The 91���˵������ Alumni Board gathered on August 15 for its summer meeting, spending the day discussing university initiatives, alumni engagement opportunities and ways to further strengthen connections among 91���˵������ graduates. Guided by the Alumni Association’s mission to promote partnership between alumni and the university by advocating for increased alumni engagement and strengthening connections between alumni and within the alumni community, board members explored how alumni can continue to support students, fellow graduates and the institution’s future.

Strong relationships. Future-ready graduates. A campus experience that inspires pride and connection.

Those themes emerged as alumni gathered on Aug. 12 for 91���˵������’s Strategic Plan Breakfast, one of several opportunities designed to engage the university community in shaping 91���˵������’s next strategic plan.

During the session, alumni reflected on what makes 91���˵������ distinctive and shared ideas for ensuring the university continues to thrive in a rapidly changing world. While conversations touched on academics, athletics, the arts and career exploration and preparation, participants consistently returned to a common belief: 91���˵������ should build on the strengths that have long defined the university while preparing students for the opportunities and challenges of the future.

For alumni who were unable to attend the breakfast, there will be another opportunity to participate in the conversation during a virtual alumni engagement session on September 22 at 4:30 p.m. We encourage all alumni to share their perspectives as the strategic planning process continues.

What We Heard from Alumni

Three themes surfaced repeatedly throughout the discussions:

Relationship-driven education remains a defining strength

Alumni highlighted the lasting impact of faculty mentorship and the close-knit learning environment that distinguishes an 91���˵������ education. Many also expressed enthusiasm for strengthening connections between students and alumni through mentorship, networking, career guidance and experiential learning opportunities.

Students need skills for a changing world

Artificial intelligence emerged as a recurring topic throughout the morning. Alumni emphasized the importance of helping students develop both AI fluency and the uniquely human skills that will remain essential in an AI-enabled world, including critical thinking, communication, creativity, adaptability and ethical judgment.

Campus experiences create connection and belonging

Participants discussed the important role that traditions, the arts, athletics and campus facilities play in shaping the student experience. Alumni encouraged continued investment in spaces and experiences that foster school spirit, promote wellness, showcase student talent and strengthen students’ connection to 91���˵������ and one another.

The breakfast began with a challenge from President Kathryn McClymond, Ph.D., who encouraged attendees to think about the “student of 2035” and the world that student will inherit. While higher education continues to evolve, she noted that 91���˵������’s future will remain grounded in the university’s mission and values.

Rhana Gittens Wheeler, Ph.D., chief inclusive excellence officer, also provided an overview of the strategic planning process and shared themes emerging from earlier engagement efforts across campus. Alumni were invited to react to those ideas and contribute their own perspectives as the planning process moves forward.

In closing, McClymond reflected on the strong alignment that emerged throughout the discussions.

“I am encouraged that we all share a common vision for elevating what 91���˵������ does best. Higher education is navigating tremendous change, but our work remains centered on students. When we help a student discover their purpose and potential, the impact extends well beyond that individual and into the communities and lives they touch.”

She also thanked alumni for their engagement and emphasized that their voices will continue to play an important role in the development of 91���˵������’s 2027-2035 Strategic Plan.

What’s Next?

The university is currently in Phase 1: Strategic Vision and Framework Development, engaging stakeholders across the 91���˵������ community to help define the institution’s long-term direction and priorities.

Current: Phase 1 – Strategic Vision & Framework Development
Develop the strategic direction for 91���˵������ 2035 through broad stakeholder engagement and leadership collaboration.
Outcome: A shared strategic framework defining the university’s priorities and long-term direction.

Fall 2026: Phase 2 – Program & Campus Capital Improvements/New Builds Needs Assessment
Identify the programs, facilities, infrastructure and campus spaces needed to support the strategic vision.
Outcome: A capital plan aligned with strategic priorities and the student experience.

Fall 2026: Phase 3 – Financial Resourcing and Fundraising Planning
Determine the financial resources needed to advance the plan’s priorities.
Outcome: A funding strategy that connects institutional priorities with long-term sustainability and fundraising goals.

Spring 2027: Phase 4 – Comprehensive Campaign Feasibility Study
Evaluate readiness for a comprehensive campaign.
Outcome: A campaign strategy that supports implementation of the 2027-2035 Strategic Plan.

Throughout the coming months, alumni will continue to have opportunities to share feedback and help shape 91���˵������’s future. A draft strategic plan is expected to be shared with the community for input before a final version is released in late spring 2027.