Board of Visitors adopts campus blueprint for next 100 years

A proposed concept design shows potential Boswell and Jones hall site improvements. (Courtesy of Sasaki)

The William & Mary Board of Visitors unanimously approved the Campus Comprehensive Plan at its Sept. 26 meeting, ensuring stewardship of university physical spaces for future generations.

The plan, which follows two years of collaborative work across campus and the board, is closely aligned with the Vision 2026 strategic plan. It looks out 100 years, providing a planning framework for the use and maintenance of all university campuses and landholdings.

"Among the most significant and cherished resources of this university, our beautiful campus contributes to every aspect of our mission," said President Katherine A. Rowe. "Extraordinary features such as the Sunken Garden - so important to our sense of place - were designed by far-sighted planners imagining the future generations of students who would make their home here.

"That long view inspires the university's first-ever Campus Comprehensive Plan. Kudos to all who contributed to this powerful blueprint for stewardship and belonging. Our campuses will continue to welcome and inspire all who come to study here together."

The plan guides capital improvements and campus developments at William & Mary over the next century. It supplants the 2015 Campus Master Plan and differs from earlier campus plans in laying out principles and priorities for future planning rather than a checklist of projects. It was designed in partnership with lead consultant Sasaki to be a living document that evolves with the university's changing needs and priorities.

Chief Business Officer Sean Hughes, chair of the Campus Comprehensive Plan Steering Committee, explained the reasoning behind the plan's change in approach.

"We recognize that a static plan cannot meet the changing needs of a dynamic campus," said Hughes. "Adopting a new, flexible approach that adapts as our community grows and new opportunities emerge ensures we remain a forward-thinking campus."

Accessibility and sustainability

The plan identifies opportunities to enhance specific campus sites through a holistic lens, incorporating principles such as accessibility and sustainability. Existing natural, cultural and social landscapes as well as climate impact projections were considered at both the university's Williamsburg and Gloucester Point campuses.

Such sites of opportunity include:

• The inner campus core along Landrum Drive and James Blair Drive, where recommended improvements would increase pedestrian accessibility and create informal community gathering spaces.
• The Sunken Garden, where improved accessibility would ensure this beloved space is welcoming and usable for the entire community.
• The intersection of Ukrop Way and Jamestown Road, where road safety improvements will enhance both pedestrian and vehicular accessibility.
• Boswell and Jones halls, where new classroom buildings would be supported by expanded underground parking.

Hughes spoke about the value of a wide-ranging plan.

"As a 332-year-old institution planning a century into the future, there are certain elements we know must be addressed to successfully weather the challenges ahead," said Hughes. "Every part of the William & Mary footprint was examined, with engagement from all corners of our community. The Campus Comprehensive Plan lays out a data-driven framework for William & Mary to execute on strategic priorities in a timeline that meets the university's needs."

Broad engagement shaped a comprehensive approach

Three companion plans - the Learning Spaces Plan, the Landscape Plan and the Phasing & Implementation Plan - were developed alongside the main document. They join the previously approved Housing and Dining Facilities Plan.

This comprehensive approach resulted from broad engagement across the university, yielding a plant that reflected the vision of the entire community. Approximately 1,000 responses were collected from three surveys sent to students, faculty, staff and alumni, representing more than 100 departments and 18 administrative and academic divisions. In addition to surveys, multiple in-person and virtual feedback and public comment sessions were held between September 2024 and March 2025. Williamsburg community members and the Board of Visitors also contributed.

Dean of University Libraries Carrie L. Cooper chaired the Learning Spaces Committee, which explored future academic needs of students and faculty. Reflecting on the opportunity to collaborate with university architects and space planners, she shared, "It is especially satisfying to work with colleagues across the university to understand the challenges we face in our current classrooms." Cooper expressed confidence that "this roadmap for learning spaces will excite learners and instructors."

Alongside Hughes, Cooper and consulting partner Sasaki, planning leadership included Project Manager Taylor Brings, chief of staff for business affairs; Chair of the Landscape Planning Committee Tony Orband, associate director of grounds & gardens; and University Architect Dan Pisaniello.

Individual projects pursued under this framework will undergo their own planning and proposal process, following William & Mary's normal capital project procedures.

"The plan's 100-year landscape outlook prompted a combination of abstract and finite thinking, resulting in a well-considered path forward to serving future students," said Orband. "The clarity and depth of consideration from all participants ensures that, with each passing year, William & Mary becomes more enticing to students from around the world."

Tanti Brownley, University Operations

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