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91���� is setting an ambitious direction for the next five years with a new strategic plan shaped by the voices and ideas of its community. The plan is focused on expanding the University’s impact, deepening partnerships and advancing 91����’s standing among the world’s leading universities.

The strategic plan, called “Forward Together: The Vision for 91����,” reflects the collective aspirations of the 91���� campus community and builds on a distinctive strength: a University large enough to achieve the ambitions of a major research institution, yet small enough to sustain the meaningful relationships that make collaboration possible. 

More than 2,800 members of the 91���� community helped shape the plan. Feedback from more than 1,000 students, faculty, staff, alumni, donors, and community leaders during President Anne D’Alleva’s Listening to Lead Tour informed its development, while nearly 2,000 more participated through surveys, meetings, and forums during the spring 2026 semester. 

The strategic plan outlines progress to be made in five goal areas:

• Integrated research and creative activities for undergraduates
• Transformative graduate education from enrollment to career
• Fostering a University community of belonging, shared identity, and school spirit
• Engaged research partnerships and creative collaborations advancing social and economic impact
• Building bridges locally to globally to promote the common good

“There is, quite simply, extraordinary momentum across this institution, and we must continue to build upon it,” D’Alleva said. “I am confident we can achieve this plan, which reflects our campus community’s collective aspirations, because of what I’ve heard since day one at 91����. Our University is building from a position of momentum and promise.”

To help translate this plan’s vision into action, the University is also inviting proposals for grant-funded initiatives that advance one or more of the strategic goals. Two levels of grant funding, seed grants and high-impact strategic initiative grants, will be available, and eligibility will be based on factors including strategic alignment, innovation, institutional impact, and sustainability. 

Here is a closer look at what the strategic plan expects to accomplish.

Integrated research and creative activities for undergraduates

91���� has built a strong reputation for enabling undergraduate students to participate in world-class research. The strategic plan takes this a step further by embedding research and creative inquiry throughout the undergraduate experience. 

D’Alleva stressed that the University’s goal is to ensure that students across all academic disciplines and backgrounds have the same meaningful access to research and creative outlets. By making this a defining feature of the undergraduate experience, students will be given a clearer path to career readiness.

“Our students are intellectually curious, driven, and talented,” D’Alleva said. “Broadening access to these kinds of transformative learning opportunities will help reinforce our position as an elite public university.”

Undergraduate scholarship and research outside of the lecture hall can be the differentiator between a good college experience and a great one, added Vice President for Research Sheena Murphy, because it gives students the opportunity to experience both the struggles and rewards of working on problems without known answers. 

“At an R1 university like 91����, research and scholarship work hand in hand with teaching, and our undergraduates are capable of making meaningful contributions to faculty research,” Murphy said. “My own undergraduate research profoundly influenced my career choices, and so I’m delighted that the Division of Research will be a partner in the strategic plan, working with faculty and colleagues across the campus to build capacity and expand opportunities for students to engage in meaningful research and scholarship across disciplines.”

Transformative graduate education from enrollment to career

Over the next five years, the University plans to implement a comprehensive graduate education strategy to make 91���� a leading destination for graduate education, emphasizing career outcomes across programs.

That begins by bolstering the University’s existing graduate recruitment ecosystem to attract, convert, and enroll high-caliber students. It also means investing more in compensation packages that increase financial accessibility for graduate students. 

“We’re going to expand career preparation and professional pathways to support those who are seeking employment or advancement in their current field,” D’Alleva said. “We will continue to build a future-ready program portfolio to ensure that our graduate curricula align with market demand and our existing strengths and priorities in research.”

Graduate education is undergoing seismic shifts in federal regulations and workforce expectations, all while the technological landscape is accelerating, added Vice Provost and Dean of the Graduate School Terrence Deak.  

“There has never been a better time to invest in graduate education, and I am delighted that this has been defined as a major pillar of the new strategic plan,” Deak said. “This is a triple-win for the students we will educate, the faculty that will mentor them, and the overall impact on the research and teaching missions of 91����.”

Fostering a university community of belonging, shared identity, and school spirit

The University plans to cultivate a more inclusive and vibrant university community for students that endures across generations by building on the common identity shared by 91����’s strong network, ranging from current students to successful alumni around the globe. That genuine sense of connection, care, and shared purpose, which D’Alleva calls “The 91���� Bond,” is part of what makes the University’s educational experience unique and inspires that network to maintain close ties with 91���� long after graduation.

Moving forward, the University will create new campus traditions, visible symbols of pride, and common experiences that bring students, alumni, and athletes together to celebrate 91����’s strengths. 

