UH100: Dare to Dream

The process begins at the grassroots level. Broad participation in the strategic planning process is critical to the University's success.

UH faculty, staff and students will be invited to listening sessions to gather ideas and input about the big things that UH can do over the next five to 10 years. During these listening sessions, the UH community is encouraged to suggest goals and strategies that will focus UH’s energies and resources on the most pressing issues that we are distinctively positioned to address. A consultant will facilitate the collection of these ideas and assisting with environmental analyses, out of which themes will emerge. We will solicit input from our external stakeholders to ensure our plan addresses our impact on all aspects of the city of Houston.

Input and ideas from all faculty, staff, alumni and students are welcome — and essential — as we chart the path forward for UH. Think BIG. What BIG things would you like UH to achieve in the next 10-25 years? What multidimensional approaches can the institution take to achieve these significant goals?

Analysis of data collected during listening sessions and SOAR assessments will inform the development of a list of emerging themes, priorities, and directions, which will be presented to the Strategic Planning Management Committee.

The Strategic Planning Management Committee will appoint “flash groups” (comprised of faculty and staff subject matter experts) tasked with researching and developing these emerging themes more deeply. The flash groups are expected to look at specialized topics and related questions.

Once these emerging priorities are more clearly refined by the “flash groups” and Strategic Planning Management Committee, they will be tested with the UH community and stakeholders for additional feedback. The strategic plan is expected to be finalized by the end of the year.

SOAR is a strengths, opportunities, aspirations and results analysis used in strategic planning.  It helps to focus an organization on its current strengths and vision of the future to develop strategic goals. SOAR also focuses on the aspirations and the potential of an organization.

Each of the 17 academic colleges will participate in  SOAR assessments with their faculty and staff.  Listening sessions will also be held with established campus groups such as the Faculty Senate, Student Government Association, and Staff Council. Additional listening sessions will be scheduled and open to the entire campus community. Stakeholders will also have the opportunity to provide feedback via a brief online survey.

The UH Strategic Planning Management Committee is comprised of faculty, staff and students from across campus and is responsible for seeking input from the UH community to inform the development of the UH 100: Dare to Dream strategic plan. The group will ensure that the process is driven from the bottom up and they are tasked with garnering widespread participation from the UH community.

Spring 2020: Listening sessions; collect stakeholder input via forums, surveys and interviews. Conduct SWOT/SOAR analysis.

Spring-Summer 2020: Analyze data to establish key priorities and initiatives. Review priorities with UH stakeholders through additional series of listening sessions. Begin draft of strategic plan. Share draft with UH community for feedback.

Fall 2020: Finalize strategic plan and related communications.

The UH System Board of Regents is expected to review the strategic plan by the end of 2020.