Thank you for your interest in the 2017 Alumni Trustee Election. The following candidates have been nominated for the Alumni Trustee position. As a UConn graduate, you may vote for one of these nominees or for another eligible candidate of your choice. The ballot for this election will be mailed in July 2017. To learn more about the trustee eligibility requirements or election process visit the Alumni Trustee Election page.
Alumni Trustee Candidates
An official ballot will be mailed to all University of Connecticut graduates with a valid mailing address. Your ballot will be arriving at your home soon. Please take a moment to read your ballot, sign it, and mail the ballot so it arrives no later than August 14, 2017. Any form of delivery other than mail will not be counted.
For questions about the Alumni Trustee election, please contact Joanne Fazio at (860) 486-2337.
In order for your vote to be counted, your official ballot must be signed and mailed to arrive no later than August 14, 2017.
In accordance with the General Statutes of the State of Connecticut, the Alumni Trustee ballot will be mailed to graduates of the University of Connecticut who are thus elgible to vote for the office of Alumni Trustee, and whose current mailing addresses are on record in the alumni database.
Steven M. Glick
Santa Monica, CA & New York, NY
I am running for the alumni trustee position because I am committed to the University and its future. I have served as a member of, or advisor to, public, private, and non-profit boards in the US and abroad. This experience, combined with my passion and engagement, would be invaluable. In addition, as an out-of-stater, I would bring a fresh perspective to the Board. It would be an honor to serve.
- Chairman, Gipper Media, Inc., a mobile sports highlights app start-up
- Former General Counsel of S&P 500 (Public Storage), FTSE-100 (Ladbrokes plc), and FTSE-500 (Graseby plc) public companies
- Former SVP & General Counsel, North America, Thomson/Technicolor
- Former EVP, Legal, Business Affairs & Licensing, Paramount Pictures
- Former Law Firm Associate, Shearman & Sterling (NY, London and Paris)
- Member, Law School Foundation Board (2008-2012)
- Established Alvin H. Glick International Law Scholarship
- Member, three-person Law School mission to China to establish an international law program
- Guest/speaker/panelist at several on-campus events
- Host of numerous alumni receptions in London and Los Angeles
- Supporter of UConn Athletics and former member of Men´s Soccer Steering Committee
- Former member, London and California South committees, Human Right Watch
- Former Team Manager, Santa Monica United B96 club youth soccer team (for which I won CalSouth´s 2015 service award)
- UConn School of Law, J.D., with honors (1984)
- London School of Economics, MSc (1980)
- Elmira College, B.S., magna cum laude (1978)
- Directors Roundtable, Recipient of its World Honor to General Counsels (2015)
- International Law Office and Association of Corporate Counsel, General Counsel of the Year nominee (2008)
- Association of Media and Entertainment Counsel (AMEC), inaugural Founders Award (2006)
- AMEC, Technology Counsel of the Year nominee (2006)
I believe graduates will be interested in my answers to the following two questions which were posed as part of the nomination process:
What has been the most important role in your past service to the University and how has it prepared you to serve on the Board of Trustees?
The most important role in my past service to the University has been my position on the Law School Foundation Board (LSF) which, taken together with other board roles and experiences – has prepared me well to serve on the University’s Board of Trustees (BOT). The LSF helped to raise funds from the private sector to promote the educational and research objectives of the Law School. The LSF solicited, received, invested, and administered gifts and financial resources from private sources for the benefit of the Law School. My experience with the LSF and in the private sector has led me to believe that a UConn trustee’s fiduciary behavior must include, prominently, ensuring that the University is financially and operationally sound and stable, not only in the current year but for decades ahead. This will ultimately help best serve the students, faculty, administration and other stakeholders. I understand from my LSFB experience, as well as my experiences in the public and private sector, the importance of never underestimating this key role (discussed further in the next section).
In your view, what are the most pressing issues that the University of Connecticut faces?
