VISION AND
STRATEGIC
GOALS
When
Goal
1: Attract, enroll, and maintain a diversified and optimally sized student body
while striving to continue a strong academic profile.
Coordinated by: Dean of Student Services and Enrollment Management
Measurable objective
(1A): Over the next three to five years, grow to
800 full time undergraduate students with optimum enrollment in all majors (Director
of Admissions).
Implementation
Strategies:
Continue
efforts to increase the scholarship endowment to a level that will allow the
Academy to use financial aid in the most effective way to ensure that every
qualified student, regardless of financial means, can attend if they so desire,
as well as to inspire students with outstanding academic achievement,
regardless of financial need or background, to apply and enroll.
Systematically
review each undergraduate program (major) for relevancy, career opportunities, effectiveness,
viability, and popularity among prospective students.
Develop
articulation and/or exchange agreements with the Community College system for
coordinating transfers of academic credit as a new student feeder system.
Effectively
utilize every unique asset of the Academy (Discovery Voyage program, ATM remote
classroom broadcasting, waterfront, training ship, boats, simulators, etc.) to
publicize and promote the Academy to the widest possible market.
Ensure
that there are adequate resources to provide the most effective recruitment
program possible in terms of staffing, quality promotional literature, web
pages, travel, etc.
Strengthen
recruitment efforts through an increased level of faculty, staff and alumni
involvement and by enhancing, prioritizing and reviewing the effectiveness of
all recruiting initiatives.
Indicators:
Scholarship
endowment continues to be a major component of current and future capital fund
raising initiatives
Increase
in overall enrollment, as well as diversification and specific undergraduate
major target, is achieved
Periodic
program evaluation is established, including an analysis of cost and benefits,
which reviews all undergraduate majors by the fall of 2007
At
least one new program that uniquely connects
Expanded
faculty, staff and alumni participation in recruitment efforts
Assess
success of each recruitment strategy and focus on most effective ones
Implementation
Strategies:
Institutional
collaboration with key foreign universities subject to approval from
accreditation agencies
Promotion
of 4+1 program option among
Web-based
marketing of the graduate offerings
Alumni
involvement in recruitment and promotion
Establishment
of graduate scholarships and work-on campus option for graduate students
Strengthen
the graduate faculty in key areas by recruiting Distinguished Professors
Off-campus
delivery of graduate school offerings through suitable distance education
options
Key Performance
Indicators:
Establish an implementation plan by Summer, 2004,
subject to NEASC approval
Successful recruitment of
Establish a professional web-site followed
by a marketing plan Spring, 2004
Create
alumni database and advisory board for contacts, recruitment and promotion
Scholarship
fund established
Hire
distinguished senior professor on part-time basis by Summer, 2004
Distance
education delivery options in place within three years
Goal
2: Excel in the practical application of advanced teaching methods and provide
students with the best educational technologies, training platforms, classrooms
and laboratories.
Coordinated by: Dean of Academic Affairs
Measurable objective (2A):
Over the next three to five years, increase the support for standard classroom
lecture and laboratory activities to incorporate the newest learning technology
and support where appropriate (Director of Information Services/Associate Dean
of Academic Affairs).
Implementation
Strategies:
Continue
to upgrade all classrooms (2 to 3 per year) for the use of computer projection,
wireless internet connections and other state-of-the-art visual aid technology
Replace bridge simulator
Increase faculty development opportunities and participation for development of advanced teaching methods
Incorporate and expand, where necessary, student academic/tutoring assistance programs to complement classroom and laboratory experiences
Provide increased technical support for laboratory and classroom activities
Ensure that every classroom provides a comfortable and appropriate learning environment
Develop asynchronous distance learning courses and hybrid (synchronous and asynchronous) courses to supplement the standard on-campus class schedule
Key Performance
Indicators:
Within three years, all on-campus classrooms and labs will be equipped for the appropriate technology
T. V. State of Maine classrooms will be upgraded to same standards as shore side classrooms
100% of faculty will actively pursue and participate in content development by attending workshops, conferences and other activities to become familiar with the latest in teaching methodologies and technologies
Within two years, the AV support department will be replaced by a combination of technical hardware and software support for classroom computers and projection, etc.
