MASSACHUSETTS MARITIME ACADEMY 5-Year Strategic Plan (FY 2017-2021)

Submitted By:

Approved By:

President

Chairman, Board of Trustees

Date: 16 September 2016

Date: 16 September 2016

3

TABLE OF CONTENTS Page 0.0

EXECUTIVE SUMMARY

4

1.0

MISSION OF THE MASSACHUSETTS MARITIME ACADEMY

5

2.0

OUR VISION

6

3.0

GOVERNING OBJECTIVES

7

4.0

TACTICAL OBJECTIVES

8

MMA 5-Year Strategic Plan (FY 2017-2021)

4

0.0

EXECUTIVE SUMMARY

This document puts the senior management’s forecast for the future of the Massachusetts Maritime Academy into a strategic planning format that is both readable and easily referenced. It begins with the five overarching Governing Objectives that have formed the basis of past strategic plans. It then incorporates the MMA Trustee’s approved Tactical Goals and Objectives for the president for 2016-2017 and adds the strategic plans that are needed to support this plan for the next five years. These strategic plans are the result of many meetings with the various stakeholders of the Academy and then distilled at a two-day campus planning session that involved the entire senior staff of the Academy. In that way, all of the stakeholders have been represented throughout the planning process and all are invested in the eventual achievement of these goals. Using a nautical analogy, the governing objectives on page 7 represent the harbor of our eventual destination. The tactical goals and objectives that start on page 8 are the courses and speeds required to get us to the intended port of call. Obviously, once we embark on this plan, there may be various course and speed changes as circumstances change with time and as new opportunities - or new dangers - present themselves. While no one can predict the future, with careful planning, vigilant watch standing and appropriate mid-course corrections, we may be able to avoid the rocks and shoals that will strand the less careful mariner and we will arrive at the port of our dreams. If we want this college to go from “good” to “great”, these are the steps we must take to make that transition.

MMA 5-Year Strategic Plan (FY 2017-2021)

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1.0

MISSION OF THE MASSACHUSETTS MARITIME ACADEMY

The mission of the Massachusetts Maritime Academy is to provide a quality education for graduates serving in the merchant marine, the military services, and those who serve the interests of the Commonwealth, Nation and global marketplace. The Academy does so by combining a rigorous academic program with a regimented lifestyle that instills honor, responsibility, discipline, and leadership. 1.1

MOTTO OF THE MASSACHUSETTS MARITIME ACADEMY “Discipline, Knowledge, Leadership”

One must have the discipline to acquire knowledge and both are required to be a good leader.

MMA 5-Year Strategic Plan (FY 2017-2021)

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2.0

OUR VISION

We serve the transportation, engineering, environmental, and industrial – as well as the maritime and commercial– business interests of the Commonwealth and nation. Our traditions, values, ethics, and aspirations are all rooted in the mariner’s profession, and we remain true to our roots in all we undertake. We carry out this part of our mission by identifying ways to meet these broader goals, through graduate, undergraduate, and non-credit programs, which build on the distinctive competencies we have developed during more than a century as a maritime academy. We seek to instill in all undergraduates officer-like qualities, regardless of whether any choose to seek a commission. We will continue the honorable tradition we share with other American military colleges of producing the Citizen-Sailor/Soldier, equally prepared to serve the community in peace and the nation in war. As we broaden our scope of academic offerings, the emphasis on curricular design will continue to adhere to our educational philosophy: Learn – Do – Learn. This successful learning model has been developed through our USCG license-track programs and includes as an essential element, opportunities for experiential learning through sea terms, commercial shipping experiences or internships in real world corporate settings. While alternative student life models co-exist at the Academy, especially in graduate and evening programs, the Regiment of Cadets will remain, as it has for more than a century, the central feature of undergraduate residence life. The mission of the Regiment will continue to be the development in its members of character, honor, discipline, integrity, leadership, and self-discipline. The limited option of civilian status for non-traditional students will be carefully managed to serve the needs of those students while avoiding unintended negative impacts on the Regiment. Our commitment to lifelong learning, especially in the form of continuing professional education in our areas of special expertise, but also through workforce development and similar activities supporting the economic progress of the Commonwealth and all its citizens, will lead us to develop creative and innovative program delivery strategies reaching far beyond our Taylor’s Point campus. In all we do, the Academy strives for inclusive excellence and commits to upholding the rights and dignity of the individual, whether student, faculty, or staff; will never discriminate on basis of race, sex, sexual orientation, color, national origin, age, religion or disability; and will strive to create and maintain a learning community based on inclusive excellence, fairness and civility in the pursuit of knowledge. Massachusetts Maritime Academy aspires to excellence in all it undertakes. Specifically, we aspire to become and remain the foremost institution of maritime higher education in the world, and will, through the development and application of appropriate measures and benchmarks, strive continuously toward that goal. MMA 5-Year Strategic Plan (FY 2017-2021)

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3.0

GOVERNING OBJECTIVES

The following Governing Objectives create the framework for the Academy’s long-range institutional goals: 3.1 3.2 3.3 3.4 3.5

Support the Massachusetts Department of Higher Education (DHE) Vision Project (VP) Goals Achieve a More Diverse 1,900-Member Student Body by 2021 Enhance and Improve, in Both Excellence and Diversity, our Student Body, Faculty and Staff Improve Institutional Effectiveness Optimize Available Resources in Support of the Mission of the Academy

