The Link Plan Goals
Goal 1| A Stronger Academy
Drive Participation and Expand Philanthropy
Your Association is actively advancing West Point’s mission through the public phase of the largest, most comprehensive campaign in our history. West Point Ready’s (WPR) bold, seven-year effort enhances the Margin of Excellence for USMA’s academic, physical, military, and character pillars, as well as WPAOG’s own initiatives. Thanks to the extraordinary generosity of our graduates, we are on track to meet and exceed our $600M goal by December 2027. Post-WPR, we look to build on this momentum and work with the Academy on future priorities as part of a new campaign. Through alumni engagement, we continue to inspire cadets to become active members of the Long Gray Line. We also provide professional services to the Academy—from investment and construction management to strategic support—while also working on revitalizing the communities surrounding West Point by way of reinforcing our enduring commitment to the Academy’s future.
CONNECTION: Foster relationships between graduates, cadets, and the Academy to maintain traditions and empower the next generation.
Support the Margin of Excellence
By donating to Margin of Excellence needs, alumni, parents, and friends make possible academic, physical, military, and character program enhancements beyond the government-funded core requirements of a Bachelor of Science degree and a second lieutenant’s commission. This Margin of Excellence is important to the recruitment, retention, and development of highly talented and motivated young men and women seeking to serve as leaders of character in the Army and beyond. Annually, WPAOG will seek to increase cash receipts and pledges, employing a combination of programs such as annual giving, parent giving, class giving, major giving, planned giving, and corporate and foundation grants.
Alumni Giving Percentage
Sustain an alumni giving percentage of at least 35% year over year with a growing graduate base. Aspire to reach 40% by 2035 thereby positioning WPAOG among the top three institutions of higher education in the country.
Inspire cadets to become lifelong, active members of the Long Gray Line
We know that alumni activities involving cadets deepen alumni affinity for West Point. The exposure to alumni, however, also goes further in that it provides cadets with opportunities to learn about the service and interconnectedness of West Point’s graduates.
PARTNERSHIP: Serve as a trusted and valued partner with the Academy and organizations who are aligned with a shared vision.
Activate & Leverage the Association’s Power to Convene
Draw on the resources, expertise, and talent within the Long Gray Line to gather groups, corporations, and individuals for the benefit of West Point. This convening power can be mission-focused, in support of the Academy, or to the benefit of the Corps in impactful ways. Partner with USMA Innovation Hub and West Point Werx to create an innovation ecosystem on and off West Point. Serve as the Superintendent/Dean’s 501(c)(3)in public/private development of this initiative and related activities.
Support USMA with professional services
WPAOG has well-established capabilities to manage the design, construction, and maintenance of Margin of Excellence projects. WPAOG’s administrative and logistics services improve the efficiency of USMA activities, while relieving staff and faculty of administrative burdens.
Further Embed CONNECT
CONNECT, the after-school education and experiential program, continues to provide great value to the community and significant results for the children. This program can serve as a beacon of partnershipand service to the community.
Hudson Valley Program
WPAOG is fully engaged in pursuing a strategy to assist the revitalization of Highland Falls and other communities adjacent to West Point. Positioning Highland Falls as a thriving hub of opportunity and community by leading strategic partnerships that strengthen West Point’s alliance with the Hudson Valley to activate its full potential and transform the gateway to West Point.
PHILANTHROPY: Provide resources to ensure that West Point’s Margin of Excellence programs thrive for generations to come.
Comprehensive Campaigns for West Point
Continuing through December 2027, conclude the $600M West Point Ready Campaign for West Point, achieving goals specified in the 2020 Campaign Plan, including priorities such as the East Stands of Michie Stadium and the Redoubt, Gateway, and Overlook in the Cyber and Engineering Academic Center, as well as the Superintendent’s Endowment, the Innovation Hub, and Academy Scholars. Position, plan, and begin subsequent Margin of Excellence campaign in concert with the Academy.
The West Point Endowment
By 2035, grow assets under WPAOG’s management from more than $700M (in 2025) to $1B+ to ensure the long-term viability of WPAOG and Margin of Excellence programs.
WPAOG Unrestricted Endowments
By 2035, grow the WPAOG’s unrestricted endowments from $100M to $200M in order to sustain the WPAOG’s operating capabilities, enhancing its ability to provide meaningful and effective programs and services to the Long Gray Line.
