We are writing to share updates on the University's strategic planning efforts. Our planning committee, made up of 17 faculty and staff from around the University, has been charged with developing a forward-looking, data-informed, and actionable strategic roadmap that will guide the University's priorities and investments through 2031. Thank you to everyone who has contributed to this work so far.
Over the past several months, the committee's six subgroups have examined key focus areas. This work has included a baseline survey, ideation sessions, small group workshops, stakeholder interviews, and a review of existing plans and data sources. These include our prior plan (UHart Start), key performance indicators (KPIs), campus master plan, space planning documents, accreditation information, external partnerships and fundraising structures, enrollment strategies, and documentation on inclusion and diversity, benefits, and compensation studies—to name a few. This process has helped us clarify what is working well, where we need deeper assessment, and how our four-year financial plan aligns with our strategic direction.
To position UHart as a vibrant, student-centered, future-focused institution, the committee is identifying consistent themes across subgroup work, anchoring the plan in three strategic priorities: the UHart experience, academic distinction and innovation, and operational excellence. Advancement in these areas will support an enhanced campus environment, strong student outcomes, sustainable enrollment, increased stakeholder engagement, and a digital and physical infrastructure built for the future.
Over the next two months, we will share details of the emerging themes broadly to invite feedback. We intend to finalize the plan in June for implementation beginning fall 2026. In addition to targeted discussions with student leaders, the Faculty Senate, Staff Council, and Alumni Board, we encourage you to join us at the pop-up sessions below to share your thoughts with peers, colleagues, and committee members. This is your plan—and we need to hear your voice.
Upcoming Strategic Planning Ideation Opportunities
April 8: Spirit Day in Commons Dining Hall, 11:30 a.m.–1 p.m.
April 22: Spirit Day and Distracted Driving Event in Commons Dining Hall, noon to 1:30 p.m.
Thank you,
Aarti Ivanic and Molly Polk (co-chairs)
Strategic Planning Committee
- Shane Ciccarelli, Associate VP for Enrollment and Dean of Admission
- Alex DeVivo, Director of Planned Giving, Development and Alumni Affairs
- Duffy Felmlee, Clinical Professor of Prosthetics & Orthotics, ENHP
- Kenna Grant, Assistant VP for Equity and Opportunity, Office of Inclusive Excellence & Belonging
- Aarti Ivanic, Dean of the Barney School of Business (co-chair)
- Katie Kitchens, Assistant VP for the Division of Student Success
- Justin Kurtz, Associate Professor of Music Production and Technology, The Hartt School
- RJ McGivney, Associate Provost, International Affairs, Graduate and Professional Education, and Academic Operations
- Kathleen Neal, Executive Director of Institutional Effectiveness
- Katherine Presutti, Executive Director of Financial Aid and Strategic Analytics, Financial Aid
- Molly Polk, VP of Marketing Communication & Chief of Staff (co-chair)
- Rebecca Ranucci, Associate Professor of Management/Strategy, Barney School of Business
- Tom Scavone, Director of Hartt Community Division
- Bilal Sekou, Associate Professor of Politics & Government, Hillyer College
- Carol Schwarz, Assistant Professor of Illustration, Hartford Art School
- Amanda Walling, Associate Professor of English, College of Arts & Sciences
- Ying Yu, Associate Professor of Electrical & Computer Engineering, CETA
Six Working Groups
The committee's work has centered around six pillars and subgroups, with each working to articulate clear goals, identify measurable strategies or initiatives, define relevant KPIs and metrics for tracking progress, and assign preliminary resources and accountability structures.
1. Student Experience and Successful Outcomes: Championing a relentless commitment to a transformative student experience and successful outcomes.
2. Academic Enterprise and Innovation: Ensuring academic excellence and differentiation, innovating and assessing across program offerings, and exploring delivery models, interdisciplinary work, and faculty development.
3. Organizational Culture and People: Fostering a vibrant, inclusive, engaged, and high-performing organizational culture, with a focus on people development, communication, collaboration, and belonging for faculty, students, and staff.
4. Community and Civic Engagement and External Impact: Taking an active leadership role in Greater Hartford and the State of Connecticut, expanding partnerships, workforce development efforts, and amplifying the work of the University through targeted initiatives at a broader scale.
5. Financial Sustainability and Stewardship: Strengthening the financial posture of the University through enrollment and retention strategies, fiscal management, diversified revenue streams, and comprehensive fundraising.
6. Institutional Infrastructure and Capacity: Increasing our attention to the quality of the human, digital, and physical infrastructure that facilitates learning, well-being, and successful student outcomes.