Voyage Plan
 

Our voyage plan is the senior management’s two year action plan for the future of the Massachusetts Maritime Academy. It begins with the five overarching Governing Objectives that have formed the basis of past strategic plans. It then incorporates the MMA Trustees approved Tactical Objectives for the Academy and adds the performance metrics that are needed to support this plan for the next two years. This plan is the result of many meetings with the multiple stakeholders of the Academy culminating with 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 achievement of these goals.

The risks and impacts of the ongoing pandemic have been carefully considered as part of this year’s plan.

On 13 March 2020, Admiral McDonald announced that all on campus classes would be suspended for the week of March 16 – 20, with the expectation that the Academy would move to a predominantly online/distance learning format beginning Monday 23 March. Also included in that announcement was the list of our priorities during these challenging times:

  • To keep our cadets, faculty and staff - and by extension, their families - safe
  • To keep the Academy from becoming a mass-transmission center
  • To find a path to get our 1/C cadets to degree completion in time for Commencement
  • To minimize the academic disruption for the 2/C, 3/C and 4/C cadets

These priorities have not changed since they were first established in March. The Academy was successful with getting 1/C cadets to degree completion last June and begin this academic year made the same commitment to the newest 1/C cadets, the Class of 2021, and all of the underclass cadets. At Massachusetts Maritime Academy, direct faculty/student engagement is the heart of the learning community, and while the pandemic disrupted this past spring, the Academy returned this fall reinvigorated and eager to deliver all academic program. In an effort to quell the spread of the virus and keep students and faculty safe, the course delivery methods were modified to the reduce numbers on campus and in the classrooms.

Massachusetts Maritime Academy is a leadership laboratory that cultivates a transition from followship to leadership during four years of residence at the Academy. This leadership training in residence is a great benefit to the students of the Academy in preparing them for the
workplace. After careful consideration of many factors, including the most up to date COVID-19 health guidelines and the Commonwealth’s reopening plans, specific logistics and medical protocols will be implemented this fall to maintain the integrity of the Regiment of Cadets while minimizing the risk to all members of the Academy community.

PDF Version of the Plan

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.

“Discipline, Knowledge, Leadership”

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

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 or not they 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 times of 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, 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.

The following Governing Objectives create the framework for the Academy’s institutional goals:

3.1 Support the Massachusetts Department of Higher Education (DHE) Equity Agenda and Strive to Achieve Inclusive Excellence
3.2 Achieve a More Diverse 1,800‐Member Student Body by 2025
3.3 Enhance and Improve, in Both Excellence and Diversity, our Student Body, Faculty and Staff
3.4 Improve Institutional Effectiveness
3.5 Optimize Available Resources in Support of the Mission of the Academy

Tactical Objectives

Massachusetts Maritime Academy was designated in 2005, by the Board of Higher Education (BHE), as a Special Mission College. The establishment of this partnership with the Commonwealth permitted the Academy to determine a set of performance measures by which to gauge its success in meeting the broad objectives of its unique mission (M.G.L. Chapter 15A, Section 7). The partnership further authorized the Academy to set and retain its student tuition and fees. In 2017, the Board of Higher Education approved the Massachusetts Maritime Academy Five-Year Renewal Plan for a Partnership with the Commonwealth. As with previous Special Mission Partnership Plans, MMA will submit the Special Mission Performance Report to BHE as part of the President’s annual self-assessment and evaluation. This two year Voyage Plan sets forth the tactical steps necessary to fulfill our partnership plan.

Strategic Goal
To advance a common agenda for Inclusive Excellence that aligns institutional strategies with statewide initiatives to transform diversity, equity, and inclusion in every facet of the institution. The focus areas of this universal agenda include recruitment & retention of faculty, staff, and students of color, a climate of inclusion, enhanced community engagement, and review of university infrastructure.

Strategic Rationale
Through the vision and practice of inclusive excellence, the American Association of Colleges & Universities (AAC&U) calls for higher education to address diversity, inclusion, and equity as critical to the well-being of democratic culture. Making excellence inclusive is thus an active process through which colleges and universities achieve excellence in learning, teaching, student development, institutional functioning, and engagement in local and global communities. Likewise, enhancing inclusive excellence is directly in line with the objectives of the Massachusetts Department of Higher Education Equity Agenda. Inclusive excellence must become a priority in all aspects of the Massachusetts Maritime Academy.