Goal 2 Graduate-Centered Focus
Design and Deliver Relevant and Meaningful Programs
Your Association is committed to delivering meaningful, graduate-centered engagement and experiences that serve the Long Gray Line. In the Link Plan, we focus on the Moments that Matter—key milestones, life transitions, visits to West Point, and other important times when graduates and cadets naturally turn to us for support. We are enhancing our technical services to empower volunteer leaders and refining our integrated suite of digital and print communications to ensure personalized, relevant engagement. By aligning our efforts through feedback and listening to understand the real needs of our graduates, we aim to create lasting impact and deepen our connections with those we serve.
CONNECTION: Provide the hub where and how graduates come together through our network and our systems.
Celebrate Service
Celebrate constituents using current programs and through thoughtful deployment of designed initiatives that target additional areas of service to the nation.
Class Reunion 3.0
Improve and elevate the delivery of class reunions, tailored to the class and their desires. Already, reunions at West Point are truly memorable, and some of the best in the nation. The Association will continue to innovate, evolve, and partner with classes to provide an event that exceeds expectations and the interests of the returning grads and their families.
Facilitate alumni access to resources within the Long Gray Line
Graduates have high expectations for the Long Gray Line’s network. Furthermore, an implied trust exists among graduates, and research indicates many grads might avail themselves of advice, expertise, and services from fellow graduates.
Deepen awareness of WPAOG and West Point
Communicate the purpose and relevance of WPAOG as well as the value of West Point for the nation. Use a variety of voices to share information, articulate purpose and impact, and build trust (e.g., CEO, Board Chair, Key Volunteers, Influencers).
ENGAGEMENT: Develop meaningful programs that inspire pride, deepen commitment, and create a sense of belonging for our graduates.
Professionalize Engagement Efforts
Professional alumni engagement is a strategic imperative that strengthens lifelong connections, fosters a vibrant community, and amplifies the impact of the institution. More than just maintaining contact, it involves designing and delivering meaningful experiences that resonate with graduates across all life stages—from commissioning to retirement. Through personalized outreach, volunteer opportunities, and tailored programming, professional engagement cultivates pride, deepens commitment, and reinforcesthe shared identity of the Long Gray Line. When executed with excellence, it becomes a catalyst for philanthropy, mentorship, and volunteerism—ensuring that alumni remain active contributors to the mission and legacy of West Point.
Young Graduate Engagement
Apply a comprehensive approach to connecting with and better serving our youngest graduates in the first 20 years of their careers.
Develop Tailored Communications
Leveraging data analytics, tailor selected communications to alumni based upon their demonstrated or likely interests. Personalize selected communications with individual alumni. Through data insights, engagement scoring, and mapping Moments that Matter journey map to graduates, develop tailored communications that are relevant to individuals to increase participation, engagement, and volunteerism. Develop systems personnel, software, budget—to scale personalized outreach. Test and track metrics. Per channel and publication, define WPAOG information for all balanced with individual communication.
EXPERIENCE: Deliver excellence with care, respect, and empathy during a graduate’s lifelong journey.
Enhance graduate, parent, and cadet experiences to be more meaningful, exciting, and fun
Visits to West Point have deep meaning for returning graduates and their families. Whether a visit is at a time of high excitement or solemn reflection, WPAOG will seek to make constituent experiences at West Point memorable. Create an environment that encourages graduates to return to their RBHH by enhancing the amenities both on and off West Point and attract high caliber faculty, staff, and cadets.
Veterans Services
Create a robust, thriving community of Veteran Service Volunteers who enhance the transition experience for all graduates andsupport their families as needed.
Memorial Services Support
Continue WPAOG’s comprehensive support of families returning to West Point for memorial services. Improve integration of services such as memorial articles, assistance to Gold Star families, and memorial opportunities. Focus and enhance the Survivors Care Community.
Adapt services for volunteer leaders
WPAOG will provide volunteer leaders with technology platforms that make it easy for them to organize their Class, Society, Parent Club, or Shared Interest Group membership or activities
Digital Experience
Create a modern, digital system of platforms and services that enable efficient and effective access to information and connections, across the Association and the Long Gray Line. The digital experience connects our graduates across the globe, by class, interest, team, or company. It meets our graduates, parents, and societies where they are and when it’s needed. The digital experience ties us to the Academy and to each other, socially and professionally. By reinforcing present connections, reinvigorating past ones, and building a purposeful network, it evolves with our graduates and their needs. Vital and virtual parts of the Long Gray Line, WPAOG information technology programs, systems, policies, and capabilities securely underpin the most connected organization in the world.
