UNT'S 5-YEAR STRATEGIC PLAN

Planning for UNT's Future

Gathering Input and Data

Engaging Stakeholders

Campus Conversations

External Stakeholder Survey

PLANNING FOR UNT'S FUTURE

The University of North Texas stands at a critical juncture in today’s rapidly evolving world – a moment that calls for thoughtful leadership and forward-looking strategic planning. Under the direction of President Harrison Keller, Ph.D., UNT launched its strategic planning process in Fall 2024 to define a distinct institutional identity and forge a vision to elevate UNT as a leader in education and research that will drive progress in the North Texas region, the state, the nation, and the world.

Our strategic plan won’t be a static document — but a dynamic roadmap that empowers UNT to thrive amid change and move beyond its reputation as North Texas’ “best kept secret." Grounded in data, informed by our community, and true to our mission, the planning process will position UNT to deepen partnerships, strengthen student success, and help shape the future of Texas. 

Why does strategic planning matter now?

UNT has a pivotal role in contributing to and benefiting from the dynamic ecosystem of our North Texas region and state. UNT must equip every UNT graduate with the skills, knowledge, and connections needed to access economic opportunity and achieve lasting career success.

UNT business students at work in the stock trading room.
Economic Change
Economic Change
Dramatic shifts in the global economy and the growing demands of industry created new expectations for tomorrow's workforce. As these changes accelerate, UNT must provide the advanced knowledge and skills needed to launch rewarding careers.
Dallas skyline
State and Regional Growth
State and Regional Growth
The DFW area is one of America's fastest-growing regions, adding more than 1.2 million residents between 2010 and 2020 — a 20% increase that outpaced almost all other major metropolitan areas. This growth reflects Texas' broader momentum as a leader in job creation and population gains.
A graduate's UNT mortarboard decorated with jewels
Higher Ed Transformation
Higher Ed Transformation
Higher education is going through a radical transformation. To remain competitive and relevant, UNT must lead in redesigning educational approaches that address student needs, demonstrate clear value, and create meaningful impact.

Defining a New Future, Together


UNT’s strategic plan will establish clear directions and priorities that:

  • Differentiate UNT in an increasingly competitive educational landscape
  • Deliver exceptional value to our students and stakeholders
  • Leverage our unique strengths to address economic and workforce challenges throughout the region and state
  • Allocate resources effectively toward our highest-impact opportunities
  • Align our campus community around shared goals and aspirations

GATHERING INPUT AND DATA

In the spring and summer of 2025 UNT will engage with stakeholders at the Denton and Frisco campuses. We will invite input from faculty, staff, students, alumni, community and education partners, and policymakers. And we will collaborate with existing advisory bodies such as the President’s Cabinet, the Faculty and Staff Senates, the Student Government Association (SGA), and the Graduate Student Council (GSC) to guide and inform the direction of UNT for generations to come.

To ensure we hear a wide array of voices, UNT will host several open campus conversations for community members to offer ideas for the strategic plan. Some of these sessions will be hosted virtually while others will take place on campus, including one at the UNT at Frisco branch campus.

We’ve already laid the foundation for success through our new strategic budgeting model and by implementing priority initiatives to advance student success, research and innovation, and economic impact.

Guiding Principles

How UNT develops our strategic plan is just as important as the plan itself. Our approach embraces four core principles that guide every aspect of the planning process. These values ensure our strategic planning efforts will yield not just a static document, but a living framework to guide UNT's continued growth and success.

COLLABORATIVE

Developed through a collaborative process with input from university stakeholders



AGILE & ITERATIVE

Informed by agile implementation of key projects that shape and refine our understanding and priorities 



A circle of four icons cycling into each other

TRANSPARENT

Communicated through open and shared understanding of process, timeline, and progress



FUTURE-FOCUSED

Oriented toward building a strong foundation for UNT’s future success and impact

Informing the Plan

UNT’s strategic plan will provide an actionable, data-based approach to redefining who we are, where we are going, and what we offer. To create the most impactful plan, UNT is partnering with leading organizations from across the state and nation.

The strategic plan will be informed by three essential inputs:

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DATA AND BENCHMARKING

Institutional data and benchmarking against peer institutions to identify opportunities and gaps

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STAKEHOLDER ENGAGEMENT

Feedback from stakeholders about UNT’s strengths, challenges, brand, and more through surveys, town hall meetings, focus groups, etc.
A magnifying glass icon
 
PROMISING PRACTICES

Review of promising practices from leading institutions across the country related to key priority areas

Timeline

UNT is embarking on a comprehensive strategic planning process that will unfold in the spring and summer of 2025 and culminate with a shared document in Fall 2025. This timeline represents our commitment to a thorough process that ensures every aspect of our strategic priorities receives careful consideration and thoughtful development.