Performance Metrics

  • Reenergize the President’s Task Force for Diversity, Equity, and Inclusion
  • Review and modify as necessary the Academy mission statement
  • Enhance recruitment & retention of Faculty, Staff & Students of Color
    • Examine the search & screen process for staff, and faculty hiring
    • Review New Employee onboarding
    • Create a five and ten-year enrollment forecast for recruiting diversity
    • Review admission recruitment processes and develop new strategies for recruitment for students of color and women
    • Explore and build retention efforts to close the achievement gap among the demographics of the Equity Agenda
  • Continue affiliated memberships with organizations that support Inclusive Excellence
  • Administer Diversity & Inclusion Campus Climate Survey
  • Complete an internal equity audit by reviewing all institutional policies and procedures through the equity lens and make recommendations
  • Create new community partnerships and pathway programs

Strategic Goal
It is expected that in the years following a global pandemic, recruitment and enrollment of the student population will take on a new normal. For colleges across the country, fall 2020 enrollment numbers were not what was expected and MMA was no different. Methodologies and paradigms have shifted and, as such, so have the predictive models for recruiting the incoming class.

Accordingly, the pre-COVID-19 goal of reaching a 1,900 student body (including undergraduate and graduate) has been adjusted downward by 100 students to reflect these emerging challenges. At the same time, however, the Academy's commitment to recruit a diverse student body which reflects the communities we serve remains unchanged as has the Academy's commitment to meet the DHE's equity agenda. (The Equity Agenda sets the expectation that the Massachusetts system of public higher education will enhance economic and social mobility for all citizens, with particular focus on those that have historically been underserved and underrepresented, throughout all levels of education. The demographics of the Equity Agenda target population include low income students, underrepresented students of color, and Pell Recipient students.

Additional Equity agenda Information

Using current enrollment data and best projected post-COVID-19 estimates, the below table represents the Academy's total enrollment goals.

Entering Class Year Orientation Incoming Freshmen Class Sept. 15 Freshmen Class Total Undergrad Graduate Enrollment Total Enrollment
2021 400 380 1600 120 1720
2022 400 380 1600 120 1720
2023 415 395 1615 120 1735
2024 435 415 1621 144 1765
2025 440 440 1656 144 1800

 

Strategic Rationale
The Academy will strive to continue to educate and recruit in alignment with the MA-DHE Equity Agenda in order to increase the enrollment and degree attainment of women and underrepresented students of color and will do so in the context of the following realities:

  • Overall, a higher percentage of bachelor’s degrees were awarded to females than to males in 2015–16 (58 vs. 42 percent). However, in STEM fields, a lower percentage of bachelor’s degrees were awarded to females than to males (36 vs. 64 percent). (National Center for Education Statistics)
  • The percentage of Black and Latinx students receiving an engineering degree in 2019 was 14% (4% and 10% respectively) while the percentage of the total US population of Black and Latinx was 28% (13% and 15% respectively). (National Center for Education Statistics)
  • 2% of the Maritime industry are women (International Maritime Organization 2020)
  • Percentage of high school graduates that are white has been steadily decreasing as indicated in the DHE Data Center chart below.
  • Percentage of high school graduates that are students of color is steadily increasing as indicated in the DHE Data Center chart below.

Massachusetts Public HS Graduates (per DHE)

Recognizing these opportunities and challenges, the goal to increase participation rates for women and underrepresented students of color (Black and Latinx) will be attained through avenues such as social media, marketing, promoting the return on investment, partner programs, and K-12 outreach - all with the focus to increase applications, acceptances, enrollments and degree completion.

Working closely with the MMA Chief Diversity Officer, our faculty liaisons, the athletic department, and other campus stakeholders, the Admissions team will focus on materials and outreach designed specifically for these targets. Specific milestones include the following.

Undergraduate Performance Metrics

  • Increase social platforms to targeted demographics with a focus on increasing online engagement.
  • Investigate and run cable/online television advertising for targeted demographics and in targeted recruitment areas.
  • Ensure 100% of incoming students meet Massachusetts Department of Higher Education standards
  • Increase transfer student applications, accepts and enrolls
  • Increase women and underrepresented students of color applications and enrollment through territory management and partner programs and achieve 22% qualified women and 18% qualified underrepresented students of color applicants by 2025.
  • Develop programs to support and recruit from Massachusetts Gateway cities.
  • Leverage coaches and student athletes in support of recruiting efforts.
  • Coordinate with Advancement’s phone-a-thon program to connect cadets with applicants/accepts
  • Launch online/virtual campus tour.
  • Conduct virtual campus visitation events and open houses
  • Monitor and where appropriate engage in evolving industry practices in relation to post COVID-19 recruitment and admissions practices.