The single greatest challenge is to maintain UConn’s position as the leading public university in New England while increasing its national ranking, notwithstanding reduction in state support which should be expected to continue to decline. To meet this challenge will require resources beyond those currently available. Therefore, I am pleased that there is some planning underway to raise significant monies. This plan correctly recognizes that UConn should not simply try to offset budget cuts with donations or accept the status quo (or continue to increase fees without believing there will be adverse consequence). The plan is really about an overdue transformation of UConn’s financial position. I can recall separate conversations a few years ago with President Susan Herbst and her brother Jeffrey (who then was president of my son’s university, Colgate). I was surprised to learn at that time that Colgate’s endowment was three times of UConn. I thought then: We can do better. I still believe that to be the case.
A strong financial position will enable the University to pay competitive salaries in order to attract and retain the leading professors in their fields, provide a competitive and substantially larger number of scholarships, keep abreast of ever changing issues in technology, adequately fund the library, maintain, update and add buildings/facilities, etc. Still, even with a dramatically strengthened financial position, it may not be possible or advisable in the the future for UConn to continue to maintain the same type and number of programs in the manner in which they have been historically available. All decisions related to University investments and divestitures, new initiatives and school priorities should be grounded – if they are not already – in a carefully prepared (and regularly reviewed) strategic plan, which should also detail steps to be taken to reduce unnecessary costs and increase other sources of income and funding.
I am sure identifying the main issues is not the greatest challenge. Solving the issues is. This will require very strong execution by the University’s administration and close oversight by the Board.
Armond K. Hodge
My passion is geared towards helping individuals achieve and realize their full potential. Serving as an active member on The Board of Trustees further allows me to carry out this mission. I will leverage both my civic and professional experiences to help the University and its members grow. In addition, I will also help the University’s stakeholders and surrounding communities contribute towards its long-term success and sustainability.
- Gartner, Inc.: Financial Management Associate
- MBA and Undergraduate School of Business Mentor Program (2016 – Present)
Coach students on their academic and career endeavors; specialize in resume/cover letter critique, job placement, and interview prep.
- Represented UConn on national and international MBA case competition teams
- The Negotiation Challenge; Vienna, Austria (2016)
- Private Equity ACG CT Cup (2015)
- JD/MBA Game Day Sports Law Case Competition; Villanova University (2015)
- Illinois Strategy Case Competition; University of Illinois (2015)
- Graduate Finance Association: President & Founder (2015 – 2016)
- Provided students with the resources and necessary skills required to attain careers in and related to Finance
- Organized free experiential workshops, career panels, speaker series and networking events
- Architected first annual Finance Conference
- Graduate Teacher’s Assistant – Introduction to Corporate Finance (2015-2016)
- ManyMentors: Non-Profit Board Director; Head of Finance (2016 – Present)
- Junior Achievement of Southwest New England – Volunteer Finance Tutor (2016)
- Providence College; B.S. Marketing
- University of Connecticut School of Business (Full-Time); M.B.A. Corporate Finance and Strategy
- University of Connecticut School of Business Hall of Fame (2016)
In addition to the information provided from my ballot, here are some more facts to help you learn more about me:
First Job: When I was in High School I worked at Footlocker as a Sales Associate selling sneakers and other sports apparel. While in college, I worked part time at J. Crew until finally landing my corporate internship in Finance.
Favorite NFL Team: I am a huge New York Giants fan.
Favorite Travel Destination: I fell in love with Bali, Indonesia when I went for my honeymoon. The 26+ hour flight was worth every minute spent on the island.
Favorite Vacation Activity: Anything with clear blue water and a boat – count me in.
Favorite Quote: If you don’t win, you learn… you never lose
Accomplishment Most Proud Of: When I started the University of Connecticut’s Graduate Finance Association. This allowed me to create a platform that provided all students, regardless of academic and educational background, with the resources and necessary skills required to pursue careers in and related to Finance.
What I wanted to be when I was younger: I always had a huge fascination for painting, and I also wanted to be an architect.
What’s on my bucket list: To travel the world and swim with the sharks.
Favorite Movie: There are a lot, but I’d have to go with The Matrix (just the first one).
