MASSACHUSETTS MARITIME ACADEMY

COMMITTEE DAY 26 August 2016 0800 Hours Bay State Conference Center

BOARD OF TRUSTEES 16 September 2016 0900 Hours Bay State Conference Center

Board of Trustees

17 August 2016

Dear Trustee: Enclosed are the 26 August 2016 quarterly Committee Day materials. Note, there ae new committee assignments. Please review materials in detail ensuring that all topics you wish covered are included. The meetings will be held in the Bay State Conference Center beginning at 0800. Once again the Academy is busy with the upcoming semester commencing 07 September 2016. Please note the following upcoming events:  

 

The Freshmen Orientation Mini Cruise will be 30 August to 01 September 2016 aboard T. S. Kennedy. Academic Orientation will be 06 September 2016 beginning at 0800 in Admirals’ Hall. This is an informative corroboration of meetings throughout the day for cadets, faculty, and staff. Trustees who are available to partake will be well informed on the academics and life skills the Academy teaches. Homecoming weekend will be 16 – 18 September 2016. The President’s Scholarship Gala is scheduled for Saturday, 22 October 2016, at 1800 in the Pande Dining Hall.

Once again I thank all of you for your continued stewardship as members of the MMA Board of Trustees. Respectfully,

Wayne E. Mattson Chairman, MMA Board of Trustees crr

MASSACHUSETTS MARITIME ACADEMY COMMITTEE DAY BAY STATE CONFERENCE CENTER 26 AUGUST 2016 0800 1. Committee Day Schedule 2. Board Committee Structure 3. BOT Matrix - Matrix of Board Actions/Information 4. Education Committee I. Draft Committee Minutes – 20 May 2016 II. Education & Technology/Library Report III. Exit Survey

0800

A. Jearld (Chair)

5. Audit & Governance 0845 M. Duggan (Chair) I. Draft Committee Minutes – 20 May 2016 26 February 2016 II. Motion: Audit & Governance-FY17-01 To consider approving and accepting the 5-Year Strategic Plan and Strategic Goals And Objectives for AY2016/2017. III. Quarterly Audit Report IV. BOT Self-Assessment V. Trustee Code of Conduct VI. President’s Succession Plan 6. Facilities & Finance Committee 0930 F. Penn (Chair) I. Draft Committee Minutes – 20 May 2016 26 February 2016 20 November 2015 II. Motion: Facilities & Finance-FY17-01 To consider approving up to Eight Hundred Thousand Dollars ($800,000) from the Academy’s Reserve account to acquire and relocate a static full size water tube boiler. This motion rescinds motion FY12-05 which was previously approved in June 2012. III. Facilities & Finance Report 7. Marine Operations Committee 1015 I. Draft Committee Minutes – 20 May 2016 26 February 2016 20 November 2015 II. Marine Operations Report 8. Student Life Committee I. Draft Committee Minutes – 20 May 2016 II. Student Life Report

1100

F. Penn (Chair)

A. Jearld (Chair)

1   

Massachusetts Maritime Academy Committee Day Schedule Bay State Conference Center 26 August 2016

0800… Education Committee 0845… Audit & Governance Committee 0930… Facilities & Finance Committee 1015… Marine Operations Committee 1100… Student Life Committee

MASSACHUSETTS MARITIME ACADEMY BOARD OF TRUSTEES BOARD COMMITTEE STRUCTURE ACADEMIC YEAR 2016-2017 Wayne E. Mattson– Chairman CAPT Galen B. Locke Jr. – Vice Chairman STANDING COMMITTEES AUDIT & GOVERNANCE  Duggan (Chair)  Shores (Vice Chair)  Penn

  

MARINE OPERATIONS Penn (Chair) Chalas (Vice Chair) Turkington

NOMINATIONS 

Duggan (Chair)

    

EDUCATION   

Jearld (Chair) Turkington (Vice Chair) Rand

FACILITIES & FINANCE  Penn (Chair)  Shores (Vice Chair)  Duggan

STUDENT LIFE  Jearld (Chair)  Chalas(Vice Chair)  Rand

AD HOC/SPECIAL COMMITTEES PRESIDENT’S COMPENSATION PERFORMANCE REVIEW  Mattson (Chair)  Locke (Chair)  Mattson  Duggan  Chalas

BY LAWS (As needed)

MMA BOT Chair and Vice Chair serves Ex-Officio on all Standing and Ad Hoc/Special Committees with vote, and counts towards a quorum. MMA President RADM McDonald serves Ex-Officio on all Standing and Ad Hoc/Special Committees without vote, and does not count towards a quorum. All Ad Hoc/Special Committees are formed by the BOT Chair and in accordance with BOT By Laws. Compensation Committee reports directly to the full BOT. Nominations, By Laws, and President's Performance Review, report to the full BOT through the Audit and Governance Standing Committee.

08/18/16 

 

 

 

 

 

 

 

 

 

                  

08/18/16 

Revised 11/04/14

MASSACHUSETTS MARITIME ACADEMY RECURRING ITEMS FOR BOARD OF TRUSTEES MEETINGS Discussion  Information Committee Motion

March •  Appoint/Committee for Nomination of Officers (CH) •  Chair appoints committee for President's Evaluation (CH) •  Contracts in excess of $300K (F& Board) •  Current Budget Status, Revenue, Trust (FF) •  Update enterprise accounts (FF) •  Executive Personnel Appointments/Terminations (AG) •  Recommended Student Fees (FF) •  Personnel Actions (FF) •  Funding Request to Foundation (FF) •  Honorary Degree Recipients Announced(E) •  Faculty Tenure/Termination (E) •  Faculty Sabbaticals ‐ Fall (E) •  Faculty promotions (E)

(AG)     Audit and Governance (C)        Compensation (CH)     Chair (E)        Education (FF)      Facilties and Finance (MO)   Marine Operations (SL)     Student Life

X X X X X X X X X X X X X

X X X X X X X X X X X X

Board X X X

X X X X

Executive  Session

Revised 11/04/14

MASSACHUSETTS MARITIME ACADEMY RECURRING ITEMS FOR BOARD OF TRUSTEES MEETINGS Discussion  Information Committee Motion

June •  Election of Trustee Officers (AG) •  Establish Committee and Board Dates (AG) •  Investment Policy Approval (FF) •  Contracts in excess of $300K (FF) •  Current Budget Status, Revenue, Trust (FF) •  Update enterprise acounts (FF) •  Executive Personnel Appointments /Terminations (AG) •  Personnel Actions (FF) •  SGA Budget for Upcoming FY (SL&FF) •  Capital Budget for FY (FF) •  Academy/Budget for Upcoming FY (FF) •  Approval new faculty hires for Fall (E) •  Faculty Tenure/Termination (E) •  Enterprise Sea Term Activations (MO)

(AG)     Audit and Governance (C)        Compensation (CH)     Chair (E)        Education (FF)      Facilties and Finance (MO)   Marine Operations (SL)     Student Life

X X X X X X X X X X X X X X

X X X X X X X X X X X X X

Board X X X X

X X X

Executive  Session

Revised 11/04/14

MASSACHUSETTS MARITIME ACADEMY RECURRING ITEMS FOR BOARD OF TRUSTEES MEETINGS Discussion  Information Committee Motion

September •  Acceptance of the Annual Report (All Divisions) •  Acceptance of the Five Year Stategic Plan (All Divisions) •  Annual Trustee Code of Conduct (AG) •  Annual Schedule of Trustee Meetings (AG) •  Trustee Committee Assignments (AG) •  Personnel Actions (FF) •  Current Budget Status, Revenue, Trust (FF) •  Update enterprise accounts (FF) •  Contracts in excess of $300K (FF) •  Executive Personnel Appointments/Terminations (AG) •  Approval full time new faculty hires for Spring (E) •  Request for Honorary Degree Nominees (E) •  Faculty Tenure/Termination (E) Approve Sea Term Itineary (MO)   Year‐end Report/Graduating Class Exit Survey (E)   Review Possible Trustee Appointments (AG)   Acceptance of President's Performance Review (AG)   BOT Self‐Assessment (AG)

(AG)     Audit and Governance (C)        Compensation (CH)     Chair (E)        Education (FF)      Facilties and Finance (MO)   Marine Operations (SL)     Student Life

X X

X X X X X X X

X X X X X X X X X X

X X X X X X X X X X X X X

Board X X X X X

X

X X X X X

Executive  Session

Revised 11/04/14

MASSACHUSETTS MARITIME ACADEMY RECURRING ITEMS FOR BOARD OF TRUSTEES MEETINGS Discussion  Information Committee Motion

December •  Annual Harassment Policy (AG) •  Contracts in excess of $300K (FF) •  Current Budget Status, Revenue, Trust (FF) •  Update enterprise accounts (FF) •  Executive Personnel Appointments/Terminations (AG) •  Personnel Actions (FF) •  Approval full time new faculty hires for Spring (E) •  Faculty Sabbaticals (E) •  Honorary Degree Recipients (E&Board) •  Faculty Tenure/Termination (E) •  Auditors' Report ‐ Audited Financials (AG)

(AG)     Audit and Governance (C)        Compensation (CH)     Chair (E)        Education (FF)      Facilties and Finance (MO)   Marine Operations (SL)     Student Life

X X X X X X X X X X X

X X X X X X X X X

Board X X

X X X

Executive  Session

MASSACHUSETTS MARITIME ACADEMY BOARD OF TRUSTEES Education Committee 26 August 2016 Trustee Ambrose Jearld, Chair Trustee Eric Turkington, Vice Chair Trustee Joshua Rand, Member AGENDA I. II.

CALL TO ORDER AND OPENING COMMENTS – Committee Chair PREVIOUS MEETING MINUTES – 20 May 2016

III.

ACTION REQUIRED/MOTIONS TO BE CONSIDERED – Committee Chair

IV.

STAFF LIAISON SUMMARY REPORT a. Vice President for Academic Affairs b. Vice President for Technology Services

V.

STRATEGIC INFORMATION REPORTS a. Accreditation Status *  ABET  NEASC  IACBE b. State Oversight  Special Mission Status  BHE/DHE  Vision Project c. Regulatory Updates Affecting Education *  USCG  IMO  STCW  Federal Legislative  State Legislative  Other d. Registration Report  Status Within Each  IPEDS Report* e. New Academic Policies (i.e., Rule of One) f. DGCE Report*  Masters Programs  CMPT  Credit Courses (winter/summer)  Non-credit Courses

*Provide data/and or report

g. Exchange Programs* h. Honorary Degree Candidates i. Office of Career Services Employment and Placement Report*  Co-ops/Internships  Commercial Shipping  Job Fairs  Placement Statistics j. Academic Resource Center*  Tutorial  Remediation  Collected Data k. New Educational Initiatives (Majors/Minors) l. Faculty – Vacancies/Hiring/Tenure/Sabbaticals m. Information Technology  Issues  Improvements  Expenditures  Hardware Upgrades  Software Upgrades  Security  Downtime Report  Service Response Time VI.

OLD BUSINESS – (TBD by the Committee Chair, Vice Chair, President)

VII.

NEW BUSINESS - (TBD by the Committee Chair, Vice Chair, President)

VIII. IX.

OTHER BUSINESS ADJOURNMENT

*Provide data/and or report

Massachusetts Maritime Academy Board of Trustees Education Committee Bay State Conference Center 20 May 2016 MEMBERS PRESENT: Trustee Kelly (Vice-Chair), Trustee Frost, Trustee Mattson (Ex-Officio) OTHER TRUSTEES PRESENT: Trustee Chalas (remotely), Trustee Locke (remotely), Trustee Penn, and Trustee Shores NON-VOTING MEMBERS PRESENT: none CALL TO ORDER AND OPENING COMMENTS Trustee Jerald called the Education Committee meeting to order at 8:03 a.m. Quorum met. PREVIOUS MEETING MINUTES The motion to approve the minutes of the 26 February meeting was deferred to the next Education Committee meeting. ACTION REQUIRED/MOTIONS TO BE CONSIDERED None STAFF LIAISON SUMMARY REPORT – Presented by Captain Brad Lima, Dean and Vice President of Academic Affairs. Captain Lima began with the results of the USCG License Exams given earlier in the week. Marine Engineers passed 636 of the 640 modules for a 99.37% module pass rate. This was the first year Marine Engineers had to pass 8 modules and 96% of the cadets went 8 for 8. The high success this year may be attributed to the three person approach to teaching License Seminar. Each of the three faculty member taught their area of expertise rather than one faculty member covering all topics. The Marine Transportation cadets passed 395 or 406 test modules for a 97.3% module pass rate. 88% of the cadets went 7 for 7. The MMA exam results are not even closely matched by any other academy. Maine has a 50% to 60% pass rate. Great Lakes has requested that Coast Guard return to their campus to administer the retest. STRATEGIC INFORMATION REPORTS a. Accreditation Status  ABET – The ABET audit has been changed to 11-13 September 2016.  NEASC – none  IACBE – no update. b. State Oversight  Special Mission Status – A draft of our 2016 submission was sent to BHE in January for comment. They asked for additional information regarding the correlation of student growth, revenue and infrastructure. That information has been added and it is in the final stages of editing. The final report will be submitted soon. This is the precursor to next year’s full renewal.  BHE/DHE i. PARCC – no update ii. AMCOA – no update iii. Co-operative Education – no update c. Vision Project – no update d. Regulatory Updates  USCG –Our CG audit dates have changed. It will now take place 31 October – 2 November.

    

IMO – no update STCW – no update Federal Legislation – no update Commonwealth Legislation – no update We have requested $350,000 from MARAD to help offset the cost of the static boiler located in Newport, RI.

e. Enrollment Report – no update. f.

New Academic Policies  Due to the decrease of summer commercial shipping billets, Rules of the Road will be removed as a Sea Term II prerequisite.

g. Division of Graduate and Continuing Education  Graduate Enrollment – Next year’s cohorts are 50% full.  CMPT – The state of the offshore shipping industry has resulted in a decrease in enrollment of the Manned Models program.  Continuing Education (credit bearing) – no update h. Exchange Programs – no update. i.

Honorary Degree Candidates – no update

j.

Career Services – no update

k. Academic Resource Center  Tutorial – no update  Remediation – no update  Collected Data – no update l.

