Assistant Director, Arts & Sciences Graduate Studies at William Mary
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Decision makers at William Mary
Accountant Sr and Fixed Asset Supervisor
Administrative and Finance Manager
Assistant Dean for Academic Services & Registrar
Assistant Dean for Faculty Affairs and Accreditation
Assistant Dean for Learning and Technology Innovation
Key decision makers in the same organization
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Board meetings, strategic plans, and buyer signals from Jill Scharling’s organization
William & Mary's strategic planning document outlines a long-term vision to sustain national preeminence through 2050. The plan, framed from 2026, focuses on five core imperatives: student demand, research, academic excellence, graduate outcomes, and the institution's talent. It also identifies near-term actions over the next 3-5 years to advance its national position in these key areas.
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The Board held its annual retreat, covering orientation for new members and the introduction of a strategic analysis framework. Key discussions included the President's goals for the academic year, institutional business strategies regarding enrollment and tuition, and comprehensive reviews of various committee work plans. The Board conducted closed sessions for legal consultations regarding contracts, FOIA compliance, fundraising, and the performance review of the President. Additionally, the Board engaged in governance and best practices training, approved the appointment of the Dean of University Libraries, and elected new Board officers.
This document outlines William & Mary's Vision 2026. It establishes university goals to expand its global reach, educate for impact, and evolve for excellence. The plan focuses on four cornerstone initiatives: Data, Water, Democracy, and Careers, aiming to build on strengths and address significant local, national, and global challenges by integrating computational thinking, ensuring resilience of waterways, promoting democratic ideals, and preparing lifelong learners.
The board conducted a public hearing on tuition pricing strategy, undergraduate tuition and fee recommendations, and the operating budget. Key committee activities included updates on capital outlay prioritization, campus housing plans, and the remediation of the President's House. The board reviewed and approved resolutions regarding capital plan updates, the conferral of emeriti status, faculty promotions, the renaming of academic departments, and the closure of the Peninsula Center. Additionally, the board discussed NCAA and NIL landscape navigation for athletics, university audit results, and compensation benchmarking. The meeting concluded with reports from the student, faculty, and staff representatives, the election of new board officers, and an executive session regarding personnel and legal compliance.
Extracted from official board minutes, strategic plans, and video transcripts.
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