Visit me on LinkedIn: https://www.linkedin.com/in/armondhodge/
Matthew S. Necci
Given Connecticut’s economic realities, UConn faces tremendous challenges. I believe the University’s best chance to sustain its excellence and upward trajectory is to increase the number of alumni that remain in Connecticut after graduation, and increase engagement among existing alumni. The relationships I’ve developed in corporate and young professional communities throughout Connecticut can assist the University in ensuring we retain our talented graduates, which will inherently increase support for UConn.
- Halloran & Sage, LLP – Attorney/Equity Partner
- Liaison between UConn and Riverfront Recapture for development and marketing of Riverfront Recapture’s “Big Mo” event held at UConn’s new Hartford campus
- Participant in UConn’s video marketing plan to promote the new Hartford campus;
- Liaison between Hartford City Council and UConn’s athletic department relating to installation of University banners throughout downtown Hartford’s entertainment district;
- Worked with UConn Provost’s Office to create programming for the Connecticut Bar Association, focusing on issues of diversity and First Amendment rights on college campuses
- Athletic Department donor and season ticket holder
- Member of the Board of Directors for Special Olympics Connecticut
- Member of the Board of Directors for Leadership Greater Hartford
- Member of Hartford Hospital’s Board of Corporators
- Member of Board of Corporators for City of Hartford’s iQuilt Plan
- University of Connecticut, B.A. – History & Journalism
- New York Law School, J.D.
- Hartford Business Journal – Forty Under 40 (2016)
- Connecticut Law Tribune – New Leaders in the Law (2014)
- Super Lawyers Magazine – Rising Star (2013-2016)
Like all of the very qualified candidates for the UConn Board of Trustees alumni position, I am incredibly passionate about my alma mater. It’s not hyperbole to say the University is home for me. I want UConn to thrive in all things, and firmly believe that I can assist an already talented board in continuing to grow the University’s national profile in the academic, research, and athletic arenas.
By way of background, while at UConn I majored in History and Journalism. I was a member of the school’s club rugby team and also was a staff writer for the sports department at the Daily Campus, covering UConn’s men’s hockey and the men’s and women’s swimming programs. After graduating I moved to New York City for three years to pursue a law degree.
Since leaving Storrs, I have remained highly involved with the University. I have spent a significant amount of time working with the UConn Foundation and UConn Hartford’s administration to increase the University’s profile in the Greater Hartford community, particularly among young professionals, in anticipation of the school’s move of its West Hartford campus to downtown Hartford. I’ve attended and promoted the UConn Foundation’s Science Salon events, and also took part in the University’s “New York’s Six Borough” campaign, participating in the alumni photo shoots in New York City. Most recently, I served as a liaison between UConn and Riverfront Recapture for the latter’s “Big Mo'” event that took place at the new UConn Hartford campus in May 2017. My family is incredibly passionate about UConn sports, and I am a season ticket holder for football, men’s basketball, men’s hockey, and women’s soccer. My wife and I live in Glastonbury, Connecticut with our two daughters.
Professionally, I am an equity partner and litigator at Halloran & Sage, LLP, a full service law firm that has been based in downtown Hartford for almost 85 years. Outside my practice, I have actively served on a variety of non-profit boards for the last ten years. Currently, I am on the Board of Directors for Special Olympics Connecticut and Leadership Greater Hartford. I also serve on the Board of Corporators for the Metro Hartford Alliance and City of Hartford’s iQuilt Plan relating to the redevelopment of downtown Hartford. Additionally, I serve as a member of the Board of Corporators for Hartford Hospital, and serve on the Executive Committee for the hospital’s Young Leaders Advisory Council. Previously, I served on the Board of Directors for the Connecticut Chapter of the March of Dimes, and have been a longstanding member of the Connecticut Bar Association, serving as the Chair of the Young Lawyers Section in 2015-2016.
I very much believe that UConn’s investment in downtown Hartford can be a catalyst to increase the University’s profile in the state of Connecticut, and will encourage others to make similar investments. Although UConn is moving a regional campus downtown, hosts dozens of athletic events at the XL Center, and has tens of thousands of alumni in the Greater Hartford region, our state’s capital is not known as a “UConn city” in the manner other national universities are in their respective state capitals. This can change, and must change if the University wants to increase engagement of alumni in Greater Hartford.