MMA 5-Year Strategic Plan (FY 2017-2021)

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4.0

TACTICAL (ANNUAL) OBJECTIVES

Preamble Achieving these desired outcomes will require the concerted and focused efforts of many members of the MMA administration and faculty. However, the objectives and their many subordinate steps cannot be accomplished by the MMA organization absent the presidential leadership that is assumed by the following proposed performance commitments for the 2016-17 Academic Year. Performance metrics supporting the Department of Higher Education Vision Project are denoted by (VP). 4.1

Strategic Growth of the Student Population

Strategic Goal Massachusetts Maritime Academy has a goal of Inclusive Excellence, the inclusion and engaging of all students, staff, faculty and community for the overall success of the Academy. In an inclusive environment, the opportunity for success is shared equally by all. An inclusive environment cultivates students’ critical and creative thoughts and empowers individuals to gain a broad understanding of global issues. With inclusive excellence in mind, MMA will seek a growth in the undergraduate and graduate student populations to reach a 1,900-member student body and look to meet the Department of Higher Education Vision Project metrics. Included in these metrics, MMA outlines a plan for increasing college participation and completion rates of underrepresented populations as specifically defined by the Department of Higher Education (African American and Hispanic). Per the Department of Higher Education Vision Project initiative, the focus on increasing African American, Latino/a, and women has been and will continue to be a priority. Creating a diverse campus not only will meet Vision Project goals but is a benefit for all cadets as learning and living with people from a variety of backgrounds encourages collaboration and fosters innovation. The table on the following page identifies the approximate annual growth goals based on 97% retention from orientation to beginning of academics, 88-90% first to second year retention and a 68-72% 6-year graduation rate.

MMA 5-Year Strategic Plan (FY 2017-2021)

9

*

Entering Class Year

Orientation Incoming Freshman Class

Sept. 15 Freshman Class

Total Undergrad

Graduate Enrollment

Total Enrollment

2017

475

450

1,600

100

1,700

2018

475

450

1,650

100

1,750

2019*

475

450

1,700

125*

1,825

2020**

500

475

1,725

150

1,875

2021

500

475

1,750

150

1,900

Anticipates new graduate program scheduled for approval, graduate programs run in cohorts of 24 Contingent upon completion of new academic building

**

The regimental structure at Massachusetts Maritime Academy provides cadets with the structure to learn leadership and civic engagement through practice and by example. Just as the student population has grown, so has the number of leadership positions, reflecting the growth in interests and needs of the student body. The student experience is enhanced by an active athletic program which offers 15 varsity sports as well as state-of-the-art facilities and fitness equipment. The Health Services department at MMA adds an additional dimension to the students’ education by assisting cadets to maintain good health and well-being. Maintaining overall retention will aid in growing the total enrollment numbers. The Department of Continuing Education will continue work on implementing a third graduate program with a focus on business. This program is scheduled to begin fall 2019 pending final coordination and DHE approval. Combining the success of the undergraduate and graduate programs to increase the quality of the MMA student population while slowly growing the entering class will bring the total number of students to 1,900 by 2021. Strategic Rationale A student body of 1,900 will maximize the utilization of campus faculty/staff, space, technology, and campus resources. In order to meet the strategic goals, collaborative work with campus departments need to be utilized effectively. Enrollment, Student Services, Academics, Athletics, Operations, Facilities, Marine Operations and others need to work together to balance the needs of a larger student body. Continuing past recruitment practices while exploring new avenues such as online media, social networking, and community outreach will remain in effect for the Academy to recruit and retain a high achieving, diverse student population while remaining efficient as a special mission college and keeping ahead of other state maritime academies in regimental enrollment.

MMA 5-Year Strategic Plan (FY 2017-2021)

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Undergraduate Tactical Performance Metrics for 2016-17  Maintain first to second year retention rate at or above 88%.  Ensure 95% of incoming students meet or exceed maritime peer and University of Massachusetts admission requirements (per DHE sliding scale).  Achieve a 4-year graduation rate of 54% (state university average = 38.7%; maritime college average = 45%).  Achieve a 6-year graduation rate of 70% (state university average = 58.5%, maritime college average = 61.25%).  Increase women and minority applications and enrollment through continuing and creating partnership programs with established organizations (VP).  Monitor underrepresented student achievement gap (VP).  Continue to enhance the student leadership program keeping pace with the student growth.  Provide resources to increase qualified under-served women and students of color opportunities for leadership position.  Create two athletic camp/clinic programs (VP).  Finalize partnership with Boston Public Schools (VP).  Promote inclusivity and respect across campus through continuation of the President’s Taskforce on Diversity and Inclusion (VP).  Conduct an annual risk assessment. Undergraduate Strategic Performance Metrics for 2017-21  Achieve 15% leadership positions for women and 11% for minorities.  Achieve 22% qualified women applicants for the class entering 2017.  Achieve four year graduation rate at or above 55% for the class entering 2017.  Achieve six year graduation rate at or above 70% for the class entering 2017.  Per DHE Vision Project, plan for increasing the recruitment of qualified women and minority applicants to achieve an increase in deposits for Orientation; see chart below: 2017-21 Undergraduate Diversity Recruitment

2017

2018

2019

2020

2021

Women

65 70 75 80 85 (13.7%) (14.7%) (15.8%) (16%) (17%)

DHE African American and Hispanic Populations (VP)

20 (4.2%)

All Students of Color

55 60 65 70 75 (11.6%) (12.6%) (13.7%) (14%) (15%)



25 (5.3%)

Continue to conduct annual risk assessments.

