Virginia Military Institute leaders presented a 10‑year strategic plan on May 2 that maps enrollment goals, academic priorities and capital needs and includes a rough‑order fundraising estimate the institute said would inform alumni and capital-campaign planning.

Superintendent and senior staff framed the strategy around five initiative areas—leadership development, academic strengthening, cadet life and culture, recruitment and retention, and 21st‑century infrastructure—and cited three near-term institutional end states: grow and retain the corps toward full operational capacity (the institute’s planning target was discussed as roughly 1,700 cadets), position VMI as a first-choice destination for students and faculty, and strengthen the leadership and academic portfolio.

On capital planning, staff presented an aspirational “rough-order magnitude” currently near $490 million for a comprehensive set of projects the institute and its development partners might pursue over a decade. The largest single bucket was physical modernization—academic buildings, barracks modernization and other infrastructure—although staff stressed the total is a planning input for alumni groups and not a board funding commitment.

Why it matters: The plan sets institutional priorities that will shape legislative requests, capital requests, fundraising strategies and operating tradeoffs. Trustees were asked to consider how the priorities align with the institute’s 6‑year legislative plan and to work with development partners on sequencing and fundraising.

Supporting detail: Initiative leads reported specific near-term projects already in flight (e.g., barracks courtyard, video boards, CPTF surface, barbershop relocation and roof work). Staff also said the institute has accrued an E&G fund balance of roughly $24–27 million since COVID and plans to use a portion of those funds for noncapital execution where appropriate.

Board follow-up: Staff will work with alumni fundraising agents to refine the capital campaign plan, sequence projects and identify private‑funding components to accompany state capital requests.