Goal 1: Grow Study in D.C. Opportunities
The Washington Center will adapt and refine our existing academic offerings to appeal to broader, diversified populations of students. Our focus is to produce fulfilling, high-impact experiences in an environment reflective of diversity and inclusion at W&M. Of key importance is fostering a sense of belonging for our students (and the entire W&M community) in D.C.
Objective 1: Grow the existing Study in D.C. opportunity capacity
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✅ Reorganize D.C. Semester Program to allow 20 or more students to study in D.C. each fall and spring semester
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✅ Grow the D.C. Winter Seminars from three to four seminars, increasing cap from 75 to 100 students
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✅ Grow the number of internship program seats (either through D.C. Summer Institutes or new initiatives) to align with the University's Vision 2026 strategic plan.
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✅ Explore increasing each individual D.C. Summer Institute’s cap from 20 to 25 students
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◎ Increase student enrollment in Study in D.C. academic opportunities from 73% to at least 85% of seats filled
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◎ Triple Washington Center applied-learning placements [from Vision 2026, Careers]
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Objective 2: Through carefully planned new programmatic growth, ensure all students have equal opportunity in D.C.
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✅ Gather and project potential Study in D.C. student data, including academic major trends, demographics, and highly enrolled courses
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✅ Explore opportunities for new partnerships with departments not yet included in Study in D.C. programming
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◉ Expand our advertising, marketing, and scholarship opportunities to intentionally reach students underrepresented in D.C.
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◎ Enroll a consistent 5% of W&M students studying in D.C. per academic year (currently at roughly 4%)
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◎ Work with the Reves Center and Office of Undergraduate Admission to establish and implement a global campaign specifically focused on Study in D.C. opportunities for international students to increase international student enrollment
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✅ Renew our focus on student wellness by identifying wellness support services in the D.C. area, possibly with other D.C.-based universities, to increase and enhance our current offerings
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✅ Revitalize the previous Diversity and Inclusion Action Plan to reflect new priorities and initiatives
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✅ Implement a Personal Fulfillment Plan to encourage students to intentionally reflect on their D.C. experiences and consider their lives/careers beyond W&M
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◉ Develop goals to enhance career-academic connections that we provide for students
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✅ Ensure every Study in D.C. student is given the opportunity to connect one-on-one with a member of the Center team at least once during their experience
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Objective 3: Broaden and cultivate our network in D.C.
| Increase our contacts in professional and policy making institutions by at least 50% |
| Develop standing partnerships with ten new organizations to grow internship and speaker opportunities |
| Capitalize on the energy and expertise of our strong alumni base as well as our close proximity to major employers in Washington to create career connections, services and internships for W&M students in close collaboration with the Office of Career Development & Professional Engagement. |
| Capitalize on the W&M Washington Center’s location and connections to generate new opportunities for students, faculty and alumni related to policy, social justice and law-making in our nation’s capital. |
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Objective 4: Increase faculty access to teaching opportunities in D.C.
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✅ Release at least one Request for Proposals (RFP) for each opportunity per academic year
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✅ Select at least one new faculty member for each opportunity each year
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✅ Select at least one faculty member from a new department each year
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✅ Design and implement new faculty outreach plan to help faculty find a sense of belonging in the Washington Center
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◎ Encourage and provide the structure/resources needed for faculty in STEM departments to apply to teach in our Study in D.C. opportunities
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✅ Work with the Studio for Teaching & Learning Innovation to expand innovative teaching possibilities for D.C. academics
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◎ Consult with William & Mary’s existing resources to propose a new research program within the Center
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✅ Determine feasibility and plan for a D.C. faculty symposium in partnership with the Teaching & Learning Symposium.
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Goal 2: Expand Collaboration with the University
With a focus on enhancing whole-institution thinking, we aim to increase collaboration between the Washington Center and the larger university, with an emphasis on integration. Every member of the W&M community should know what the Washington Center is and what we do; everyone at W&M should see connections and possibilities for engagement with the Washington Center.
Objective 1: Increase campus partnerships
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✅ Determine the Center’s partnership baseline data and increase engagement with new partners by at least 20%
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✅ Engage in programming with each professional school: Law, Education, Business, and VIMS
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◉ Formalize and increase partnership opportunities with Swem Library
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Objective 2: Coordinate with University Advancement to increase intentional alumni giving
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◎ Produce a data analysis of our Center alumni database
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✅ Grow Washington Center constituent/alumni database by 20%
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✅ Provide a cohesive D.C. alumni experience by aligning event practices with University Advancement
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Objective 3: Expand Center leadership opportunities on campus
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✅ At least one member of the Washington Center team proactively volunteers to serve on a university committee annually
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✅ At least one member of the Washington Center team proactively volunteers to present to university leaders at all levels annually
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✅ Each Washington Center team member attends at least two campus-wide events per academic year
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Objective 4: Expand partnerships for W&M in Washington, D.C.