MMA 5-Year Strategic Plan (FY 2017-2021)

30 (6.3%)

35 (7%)

40 (8%)

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4.2

Staff Development: Invest in and Improve the Diversity and Performance of the MMA Faculty and Staff

Strategic Goal Enrich the faculty and staff by increasing race and gender diversity through sophisticated programs to attract, engage and retain an inclusive workforce. Strategic Rationale All individuals in a community need to feel that their individual worth is recognized, their work respected, and that they are in an environment where they can flourish. Recruitment alone will not infuse cultural literacy, therefore ongoing dialogue, training and programming is necessary to foster a welcoming community. Tactical Performance Metrics for 2016-17  Maintain the campus based funding of $60,000 for: o Faculty travel in support of professional development ($15,000). o Professional development for administrators/APA union employees ($15,000). o Professional development for AFSCME union employees ($15,000). o Professional development for non-unit employees ($15,000.)  Implement online Title IX training for all faculty, staff and students.  Continue to work in partnership with screening committees to ensure equal employment and diversity standards remain at highest caliber and improved hiring efficiencies.  Promote the Diversity Postdoctoral Teaching Fellowship and enlist faculty recruitment support.  Administer campus climate survey bi-annually.  Initiate opportunity for, and encourage, civic engagement of faculty and staff.  Promote inclusivity and respect across campus through continuation of the President’s Taskforce on Diversity and Inclusion (VP).  Perform annual risk assessment of Human Resource programs, policies and procedures. Strategic Performance Metrics for 2017-21  Achieve 45% gender diversity of Academy faculty and staff by 2021 (39% as of 7/13/15).  Maintain no less than 40% gender diversity of Academy faculty and staff for 2017-2020.  Increase faculty and staff ethnic diversity by 1% each year to reach 17% by 2020 (12% as of 7/13/15).  Continue to perform risk assessment of Human Resource programs, policies and procedures.

MMA 5-Year Strategic Plan (FY 2017-2021)

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4.3 Strategic Additions and Improvements to the Academic Program Strategic Goal Maintain the highest quality and integrity for all our academic programs, both credit and noncredit. The FTE instructional staff to student headcount ratio goal is to remain at no greater than 15 to 1 for undergraduate programs. Strategic Rationale Growth in undergraduate enrollment has been a challenge but has stabilized. Engineering and MT programs are now restricted in enrollment due to infrastructure needs. Additional students will be directed towards non-lab based programs. Hiring properly credentialed seasoned sea going faculty and non-seagoing faculty has become more of a challenge with some searches requiring up to two years to fill. The Academy is fortunate to find part-time instructors who bring first hand pertinent expertise to the classroom. Linked directly to the growth in enrollment are challenges of managing enrollment by major. Training ship Kennedy now supports the USCG license cadets due to sea time mandates. Tactical Performance Metrics for 2016-17  Conduct academic program assessments by including employer surveys, advisory board meetings and alumni focus groups for all majors, and respond with corrective measures. Share data collected with BOT in August and with the campus during the 2016-2017 academic year. Identify correctable measures from data collected and forward ideas to governance for review.  Gather statistical data which allows trending of graduates 1-5 years out of school.  Conduct self-studies and external reviews for Institutional Effectiveness and the Academic resources center. Share the reports with the campus and implement any corrective measures.  Continue to expand on-line instruction in the 2016-2017 academic year including livestreaming of courses within the state university system and overseas.  Attain ABET accreditation after the September 2016 visiting team effective for the ESE class of 2016.  Continue Experiential Learning for IMB, ESE, MSEP, EM and FE while establishing policy for those who are participating in the experimental learning concept.  Expand academically-at-risk first year programming.  Enroll new full cohorts (24 students) for Master’s Degree in Emergency Management and the Master’s Degree in Facilities Management.  Expand on-line instruction as part of the day program and through DGCE while continuing the live streaming of courses first established in 2016.  Work with admissions to monitor application process to align enrollment by major.  Prepare and submit five year plan to Department of Higher Education for Special Mission renewal.  Prepare for USCG/MARAD audit for 1, 2, 3 November 2016. MMA 5-Year Strategic Plan (FY 2017-2021)

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Continue adoption of the Writing Proficiency program. Implement new course in Construction Management. Adopt new concentration for MSEP students to be pipelined for career opportunities in the Cruise Ship industry as Environmental Health and Safety Officers. This initiative will require one sea term commitment on Kennedy. Seek funding support for new Emergency Management Simulator. Acquire static boiler located in Newport, RI. Support DHE Commonwealth Commitment initiative. Establish mapping process for transfer students where the path to graduation is clear as part of the acceptance process. Conduct an annual risk assessment.

Strategic Performance Metrics for 2017-21  Continue efforts to establish third MS program through DGCE.  Work with admissions to ensure distribution of accepted students into majors is properly proportioned.  Recruit and promote new Teacher Certification concentration.  Expand Fire Fighter 1&2 Certification with Barnstable County.  Investigate Professional Doctoral programs with other state universities.  Promote all minors including the newly established Homeland Security minor.  Increase on-line course offerings to 12 or more per year.  Research undergraduate program in Construction Management.  Research possible new undergraduate programs which will assist with recruiting underrepresented and female students.  Implement new curriculum requirements for EM and MT for class of 2020.  Expand non-credit Emergency Management courses through DGCE with the intent of establishing the academy as the Emergency Management training center for the Northeast.  Expand International Exchange programs at the rate of one per year.  Acquire new Academic Building.  Continue to conduct annual risk assessments.

