From 2008 through 2015 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; Review of undergraduate curriculum general education requirements; Review of faculty merit and reward system; Review of summer school programs; Study of potential Center for Collaborative Teaching and Research; Adoption of revised undergraduate general education requirements.
- Support: Raised emphasis on competitive compensation, start-up packages, graduate and professional stipends and made (varying) degrees of progress in all areas. Beyond the 2% across the board increases implemented by the state, provided an additional 2% salary pool for staff merit increases and a 4% salary pool for faculty merit increases. Expanded grant aid to in-state undergraduate students with established need up into the middle class.
- Interdisciplinary: Marine science minor; Cross-disciplinary STEM center for K-12 teachers; Center for Energy and Environment.
- Staff: Established senior leadership position – Assistant to the President for Community Initiatives and Chief Diversity Officer. Merged the Equal Opportunity and Diversity organizations.
- Planning: Reviewing diversity of faculty at other institutions by academic discipline; Deans and VPs completing development of operational diversity action plans.
- Communication: Expanded web coverage to describe more accurately the diversity of the W&M community; Initiated diversity e-newsletter; Initiated Innovative Diversity Efforts Awards (IDEA) grants.
- 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
- Stronger global perspectives and connections: Launched joint degree program with St Andrews; Opened Confucius Institute; recognized as the public university with the highest percentage of undergraduate students studying abroad; thirteen recent graduates received Fulbright U.S. citizen grants, tying a W&M record, and making W&M the top public university in the number of student Fulbright awards per FTE enrollment; Reves Center holding 25th anniversary conference in April 2014 with Coalition for International Education.
- International student community: Expanded international student community from 403 in 2010 to 667 in 2014.
- Research partnerships: Presidential delegation completed visit to three universities in China.
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; Acquired the 330,00 SF Hospitality House, with its superb location, 3.6 acres adjacent to campus, 318 rooms, 319 parking spaces including a 239-space parking garage, 20,000 square feet of conference space and two restaurants; Converted the Hospitality House into a student residence called One Tribe Place that opened in August 2013 for 330 students; completed 11 new fraternity houses and a joint activities building across from William & Mary Hall.
- 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; Implemented the W&M Promise including stepped increases in in-state tuition for new students, a four-year tuition guarantee for new in-state students, increased grant aid for in-state students with established need up into the middle class, tuition increases limited to the rate of inflation through FY 17 for students already enrolled in FY13, and commitments to increase productivity and philanthropy.
- 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. FY13 was the most successful year for private giving in the university's 320-year history. We raised $104.2 million in cash, pledges and estate commitments. More than 31,000 donors contributed. Among them were 18,552 alumni, including 14,368 undergraduate alumni, or 23.9 percent of the overall undergraduate alumni body. That percentage places us in the top handful of the 693 U.S. public colleges and universities.
- Productivity: Established the precedent of targeted salary increases based on merit; Launched over 50 innovation and efficiency projects and achieved over $2.2 million in savings new revenues in the first year, and sustained those and added another $.5 million for a total of $2.7 million in the second; 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; Initiated a business innovation review assisted by an outside consultant with emphasis on operational excellence in IT, HR, procurement, facilities and finance.
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; The Hospitality House (noted above) with its 330,000 square feet is in addition to the 1.2 million square feet built or renovated since 2000 on the Williamsburg campus and the over 165,000 square feet in new construction and property acquisitions at VIMS. Work completed last summer (in addition to the student residence additions noted earlier) included greatly expanded dining facilities at the Sadler Center (now seats 700), completion of the 11-month renovation of Tucker Hall (home of the English Department), and completion of the 13-month renovation of the Brafferton (home of the president’s and provost’s offices).
- 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 a Communications Steering Group and a university-wide Communications Committee. Annual plan including goals, milestones and reviews of major events for future planning.
- Actions: 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; Completed brand and visual identity review; Created a central communications hub by co-locating university relations, creative services and the development communications, marketing and stewardship teams in the Discovery 2 building in New Town.
- 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; established a media studio to expand faculty access to media.