The Central Strategy Team reconvened in September to review the latest draft of UCA’s strategic imperatives, goals, and objectives, marking a key transition from planning to feedback. The conversation focused on alignment, clarity, and readiness for the next phase of inviting the campus community and our advisory groups into the process through upcoming Feedback Labs.

Provost Michael Hargis opened by acknowledging the tremendous progress made by each working group. He emphasized that the current drafts demonstrate a shared vision and high level of commitment across the university. Dr. Hargis also outlined next steps, noting that “the months ahead will be about listening, refining, and making sure this plan truly feels like UCA.”

Working group leads shared updates on refining objectives, ensuring each imperative remains actionable, measurable, and student-focused. Dr. Shawn Charlton previewed the Feedback Labs, designed to gather insights from faculty, staff, and students who will help shape the final version of the plan before its presentation in early 2026. The sessions will allow participants to see the most recent draft materials and offer input on tone, clarity, and ambition.

The meeting concluded with appreciation for the months of collaborative work that brought the plan to this stage. The team reaffirmed its commitment to a transparent, inclusive process, aiming to position BT����to launch a bold, community-informed strategic plan that is ready for implementation.

Next Steps: Feedback Labs will begin in October as part of the campus-wide review and refinement phase.

While many universities are asking how they can survive the challenges facing higher education, BT����is asking something different: How do we lead and thrive?

Building on Momentum

Over the past decade, BT����has expanded enrollment, earned key accreditations, invested in new facilities, and strengthened student success. BT����2035 builds on this momentum by connecting these efforts into a shared vision for lasting transformation.

Broad Campus Engagement

From the beginning, BT����2035 has been shaped with our campus, not just for it. To date:

• More than 1,400 students, faculty, and staff have participated in surveys, forums, and conversations.
• Over 60 individuals are serving on working groups, aligned to the plan’s imperatives.
• 23 members make up the Central Strategy Team, guiding the process with broad representation.

This high level of engagement reflects our deep commitment to shared governance and collective ownership.

Four Draft Strategic Imperatives

Through analysis and campus input, four draft imperatives have emerged as the strategic anchors for UCA’s future:

1. Centering Success
   Delivering a seamless, inclusive student experience that strengthens belonging, supports persistence, improves retention, and drives graduation and career readiness.
2. Arkansas Campus of Innovation
   Positioning BT����as a hub for applied learning, partnerships, and workforce relevance.
3. Discovery in Action
   Recognizing research, scholarship, and creative activity as a core part of student and faculty life.
4. Future-Ready Foundations
   Investing in people, technology, facilities, and systems to sustain UCA’s mission.

What’s Next

This fall, BT����will move from strategic thinking to strategic action. Working groups are finalizing measurable goals and performance indicators. We will launch Feedback Labs and participate in Campus Talks to continue testing and refining ideas with the campus community.

The final plan will be presented for adoption in late 2025 or early 2026. Far from a static document, BT����2035 will serve as a shared roadmap—dynamic, data-driven, and rooted in the voices of our community.

On August 12, 2025, the Central Strategy Team and working groups convened as a unified body to refine practical goals for the next 3 to 5 years that align with UCA’s 10-year vision. The group evaluated ownership and efforts to address overlaps and gaps, relocating lower-priority ideas to a “parking lot” for future phases.

We aligned on a resourcing lens: each initiative should account for space, staffing, timing, and whether costs are one-time or recurring, with preliminary funding approaches identified. 

Dr. Shawn Charlton also previewed Feedback Labs, small focus groups that will gather representative campus input (see the Feedback Opportunities page).

Provost Hargis underscored that the first 3–5 years are “round one,” and that progress in early years should build capacity for later priorities. He encouraged process-oriented benchmarks that match our current measurement maturity.

Working Group Highlights

Groups assessed their goals and narrowed them down to a focused set of high-impact actions. They began to identify key dependencies, including budget, staffing, and space, and highlighted areas where policies and processes were causing friction. There was a call for clearer coordination regarding external partnerships. Common themes such as external engagement, experiential learning, and measurement will be consistently included in the final structure. Each group was tasked with attaching basic cost and ownership assumptions to their top proposals.

