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