New Educational Initiatives  The pipeline to Massachusetts DOE Preliminary Licensure is progressing and will be in place this fall.  Emergency Management will become a standalone department on 1 July. The remaining EPSEM department will revert back to the original name, Marine Safety and Environmental protection (MSEP).  We are still investigating grant opportunities through USCG and MEMA to offset the cost of a new Emergency Management Simulator.  Faculty – A new EN faculty member has been hired for the start of the fall semester. He is a former FBI agent with 20 years of adjunct teaching experience.

m. Information Technology - presented by Ann Marie Fallon  Follow-me printing is up and running.  The first round of Security Awareness Training is complete.  A new password policy has been adopted.  A student mobile app from Ellucian was released which includes the ability to view class schedules, access grades, and register for classes.  Steve Kraft is a great addition to the Simulator Department  The 125th Anniversary timeline has been installed in ABS and will be unveiled immediately following Change of Command. OLD BUSINESS None

NEW BUSINESS None OTHER BUSINESS None ADJOURNMENT The Staff Liaison Summary report was concluded and a motion was made by Trustee Frost to adjourn. The motion was seconded and the motion passed by unanimous vote. The meeting was adjourned at 8:29 am. Respectfully submitted, Sue Cornet Staff Assistant, Academic Affairs

Education Committee   

 

 

 

 

 August 2016 Committee Day Report  

V. STRATEGIC INFORMATION REPORTS  * ABET ‐ Dr. Matt Frain is the lead faculty member guiding the application process for the Energy  Systems Engineering program. The 225 page departmental self‐study was submitted to ABET in October  2015. The ABET audit dates have been established as 11, 12 & 13 September 2016.  A satisfactory review  will result in retroactive ABET accreditation for the Class of 2016.  * NEASC –Five year report was submitted in January 2016. We received a positive review with five areas  that NEASC would like the academy to focus on in preparation for the next campus wide self‐study and  2021 NEASC site visit. These areas are:  1) 

Assuring sufficient student housing to accommodate planned growth in enrollment 

2) 

Achieving its goals for the diversity of its student body 

3) 

Aligning institutional and program goals for student learning and implementing assessment  across all academic programs 

4) 

Assessing the impact of the decision to provide an at‐sea experience for only half the freshman  class 

5) 

Replacing the TS Kennedy 

* IACBE – The IMB undergraduate program has received full accreditation for a period of seven years. An  annual report is required by the department to ensure benchmarks are being met. Dr. Paul Szwed and  Dr. Shu Tian are responsible for the submission of the annual report.  Dr. Paul Szwed has assumed the role of department chair for IMB.  * Special Mission –The academy has been approved for a one year extension on the renewal of our  Special Mission designation. We are required to submit our annual report in the spring of 2016 and will  request renewal of our Special Mission designation in the spring of 2017.  A meeting occurred with Deputy DHE Commissioner Pat Marshall in late July. The purpose of this  meeting was to specify what information is required as part of the Special Mission renewal request. The  outcome of the discussion with Deputy Commissioner Marshall is that perhaps these two documents  (special Mission annual report & Strategic Plan) can be combined as one. A recommendation was made  by Deputy Commissioner Marshall that we ask for another year extension for Special Mission renewal  while details are worked out as to how to proceed. DHE has formally asked for five year strategic plans  which we provide annually.  * BHE/DHE –The Department of Higher Education recently approved our Marine Transportation major  as a STEM field course. This is important since future performance based funding from the state will  recognize students enrolled in a STEM program.  During the July meeting with Deputy Commissioner Marshall we also discussed our intention to obtain  approval for a third MS degree. The approval process for DHE on new degrees has changed in that it has  become more difficult to obtain approval for new degrees. A principal concept of “drop one to add one”  may seem practical for institutions who have declining enrollment, but we are increasing our enrollment 

and MS degrees are self‐sustaining run through DGCE. Our time line for seeking approval next spring to  recruit a fall 2017 cohort has little room for a DHE delay.  * Vision Project – Commissioner Santiago has not emphasized the importance of adhering to the Vision  Project established by Commissioner Freeland. Commissioner Santiago has emphasized Civic  Engagement as an area for concern.  * USCG –New USCG policies prohibit the cadets from testing until all sea service is completed. We have  asked the USCG to identify four exam dates for our license track students.  * A recent request was forwarded to the Maritime Administration asking for funding support ($350,000)  for a static boiler located in Newport R.I.  Follow‐up to this request indicated the academy would receive  $200,000 once the MOU was signed by the academy and MARAD.  * FY 17 Federal government budget allocated $6,000,000 to continue design work on a new training  ship. Being an election year, the challenge of moving and asking for new ship construction funding is a  very heavy lift. Kennedy is now 46 years old and Empire State is 54 years old. 2019 is the scheduled date  for machinery and hull on Empire State.   Kennedy is being used to support berthing needs for the fall semester (52). It is anticipated that  Kennedy will not be here for the spring semester.  MARAD is considering our request to have a ship  alongside for watch standing and maintenance purposes but not for berthing.  * STCW –The USCG/MARAD Audit dates are tentatively scheduled for 1, 2, & 3 November. Three MMA  staff, CDR Huhnke, CDR Dalton and CDR Haynes recently attended the Kings Point audit. Of particular  concern is the level of record keeping for watch standing during the academic year and sea service  accrued on the training ship and commercial ships. The fact that we would previously document all time  no longer satisfies audit demands and files must be maintained validating the sea service.  d. Registration Report – as of 20 August 2016  Headcount by year and major. Twenty‐three dual majors counted in only one major. 

   

 

2016 

2017 

2018 

2019 

2020 

total 

MT 

12 

105 

83 

74 

95 

369 

ME 

16 

115 

119 

113 

108 

471 

ESE 



16 

15 

14 

21 

67 

FE 



56 

57 

58 

51 

231 

IMB 



38 

47 

48 

72 

212 

EM 



17 

32 

50 

68 

172 

MSEP 



33 

23 

48 

59 

164 

Total 

51 

380 

376 

405 

474 

1,686 

 

 

 

 

 

 

Headcount by year and major with twenty‐three dual majors counted in each declared major.   

2016 

2017 

2018 

2019 

2020 

Total 

MT 

12 

105 

83 

74 

95 

369 

ME 

17 

121 

122 

114 

108 

482 

ESE 



16 

15 

14 

21 

67 

FE 



61 

59 

58 

51 

238 

IMB 



39 

47 

50 

72 

215 

EM 



17 

33 

50 

68 

173 

MSEP 



33 

23 

49 

59 

165 

Total 

52 

392 

382 

409 

474 

1,709 

  FTE Multiplier applied to the headcount with twenty‐three dual majors counted once.   

2016 

2017 

2018 

2019 

2020 

Total 

MT 

12.78 

111.83 

88.40 

78.81 

101.18 

392.99 

ME 

17.04 

122.48 

126.74 

120.35 

115.02 

501.62 

ESE 

1.07 

17.04 

15.98 

14.91 

22.37 

71.36 

FE 

9.59 

59.64 

60.71 

61.77 

54.32 

246.02 

IMB 

7.46 

40.47 

50.06 

51.12 

76.68 

225.78 

EM 

5.33 

18.11 

34.08 

53.25 

72.42 

183.18 

MSEP 

1.07 

35.15 

24.50 

51.12 

62.84 

174.66 

Total 

54.32 

404.70 

400.44 

431.33 

504.81 

1,795.59 

  (1) Under the Rule of One which allows a person to participate in graduation, a student notify the  administration as to how/when the course is to be completed and if taken here, pay for the course  before graduation. The tightening of this policy is to reduce those students who participate in  graduation and do not complete their degree. A recent analysis indicated that 2‐3students each year are  allowed to participate in graduation under the rule‐of‐ one policy but never complete their degree  requirements.  (2) Retention of freshman to sophomore year is 85‐90 percent. Our review of making progress towards  degree completion impacts sophomores the most. In order to increase our four year graduation rates a  policy is being considered that should a student fail to satisfy junior class standing at the start of their 

fifth semester, the student will be set back academically and regimentally. This policy will require much  discussion where implementation and policing of this.  (3) New in fall 2015, must pass Calculus II to enroll in Mechanics  * CENTER FOR MARITIME AND PROFESSIONAL TRAINING: WORKFORCE DEVELOPMENT INITIATIVES:  CMPT is currently working with the Self Reliance Corporation to develop a Basic Safety Training course  for workers in the Offshore Wind Industry. Self‐Reliance Corporation is preparing a grant application for  the Mass Clean Energy Center (CEC) to develop this training program based on the Global Wind  Organization (GWO) standards. If successful, MMA would be the first and only institution in the US to  offer all five modules of this training.  National Fish and Wildlife Foundation Grant: CMPT has applied for a grant from the NFWF to develop an  “Oil Pollution Prevention for Mariners” course. This course is intended to cover Domestic and  International pollution regulations, proper use of Oily Water Separators and proper record keeping of  the Oil Record Book.  Entergy: In response to the announced closure of the Pilgrim Nuclear Power Plant in 2019, CMPT has  been working with Entergy to provide preparatory courses for employees wishing to obtain their  Massachusetts Stationary Engineering License. This course is offered at Entergy’s facility and has been  well attended to date.  Manned Models: We have seen a downturn in registrations for this course due to the state of the  Offshore Industry and customer resources being re‐directed toward STCW gap closing classes. We  anticipate around 35‐40 students for the year. However, on a positive note, we are currently in  discussion with Pilot groups from Rio de Janeiro and Trinidad and Tobago to have their Pilots attend  customized training at CMPT. We have also added several highly qualified Pilots (all MMA Alumni) to our  pool of instructors.  STCW Gap‐Closing Courses: CMPT has capitalized on the regulatory requirement for all upper level  licenses to receive STCW Gap closing courses in Leadership and Management, Engine Room Resource  Management (ERM) and Management of Electrical and Electronic Control Equipment (MEECE). We have  entered into a revenue sharing agreement with the Calhoun‐MEBA Engineering School to provide the  above courses at MMA. These courses are running at full occupancy (24) and often have waiting lists.  Noble Initiative: CMPT has been working with Noble Drilling to develop a course for their employees  covering MARPOL regulations, proper completion of the Oil Record Book and Oily Water Separator  Equipment. CMPT has acquired a working OWS training unit from Compass Water systems and received  a donated static unit from  Firearms: CMPT continues to offer regular classes in Basic Home Firearms Safety. These classes are well  attended and often completely full.  BST for SSA: CMPT was tasked with running 3 STCW Basic Training courses for the Steamship Authority  in March and April. Classes were nearly full with about 20 students each. We are also looking into a  Basic Safety refresher course. 

Additional USCG Approved Classes: CMPT continues to run regular courses in Radar Recertification, 100  Ton Master, ECDIS, Vessel/ Company/ Facility Security Officer and Fast Rescue Boat  FM Global: FM Global will be returning for their annual week of training in the Engineering Labs and  aboard the KENNEDY. They have also added a smaller, one day session to this year and next year.  Diesel Engine and OWS: The USCG will be attending Diesel Engine and OWS training in August 2016  utilizing the Diesel Engineering labs as well as the OWS equipment acquired for the Noble training  course.  * CONTINUING EDUCATION: Continuing Education offered 22 courses during the summer session 2016.  Resulting in 321 registrations with a net profit of $220,284.  * GRADUATE PROGRAMS: The Graduate Programs at Massachusetts Maritime Academy for fall 2016  cohorts with the EM oversubscribed (27 registered with 30 projected) and the FM undersubscribed (17  registered with 20 projected) as of this date (with two months until the start of classes).  h. Honorary Degree Candidates  We are currently seeking nominations for 2017.  Please review the draft policy for candidate  consideration and selection.  I. Office of Career Services Employment and Placement Report  Career Service provided 128 winter and 73 summer commercial shipping billets  Career Services provided 177 winter and 175 summer shore‐side co‐op billets  j. Academic Resource Center  * Based on the recommendation of retention consultant Teresa Farnham, two part‐time Academic  Advisors were hired to staff the Academic Advising Center.  One of the advisors recently left to a full‐ time position at Cape Cod community College and we are looking to back fill this part‐time position.  * Academic performers ‐Each semester we track the students who go before the academic review board  and compare these numbers against those who make academic honors. The spring semester had 50  cadets go before the academic review board while 151 students made Dean’s list (3.3) and 172 made  President’s list (3.6).   k. New Educational Initiatives  * New Academic/Engineering building is waiting for funding support from the state. This new building is  key to future growth of the undergraduate programs.  * On‐line course ‐ Approval was obtained through the governance process to convert approved  conventional courses into an on‐line delivered course. A tactical measure for this academic year is to  identify the necessary resources in order to offer 12 course annually through an on‐line delivery  concept.  * A pilot initiative was established in the fall of 2015 to allow MMA cadets to take streamed classes from  Fitchburg State. In fall of 2016 MMA will reciprocate by streaming Chinese to Fitchburg. 

*The Environmental Protection, Safety and Emergency Management Department housed both the MSEP  and EM majors. Effective 1 July, the department has been split. CAPT Tom Lennon is the chair of EM and  Professor Frank Veale is the chair of MSEP.  * New minors ‐ EM is has established a Homeland Security minor. Professor George Cadwalader is the  coordinator for the minor.  * New concentration ‐ A four course sequence which results in readiness for Massachusetts Secondary  Education Teacher Certification. The concentration is housed in MSEP and Dr. Heather Burton is the  coordinator.  * Fire Fighter 1&2 certification has been achieved with cooperation from the Town of Bourne and  Barnstable County Fire fighting Academy.  * EM Simulator is a costly acquisition of approximately $1.2 million. No grant funding has been secured  in support of this acquisition.   * IT has retained L‐3 Software Company to upgrade the marine engineering software.  * Acquisition of the cut‐a‐ way boiler in Newport, RI is being considered with an emphasis on cost to  deliver the boiler to the academy.   * A Civic Learning rubric was created for MMA courses and has received governance approval.  * Experiential Learning will be expanded this year to Costa Rica for ESE and FE students  l. Faculty (and other Academic Affairs Personnel)  * Many tenure track searches are underway. Science & Mathematics has three backfill positions, one  Physics and two Math. Engineering has one PhD backfill position. Social Science has one new position  open. More searches are anticipated should the retirement incentive occur. This incentive applies to  those who meet retirement eligibility and is strictly a cash incentive with no years on service or age.  The  faculty would yield the greatest savings from this initiative.  * One EM faculty has been hired: Dr. Ed Valla, Ph.D. Political Science University of CT. Retiring FBI  terrorism intelligence analyst  * Three humanities faculty have been hired: Dr. Michelle Barnes, Dr. Allison Parker, Dr. Anton Smith  * One engineering faculty has been hired, Chief Engineer Laura Wilcox  * One Marine Transportation Laboratory Technician offer will be made later this week.  Submitted by Captain Brad Lima     

Technology and Library Services May 2016 - July 2016

Infrastructure Technology 

The current virtual desktop infrastructure (VDI) has reached end-of-life. Design work was done with vendors to identify the components needed to build a new virtual desktop infrastructure which will support more endpoints on campus. A final design was created and the required hardware and software was purchased. This new VDI environment will be built and configured in the coming months.



Work continued on the Harrington Data Center improvement project. One of the 4 new server racks was installed in the Data Center. The migration of servers to this new rack will take place during the 2016 fall term.



Security Strategy: o A Security Information and Event Management (SIEM) tool was purchased, installed and configured. This tool will aggregate security logs from multiple sources on the network into one view and create alerts for any issues found. The sources being monitored with this tool include the firewall devices, Sophos anti-malware tool, and Active Directory (authentication tool), among others. o A new vulnerability scanning tool, called Nessus, was installed and run on the internal network. This tool will continually identify security vulnerabilities on servers and rank them in severity. Remediation of the recently identified vulnerabilities is underway. o As part of an upcoming data classification project, a tool, called Sensitive Data Manager, was purchased. This tool will be used to search the MMA network for data, such as social security numbers, credit card numbers and health information. Once this data has been located, protection and destruction strategies can be deployed.

Enterprise Systems 

As part of the new “Move to Student” process, emails were sent to all deposited students in the Class of 2020. The emails contained information regarding their user accounts, email accounts and other required tasks which needed to be completed prior to Freshman Orientation.



The MMA Help Desk presented to the incoming students at the Welcome Aboard days in May. They reviewed how to setup email accounts, getting help from the MMA Help Desk, accessing the payment portal, using MMA ID cards, and a number of other topics.

1   



A student parking permit request system was created and deployed on the Academy website. Class year and commuter status is used to determine what parking location a student is able to register for. This process also allows students to pay for their parking permit with a credit card.



To comply with federal reporting standards, standards were created for collecting student gender and first-time student data during the application process.

Instructional and Media Technology 

The Academy’s 2016 graduation ceremony was live streamed to the Academy’s website for remote viewing. The video was also available for viewing and downloading from the website after the event concluded.



Four classrooms in the Harrington building were upgraded from a standard classroom configuration to a smart classroom. This involved the installation of an instructor podium, a PC, a laser projector, an interactive whiteboard and a document camera. This brings the percentage of smart classrooms on campus to 48%.



A trainer from Transas was on campus in July to provide training to the simulator’s technical support staff. The training provided some invaluable information regarding the operation of the Transas simulators. This information will be conveyed to the simulation instructors during the 2016 fall term.



