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Strategic Planning

Massasoit Community College 2015-2017 Strategic Plan

The 2015-17 Massasoit Community College Strategic Plan marks the sixth strategic planning cycle at the College (1995-98, 1999-2002, 2003-2006, 2007-2010, 2011-14, 2015-17). It extends and refines the 2011-14 Strategic Plan to reflect the progress made over the plan’s three-year period. The College opted not to embark on an entirely new strategic plan at this time, as the 2011-14 Plan’s conclusion coincided with the start of the institution’s New England Association of Schools and Colleges’ (NEASC) self-study review process. This approach provides the College guidance for advancing its ongoing strategic priorities over the next two years and enables the College to consider the NEASC visiting team’s feedback as it launches the process to craft its 2017-20 strategic plan.

Historically, the planning process has consisted of a series of institutional measures, such as convocations, All-College meetings, and Cabinet discussions, to identify and articulate strategic goals. A College-wide process at the end of each year marks progress and confirms direction for remaining years, and culminates in an end-of-year report and a final end-of-plan review evaluating the plan’s overall success and challenges. The process leading to this current plan began in January 2014 as part of a Cabinet retreat, and continued throughout that year with additional focused retreats in January, July, and August, leading to the decision to extend and refine the 2011-14 Strategic Plan to guide efforts over the next two years. The process was also informed by new statewide planning efforts led by the Massachusetts Department of Higher Education (DHE), which was tasked with oversight of statewide higher education strategic planning by the Legislature in 2012. 

Massasoit’s original strategic planning model was designed with a theme-based approach through which the institution identified a series of broad goals and objectives and generated volunteer, all-College task force committees to work toward achieving them. Project Managers, usually members of the President’s Cabinet, have been responsible for advancing the goals and reporting each year’s progress to the College community. This model served the College well for many years, but with the advent of DHE requirements and the inauguration of statewide performance-based funding, the institution will need to continually evaluate its planning process; for example, it is likely that a new budgeting mechanism will need to be incorporated into the next planning cycle.