Strategic Goal
Enrich the faculty and staff by increasing race and gender diversity through sophisticated programs to attract, acquire, develop 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 secure campus-wide cultural literacy; ongoing dialogue, training and programming is necessary to foster a welcoming environment of Inclusive Excellence.

Tactical Performance Metrics

  • Maintain the campus based funding of $60,000 for:
    • Faculty travel in support of professional development ($15,000).
    • Professional development for administrators/APA union employees ($15,000).
    • Professional development for AFSCME union employees ($15,000).
    • Professional development for non‐unit employees ($15,000).
  • Update, revise and implement online Title IX training as directed by the Office of Civil
    Rights.
  • Collaborate with the Office of Intercultural Engagement for meaningful multicultural programing for all faculty, staff and students, particularly as it pertains to importance of diversity and respectful communication.
  • Continue screening committee training and enforcement of accountability measures to ensure equal opportunity is afforded to all employment applicants, with an emphasis on Committee Chair responsibilities.
  • Reinvigorate manager training curriculum by holding stand-alone training for new department managers, to include performance evaluations, reallocation/promotion procedures, attendance procedures & policy, records retention, hiring policy and collective bargaining agreements.
  • Work with Chief Diversity Officer to review Academy practices/policies and how they contribute to the recruitment and retention of students and staff.
  • Perform annual risk assessment of Human Resource programs, policies and procedures.

Strategic Performance Metrics

  • Achieve 45% gender diversity of Academy faculty and staff by 2022 (41% as of 2020FA).
  • Maintain no less than 40% gender diversity of Academy faculty and staff for 2020-2022.
  • Increase faculty and staff race/ethnicity diversity by 1% each year to reach 17% by 2022 (at 15% for 2020FA).
  • Continue to perform risk assessment of Human Resource programs, policies and
  • procedures. 

Strategic Goal
Maintain the highest quality academic program and embrace MMA’s status as the “Commonwealth’s Leadership University.”

Strategic Rationale
Over the next five years, higher education researchers predict that the population of high school graduates in the U.S. Northeast will decrease, which could impact our enrollment goals. Based on these trends, the competition for the best students will intensify, making our need to attract and recruit students more important than ever. Key factors in drawing the top talent depend on maintenance of our low student-to-faculty ratio, classification as a special mission institution, and establishment of pedagogical innovations in experiential learning and online course delivery. 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.

Tactical Performance Metrics ‐ Undergraduate Program

  • Prepare for NECHE reaccreditation scheduled for March of 2021, by finalizing the self-study draft in fall of 2020 and ensuring readiness for the NECHE visiting team in spring of 2021.
  • Capitalize on the experience of Spring 2020 and Fall 2020 to examine and evaluate Online Guidelines, with an aim toward governance approval of an institutional Online Policy document.
  • Continue to improve our Academic Advising and registration procedures, while maintaining careful attention to faculty workload. Ensure all students are properly supported by our faculty, advisors, and Academic Resource Center.
  • Examine the Academic Standards, including prerequisites, to ensure clarity in communicating the meaning of satisfactory academic progress and outcomes for students who neglect to meet those standards. Update the College Catalog as appropriate.
  • Establish a Program Review timeline to ensure systematic evaluation of each major, minor, and concentration, and our academic program as a whole on a regularized basis.
  • Extend our existing Student Learning and Curricular Study team to map courses to our Institutional Shared Learning Outcomes, examine course sequencing and prerequisites, and research our credit hour requirements. As part of this work, ask Departments to conduct and analyze academic program assessment report data.
  • Continue our relentless pursuit of funding and approval for a new Science and Engineering laboratory building.
  • Form a working group to better understand factors influencing 4-year and 6-year graduation rates, disaggregated by gender, race and ethnicity. This inquiry should also include impacts of major transfers, course failures, and credit hours. Investigate achievement gap data.
  • Launch working groups, composed of a diverse group of on-campus and off-campus
  • representatives, to examine recent and potential innovations in our academic program, including experiential learning opportunities, the possibility of a new undergraduate major, and potential adoption of a cyber-security policy and administration concentration. Examine the licensed majors, to explore options for other licensing opportunities, course offering optimization, and student opportunity post-graduation.
  • 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. Specifically, oversee the collection, analysis, and distribution of institutional data to support strategic planning, decision-making, program development, program review, accreditation, and assessment of student learning.
  • Continue to support the Assessment Committee as they strive to develop, specific to MMA, best practices in assessing student learning outcomes, review institutional data and surveys, and provide suggestions for continuous improvement. Encourage academic departments to continue assessing the student learning outcomes and assist with monitoring the success in meeting targets for performance indicators and achievement of student learning outcomes.
  • Work to hire new full-time and part-time faculty, as necessary and budget allows, to enhance our academic offerings in support of the Academy’s mission.
  • Continue to enrich our Faculty Liaison program with Admissions to improve recruitment opportunities and long-term student success. Work with admissions to ensure distribution of accepted students into majors is properly proportioned.
  • Evaluate options for a Center for Teaching Excellence to reflect the Academy’s focus on continuous pedagogical improvement and student education.
  • Continue to drive improvements to the Writing Assessment Program. Support assessment and data analysis needs (e.g., WPE eligibility lists for the Writing Assessment Program (WAP)). Continue tracking of student progress in their studies as related to the WAP.
  • Prepare for IACBE reaccreditation scheduled for 2021.
  • Prepare for ABET reaccreditation scheduled for 2022.
  • Prepare for STCW audit in 2023.
  • Conduct annual risk assessments.

