About the Strategic Plan

Where Bright Futures Unfold


The University of Texas at Arlington (UTA), a Hispanic-Serving Institution and Asian American and Native American Pacific Islander-Serving Institution, stands as a beacon of community impact within the region. With deep roots in North Texas and strong partnerships across the Dallas-Fort Worth Metroplex, UTA has brought continuous momentum to Arlington and the broader region for over 100 years. 

An anchor in its community, UTA has proven that big dreams yield bigger results by pushing the boundaries of knowledge and fostering a culture of innovation and discovery. In recent years, UTA has set its sights on monumental impact through research, achieving Carnegie R-1 status, placing itself among the most elite doctoral research universities in the country. 

The work of UTA is not done alone. It is through the academic rigor of our faculty and the drive of our students, the strong partnerships with businesses and community organizations, and the unique place in one of the fastest-growing regions in the country that UTA can dream even bigger. 

In this newest strategic plan, UTA redefines community impact for universities, rooting it in academic excellence, groundbreaking discovery, and unwavering engagement. Together, we embark on a journey guided by this roadmap to realize the shared dreams of our community and shape a bright future for all.

Pillars of Aspiration

  1. Talent

    At the heart of UTA's mission lies an unyielding commitment to developing the talent of our region, nation, and world.

  2. Innovation

    UTA serves as opportune ground for innovation, where new knowledge, industries, and cultures converge. Beyond being a cultural and economic hub, UTA is a laboratory for innovation.

  3. Place

    Our unique place within the dynamic Dallas-Fort Worth Metroplex is not just geography; it's an inspiration, and our story is intricately woven into the fabric of our community.

Strategic Themes

UTA has worked tirelessly to create a plan that outlines the University's top priorities and goals over the next five years. The five Strategic Themes for guiding this growth are People and Culture, Student Success, Research and Innovation, Alumni and Community Engagement, and Finance and Infrastructure

Measuring Our Success

UTA utilizes a comprehensive and dynamic framework to measure our progress on metrics associated with our strategic plan. We employ a combination of key performance indicators (KPIs) and qualitative assessments to gauge advancements in various areas, including graduation rates, employee engagement, annual fundraising, and total research expenditures.

View our progress dashboard

Institutional Strategic Planning Committee

  • Salma Adem, Chief of Staff and Vice President of Planning
  • Donny Beasley, Assistant Vice President for Talent, Culture, and Engagement
  • Suprena Bennett, Associate Vice President for Budgets, Planning and Analysis
  • Yolanda Bevill, Vice President for Marketing, Messaging, and Engagement
  • Deepika Chalemela, Chief Information Officer
  • Jon Fagg, Director of Athletics
  • Jackie Fay, Vice-Chair, Faculty Senate and Professor of English
  • James Kumm, Interim Assistant Vice President Student Affairs Administration
  • Morteza Khaledi, Dean, College of Science
  • Don Lange, Assistant Vice President Facilities and Campus Operations
  • Kim Lemaux, Chief of Police
  • Ming-Han Li, Dean CAPPA
  • Joanna Merritt, Reporting Director, University Analytics
  • Andrew Milson, Chair, Faculty Senate and Professor of History
  • Doris Navarro, Director of Evaluation and Survey
  • Ashley Purgason, Associate Vice Provost for Student Success
  • Melanie Sattler, Professor of Civil Engineering
  • Marie Schultz, Vice President for Development and Alumni Relations
  • Justin Silcox, Director of Scholarships
  • Cassandra Smith, Assistant Vice President for Extension and Extended Campus
  • Christopher Templeton, Chair, Staff Advisory Council and Sr. IT Analyst
  • Nicholas Viator, Assistant Vice President of Strategic Planning
  • Jon Weidanz, Associate Vice President for Research

UTA leadership would like to thank everyone who participated in our strategic planning retreats, subcommittees, focus groups, and all those who provided their valuable insight and input to this process.

UTA 2030: Strategic Planning Resources

Strategic planning is a crucial process that sets the foundation for achieving long-term goals and objectives. It involves a systematic and comprehensive approach to defining a University’s direction, making informed decisions on allocating its resources, and aligning its internal capabilities with external opportunities. The strategic planning process serves as a roadmap, guiding leaders in anticipating and adapting to changes in the landscape, fostering innovation, and ensuring sustained success. This dynamic and forward-thinking process requires careful analysis, collaboration, and a commitment to adaptability, positioning universities to navigate the complexities of today's ever-evolving landscape.