Transas completed work on three simulators in July; the Full-Mission Bridge Simulator, the Tug simulator and the Electronic Navigation Lab. Work included hardware upgrades, software upgrades and the delivery of new ship models. The projectors in the Full-Mission Bridge Simulator were realigned to further improve the video quality.

Library Services 

The historical timeline for the Academy’s 125th birthday celebration was completed and installed on the first floor of the ABS. It was officially unveiled after the May 25th Change of Command ceremony.



Hundreds of books that were previously donated to the Library, were processed into the collection during this period.

2   

SANS Top 20 Security Controls

INITIAL ASSESSMENT - 2014 Non-existent

Initial

Repeatable

Defined

YEAR ONE - 2015 Managed

Optimized

Non-existent

Initial

Repeatable

Defined

Managed

Optimized

Inventory of Authorized and Unauthorized Devices Inventory of Authorized and Unauthorized Software Secure Configurations for Hardware and Software Continuous Vulnerability Assessment and Remediation Malware Defenses Application Software Security Wireless Access Control

Data Recovery Capability Security Skills Assessment and Training Secure Configurations for Network Devices Limitation and Control of Ports, Protocols, and Services Controlled Use of Administrative Privileges Boundary Defense Maintenance, Monitoring, and Analysis of Audit Logs Controlled Access Based on the Need to Know Account Monitoring and Control Data Loss Prevention Incident Response Management Secure Network Engineering Penetration Tests and Red Team Exercises

 

Honorary Degree Policy MMA   

Issuing Authority: Office of the President   Responsible Officer: VP of Academic Affairs 

  Objectives of Honorary Doctorate Degree Policy  The predominant objective in awarding honorary doctorate degrees is to provide the Academy  with an opportunity to associate itself and its values with men and women who are outstanding  for their achievements or their potential, and therefore, to inspire students and others to  recognize, respect, and seek to emulate such persons and their accomplishments.  The honorary  doctorate degree allows for a continuing relationship between the Academy and the individual  who now becomes a ‘special friend’ to the Academy for the rest of his or her life. 

  Scope of this Policy   This policy applies to the entire Academy community involved in the nomination or selection of  Candidates for honorary degrees.  

  Policy   A. Criteria     1. The selection of Candidates will seek to reflect the breadth of interests, activities and purpose  of the Academy, and generally fall into one of these two broad categories:    A. Persons whose achievements are closely identified with the academic mission of MMA.   The degree recognizes the contributions of educators, intellectual innovators, theorists,  creators in the Arts and STEM fields –in general, persons with achievements within the  academic world.  By making awards in this category, MMA recommits to its own values  regarding academic achievement.    B. Persons whose achievements are realized in professional life, public service, business,  personal growth or government—in general, persons who have made their contributions  outside the academic world.  By awarding honorary degrees in this category, MMA  recommits to its mantra of Learn. Do. Learn.  Candidates in this category reveal integral  connections with MMA’s connection with the world at large.  Persons chosen in this  category are expected to exhibit the qualities consistent with Academy values.    [NOTE: Regarding candidates with public/political positions: While criticism may exist as  to the awarding of honorary degrees to local office holders, Governors of the  Commonwealth, and state and federal representatives/senators, the practice can be  defended on the grounds that it represents the critical relationship of the Academy and  the State, as well as the Academy’s strategic relationship with the USCG and MARAD at 

Honorary Degree Policy MMA  the Federal level.  Qualities of mind and character, and contributions to society  consistent with the values of the Academy should count for more than political celebrity  or other prominence. In addition, honorary objectives may intersect closely with  fundamental Academy objectives such as increasing opportunities for women and  minorities.]    2. Awarding the honorary doctorate degree at commencement creates the presumption that the  candidates selected are truly exceptional at representing Category I or II above, and have a  special meaning to graduating students and their families, as well as the entire Academy  community, so that all present feel collectively honored by the honorary degree recipients.    3. The number of honorary doctorate degrees awarded typically will range from two to five per  year.  The degree will be offered as either: PhD of Humane Letters or PhD of Public  Administration or PhD of Science    4. Honorary doctorate degrees ordinarily will not be granted to any sitting Academy Trustee or to  any faculty or staff member employed on a full‐time basis at the Academy.     B. Procedures     1. Academy Trustees, faculty, students, staff, and other members of the Academy Community  may recommend potential candidates to the VP of Academic Affairs.    2. The VP of Academic Affairs will perform due diligence on the candidate recommendations it  receives, and advise the Education Committee with respect to prospective candidates it  recommends for consideration for honorary degrees.     3. The Education Committee will make recommendations to the Board of Trustees for the  conferment of honorary doctorate degrees.       4. The Board will consider the recommendations of the Education Committee of the Board in  nominating candidates.  Individual motions are to be forwarded to the Board of Trustees to allow  open discussion on each motion.    5. If necessary, as per BOT bylaw, discussion on honorary degree candidates can occur in  Executive Session.    6. Awarding an honorary degree to candidates approved by the Board is subject to terms of the  offer for the degree (e.g., attending the Commencement ceremony and any associated functions  in person) as established by the President, and/or the President’s designees.  Nominated  candidates who are not awarded an honorary degree will remain eligible to receive an honorary  degree at a later time subject to the requirements of this paragraph.  

MASSACHUSETTS MARITIME ACADEMY BOARD OF TRUSTEES Audit & Governance Committee Trustee Meghan Duggan, Chair Trustee Shores, Vice Chair Trustee Felicia Penn, Member

26 August 2016 AGENDA I.

CALL TO ORDER AND OPENING COMMENTS – Committee Chair

II.

PREVIOUS MEETING MINUTES – 20 May 2016 26 February 2016

III.

ACTION REQUIRED/MOTIONS TO BE CONSIDERED – Committee Chair 1) Audit & Governance FY17-01 To consider approving and accepting the 5-Year Strategic Plan.

IV.

STAFF LIAISON SUMMARY REPORTS President of the Academy

V.

AUDIT STRATEGIC INFORMATION REPORTS  External Audit and Status  External Audit Special Procedures  Presentation and Report by the External Auditors  State or Federal Audits  Internal Audit Plans*, Status and Report by Internal Audit  Accounting or Policy Changes  Internal Controls Update and Compliance  Material Weaknesses or Significant Deficiencies  Reports of Fraud or Misappropriation

VI.

GOVERNANCE  By Laws  Legislative Actions/Amendments Update  Schedule of BOT Meetings  Nominations Special Committee  Presidential Performance Review Special Committee

*Provide data and/or report

     

Compensation Special Committee Inter relationships, MMAAF BOT Self-Assessment-Included in materials BOT Code of Conduct-Included in materials MMA Policy Against Harassment Other

VII.

HUMAN RESOURCES  Contract Status  Grievances  Lawsuits  Legal

VIII.

OLD BUSINESS

IX.

NEW BUSINESS

X.

OTHER BUSINESS

XI.

ADJOURNMENT

*Provide data and/or report

MASSACHUSETTS MARITIME ACADEMY BOARD OF TRUSTEES Audit & Governance Committee Bay State Conference Center, MMA 26 February 2016 Members Present: Trustee Duggan, Committee Chair; Trustee Covel, Committee Vice Chair (remotely); Trustee Mattson (ex-officio) and Trustee Shores. Other Trustees Present: Trustees Frost, Jearld, Penn and Turkington CALL TO ORDER AND OPENING COMMENTS Trustee Duggan called the Audit & Governance meeting to order at 9:13 a.m. PREVIOUS MEETING MINUTES There being no changes to the draft minutes of the 20 November 2015 meeting minutes, Trustee Duggan motioned to approve; seconded and unanimously approved by roll call vote: Trustee Covel (remotely) – Yes Trustee Duggan – Yes Trustee Shores – Yes Trustee Mattson – Yes ACTION REQUIRED/MOTIONS TO BE CONSIDERED At Trustee Duggan’s request the committee reviewed the current and proposed process for approval of electronic wire transactions. Following detailed discussion, the committee indicated that the proposed internal process be modified with the removal of the Comptroller’s authorization, who will only sign in lieu of the VP/Finance, to prevent multiple signatories in the same division. Trustee Mattson motioned to approve, with the change indicated, and present as information to the Board of Trustees: Audit & Governance FY16-04, To approve updating Academy Officers authorized to approve electronic wire transactions; seconded and unanimously approved by roll call vote: Trustee Covel (remotely) – Yes Trustee Duggan – Yes Trustee Shores – Yes Trustee Mattson – Yes STAFF LIAISON SUMMARY REPORTS President McDonald reported that, in response to diversity initiatives recommended by Dr. Cheatham, he has: o Established the Committee for Diversity, Race & Inclusion, co-chaired by Dean/Human Resources Ms. Liz Benway and Director/Athletics Mr. Garin Veris; o Appointed Mr. Veris to Senior Staff; o Met with potential consultants. In response to Trustee Shores’ inquiry as to what role trustees can play in increasing diversity, the President responded that trustees can encourage diverse applicants to apply for admission or employment. AUDIT STRATEGIC INFORMATION REPORTS  External Audit and Status – As scheduled.  External Audit Special Procedures -NA *Provide data and/or report

  

   

Presentation and Report by the External Auditors -NA State or Federal Audits – State audit of all universities, which began about 6 weeks ago, is in process. Internal Audit Plans*, Status and Report by Internal Audit – Ms. Cuthbert reviewed the report included in the notebook. In response to Trustee Covel’s inquiry regarding the status of the recent wire fraud investigation, Ms. Cuthbert replied that wire transfer procedures were tightened up and, because the situation was primarily an email scam, “secure the human” training is planned. Accounting or Policy Changes -NA Internal Controls Update and Compliance-NA Material Weaknesses or Significant Deficiencies -NA Reports of Fraud or Misappropriation-NA

GOVERNANCE  By Laws – Trustee Duggan stated that the By Law committee is convened as needed and should meet soon.  Legislative Actions/Amendments Update – Ongoing purpose-built training ship initiative.  Schedule of BOT Meetings - In notebook.  Nominations Special Committee -NA  Presidential Performance Review Special Committee – President reported that DHE Commissioner Santiago will contact BOT Chair about advancing the performance review schedule to late June rather than fall, and plans to visit campus this spring.  Compensation Special Committee -NA  Inter relationships, MMAAF – President reported that strong relationships continue.  BOT Self-Assessment -NA  BOT Code of Conduct -NA  MMA Policy Against Harassment -NA  Other -NA HUMAN RESOURCES – President provided the following updates: Contract Status – All current.  Grievances – None active at this time.  Lawsuits – None at this time.  Legal – Complaint by AFSCME on maintainer shift changes is with the Department of Labor. OLD BUSINESS NEW BUSINESS OTHER BUSINESS ADJOURNMENT Trustee Duggan motioned to adjourn the Audit & Governance Committee at 9:37 a.m. Respectfully submitted, Christina Aquilano Staff Associate, President’s Office *Provide data and/or report

MASSACHUSETTS MARITIME ACADEMY BOARD OF TRUSTEES Audit & Governance Committee Bay State Conference Center, MMA 20 May 2016 Members Present: Trustee Kelly, Trustee Mattson (ex-officio) and Trustee Shores. Other Trustees Present: Trustees Frost, Penn and Turkington CALL TO ORDER AND OPENING COMMENTS Trustee Kelly called the Audit & Governance meeting to order at 8:49 a.m. There was no quorum. PREVIOUS MEETING MINUTES No vote due to lack of quorum. ACTION REQUIRED/MOTIONS TO BE CONSIDERED None. STAFF LIAISON SUMMARY REPORTS President McDonald provided updates as follows: AUDIT STRATEGIC INFORMATION REPORTS  External Audit and Status – O’Connor & Drew audit will begin next month.  External Audit Special Procedures – NA  Presentation and Report by the External Auditors – Due in October.  State or Federal Audits – Recent state audit draft report was received and forwarded to Committee Chair Duggan and BOT Chair Mattson. Auditors described the findings as “benign” and said our outcome was better than most state agencies. The three areas cited were inventory control, risk assessment process and inaccurate responses on our declaration form.  Internal Audit Plans*, Status and Report by Internal Audit –NA.  Accounting or Policy Changes -NA  Internal Controls Update and Compliance-NA  Material Weaknesses or Significant Deficiencies -NA  Reports of Fraud or Misappropriation-NA GOVERNANCE  By Laws – Trustee Kelly reported that 2 options for By Law review are by (1) Audit & Governance Committee or (2) ad hoc committee; BOT Chair Mattson recommended ad hoc committee. Trustee Shores volunteered. .  Legislative Actions/Amendments Update – Ongoing purpose-built training ship initiative.  Schedule of BOT Meetings - In notebook.  Nominations Special Committee – Trustee Kelly reported that Trustee Mattson and Trustee Locke were nominated for the positions of Chair and Vice Chair, respectively; the slate will be submitted to the Board for approval at June’s meeting following a call from nominations from the floor.  Presidential Performance Review Special Committee – President will submit self-appraisal to Trustee Locke, Chair/President’s Performance Review Committee (former submittal deadline of October 15 may be used this year if necessary, per BHE Commissioner Santiago). *Provide data and/or report

  

Compensation Special Committee –Currently not active. Inter relationships, MMAAF – Strong relationships continue. BOT Self-Assessment, BOT Code of Conduct, MMA Policy Against Harassment – Colleen will email reminders to board members who are missing submittals.

HUMAN RESOURCES – President provided the following updates:  Contract Status – Negotiations expected to start in fall.  Grievances – None active at this time.  Lawsuits, Legal – Reported to Chair, nothing serious. OLD BUSINESS NEW BUSINESS OTHER BUSINESS ADJOURNMENT Trustee Kelly adjourned the Audit & Governance Committee at 9:27 a.m. Respectfully submitted, Christina Aquilano Staff Associate, President’s Office

*Provide data and/or report

MASSACHUSETTS MARITIME ACADEMY REQUEST FOR TRUSTEE ACTION

AUDIT & GOVERNANCE MOTION

AUDIT & GOVERNANCE-FY17-01 DATE: 16 SEPTEMBER 2016

To consider approving and accepting the 5-Year Strategic Plan and Strategic Goals and Objectives for AY2016/2017.

DRAFT MOTION:

In accordance with applicable provisions of Massachusetts General Laws, Chapter 15A, §22, the Board of Trustees of the Massachusetts Maritime Academy hereby approves and accepts the 5-Year Strategic Plan and Strategic Goals and Objectives for AY2016/2017. Attachment:

5-Year Strategic Plan and Strategic Goals and Objective for AY2016/2017

Contact:

RADM Francis X. McDonald President

Committee Action:

Submitted to the Audit & Governance Committee at its 26 August 2016 meeting for consideration.

BACKGROUND INFORMATION The Board of Trustees in conjunction with Senior Staff has developed the Strategic Goals and Objectives for AY2016/2017 which is incorporated into the updated 5Year Strategic Plan. By approving this motion, the Board approves and accepts the 5-Year Strategic Plan and the Strategic Goals and Objectives for AY2016/2017.