As a UConn Board of Trustees alumni nominee, I believe there are three primary issues that the University faces and must strategically address during the next four years. Each is a separate and distinct topic, but in some ways they are interconnected:
- The economic realities of Connecticut. There has been a sustained period of flat-line economic growth in the state, which has lead to budgetary issues for all state organizations. UConn is, in itself, a huge economic driver for Connecticut, and an international marketing machine for the state. It cannot be viewed as just another state agency. Constant efforts must be made to ensure that we can maintain appropriate budgeting levels that will allow us to sustain a Top 20 Public University ranking. If the University is not growing and constantly addressing its status in the market, it is more likely to be passed by competitors;
- Retaining talent. Although the University’s primary directive is to train and graduate students, UConn must work with Connecticut’s government to ensure that we are retaining the talented alumni we are putting into the market. The most viable way to guarantee long-term support of the University, its academics, and its athletics is to have a growing alumni base within Connecticut. These people comprise many of our primary donors, and they are voters that can contact legislators when University issues arise in Connecticut politics. “Students today, Huskies forever” is a fantastic motto, but it can’t just be words. We have to live it;
- Athletic Conference issues. I firmly believe that UConn should be a leading athletic department in any conference that it is a part of, including the American Athletic Conference. With that being said, UConn should also be cognizant of the ever changing world of NCAA athletics, and must continue to be proactive in addressing the issue of conference affiliation. The reality is that UConn’s tremendous growth in the academic realm over the last three decades is in large part due to the performance of the Department of Athletics. Its successes have lead to increased applications, higher admission standards, increased support from donors, and increased support from legislators. Athletics are an asset that must be protected in order to encourage investment in the University from both the private and public sectors.
I appreciate your consideration and ask that you contact me directly with any questions you might have concerning my interest in the Board of Trustees position.
Jeanine Armstrong Gouin
I feel deeply and passionately about giving back to the institution that not only provided me with an exceptional education, but that also gave me the foundation and confidence to step out into the world and succeed. My education at UConn led to a career that has afforded me challenges and opportunities I never could have imagined. Serving on the Board of Trustees would be a privilege and an honor.
- Managing Director and Vice President, Milone & MacBroom, Inc. (1994-Present)
- Member of the Board of Directors
- Corporate Officer
- Director of Water Resources Engineering and Environmental Science
- Corporate liaison to Regional Offices in New York and Vermont
- School of Civil and Environmental Engineering Advisory Board Member, assisting with ABET accreditation, curriculum review, and capstone design reviews (1995-present)
- UConn Environmental Policy Advisory Committee, Alumni Representative, working on issues of sustainability, environmental stewardship, and conservation (2009-2012)
- Establishment of an Endowed Scholarship School of Civil & Environmental Engineering (2011)
- Fall Open House Keynote Speaker (2014)
- Invited Guest Lecturer
- Current employer of over 40 UConn graduates
- Martin Luther King Community Day of Service (2007-present)
- Lake Hayward Water Quality Improvement Committee
- UConn School of Engineering, BS Civil Engineering, 1987
- Magna Cum Laude
- Tau Beta Pi
- Chi Epsilon
- Who’s Who of American Colleges and Universities
- 2014 Induction into the UConn Academy of Distinguished Engineers
- 2017 Connecticut Technology Council’s Women of Innovation
As a graduate, a mom, and a business owner, I believe with all my heart that UConn is a remarkable institution. It is competitive; technologically superior; well respected across many industries; diverse; rigorous; affordable; led by dedicated individuals; and a place to grow, thrive, and launch lifetime careers. In a climate of intense academic and athletic competition, rising tuition costs, and record levels of college-bound high school grads, the opportunities for the University to grow in size, stature, and respect are tremendous.
UConn is a place where professors care; where they know their students by name; where they help those who are struggling, inspire students to work hard and stay determined, push and challenge students to grow and stretch, and celebrate successes. UConn is a place where extended families are formed.