4.4

Strategic Student-Centered Capital Construction and Renewable Energy

Strategic Goal Provide the high quality physical resources and capital improvements to Academy facilities that effectively meet the present and future academic needs of the students. Accelerate and expand the Academy’s efforts in renewable/alternative/”green” energy initiatives. Create a campus culture that is committed to environmental sustainability at all levels. Maintain safe, secure and compliant facilities. Strategic Rationale Having completed our master plan, the Academy will continue our robust construction in order MMA 5-Year Strategic Plan (FY 2017-2021)

14 to support a population of 1,900 total students by 2021. The final design is in progress for Phase 1 of the Campus Improvement Project noted in the Master Plan. This phase will relocate Power Plant Road to the north side of campus at the outskirts of the baseball field. Phase 2 will remove Power Plant Road and create a central promenade linking the much-used Alumni Gymnasium and new Recreation Center to the rest of the campus. Consistent with the Academy’s vigilant commitment to sustainability, the Academy has requested a Master Plan Supplement that will include code, resiliency, and energy elements which will inform future projects. All new spaces will continue to meet or exceed the U.S. Green Buildings Council LEED Silver standard. And in addition to the responsible construction, the Academy is undertaking several green energy projects. Additionally, MMA’s sustainability programs must comply with Executive Order 484 (EO 484) and the American College and University President’s Climate commitment (ACUPCC). The campus will continue to install and/or purchase renewable energy, energy and water efficiency measures including reducing consumption, greenhouse gas emission reduction, and green cleaning and purchasing programs. The USGBC (United States Green Building Council) has awarded (May 16, 2016) the ABS Information Commons the highest achievable Certification of LEED Platinum for Building Design and Construction. This is a prestigious rating, difficult to achieve, that demonstrates a commitment to develop sustainable, energy saving and environmentally friendly projects. The Academy has completed the installation of a solar thermal project which provides more than 50% of the energy required to heat the natatorium pool and domestic hot water. As a wide variety of adverse environmental factors continue to affect quality of life and our ability to provide a quality education, we will need to embrace the goals of sustainability and accountability both as individuals and as an institution. We will encourage the efforts of student organizations that raise environmental awareness and initiate new techniques for achieving environmental sustainability. With a focus on these issues, we can make Massachusetts Maritime Academy known for the quality of our environmental stewardship, thereby attracting students committed to living in a resource conscious manner and cultivate a willingness to involve all campus members in the process of achieving greater campus sustainability. Tactical Performance Metrics for 2016-17  Construct the campus loop road.  Complete the design for the new academic building/lab.  Renovate the 320 Main St property. Relocate the existing Facilities and Marine Departments and remove existing metal buildings.  Meet annual commitment to ACUPCC and Executive Order 484.  Educate students, faculty, and staff about the environmental impact of their actions. MMA 5-Year Strategic Plan (FY 2017-2021)

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Evaluate options for a new athletic center improvements. Develop an Athletic Center capital plan. Collaborate with the Marine Operations Division on marine hydrokinetic research projects. Flanagan Hall Envelope/roof upgrades. Conduct study to upgrade campus exterior lighting. Conduct Housing Expansion Study to include on/off campus options. Conduct an annual risk assessment.

Strategic Performance Metrics 2017-21  Maintain a strategically prioritized Capital Plan.  Continue to identify HVAC and Energy Management System upgrades.  Work with the Cape Light Compact to complete an energy audit of the campus.  Renovate the Pedestrian Walkway (formerly Power Plant Road).  Begin gymnasium expansion.  Obtain Leadership in Energy and Environmental Design (LEED) certification of all new construction and major building projects (ongoing).  Fulfill commitment to ACUPCC and Executive Order 484 (ongoing).  Continue to implement ADA compliance initiatives.  Identify off-campus parking purchase/lease opportunities to expand student parking.  Continue to conduct annual risk assessments.

MMA 5-Year Strategic Plan (FY 2017-2021)

Description

MMA 5-Year Strategic Plan (FY 2017-2021) Satellite Parking Study Future Dormitory Alternatives

MSCBA (Dorm Authority)Projects 8 Taylor Road Parking Housing Study

Annual Deferred Maintenance Projects Deferred Maint. Including Dorms Misc. Projects Yearly Allocation Roof Repair Yearly Allocation Campus Site Improvements Paving/Sidewalks/Landscaping ADA Compliance Initiatives Study Completed

New Classroom/Lab Building DCAMM Funded Seeking DCAMM Funding Seeking DCAMM Funding

DCAMM Projects New Academic Building Flanagan Hall Roof/Envelope Gymnasium Envelope Gymnasium Roof Replacement

Items Proposed for MMA Capital Funding beyond FY17 Gymnasium Expansion Capital Campaign $5M/MSCBA $5M Renovate Pedestrian Walkway Power Plant Road Waterfront Protection Phase I & II Campus Exterior Lighting Upgrade 320 Main Street Phase II Turf Sports Fields Revitalization

