Ƶ

Lifelong Partnerships Near and Far

In the decade ahead, we will invest in connections near and far by:

Theme Progress:
25%

Lifelong Partnerships With Ƶ’s Talented Alumni

The next chapter of Ƶ’s story will be told through the accomplishments of more than 35,000 alumni who are making a difference around the world. Building on our commitment to alumni, we will foster lifelong partnerships through professional development, networks, and learning opportunities and lasting connections between alumni and the university.

Objectives and Progress

Last updated: August 2026

Objectives

  • Design a national model for alumni professional development, including workshops, short courses, certificates and continuing education to support lifelong alumni connections and learning.
  • Increase staffing focused on alumni professional networking and career advancement, ensuring that through all stages of their lives and careers, Ƶ graduates remain connected with fellow alumni, parents, faculty and staff.
  • Establish Ƶ learning centers in New York, Los Angeles and Washington, D.C. and other strategic locations as hubs for alumni (professional development and networking), students (internships and StudyUSA), prospective families (admissions headquarters) and lifelong learning and professional education.

Key:

  • Developing
  • Progressing
  • Complete

Progress Report

  • Ƶ’s National Campus centers in New York, Los Angeles, Washington, D.C., and Charlotte are all active, serving alumni, students in Study USA and internship programs, and prospective families.
  • Progress continues on building excellence in alumni professional development initiatives. In fall 2024, Ƶ launched “Alumni Q&A,” an interactive platform empowered by artificial intelligence to connect students and alumni in real-time networks for career advice, job search assistance and more. This effort also connects to the University’s wide-reaching Mentoring and Meaningful Relationships efforts.
  • more than 30 courses and 11 certificates in data visualization, leadership, digital marketing, project management, cybersecurity, financial planning, and more.

Metrics

Bar chart showing the number of students studying in regional learning centers

Chart details number of students studying in regional learning centers as follows:
2025-2026: 93 (27 in LA, 38 in Charlotte, 11 in NYC, 17 in Washington D.C.)
2024-2025: 92 (41 in LA, 23 in Charlotte, 16 in NYC, 12 in Washington D.C.)
2023-2024: 118 (66 in LA, 19 in Charlotte, 23 in NYC, 10 in Washington D.C.)
2022-2023: 110 (82 in LA, 23 in NYC, 5 in Washington D.C.)
2021-2022: 128 (87 in LA, 30 in NYC, 11 in Washington D.C.)
2020-2021: 78 (58 in LA, 13 in NYC, 7 in Washington D.C.)
2019-2020: 36 (24 in LA, 10 in NYC, 2 in Washington D.C.)

Partner With Communities To Transform the Future

In building a “college for the world,” Ƶ’s founders envisioned the power of education to lift communities. During this decade we will develop partnerships to advance healthy, prosperous and socially just communities in Alamance and Guilford Counties and around the world. We will advance literacy and degree attainment in our local communities; connect graduate student expertise with needs in entrepreneurship, culture and the arts, education and health sciences; and fulfill our mission to prepare students to be global citizens and informed leaders motivated by concern for the common good.

Objectives and Progress

Last updated: August 2026

Objectives

  • Through deepened partnerships with the Alamance-Burlington School System and led by the School of Education, further support literacy, college preparation, degree attainment, certification programs, and teacher licensure programs that address the need for highly trained teachers from underrepresented groups.
  • Endow the nationally recognized Ƶ Academy college access and success program and the It Takes a Village literacy initiatives.
  • Double the number of graduates in service-year positions in our local communities.
  • Advance the School of Law’s experiential legal education model through partnerships in Guilford County, North Carolina, across the country, and with international legal communities.
  • Create a business incubator and solutions hub to spur regional growth and respond to challenges of health, hunger, poverty and climate change through collaborations led by the Love School of Business.
  • Serve as a partner in regional health, responding to health professional shortages and the needs of the underserved through the provision of outstanding healthcare providers, targeted clinics and community outreach by the School of Health Sciences.

Key:

  • Developing
  • Progressing
  • Complete

Progress Report

  • The Roberts Academy at Ƶ opens in August 2026 — North Carolina’s only university-based school for children with dyslexia, established through a landmark investment by Marjorie and Hal Roberts. The academy welcomes third and fourth graders this fall, with a permanent facility planned for fall 2028.
  • Ƶ’s elementary education program earned an A+ from the National Council on Teacher Quality for preparing future teachers in the science of reading (June 2026).
  • Ƶ created the Alamance Scholars 2+2 teacher pipeline program in partnership with Alamance Community College and Alamance Burlington School System to provide local students (those who have financial need and come from a variety of backgrounds) with a pathway from high school to a college degree and training to become teachers within the local community.
  • The Ƶ donor community has supported the Ƶ Academy since its founding. Thanks to a generous estate gift of $1.5 million from the late Nancy Watson ’66, received in the summer of 2024, the endowment to support the Ƶ Academy now stands at approximately $8.5 million. The annual payout from this endowment support 90-95% of the annual budget of the Ƶ Academy. Annual gifts fund the remainder of the budget. The Village Project is funded through grant money and endowment support continues to be sought to fund this important community initiative. Funding from the Dr. Jo Watts Williams School of Education Community Endowment, which will be fully endowed by the completion of Boldly Ƶ, will provide future support to both of these initiatives.