MASSACHUSETTS MARITIME ACADEMY 5-Year Strategic Plan (FY 2017-2021)

Submitted By: _______________________________________ President

Date: __________

Approved By: _______________________________________ Chairman, Board of Trustees

Date: __________

2

Reviewed By: ______________________________________ Vice President – Academic Affairs

Date: __________

Reviewed By: _______________________________________ Vice President – Advancement

Date: __________

Reviewed By: _______________________________________ Vice President – Enrollment Management

Date: __________

Reviewed By: _______________________________________ Vice President – Finance

Date: __________

Reviewed By: _______________________________________ Vice President – Marine Operations

Date: __________

Reviewed By: _______________________________________ Vice President – Operations

Date: __________

Reviewed By: _______________________________________ Vice President – Student Services/ Commandants Office

Date: __________

Reviewed By: _______________________________________ Vice President – Technology and Library Services

Date: __________

MMA 5-Year Strategic Plan (FY 2017-2021)

3

TABLE OF CONTENTS Page 0.0

EXECUTIVE SUMMARY

4

1.0

MISSION OF THE MASSACHUSETTS MARITIME ACADEMY

5

2.0

OUR VISION

6

3.0

GOVERNING OBJECTIVES

7

4.0

TACTICAL OBJECTIVES

8

MMA 5-Year Strategic Plan (FY 2017-2021)

4

0.0

EXECUTIVE SUMMARY

This document puts the senior management’s forecast for the future of the Massachusetts Maritime Academy into a strategic planning format that is both readable and easily referenced. It begins with the five overarching Governing Objectives that have formed the basis of past strategic plans. It then incorporates the MMA Trustee’s approved Tactical Goals and Objectives for the president for 2016-2017 and adds the strategic plans that are needed to support this plan for the next five years. These strategic plans are the result of many meetings with the various stakeholders of the Academy and then distilled at 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 eventual achievement of these goals. Using a nautical analogy, the governing objectives on page 7 represent the harbor of our eventual destination. The tactical goals and objectives that start on page 8 are the courses and speeds required to get us to the intended port of call. Obviously, once we embark on this plan, there may be various course and speed changes as circumstances change with time and as new opportunities - or new dangers - present themselves. While no one can predict the future, with careful planning, vigilant watch standing and appropriate mid-course corrections, we may be able to avoid the rocks and shoals that will strand the less careful mariner and we will arrive at the port of our dreams. If we want this college to go from “good” to “great”, these are the steps we must take to make that transition.

MMA 5-Year Strategic Plan (FY 2017-2021)

5

1.0

MISSION OF THE MASSACHUSETTS MARITIME ACADEMY

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. 1.1

MOTTO OF THE MASSACHUSETTS MARITIME ACADEMY “Discipline, Knowledge, Leadership”

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

MMA 5-Year Strategic Plan (FY 2017-2021)

6

2.0

OUR VISION

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 any 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 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, discipline, 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. MMA 5-Year Strategic Plan (FY 2017-2021)

7

3.0

GOVERNING OBJECTIVES

The following Governing Objectives create the framework for the Academy’s long-range institutional goals: 3.1 3.2 3.3 3.4 3.5

Support the Massachusetts Department of Higher Education (DHE) Vision Project (VP) Goals Achieve a More Diverse 1,900-Member Student Body by 2021 Enhance and Improve, in Both Excellence and Diversity, our Student Body, Faculty and Staff Improve Institutional Effectiveness Optimize Available Resources in Support of the Mission of the Academy

MMA 5-Year Strategic Plan (FY 2017-2021)

8 4.0

TACTICAL (ANNUAL) OBJECTIVES

Preamble Achieving these desired outcomes will require the concerted and focused efforts of many members of the MMA administration and faculty. However, the objectives and their many subordinate steps cannot be accomplished by the MMA organization absent the presidential leadership that is assumed by the following proposed performance commitments for the 2016-17 Academic Year. Performance metrics supporting the Department of Higher Education Vision Project are denoted by (VP). 4.1

Strategic Growth of the Student Population

Strategic Goal Massachusetts Maritime Academy has a goal of Inclusive Excellence, the inclusion and engaging of all students, staff, faculty and community for the overall success of the Academy. In an inclusive environment, the opportunity for success is shared equally by all. An inclusive environment cultivates students’ critical and creative thoughts and empowers individuals to gain a broad understanding of global issues. With inclusive excellence in mind, MMA will seek a growth in the undergraduate and graduate student populations to reach a 1,900-member student body and look to meet the Department of Higher Education Vision Project metrics. Included in these metrics, MMA outlines a plan for increasing college participation and completion rates of underrepresented populations as specifically defined by the Department of Higher Education (African American and Hispanic). Per the Department of Higher Education Vision Project initiative, the focus on increasing African American, Latino/a, and women has been and will continue to be a priority. Creating a diverse campus not only will meet Vision Project goals but is a benefit for all cadets as learning and living with people from a variety of backgrounds encourages collaboration and fosters innovation. The table on the following page identifies the approximate annual growth goals based on 97% retention from orientation to beginning of academics, 88-90% first to second year retention and a 68-72% 6-year graduation rate.

MMA 5-Year Strategic Plan (FY 2017-2021)

9

*

Entering Class Year

Orientation Incoming Freshman Class

Sept. 15 Freshman Class

Total Undergrad

Graduate Enrollment

Total Enrollment

2017

475

450

1,600

100

1,700

2018

475

450

1,650

100

1,750

2019*

475

450

1,700

125*

1,825

2020**

500

475

1,725

150

1,875

2021

500

475

1,750

150

1,900

Anticipates new graduate program scheduled for approval, graduate programs run in cohorts of 24 Contingent upon completion of new academic building

**

The regimental structure 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. The student experience is enhanced by an active athletic program which offers 15 varsity sports as well as state-of-the-art facilities and fitness equipment. The Health Services department at MMA adds an additional dimension to the students’ education by assisting cadets to maintain good health and well-being. Maintaining overall retention will aid in growing the total enrollment numbers. The Department of Continuing Education will continue work on implementing a third graduate program with a focus on business. This program is scheduled to begin fall 2019 pending final coordination and DHE approval. Combining the success of the undergraduate and graduate programs to increase the quality of the MMA student population while slowly growing the entering class will bring the total number of students to 1,900 by 2021. Strategic Rationale A student body of 1,900 will maximize the utilization of campus faculty/staff, space, technology, and campus resources. In order to meet the strategic goals, collaborative work with campus departments need to be utilized effectively. Enrollment, Student Services, Academics, Athletics, Operations, Facilities, Marine Operations and others need to work together to balance the needs of a larger student body. Continuing past recruitment practices while exploring new avenues such as online media, social networking, and community outreach will remain in effect for the Academy to recruit and retain a high achieving, diverse student population while remaining efficient as a special mission college and keeping ahead of other state maritime academies in regimental enrollment.

MMA 5-Year Strategic Plan (FY 2017-2021)

10

Undergraduate Tactical Performance Metrics for 2016-17  Maintain first to second year retention rate at or above 88%.  Ensure 95% of incoming students meet or exceed University of Massachusetts admission requirements (per DHE sliding scale).  Achieve a 4-year graduation rate of 54%.  Achieve a 6-year graduation rate of 70%.  Increase women and minority applications and enrollment through continuing and creating partnership programs with established organizations. (VP)  Monitor underrepresented student achievement gap. (VP)  Continue to enhance the student leadership program keeping pace with the student growth.  Provide resources to increase qualified under-served women and students of color opportunities for leadership position.  Create two athletic camp/clinic programs (VP)  Finalize partnership with Boston Public Schools. (VP)  Promote inclusivity and respect across campus through continuation of the President’s Taskforce on Diversity and Inclusion. (VP)  Conduct an annual risk assessment. Undergraduate Strategic Performance Metrics for 2017-21  Achieve 15% leadership positions for women and 11% for minorities.  Achieve 22% qualified women applicants for the class entering 2017.  Achieve four year graduation rate at or above 55% for the class entering 2017.  Achieve six year graduation rate at or above 70% for the class entering 2017.  Per DHE Vision Project, plan for increasing the recruitment of qualified women and minority applicants to achieve an increase in deposits for Orientation; see chart below: 2017-21 Undergraduate Diversity Recruitment

2017 2018 2019 2020 2021

Women

65

70

75

80

85

DHE African American and Hispanic Populations (VP)

20

25

30

35

40

All Students of Color

55

60

65

70

75



Continue to conduct annual risk assessments.

MMA 5-Year Strategic Plan (FY 2017-2021)

11 4.2

Staff Development: Invest in and Improve the Diversity and Performance of the MMA Faculty and Staff

Strategic Goal Enrich the faculty and staff by increasing race and gender diversity through sophisticated programs to attract, engage 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 infuse cultural literacy, therefore ongoing dialogue, training and programming is necessary to foster a welcoming community. Tactical Performance Metrics for 2016-17  Maintain the campus based funding of $60,000 for: o Faculty travel in support of professional development ($15,000) o Professional development for administrators/APA union employees ($15,000) o Professional development for AFSCME union employees ($15,000) o Professional development for non-unit employees ($15,000)  Implement online Title IX training for all faculty, staff and students.  Continue to work in partnership with screening committees to ensure equal employment and diversity standards remain at highest caliber and improved hiring efficiencies.  Promote the Diversity Postdoctoral Teaching Fellowship and enlist faculty recruitment support.  Administer campus climate survey bi-annually.  Initiate opportunity for, and encourage, civic engagement of faculty and staff.  Promote inclusivity and respect across campus through continuation of the President’s Taskforce on Diversity and Inclusion. (VP)  Perform annual risk assessment of Human Resource programs, policies and procedures. Strategic Performance Metrics for 2017-21  Achieve 45% gender diversity of Academy faculty and staff by 2016 (39% as of 7/13/15).  Maintain no less than 40% gender diversity of Academy faculty and staff for 2017-2020.  Increase faculty and staff ethnic diversity by 1% each year to reach 17% by 2020 (12% as of 7/13/15).  Continue to perform risk assessment of Human Resource programs, policies and procedures. 4.3 Strategic Additions and Improvements to the Academic Program Strategic Goal Maintain the highest quality and integrity for all our academic programs, both credit and noncredit. The FTE instructional staff to student headcount ratio goal is to remain at no greater than 15 to 1 for undergraduate programs. MMA 5-Year Strategic Plan (FY 2017-2021)

12 Strategic Rationale Growth in undergraduate enrollment has been a challenge but has stabilized. Engineering and MT programs are now restricted in enrollment due to infrastructure needs. Additional students will be directed towards non-lab based programs. Hiring properly credentialed seasoned sea going faculty and non-seagoing faculty has become more of a challenge with some searches requiring up to two years to fill. The Academy is fortunate to find part-time instructors who bring first hand pertinent expertise to the classroom. Linked directly to the growth in enrollment are challenges of managing enrollment by major. Training ship Kennedy now supports the USCG license cadets due to sea time mandates. Tactical Performance Metrics for 2016-17  Conduct academic program assessments by including employer surveys, advisory board meetings and alumni focus groups for all majors, and respond with corrective measures. Share data collected with BOT in August and with the campus during the 2016-2017 academic year. Identify correctable measures from data collected and forward ideas to governance for review.  Gather statistical data which allows trending of graduates 1-5 years out of school.  Conduct self-studies and external reviews for Institutional Effectiveness and the Academic resources center. Share the reports with the campus and implement any corrective measures.  Continue to expand on-line instruction in the 2016-2017 academic year including livestreaming of courses within the state university system and overseas.  Attain ABET accreditation after the September 2016 visiting team effective for the ESE class of 2016.  Continue Experiential Learning for IMB, ESE, MSEP, EM and FE while establishing policy for those who are participating in the experimental learning concept.  Expand academically-at-risk first year programming.  Enroll new full cohorts (24 students) for Master’s Degree in Emergency Management and the Master’s Degree in Facilities Management.  Expand on-line instruction as part of the day program and through DGCE while continuing the live streaming of courses first established in 2016.  Work with admissions to monitor application process to align enrollment by major.  Write and submit five year plan to Department of Higher Education for Special Mission renewal.  Prepare for USCG/MARAD audit for 1, 2, 3 November 2016.  Continue adoption of the Writing Proficiency program.  Implement new course in Construction Management.  Adopt new concentration for MSEP students to be pipelined for career opportunities in the Cruise Ship industry as Environmental Health and Safety Officers. This initiative will require one sea term commitment on Kennedy.  Seek funding support for new Emergency Management Simulator.  Acquire static boiler located in Newport, RI. MMA 5-Year Strategic Plan (FY 2017-2021)

13    

Prepare and submit Five year Special Mission renewal to DHE. Support DHE Commonwealth Commitment initiative. Establish mapping process for transfer students where the path to graduation is clear as part of the acceptance process. Conduct an annual risk assessment.

Strategic Performance Metrics for 2017-21  Continue efforts to establish third MS program through DGCE.  Expand on-line/distance learning options to students.  Work with admissions to ensure distribution of accepted students into majors is properly proportioned.  Recruit and promote new Teacher Certification concentration  Expand Fire Fighter 1&2 Certification with Barnstable County  Investigate Professional Doctoral programs with other state universities.  Promote all minors including the newly established Homeland Security minor  Increase on-line course offerings to 12 or more per year.  Research undergraduate program in Construction Management.  Research possible new undergraduate programs which will assist with recruiting underrepresented and female students.  Implement new curriculum requirements for EM and MT for class of 2020  Expand non-credit Emergency Management courses through DGCE with the intent of establishing the academy as the Emergency Management training center for the Northeast.  Expand International Exchange programs at the rate of one per year  Acquire new Academic Building  Continue to conduct annual risk assessments.

4.4

Strategic Student-Centered Capital Construction and Renewable Energy

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. Accelerate and expand the Academy’s efforts in renewable/alternative/”green” energy initiatives. Create a campus culture that is committed to environmental sustainability at all levels. Maintain safe, secure and compliant facilities. Strategic Rationale Having completed our master plan, the Academy will continue our robust construction in order to support a population of 1,900 total students by 2021. The final design is in progress for Phase 1 of the Campus Improvement Project noted in the Master Plan. This phase will relocate Power Plant Road to the north side of campus at the outskirts of the baseball field. Phase 2 will remove Power Plant Road and create a central MMA 5-Year Strategic Plan (FY 2017-2021)

14 promenade linking the much-used Alumni Gymnasium and new Recreation Center to the rest of the campus. Consistent with the Academy’s vigilant commitment to sustainability, the Academy has requested a Master Plan Supplement that will include code, resiliency, and energy elements which will inform future projects. All new spaces will continue to meet or exceed the U.S. Green Buildings Council LEED Silver standard. And in addition to the responsible construction, the Academy is undertaking several green energy projects. Additionally, MMA’s sustainability programs must comply with Executive Order 484 (EO 484) and the American College and University President’s Climate commitment (ACUPCC). 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 USGBC (United States Green Building Council) has awarded (May 16, 2016) the ABS Information Commons the highest achievable Certification of LEED Platinum for Building Design and Construction. This is a prestigious rating, difficult to achieve, that demonstrates a commitment to develop sustainable, energy saving and environmentally friendly projects. The Academy has completed the installation of a solar thermal project which provides more than 50% of the energy required to heat the natatorium pool and domestic hot water. As a wide variety of adverse environmental factors continue to affect quality of life and our ability to provide a quality education, we will need to embrace the goals of sustainability and accountability both as individuals and as an institution. We will encourage the efforts of student organizations that raise environmental awareness and initiate new techniques for achieving environmental sustainability. With a focus on these issues, we can make Massachusetts Maritime Academy known for the quality of our environmental stewardship, thereby attracting students committed to living in a resource conscious manner and cultivate a willingness to involve all campus members in the process of achieving greater campus sustainability. Tactical Performance Metrics for 2016-17  Construct the campus loop road.  Complete the design for the new academic building/lab.  Renovate the 320 Main St property. Relocate the existing Facilities and Marine Departments and remove existing metal buildings.  Meet annual commitment to ACUPCC and Executive Order 484.  Educate students, faculty, and staff about the environmental impact of their actions.  Evaluate options for a new athletic center improvements.  Develop an Athletic Center capital plan.  Collaborate with the Marine Operations Division on marine hydrokinetic research projects.  Flanagan Hall Envelope/roof upgrades.  Conduct study to upgrade campus exterior lighting. MMA 5-Year Strategic Plan (FY 2017-2021)

15  

Conduct Housing Expansion Study to include on/off campus options. Conduct an annual risk assessment.