The widespread recognition of UConn, in part due to its phenomenal basketball fame and due to its rise academically, celebrating six consecutive years among the top 25 public universities and a 2017 ranking of #60 among national universities, provides an incredible opportunity to capture the attention of exceptional students, faculty, and staff. Add the quintessential New England setting of the main campus, the safe environment, and the picturesque landscape, and there is a tremendous upside even for those who don’t watch basketball or subscribe to U.S. News & World Report. In my view, some of the brightest opportunities for the University of Connecticut include the following:
- Innovation – Finding new and creative ways to attract, retain, educate, and engage with students in a manner that is innovative.
- Research – Building upon the strong research-based education that UConn has fostered over decades to expand research opportunities and research funding
- Sustainability – Being a leader in the area of sustainability. UConn consistently gets high marks for its commitment to sustainability. This is extremely important to today’s student base and is also good business practice.
- Student Quality – UConn has the attention of extraordinarily high-caliber students. Continuing to break barriers and achieve national rankings will be reflected in the quality of UConn students.
- Diversity – Achieving diversity of students and faculty at UConn is an opportunity to attract greater talent across all backgrounds.
- Technology – Staying on the cutting edge of technology within and outside of the STEM fields will be essential to capturing the best minds.
- Investment in Career Success – Investment in UConn students after graduation. Their success is everyone’s success.
My UConn Connection
Since graduating from the University of Connecticut in 1987, I have maintained personal, professional, and philanthropic involvement with the University. Below is a summary of my relevant involvement:
- School of Civil and Environmental Engineering Advisory Board – In 1995, I became one of the first members of the School of Civil & Environmental Engineering Advisory Board, a position that I have held for 22 years. In that capacity, I have participated in numerous accreditations, helped set curriculum standards and programmatic direction, written white papers, and reviewed Senior Capstone Design projects. My membership on the Board has given me a front-row seat from which to watch UConn grow into the powerhouse it is today. Through my involvement on the Board, I have maintained a connection with the School of Engineering for more than 2 decades.
- Environmental Policy Advisory Committee – In 2009, I was invited to serve as the Alumni Representative of UConn’s Environmental Policy Advisory Council (EPAC), a position that I held until 2012. In addition to my participation on the Council at large, I served on technical committees in areas where I could contribute based on my technical, financial, and organizational background. One such example was my work with the Sustainability Committee, concluding with the development of A Guide to Sustainable Development at the University of Connecticut.
- Milone & MacBroom, Inc. Endowed Scholarship – After many years of being the recipient of some of the University’s finest talent, in 2011 my firm sponsored an endowed scholarship with the School of Civil and Environmental Engineering. Through that process, I have collaborated with the dedicated staff at UConn Foundation and have had the pleasure of getting to know each of our scholarship recipients.
- UConn Academy of Distinguished Engineers – In May 2014, I was indoctrinated into UConn’s Academy of Distinguished Engineers, an award that “honors exceptional engineering alumni whose careers are characterized by their sustained and exemplary contributions to the engineering profession through research, practice, education, policy, or service.” One of my most special memories was sharing this occasion with my 80-year-old parents.
- Open House Keynote Speaker – In fall 2014, I had the honor of being the keynote speaker as part of the UConn Fall Open House, addressing prospective students and parents at Jorgenson Auditorium. This event provided an opportunity to share my life experiences from the perspective of both a former UConn student and, at the time, a UConn parent.
- Family Legacy – My son, who has an IQ of 146 and garnered a 2300 on his SATs, was accepted to many top universities throughout the country, with substantial merit scholarship offerings. In the end, he came to his own decision that UConn was the right fit, graduating in 2015 with a Bachelor of Science degree in Biomedical Engineering. This gave me the opportunity to experience UConn from a new perspective as a parent. In his time at UConn, I watched my smart but somewhat naïve and absent-minded son grow and succeed in ways we could not have imagined. That experience underscored for me the tremendous value of the State University system.
- Guest Lecturer – On numerous occasions, I have been invited to guest lecture to UConn students, including most recently in February, when I presented to the 2017 Senior Capstone Design Class. My favorite aspect is always the Q&A interaction with the students.
