Overview

Overview

Bridgewater State University Strategic Plan

Bridgewater State University Strategic Plan

Approved by the University's Board of Trustees in December 2009 following extensive community discussion, the Bridgewater State University Strategic Plan propels the institution along a bold trajectory of excellence and aligns decision-making around a clear agenda. Much more than a static document, the Strategic Plan identifies a dynamic process by which the University's forward progress may be managed, monitored and maximized.

The Planning Model

The Bridgewater State University strategic planning model incorporates the realm of conceptual and visionary thinking with the domain of operations and actions. Building upon the institution's mission, values and vision, Bridgewater's planning logic contains four principal components:
(click on the sections of the model to learn more)

chart: bullseye

Mission Values Vision

Our Mission:

  • To educate the residents of Southeastern Massachusetts and the Commonwealth
  • To use the University's intellectual, scientific and technological resources to support and advance the economic and cultural life of the region and the state

We Value:

  • The belief that all students have the potential to advance themselves and succeed, irrespective of their socioeconomic background
  • The promise of public higher education, in that opportunities created for students are an investment in the overall human condition

Our Vision:

  • To propel the institution along a trajectory of excellence defined by positively transforming as many lives as possible

Goals must:

  • Clearly advance the core mission of the University
  • Be transformational
  • Be conceptual in nature and not operational
  • Be institutional and not divisional in scope and reach
  • Be stated in such a way as to allow for measurability
  • Be supported by a myriad of institutional resources
  • Represent a mode of continuous improvement

Areas of Focus serve to:

  • Focus the University's energies on dynamic institutional and external considerations and contexts
  • Connect goals to operational action items
  • Ensure the agility and nimbleness of the planning process without the need to re-cast the goals themselves

Action Items must:

  • Be concrete, discrete and achievable
  • Identify responsibility
  • Be accompanied by a clear timetable
  • Provide critical inputs for long-term financial planning
  • Be clearly linked to at least one strategic goal and be shaped more generally by the areas of focus

In addition, action items progress through a four-stage life-cycle:

  1. Developing: Cabinet has sanctioned the action item and assigned responsibility but additional planning considerations are still needed
  2. Ready: All planning considerations have been made but principal activities germane to the action item are scheduled for a future date
  3. Underway: All planning considerations have been made and the action item is currently in progress
  4. Completed: The action item is finished and may be removed from the dynamic array of initiatives

Metrics are:

  • Unbiased, valid and reliable indicators of progress made in advancing the overarching goals
  • Determined at the outset of the planning process and may be made more precise as time goes on

Strategic Goals

Strategic goals transform the University and advance its mission. Though conceptual in nature, each is defined in such a way as to allow for measurability. Strategic goals are supported by a myriad of institutional resources and represent a mode of continuous improvement.
Explore the University Metrics Dashboard to examine progress made in advancing the strategic goals.

Goal 1: Teaching and Learning Relationships

Goal 1: Teaching and Learning Relationships

Maximize the intensity, diversity and richness of teaching and learning relationships forged between faculty, students and members of the broader community.

Goal 2: Personal and Professional Growth

Goal 2: Personal and Professional Growth

Promote a rigorous and dynamic institutional environment focused on developing and enhancing the personal and professional growth of all campus citizens.

Goal 3: Responsibility to the Public

Goal 3: Responsibility to the Public

Expand the University's ability to foster the cultural, scientific, economic and intellectual capacity of Southeastern Massachusetts and beyond.

Goal 4: Diversity and Global Awareness

Goal 4: Diversity and Global Awareness

Increase global and cultural awareness and encourage a diversity of perspectives on campus and in the region.

Goal 5: Social Justice

Goal 5: Social Justice

Serve as an agent of social justice, instilling in all members of the University community a deeper understanding of the impact they each have on the greater good and our world.

Areas of Focus

Areas of focus channel the University's energies with respect to evolving institutional and external considerations and contexts. They may change over time and help to connect the overarching strategic goals to the evolving array of action items, thus helping to ensure the nimbleness of the planning process without the need to regularly re-cast the goals themselves.

Focus: Equalization of Student Success

Focus: Equalization of Student Success

Ensuring access for students who cannot afford educational alternatives

Bolstering probability of success for first-generation students, low-income students, and students of color

Improving residential options for international students and other students with unique housing needs

Expanding the reach of the University's co-curricular opportunities to include students of all socioeconomic backgrounds

Focus: The Teaching and Learning Environment

Focus: The Teaching and Learning Environment

Advancing the holistic development of students and emphasizing the value of a liberal arts education

Optimizing teaching and learning environments, spaces and structures

Encouraging interdisciplinarity among academic disciplines and fields

Harnessing technology to support teaching and learning endeavors

Promoting student learning opportunities beyond the classroom

Developing and expanding residential learning opportunities

Strengthening further the support and development of online teaching and learning

Focus: Prudent Stewardship of Resources

Focus: Prudent Stewardship of Resources

Promoting energy conservation and greener operations

Encouraging paperless and streamlined workflow processes

Planning for new opportunities during the summer months

Utilizing the full power of existing technologies and integrating systems

Establishing alternative revenue sources through private philanthropy and corporate partnerships

Leveraging the shared resources and abilities of the Connect Partnership institutions

Focus: Engaging the Broader Community

Focus: Engaging the Broader Community

Connecting Southeastern Massachusetts and the Commonwealth to new opportunities for knowledge-sharing, global culture, economic development, etc.

