New Office Space for Environmental and Health Service EHS in Melcher Building FY26 (Request for Proposal) *Re-bid*
Jul 14, 2026
Closes
Aug 18, 2026
Provide new office space for environmental and health service.
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Jul 14, 2026
Closes
Aug 18, 2026
Provide new office space for environmental and health service.
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Closes
Aug 25, 2026
The University of Houston is soliciting proposals for Agnes Arnold Renovation Furniture FY26. The procurement concerns furniture associated with the multi-phase renovation of Agnes Arnold Hall on the University of Houston campus. The opportunity is open as of 2026-08-12, and bids are due by August 25, 2026.
Jul 30, 2026
Closes
Aug 20, 2026
Provide a comprehensive digital marketing strategy and campaign execution for the graduate business programs.
Key metrics and characteristics
City
The city where this buyer is located.
Houston
Enrollment
Total student enrollment.
47,980
IPEDS ID
Integrated Postsecondary Education Data System identifier.
225511
Mascot
University or college mascot.
Cougars
Employee FTE
Full-time equivalent employees.
5,587.3
Grad Rate
Graduation rate percentage.
65%
Procurement Hell Score
How easy their procurement process is to navigate. Lower is better.
52 / 100
Propensity to Spend
How likely this buyer is to spend on new technology based on operating budget trends.
AI Adoption Score
How likely this buyer is to adopt new AI technologies.
Startup Friendliness
How often this buyer champions startups and early adoption.
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Procurement Hell Score
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This contract outlines a three-year membership agreement for Academic Affairs Forum services between EAB Global, Inc. and the University of Houston. The agreement includes annual membership fees totaling $71,018.00, covering the period from June 4, 2025, to June 3, 2028. It is composed of a Purchase Order, a Letter of Agreement detailing the services and fees, a Standard Contract Addendum, an Academic Affairs Forum Program Scope, and an overarching EAB Master Agreement with a Data Processing Addendum, all defining the terms and conditions of the engagement.
This Letter of Agreement (LOA) establishes a Student Success Collaborative (SSC) Membership between Education Advisory Board (EAB) and the University of Houston System, effective from November 30, 2017, to November 20, 2022. It supersedes previous agreements, providing a credit of $115,074 to the University. The LOA details services, member responsibilities, and specifies one-time project initiation fees and annual service fees for four University of Houston campuses over the five-year term. The agreement integrates Standard Terms of Membership and a Standard Contract Addendum.
This contract details an Academic Affairs Forum membership agreement between the University of Houston and EAB Global Inc. for a term from June 4, 2022, to June 3, 2025. The total cost for the entire three-year membership, covering annual fees and administrative/travel fees, is $64,749.00. The agreement is composed of a Purchase Order, a Letter of Agreement outlining financial and service terms, a scope of services, and various legal supplements and addenda.
This document formalizes a contract between EAB Global Inc. and the University of Houston - Clear Lake for Education Data Hub Performance and Support Services. It includes a Purchase Order (00759-C24006) for $158,884.00, covering services from September 01, 2023, to August 31, 2024, which aligns with the Year 4 payment of a broader Program Order Form. The overall program term for the Education Data Hub is from July 31, 2020, to July 30, 2025, detailing cloud-based data management technology, core implementation, and optional premium services. The agreement incorporates a Standard Contract Addendum outlining key terms and conditions.
This contract details an agreement between EAB Global Inc. and the University of Houston System for Student Success Collaborative and Transfer Portal programs across its campuses. The original Letter of Agreement (K-18-00312) had an effective start date of November 30, 2017. A subsequent Amendment (K-18-00312-2) extended the agreement's end date to November 29, 2027, and adjusted the total contract value to $7,163,891. The services include cloud-based technology platforms (Navigate, Transfer Portal), best practice research, and implementation support aimed at improving student retention and success.
Board meetings and strategic plans from University Of Houston
This vision outlines Houston's strategic path to becoming the capital of a low-carbon energy world. The plan integrates efforts across four key pillars: establishing Houston as a Carbon Capture, Use, and Storage (CCUS) hub with phased deployment towards 2050, positioning the region as a global leader in clean hydrogen production with a target for 2050, achieving a net-zero power grid for Texas by 2050 through renewable energy and advanced storage solutions, and developing a circular plastics economy aiming for 100% recycling of single-use plastics by 2030 and all plastic waste by 2050. The overarching goal is to drive significant emissions reductions, foster industrial sustainability, and secure economic leadership in the energy transition.
The Inclusive Leadership Institute outlines its vision to cultivate a world with more inclusive, well-rounded, and effective leaders. Its mission is to connect diversity, equity, and inclusion (DEI) champions to accelerate inclusive leadership across individuals, organizations, and society. The institute employs a methodology of personalized learning through assessments, coaching, and experiential learning, focusing on inclusive leadership and interpersonal skills. Key benefits and strategic pillars include enhanced recruiting, extensive research opportunities, comprehensive courses and coaching to build leadership and people skills, networking, and community outreach. The institute aims to foster innovation, improve decision-making, enhance employee engagement, attract top talent, and strengthen organizational reputation.
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The University of Houston's strategic plan, titled 'Together, We Rise. Together, We Soar.', outlines a seven-year strategy to transform its core initiatives with the overarching vision of becoming a Top 50 Public University. Key strategic goals include ensuring student success through a top-tier educational experience, building a nationally competitive research powerhouse, serving as an exemplar for community engagement through social responsibility, developing a nationally relevant athletics program, and establishing a sustainable funding base to support these ambitious goals.
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