Moving Forward

In the coming weeks, groups will:

• Add cost elements and preliminary funding approaches to proposals
• Define implementation ownership (startup leads and long-term stewards)
• Prepare materials to inform Feedback Labs this fall

Engaging New Voices, Refining the Future

On July 15, 2025, the Central Strategy Team (CST) convened for a pivotal planning session with strategic partner Melanie Overton of EAB. The morning session focused on reviewing and refining the university’s four draft strategic imperatives: Centering Success, Arkansas’ Campus of Innovation, Discovery in Action, and Future-Ready Foundations. These refined imperatives reflect months of cross-campus dialogue, trend analysis, and community input.

In the afternoon, BT����welcomed the newly formed Strategic Initiative Working Groups, composed of academic and administrative leaders selected for their subject-matter expertise. This joint session marked the transition from vision to implementation, as working group members were introduced to the planning process, received imperative-specific presentations, and began the critical work of transforming broad strategic direction into actionable goals.

Each group was tasked with:

• Refining the draft goals established by the CST
• Defining key terms, setting targets, and establishing timelines
• Developing objectives, success metrics, and cost estimates to guide implementation

This collaborative kickoff signals the start of a more detailed and inclusive planning phase that will shape UCA’s trajectory through 2035. As the university moves forward, the work of these teams will ensure that the final plan is bold, measurable, and ready to meet the future.

Working Group Members 

IMPERATIVE 1

• Patricia Smith
• Jennifer Bell
• Amy Hawkins
• Kylie McGraw
• Kelly Owens
• Brent Shires
• Julia Winden-Fey

IMPERATIVE 2

• Stephen Addison
• Tim Bisping
• Lesley Graybeal
• Joan Shofner
• Will Slaton
• Donna Stephens

IMPERATIVE 3

• Michael Mills
• Victoria Dunlap
• Arijit Mukherjee
• Stephanie Rose
• Tom Snyder

IMPERATIVE 4

• Tim Roach
• Kevin Carter
• Taine Duncan
• Bridget Fortenberry
• Stephen O’Connell
• Trevor Seifert
• Colin Stanton
• Robin Williamson

SUPPORT & ADVISORY

• Kurt Boniecki
• Terri Canino
• Amber Hall
• Mary Lackie
• Amy Whitehead
• Michael Hargis
• Shawn Charlton
• Laci Lyons
• Bryttani Montgomery

The Central Strategy Team (CST) reconvened on June 17 to develop initial draft goals for each of the developing strategic imperatives. This session marked a pivotal moment in the planning process, shifting from broad visioning to articulating what success will look like for BT����by 2035.

From Vision to Goals

Each group worked to develop strategic goals that are specific, measurable, and rooted in UCA’s strengths and aspirations. These goal statements begin to define how the imperatives will come to life in the years ahead.

Structure and Alignment

The team reviewed strategic planning material to ensure clarity, distinctiveness, and alignment across imperatives. Particular focus was placed on identifying overlapping priorities across groups.

Collaborative Refinement

Melanie, our EAB strategic partner, emphasized the importance of designing goals that are actionable and realistic, encouraging each group to pressure-test their objectives through a SWOT-informed lens. Groups were also encouraged to think about sequencing and timelines as they prepared to transition planning efforts to broader working groups.

Next Steps

• Transition to Working Groups: The CST will soon shift from its current structure to broader Working Groups. Some CST members will join these groups, while others will continue contributing in different ways.
• Upcoming Milestones
  • July 15: An in-person session will bring together CST members and Working Groups to share draft goals, define group charges, and prepare for campus-wide focus group engagement.
  • Mid-July to Mid-August: Working Groups will meet independently to refine goals, incorporate new perspectives, and advance planning work.
  • The Communications team will develop consistent public-facing language and descriptions for each strategic imperative.

As BT����moves into the next phase of its 2035 planning process, the work completed in June lays the groundwork for deeper engagement across campus. The transition to Working Groups will expand participation, bring in new perspectives, and help translate bold ideas into focused action. With clear goals emerging and collaboration underway, the university is well-positioned to shape a forward-looking, achievable strategic plan that reflects both institutional strengths and the evolving needs of students, employees, and the broader community.