Expanding the reach of the University's technological resources to benefit the region and state

Promoting international partnerships with non-English speaking countries and nations of rising geopolitical importance

Extending the scope and reach of University operations to Greater Attleboro, New Bedford and Cape Cod

Striving to understand the region better and marshal the University's strengths accordingly

Focus: Investing in Our People

Focus: Investing in Our People

Expanding and focusing professional development opportunities to strengthen the University's human capital

Optimizing deployment of existing staff across the whole of the University

Promoting student leadership in all its forms

Action Items

Action Items

Completed Actions

The University has completed more than 30 action item since the strategic plan was approved by the Board of Trustees in December 2009.

Metrics Dashboard

Metrics Dashboard

Student-Faculty Interactions
Student-Faculty Ratio
Students Mentored by Individual Faculty
Welcoming Environment Scale
Students
Faculty and Librarians
Staff
% Students Enrolled Full-Time
All Students
Undergraduate Students
Graduate Students
Freshmen-Sophomore Retention Rates
All Students
Students of Color
Low-Income Students
First-Generation Students
Six-Year Graduation Rates
All Students
Students of Color
Low-Income Students
Residential Status
% FT Undergraduates in Residence
# Undergraduates in Residential Learning Communities
Quality of Student-Faculty Engagement
# of Participants in Faculty Development: Teaching and Learning Relationships
NSSE Student-Faculty Interactions Scale (Fr-Sr Delta)
NSSE Enriching Educational Experiences Scale (Fr-Sr Delta)
NSSE Active and Collaborative Learning Scale (Fr-Sr Delta)
CCS Culturally and Socially Diverse Relationships Scale
Students
Faculty and Librarians
Staff
Six-Year Completion Rates
Overall
Students of Color
Low-Income Students
Student Leadership
In Intensive Co-Curricular Activities
In Leadership Development Programs
In Interships (All)
In Internships (Credit)
In Internships (Non-Credit)
GSS Readiness for Leadership Scale
Faculty, Librarian and Staff Leadership
In Leadership Development Programs
Alumni Leadership
AS Leadership Scale
Faculty
Full-Time Faculty
Tenured, Full-Time Faculty
New Full-Time, Tenure-Track Faculty Hires
Teacher Preparation
Admitted to Licensure Programs in High-Demand Fields
Completing Licensure Programs in High-Demand Fields
Graduates
Degrees Awarded
Intent to Live in Region Scale
Intent to Work in Region Scale
Regional Indicators
RSS Value of BSU to the Region Scale
$ Value of Community Service to Region
Overall $ Value of BSU to Region
Student Diversity
% Students of Color
% International Students
Faculty/Librarian Diversity
% Faculty/Librarians of Color
% Faculty/Librarians Female
Staff Diversity
% Staff of Color
% Staff Female
Faculty Development
Participants in Faculty Development: Diversity
International Engagements
# Students Participating in Study Abroad Programs
# Students Participating in Service Abroad Programs
# International Partnership Agreements
International Exchanges
Incoming Exchange Students
Outgoing Exchange Students
Incoming Exchange Faculty
Outgoing Exchange Faculty
Incoming Exchange Administrators
Outgoing Exchange Administrators
Diverse Curriculum and Co-Curriculum
# Global Culture/Multiculturalism Courses in Core
# Students in Global/Cultural/Multiculturalism Course in Core
CCS Diverse Curriculum Scale: Students
CCS Diverse Co-Curriculum Scale: Students
CCS Inclusive Delivery Scale: Students
CCS Inclusive Delivery Scale: Faculty/Librarians
CCS Inclusive Delivery Scale: Staff
AS Culturally and Socially Diverse Curriculum and Co-Curriculum Scale: Alumni
Freshmen-Sophomore Retention Rates
Students of Color
Low-Income Students
First-Generation Students
Six-Year Graduation Rates
Students of Color
Low-Income Students
Community Service and Service Learning
# Participants in Community Service (Students, Faculty, Staff)
# Students Participating in Service Learning
Sustainability
# Faculty Participants in Faculty Development: Sustainability
# Participants in Sustainability and Climate Action Events
Carbon Emissions
Student Commuters
Faculty/Staff Commuters
Institutional
Social Justice
CCS Social Justice Scale: Students
CCS Social Justice Scale: Faculty/Librarians
CCS Social Justice Scale: Staff
AS Social Justice Scale: Alumni
Six-Year Completion Rates
Students of Color
Low-Income Students