"Belonging isn’t just a student life initiative; it’s the catalyst for lifelong engagement. When we create meaningful traditions and shared pride on campus, we solidify a global 91���� network that endures across generations,” said Vice President for Advancement and Executive Director of 91���� Foundation David Whitmore. “That sense of shared identity is vital to our University’s growth and ensures our alumni remain deeply connected champions of 91����’s mission.”

Building more accessible student support systems also will make it easier for students to find and receive help when needed, D’Alleva added. Similar investments will also be made for the University’s faculty and staff, to build a more connected workplace culture that encourages participation in campus life. 

“This community is strong because of its diversity and its commitment to the spirit of the 91���� Bond,” D’Alleva said. “By actively working to develop 91����’s school spirit, we will create an atmosphere that is fun, exciting, and stimulating, reinforcing a different sense of purpose for all members of the University community.” 

Engaged research partnerships and creative collaborations advancing social, economic impact

91���� researchers across disciplines are already confronting important industrial and societal challenges, providing the University a powerful opportunity to more fully align and elevate its research and creative ecosystem to drive greater impact and national distinction. 

Strengthening talent, expanding partnerships, and amplifying the visibility of research and creative work can further position 91���� as a national leader in those areas, D’Alleva said.

Some of the pathways to accomplish this goal include: 

• Incubating research and creative projects with internal funding and professional development support, while also expanding external funding, entrepreneurship, and industry-sponsored and philanthropic opportunities.
• Expanding research capacity for postdoctoral and graduate talent, enhancing mentorship opportunities, and supporting career and industry readiness.
• Focusing on public-facing scholarship that generates measurable social and economic impact locally and beyond.

Building bridges locally to globally to promote the common good

Over the next five years, 91���� plans to become a greater catalyst for shared progress and global problem-solving by building on its already strong partnerships that extend across the state, nation, and around the world.

By working more closely with local partner organizations, schools, industries, and nonprofits, the University can identify where it can better address economic development opportunities and workforce needs in the region. 

“Forward Together sets an ambitious vision for the future of research, scholarship, and creative activities at 91����,” said Provost and Executive Vice President for Academic Affairs Donald E. Hall. “Our faculty, graduate students, and undergraduate students are all involved in making important discoveries that shape our understanding of the world around us, creating a rich culture that is based on knowledge and curiosity. The work done at the University also provides great benefits to our partner institutions in industry and faculty peers around the world, driving economic development and prosperity.”  

What happens next

Each year, the University will refine the strategic plan’s approach and decision-making to guide progress and ensure alignment with the goals. That process will unfold in the following ways:

• Collaborative engagement among divisional leaders, faculty, and staff to identify annual action priorities and related resource allocation needs.
• Strategic funding competitions that invite proposals aligned with plan priorities and provide targeted support for high-impact, cross-divisional, and innovative initiatives.
• Advisory support that convenes faculty and staff with relevant expertise to provide input and foster innovation.
• Regular university-wide public forums that encourage ideation and feedback to sustain a vibrant planning process.
• A clear project management structure that supports annual university-wide planning and reporting, including aligned multi-year and annual unit planning.

“What distinguishes 91���� is the community’s shared commitment to shaping and advancing the University’s future,” D’Alleva said. “The years ahead will require sustained collaboration to build capacity toward a next level of effectiveness and impact.”

Funding opportunities for strategic initiatives

91���� is inviting proposals for grant-funded initiatives to advance one or more of the strategic plan’s goals, with an emphasis on high-impact work that can propel the University’s future institutional growth.

Two levels of funding are available.

Seed grants 

With a funding range of under $100,000, these grants will support emerging ideas, pilot programs, and early-stage initiatives that require startup funding to build momentum, test concepts, or develop scalable models for future growth. 

Proposals should support new University initiatives or significant expansion of existing efforts, and applicants should demonstrate how the project will generate evidence to inform future institutional investment, external funding, or broader implementation. 

The grant-funded initiatives should be completed within three semesters (18 months). Grants are available each semester, with application deadlines on Sept. 25 and Feb. 5.

High-impact strategic initiative grants 

These grants carry two funding levels (less than $50,000 and more than $50,000) and support larger-scale, transformative initiatives that create broad institutional impact, cross-divisional collaboration, external visibility, and long-term alignment with the University's strategic priorities.

Eligible proposals must demonstrate a proven track record of success through prior implementation, pilot work, or other evidence of measurable outcomes. Applicants must also show how the initiative is ready to be expanded or scaled through a larger institutional investment. 

The grants can fund initiatives for up to three years, with the possibility of permanent funding for those with demonstrated success. Grants are available once per year. Applications are due Oct. 2 for the 2026-27 academic year. All subsequent years will have an early March application deadline. 

Submission guidelines

Proposals for grant funding must be submitted by a University employee who will serve as the project lead, responsible for implementation, fiscal oversight, and reporting. Submissions can be made through the .