In 2020-21, facing unprecedented challenges, William & Mary adapted and came together with creativity and determination.
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 following quarterly Board of Visitors meetings.
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.
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.
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.