Tactical Performance Metrics ‐ Training Ship KENNEDY

  • Work with the US DOT Maritime Administration on training ship loan agreements and replacement vessels (the National Security Multi-mission Vessel - NSMV).
  • Work through governance and make recommendations to plan a sea term voyage, which challenges and engages cadets.
  • Ensure the KENNEDY is operational and available to support all Academy departments as required.
  • Institutionalize and embrace the recent adoption of KENNEDY’s Safety Management System.
  • Utilize the KENNEDY to support cadet housing as needed.
  • Ensure KENNEDY’s crew have maintained current USCG and STCW documentation
  • 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.
  • Work with other maritime academies to ensure empty berth availability onboard KENNEDY can be filled by the other academies.
  • Seek federal and state grant funds to support vessels, facilities or research projects.
  • Investigate replacement for the RANGER.
  • Follow innovative technologies in marine education, navigation and engineering so as to keep vessels and operations current.
  • Continue to communicate with the Schooner Ernestina Commission and the Department of Conservation and Recreation (DCR) in the renovation of the Ernestina Morrissey.
  • Conduct annual risk assessments.

Tactical Performance Metrics - Continuing Education Programs

  • Enroll new full cohorts (20 students) for Master's Degree in Emergency Management, Master's Degree in Facilities Management and Master's Degree in Maritime Business Management.
  • Continue to highlight the 4+1 path/program for motivated 1/C cadets to matriculate into one of the three MMA MS degrees.
  • Create and highlight the 3+1.5 path/program for motivated Shanghai Maritime exchange students to matriculate into one of the three MMA MS degree
  • Continue to support the Governor’s Workforce Development initiative by the offer all five modules of GWO Basic Safety Training for Offshore as well as other MMA Center for Maritime and Professional Training (CMPT) workforce development courses.
  • Continue to communicate with the Schooner Ernestina Commission and the Department of Conservation and Recreation (DCR) in the renovation of the Ernestina Morrissey.
  • Seek to maintain net revenue at $500,000 for FY 21.
  • Continue to conduct annual risk assessments. 

Strategic Goal
Life at the Academy prepares cadets for a career in which leadership is one of the foundational skills required. A vibrant student life program is invaluable to any successful residential university campus. At MMA, as we stand as a nearly 100% regimental life program, continuous improvement & enrichment of student & regimental life is even more important.

Strategic Rationale
The regiment 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 and the creation of a two battalion regiment.

The student experience is enhanced by an active Division III athletic program which offers 15 varsity sports as well as state-of-the-art facilities and fitness equipment and a robust Student Government Association (SGA) which sponsors a wide variety of campus events and clubs. The Health Services department at MMA adds an additional dimension to the students’ education by assisting cadets in counseling, maintaining good health, and well-being.