Strategic Performance Metrics 2017-21 Maintain a strategically prioritized Capital Plan.  Continue to identify HVAC and Energy Management System upgrades.  Work with the Cape Light Compact to complete an energy audit of the campus.  Renovate the Pedestrian Walkway (formerly Power Plant Road)  Begin gymnasium expansion.  Obtain Leadership in Energy and Environmental Design (LEED) certification of all new construction and major building projects (ongoing).  Fulfill commitment to ACUPCC and Executive Order 484 (ongoing).  Continue to implement ADA compliance initiatives.  Identify off-campus parking purchase/lease opportunities to expand student parking.  Continue to conduct annual risk assessments. 

MMA 5-Year Strategic Plan (FY 2017-2021)

Description

MMA 5-Year Strategic Plan (FY 2017-2021) Satellite Parking Study Future Dormitory Alternatives

MSCBA (Dorm Authority)Projects 8 Taylor Road Parking Housing Study

Annual Deferred Maintenance Projects Deferred Maint. Including Dorms Misc. Projects Yearly Allocation Roof Repair Yearly Allocation Campus Site Improvements Paving/Sidewalks/Landscaping ADA Compliance Initiatives Study Completed

New Classroom/Lab Building DCAMM Funded Seeking DCAMM Funding Seeking DCAMM Funding

DCAMM Projects New Academic Building Flanagan Hall Roof/Envelope Gymnasium Envelope Gymnasium Roof Replacement

Items Proposed for MMA Capital Funding beyond FY17 Gymnasium Expansion Capital Campaign $5M/MSCBA $5M Renovate Pedestrian Walkway Power Plant Road Waterfront Protection Phase I & II Campus Exterior Lighting Upgrade 320 Main Street Phase II Turf Sports Fields Revitalization

Items Proposed for MMA Capital Funding for FY17 Construct Campus Loop Road Tower Lane / Baseball field 320 Main Street Renovation Emergency Mgt Simulator Upgrade Marina Floating Dock System Expansion of existing floating docks Beachmoor Electrical Upgrade Harrington Lot/Sidewalks/ADA Gymnasium Locker Rooms AC Install air conditioning- mold issue Cutaway Training Boiler Transport/Installation Training Boiler Artificial Turf/Lighting Baseball Field

Project

Total Updated 08/12/2016

Ongoing

Summer 2016 Construction

Designer Selection on Hold Fall 2016 Construction Awaiting DCAMM decision Awaiting DCAMM decision

Study Complete - Hold Study Complete Design/Permit Complete - Hold Pending Study

Transport from Newport Fall 2016

Summer 2016 Construction

Permitted-Fall 2016 construction Ongoing Seeking external funding Ongoing

59,250,000

300,000 200,000 150,000 100,000

1,500,000 100,000

20,000,000 2,000,000 1,400,000 1,000,000

10,000,000 600,000 10,000,000 250,000 1,500,000 1,500,000

2,000,000 1,200,000 1,200,000 1,000,000 50,000 150,000 250,000 800,000 2,000,000

12,200,000

5,000,000

5,000,000 600,000

400,000

1,200,000

MASSACHUSETTS MARITIME ACADEMY Deferred Maintenance Capital Projects FY17 Status Project BOT/ RDF

26,600,000

1,500,000 100,000

15,000,000 2,000,000

5,000,000

1,000,000

2,000,000

Other Funds

300,000 200,000 150,000 100,000

50,000 150,000 250,000

1,200,000

Locally

19,250,000

1,400,000 1,000,000

10,000,000 250,000 1,500,000 1,500,000

400,000 2,000,000

1,200,000

Unfunded

750,000 59,250,000

1,600,000

24,400,000

23,850,000

8,650,000

Sub-total

16

17

4.5

Exercise Diligent & Effective Oversight of MMA’s Financial Performance

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 negative 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 for 2016-17  Continue to receive an on-time unqualified audit.  Implement ACH payments with our vendors.  Implement risk assessment component of internal control.  Develop capital assets and inventory process and policy; purchase and implement capital assets and inventory control system.  Budget FY 2017 to finish the year with net surplus while maintaining the established high level of academic performance and student support services.  Investment performance: meet or exceed benchmark returns for a conservatively balanced investment portfolio, under trustee guidance.  Allocate $20K annually for diversity mission. (VP)  Continue divisional budgets and create departmental budget and implement training. Strategic Performance Metrics for 2017-21  Recommend tuition and fees increases to meet increase level of other universities.  Financial Aid – Meet 90% of need for underrepresented populations and 60% of need for the overall population.(VP)  Continue to conduct annual risk assessments. 4.6

Develop and Build MMA’s Advancement Priorities

Strategic Goal Build a comprehensive advancement program to provide a pipeline of financial capital and security. Strategic Rationale MMA needs to have sophisticated fundraising, special event, corporate and alumni programs (within a specified budget) to increase resources and allow the Academy the flexibility to move forward with current projects and act on future plans with the added financial security provided MMA 5-Year Strategic Plan (FY 2017-2021)

18 by the funds obtained by Advancement Office efforts. We will continue to build relationships with corporations in the industries we serve, corporations with key alumni working within the organizations, and corporations/industries employing or wishing to employ MMA graduates; expand use of social media to build relationships, market, raise funds and improve outreach to our constituencies; create and manage an active volunteer program and donor relations stewardship program; develop a culture of philanthropy within the entire MMA community including cadets, parents, alumni, friends and corporations; and work with the Athletic Department to identify, research, cultivate, solicit and steward annual and leadership donors. Our fundraising priorities are: 1. Scholarships and financial aid, including sea bag scholarships. 2. Unrestricted gifts to assist in funding of all Academy priorities. 3. Athletics $8M - 5 year campaign. 4. Faculty chairs, fully endowed and term chairs, to provide support for faculty salary, travel, research and experiential learning programs. Tactical Performance Metrics for FY 2016-17  Launch a $50M 10-year comprehensive campaign.  Total FY16 giving secures a solid base of 2,000 donors @ $2M (excluding $1M + leadership gifts).  Leadership Giving: o Manage five active proposals of $1M and above. o Manage fifteen active proposals of $100,000 and above. o Manage forty active proposals of $10,000 and above.  Annual Giving: o Increase phonathon giving participation by 5% donors and dollars (target 475 donors @ $38,750). o Direct mail three per year, increase response rate to direct mail by 2.5%. o Increase alumni giving participation to 15% (national average 7%-9%); direct mail; phonathon; e-mail solicitations; special events; giving challenges such as Giving Tuesday and MMA challenge; Alumni Association cooperation (target 950 alumni donors @ 15% participation).  Conduct an annual risk assessment. Strategic Performance Metrics for FY 2017-21  Leadership Giving: Market Naming Opportunities, current use and endowment funds, buildings, classrooms, labs, pier, field house, simulators, etc.; complete two “naming opportunities” each year for at least $50,000.  60 individual proposals, 3 direct mail solicitations, 3 e-mail solicitations each year by 2020.  Assist cadets in fundraising for 50% of conference, band, honor guard and other academic related travel.  Work with department heads and serve on Advisory Boards for individual departments to encourage fund raising for departmental priorities.  Build Foundation Endowment to $20 Million in 2020. MMA 5-Year Strategic Plan (FY 2017-2021)

19  

 

 

4.7

Explore grant committee formation and grant writing options. Alumni Relations: o Work with the Academy Alumni Association to assist with their efforts and collaborate on the annual and leadership gift potential of individual members. o Work to create an established and supported alumni network, locally, regionally, nationally and internationally. o Improve Homecoming and Reunions to increase participation by 25% and giving by 35% by 2017. Parent Giving: Work with MMA Parent Association to increase parent giving program by 10% by 2017. Planned Giving in 2016: Continue targeted marketing of new Gift Planning Program (charitable gift annuities, charitable remainder trusts and bequests) through advertising, direct mail, e-mail, reunion classes and personal outreach). Operations: Implement and manage at least four special events each year with the goal of increasing special event attendees and revenue across all constituencies by 10% each year. Continue to conduct annual risk assessments. Sustain and Strengthen Institutional Effectiveness Efforts

Strategic Goal 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. Strategic Rationale 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. Institutional effectiveness is dependent on a systematic, well-documented process that applies to the entire institution – no element is exempt from institutional effectiveness. Tactical Performance Metrics 2016-17  Continue the publication of MMA's Key Data Elements & Indicators report (instituted in the 2015-2016 academic year) that includes detailed data pertaining to admissions, enrollment, and degrees as well as an overview of progress in meeting educational effectiveness indicators (e.g., retention and graduation rates, student learning outcomes, student career outcomes).  Work with academic departments to develop/finalize comprehensive assessment plans for undergraduate and graduate academic programs. Develop/provide the necessary resources and training for academic programs on creating program assessment plans.  Finalize and implement the annual assessment report template for academic programs. Summarize report findings in an annual Institution-Wide Student Learning Outcomes summary (similar to the NEASC E series inventory) that reports on the progress, results, MMA 5-Year Strategic Plan (FY 2017-2021)

20







 

areas for improvement, and corrective measures related to all student learning outcomes at the institution and department levels. Execute the administration, analysis and/or reporting of the following surveys and evaluations with results shared with relevant departments, senior staff, BOT, and the Assessment Committee: o Survey of Recent Alumni (administered every four years (next up in 2018)); o Fall and Spring Career Fair Employer Surveys; o Career Placement Surveys (at graduation, 6-month update, 1-year update); o Senior Exit Survey; o Graduate Student Program Evaluation; o Co-Op Employer Evaluations; o Student and Staff Campus Climate surveys. Execute the analysis and reporting for the following external surveys/reports: o Common Data Set; o US News and World Report; o Peterson’s Survey of Undergraduate Institutions; o ACT Institutional Questionnaire; o Wintergreen Orchard House; o College Board; o Barron’s; o NEBHE; o NCAA; o Military Friendly Schools. Hold three Assessment Committee meetings per semester to discuss best practices in assessing student learning outcomes, review institutional data and surveys, and provide suggestions for continuous improvement and “closing the loop” on student learning outcomes assessment. Provide one workshop each semester to support institutional effectiveness efforts. Continuously update and add data/ reports to the Institutional Effectiveness web page.

Strategic Performance Metrics 2017-21  Continually conduct self-studies and external reviews of all academic departments/majors and administrative units on a rotating basis. Improve follow-up reporting from program reviews.  Continue to systematically collect, analyze, and report data and trends over time and utilize assessment results for data-driven continuous improvement.  Continue to support assessment and data analysis needs for IACBE and ABET specialty accreditation.  Continue to support assessment and data analysis needs for the Writing Assessment Program and e-portfolio system.  Continued support of data analysis needs across campus including federal and state reporting.  Continue to conduct annual risk assessments.

MMA 5-Year Strategic Plan (FY 2017-2021)

21 4.8

Strategic Initiatives for Enterprise Accounts

Strategic Goal The Academy must rely upon more self-generated funds from enterprise accounts, or profit centers. These funds are separate and distinct from “advancement” monies. The Division of Marine Operations’ Yacht and Boat Donations Program must sustain appropriate ownership or control of donated assets for specific periods of time before leasing or selling them after one to three years and the Division of Graduate and Continuing Education (DGCE) and Department of Camps and Conferences exchange services for receivables. Strategic Rationale By whichever means the profit centers raise funds, the Academy must be able to rely upon successful management by meeting annual performance metrics. Successful performance will assist the Academy’s overall goals of sustainability and growth while maintaining academic excellence. Tactical Performance Metrics for 2016-17  The Yacht and Boat Donations Program will: o Assess the risks associated with their mission success before 1 August; o Maintain a 10-year rolling average of net revenue of $150,000; o Ascertain if donated vessels should be sold “as is” during the donation process, or be retained under “significant intervening use” or “material improvement” for longer periods. “As is” donations must represent at least 50% of accepted vessels; o Sell “as is” vessels as soon as possible and yield net sales of $150,000; and o Sell or charter vessels under “significant intervening use” and “material improvement” as soon as possible and yield net sales or receivables of at least $400,000.  The Division of Graduate and Continuing Education will: o Seek to maintain net revenue at $800,000 for FY 17  Camps & Conferences will o Seek to grow its net revenue to $350,000 in FY17.  Conduct annual risk assessments. Strategic Performance Metrics 2017-21  The Yacht and Boat Donations Program (in concert with the Division of Marine Operations) will: o Develop additional or replacement marine assets for the long-term in conjunction with academic and student services programs, and sanctioned cadet activities; o Determine which vessels accepted as “significant intervening use” (SIU) will represent the inventory of power vessels and sailing vessels that is needed to support educational initiatives, cadet activities and to sustain a competitive edge in sailing programs; o Develop chartering options for SIU vessels after one-year of ownership if Academy use is no longer required; MMA 5-Year Strategic Plan (FY 2017-2021)

22

 



4.9

o Sell SIU as soon as possible after utilization, or after three years, unless the retention of the vessel provides a unique asset, thereupon it will be transferred to the Marine Department; o Vessels designated for “material improvement” will have approved work completed in cooperation with the Marine Department within one-year of ownership, then sold or chartered soon thereafter; and o Ensure that all critical personnel continually determine risks in the ability to complete the mission, especially personnel vacancies or loss of marine equipment. The Division of Graduate and Continuing Education will: o Continue efforts to establish a third MS program. Camps and Conferences will: o Seek to add at least once Academy-run residential camp in 2017; o Identify multi-week opportunities/organization for summer and winter time periods, thus cutting costs. Continue to conduct annual risk assessments. Maximum Utilization of Maritime Assets – Ship and Waterfront

Strategic Goal The Academy, under the direction of Division of Marine Operations, seeks to make maximum utilization of the large investment in maritime assets received through purchases and donations, as well as the management of the federally-loaned T.S. Kennedy. The Division’s Marine Department and Yacht and Boat Donations Program maintains an inventory of over 100 vessels and over 15 forms of rolling equipment to sustain their operations, as well as floating equipment such as docks and moorings. The proper management of these assets is critical to the delivery of services to our cadets and continuing education students. Strategic Rationale In order to properly manage the sustainability of maritime assets, there must be a mechanism to determine the effective use, and to measure the cost of such operations against the academic and student services advancement made through the use of those assets. Routinely the Division of Marine Operations (Training Ship Department) will coordinate with the US Department of Transportation Maritime Administration on annual maintenance budgets and biannual dry-dock specifications of the T.S. Kennedy, and will liaison with the US Coast Guard on annual safety inspections. Tactical Performance Metrics 2016-17  The administration of the Marine Operations Division will work with federal, state and local agencies to move forward with the marine operations’ mission, specifically: o Assess the risks associated with their mission success before 1 August; o The US DOT Maritime Administration on training ship loan agreements and replacement vessels (the National Security Multi-mission Vessel) (NSMV); and o The US Coast Guard for safety compliance. MMA 5-Year Strategic Plan (FY 2017-2021)

23 







The Division of Marine Operations (Training ship Department) will insure the T.S. Kennedy is operational and available to support all Academy departments as required, specifically: o Assess the risks associated with their mission success before 1 August; o Activation for annual Sea Term and Orientation Mini-Cruise, or other voyages as directed by the President; o Coordinate with the Maritime Administration annual maintenance, including drydocking in early 2017; o Provide cadet dormitory living in the Fall of 2016; o Train crew in ISM auditing techniques and gain USCG approval of the Safety Management System; o Engage in (so-called) eNavigation as developed and approved by the USCG; and o Replace satellite TV system aboard. The Division of Marine Operations (Marine Department) will insure that the T.V. Ranger and numerous small craft such as tugs, barges, motor-whaleboats and monomoys are maintained and ready to support academics in both academic semesters, specifically: o Assess the risks associated with their mission success before 1 August; o Evaluate the longevity of the T.V. Ranger and make recommendations to the Vice President; o Support contract between MMA and the Spectacle Island Marina (Boston Harbor Now); and o Support pier development projects and marine hydrokinetic research projects. The Division of Marine Operations (Marine Department) will insure the Herring Pond sailing/shiphandling 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, and specifically: o Assess the risks associated with their mission success before 1 August; and o Make a report to the Division Vice President on assets that are in need of significant repair. The Division of Marine Operations (Marine Department and the Yacht and Boat Donations Program) will: o Assess the risks associated with their mission success before 1 August; o Seek donations and net revenue as detailed in Section 4.8; o Seek approval to backfill lost employees as soon as fiscal conditions permit; o Donations will be accepted as outright sale, significant intervening use, and material improvement in compliance with IRS Code – keeping the Academy needs in focus; o Support marine-centered athletics such as sailing and crew to include – hiring sailing coaches, purchasing marine assets when donations cannot meet needs; o Seek a suitable donated vessel for long-term use in Taylor’s Point functions; and o Operate a Summer Sailing Camp for middle and high school students.