All students will actively utilize e-mail and Blackboard systems for official communications between themselves, instructors and various administrative offices
Within one year, student support for computer setup and troubleshooting will be available through the IS department
Measurable
Objective (2B): Increase faculty effectiveness in utilizing the newest
distance education teaching technology (Dean of Academics).
Implementation
Strategies:
Rotate distance education teaching assignments
Provide
training to assist faculty with the technology
Assure
that several courses per semester are offered through Web-based technologies
Key Performance
Measures:
Number of faculty utilizing/participating in delivery of distance education courses
Goal 3: Attract and retain highly qualified, dedicated staff and faculty that are skilled practitioners.
Coordinated by: President
Measurable
Objective (3A): Over the next five years, the number of faculty with
terminal degrees, top U.S. Coast Guard licenses, and/or other professional
certifications, such as Professional Engineering licenses, etc., will increase
by 20% (Dean of Academic Affairs).
Implementation
Strategies:
Develop a means of attracting
qualified faculty in highly competitive fields.
Provide transitional housing for new faculty
Increase opportunities and requirements for faculty to maintain currency with industry and/or academic standards through an active professional development program and scholarship requirements for retention and promotion
Encourage academic and industrial achievement by our faculty as demonstrated through publications, awards, and community service appointments
Develop an award system for faculty teaching excellence as judged by peers and students
Key Performance
Indicators:
All associate and full professor level faculty will demonstrate appropriate scholarship as required in the policy for retention and promotion
Number of faculty with terminal degrees and/or professional licenses increases by 20%
Measurable
Objective (3B): Opportunities for staff development and training will be
enhanced (Vice President of Administration and Finance).
Implementation
Strategies:
Ensure that each vice president, dean, and manager/supervisor sees staff development as a significant component of his/her responsibilities
Stress the importance of staff development and growth
Encourage academic department chairs and administrative supervisors to participate in management development programs
Recognize the significant staff development opportunities provided through the employee tuition program
Investigate the possibility of sabbatical leaves for administrators
Encourage staff, faculty and administrators to collaborate with and assist state and local government and non-profit organizations
Key Performance
Indicators:
Number of employees participating in staff development programs
Goal
4: Maintain
Coordinated by: Executive Director of Planning, Compliance and
Facilities Operations
Measurable
Objective (4A): Develop and maintain a facilities master plan consistent
with our mission and other strategic goals (Director of Public Works).
Implementation
Strategies:
Engage planning professionals to develop the master plan in consultation with the Facilities Committee and other appropriate campus representatives
Work in conjunction with the campus
master plan and the Town of
Key Performance
Objectives:
Presentation of a formal plan to
the campus community and the Town of
Measurable
Objective (4B): Assure that policies and procedures are observed to ensure
optimal use of grounds and facilities (Director of Public Works).
Implementation
Strategies:
Evaluate scheduling and assignment policies to ensure the best possible use of facilities
Re-name the Department of Public Works to the Office of Facilities Management and provide such office with the authority to coordinate space and grounds utilization on a campus-wide basis
Key Performance
Measures:
Improvement in space and grounds utilization
List of items accomplished from the master plan
Measurable
Objective (4C): Develop a review process to ensure that teaching, learning,
and meeting spaces receive appropriate and timely updates to both electronic
equipment and its supporting infrastructure (Dean of Academic Affairs).
Implementation
Strategies:
Periodic survey of
facilities
Key Performance
Measures:
Plan is developed to update facilities as needed,
resources permitting
Measurable Objective (4D): Complete enhancement of residence hall offerings (Director of Public Works).
