Defining National Preeminence

Those visiting campus this fall will notice that the Wren looks a little different. The country’s oldest academic building is wrapped in scaffolding in preparation for the U.S. 250th anniversary in 2026. We are calling this affectionately the “Wrenstoration.”

The sounds of construction remind me daily of the two forces that have defined great universities: constancy and transformation. Buildings and institutions last for centuries because we maintain them, plan for their longterm stewardship, and because they remain relevant to our evolving needs.

This year, at William & Mary, we are applying that same mindset of care and planning to institutional strategy. As we close out the first quarter of the 21st century, we are thinking ahead to 2050. If 25 years feels like an eon to plan for, remember that the roof of the Wren Building is about 95 years old and the Sunken Garden turns 100 next year. That kind of ROI requires imagination and reach.

So this fall, I am inviting generative thinking from our community about William & Mary’s mission as a “preeminent, public research university, grounded in the liberal arts and sciences.” What exactly do we mean by preeminence? What kind of preeminence should we reach for over the next quarter-century?

For William & Mary, preeminence means that our distinctive public liberal-arts model delivers elite results. When we are known nationally for excellence, we create a virtuous cycle that amplifies talent, resources and impact.

When the William & Mary Women’s Basketball team thrilled fans worldwide with a scrappy NCAA Tournament run, traffic on the university’s website spiked and campus was giddy with pride. Events such as the restoration of the Williamsburg Bray School, the launch of new schools and degrees, and our innovative civics curriculum — Better Arguments — attracted international media attention, strengthening that pride. Milestones such as these attest that achieving national preeminence requires relevance and measurable results.

As our community explores different dimensions of preeminence this year, I also want to be clear about what will remain evergreen: those imperatives that matter to our students and our mission. Four that matter to our students and our mission. Four imperatives rise to the top of every conversation: attracting talent from around the world; excelling in teaching and learning; leading in distinctive areas of research; and ensuring our graduates accelerate into rewarding careers.

Each of these dimensions can be framed in terms of an opportunity statement that builds on William & Mary’s distinctive strengths. Here are some of the opportunities we will explore systematically in the year ahead.

How might the Alma Mater of the Nation …

• … Create demand among talented students from around the nation and world?
• We know that exceptional talent comes from all backgrounds, perspectives, regions, states and territories. As college-age populations shrink in many parts of the country, attracting talent will require systematic work to expand William & Mary’s national reach.
• … Prepare William & Mary graduates for lives as citizens and professionals in a world where success depends on responsible use of artificial intelligence?
• AI is the defining force of the 21st century. Preparing students to flourish in this era of rapid technological change will be vital to expanding their career pathways. William & Mary’s most pressing opportunity now is to define the best liberal arts and sciences preparation for the age of AI.
• … Lead a key set of high-impact research areas that distinguish the “Alma Mater of Innovation” in the 21st century?
• This spring, William & Mary earned the prestigious “R1” Carnegie research designation. R1 is the highest level of research productivity a university can achieve. We accomplished this rise while also maintaining distinctive excellence in undergraduate education; we did so by prioritizing specific areas of research excellence, such as coastal science, Colonial American history and global development.
• … Be known as the cradle of leadership and leaders?
• The Alma Mater of the Nation has graduated civic-minded innovators since long before the founding of the United States. Contemporary graduates include championship-winning coaches, startup founders, award-winning filmmakers and comedians, CEOs and more. Our strategy for the next quarter century builds on this legacy. We aim to raise William & Mary’s profile as the place to come for aspiring presidents in all walks of life, continuing this exhilarating legacy.

Stay tuned this year as W&M explores these strategic opportunities and more, constant to our evergreen mission and curious to transform in ways that deepen our relevance and impact.