Goal 3 Your Association’s Dynamic Future
Empower Excellence through People, Service, and Investment
Your Association actively safeguards the legacy and future of the Long Gray Line by stewarding its financial assets and resources, data, records, infrastructure, and reputation with precision and care. We are embracing new technologies and ensuring our programs and services adapt to the dynamic needs of our graduates. We are strengthening our performance assessment and risk management practices, advancing our data analytics capabilities, and reenvisioning the alumni center to better serve our community. At the same time, we are investing in the professional growth of our management and staff, preserving the rich history of the Long Gray Line, and reinforcing our enduring commitment to each graduate. These efforts ensure that WPAOG remains resilient, forward-looking, and ready to meet the evolving needs of our graduates and the Academy.
EXCELLENCE: Provide exceptional, professional, andresponsive graduate-centered service.
Manage the development of WPAOG’s professional staff
WPAOG will continue to recruit, develop, and retain highly talented professionals to ensure thecontinuity of WPAOG’s capabilities well into the future. WPAOG will developtalent and support retention through competitive benefits and pay, objective performance evaluations and rewards for excellence, professional development, and succession planning. Managers at all levels will continuously assess WPAOG’s corporate culture, workplace environment, and participation by all WPAOG teammates.
Assess mission performance
Providing for the future requires understanding the effectiveness of today’s services. We will use effective tools to support program decisions, gauging graduate delight at Moments that Matter, identifying unmet needs, and understanding engagement demographics.
- Assess within the journey map framework. Develop and assess WPAOG’s performance to support graduates through designated Moments that Matter. Measure from the perspective of each department across WPAOG.
- Continue to achieve the highest data governance standards. Deliver technical and resource expertise in the guidance, direction, and development of data collection, storage, analysis, utilization, and governance. Annually, invest in WPAOG’s data operations, systems, and training programs to achieve and maintain the highest industry standards, minimizing organizational risk and ensuring data is organized, accurate, and accessible for WPAOG operations.
Maintain effective risk management, compliance, and financial controls
WPAOG will steward the Long Gray Line’s financial assets and resources. Enterprise Risk Management will be a priority and will be regularly reviewed by the Board of Directors. Additionally, through annual external audits, WPAOG will continue to employ an effective system of planning and control, ensuring compliance with federal and state tax laws. These processes assure all stakeholders that WPAOG is properly managed and that WPAOG’s funds and those managed for USMA are applied as authorized. WPAOG intends to continue to receive clean annual audit reports.
CONNECTION: Preserve and steward the legacy ofthe Long Gray Line.
Welcome to Herbert Hall
Create a must-visit destination at West Point and enhance the information and amenities offered to graduates and guests visiting the alumni center. The objective is for visitors to understand the critical role the Association serves in supporting West Point and the Long Gray Line. Provide a space for connection and education. Creatively expand The Gift Shop’s product lines.
Steward gifts
Encourage donors to develop lifelong relationships with WPAOG; continue to develop WPAOG’s gift stewardship into a best-in-class program.
Preserve, organize, and display the service record of the Long Gray Line
Review WPAOG’s systems for recording and maintaining biographical information on West Point’s graduates.
Digitize the Long Gray Line’s Archives
Develop a master plan for the Long Gray Line’s historical records, i.e., the Register of Graduates, the WPAOG Library, the Cullum Files, Memorial Articles/TAPS, online memory pages, and the Memory Book. Preserve the history and legacy for generations to come, in a manner that is best for the graduate to navigate.
Interactive Long Gray Line
Determine the feasibility of an interactive Long Gray Line display, whereby biographical information on every graduate would be accessible via an interactive touch screen located at the alumni center, as well as online.
INNOVATION Integrate strategic foresight by encouraging new ideas and agile decision-making.
Strengthen the human-centered design culture within the Association
Human-centered design is an approach that places the real needs, experiences, and aspirations of individuals—particularly graduates, staff, and stakeholders—at the core of strategic planning and organizational development. Within the context of the Link Plan, it ensures that programs, services, and communications are not only relevant and personalized but also impactful at the Moments that Matter most. By embedding empathy, feedback, and continuous engagement into the design process, human-centered design fosters trust, strengthens connections, and drives innovation. It will empower the Association to adapt dynamically, deliver meaningful experiences, and make data-informed decisions that reflect real impact in the Moments that Matter.
Continue to foster a culture of data-informed decision-making
WPAOG will support and encourage the growth of data-informed decision-making. Encourage decision support and insights across WPAOG through data analytics, modeling, predicting, reporting, and visualization. Train staff to mine for actionable insights within our data. Leverage the data analytics team’s tools and methods to enhance the efficiency and effectiveness of all WPAOG functions.
Activate AI across the Association
Establish an AI Tiger Team comprised of a cross-functional group of specialists assembled to further enhance WPAOG’s mission and goals using AI to enhance the efficiency and effectiveness of specific WPAOG functions.