Implementation
Strategies:
Finish phased upgrade of Curtis Hall
Investigate opportunities for expanding student housing
Key Performance
Measures:
Curtis
Hall renovation is completed
New student housing project is initiated
Measurable
Objective (4E): Develop a preventative maintenance funding plan that
addresses the construction, improvement and maintenance of the campus, as well
as the staffing, of the Facilities Department (Executive Director of
Institutional Advancement and Executive Director of Planning, Compliance and
Facilities Operations).
Implementation
Strategies:
Upon completion of the master plan, develop costing models for each of the major components of the master plan
Consistent with the master plan, develop resource models for fund-raising, potential borrowings, and institutional capital and operating budgets
Undertake fund raising, borrowing, and budget development in a manner consistent with facility priorities and within reasonable fiscal means
Seek additional funding from state and private sources to finance construction of additional and/or improved space for classrooms and student housing
Key Performance
Measures:
Measurable progress in the development of the funding plan
Measurable progress in accomplishing fund-raising, borrowing, and budget implementation to support the master plan priorities
Goal
5: Foster leadership development
programs for all full-time undergraduate students.
Coordinated by: Dean of Academic Affairs/Commandant/Dean of Student Services
Measurable
Objective (5A): Improve to 100% opportunities for student participation in
leadership development training programs by requiring participation in at least
one leadership activity while at MMA which could include active participation
in Regimental Preparatory Training, personal development courses, orientation
leader, resident assistants, student government, clubs or varsity sports,
and/or community service programs (Dean of Student Affairs).
Implementation
Strategies:
Encourage participation in Regimental programs
Encourage participation in Students in Free
Enterprise (SIFE) program
Re-develop leadership curriculum within the personal development framework
Incorporate the leadership program’s importance in to our admission message
Develop a leadership brochure which highlights successful MMA graduates in leadership roles
Connect the
importance of leadership training and career opportunities
Key Performance
Measures:
Leadership training is an integral part of life and
academics at MMA
Measurable
Objective (5B): Create an image and reputation for leadership development
and training within the Regiment that increases the non-licensed program participation
by 10% annually (Commandant/Dean of Student Affairs).
Implementation
Strategies:
Emphasize professionalism and respect within the fabric of the Regiment
Work to allow elective credit for Regimental participation and/ or personal development leadership course work
Establish a Regimental Advisory Committee
Key Performance
Indicators:
Growth in leadership program participation
Measurable Objective (5C): Gain
National recognition for the leadership training program at MMA
(Commandant/Dean of Student Affairs).
Implementation
Strategies:
Create a leadership forum within MMA consisting of two regimental
students, two non-regimental students, two faculty, and two staff members whose
purpose is to develop ideas and focus on national recognition for the MMA
leadership program
Have both regimental and non-regimental students attend the USMA Ethics
Conference and USNA Leadership Conference each year.
Publish papers on leadership and ethics within the maritime industry or other subject pertinent to course of study at MMA
Key Performance
Measures:
MMA leadership program is nationally recognized
Goal
6: Maintain financial stability and remain affordable for all students.
Coordinated by: Vice President of Administration and Finance
Measurable
Objective (6A): Establish a system of cost to benefit analysis for all
academic and institutional programs (Vice President of Administration and
Finance and Academic Dean).
Implementation
Strategies:
Allocate all indirect costs to appropriate academic programs
Key Performance
Indicators:
Realization/understanding of the full cost per student per major
Measurable
Objective (6B): Formalize process that will assure that scarce resources
are allocated to the highest priority purposes and long range strategic goals
(Vice President of Administration and Finance).
Implementation
Strategies:
Executive Committee determines, with Board input, appropriate funding priorities
Key Performance
Indicators:
Discretionary funding is allocated using established
priorities
Measurable Objective (6C):
Increase efforts to acquire fully appropriate funding in the state budget
process including recognition of the need for technology, equipment replacement
funds, space for housing and programs, adequate facilities maintenance, and
supporting infrastructure (Vice President of Administration and Finance).
