This Strategic Plan reflects the collective aspirations of the College of Education, Health, and Society (EHS) community and provides a shared framework for advancing the College's mission over the next three to five years. Rather than prescribing every decision, the plan establishes a common direction, identifies strategic priorities, and provides a practical roadmap for implementation through measurable actions and shared accountability. As implementation progresses, the College will continue to evaluate outcomes, learn from experience, and refine its approach to ensure the plan remains responsive to emerging opportunities and institutional needs.
This Strategic Plan was developed through a collaborative, evidence-informed planning process facilitated by Rice Education Consulting (REdCon). By engaging stakeholders, synthesizing institutional insights, and collaboratively prioritizing strategic opportunities, the process produced a shared framework that reflects the voices, priorities, and aspirations of the EHS community while providing a practical roadmap for implementation.
The process began with reflection rather than immediate problem-solving. Participants considered aspirations, strengths to preserve, barriers to remove, and risks to avoid. These discussions surfaced key insights and built a shared understanding of priorities.
Key Outputs: Stakeholder insights, strengths, challenges, and aspirations.
Stakeholder input was synthesized into strategic themes, which were then evaluated and prioritized. Participants distinguished between critical, important, and desirable priorities, ensuring focus on the most impactful areas while maintaining alignment with community input.
Key Outputs: Critical priorities and strategic themes
Top priorities were translated into a cohesive framework, including Mission, Vision, Values, Strategic Pillars, Priorities, and Initiatives. These elements were developed through iterative sessions and leadership review, ensuring alignment with stakeholder perspectives and institutional goals.
Key Outputs: Mission, vision, values, pillars, priorities
The fourth phase initiated the transition from strategy to execution. Cross-functional teams developed initial action plans, milestones, first-year deliverables, success measures, and timelines. Crucially, these day-one roadmaps serve as a baseline and launching pad—they are designed to be dynamic, evolving organically as the college adapts to new opportunities and shifts in the landscape.
Key Outputs: Roadmap of initial Initiatives, objectives, and anticipated impact, actions, timelines, success measures
Drafts were regularly reviewed by leadership and stakeholders, with feedback shaping each stage. This iterative approach continues beyond the publication of this document, as action plans will be refined and updated as we move forward. The result is a strategic plan grounded in stakeholder voices, informed by institutional inputs, and designed to serve as a living compass to guide decision-making, accountability, and continuous improvement over the next 3–5 years.
The planning process brought together the voices, experiences, and aspirations of the EHS community. The result is a strategic foundation that reflects who we are, what we aspire to become, and the values that guide our decisions. Together, the Mission, Vision, and Values were revised to establish the shared purpose that informs every priority, initiative, and action within this Strategic Plan.