Metrics

Bar chart showing the annual number of students in Ƶ's Village Project

Chart details number of children in the Village Project:
2025-2026: 2974
2024-2025: 1867
2023-2024: 1067
2022-2023: 1000
2021-2022: 700
2020-2021: 688
2019-2020: 400

Bar chart showing Ƶ Academy's cumulative number of college graduates

Chart details cumulative number of college graduates among Ƶ Academy alumni:
2025-2026: 1062
2024-2025: 883
2023-2024: 714
2022-2023: 559
2021-2022: 420
2020-2021: 299
2019-2020: 187
Prior to 2019: 88

Bar chart showing the cumulative number of service-year fellows

Chart details cumulative number of service year fellows:
2024-2025: 56
2023-2024: 50
2022-2023: 44
2021-2022: 38
2020-2021: 32
2019-2020: 26
2015-2019: 20

Bar chart showing the number of health sciences graduates

Chart details number of health sciences program graduates:
2024-2025: 43 DPT, 44 BSN/ABSN, 36 PA
2023-2024: 43 DPT, 14 BSN/ABSN, 36 PA
2022-2023: 44 DPT, 14 ABSN, 36 PA
2021-2022: 44 DPT, 36 PA, 14 ABSN, 36 PA
2020-2021: 45 DPT, 38 PA
2019-2020: 47 DPT, 36 PA
2018-2019: 46 DPT, 38 PA

Outreach by the School of Health Sciences

Celebrate Phoenix Athletics on and off the Field

Phoenix athletics rallies our communities far and wide and raises our spirit as we celebrate human performance. BOLDLY ELON will advance our position of leadership on and off the field in the highly competitive arena of NCAA Division I athletics and provide a premier student-athlete experience.

Objectives and Progress

Last updated: August 2026

Objectives

  • Consistently win conference championships, make tournament appearances in all sports and lead the conference in academics and gender equity.
  • Continue to lead the conference in Academic Progress and Graduation Success metrics.
  • Enhance student-athletes’ personal, academic and professional growth, their mental and physical health and well-being, and their access to preventative services and faculty and staff mentors who further engagement in the Ƶ Experiences.
  • Provide new academic, practice and competition spaces for year-round success.

Key:

  • Developing
  • Progressing
  • Complete

Progress Report

  • Ƶ won seven CAA championships in calendar year 2025, the most in university history in a single year, including the women’s soccer championship and the program’s first men’s soccer championship, both earning NCAA Tournament berths.
  • The momentum continued in 2026 with the CAA women’s indoor and outdoor track and field championships and the men’s and women’s tennis championships.
  • Student-athletes posted the highest single-semester GPA in program history in fall 2025 and earned 190 President’s and Dean’s List honors, the most in university history.
  • Ƶ has finished first or second in the CAA in the Graduation Success Rate each year of Boldly Ƶ, posting rates ranging from 96% to 98%. Ƶ has finished third in the CAA the most recent three years for the Academic Progress Rate metric.
  • All athletic trainers, coaches and staff have engaged in Kognito training and are CPR-certified in an ongoing attempt to maintain excellence as potential first responders.
  • Ƶ established funding for nutritional needs to increase support provided for student-athletes in nutrition including enhanced fueling stations, a part-time sports nutritionist and access to a registered dietitian through Harvest Table, and enhanced nutrition options and training table through partnerships with Harvest Table.
  • The Holland House opened in April 2026, providing a men’s and women’s golf clubhouse with locker rooms, meeting rooms and coaches offices.  The Worsley Golf Training Center was updated to provide a dedicated indoor facility. Upgrades to the golf facility include enhancements and fencing to the practice space, a new 17,000 square foot tee box and additional fairway bunker complete with the addition of Trackman Range that allows tracking of shots with technology to enhance performance.
  • Upgrades to Hunt Softball Park included new netting, new foul poles, new signage, new turf, new sound system, new dugout padding and new outfield padding. Upgrades to Latham Park included a new videoboard,  pitch clocks, backstop padding and new dugout padding. Upgrades to Alumni Field House included enhancements in the training room and shower partitions for football locker room. Robertson Track has been resurfaced and drainage on White Field has been upgraded. Courts at Jimmy Powell Tennis Center have been resurfaced.

Metrics

Bar chart showing A.P.R. recognition

Graphs show the Academic Progress Rate for Ƶ student-athletes as follows:
2024-2025: 994
2023-2024: 993
2022-2023: 995
2021-2022: 993
2020-2021: 994
2019-2020: 995
2018-2019: 991

The Academic Progress Rate (A.P.R.) is calculated as follows:
• Each student-athlete receiving athletics related financial aid earns one point for staying in school and one point for being academically eligible.
• A team’s total points are divided by points possible and then multiplied by 1,000 to equal the team’s Academic Progress Rate.

Bar chart showing G.S.R. recognition

Graphs show the Graduation Success Rate for Ƶ student-athletes as follows:
2024-2025: 97%
2023-2024: 96%
2022-2023: 96%
2021-2022: 97%
2020-2021: 98%
2019-2020: 97%
2018-2019: 96%

The Graduation Success Rate (G.S.R.) is the 6-year graduation rate for division I that accounts for transfers in/out.

A Vibrant College Town

In partnership with the Town of Ƶ, City of Burlington and surrounding communities, we will increase community engagement with the campus and explore public/private partnerships to develop a thriving college town environment. Investing in new and redeveloped housing and businesses will benefit local residents and Ƶ students, faculty and staff who want to live, shop and enjoy life in a safe and vibrant community.

Objectives and Progress

Last updated: August 2026

Objectives

  • Invest in new and redeveloped student housing and successful local businesses.
  • Raise $10 million in scholarships through profits from The Inn at Ƶ, which will attract visiting alumni, parents, prospective families, and host academic meetings.
  • Advance understanding of town and university history through the acknowledgment of untold stories, toward a deeper understanding of who we were, who we are and who we aspire to be.

Key:

  • Developing
  • Progressing
  • Complete

Progress Report

  • A five-year strategic plan for The Inn at Ƶ, titled “A Stay with Purpose” has been adopted, focused on enhancing the customer experience and integrating the Ƶ culture into The Inn.