Step 1: Assess higher education trends

  • Conduct an Environmental Scan

Step 2: Analyze Strengths, Weaknesses, Opportunities, and Threats (SWOT)

  • Meet with leadership and stakeholders (one on one, focus groups, surveys)
  • Analyze internal data to get an idea of points of strengths and weaknesses     

Step 3: Define our Mission, Vision, and Values

  • Gather input from leadership and stakeholders
  • Gather feedback via focus groups/ interviews/ surveys

Step 4: Define long–term goals

  • Conduct a retreat to get input from stakeholders
  • Identify metrics/KPIs to measure our success

Step 5: Develop tactical/ operational plans to support long-term goals

  • Develop workgroups for each theme to drive tactical/ operational plans

Embarking on a strategic planning journey necessitates a well-structured timeline that acts as a compass, guiding universities through a series of deliberate steps and milestones. From the initial stages of environmental analysis and goal-setting to the execution of tactics and continuous evaluation, this timeline encapsulates the strategic planning process.

April – December 2022

  • Listening sessions with University and community stakeholders

September – December 2022

  • Conduct SWOT analysis and environmental scan

January 2023

  • University-wide Strategic Planning Retreat to begin the process
  • Formation of Institutional Strategic Planning (ISP) Committee

February 2023

  • Kickoff meeting with ISP Committee; President and Provost explain expectations and charter

March – July 2023

  • ISP Committee Meetings; Theme leaders present high-level information to committee

August 2023

  • President’s Vision Retreat

September - November 2023

  • Workgroup Meetings; Workgroups for each theme meet to develop strategic plan

November – December 2023

  • Development of strategic plan book, supporting documents, and website

January 2024

  • Finalize strategic plan; Work with leadership and university stakeholders to finalize UTA 2030

February-March 2024

  • Launch UTA 2030 strategic plan, website, and other supporting material

UTA 2030: Frequently Asked Questions

A strategic plan is a roadmap that outlines an organization's goals, objectives, and the actions needed to achieve them. It serves as a guide for decision-making and resource allocation. A well-crafted strategic plan ensures alignment with the organization's mission, vision, and values, fostering long-term success and sustainability.
We have developed a strategic planning calendar, where we review and update our goals and strategies on an annual basis. Additionally, the Institutional Strategic Planning Committee meets on a quarterly basis to review and track progress on various initiatives and metrics.
The strategic plan is closely aligned with our mission and vision. It serves as a tool to translate these overarching principles into actionable steps, ensuring that every initiative and goal contributes to the realization of our organizational purpose and desired future state.
Prioritization of strategic goals is based on factors such as their impact on our mission, potential return on investment, and the resources required. The Institutional Strategic Planning Committee, in collaboration with leadership, carefully evaluates and prioritizes goals to ensure effective resource allocation.
Faculty, staff, and students all play a crucial role in executing the strategic plan. By aligning their day-to-day activities with the established goals and objectives, maintaining open communication, and providing valuable insights, they actively contribute to the successful implementation of the plan. Engagement and commitment are vital components of our strategic success.
Regular performance reviews, key performance indicators (KPIs), and milestones are established to monitor progress. Leadership conducts periodic assessments to ensure the organization is on track to achieve its strategic objectives. Any necessary adjustments to the plan are made based on these evaluations.

The strategic planning process started in early 2022. The initial steps in the strategic planning process involved listening sessions with faculty, staff, students, alumni, campus leaders, community entities, and other stakeholder stakeholders who are important to the University. Additionally, information was collected from surveys, interviews, focus groups, and working sessions with campus leadership.

In the spring of 2023, an Institutional Strategic Planning Committee (ISP) was created. To ensure representation from all areas of the University, the ISP Committee is composed of faculty and staff that represent the Faculty Senate, Staff Advisory Committee, colleges, and business units. From February 2023 – July 2023, the ISP committee met with campus leaders to gain a grasp on high-level initiatives and projects impacting the University. During each of these meetings, the ISP committee went through a series of brainstorming exercises to develop long-term priorities and goals for the University.

During the fall of 2023, work groups were developed for each theme area. These workgroups were composed of leadership from various areas of the University, ranging from Deans of colleges to Vice Presidents of business units. The work groups also included faculty and staff that represented Faculty Senate and Staff Advisory Council. Over the course of the several months, these work groups met multiple times to develop the goals, strategies, tactics, and metrics for the strategic plan. The end result of these workgroups culminated in the development of the University’s strategic plan, UTA 2030.


Feedback Form

Our strategic plan is a living document, and we welcome your feedback on how we can continuous adjust and evolve to create a dynamic plan that meets the needs of our community.