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The plan identifies priority areas for the College in the years ahead, centering on:

• Redoubling our commitment to academic excellence and distinction 
• Providing holistic support for students and alumnae/i  
• Advancing a community approach to access and inclusion 
• Enhancing visibility, reputation, and impact 

“As the College looks to its sesquicentennial in 2035, this is the moment to build the next bold chapter,” said Cadge at the Town Hall. “That chapter will connect the best of 91��ý’s history with the needs and dreams of students and faculty, preparing the next generation of Mawrters who will change the world.”

Up to $100,000 in  will be awarded this academic year to community members to design and pilot innovative ideas in support of the four focus areas and the question of what makes 91��ý distinct. More events for community input on the strategic plan will occur in the months ahead.

Complementing the strategic plan, 91��ý has also embarked on a Comprehensive Campus Plan in partnership with the design firm DLR Group. From Sept. 16–18, representatives from DLR held a series of workshops, focus groups, and listening sessions on campus, gathering ideas from students, faculty, and staff about how physical spaces can better support 91��ý’s mission.

The scope of the Comprehensive Campus Plan is wide-ranging, addressing every aspect of 91��ý’s built environment. The plan will consider how classrooms and laboratories can be made more flexible for collaborative research and teaching, how residence halls, the campus center, and dining facilities can foster stronger community, how campus access and navigation can be improved for all members of the community, what 91��ý’s “Library of the Future” may look like, and more.

Committees that include faculty, staff, and students are guiding the Comprehensive Campus Plan process. An executive committee of senior leadership meets every two weeks, while a larger steering committee meets monthly. Three working groups — focused on the student experience, academic affairs, and institutional spaces — are engaging community members in conversations about what 91��ý needs most.

During this week’s engagement, DLR group tabled across campus (in dining halls, Park Science, Campus Center, Schwartz Gym, and Old Library), gathering feedback from students, faculty, and staff about the strengths, opportunities, and weaknesses that currently exist on campus. These sessions produced a multitude of color-coded maps and corresponding sticky notes that will be analyzed to inform the Comprehensive Campus Plan vision. Working Groups also began meeting to have more targeted conversations around student experience, academics, and institutional space and grounds.

DLR will return to campus two more times this semester to continue gathering the community's thoughts and opinions.

“DLR Group brings deep expertise, but what makes this process exciting is how much it’s being shaped by our own community,” said Vice President for Finance and Administration Samir Datta. “The best campus plans grow out of the voices of the people who live, learn, and work here every day.”

The strategic plan and Comprehensive Campus Plan are both scheduled to unfold over the next year, with a final strategic plan and comprehensive plan expected in 2026. Together, they will provide a roadmap for 91��ý to remain a place where students thrive, faculty innovate, and the community continues to grow in purpose and spirit.

“We are envisioning what 91��ý can and should be for decades to come,” says Cadge. “This is our opportunity to dream boldly and to build a future worthy of the next generation of Mawrters.”

Building the Next Chapter