The Public Safety Department provides Safety and Security for all students, faculty, staff and the campus community. Our goal is to create a Campus Community Policing Program (CCPP) by developing strategies and community-supported approaches to assist with the campus needs and concerns to improve greater trust and respect for the Academy’s Public Safety Department.

Tactical Performance Metrics ‐ Regiment of Cadets

  • Enlist cadet officers in support of residential life COVID-19 response efforts.
  • Continue to improve/strengthen cadet participation in the cadet officer program.
  • Continue to improve diversity of cadet leadership and achieve 20% leadership positions for women and 15% for students of color.
  • Coordinate with Admissions and other administrators across campus to improve student retention.
  • Expand campus-wide multicultural & inclusion programs.
  • Develop support program for under-served students.
  • Enhance and grow extracurricular activities.
  • Improve civic engagement & volunteerism participation.
  • Conduct annual risk assessments.

Tactical Performance Metrics ‐ Health & Wellness

  • Support the Academy’s COVID-19 reopening efforts.
  • Continue Care & Action for Students Team (CAST) program.
  • Continue health education for cadet leadership and all cadets.
  • Educate Orientation staff on dangers of dehydration, heat exhaustion, heat stroke.
  • Continue to enhance and grow the sea term wellness education and preventive programs.
  • Expand flu vaccination program.
  • Improve sea term wellness programs (check in, underway, in port).
  • Improve 3rd Party billing.
  • Conduct annual risk assessments.

Tactical Performance Metrics ‐ Varsity Athletics, Club and Intramural Sports

  • Increase student-athlete recruiting efforts with a focus on women's sports.
  • Monitor student-athlete retention within sport and within the Academy.
  • Continue to support NCAA training and growth with professional development and job related conferences.
  • Conduct annual risk assessments.

Tactical Performance Metrics - Public Safety

  • To develop tools to engage police and campus community stakeholders in collaborative discussions to identify issues and potential solutions.
  • To identify, implement, test, and document community-supported strategies to reduce misperceptions of law enforcement.
  • To identify and implement best practices for the creation of a community policing model.
  • To develop a replicable internship model that will provide students with the knowledge of and experience with community outreach and education efforts to support community policing and to channel students into law enforcement careers.
  • Conduct annual risk assessments.

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. Continue to expand the Academy’s efforts in renewable/alternative/”green” energy initiatives. Create a campus culture that is committed to environmental sustainability and safety at all levels. Maintain safe, secure and compliant facilities.

Strategic Rationale
All departments in Operations Division will support the Academy’s needs for COVID-19 pandemic issues, including but not limited to:

  • Classroom social distancing sizing requirements, including protective barriers as required.
  • Cleaning requirements in both dorms and academic buildings.
  • Order and provide appropriate PPE equipment.
  • Maintain inventory of all PPE and protective barriers with minimum Kanban levels, work collaboratively with Purchasing for dedicated supply chain providers.
  • Review and implement COVID-19 guidelines as provided by appropriate authorities having jurisdiction.


All new construction will continue to meet or exceed the U.S. Green Buildings Council LEED Silver standard. Additionally, MMA’s sustainability programs must help meet the goals of Executive Order 484 (EO 484). 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 Operations and Maintenance department is in the process of implementing several new technological programs to enhance the capture of needed data to maximize limited personnel and financial resources. Additionally, we are reviewing job descriptions and applying personnel where they will be most effective. New efforts include:

  • A cloud-based computerized maintenance management system (CMMS), maintaining all historical data on fixed equipment to improve longevity and help plan for capital replacement.
  • An industry benchmark janitorial management system to improve cleaning standardization and productivity in both the dorms and academic buildings.
  • A tablet-based survey system for ascertaining improvement opportunities for cleaning.
  • A cloud-based project management system to improve standardization of key systems.
  • HS&E redirected with specific monthly safety training for all Operations personnel, facility condition assessments and trade-specific “tool box talks.”
  • Repositioned new Grounds Supervisor to oversee landscape beautification and standardization.

The Academy will continue to aggressively pursue grant opportunities that support hydrokinetics and renewable energy systems. MMA is collaborating with several entities to provide grants for work with hydrokinetics such as Department of Energy ARPA-E, Amazon (Oceana Energy), and Massachusetts Clean Energy Center (MassCEC). Additionally, the Academy is establishing relations with hi-tech companies to provide logistics with unmanned autonomous underwater vehicles such as Teledyne Marine, QinetiC North America and Dive Technologies. This will also allow for cadet exposure and potential co-ops.