- Mentorship – Through the years, my firm has provided mentorship through job shadows, paid internships, and sponsorship of the Senior Capstone Design teams. We are currently hosting a rising UConn freshman in a 3-week shadowing program. In several weeks, we will welcome a new UConn summer intern and three new full-time UConn grads.
- Employment – As an employer, I have hired dozens of UConn graduates in engineering, environmental science, natural resources management, landscape architecture, and communications. At last count, there were 40 of us, and that number is growing. These individuals demonstrate strong technical foundations and a practical understanding that allows them to assimilate quickly and advance in short order. UConn has become a mainstay for our Connecticut-based firm. Additionally, UConn alumni currently manage our Springfield, Massachusetts, and Portland, Maine, regional offices.
- Professional Consultation – With my firm, I have provided professional consultation to UConn on numerous projects through the years, including the long-needed additional source of drinking water supply to the Storrs campus; Bioscience Connecticut at the UConn Health Center in Farmington; and design and construction oversight of a new wastewater pumping station, among others.
My most important role in my past service to the University and how has it prepared me to serve on the Board of Trustees
I have experienced several roles in my past service to the University, but perhaps the most rewarding one and the one that best demonstrates preparation for serving on the Board of Trustees occurred in my capacity of assisting the University to secure a supplemental source of drinking water for the Storrs campus.
For many years, the University struggled to meet peak water demands, particularly when students first returned in the late summer, often during times of low precipitation or drought conditions, high temperatures, and high volumes of visitors, with parents and siblings joining to assist in the move back to college.
UConn is unique in that it serves as its own water utility. It derives its supply of water from the Fenton and Willimantic River wellfields, which draw upon the stratified drift aquifers associated with the adjacent rivers. In 2005, following a prolonged drought coupled with high water demands at the University, the Fenton River near the UConn wellfield completely dried up. This was an operational and political nightmare for the University and drew a great deal of public criticism. The end result is that pumping at the Fenton River wellfield must now be curtailed and even shut down when river flows reach specific trigger levels, placing an even greater burden on the University’s water supply system.
In 2006, the University retained my firm to evaluate its water and wastewater needs, culminating in a 50-year Water and Wastewater Master Plan that was published in 2007. I served as the project manager, working with a team of engineers and scientists within my organization and within the UConn Facilities group and senior leadership. As I have done throughout my career, when we have the opportunity to work with the University, I make it a point to become personally involved because to me, it is personal. And while the volume of work associated with UConn is small in comparison to our annual workload, these are intensely important projects. Practicing my field in the very place where I trained to be an engineer is extremely rewarding.
In 2008 to 2010, my firm undertook comprehensive analysis of the Willimantic River to determine its capacity to thrive alongside the UConn wellfield. In that same time frame, we assisted with the evaluation, permitting, and design of the reclaimed water facility. In 2011, my team completed the University’s 50-year comprehensive Water Supply Plan, and in 2012 and 2013, we conducted an Environmental Impact Evaluation under the Connecticut Environmental Policy Act to determine the best course of action to provide a long-term, safe, reliable drinking water supply to the Storrs campus. Finally, in 2014, we assisted UConn in procuring the necessary regulatory permits to construct and operate a water supply interconnection that will serve the University’s drinking water needs for many decades into the future and enable the planned growth associated with NextGen. Today the pipes are physically in the ground, and service will be in place for the coming academic year. The journey of working from crisis to final success has been transformative.
I chose this as my most important role in my past service to the University because it allowed me to personally practice my trade and apply my education and experience toward the future growth and success of UConn. The elements of this role that have served as preparation to serve on the Board of Trustees include the following:
- Financial Realities – The financial realities of a public university are ever present in the approach to fixing engineering problems as they are in most facets of operating a large, diverse, public institution like the University of Connecticut. The financial elements of the water system solution required consideration of multiple alternatives to meet the fiscal responsibility burden and develop sustainable, cost-effective solutions.
