which coincided with the first day of the semester, included Chancellor Lori Bruce and the chairs and co-chairs of the plan’s eight workgroups.

The Mocs Flight Plan establishes UTC’s roadmap for reaching 15,000 students by 2030 while strengthening retention, student outcomes and the overall student experience. Developed through a five-month, data-informed planning process, the plan reflects the University’s recent enrollment momentum and the need for intentional collaboration across academic and administrative units to meet future goals.

Vice Chancellor for Enrollment Management and Student Affairs Artanya Wesley said the launch reinforces that enrollment and student success are shared responsibilities requiring broad participation rather than isolated efforts.

“This work moves us from planning to action,” Wesley said. “The Mocs Flight Plan is a shared commitment to expand access and support students through graduation.”

Bruce said the enrollment goal is grounded in UTC’s mission and the impact a college education can have on individuals and families.

“While we’ve set a public goal of enrolling 15,000 students by 2030, this isn’t about chasing numbers—it’s about investing in people,” Bruce said. “I believe deeply in what we offer students at UTC and have experienced firsthand how a college education can change someone’s life trajectory, and often the trajectory of an entire family.

“Once we admit and enroll a student, we are committing ourselves to help them through their educational journey. They still have to do the work, but we’re committing to breaking down barriers and helping them create pathways to success.”

The plan outlines three strategic priorities: student enrollment growth, retention and student outcomes, and student experience excellence. Together, they are supported by clear initiatives, measurable outcomes and defined action items that will be implemented and assessed over the next five years.

Bruce said growth must be deliberate and aligned with the University’s ability to support students well.

“I want us to grow—but to grow smart,” she said. “Growth isn’t one-size-fits-all, and we need to be intentional about how we expand so we can truly support our students while growing overall as an institution.

“Our size is our secret sauce. We’re big enough to matter and small enough to care—big enough to do big things and small enough to be agile and capitalize on opportunities that support our students’ life on campus and their futures.”

To carry out that work, the Strategic Enrollment Implementation Plan is organized around eight workgroups, each co-led by academic and administrative leaders from across UTC.

• The Dual Enrollment workgroup, led by Assistant Director for Dual Enrollment Stephanie Orr and College of Arts and Sciences Associate Dean Nikolas Tejero, is focused on expanding pathways for high school students through flexible and scalable dual enrollment options that support long-term enrollment pipelines.
• The First-Time Full-Time Freshmen Enrollment workgroup, led by Associate Vice Chancellor for Enrollment Management Lee Pierce and Associate Provost of Student Success Delight Yokley, is focused on sustaining and growing the first-year student population through targeted outreach, streamlined processes and improved conversion strategies.
• The Graduate Enrollment workgroup, led by Graduate School Dean Ethan Carver and UC Foundation Professor Beth Crawford, is focused on growing UTC’s graduate student population by expanding academic offerings and aligning recruitment strategies with market and regional demand.
• The Marketing and Brand Promotion workgroup, led by Assistant Vice Chancellor of Marketing and Digital Strategy Sally Halloran and Graduate School Assistant Dean Christina Policastro, is focused on advancing UTC’s brand identity and outreach strategies to support enrollment growth and increase market visibility.
• The Platforms and Solutions Optimization workgroup, led by Director of Strategic Enrollment Technology Tonia Martin and Associate Vice Chancellor and Chief Information Security and Technology Officer Tony Parsley, is focused on assessing and optimizing technology systems to improve efficiency, coordination and data-informed decision-making across enrollment operations.
• The Retention workgroup, led by Assistant Vice Chancellor of Student Success Stacie Grisham and University Registrar Joel Wells, is focused on improving student persistence and graduation outcomes through proactive interventions, engagement strategies and cross-campus collaboration.
• The Scholarship and Aid Access workgroup, led by Director of Financial Aid and Scholarships Jana Cox and Senior System Analyst Jennifer Buckles, is focused on strengthening awareness and access to scholarships and financial aid while aligning strategies with recruitment and retention goals.
• The Transfer Enrollments workgroup, led by Assistant Director for Transfer Students Dana Adams and College of Arts and Sciences Hub Director Erica Holmes Trujillo, is focused on strengthening community college partnerships, streamlining transfer processes and enhancing the transition experience for incoming transfer students.

As implementation moves forward, the workgroups will advance initiatives aligned with UTC’s enrollment growth, retention and student experience goals, with regular updates shared across campus.

“This is mission-critical work,” Wesley said. “It strengthens UTC, advances the UT System and—most importantly—expands opportunity for the students and communities we serve.”

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