Items Proposed for MMA Capital Funding for FY17 Construct Campus Loop Road Tower Lane / Baseball field 320 Main Street Renovation Emergency Mgt Simulator Upgrade Marina Floating Dock System Expansion of existing floating docks Beachmoor Electrical Upgrade Harrington Lot/Sidewalks/ADA Gymnasium Locker Rooms AC Install air conditioning- mold issue Cutaway Training Boiler Transport/Installation Training Boiler Artificial Turf/Lighting Baseball Field

Project

Total Updated 08/12/2016

Ongoing

Summer 2016 Construction

Designer Selection on Hold Fall 2016 Construction Awaiting DCAMM decision Awaiting DCAMM decision

Study Complete - Hold Study Complete Design/Permit Complete - Hold Pending Study

Transport from Newport Fall 2016

Summer 2016 Construction

Permitted-Fall 2016 construction Ongoing Seeking external funding Ongoing

59,250,000

300,000 200,000 150,000 100,000

1,500,000 100,000

20,000,000 2,000,000 1,400,000 1,000,000

10,000,000 600,000 10,000,000 250,000 1,500,000 1,500,000

2,000,000 1,200,000 1,200,000 1,000,000 50,000 150,000 250,000 800,000 2,000,000

12,200,000

5,000,000

5,000,000 600,000

400,000

1,200,000

MASSACHUSETTS MARITIME ACADEMY Deferred Maintenance Capital Projects FY17 Status Project BOT/ RDF

26,600,000

1,500,000 100,000

15,000,000 2,000,000

5,000,000

1,000,000

2,000,000

Other Funds

300,000 200,000 150,000 100,000

50,000 150,000 250,000

1,200,000

Locally

19,250,000

1,400,000 1,000,000

10,000,000 250,000 1,500,000 1,500,000

400,000 2,000,000

1,200,000

Unfunded

750,000 59,250,000

1,600,000

24,400,000

23,850,000

8,650,000

Sub-total

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17 4.5

Exercise Diligent & Effective Oversight of MMA’s Financial Performance

Strategic Goal Maintain day-to-day contact with MMA’s key financial indicators so that there is constant and regular monitoring of the institution’s financial health. Through the reporting structure, this goal also provides early identification of financial deviations that require corrective action and early warnings to the trustees to meet the test of “no surprises”. Strategic Rationale While MMA’s central mission is the education of students, the mission cannot be fulfilled without concurrently strong financial performance. The president’s role is to provide direct oversight and instill in all subordinates this requirement for financial accountability. Tactical Performance Metrics for 2016-17  Continue to receive an on-time unqualified audit.  Implement ACH payments with our vendors.  Implement risk assessment component of internal control.  Develop capital assets and inventory process and policy; purchase and implement capital assets and inventory control system.  Budget FY 2017 to finish the year with net surplus while maintaining the established high level of academic performance and student support services.  Investment performance: meet or exceed benchmark returns for a conservatively balanced investment portfolio, under trustee guidance.  Allocate $20K annually for diversity mission (VP).  Continue divisional budgets and create departmental budget and implement training.  Maintain an unrestricted fund balance of at least $10M. Strategic Performance Metrics for 2017-21  Recommend tuition and fees increases to meet increase level of other universities.  Financial Aid – Meet 90% of need for underrepresented populations and 60% of need for the overall population (VP).  Continue to conduct annual risk assessments. 4.6

Develop and Build MMA’s Advancement Priorities

Strategic Goal Build a comprehensive advancement program to provide a pipeline of financial capital and security. Strategic Rationale MMA needs to have sophisticated fundraising, special event, corporate and alumni programs (within a specified budget) to increase resources and allow the Academy the flexibility to move forward with current projects and act on future plans with the added financial security provided MMA 5-Year Strategic Plan (FY 2017-2021)

18 by the funds obtained by Advancement Office efforts. We will continue to build relationships with corporations in the industries we serve, corporations with key alumni working within the organizations, and corporations/industries employing or wishing to employ MMA graduates; expand use of social media to build relationships, market, raise funds and improve outreach to our constituencies; create and manage an active volunteer program and donor relations stewardship program; develop a culture of philanthropy within the entire MMA community including cadets, parents, alumni, friends and corporations; and work with the Athletic Department to identify, research, cultivate, solicit and steward annual and leadership donors. Our fundraising priorities are: 1. Scholarships and financial aid, including sea bag scholarships. 2. Unrestricted gifts to assist in funding of all Academy priorities. 3. Athletics $8M - 5 year campaign. 4. Faculty chairs, fully endowed and term chairs, to provide support for faculty salary, travel, research and experiential learning programs. Tactical Performance Metrics for FY 2016-17  Launch a $50M 10-year comprehensive campaign.  Total FY16 giving secures a solid base of 2,000 donors @ $2M (excluding $1M + leadership gifts).  Leadership Giving: o Manage five active proposals of $1M and above. o Manage fifteen active proposals of $100,000 and above. o Manage forty active proposals of $10,000 and above.  Annual Giving: o Increase phonathon giving participation by 5% donors and dollars (target 475 donors @ $38,750). o Direct mail three per year, increase response rate to direct mail by 2.5%. o Increase alumni giving participation to 15% (national average 7%-9%); direct mail; phonathon; e-mail solicitations; special events; giving challenges such as Giving Tuesday and MMA challenge; Alumni Association cooperation (target 950 alumni donors @ 15% participation).  Conduct an annual risk assessment. Strategic Performance Metrics for FY 2017-21  Leadership Giving: Market Naming Opportunities, current use and endowment funds, buildings, classrooms, labs, pier, field house, simulators, etc.; complete two “naming opportunities” each year for at least $50,000.  60 individual proposals, 3 direct mail solicitations, 3 e-mail solicitations each year by 2020.  Assist cadets in fundraising for 50% of conference, band, honor guard and other academic related travel.  Work with department heads and serve on Advisory Boards for individual departments to encourage fund raising for departmental priorities.  Build Foundation Endowment to $20 Million in 2020. MMA 5-Year Strategic Plan (FY 2017-2021)

