Charting the Course: How UT High School Built a Strategic Plan Through Authentic Engagement

The past two years have brought significant change to UT High School—a new superintendent, assistant superintendent, and integration into the University of Texas College of Education PK-12 Schools unit under Executive Director Dr. Melissa Chavez. With so much happening quickly, Chavez knew they needed more than incremental adjustments: they needed a bold, future-focused strategic plan.

"Developing a five-year strategic plan was essential because we needed a clear roadmap for growth, innovation, and student success," said Chavez. "It helps ensure every decision is intentional, aligned with our mission, and responsive to evolving needs."

What emerged over five months in 2025 wasn't just a planning document, but a masterclass in inclusive leadership that reshaped how the school approaches its mission.

Building Trust Through Transparency

The foundation for successful strategic planning had been laid months earlier. Assistant Superintendent Barry Bacom says the UTHS leadership team spent the previous year building "a reputation for listening."

"We had already established that we would come back to staff meetings and say, 'Hey, last time you told us this, so we're changing something,'" Bacom explains. This trust became crucial when strategic planning began in earnest.

A Different Kind of Planning Process

The strategic planning team was carefully constructed to represent diverse voices within UTHS. The Education Council joined with the District Leadership Team and Board members, spanning divisions and including educators, parents, and outside perspectives through surveys.

Leading the process was Cathy Doggett, CEO of Paradigm Shift, whose facilitation emphasized connection. "Each session began and ended with a return to our relationships and our shared 'why,'" says Illeana Mendez, director of testing services.

Four sessions between March and July 2025 used interactive tools and collaborative activities. What made the process unique was how it extended beyond core meetings.

After each session, Bacom recruited two participants to help bring the work to broader staff. "It was important that it wasn't just me saying, 'Here's what the strategic planning team did,'" he notes. "So it would be a teacher and a learning specialist—people who aren't in formal leadership positions—describing what we did."

These presentations became part of regular all-staff meetings, with feedback forms creating a continuous loop back to the strategic planning team.

From Input to Impact

The inclusive approach paid dividends in both plan quality and staff buy-in. Additional feedback came through surveys to students, staff, and families, plus discussions during staff meetings and student council.

"I was incredibly impressed by the team," Doggett reflected. "Everyone came with energy and real presence. You could tell everyone authentically cared."

The process resulted in a reimagined mission and vision, with strategic goals organized around three pillars:

• Connected Community - Building inclusive culture with authentic connections among students, educators, families, and communities
• Instructional Excellence & Curriculum Innovation - Creating interactive, relevant instruction that prepares future-ready students
• Global Impact & Statewide District Support - Developing responsive resources that set the global standard for dynamic, flexible support

Implementation and Looking Forward

UTHS built implementation into existing systems, creating their annual district improvement plan with every goal "intentionally linked to one of the pillars," according to Bacom.

They transformed regular communications too. The monthly "Program Spotlight" became "Pillars," with each month highlighting a different strategic pillar and showcasing departmental contributions.

"We're trying to keep it front of mind all the time," Bacom explained.

What made UTHS's process successful wasn't just great facilitation—it was fundamental commitment to authentic engagement. As Doggett emphasized, successful strategic planning "starts with a process where everyone feels heard and has a hand in creating the plan."

Mendez captured the impact: "I am walking away with not only a strong strategic plan, but new insight into what it means to lead change with intention."

As UTHS implements their 2025-2030 strategic plan, they're doing so with genuine excitement and ownership from their community—something many organizations lack.

Says Chavez, “I am so proud of the UTHS team. They have created more than a roadmap. They have strengthened the culture that will help them achieve their vision of Opening Doors to Education for a Changing World and they are already implementing each pillar.”