The Marine Department under the Operations Division will ensure that the T.V. Ranger and numerous small craft such as tugs, barges, motor-whaleboats and monomoys are maintained and ready to support academics. The Marine Department will ensure the Herring Pond sailing/ship handling 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.

The Camps & Conferences Department coordinates and schedules internal and external conferences, meetings, and functions utilizing space and resources across campus to include the scheduling of the pool. The department works to attract outside clients including strategic relationship opportunities, for-profit, not-for-profit organizations, and government agencies/entities. The bulk of the revenue is earned during the summer months and typically consists of fees for facility use, dormitory rentals, and also commission on food sales. The revenue generated assists with the Academy’s operating budget and financial aid. Policies and procedures are continuously improved, updated, and implemented. The department has recently developed a binder to distribute to camp counselors on the policies and procedures in compliance with the Board of Health.

Tactical Performance Metrics

  • Develop a comprehensive list of capital improvements other than deferred maintenance capital projects for funding and approval by the Board of Trustees.
  • Continue to update a strategically prioritized Capital Plan.
    • DCAMM
      • Continue to work with DCAMM on new lab building.
      • Continue to perform the DCAMM approved critical repairs as part of the 5-Year plan.
      • Renovate the Flanagan Building Lecture Hall to improve access and seating.
      • Design and install air conditioning in the unconditioned areas of Flanagan Hall.
      • Reroof large/small gyms and repaint support structure.
      • Perform Arc Flash study and provide engineering drawings.
    • MSCBA
      • Develop a multi-year plan to upgrade and renovate the dormitories t improve student life and security.
        • Ladderwell “H.”
        • 1st/3rd and 3rd/5th connector roofs.
        • Begin dorm room renovations in accordance with the new mode room.
      • Demolish and reconstruct the Beachmoor for cadet housing and conference spaces.
      • Work with MSCBA to study the expansion of the Fantail/Student Union.
      • Develop decommissioning plan for dormitory photovoltaic (PV) array and evaluate 3rd party Power Purchase Agreement (PPA) in its place.
      • Finish development of Kendall Rae Parking lot.
    • In-House
      • Develop model for “10-Year Plan” for continual review and projec identification/implementation.
      • Continue upgrades to the 320 Main St (Tamarack) property.
      • Continue renovations of Harrington Building first floor and entrance.
      • Develop a plan for the renovation of the Keith Hartford Sailing Center.
      • Continue to work with Athletics to renovate and improve athletic facilities.
      • Conduct study to upgrade campus exterior lighting.
      • Develop new Electrical Distribution Building basement for enclosed vehicle storage.
      • Finalize location of D-Type boiler.
  • Operations & Maintenance
    • Assist in providing all required preventive and social distancing needs in classroom for COVID-19 pandemic.
    • Implement “School Dude” computerized maintenance management system.
      • Continue to utilize Sightlines information as an information reference for current equipment state baseline.
    • Utilize “Smartsheet” for all construction, C&C exercises, budget reports, janitorial standardization.
    • Implement ISSA Cleaning Industry Management Standard (CIMS) to improve cleaning issues as identified in A+ Environments report.
    • Tablet-based janitorial survey program (contingent with CBA requirements).
    • Continue to identify HVAC and Energy Management System upgrades.
    • Work with the Cape Light Compact to maximize energy efficiency rebates.
    • Study the replacement of the cogeneration equipment in the dormitories.
    • Continue to beautify the campus improving landscape features.
    • Develop a plan to improve signage/wayfinding on campus.
    • Clean up pier, remove extraneous material and relocate storage units as appropriate.
  • Marine Department
    • Implement COVID-19 recommendations on all small boat operations to provide as safe an environment as possible for all personnel.
    • Evaluate the longevity of the T.V. Ranger (returned from dry dock 7/17 with solid projections until next dry dock in 2022; propeller pitting and small section in bow hull noted).
    • Continue support for all departments using small boats and functions at Herring Pond.
    • Support pier development projects and marine hydrokinetic research projects. NSMV-2 will require new electrical capabilities and fender requirements.
  • CRRE Department
    • Seek federal and state grant funds to support vessels, facilities or research projects.
    • Continue to collaborate and develop research projects with outside entities for marine related and hydrokinetic projects –
      • Complete the Oceanographic Data Portal project at MMA with $69,600 Seaport Economic Council Grant.
      • Working with US Army Corp of Engineer to install an AIS to broadcast Cape Cod tidal meter to recreational and commercial mariners would know the speed and direction of the canal current at MMA (Est. Sept. 2020).
      • Utilize the MassDEP Volkswagen Fund for marina energy project for Ernestina.
      • Utilize funding to purchase two new floats for Ernestina.
      • Hydrokinetic projects:
        • Department of Energy ARPA-E turbines
        • Amazon renewable grant with Oceana Energy
      • Facility usage/internships (UUAV’s):
        • Teledyne Marine testing
        • QinetiC North America
        • Dive Technologies
  • Health, Safety and Environment
    • Work in conjunction with Health Services in all aspects regarding COVID-19.
    • Oversee and distribute all personal protective equipment (PPE) during pandemic.
    • Educate students, faculty, and staff about the environmental impact of their actions.
    • Provide monthly safety training to all Operations personnel, develop and implement “tool box talks” for appropriate Operations departments.
    • Conduct facility condition assessments, review with Director of Facilities for action.
    • Oversee all ADA requirements.
  • Camps and Conferences
    • Add strategic partnerships, maximize relationship potentials with local, regional and national entities.
    • Oversee all Academy-run residential camps during summer and winter periods and increase its revenue (as allowed by governmental regulatory restrictions).
    • Continue to lock in three-year contracts with long-standing strategic partners.
    • Return $150,000 to the Academy (after expenses).(COVID-19)
    • Continue to create more marketing pamphlets in order to attract new groups for meetings, summer camps, and corporate events.
    • Utilization of gymnasium, cardio room, pool, and courts for winter programs.
    • Continue to improve security in dormitories for overnight guests.
  • Conduct annual risk assessments.