- Community and Political Climate – The citizenry of the Town of Mansfield is highly engaged, at times great supporters and at times combative and at odds with the goals and mission of the University. Through many public informational sessions, informal communications, and formal public hearings, I have gained an understanding and appreciation of the local climate surrounding the UConn main campus and at the Avery Point, West Hartford, Hartford (Law), and the UConn Health Center campuses.
- Regulatory Climate – While the University is not subject to local regulations, meeting the burden of state and federal requirements is a critical element of many major facilities improvements and expansions, particularly when they affect ecological resources, watercourses, or involve public health. My work in procuring regulatory permits on behalf of the University has provided insight that would benefit other similar endeavors that may be considered by the Board of Trustees.
- Contractual Climate – Having worked alongside University architects, design teams, and program managers, I have gained an understanding and appreciation for the contractual climate as well as important ethical obligations that must be carried out with integrity, transparency, and attention to proper process and detail.
- Board of Trustees – On one or two occasions in the distant past, I have presented technical findings to the UConn Board of Trustees. This experience has given me insight to the Board and its function.
My role in assisting the University solve a compelling and decades-long problem, working through technical, financial, political, contractual, and regulatory challenges, has provided an important context and understanding that I believe would serve the Board of Trustees if I were to be selected to serve. I never imagined when I was taking classes in physics, calculus, and fluid mechanics that one day I would be in a position to apply that knowledge at the very place where I was learning these fundamental lessons.
Pressing Issues Facing UConn
In the current economic state of Connecticut and the rising costs and competition for excellent faculty and excellent students, one of the most pressing issues facing the University in my view is one of financial challenge. Maintaining competitive costs for students and families while excelling in academics, athletics, and physical infrastructure is challenging to be sure.
Finances play a major role in attracting and retaining high-quality faculty and staff, particularly when the competition includes private, well-endowed institutions that pay top dollar for sought-after talent. It does not help that Connecticut is a tax-rich, expensive state in which to live. My experience coming from a price-competitive unendowed service industry, however, is that money is not everything to all people. For many, culture, pride in work, and the knowledge that one is making a difference in others’ lives outweigh the bottom line of a salary. These cultural attributes do not occur in an organization without attention, purposeful action, and tenacity. Part of the challenge and the solution will be finding the right fit and effectively conveying the University’s mission to prospective faculty.
Finances also dictate viable education choices for many prospective students. Maintaining competitive tuition rates must be balanced with budgetary realities and constraints. Neither of my children selected the least expensive option for college. I am blessed with hard-working, conscientious children who have made good choices, including choosing to apply themselves academically. Having experienced the college selection process with two very different teenagers – different genders, intended majors, and polar-opposite personalities – I know that there are a great many factors that come into play in selecting a college, cost being one of them. UConn, like all other institutions, conveys its own unique personality to prospective students. The energy of the current student population, the news coverage locally and nationally, the academic accolades, the course offerings, and the physical environment matter to a 17- or 18-year-old, and they matter to their parents. Cost is important, but notwithstanding real-life constraints, there are opportunities for UConn to stand out and garner excellent students. Doing so while maintaining competitive tuition rates will continue to be a challenge.
Finally, finances play a crucial role in building and maintaining an interesting, functional, beautiful campus environment. UConn 2000 and 21st Century UConn provided extensive funding that has helped build a brand through architecture, style, and massing. Maintaining that momentum to continue to build exceptional facilities through UConn NextGen and beyond is both an opportunity and a challenge.
There is a growing focus in the news, in high schools, and at the dinner table on the growing student loan debt, putting the value of higher education on trial. Growing and changing with a changing society will continue to be a challenge for UConn, as will developing policies, strategies, and creative solutions to ensure that UConn students outpace other universities in their ability to not only enter the workforce but to excel within it.
Finally, in this digital age, staying current, convenient, and relevant in the marketplace will likely pose challenges. In the 1980s, a UConn student in need of a computer walked to the Computer Center. Today, on-line programs and digital degrees are growing in number, recognition, and quality. Finding the balance between quality education and keeping ahead of the technological curve will likely be one of the challenges facing UConn into the future.