Implementation
Strategies:
Initiate bond request each biennium
Organize program to
positively influence State budget process
Key Performance
Measures:
Growth in State support at least equal to the level of other higher education entities
Measurable
Objective (6D): Increase the percentage of total revenue that is derived
from sources other than tuition, fees and/or state appropriations by seeking
additional annual giving, estate planning, Federal funding, contracts, distance
or continuing education programs, grants and additional tuition endowments. (Director
of Development)
Implementation
Strategies:
Initiate specific campaign for endowed funds earmarked for plant renewal
Key Performance
Measures:
Plant renewal endowment fund is established
Goal
7: Foster a mutually supportive and cooperative environment within the academic
community.
Coordinated by: President
Measurable
Objective (7A): Promote an academic culture where all students feel
respected by their faculty and peers, empowered to inquire and act, and
challenged by themselves and others (Dean of Academic Affairs/Dean of Student
Life).
Implementation
Strategies:
Develop opportunities for dialogue
(at least one general meeting per term) between the administration, staff,
faculty and students
Key Performance
Measures:
Meeting is well
publicized and conducted with mandatory attendance
Measurable
Objective (7B): Foster a sense of unity and tradition throughout the campus
(President/Dean of Academic Affairs/Dean of Student Life).
Implementation
Strategies:
Naming opportunities are utilized to full advantage
Events
are developed and held to enhance unity and tradition
Develop additional display areas on campus to highlight and/or recognize faculty and student accomplishments
Key Performance
Measures:
Number of additional programs developed
Measurable
Objective (7C): Continue the management practice of weekly Executive
Committee discussions to ensure that managers have appropriate autonomy,
responsibility, and accountability (President/Executive Committee).
Implementation
Strategies:
Conduct weekly meetings and periodically invite additional faculty and/or staff members
Key Performance
Measures:
Meetings are conducted as scheduled
Measurable
Objective (7D): Create an atmosphere of openness, communication, trust, and
respect between supervisors, employees, faculty, students and administrators
(President).
Implementation
Strategies:
Develop a ‘President’s Letter’ to regularly communicate campus news and/or information discussed through weekly Executive Committee meetings
Continue to have an “open door’ policy through President’s and/or Dean’s offices
Develop a method of communicating Faculty chair meeting information
Key Performance
Measures:
Meetings
are conducted and publicized
Goal
8: Keep pace with evolving industrial and educational trends and their
potential impact on
Coordinated by: Dean of Academic Affairs
Measurable Objective (8A): Strengthen Industrial Advisory Committee membership and solicit active participation in current trend analysis and curriculum evaluation.
Implementation
Strategies:
Review entire structure of Industrial Advisory Committee system, develop procedures and rules governing purpose and guidelines, and re-evaluate membership to maximize benefits emanating from IACs
Key Performance
Indicators:
Adoption of governance document for IAC
Membership and participation is reviewed and updated
Measurable
Objective (8B): Improve information gathering to ensure that programs
remain relevant.
Implementation
Strategies:
Re-activate Evaluation and Planning Committee meetings
Ensure that all meaningful data necessary for the Academy-wide Outcomes Assessment process is gathered and disseminated
Key Performance
Measures:
Outcomes assessment data is utilized for continuous
program improvement
Measurable Objective (8C):
Circulate faculty into/through industrial/shipping assignments to help keep
current.
Implementation
Strategies:
Utilize MMA Alumni Board to help keep pace
with evolving trends
Facilitate faculty exchange programs with industry and other relevant
colleges
Key Performance
Measures:
Number of opportunities created and taken advantage of
Measurable Objective (8D):
Effectively utilize state of the art technology to deliver and receive
curriculum/courses to/from remote locations/clients.
Implementation
Strategies:
Offer
one or more distance education courses to faculty as a distance education
opportunity
Encourage
faculty participation in distance education delivery technologies
Key Performance
Measures:
Measurable
improvement in number of courses offered/taken as well as in student learning
outcomes as assessed through outcomes assessment process