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4.7

Explore grant committee formation and grant writing options. Alumni Relations: o Work with the Academy Alumni Association to assist with their efforts and collaborate on the annual and leadership gift potential of individual members. o Work to create an established and supported alumni network, locally, regionally, nationally and internationally. o Improve Homecoming and Reunions to increase participation by 25% and giving by 35% by 2017. Parent Giving: Work with MMA Parent Association to increase parent giving program by 10% by 2017. Planned Giving in 2016: Continue targeted marketing of new Gift Planning Program (charitable gift annuities, charitable remainder trusts and bequests) through advertising, direct mail, e-mail, reunion classes and personal outreach). Operations: Implement and manage at least four special events each year with the goal of increasing special event attendees and revenue across all constituencies by 10% each year. Continue to conduct annual risk assessments. Sustain and Strengthen Institutional Effectiveness Efforts

Strategic Goal Promote a culture of data-driven decision making and continuous improvement at the Academy through the planning, coordination, and implementation of institutional research and assessment practices. Strategic Rationale The quality of mission fulfillment at MMA is best measured by data-driven evidence of student achievement of learning outcomes, success in meeting targets for related performance indicators, and statistical analysis of institutional data for continued improvement. Institutional effectiveness is dependent on a systematic, well-documented process that applies to the entire institution – no element is exempt from institutional effectiveness. Tactical Performance Metrics 2016-17  Continue the publication of MMA's Key Data Elements & Indicators report (instituted in the 2015-2016 academic year) that includes detailed data pertaining to admissions, enrollment, and degrees as well as an overview of progress in meeting educational effectiveness indicators (e.g., retention and graduation rates, student learning outcomes, student career outcomes).  Work with academic departments to develop/finalize comprehensive assessment plans for undergraduate and graduate academic programs. Develop/provide the necessary resources and training for academic programs on creating program assessment plans.  Finalize and implement the annual assessment report template for academic programs. Summarize report findings in an annual Institution-Wide Student Learning Outcomes summary (similar to the NEASC E series inventory) that reports on the progress, results, MMA 5-Year Strategic Plan (FY 2017-2021)

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areas for improvement, and corrective measures related to all student learning outcomes at the institution and department levels. Execute the administration, analysis and/or reporting of the following surveys and evaluations with results shared with relevant departments, senior staff, BOT, and the Assessment Committee: o Survey of Recent Alumni (administered every four years (next up in 2018); o Fall and Spring Career Fair Employer Surveys; o Career Placement Surveys (at graduation, 6-month update, 1-year update); o Senior Exit Survey; o Graduate Student Program Evaluation; o Co-Op Employer Evaluations; o Student and Staff Campus Climate surveys. Execute the analysis and reporting for the following external surveys/reports: o Common Data Set; o US News and World Report; o Peterson’s Survey of Undergraduate Institutions; o ACT Institutional Questionnaire; o Wintergreen Orchard House; o College Board; o Barron’s; o NEBHE; o NCAA; o Military Friendly Schools. Hold three Assessment Committee meetings per semester to discuss best practices in assessing student learning outcomes, review institutional data and surveys, and provide suggestions for continuous improvement and “closing the loop” on student learning outcomes assessment. Provide one workshop each semester to support institutional effectiveness efforts. Continuously update and add data/ reports to the Institutional Effectiveness web page.

Strategic Performance Metrics 2017-21  Continually conduct self-studies and external reviews of all academic departments/majors and administrative units on a rotating basis. Improve follow-up reporting from program reviews.  Continue to systematically collect, analyze, and report data and trends over time and utilize assessment results for data-driven continuous improvement.  Continue to support assessment and data analysis needs for IACBE and ABET specialty accreditation.  Continue to support assessment and data analysis needs for the Writing Assessment Program and e-portfolio system.  Continued support of data analysis needs across campus including federal and state reporting.  Continue to conduct annual risk assessments.