Strategic Performance Metrics 2017-21  The Division of Marine Operations will: o Maintain and cultivate working relationships with federal, state and local agencies that regulate or permit activities in vessel or facility operations; MMA 5-Year Strategic Plan (FY 2017-2021)

24 o Seek federal and state grant funds to support vessels, facilities or research projects, o Follow innovative technologies in marine education, navigation and engineering so as to keep vessels and operations current; o Continue to communicate with the Schooner Ernestina Commission and the Department of Conservation and Recreation (DCR) in the renovation of the Ernestina Morrissey; and o 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. o Continue to conduct annual risk assessments. 4.10

Leverage Technology to Enhance Teaching and Learning

Strategic Goal Provide technology and related services and support to the MMA community which enables and enhances the academic, research, and administrative 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 division must position itself where it can provide high quality systems and services by providing a computing infrastructure that is standardized, easily managed, and accommodates new technologies and protocols. The TLS division must offer systems and services that provide tangible value to the Academy and its community. The TLS division will adhere to the following principles: 1. 2. 3. 4. 5. 6.

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

Tactical Performance Metrics for FY 2016-17 ❏ Streamline the readmission process by developing a new application with workflow capabilities. ❏ Implement and configure new Financial Aid software to improve the collection of financial aid information and to begin phasing in Colleague's newest web-based interface. ❏ Customize data collection capabilities for student preferred names and other inclusive profile information. ❏ Implement resource management for facilities, catering and A/V within the CollegeNet 25Live system. ❏ Implement a secure employee portal for access to documents, policies, forms and other staff-only related materials. MMA 5-Year Strategic Plan (FY 2017-2021)

25 ❏ ❏ ❏ ❏ ❏ ❏ ❑ ❑ ❏ ❏ ❏ ❏

Implement an automated attendance system for use within the classroom and for other activities, such as ship maintenance, watch duty and extra duty. Further our customer service touch-points by implementing a Help Desk chat widget. Move the Colleague disaster recovery server and a Data Domain appliance to the colocation vendor. Complete year one and two of the Academy’s Information Security Strategy. Reconfigure the primary data center to improve operational efficiency. Install a new virtual desktop infrastructure (VDI) to support the existing VDI footprint and the CAD lab. Begin the replacement of the HP and Cisco wireless systems with Extreme Networks equipment and management tools. Complete year one of a four year classroom technology improvement project. Assess online databases, e-book and e-journal collections for relevancy to the curriculum. Add new materials and/or remove obsolete materials, as deemed appropriate. Evaluate the associated costs and resources required to migrate to another consortia discovery product. Assess the growing need for “quiet study” spaces in the ABS Information Commons to accommodate diverse learning needs. Conduct an annual risk assessment.

Strategic Performance Metrics for FY 2017-21 ❏ Promote the effective utilization of the Academy's enterprise systems by providing user training and exploiting the full capabilities of these systems. ❏ Ensure that the Academy website is fast, reliable, and mobile optimized, in addition to providing a robust Content Management System (CMS) for ease of updating. ❏ Provide a well-trained, knowledgeable and accessible Helpdesk staff which provides superior technical support and services. ❏ Integrate cloud-based systems and services which provide value to the campus community, whenever possible. ❏ Promote and support the Google Apps for Education email, calendaring and collaboration tools. ❑ Provide a secure, high speed, redundant network infrastructure which supports both wired and wireless connectivity across the campus. ❑ Utilize a remote colocation data center to provide system recovery in the event of a disaster, as well as the potential to become the Academy’s primary data center. ❏ Advance the use of virtualization technology to reduce the physical server footprint, reduce energy consumption, improve system management efforts and reduce hardware costs. ❏ Provide a high performing desktop platform for staff, faculty and classroom use. ❏ Provide a digital media infrastructure which will extend videoconferencing and lecture capture services across the campus. ❏ Provide state-of-the-art audio-visual systems in the classroom to enhance teaching and learning. MMA 5-Year Strategic Plan (FY 2017-2021)

26 ❏

❏ ❏ ❏ ❏ ❏ ❏

Promote the use of course management tools such as Blackboard LMS, video streaming, and online assessments to provide the building blocks for the development of online programs. Fully leverage the capabilities of all campus simulation systems while keeping abreast of new simulation technologies which could be beneficial to the Academy. Continue to assess risks to the Academy and mitigate any risks identified whenever possible. Work closely with faculty and staff to identify appropriate print, electronic, and media materials suited to the instructional goals of the Academy’s teaching programs. Grow the Library’s electronic collections in lieu of print collections for ease of use and cost savings. Develop an institutional repository for the Academy’s digital archives. Evolve the conversation, explore and implement the use of Open Educational Resources (OER) in appropriate courses.

MMA 5-Year Strategic Plan (FY 2017-2021)

27

MMA 5-Year Strategic Plan (FY 2017-2021)

Audit Area

Notes

FY ‐2 0

17 Fy ‐2 01 ST 8 AT US / N

Dept.

FY ‐2 0

16

Division All Divisions

All Departments

P‐Card

Continuous

X

X

X

Continuous ‐ No Issues

Finance

Student Accounts

Collection Procedures E‐billing Procedures

 

X  

X

Postponed to FY 18 ‐ Procedures requested

Financial Aid

Business Office

Purchasing

Community Service Compliance Award Package Procedure Work Study  (Athletes‐ Gym)

Petty Cash Fin Aid Refund Procedures Wire Transfer Procedures Procurement Policy Inventory

Academic Affairs

Registrar

Registration Procedures

Marine Ops

Boat Donation

Physical Inventory

Operations

Public Safety

Student Services

Emerg. Preparedness Guide Clery Regulations Facilities Asset spot‐check Camps/Conferences Beachmoor Bar Revenue Procedures SGA

Voucher Procedures

  X

Annually

Annually

Annually

X X

X X Complete 2/2016‐ No Issues

X

X

X

Complete ‐ No Issues Updated 2/2016 Complete 2/2016

X  

X

X

Complete ‐ no issues Major project  in process

 

 

X

Postponed to FY 2018

X

X

X

Complete 6/2016 ‐ Next due 6/30/2017

X Continuous 

X X X X

X

X

X

Complete ‐ no issues Ongoing ‐ Procedure Revision in process Complete ‐ no issues Updated 3/2015

Information Tech

President Area

Human Resources

Notes

Ticket Sale procedures Fundraising Procedures Travel Procedures Fundraising

17 Fy ‐2 01 ST 8 AT US / N

16 Athletics

Audit Area

FY ‐2 0

Dept.

FY ‐2 0

Division

 

X X

In Process ‐ no issues yet

X

Prep Stage ‐ New Athletic Director

  X

PCI compliance Records Retention Incident Response Plan

Annually

X   X

X  

X X

Complete‐ No Issues Postponed to Fall 2017 In process ‐VP Fallon coordinating

Security Awareness Training

Semi‐Annual

X

X

X

NEW ‐ March Complete/September gearing up

Hiring Procedures Employee Guide AFSCME Evaluations Conflict of Interest Law SFI (State. Of Fin. Interest) Risk Assessment Dept. Head Security Access  Certification

X X Annually Annually Annually

X X

Annually

X

Complete  Updated 9/2015   X X X

X X X X

X

X

Complete ‐ no issues NEW ‐ for FY17 In process Due 6/30 Annually

Massachusetts Maritime Academy Board of Trustees Self-Assessment *Completed Annually By All Trustees* Name:________________________________ Number years served on Board:________ Members of the Massachusetts Maritime Academy Board of Trustees are appointed to the Board by the Governor of Massachusetts. Trustees serve a five year term and may be re-appointed to a second five year term. Please evaluate your board using the following scale: 0—No, this doesn’t exist on our board 1—We’re working on it 2—Yes, we’re in great shape on this item A. SELECTION & COMPOSITION RATING RATING 1. The board is composed of persons vitally interested in the work of the organization. 2. The board is representative of its constituency with regard to race, class, gender, and sexual orientation. 3. There is a balance of new and experienced board members to guarantee both continuity and new thinking. 4. Board members have the combination of skills (e.g. fundraising, management, legal, fiscal, etc.) necessary to carry out their work 5. There is a limit to the number of consecutive terms a member can serve on the board. (No life terms!) 6. The organization has a pool of potential board members identified for the future. 7. The organization develops future board members through the use of volunteers on committees. 8. New board members are recruited and selected using a thorough review process. SUBTOTAL

0

B. ORIENTATION & TRAINING 9. There is a statement of agreement outlining the duties and responsibilities of board members that all board members sign 10. The board understands its legal liability. 11. The organization provides an orientation for new board members. 12. The organization supplies a board manual to all board members that includes, but is not limited to, description of current programs, a list of board members, budget and funding information, by-laws and personnel policies 13. The organization makes training opportunities available for board members to increase skills related to their board responsibilities SUBTOTAL

0

C. STRUCTURE & ORGANIZATION OF THE BOARD 14. The board has a simple, concise set of by-laws that describes the duties of board members and officers, as well as the procedures by which the board conducts its business. 15. The board has a mechanism (such as an executive committee) for handling matters that must be addressed between meetings 16. The board elects a chairperson (or co-chairs) to provide leadership and coordinate the ongoing work of the board and its committees 17. The board has active committees (e.g., fundraising, personnel, nominating, long-range planning) with specific assignments and responsibilities 18. Committee assignments are reviewed and evaluated periodically. 19. Working relations between the board chairperson(s) and the executive director are strong and productive. 20. Board and staff members are clear about their respective duties and responsibilities. 21. Working relations between the staff and board are characterized by mutual respect and rapport. SUBTOTAL 3 D. THE BOARD AT WORK 22. There are regularly scheduled board meetings at least four times a year. 23. Meetings begin and end on time as per agreed-upon schedule. 24. Board members are aware of attendance obligations. 25. There is adequate preparation and distribution of material, including agendas, study documents, etc., in advance of board meetings. 26. Board meetings are characterized by open discussion, creative thinking, and active participation together. 27. Board meetings deal primarily with policy formulation; program, financial, and long-range planning; financial review; and evaluating the work of the organization. 28. Minute of service of the organizations of board and committee meetings are written and circulated to the members. 29. Committees are active and complete assigned tasks in a timely manner. 30. The board is aware of matters of community, state, and nationwide concern within the field 31. Individual members of the board accept and carry out assignments within the area of their talents and expertise. 32. Board members follow through on their commitments in a timely manner. 33. Board members make a generous financial contribution (self-defined) to the organization 34. All board members are involved in some aspect of fundraising for the organization. 35. The board conducts an annual review of its own organization and work. 36. New leadership is emerging consistently from the board and its committees. SUBTOTAL ADD UP YOUR SCORE

RATING

0

0 0

If your score is: 58–70: You’re in great shape. You have a healthy board with good working relationships. You should consider sharing some of your secrets with the rest of us! (One of your secrets is that you realize that the work of developing an effective board is a lifelong process.) 46–57: You’re on the way to a strong, effective board; pay attention to your weak spots, and involve the entire board in developing solutions. 30–45: You have lots of room for improvement. The board needs to prioritize areas to work on—both in the short and long term—make a plan, and work the plan! Under 30: You’re probably experiencing problems already. Now is the time to devote serious attention to ways to strengthen the structure, composition, and functioning of the board. If not, your programs, and ultimately the entire organization, will suffer. 1998 COMMENTS:

MASSACHUSETTS MARITIME ACADEMY BOARD OF TRUSTEES

BOARD OF TRUSTEES CODE OF CONDUCT The Board of Trustees (the “Board”) of Massachusetts Maritime Academy (the “Academy”) has adopted the following code of conduct and ethics (the “Trustees’ Code”) for Trustees of the Academy. In addition to complying with the Academy’s and the Commonwealth’s laws and regulations regarding Ethics, Conflicts and Conduct each Trustee shall also be responsible for complying with this Trustee’s Code. If any Trustee believes that a prohibited act under this Trustees’ Code has occurred, then he or she shall promptly report such belief to the Chairman of the Board and the Chair of the Compensation and/or Audit Committee. No code or policy can replace the thoughtful behavior of an ethical Trustee. Trustees are encouraged to bring questions about particular circumstances regarding an interpretation of a provision of this Trustees’ Code to the attention of the Academy’s or the Board’s Counsel. 1.

CONFLICT OF INTEREST Trustees must avoid any conflicts or appearance of any conflicts of interest between the Trustee and the Academy. “Conflicts of interest” can, but are not limited to, occur when: • • •

A Trustee’s personal interest is adverse to—or may appear to be adverse to—the interests of the Academy as a whole. A Trustee, or a person closely related to a Trustee, receives improper personal benefits as a result of his or her position as a Trustee of the Academy. Any transaction involving a third party relating to Academy related procurements could be perceived as involving any Trustee bias or favoritism if not an arms length transaction.

1

A Trustee shall also recuse him or herself from any Academy Board decision involving another person, firm or company with which the Trustee is affiliated.

Other examples of conflicts that Trustees also must avoid include: Persons closely related to a Trustee can also include: a Trustee’s immediate family (spouse, parents, children, siblings, mothers-in-law and fathers-in-law, sons and daughters-in law, brothers and sisters-in-law, and anyone (other than employees) who share such person’s home); entities that the Trustee serves as an officer, Trustee, or in a position of a equivalent authority, any other person with whom the Trustee has a close relationship, or as may be defined by regulation or law as may be amended. a. Relationship of Academy with third-parties: Trustees may not receive a personal benefit from a person or firm which is seeking to do business or to retain business with the Academy, unless such a relationship is fully disclosed by the interested Trustee and approved by the vote of the Trustees disinterested in the transaction. b. Compensation from non-Academy sources: Trustees may not accept compensation (in any form) for services performed by the Trustee for the Academy from any source other than the Academy. c. Gifts: Trustees may not offer, give or receive gifts from persons or entities that deal with the Academy in those cases where any such gift is being made in order to influence a Trustee’s actions as a member of the Academy’s Board, or where acceptance of the gifts could create any appearance of a conflict of interest. d. Personal use of Academy assets: Trustees may not use Academy assets, labor or information for personal use unless approved by disinterested Trustees, or as part of a compensation or expense reimbursement program available to all Trustees. 2.

BUSINESS OR PERSONAL OPPORTUNITIES Trustees owe a duty to the Academy to advance its legitimate interests when the opportunity to do so arises. Trustees also must not: a. Take for themselves or their own companies or other companies with which they have a fiduciary relationship any opportunities that are discovered through the use of Academy property, Academy information or position as a Trustee; unless such opportunities are fully disclosed by the interested Trustee and approved by the vote of the disinterested Trustees. 2

b. Use the Academy’s property or information or the Trustee’s position in the Academy for personal gain; or c. Compete with the Academy for business opportunities. However, if the Academy’s disinterested Trustees determine in advance that the Academy will not pursue an opportunity that relates to the Academy’s business, a Trustee may then do so. 3.

