Strategic Plan Tracker

✅  Reorganize D.C. Semester Program to allow 20 or more students to study in D.C. each fall and spring semester 

✅  Grow the D.C. Winter Seminars from three to four seminars, increasing cap from 75 to 100 students

✅ 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.

✅  Explore increasing each individual D.C. Summer Institute’s cap from 20 to 25 students

◎ Increase student enrollment in Study in D.C. academic opportunities from 73% to at least 85% of seats filled 

✅ Triple Washington Center applied-learning placements [from Vision 2026, Careers]

✅ Gather and project potential Study in D.C. student data, including academic major trends, demographics, and highly enrolled courses

✅ Explore opportunities for new partnerships with departments not yet included in Study in D.C. programming

✅ Expand our advertising, marketing, and scholarship opportunities to intentionally reach students underrepresented in D.C.

◎ Enroll a consistent 5% of W&M students studying in D.C. per academic year (currently at roughly 4%)

◎ 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

✅ 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

✅ Revitalize the previous Diversity and Inclusion Action Plan to reflect new priorities and initiatives

✅ Implement a Personal Fulfillment Plan to encourage students to intentionally reflect on their D.C. experiences and consider their lives/careers beyond W&M

✅  Develop goals to enhance career-academic connections that we provide for students

✅ 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 

✅ Release at least one Request for Proposals (RFP) for each opportunity per academic year

✅ Select at least one new faculty member for each opportunity each year

✅ Select at least one faculty member from a new department each year

✅ Design and implement new faculty outreach plan to help faculty find a sense of belonging in the Washington Center

✅ Encourage and provide the structure/resources needed for faculty in STEM departments to apply to teach in our Study in D.C. opportunities

✅ Work with the Studio for Teaching & Learning Innovation to expand innovative teaching possibilities for D.C. academics

✅ Consult with William & Mary’s existing resources to propose a new research program within the Center

✅  Determine feasibility and plan for a D.C. faculty symposium in partnership with the Teaching & Learning Symposium.

✅ Determine the Center’s partnership baseline data and increase engagement with new partners by at least 20%

✅ Engage in programming with each professional school: Law, Education, Business, and VIMS

✅ Formalize and increase partnership opportunities with Swem Library

◎  Produce a data analysis of our Center alumni database

✅  Grow Washington Center constituent/alumni database by 20% 

✅  Provide a cohesive D.C. alumni experience by aligning event practices with University Advancement

✅  At least one member of the Washington Center team proactively volunteers to serve on a university committee annually

✅   At least one member of the Washington Center team proactively volunteers to present to university leaders at all levels annually

✅  Each Washington Center team member attends at least two campus-wide events per academic year

✅  Washington Center director participates in a minimum of 12 donor visits each year

✅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)

✅   Explore the creation of additional scholarship funds and/or endowments

✅ Collect and track all scholarship data from past and present to project future need

✅ Create 12 or more compelling stories for marketing purposes, including the alumni magazine and website

✅ Determine useful data and develop data-gathering systems to incorporate statistics into all fundraising plans, advertising materials, and websites

✅ Create and launch "Friends of the Washington Center" Giving Society to increase donors with our board participation

✅ Plan and execute 2026 25th anniversary fundraising campaign

✅ Execute 1-3 stewardship events annually, and include past recipients

✅ Develop annual stewardship piece for major donors that highlights scholarship recipients

✅  Ensure that all Washington Center donors receive a hand-written note from a student or staff member each year. 

✅ Meet with Corporate & Foundation Relations and the Office of Sponsored Programs to research relevant grant opportunities and create a list of potential funders

✅  Apply for three grants

❌ Meet full financial need by working with Financial Aid to gather data on future scholarship needs and develop a scholarship plan 

✅  Create specific scholarship opportunities for underrepresented students

✅  Increase accessibility to the scholarship by making the application simpler 

✅   Clarify application process online to encourage more applications

✅ Design a more streamlined scholarship awarding process by using data and consulting experts to reduce uncertainty and clarify opportunities for students

✅ Update Center’s budget based on revenue/expense analysis to align with Center’s priorities and intended impact

✅ Increase communication with university financial operations by establishing regular check-ins

✅ Explore additional revenue possibilities, including grants, endowments, and new programs/classes

✅ Execute a streamlined process for events

✅ Update event website to clearly communicate the best layouts for Center space to include pictures, diagrams, and furniture options

✅ Unroll marketing plan to increase new revenue-generating event constituents by 20%

✅ Establish a regular IT contact schedule to maintain and update technology 

✅ 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

✅ Increase the Center's commitment to sustainable practices through the development of a sustainability plan in consultation with the Office of Sustainability 

✅ Formalize Center onboarding practice for future new employees

✅ Maintain budget for all staff to participate in one professional development activity or conference/year

✅ Create and implement an internal team professional development plan

✅ Find and participate in supervisor training for employees with direct reports

✅ Establish a clear staff hierarchy with room for upward mobility 

✅  Establish annual summer internship for undergraduate student or Graduate Assistant

✅  Investigate establishing additional Center positions, including Faculty Director