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Strategic Planning

UCA

UCA 2035: Convocation Recap

At this year’s Fall Convocation, Provost Michael Hargis shared an important update on UCA 2035, the university’s bold, future-focused strategic plan that will guide the next decade.

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

Building on Momentum

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

Broad Campus Engagement

From the beginning, ÍøÆØÃÅ 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 ÍøÆØÃÅ’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 ÍøÆØÃÅ 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 ÍøÆØÃÅ’s mission.

What’s Next

This fall, ÍøÆØÃÅ 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, ÍøÆØÃÅ 2035 will serve as a shared roadmap—dynamic, data-driven, and rooted in the voices of our community.

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