Investments of time, creativity, and resources in four thematic areas align our distinctive strengths with near-term opportunities and challenges.
Presidential Reflections
President Katherine A. Rowe regularly communicates with the William & Mary community, including her "From the Brafferton" column in the W&M Alumni Magazine and in messages to the entire community.
In William & Mary's 332nd year, one lesson from ultimate remains front of mind for me: a rule called the "Spirit of the Game." This pragmatic honor code makes players mutually responsible for upholding fair play.
This year's achievements help ensure that our country's first university will continue to equip creative thinkers and principled leaders for lives of meaning and distinction.
Holding onto and rebuilding faith in higher education means we must deliver on three fundamental obligations as the Alma Mater of the Nation.
Resourcefulness and collaboration have long been our superpowers. We build on our history in the present to shape a bright future.
Each of our four Vision 2026 cornerstones – data, water, democracy and careers – builds on the institution's strengths in the liberal arts, sciences and professional education.
This fall, we complete the first two phases of a long-range plan for the arts. When the plan is wholly realized, W&M's visual and performing arts facilities will rival those at any public university in the country.
Commencement was a fitting send-off to a year of major wins — on the gridiron and across all W&M's campuses. Our Vision 2026 strategic plan is coming into focus with concrete initiatives in data, water, democracy and careers.
We are building on 330 years of innovation to prepare our graduates to lead in the decades ahead, with gratitude for the generations of alumni, faculty and staff upon whose shoulders we stand.
The urgency to invest broadly in data sciences at W&M emerged organically, out of necessity, and in response to bursting student interest.
With our partners in the region, W&M aims to make Williamsburg the national destination for understanding the complex history of the United States.
Our 2021-22 Year-in-Review video captures what has become W&M’s new normal: adapting to advance what we value most about this extraordinary community of learning.
As we embark on our next chapter, William & Mary looks forward to building on the foundation of the last three centuries — knowing that we should always expect unprecedented challenges ahead.
Adaptation requires resilience, and William & Mary students have brought their resilient spirits to every challenge of the past 20 months.
This university has weathered many trials in the past and used hardship to spur bold thinking. We have learned that we can do so now, too.
In 2020-21, facing unprecedented challenges, William & Mary adapted and came together with creativity and determination.
We conclude our strategic planning process this summer in the spirit of adaptation, perseverance and abiding focus on sustaining our mission for the future.
I have been contemplating the role of a university, especially in times of great crisis, this last week of May 2020 when the right words are so hard to come by.
In spite of the challenges the university faces, this is a moment to return to strategic thinking and reflect on how higher education will transform in the future.
William & Mary’s 327th academic year played out unlike any other as our community joined the national effort to overcome the challenges of COVID-19.
When confronted with overwhelming challenges, our only option is to respond with our authentic selves.
Three subcommittees of the SPSC have completed environmental scans in key mission areas: teaching & learning, research & innovation, flourishing & engagement.
The "&" in "William & Mary" symbolizes our range and our insistence that where others see contradiction, we find strength.
During the first phase of strategic planning at William & Mary, that spirit of experimentation animated the drafting process we used to create a clear and concise statement of the university's vision, mission and values.
Together this year, we chart a course to advance William & Mary’s prosperity and distinctive excellence in the decades ahead.
By playing "the long game," I mean investing strategically in things that accumulate value over time.
Look back at the 2018-2019 school year and the abundant creativity of our university.
The concept of "kindly change" is an important idea for the Renaissance culture in which William & Mary was founded.
Measured decision-making and bold risk-taking is the approach of successful researchers, entrepreneurs and championship athletes.
Thinking Forward conversations focused on three core mission areas: knowledge, work and service.
Higher education faces many constraints; public institutions have a track record of responding with resourcefulness and creativity.