MMA 5-Year Strategic Plan (FY 2017-2021)

21 4.8

Strategic Initiatives for Enterprise Accounts

Strategic Goal The Academy must rely upon more self-generated funds from enterprise accounts, or profit centers. These funds are separate and distinct from “advancement” monies. The Division of Marine Operations’ Yacht and Boat Donations Program must sustain appropriate ownership or control of donated assets for specific periods of time before leasing or selling them after one to three years and the Division of Graduate and Continuing Education (DGCE) and Department of Camps and Conferences exchange services for receivables. Strategic Rationale By whichever means the profit centers raise funds, the Academy must be able to rely upon successful management by meeting annual performance metrics. Successful performance will assist the Academy’s overall goals of sustainability and growth while maintaining academic excellence. Tactical Performance Metrics for 2016-17  The Yacht and Boat Donations Program will: o Assess the risks associated with their mission success before 1 August; o Maintain a 10-year rolling average of net revenue of $150,000; o Ascertain if donated vessels should be sold “as is” during the donation process, or be retained under “significant intervening use” or “material improvement” for longer periods. “As is” donations must represent at least 50% of accepted vessels; o Sell “as is” vessels as soon as possible and yield net sales of $150,000; and o Sell or charter vessels under “significant intervening use” and “material improvement” as soon as possible and yield net sales or receivables of at least $400,000.  The Division of Graduate and Continuing Education will: o Seek to maintain net revenue at $800,000 for FY 17  Camps & Conferences will o Seek to grow its net revenue to $350,000 in FY17.  Enterprise accounts will conduct annual risk assessments. Strategic Performance Metrics 2017-21  The Yacht and Boat Donations Program (in concert with the Division of Marine Operations) will: o Develop additional or replacement marine assets for the long-term in conjunction with academic and student services programs, and sanctioned cadet activities; o Determine which vessels accepted as “significant intervening use” (SIU) will represent the inventory of power vessels and sailing vessels that is needed to support educational initiatives, cadet activities and to sustain a competitive edge in sailing programs; o Develop chartering options for SIU vessels after one-year of ownership if Academy use is no longer required;

MMA 5-Year Strategic Plan (FY 2017-2021)

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o Sell SIU as soon as possible after utilization, or after three years, unless the retention of the vessel provides a unique asset, thereupon it will be transferred to the Marine Department; o Vessels designated for “material improvement” will have approved work completed in cooperation with the Marine Department within one-year of ownership, then sold or chartered soon thereafter; and o Ensure that all critical personnel continually determine risks in the ability to complete the mission, especially personnel vacancies or loss of marine equipment. The Division of Graduate and Continuing Education will: o Continue efforts to establish a third MS program. Camps and Conferences will: o Seek to add at least once Academy-run residential camp in 2017; o Identify multi-week opportunities/organization for summer and winter time periods, thus cutting costs. Continue to conduct annual risk assessments. Maximum Utilization of Maritime Assets – Ship and Waterfront

Strategic Goal The Academy, under the direction of Division of Marine Operations, seeks to make maximum utilization of the large investment in maritime assets received through purchases and donations, as well as the management of the federally-loaned T.S. Kennedy. The Division’s Marine Department and Yacht and Boat Donations Program maintains an inventory of over 100 vessels and over 15 forms of rolling equipment to sustain their operations, as well as floating equipment such as docks and moorings. The proper management of these assets is critical to the delivery of services to our cadets and continuing education students. Strategic Rationale In order to properly manage the sustainability of maritime assets, there must be a mechanism to determine the effective use, and to measure the cost of such operations against the academic and student services advancement made through the use of those assets. Routinely the Division of Marine Operations (Training Ship Department) will coordinate with the US Department of Transportation Maritime Administration on annual maintenance budgets and biannual dry-dock specifications of the T.S. Kennedy, and will liaison with the US Coast Guard on annual safety inspections. Tactical Performance Metrics 2016-17  The administration of the Marine Operations Division will work with federal, state and local agencies to move forward with the marine operations’ mission, specifically: o Assess the risks associated with their mission success before 1 August; o The US DOT Maritime Administration on training ship loan agreements and replacement vessels (the National Security Multi-mission Vessel) (NSMV); and o The US Coast Guard for safety compliance. MMA 5-Year Strategic Plan (FY 2017-2021)

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The Division of Marine Operations (Training ship Department) will insure the T.S. Kennedy is operational and available to support all Academy departments as required, specifically: o Assess the risks associated with their mission success before 1 August; o Activation for annual Sea Term and Orientation Mini-Cruise, or other voyages as directed by the President; o Coordinate with the Maritime Administration annual maintenance, including drydocking in early 2017; o Provide cadet dormitory living in the Fall of 2016; o Train crew in ISM auditing techniques and gain USCG approval of the Safety Management System; o Engage in (so-called) eNavigation as developed and approved by the USCG; and o Replace satellite TV system aboard. The Division of Marine Operations (Marine Department) will insure that the T.V. Ranger and numerous small craft such as tugs, barges, motor-whaleboats and monomoys are maintained and ready to support academics in both academic semesters, specifically: o Assess the risks associated with their mission success before 1 August; o Evaluate the longevity of the T.V. Ranger and make recommendations to the Vice President; o Support contract between MMA and the Spectacle Island Marina (Boston Harbor Now); and o Support pier development projects and marine hydrokinetic research projects. The Division of Marine Operations (Marine Department) will insure the Herring Pond sailing/shiphandling facility is activated annually in the spring, including the launching of manned-models, sailing fleet and other support craft to support both DGCE and the Division of Student Services, and specifically: o Assess the risks associated with their mission success before 1 August; and o Make a report to the Division Vice President on assets that are in need of significant repair. The Division of Marine Operations (Marine Department and the Yacht and Boat Donations Program) will: o Assess the risks associated with their mission success before 1 August; o Seek donations and net revenue as detailed in Section 4.8; o Seek approval to backfill lost employees as soon as fiscal conditions permit; o Donations will be accepted as outright sale, significant intervening use, and material improvement in compliance with IRS Code – keeping the Academy needs in focus; o Support marine-centered athletics such as sailing and crew to include – hiring sailing coaches, purchasing marine assets when donations cannot meet needs; o Seek a suitable donated vessel for long-term use in Taylor’s Point functions; and o Operate a Summer Sailing Camp for middle and high school students.