On May 20, the Central Strategy Team (CST) convened for its fifth session in the BT����2035 strategic planning process. This meeting focused on refining the university’s four strategic imperatives by clarifying their long-term relevance, scope, and direction. The goal: to reach the right “altitude”—big-picture enough to guide the next decade, yet specific enough to inspire action and alignment.

Strategic Pillars in Focus

The meeting began with a review of UCA’s progress over the past decade, highlighting gains in enrollment, graduation rates, and infrastructure. Dr. Hargis emphasized moving from a “scrappy” growth mindset to one of sustained strategic scale.

Refining the Imperatives

Each group engaged in a structured visioning exercise, considering national trends in higher education, expectations of students and employees, and competitive positioning. Teams identified peer institutions doing strong work in similar areas and explored what differentiates UCA’s approach.

Themes Explored

• Highlighted the need for a holistic student success model and the importance of recognizing shifting student pipelines and parental influence.
• Emphasized UCA’s potential in driving regional economic development, aligning curriculum with workforce needs, and student-centered innovation.
• Centered on inclusive definitions of innovation, creative output, and UCA’s capacity to serve community needs.
• Focused on employee experience, supervisor relationships, the SCARF model, and retention as UCA’s differentiator.

Shared Observations

Across groups, themes like return on investment, relevance, and relationships emerged consistently. Our EAB strategic partner encouraged CST members to think boldly, refine framing, and anticipate what will truly differentiate UCA.

This session laid the foundation for the next phase of our work: translating strategic imperatives into SMART goals that align with our mission and prepare BT����for the future.

The Central Strategy Team (CST) at BT����reconvened in April to continue its work envisioning the university’s future and beginning early discussions about the types of strategic imperatives that could guide BT����over the next decade. The session focused on defining a few bold, distinctive priorities—ones that could shape long-term institutional direction while informing short-term actions. Melanie Overton, UCA’s EAB strategic partner, reminded the group, “They have to be big.”

Centering on Vision and Possibility

Participants were asked to think beyond incremental change and consider what could happen if BT����were wildly successful in meeting its strategic imperatives. Teams conducted a gap analysis, revisited earlier visioning exercises, and began early conversations about which ideas might advance to the next stage of planning. Melanie reinforced the importance of focus, noting that not all good ideas can or should become university-wide imperatives. The challenge ahead is determining which ideas are both actionable and unique to UCA.

Four breakout groups worked to explore different themes, generating broad insights into UCA’s future. Rather than prescribing specific imperatives, each group contributed to a shared understanding of the possibilities ahead for how BT����prepares students for a changing world, evolves as a higher education institution focused on student success, a workplace, and research institution, and differentiates itself in a competitive landscape. The session was intentionally broad and exploratory to ensure BT����remains open to big ideas before refining its focus.

Looking Ahead

The next phase of the planning process will bring greater clarity. Over the coming months, BT����will work to consolidate feedback from strategic planning sessions, surveys, and campus conversations into a refined set of 3–5 institutional strategic imperatives. These imperatives will inform the development of working groups tasked with shaping actionable initiatives, performance metrics, and resource plans. These groups will include faculty, staff, and leaders from across the university, expanding the circle of engagement and building capacity for shared implementation.

Our strategic plan will be more than a document–it will be a framework for aligning vision with investment, values with action. The final imperatives will be shared with the entire campus community in fall 2025 as part of a larger communications and implementation campaign. Until then, BT����remains in the listening, refining, and building phase—laying the foundation for a decade of bold, intentional progress.

Stay connected for updates and opportunities to help shape the future of UCA.

On March 21, 2025, UCA’s Central Strategy Team (CST) met to continue shaping the university’s strategic direction. The team focused on landscape analysis and high-impact priorities that position BT����for long-term success. As part of our ongoing efforts, the team reviewed the competitive market landscape to ensure that BT����is well-positioned to adapt to external challenges and capitalize on emerging opportunities.

Student Readiness and Workforce Alignment

The CST emphasized helping students thrive from day one, with discussions centered on boosting academic support, expanding mental health resources, and smoothing the path to graduation. These efforts align with UCA’s commitment to preparing students for an evolving workforce and equipping them for success beyond college.