Managing Director with 30 years of professional experience and significant executive leadership accomplishments. Strong diplomatic skills and a natural affinity for cultivating relationships, facilitating small and large work groups, and building consensus among diverse individuals. Applies qualities of integrity, respect, strong work ethic, sound judgment, and dedication to all endeavors.
- Problem Solving
- Engineering Analysis
- Capital Improvement Projects
- Contract Negotiations
- Organizational Strategy
- Program Management
- Strategic Planning
- Project Management
- Financial Management
Managing Director | Vice President of Water Resources Engineering and Environmental Science
1/1994 – Current
Milone & MacBroom, Inc.
- Leads a 10-member Board of Directors and 21 Associate owners of a $24M/year corporation in the practice of engineering, landscape architecture, planning, and surveying
- Serves as the lead Director for strategic business planning, workload projections, and staffing forecasting
- Oversees the technical practice group of Water Resources Engineering and Environmental Science in Connecticut, Massachusetts, Vermont, and New York
- Serves as the Corporate Secretary, responsible for resolutions, board meetings, and all corporate certifications
- Participates in industry surveys on salaries and employee recruitment and retention
- Serves as corporate liaison to Human Resources, vetting all corporate policies and practices, developing companywide wellness program, and overseeing health care benefits program
- Monitors outcomes and business metrics relative to utilization, efficiencies, and profit
- Contributes to annual budget audit reports and material business decisions, meeting legal and fiduciary responsibilities
- Partners with other board members to ensure that board resolutions are carried out
- Serves on committees and task forces, taking on special assignments
- Chairs a monthly Associates Forum and mentors junior Associate owners
- Advances corporate culture initiatives throughout six offices
- Conducts facilitated workgroups and meetings with interest groups, professional organizations, nonprofit organizations, and the public
- Regularly presents technical information and analysis at community meetings and public workshops aimed at engaging stakeholders and consensus building
- Promotes team building and leadership
- Instrumental in a six-fold corporate growth and expansion into five additional states
- Recognized throughout the Northeast as an expert in river restoration, flood analysis and mitigation, water supply development, and environmental management
- Directed extensive post-disaster response efforts following Hurricane Irene in 2011 and Super Storm Sandy in 2012
- Responsible for establishing the Milone & MacBroom, Inc. Civil Engineering Endowed Scholarship at the University of Connecticut
- Advocate for women in STEM fields, providing opportunities for young women entering the workforce in the fields of science and engineering
- Developed a widely-adopted protocol for drinking water supply planning in Connecticut through a blending of community planning and buildout analysis, traditional engineering, and computer modeling of reservoir yield; developed what has become the template for such plans throughout the state; and was instrumental in drafting Connecticut regulations to formally implement the methodology
- Established an innovative approach and detailed methods for analyzing large-scale flooding issues, spanning entire towns, regions, and watersheds. This approach has been adopted by the New York City Department of Environmental Protection and the New York State Department of Environmental Conservation and has become the standard requirement for new studies in the Catskills Region.
- Established an innovative management style and technique away from the traditional engineering approach to encompass multifaceted sciences to blend engineering, hydrology and hydraulics, and numerical methods with ecological science, the social sciences, landscape architecture, and community participation
- Pioneered two-dimensional hydrodynamic modeling, beginning in the late 1980s and applying it to wastewater assimilation in Long Island Sound, tidal wetland restoration along Connecticut’s coastline, hazard mitigation planning, and coastal resiliency
- Transformed the traditional engineering design-permit-bid-construction process through the integration of design, regulatory permitting, and informed construction implementation from project initiation through final closeout
Bachelor of Science – Civil Engineering, 1987
University of Connecticut; Storrs, Connecticut
- Magna Cum Laude
- Tau Beta Pi
- Chi Epsilon
- Who’s Who in American Colleges and Universities
- American Society of Civil Engineers
- Board Member – UConn School of Civil & Environmental Engineering
- Former Member – UConn Environmental Policy Action Council
- 2014 Class of UConn’s Academy of Distinguished Engineers
- Young Professionals Organization/World Professionals Organization
- 2017 Connecticut Technology Council’s Women of Innovation Finalist
- Professional Licensed Engineer, State of Connecticut