Strategic Performance Metrics 2017-21  The Division of Marine Operations will: o Maintain and cultivate working relationships with federal, state and local agencies that regulate or permit activities in vessel or facility operations; MMA 5-Year Strategic Plan (FY 2017-2021)

24 o Seek federal and state grant funds to support vessels, facilities or research projects, o Follow innovative technologies in marine education, navigation and engineering so as to keep vessels and operations current; o Continue to communicate with the Schooner Ernestina Commission and the Department of Conservation and Recreation (DCR) in the renovation of the Ernestina Morrissey; and o Ensure that all critical personnel continually determine risks in our ability to complete our mission, especially personnel vacancies or loss of marine equipment, especially the physical condition of the T.S. Kennedy. o Continue to conduct annual risk assessments. 4.10

Leverage Technology to Enhance Teaching and Learning

Strategic Goal Provide technology and related services and support to the MMA community which enables and enhances the academic, research, and administrative functions of the Academy. Strategic Rationale In order to be effective, the Technology and Library Services (TLS) division must maintain existing computer systems while steadily expanding into new areas of technology. The division must position itself where it can provide high quality systems and services by providing a computing infrastructure that is standardized, easily managed, and accommodates new technologies and protocols. The TLS division must offer systems and services that provide tangible value to the Academy and its community. The TLS division will adhere to the following principles: 1. 2. 3. 4. 5. 6.

Provide service excellence and technical innovation; Provide reliable and secure access to information and technology; Enhance the teaching and learning process with the use of technology; Support the Academy staff’s technology needs; Ensure TLS staff expertise and professionalism; Ensure cost effective use of technology based resources.

Tactical Performance Metrics for FY 2016-17 ❏ Streamline the readmission process by developing a new application with workflow capabilities. ❏ Implement and configure new Financial Aid software to improve the collection of financial aid information and to begin phasing in Colleague's newest web-based interface. ❏ Customize data collection capabilities for student preferred names and other inclusive profile information. ❏ Implement resource management for facilities, catering and A/V within the CollegeNet 25Live system. ❏ Implement a secure employee portal for access to documents, policies, forms and other staff-only related materials. MMA 5-Year Strategic Plan (FY 2017-2021)

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Implement an automated attendance system for use within the classroom and for other activities, such as ship maintenance, watch duty and extra duty. Further our customer service touch-points by implementing a Help Desk chat widget. Move the Colleague disaster recovery server and a Data Domain appliance to the colocation vendor. Complete year one and two of the Academy’s Information Security Strategy. Reconfigure the primary data center to improve operational efficiency. Install a new virtual desktop infrastructure (VDI) to support the existing VDI footprint and the CAD lab. Begin the replacement of the HP and Cisco wireless systems with Extreme Networks equipment and management tools. Complete year one of a four year classroom technology improvement project. Assess online databases, e-book and e-journal collections for relevancy to the curriculum. Add new materials and/or remove obsolete materials, as deemed appropriate. Evaluate the associated costs and resources required to migrate to another consortia discovery product. Assess the growing need for “quiet study” spaces in the ABS Information Commons to accommodate diverse learning needs. Conduct an annual risk assessment.

Strategic Performance Metrics for FY 2017-21 ❏ Promote the effective utilization of the Academy's enterprise systems by providing user training and exploiting the full capabilities of these systems. ❏ Ensure that the Academy website is fast, reliable, and mobile optimized, in addition to providing a robust Content Management System (CMS) for ease of updating. ❏ Provide a well-trained, knowledgeable and accessible Helpdesk staff which provides superior technical support and services. ❏ Integrate cloud-based systems and services which provide value to the campus community, whenever possible. ❏ Promote and support the Google Apps for Education email, calendaring and collaboration tools. ❑ Provide a secure, high speed, redundant network infrastructure which supports both wired and wireless connectivity across the campus. ❑ Utilize a remote colocation data center to provide system recovery in the event of a disaster, as well as the potential to become the Academy’s primary data center. ❏ Advance the use of virtualization technology to reduce the physical server footprint, reduce energy consumption, improve system management efforts and reduce hardware costs. ❏ Provide a high performing desktop platform for staff, faculty and classroom use. ❏ Provide a digital media infrastructure which will extend videoconferencing and lecture capture services across the campus. ❏ Provide state-of-the-art audio-visual systems in the classroom to enhance teaching and learning. MMA 5-Year Strategic Plan (FY 2017-2021)

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Promote the use of course management tools such as Blackboard LMS, video streaming, and online assessments to provide the building blocks for the development of online programs. Fully leverage the capabilities of all campus simulation systems while keeping abreast of new simulation technologies which could be beneficial to the Academy. Continue to assess risks to the Academy and mitigate any risks identified whenever possible. Work closely with faculty and staff to identify appropriate print, electronic, and media materials suited to the instructional goals of the Academy’s teaching programs. Grow the Library’s electronic collections in lieu of print collections for ease of use and cost savings. Develop an institutional repository for the Academy’s digital archives. Evolve the conversation, explore and implement the use of Open Educational Resources (OER) in appropriate courses.

MMA 5-Year Strategic Plan (FY 2017-2021)