Timeline graphic showing Capacity Review (Fall 2024); Research, Facilitation, and Input (Fall 2024-Spring 2025); Content Development and Messaging (Spring-Summer 2025); and Design/Production (Summer-Fall 2025) with Strategic Plan Announcement in Nov. 2025

Each phase of the project builds upon the previous one, creating a strong foundation for UNT's future direction and success.

  • Capacity Review: Rapid evaluation of organizational capacity and structures to deliver on institutional priorities, including student success, strategic budgeting, and research and innovation.
  • Research, Facilitation, and Input: Input gathering from university and community stakeholders, identification of promising practices related to strategic priorities, and research on UNT audience segments.
  • Content Development and Messaging: Drafting and refinement of strategic goals, focus areas, and metrics, as well as testing of messages with key audiences.
  • Design and Production: Creation of a new, five-year strategic plan, which will be released at President Keller’s State of the University address on November 5, 2025.

ENGAGING STAKEHOLDERS

Advisory committees comprising representatives from each of UNT's stakeholder groups — campus representatives, policymakers, community partners, and business leaders — are informing the development of our strategic plan.

UNT alumni and supporters providing advice, guidance, and input toward the design and direction of the strategic plan:

  • Michael Archer ('81), Managing Partner, Manhattan Innovation Lab
  • Dave Copps ('86), CEO, Worlds Enterprises Inc.
  • Sarina Davidson ('19), Senior Director, Corporate Fundraising, Boys & Girls Club of Greater Tarrant County
  • Jackie Davis ('15), CASA Supervisor, Dallas CASA
  • Ryan Farha ('01), Deputy General Counsel & Corporate Secretary, ORIX Corporation
  • Bob Garza ('74), Retired, Formerly at Southwestern Bell
  • Adam Griffith ('08), Vice President of Information Technology, Uncommon Brands
  • Ashleigh Griffith, Global Brand Manager, Yum! Brands – KFC Division
  • Sam Golden ('74), Managing Director & Senior Advisor, Alvarez & Marsal Holdings, LLC
  • Diann Huber ('01 Ed.D.), Founder & President, iTeachU.S.
  • Harry Joe ('70), Labor and Employment Attorney, JMO Firm PLLC
  • Cathy Krendl ('67), Retired
  • Drew Lawton ('91 MBA), Independent Director, Jackson Financial
  • Don Lovelace, President, Lily of the Desert, Inc.
  • Andy McDowall ('24), Software Developer, Paycom
  • Colin Meyer ('97 TAMS), Chief Medical Officer & VP of Product, Reata Pharmaceuticals,
  • Don Millican ('74), CFO and CPA, Kaiser-Francis Oil Company
  • Thomas Muir ('93), Mayor, City of Sanger
  • Vikas Sinha ('23 Ph.D.), VP, Broadcom Software
  • Suzanne Smith ('94 TAMS), Founder, Social Impact Architects
  • Terry Strange ('68), Retired, formerly Vice Chairman & Managing Partner, KPMG LLP
  • Kendria Taylor ('03), President, TG8 Solutions Insight
  • Keith Walters ('03), Co-Owner, Walters Wedding Estates
  • James Webb ('86), President, Paradigm Development Holdings

CAMPUS CONVERSATIONS

Join us at an upcoming online or in-person session to learn more and share your thoughts and ideas for the university’s five-year strategic plan. Sessions are open to UNT students, staff, and faculty. 

Join Online
April 10
Virtual Campus Conversation
3:30-4:30 p.m.
Join Online
April 11
Virtual Campus Conversation
9:30-10:30 a.m.
Join In Person
April 16
Denton Campus Conversation
12:30-1:30 p.m.
Union 385
Join In Person
April 17
Denton Campus Conversation
9-10 a.m.
Union 385
Join In Person
April 17
Denton Campus Conversation
1-2 p.m.
Union 385
Join In Person
April 23
Frisco Campus Conversation
9:30-10:30 a.m.
Room 160

EXTERNAL STAKEHOLDER SURVEY

To inform the development of a five-year strategic plan, UNT is seeking input from external stakeholders including employers, workforce partners, education collaborators, government agencies, and nonprofit organizations. This brief 5-7 minute confidential survey asks about regional challenges, UNT's current effectiveness, and opportunities to enhance the university's impact through partnerships and innovation.
 
Your insights as an external partner will help shape how UNT serves our region in the areas of workforce development, economic growth, technological advancement, and community well-being. All responses will be aggregated with no individual attribution.