| ◎Work with the Chief Career Officer, school deans, and the Whole of Government Center to identify potential new strategic employers and develop a unified University engagement plan for each one [from Vision 2026] |
| ◎In consultation with the Microlearning team, school deans, and the Washington Center Advisory Board, identify the key topics and features of future W&M continuing studies opportunities [from Vision 2026] |
| ✅ Working in collaboration with the Office of Career Development & Professional Engagement, transition to the new Graduway platform as a place for alumni, students, and employers to communicate about employment opportunities, and with EPC to create university-wide internship standards and credit practices based on experiential learning theory [from Vision 2026] |
| ◉ Capitalize on the W&M Washington Center’s location and connections to generate new opportunities for students, faculty and alumni related to policy, social justice and law-making in our nation’s capital [from Vision 2026, Democracy] |
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Goal 3: Expand Fundraising Initiatives
By creating a strategic, collaborative fundraising plan, the W&M Washington Center can expand fundraising initiatives to support key priorities, including the Study in D.C. Scholarship Fund. With a focus on creating a culture of sustained scholarship giving and by bolstering Center donor stewardship, we will strive to increase major gifts, donor retention, student giving, and explore relevant grant opportunities.
Objective 1: Partner with University Advancement to create a comprehensive Center fundraising plan
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✅ Washington Center director participates in a minimum of 12 donor visits each year
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✅Increase the annual giving to the Study in D.C. Scholarship Fund by 10% each fiscal year (including board giving, events, and other private gifts)
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✅ Explore the creation of additional scholarship funds and/or endowments
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◉ Collect and track all scholarship data from past and present to project future need
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✅ Create 12 or more compelling stories for marketing purposes, including the alumni magazine and website
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◎ Determine useful data and develop data-gathering systems to incorporate statistics into all fundraising plans, advertising materials, and websites
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✅ Create and launch "Friends of the Washington Center" Giving Society to increase donors with our board participation
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◎ Plan and execute 2026 25th anniversary fundraising campaign
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Objective 2: Partner with University Advancement to develop a sustainable stewardship plan for Center donors
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✅ Execute 1-3 stewardship events annually, and include past recipients
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◎ Develop annual stewardship piece for major donors that highlights scholarship recipients
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✅ Ensure that all Washington Center donors receive a hand-written note from a student or staff member each year.
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Objective 3: Execute a grant-writing plan
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✅ Meet with Corporate & Foundation Relations and the Office of Sponsored Programs to research relevant grant opportunities and create a list of potential funders
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◎ Apply for three grants
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Objective 4: Redevelop alumni engagement opportunities
| ◎ Enhance the Ambassador Program to include at least 10 engaged ambassadors and become a potential pipeline for the board |
| ✅ Refine, utilize, and better advertise the many new ways for alumni to get involved with the Washington Center |
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Goal 4: Create Sustainable Scholarship Funding Practices
The Washington Center aims to meet the need of all Study in D.C. Scholarship Fund applicants demonstrating medium to high need.
Objective 1: Identify and increasingly meet need for Study in D.C. scholarship applicants
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◎ Meet full financial need by working with Financial Aid to gather data on future scholarship needs and develop a scholarship plan
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✅ Create specific scholarship opportunities for underrepresented students
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✅ Increase accessibility to the scholarship by making the application simpler
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✅ Clarify application process online to encourage more applications
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✅ Design a more streamlined scholarship awarding process by using data and consulting experts to reduce uncertainty and clarify opportunities for students
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Goal 5: Increase Center Financial & Operational Stability
The Washington Center will engage in meaningful analysis in order to make updates to the Center’s fluctuating revenue system and allow our finances to stabilize and grow. Additionally, we aim to increase revenue-generating opportunities, including a formalized event system. Finally, to support an upgraded event system, the Center must maintain and invest in our physical space and technology.
Objective 1: Develop stronger financial stability and predictability
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✅ Update Center’s budget based on revenue/expense analysis to align with Center’s priorities and intended impact
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✅ Increase communication with university financial operations by establishing regular check-ins
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✅ Explore additional revenue possibilities, including grants, endowments, and new programs/classes
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Objective 2: Professionalize the event planning process
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✅ Execute a streamlined process for events
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✅ Update event website to clearly communicate the best layouts for Center space to include pictures, diagrams, and furniture options
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◎ Unroll marketing plan to increase new revenue-generating event constituents by 20%
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Objective 3: Maintain and upgrade Center space
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✅ Establish a regular IT contact schedule to maintain and update technology
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✅ Develop a maintenance plan for physical space, including painting, carpet cleaning, and furniture updates, with timelines and costs to better preserve assets and reduce unexpected larger costs
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✅ Increase the Center's commitment to sustainable practices through the development of a sustainability plan in consultation with the Office of Sustainability
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Objective 4: Update Center branding
| ✅ Work with Creative to consider updates to Center branding and images |
| ✅ Refresh marketing materials and strategies to go with the updated branding |
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❌ Goal 6: Create a Clear Staff & Support Structure
The Center seeks to create a sustainable staff structure with clear hierarchy, mobility, and development opportunities to increase staff retention, efficiency, and satisfaction.
Objective 2: Increase staff training and professional development opportunities
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◉ Formalize Center onboarding practice for future new employees
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✅ Maintain budget for all staff to participate in one professional development activity or conference/year
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✅ Create and implement an internal team professional development plan
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✅ Find and participate in supervisor training for employees with direct reports
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Objective 3: Explore options for future Center staff growth
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◉ Establish a clear staff hierarchy with room for upward mobility
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✅ Establish annual summer internship for undergraduate student or Graduate Assistant
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✅ Investigate establishing additional Center positions, including Faculty Director
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