CONFIDENTIALITY Trustees also must maintain the confidentiality of information entrusted to them by the Academy and any other non-public information relating to the Academy and it’s staff and students that comes to them, from whatever source, in their capacity as a Trustee, except when disclosure is authorized or legally mandated.

4.

COMPLIANCE WITH LAWS, RULES AND REGULATIONS Trustees also must comply with all Federal, State and local laws, rules and regulations applicable to the Academy, including any applicable Academy and Trustee policies and By Laws.

5.

FAIR DEALING Trustees also must deal fairly with any of the Academy’s customers, suppliers, competitors and employees.

6.

ENCOURAGING THE REPORTING OF ANY ILLEGAL OR UNETHICAL BEHAVIOR Trustees should also promote ethical behavior and take steps to ensure the Academy: a.

b. c.

Maintains an ethics hotline to answer ethics questions when staff or students may be in doubt about the best course of action in a particular situation. Encourages employees to report violations of laws, rules, regulations or the Academy’s Code of Ethics and Conduct to appropriate personnel; Informs employees that the Academy will not allow retaliation for reports made in good faith.

3

7.

PROTECTION AND PROPER USE OF ACADEMY ASSETS All Trustees must protect the Academy’s assets and ensure their efficient use. All Academy assets should be used only for legitimate business purposes.

8.

ENFORCEMENT The Board (or the disinterested members of the Board) will review and investigate any allegation of a breach of this policy by a Trustee, with or without the participation of any Trustee who may be the subject of such report. Any Trustee who is subject to such an allegation shall be informed of such allegation and be allowed ample opportunity to review the details of such allegation and respond to such allegation to the Board. If the Board determines that any such act represents a violation under the Commonwealth’ standards for ethics, conflicts or conduct or this Trustees’ Code, then appropriate action as determined by a majority of the disinterested Trustees will be taken and, if applicable, disclosed.

9.

WAIVERS Any waiver of this Trustees’ Code or the Academy’s Standards of Ethics and Conduct may be made only by a majority of the full Board of Trustees and must be disclosed to the other Trustees.

4

MASSACHUSETTS MARITIME ACADEMY BOARD OF TRUSTEES CODE OF CONDUCT ANNUAL ACKNOWLEDGEMENT AND DISCLOSURE FORM Please complete the following: 1. Have you read the Board of Trustees Code of Conduct Policy? ________ Yes

________ No

2. Will you adhere to the practices and prohibitions outlined in the Code of Conduct and report any actual or perceived violations? ________ Yes

________ No

3. To the best of your knowledge are you aware of any relationships between the Academy or any related or affiliated organization and you or a member of your family that may constitute any conflict of interest? ________ Yes

________ No

4. If Yes to item 3, please explain in detail the entire nature and extent of any benefits received. 5. To the best of your knowledge did you or a member of your family receive during the past 12 months any gifts or loans from any source from which the Academy or any related or affiliated organization buys goods or services or otherwise has significant business dealings? ________ Yes

________ No

6. If Yes to item 5, please explain in detail the nature and extent of any benefits received. 7. I certify that my responses and information herein is true and complete to the best of my knowledge:

__________________ Date

____________________________________ Signature ____________________________________ Print Name

Succession Plan

President Francis X. McDonald (CAPT B. Lima) Staff Associate C. Aquilano

Academic Affairs V. P. CAPT B. Lima (CAPT J. McDonald)

Advancement V. P. H. Knight (I. MacLeod)

Marine Operations V. P. CAPT T. Bushy (M. Campbell/R. Fontaine)

Enrollment Management V. P. CAPT E. Stevenson (J. Tefft)

Operations V. P. P. O’Keefe (P. Hernandez)

Student Services/ Commandants Office V. P. CAPT E. Rozak (CDR S. Kelleher)

Finance V. P. R. Cass (J. Deree)

Human Resources Dean E. Benway (A. O’Connor/C. Ruggeri)

Technology & Library Services V. P. A. Fallon (R. MacGregor)

Non-Unit Professionals Non-Unit Classified AFSCME Unit Members APA Unit Members MSCA Unit Members

08/03/16

MASSACHUSETTS MARITIME ACADEMY BOARD OF TRUSTEES Facilities & Finance Committee 26 August 2016 Trustee Felicia Penn, Chair Trustee Daniel Shores, Vice Chair Trustee Meghan Duggan, Member AGENDA I. CALL TO ORDER AND OPENING COMMENTS – Committee Chair II. PREVIOUS MEETNG MINUTES – 20 May 2016 26 February 2016 20 November 2015 III. ACTION REQUIRED/MOTIONS TO BE CONSIDERED – Committee Chair 1) Facilities & Finance-FY17-01 To consider approving up to an additional Eight Hundred Thousand Dollars (800,000) from the Academy’s Reserve account to acquire and relocate a static full size water tube boiler. IV. STAFF LIAISON SUMMARY REPORTS Vice President for Finance Vice President for Operations Vice President for Advancement V.

STRATEGIC INFORMATION REPORTS a. Financial Report  Financials o Balance Sheet* o Income & Expenses o Budget Actuals, Quarter, YTD, Year End  Investments*  Financial Aid Report*  Unusual Expenses  Claims/Insurance  Enterprise Accounts o Camps & Conferences o DGCE o Yacht & Boat Donations b. Advancement Report  Initiatives

*Provide data and/or report

 

o Leadership Gift & Grants Effort o Alumni Participation o Outreach Program o Cadet Philanthropy o Upcoming Fund Raising Events Advancement Financial Report* MMA Foundation Report*

c. Facilities Report  Deferred Maintenance*  Capital Projects*  Renovations  Off Campus Facilities*  Leased and Operated Facilities* d. Public Safety Update VI. OLD BUSINESS – (TBD by the Chair, Vice Chair and President) VII. NEW BUSINESS - (TBD by the Chair, Vice Chair and President) VIII. OTHER BUSINESS IX. ADJOURNMENT

*Provide data and/or report

Massachusetts Maritime Academy Board of Trustees Facilities & Finance Committee Bay State Conference Center 26 February 2016 Members Present:

Committee Chair Penn, Committee Vice Chair Locke (remotely), Trustee Covel (remotely), and BOT Chair Mattson (Ex Officio)

Members Absent:

None

Others Trustees Present: Trustees Chalas (remotely), Duggan, Frost, Jearld, Shores and Turkington Non-Voting Members Present: None. CALL TO ORDER AND OPENING COMMENTS Facilities & Finance Committee Chair Penn called the Facilities & Finance meeting to order at 9:41 a.m. The meeting had no quorum. PREVIOUS MEETING MINUTES Due to no quorum, 20 November 2015 Facilities & Finance Committee meeting minutes will be approved at the May 2016 Committee Meeting. ACTIONS REQUIRED/MOTIONS TO BE CONSIDERED a. Motions: (Discussion only) a. Facilities & Finance-FY16-01 To consider authorizing and approving a tuition and fee increase of 5.0% for FY17 for undergraduate and Division of Graduate and Continuing Education courses contingent on the Commonwealth’s FY17 budget. Discussion: RADM McDonald reported for the second year in a row the state has defaulted in funding collective bargaining allocations. Unfortunately the Academy is raising revenues rather than cut services. This increase will amount to $373/per student/per year. Trustee Frost agreed it is a reasonable ask. b. Facilities & Finance-FY16-02 To consider assessing a program fee of $250/per semester for Standards of Training Certification and Watchkeeping (STCW) for FY17. Discussion: CAPT Lima reviewed standalone non-credit courses required for deck and engine majors. These courses are specialized for license majors. c. Facilities & Finance-FY16-03 To consider authorizing and approving a 3.5% increase for Chartwells Dining Services for FY17. Discussion: RADM McDonald reviewed the outstanding job done by food services and the many scholarships they provide to students. This increase will amount to $168/per student/per year. 1

d. Facilities & Finance-FY16-04 To consider and approve increasing on/off campus parking fees up to $195 annually beginning FY17. Discussion: Mr. O’Keefe reviewed the rationale for the parking increase and standardizing the rate. This increase would cost an additional $10.00 per year oncampus parking and additional $60.00 per year off-campus parking. STRATEGIC INFORMATION REPORTS Committee Chair Penn requested liaisons to give their reports. Financial Report – Ms. Rosemarie Cass, Vice President of Finance Ms. Cass reported on the operating revenue/expenses to date for FY16; performance base funding; no surprises-budget is on target; investments are down; and rainy day fund balance has not changed. Further, Ms. Cass reported all funds are secure with no exposure. Discussion ensued regarding how often to review the Academy Investment Policy. Policy will be sent to Committee Chair Penn. Ms. Cathy Kedski, Director of Financial Aid explained the difference between students with need and students who are financial aid recipients. Facilities – Mr. Paul O’Keefe, Vice President of Operations Mr. O’Keefe reported Mr. Dan Freitas, Chief Waste Water Treatment Operator was recognized by Environmental Protection Agency as the best chief operator and best plant. Updates were provided on deferred maintenance and capital projects. The Public Safety department had a $165,000 renovation; in process of acquiring new software for logbooks; and the annual Fire & Safety report is posted. Advancement Report –Ms. Holly Knight, Vice President of Advancement Ms. Knight reported there are 1,436 donors at $1,016, 601 to date. She reviewed leadership gift effort and grants for FY16 are going well; Foundation investments are down reflecting the market at this time; and the department is working on the 125th MMA Birthday celebration which will host events over the next six months. Ms. Knight announced the $25,000 scholarship named CAPT Thomas Bushy Panamanian Scholarship. Trustees requested periodic updates on the 125th Academy Birthday Celebration. OLD BUSINESS None. NEW BUSINESS None.

2

OTHER BUSINESS None. ADJOURNMENT The Facilities & Finance Committee Meeting adjourned at 10:38 p.m. Respectfully submitted, Colleen Ruggeri Staff Assistant Operations Division

3

Massachusetts Maritime Academy Board of Trustees Facilities & Finance Committee Bay State Conference Center 20 May 2016 Members Present:

Committee Chair Penn, Committee Vice Chair Locke (remotely), and BOT Chair Mattson (Ex Officio)

Members Absent:

Trustee Covel

Others Trustees Present: Trustees Chalas (remotely), Frost, Jearld, Kelly, Shores and Turkington Non-Voting Members Present: None. CALL TO ORDER AND OPENING COMMENTS Facilities & Finance Committee Chair Penn called the Facilities & Finance meeting to order at 9:37 a.m. The meeting had no quorum. PREVIOUS MEETING MINUTES Due to no quorum, 20 November 2015 and the 26 February 2016 Facilities & Finance Committee meeting minutes will be approved at the August 2016 Committee Meeting. ACTIONS REQUIRED/MOTIONS TO BE CONSIDERED a. Motions: (Discussion only) a. Facilities & Finance-FY16-05 To consider approving and accepting the Academy Operating Budget of Fifty-Four Million, Seven Hundred Forty-One Thousand, One Hundred Thirty-Two Dollars ($54,741,132) for FY17. Discussion: Ms. Rose Cass, Vice President of Finance reviewed the budget for FY17. Budget includes the 5% approved increase for tuition and fees; room and board is a pass through to Chartwells Dining Services and the Massachusetts State College Building Authority; Enterprise accounts add to the bottom line and state appropriation is a conservative number at this time. Other revenue comes from commissions and late fees. Parking tickets are paid to the scholarship fund. Investors will be invited to the June 2016 meeting to update and review investments. No changes in Balance Sheet or Financial Aid information.

STRATEGIC INFORMATION REPORTS Committee Chair Penn requested liaisons to give their reports. Financial Report – Ms. Rosemarie Cass, Vice President of Finance As previously noted. 1

Facilities – Mr. Paul O’Keefe, Vice President of Operations Mr. Paul O’Keefe, Vice President of Operations reported the American Bureau of Shipping Information Commons has been awarded the LEED Platinum award-only twelve buildings in the state have achieved this green building award. Mr. O’Keefe updated capital projects: campus loop road will begin construction in FA2016; gymnasium expansion study completed; Harrington roof completed; Blinn Hall construction is scheduled for SU2016; Waterfront Protection Pier Phase I on hold; and Taylor Road parking lot has been purchased and is in the design phase. Trustee Kelly asked about staffing concerns in the Public Safety Office. RADM McDonald replied administration is looking into reorganizing the office. Advancement Report –Ms. Holly Knight, Vice President of Advancement Ms. Knight reported there are 2,378 donors at $1,730,299 to date. FM Global gave an unrestricted gift for naming proposal. A ribbon cutting ceremony will take place on Monday, 23 May 2016. Alumni giving is up to 14.1%; Maine Maritime versus Mass Maritime was a friendly competition-Maine was victorious; friendly challenge with SUNY Maritime-Mass Maritime succeeded. Cadets were awarded with Trustee Wilkinson and RADM McDonald flipping burgers. Fifty percent of the giving funding will go towards a memorial plaque for the El Faro alumni who perished. The 125th Academy birthday celebration will kick off on 25 May 2016 with National Maritime Day, Change of Command, and the unveiling of MMA’s history in the American Bureau of Shipping Information Commons. RADM McDonald announced that Trustee Maj Marisol Chalas is Maritime of the year for Change of Command Ceremony. OLD BUSINESS None. NEW BUSINESS None. OTHER BUSINESS None. ADJOURNMENT The Facilities & Finance Committee Meeting adjourned at 10:17 a.m. Respectfully submitted, Colleen Ruggeri Staff Assistant Operations Division 2

Massachusetts Maritime Academy Board of Trustees Facilities & Finance Committee Bay State Conference Center 20 November 2015 Members Present:

Committee Chair Penn, Trustee Covel, and BOT Chair Mattson (Ex Officio)

Members Absent:

Committee Vice Chair Locke

Others Trustees Present: Trustees Chalas, Fields, Frost, Jearld, Kelly, and Shores Non-Voting Members Present: None. CALL TO ORDER AND OPENING COMMENTS Facilities & Finance Committee Chair Penn called the Facilities & Finance meeting to order at 12:04 p.m. The meeting had a quorum. PREVIOUS MEETING MINUTES Facilities & Finance Committee Chair Penn requested a motion to approve committee minutes from 21 August 2015 as written. BOT Chair Mattson motioned to approve committee minutes from 21 August 2015 as written, seconded, MOVED unanimously. ACTIONS REQUIRED/MOTIONS TO BE CONSIDERED No actions/motions to be considered. STRATEGIC INFORMATION REPORTS Committee Chair Penn requested liaisons to give their reports. Financial Report – Ms. Rosemarie Cass, Vice President of Finance Ms. Cass reported on the operating revenue/expenses to date for FY16; performance base funding; no surprisesbudget is tight; investments are down; and rainy day fund balance has not changed. Ms. Cathy Kedski, Director of Financial Aid, reported 77% student receive aid; 18% are Pell recipients; 88% are female and 85% are male. Facilities – Mr. Paul O’Keefe, Vice President of Operations Mr. O’Keefe reported on the status of capital projects and efforts to continue with the campus master planning: a title search was done for the loop road-MMA owns the beach; gymnasium study near completion; Water Front Protection Pier (WFPP)-Phase II is totally permitted with the design phase complete; construction for WFPP will begin in spring 2016/summer 2016. DCAMM funding is slated for the repair of Blinn Hall roof/envelope; natatorium solar thermal is complete; and Harrington Hall project is in punch list stage. The new academic building is on hold. MSCBA will complete the final dorm renovations (1st Company bathroom and 00 deck upgrades) in winter 2016 and annual deferred maintenance projects are ongoing. Advancement Report –Ms. Holly Knight, Vice President of Advancement 1

Ms. Knight reported there are 788 donors at $647,957 to date. She reviewed leadership gift effort and grants for FY16 are going well; Foundation investments are down reflecting the market at this time; and the department is working on the 125th MMA Birthday celebration which will host events over the next six months. OLD BUSINESS None. NEW BUSINESS Campus safety update to be added to quarterly committee agenda. OTHER BUSINESS None. ADJOURNMENT Facilities & Finance Committee Chair Penn requested a motion to adjourn the Facilities & Finance Committee. BOT Chair Mattson motioned to adjourn the Facilities & Finance Committee meeting at 12:46 p.m., seconded, MOVED. The Facilities & Finance Committee Meeting adjourned at 12:46 p.m. Respectfully submitted, Colleen Ruggeri Staff Assistant Operations Division

2

MASSACHUSETTS MARITIME ACADEMY REQUEST FOR TRUSTEE ACTION

FACILITIES & FINANCE MOTION

FACILITIES & FINANCE-FY17-01 (RESCIND FINANCE FY12-05) DATE: 16 SEPTEMBER 2016

To consider approving up to Eight Hundred Thousand Dollars ($800,000) from the Academy’s Reserve account to acquire and relocate a static full size water tube boiler. This motion rescinds motion FY12-05 which was previously approved in June 2012. DRAFT MOTION: In accordance with applicable provisions of Massachusetts General Laws, Chapter 15A, §22, the Board of Trustees of the Massachusetts Maritime Academy hereby approves up to an Eight Hundred Thousand Dollars ($800,000) from the Academy’s Reserve account to acquire and relocate a static full size water tube boiler. This motion rescinds motion FY12-05 which previously was approve in June 2012. Contact:

CAPT Bradley Lima Vice President of Academics

Source of Funds:

Academy Reserve account

Attachment:

Financ-FY12-05 Motion

Committee Action:

Submitted to the Facilities & Finance Committee on 26 August 2016 for their consideration.