View PDF for chart of deferred capital projects 

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:

  • Receive an on-time unqualified audit.
  • Continue implementation of new software Enroll for CMT, DGCE, which will improve student experience in registration, payment process, therefore we expect to increase students taking classes and revenue.
  • Budget FY 2021 monitor and mitigate cost related to COVID-19 to project a net surplus, also increase budget monitoring with Facility division, though use of new software. Incorporate capital project to align with General ledger and have better control on all new projects. Cut discretionary spending by 15%.
  • Keep track of COVID-19 cost, and any Federal, State, and private funding available.
  • Continue Budget self-service training to departments.
  • Collaborating with MSCBA on debt restructuring to meet budget.
  • Keep Board of Trustee updated on budget scenarios, fiscal results due to changing decisions and uncertainty, including use of unrestricted fund balance.
  • Investment continue to have Trustee monitoring.
  • Continue with FA new model, to keep out of State tuition competitive to meet enrollment target and keep total cost under $50K.
  • Conduct annual risk assessments.

Strategic Goal
In a post-COVID-19 environment the focus for Advancement will be to create an engaging program centered around the MMA community of alumni, partners, staff, faculty, and cadets to develop a pipeline of financial capital.

Strategic Rationale
The continued success of the Academy relies upon the expansion of a sophisticated fundraising program that is designed to expand our personal relationships with internal and external stakeholders in the industries we serve. Due to limited in-person opportunities, meetings and events, the focus will be to expand the use of social media, marketing, stewardship, and volunteer programs. The purpose of these efforts is to grow and sustain a culture of engagement and philanthropy with the entire MMA community (cadets, parents, alumni, corporations, foundations, faculty, staff, and friends).

At the halfway mark for A Rising Tide: The $50M Campaign for Massachusetts Maritime Academy the Advancement Office will maintain the momentum generated by the success of the five previous years. A Rising Tide is a ten year comprehensive campaign that will provide $20 Million to the Endowment, $20 Million for Capital Projects and $10 Million for Scholarships and Financial Aid.

Performance Metrics for 2020-2021
The Advancement program at MMA consists of the following; annual giving, leadership giving, yacht and boat donations, stewardship/donor relations, special events and advancement operations.

