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.
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.
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.