From 2008 through 2013 significant progress has been made in each of the challenge areas, although much remains to be done. We completed over 200 specific steps identified in the strategic plan. Here are some of the steps taken under the plan in each area.
Liberal Arts University
- Planning: Liberal arts university review discussions and paper; Library needs assessment; Initiated review of undergraduate curriculum; Initiated review of faculty merit and reward system; Initiated review of summer school programs; Initiated study of potential Center for Collaborative Teaching and Research.
- Support: Raised emphasis on competitive compensation, start-up packages, graduate and professional stipends and made (varying) degrees of progress in all areas.
- Interdisciplinary: Marine science minor; Cross-disciplinary STEM center for K-12 teachers; Center for Energy and Environment.
- Global: Launched joint degree program with St. Andrews; Opened Confucius Institute.
- Staff: Established senior leadership position – Assistant to the President for Community Initiatives and Chief Diversity Officer.
- Planning: Reviewing diversity of faculty at other institutions by academic discipline; Deans developed operational diversity action plans.
- Communication: Expanded web coverage to describe more accurately the diversity of the W&M community; Initiated diversity e-newsletter.
- Education: Launched the Lemon Project to increase understanding of the history of African-Americans at the College and the community; Developed series of multicultural lectures; Developed workshops for faculty/staff about working with diverse populations.
- Access: Deployed web-accessible digital map including American Disability Act access points.
Global Connections and Perspectives
- During the past five years this area was not managed as a separate challenge, but was embedded in the challenge to be a leading liberal arts university. As noted above, considerable progress was made in this area over the last five years, including the launch of a joint degree program with St. Andrews and the opening of the Confucius Institute.
Connected for a Lifetime
- Lifelong Connections: Lifetime Experience Group created at VP level; Re-designed Welcome Week, Convocation and Charter Day; Opened Cohen Career Center, connected with alumni; Moved alumni reunion activities back to campus.
- Residence Life: Assessed Greek Life, adjusted programs, broke ground on new residences with 180 beds; Collaborated with the Real Estate Foundation to open Tribe Square; Initiated plans to refurbish the "units" vacated as fraternities move; Exploring options for additional 200+ bed student housing near campus; Developing plans and raising money for the Eco-Village; Assessing needs for graduate student housing.
- Student Support: Expanded programs to meet the psychological and developmental needs of students, hired additional staff including a full-time psychologist; Developed an extended orientation for first-year students; Initiated expanded hazing prevention through Hazing Prevention Coalition.
New Financial Model
- Planning: Linked the annual budget process and fund-raising to strategic plan priorities; Developed 6-year plan, endorsed by the BOV, in response to TJ21 legislation; Developed options for increasing tuition and financial aid; Initiated annual joint meetings of the College’s three leadership boards.
- Philanthropy: Made strategic investments in fund-raising activities; Increased emphasis on annual giving and achieved modest increases in the percentage of alumni who give each year; Built momentum for a future campaign through increased gift levels, refinement of messages and communication platforms and activation of a volunteer network.
- Productivity: Established the precedent of targeted salary increases based on merit; Launched over 50 innovation and efficiency projects and achieved over $950,000 in savings and $780,000 in new revenues in the first year; Launched a three-year, $200,000 per year, Creative Adaptation Fund; Initiated a program to reallocate costs or increase net revenues by five percent of the FY12 E&G budget in each school over the three year period FY13-FY15.
Administrative Resources and Infrastructure
- Buildings: Renovated Small Hall; Began work on Tucker, completed feasibility study for Tyler, Completed Integrated Science Center third phase plans; Initiated review of arts facilities pre-planning study; Improved the efficiency of custodial operations
- HR: Completed policies and procedures related to University HR system and implemented performance evaluation system
- IT: Deployed software to enhance business practices; a modern, fault tolerant, network infrastructure; new private branch exchange and voice mail systems. Installed wireless cell towers
- Sustainability: Substantial improvement in sustainability and national reputation: Recycling; Eco-Ambassador Program; Sustainability Fellowships; Storm-water management plan; carbon-footprint reduction plan for 2011-2030. Plans for phased renovation to achieve energy efficiencies and reduce waste streams; Competitive investment fund for resources that leverage efficiencies.
- Risk Management: Completed risk management assessment policies and procedures and began assessments.
- Coordination: Comprehensive review of university communications. Coordination including the President's Communication Group, a supported Working Group, and a university-wide Communications Committee. Annual plan including goals, milestones, and reviews of major events for future planning.
- Actions: Merged publications and web team into Creative Services; Completed roll-out of the revised website -- Refreshed in-house; Identified major communications themes consistent with the strategic plan; University message map for communicators; Initiated annual web-based President's Reports; Conducted an open, web-based mascot search and found the Griffin; New web model for Ideation.
- National media coverage: Emphasized national coverage of faculty achievements, tracked results and achieved substantial increases; university-wide web-based, faculty "experts" list to promote media connections; developed a communications training program for faculty; establishing a media studio to expand faculty access to media.