Research Growth and Innovation

The team explored opportunities to strengthen UCA’s research capacity and embrace the role of emerging technologies, especially artificial intelligence, in teaching and scholarship. Conversations also focused on enhancing recruitment strategies and streamlining operations to attract top talent and support institutional growth.

Undergraduate Enrollment: Understanding Market Trends

The team reviewed recent trends, noting that while Arkansas’ college-going rate has decreased, BT����has successfully increased its market share. The session also explored what students find uniquely attractive about UCA, including our supportive community, Division I athletics, and a vibrant campus life. Feedback highlighted the importance of UCA’s transfer support initiatives, and the need for continued focus on affordability and financial support for all students.

Listening to Campus Voices

Dr. Charlton offered an early look at responses from the recently closed campus-wide survey. A full analysis is now underway, with insights set to inform the next phase of strategic priorities. Meanwhile, Community Conversations are in progress, with more than 20 planned across campus. These sessions invite open dialogue and diverse perspectives, ensuring the plan reflects the BT����community’s hopes, needs, and ideas.

Looking Ahead

With feedback flowing in and momentum building, BT����is laying the groundwork for a bold and future-focused strategy. The road ahead is full of promise, and together, we’re building a strategic plan that empowers students, strengthens the institution, and extends UCA’s impact for years to come.

On February 25, 2025, UCA’s Central Strategy Team gathered to chart our university’s path forward, focusing on who we are and where we’re heading.

Strengthening UCA’s Identity and Communication

The heart of our discussion centered on strengthening connections across campus. We acknowledged that while BT����boasts a strong community and exceptional academic programs, we must address communication gaps and resource limitations to truly thrive. The team emphasized the importance of innovation in serving students while adapting to the evolving nature of work.

SWOT Analysis Insights

Building on January’s initial SWOT findings, we further explored UCA’s strengths, including our strong community and academic programs. Challenges such as limited resources were recognized as areas needing attention. The team identified opportunities to enhance UCA’s economic impact through AI and workforce development initiatives, which will play a crucial role in our strategic direction moving forward.

Campus Engagement Initiatives

To ensure we’re on the right track, we’ve launched a campus-wide strategic planning survey that will run from February 26 to March 7. Your voice matters—please participate and encourage your colleagues to do the same. Additionally, community conversations are being planned to gather input on the university’s future from all corners of campus.

Addressing Student Readiness Challenges

Student well-being remains at the forefront of our concerns. The team recognized growing challenges in mental health and academic readiness, emphasizing the need for comprehensive support systems that better coordinate across departments to serve our diverse student body.

Strategic Priorities for Long-term Success

Our long-term priorities include retaining our talented faculty and staff, securing funding for critical positions, and preparing for workforce changes driven by technological advancement. These topics will remain central in future meetings as we formulate UCA’s strategic goals.

Next Steps

As we promote the strategic planning survey and host community conversations within your departments, we’ll continue refining our strategic priorities and developing meaningful metrics to gauge our success. The next CST meeting will focus on these metrics and further define our strategic priorities.

Together, we’re building a stronger UCA. Stay tuned for updates as our vision takes shape.

University of Central Arkansas Invites Campus Community to Shape the Future with New Strategic Planning Survey

The University of Central Arkansas (UCA) is excited to announce the launch of a comprehensive campus-wide survey designed to gather input from students, faculty, and staff to guide the university’s next strategic plan. The survey will play a critical role in identifying priorities that will help the institution continue to thrive and build a sustainable future aligned with the needs of its community.

As BT����embarks on a new phase of growth and transformation, the strategic planning survey is an essential tool for gathering feedback on what matters most to the campus community. Focusing on student success, innovation, community engagement, and sustainability, this survey will help shape the university’s development over the next five to ten years.

BT����is dedicated to utilizing the survey results to prioritize initiatives and create actionable goals that will promote academic excellence, enrich campus life, and reaffirm our position as a leader in higher education—with an ongoing emphasis on improving access to education and ensuring affordability for all students.

The survey will be open on February 26, 2025, and all BT����students, faculty, and staff are strongly encouraged to participate. The responses will be anonymous, and participants have the opportunity to enter a drawing for a BT����Bookstore gift card once they complete the survey. 

To participate in the survey, please visit