Initiative 3 . . . Re-imagine residential life , athletic , and recreational , and chaplaincy activities as an extension of experiential learning beyond classrooms and across our campus .
Operational Task 1
• Develop and promote a process for students to introduce new residential life , athletic , or recreational , and chaplaincy programs / activities .
Metrics
• Process for students to introduce new activities developed within the first year .
• 80 % of freshmen surveyed indicate awareness of the new student process .
Operational Task 2
• Assess and enhance current student experiential programs .
Metric
• Student experiential program assessment completed within the first two years .
Operational Task 3
• Develop a process to enhance communication and collaboration among academics , residential life , athletic , and recreational activities .
Metric
• Cross-departmental communication and collaboration process developed within the first two years .
Operational Task 4
• Expand the moral and religious education of students through a growing chaplaincy program .
Metric
• Develop and implement additional chaplaincy programs and initiatives to meet assessed student needs within the first 12-18 months .
Strategic Goal Four CHAMPION THE WILLIAMSON STORY
Objective 1 : Grow Partnerships
Initiative .... Expand our reputation and market footprint through affiliations with strategic partners .
Operational Task 1
• Complete a comprehensive audit and assessment of Williamson ’ s existing and potential strategic partnerships aligned with key areas identified in the Strategic Goals .
Metric
• Cross-departmental audit and assessment of strategic partnerships completed within the first 9-18 months .
Williamson College of the Trades 29