  • Book additional $2.5 million in gifts to the Academy and grow the foundation to $30 Million
  • Annual Giving programs are designed to encourage giving on a yearly basis: gifts from this are generally to be used in the current fiscal year.
  • Maintain participation level at 8% and raise $200,000
    • Cadet Philanthropy
      • Review the approach to student philanthropy on campus, aiming to create a sustainable plan for a four year rolling program.
    • Phonathon
      • Take steps to implement a new direction for the program that will incorporate peer to peer communication
      • Incorporate Admissions into the Phonathon program
  • Leadership and Planned Giving
    • Proposals
      • Continue to manage five active proposals above $1M
      • Manage twenty active proposals between $10,000 and $1million
    • Develop a broad range of gift opportunities for our donor
    •  Grants and community leadership
      • Investigate new processes to pursue non sponsored funding
      • Conduct a comprehensive review of northeast foundations to investigate eligibility
      • Work with undergraduate dean to source funding opportunities in academics; coordinate with MMA departments to create a fundraising plan for special projects.
  • Yacht and Boat Donations
    • Continue to prospect for high value yachts, maintaining or increasing boat value and sales by 5%
    • Review and create a plan for current and former donors to increase engagement with the Academy
    • Import major boat donors into Raiser’s Edge; book boat gifts
    • Update marketing and outreach materials
    • As appropriate, solicit and accept two international vessels
    • Investigate alternative state and federal approved methods for boat sales/auction
  • Stewardship/Donor Relations
    • Review existing donor relations plan format to determine improved format; implementing Raiser’s Edge reporting options to determine a better tool and simplify the process
    • Work with Student Financial Services to engage campus stakeholders in the Scholarship Committee to ensure the donor intent is carried out with equitable distribution
    • Document the scholarship award process and review for improvement
  • Special Events
    • Investigate alternative means of virtual gatherings that will create an engaging and meaningful experience
  • Advancement Operations
    • Formalize campus application for creating online registrations
    • Conduct annual risk assessment

Strategic Goal
To provide effective technology and library services and support to the Academy community which enables and enhances the academic, administrative and research 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 TLS division must position itself to deliver high quality systems and services by providing a computing infrastructure that is standardized, easily managed, and easily accommodates new technologies and protocols. The TLS division must offer technology and library systems and services that provide tangible value to the Academy community.

The TLS division will adhere to the following principles:

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

Tactical Performance Metrics

  • Execute documented system recovery tests, utilizing the capabilities of the colocation, to measure the effectiveness of the system recovery plan.
  • Create a 3-year network security strategy to ensure a safe and secure computing environment.
  • Continue to address the priorities identified by the physical campus security committee in the areas of door access, emergency phones, building and roof-top speakers and surveillance cameras.
  • Complete the installation of the campus wireless network in the Gym.
  • Launch a Data Management program, which includes Data Governance, Data Classification, Records Retention and Document Management components.
  • Undergo an assessment of the Academy’s compliance to MA 201 CMR 17 regulations pertaining to the protection of Personally Identifiable Information (PII).
  • Select and implement a course scheduling solution to improve this currently manual process.
  • Implement a standard project management methodology and toolset to better deliver initiatives on-time and on-budget.
  • Create an online campus tour for prospective students and their families.
  • Determine if a texting solution would be beneficial to communicate with new students and/or existing students. If determined beneficial, investigate, select, purchase and install a solution.
  • Investigate and implement software solution(s) and process changes to improve the
  • efficiency of the Accounts Payable operation.
  • Implement resource allocation in CollegeNet 25Live to improve campus event scheduling and management.
  • Investigate and implement a solution for the onboarding of new students to ensure they complete the necessary steps prior to arriving on campus.
  • Incorporate and support the recommendations of the Restart Task Force to return to campus.
  • Install audio and visual equipment in all classrooms and lecture halls to support distance learning.
  • Investigate and implement solutions to support the increased number of hybrid and on- line courses due to the pandemic, including exam proctoring tools, ADA compliance and analytics.
  • Begin to investigate the use of cutting-edge technology for simulation training, such a virtual reality (VR), artificial intelligence (AI) and hardware/software virtualization.
  • Complete the development of an Instruction and Outreach Plan to embed library research training in more first-year courses and to better disseminate information about library and research services.
  • Continue to assess online databases, e-book and e-journal for relevancy to the curriculum and add/remove print and digital materials collections, as deemed appropriate.
  • Continue to support the use of digital content in the classroom that reduce the cost of education for our students.
  • Continue to grow, improve and market the Massachusetts Maritime Museum and the associated museum tour app.
  • Research, select and implement a catalog solution for the physical and digital materials in the Archives.
  • Conduct annual risk assessments.