BACKGROUND INFORMATION The boiler is considered one of a kind in the world and will benefit the undergraduate engineering programs, including the new Energy Systems Engineering program. It is an integral component as part of our steam generation course. Housing the boiler on campus will not only further assist our cadets but will assist in development of continuing education stationary engineering courses. The additional funding will be used towards modifying Bresnahan Hall to house the boiler. By approving this motion the Board of Trustees approves the acquisition and relocation of the boiler not to exceed $800,000. 

_ Francis X. McDonald Clerk of the Board

MASSACHUSETTS MARITIME ACADEMY REQUEST FOR TRUSTEE ACTION

FINANCE MOTION

FINANCE-FY12-05 DATE: 14 JUNE 2012

To consider approving up to Four Hundred Thousand Dollars ($400,000) from the Academy’s Reserve account to acquire and relocate a static full size water tube boiler.

MOVED:

In accordance with applicable provisions of Massachusetts General Laws, Chapter 15A, §22, the Board of Trustees of the Massachusetts Maritime Academy hereby approves up to Four Hundred Thousand Dollars ($400,000) from the Academy’s Reserve account to acquire and relocate a static full size water tube boiler. Contact:

CAPT Bradley Lima, Vice President of Academics

Source of Funds:

Academy Reserve account

Committee Action:

Finance Committee at its 23 May 2012 meeting voted unanimously to endorse the motion and forward to the Board with a positive recommendation.

BACKGROUND INFORMATION The boiler is considered one of a kind in the world and will benefit the undergraduate engineering programs, including the new Energy Systems Engineering program. Cadets have visited this boiler on a regular basis and it is an integral component of the as part of our steam generation course. Housing the boiler on campus will not only further assist our cadets but will assist in development of continuing education stationary engineering courses. The boiler weighs 88,000 pounds and will be transported over land and water. Cranes and cribbing will be required on both ends of the move. It is anticipated the move of this boiler will be coordinated around dock availability. The T. S. Kennedy will be underway in late August. By approving this motion the Board of Trustees approves the acquisition and transportation of the boiler not to exceed $400,000. 

MASSACHUSETTS MARITME ACADEMY BALANCE SHEET

2015

2014

2013

2012

2011

2010

Current and other assets

$42,440,609

$52,575,342

$46,403,458

$33,072,498

$30,574,156

$26,161,367

Capital assets (net of depreciation)

$61,388,967

51,456,853

46,532,278

47,473,299

43,828,354

29,228,218

$103,829,576

104,032,195

92,935,736

80,545,797

74,402,510

55,389,585

$9,229,943

10,484,710

9,279,879

9,098,332

8,683,192

7,323,413

$20,276,871

19,761,110

14,978,500

5,737,988

5,206,534

5,807,879

$29,506,814

30,245,820

24,258,379

14,836,320

13,889,726

13,131,292

$52,983,425

46,630,309

47,475,644

44,430,816

40,309,727

25,240,275

$1,850,938

2,112,400

837,987

1,003,250

2,735,169

4,365,026

$19,488,399

25,043,666

20,363,726

20,275,411

17,467,888

12,652,992

$103,829,576

$104,032,195

$92,935,736

$65,709,477

$60,512,784

$42,258,293

Total assets

Current liabilities Other liabilities

Total liabilities

Net assets Invested in capital assets, net of related debt Restricted Unrestricted

Total net assets

MASSACHUSETTS MARITIME ACADEMY OPERATING REVENUE & EXPENSE BUDGET ANALYSIS

2016 Unaudited

State Maintenance Appropriation

2016

2016

2015

2014

2013

2012

2011

2010

6/30/2016

BUDGET

Audit

Actual

Actual

Actual

Actual

Actual

16,194,745

15,541,878

104%

15,541,878

14,734,703

12,946,587

12,330,691

12,330,691

10,840,503

500,000

600,000

83%

800,000

1,600,000

961,529

1,228,925

477,801

526,301

31,651,152

28,336,435

112%

27,709,715

25,654,180

24,603,553

22,951,331

21,204,688

19,307,487

MMA enterprise accounts

873,555

1,200,000

73%

1,332,194

1,167,149

1,646,328

2,181,846

772,413

956,049

Other

732,882

900,000

81%

1,009,978

695,450

794,565

868,505

1,064,779

631,872

878,792

2,743,229

1,962,333

124,162

1,152,483

591,716

47,272,557

46,594,711 $42,914,894 $39,685,460 $37,002,855

$32,853,928

Federal MARAD and other MMA net student billing

Interest

‐609,288

Total Revenue

$49,343,046 $46,578,313

Previous year

106% 102%

Payroll 

18,974,018

18,745,729

101%

19,019,811

18,575,183

16,974,362

14,972,336

14,342,535

13,503,475

Other expenses

27,656,024

27,832,584

99%

27,874,619

24,227,271

21,748,188

20,593,703

18,438,420

16,793,367

42,802,454 $42,722,550 $35,566,039 $32,780,955

$30,296,842

Encumbrances Hurley DCAM transfer

Total Expense Previous year

4,000,000

$46,630,042 $46,578,313

100% 104%

46,894,430

MASSACHUSETTS MARITIME ACADEMY Investments

FY 2014

FY 2010

FY 2009

7,518,656

6,965,431

1,173,280 66,605

605,278 52,500

‐239,293 48,714

1%

10%

8%

‐4%

2,295,782 192,155 9,329

2,103,627 34,855 8,737

2,077,509 81,859 4,349

8%

1%

7%

FY 2016

FY 2015

FY  2013

FY 2012

6/30/2016

6/30/2015

17,419,173 

17,776,037

(508,457) (118,405)

880,617 126,868

2,550,447 114,154

1,873,176 102,999

212,186 84,920

‐2.90%

5%

16%

12%

2,814,588  26,360  (8,785)

2,797,013 134,452 9,248

2,671,928 384,405 8,259

0.90%

5%

17%

FY 2011

Morgan Stanley Market Value gross return Management Fees Net %

Eton Vance Market Value Management Fees Net % Return

18,522,288 16,085,995 14,268,132 14,121,846

*2011 Eton Vance annualized, managed for six months

FINANCIAL AID REPORT prepared by Cathy Kedski As of August 1, 2016 2016

2015

2014

2013

2012

79% $24,760  $11,844  $36,170 

79% $23,400  $12,885  $36,285 

78% $24,030  $13,552  $37,582 

84% $23,000  $11,224  $34,224 

75% $22,307  $10,093  $32,400 

AVERAGE LOAN DEBT % of graduating class (UG  only) who borrowed Federal Loan Private Loan Total Debt 16‐17

FINANCIAL AID RECIPIENTS: Students with financial need and students without  financial need . Those without need received unsubsidized federal loans. percent of undergrads receiving some type of aid receiving Federal Pell Grant

15‐16

14‐15

13‐14

1229

1257

1076

73% 14%

80% 18%

77% 20%

ALL STUDENTS WITH NEED: students whose families are not expected to be able to cover their educational costs NUMBER OF STUDENTS 867 903 770 AVERAGE COST OF ATTENDANCE 29692 27477 26336 AVERAGE FAMILY CONTRIBUTION 12178 10767 10415 AVERAGE NEED 17322 16710 15921 AVG. NEED BASED GRANT 7231 7703 7097 AVG. NEED BASED WORK 948 910 917 AVG. NEED BASED LOAN 4103 4000 3969 AVERAGE NEED BASED AID 12281 12615 11983 AVG. % OF NEED MET 72% 79% 78% AVG. NON‐NEED GRANT 83 134 113 AVG. NON‐NEED LOAN 2530 2580 2509 AVG. TOTAL FEDERAL LOAN 6633 6589 6479 NET PRICE (COST ‐ GRANT) 22378 19774 19239

12‐13

1113 1059 74% 20%

81% 21%

699 26156 10072 16084 6395 586 3998 10979 70% 61 2573 6571 20452

671 25127 9777 15350 6038 430 4007 10475 71% 102 2673 6676 18987

FINANCIAL AID REPORT prepared by Cathy Kedski As of August 1, 2016

FEMALES WITH NEED NUMBER OF STUDENTS

133

116

106

94

94

AVERAGE COST OF ATTENDANCE

28797

27393

26035

26852

25562

AVERAGE FAMILY CONTRIBUTION

8714

7874

8137

8309

8988

AVERAGE NEED

20083

19519

17897

18543

16574

AVG. NEED BASED GRANT

12380

11473

11067

12810

10133

AVG. NEED BASED WORK

1094

1043

856

612

470

AVG. NEED BASED LOAN

4144

4151

3569

3523

3575

17617

16667

15492

16945

14178

90%

88%

88%

92%

86%

0

160

222

130

229

AVG. NON‐NEED LOAN

2406

2376

2284

2572

2725

AVG. TOTAL FEDERAL LOAN

6550

6527

5852

6095

6300

NET PRICE (COST ‐ GRANT)

16417

15920

14746

14042

15200

AVERAGE NEED BASED AID AVG. % OF NEED MET AVG. NON‐NEED GRANT

FINANCIAL AID REPORT prepared by Cathy Kedski As of August 1, 2016

MINORITIES WITH NEED (BLACK AND LATINO ONLY) NUMBER OF STUDENTS

54

86

74

56

45

AVERAGE COST OF ATTENDANCE

33490

29287

26913

26995

25020

AVERAGE FAMILY CONTRIBUTION

7459

6825

8326

5708

6220

AVERAGE NEED

26031

22462

18587

21287

18780

AVG. NEED BASED GRANT

17472

13637

11250

14352

10957

AVG. NEED BASED WORK

1167

1038

871

696

544

AVG. NEED BASED LOAN

4023

4234

3698

4086

3891

22661

18909

15819

19134

15392

88%

84%

86%

90%

82%

0

95

77

0

137

AVG. NON‐NEED LOAN

2380

2564

2441

2175

2700

AVG. TOTAL FEDERAL LOAN

6403

6798

6139

6261

6591

NET PRICE (COST ‐ GRANT)

16018

15650

15586

12643

13926

AVERAGE NEED BASED AID AVG. % OF NEED MET AVG. NON‐NEED GRANT

FINANCIAL AID REPORT prepared by Cathy Kedski As of August 1, 2016

PELL GRANT RECIPIENTS NUMBER OF STUDENTS

241

292

281

AVERAGE COST OF ATTENDANCE

29143

27239

25420

AVERAGE FAMILY CONTRIBUTION

1396

1620

1566

AVERAGE NEED

27748

25619

23853

AVG. NEED BASED GRANT

17514

12939

13032

AVG. NEED BASED WORK

1161

1015

1168

AVG. NEED BASED LOAN

4410

4373

4294

23085

18328

18494

83%

71%

78%

45

20

0

AVG. NON‐NEED LOAN

2556

2548

2207

AVG. TOTAL FEDERAL LOAN

6966

6921

6501

NET PRICE (COST ‐ GRANT)

11584

14300

12388

AVERAGE NEED BASED AID AVG. % OF NEED MET AVG. NON‐NEED GRANT

272

249

Advancement

2016 

2015

2014

2013

1,807* donors @  $2,131,326

1,744 donors @  $1,881,080

1,515 donors @  $2,269,695

1,441 donors @ $1,883,285

Leadership Gift Effort FY16: FM Global ‐ $100,000 – Unrestricted  ABS ‐ $100,000 ‐ Scholarship Chartwells ‐ $100,000 – Athletics MMA Alumni Association ‐ $68,772 – Scholarship   FOMMA ‐ $65,000 ‐ Scholarship Individual ’55 ‐ $50,000 – Scholarship  Anonymous Corporation ‐ $40,000 – Scholarship / Other McAllister Towing & Transportation ‐ $40,000 – Scholarship (Salute NYC)  Boston Marine Society ‐ $40,000 – Scholarship  Woman’s Seamen’s Friends ‐ $28,000 – Scholarship  OSG Tug Valor ‐ $20,000 – Scholarship  Buckeye Partners ‐ $20,000 – Scholarship  *2,847 Gifts

Advancement Alumni Donor Percent Participation

2016

2015

2014

2013

22%

14.1%

14%

12.5%

Note: national avg. for alumni giving for private & public schools is 7‐8%

Leadership Gift Effort / Pipeline: William “Bud” Flanagan ‘64 ‐ $3 Million – Naming Proposal – Closed FY17! Individual ‘50 ‐ $3 Million Endowment Individual ‘47 ‐ $1 Million Scholarship Individual ‘65 ‐ $1 Million Scholarship Veolia ‐ $300,000 – Scholarship (re‐solicit with Naming in FY17) Individual ‘88 ‐ $100,000 Scholarship Sister of Individual ’67 ‐ $100,000 Scholarship Individual ’91 ‐ $100,000 Program Support

Advancement Foundation

FY 16

FY 15

FY 14

Net Assets under Management

$15,421,054

$15,065,956

$7,632,927

Rate of Return

-3.5%

5.41%

17.18%

Advancement

125th Year Sponsors to date 

Corporate ‐ ABLE Services, AD Makepeace, Bond Brothers, Boston Beer  Company, Boston Harbor Pilot Association, Boston Marine Society,  Boston Towing and Transportation, Cape Cod Enterprises, Jay Cashman  Inc., Charter Environmental, Chartwells, Chembulk Maritime, Clean  Harbors, Entergy Nuclear Pilgrim, FM Global, General Dynamics Electric  Boat, International Registries, LifeLine, Massport, McAllister Towing and  Transportation, MEBA, Mediterranean Shipping Company, MMA Alumni  Association, Moran Shipping, Noragh Analytics, Northeast Marine Pilots,  Poten & Partners, Robert F. White Associates, Rubin & Rudman LLP,  Schofield Properties, Santander, SpecTec, Veolia North America, The  Wilkinson Companies 



Individual ‐ Walter Czerny ’65, Denise Hammon ‘FR, Pennie Hare ‘FR, Bill  Kelley ’54, Peter Lawrence ’63, Wayne Mattson ’87, Tom Nicholson ’50, Paul Saccone ’86 Joseph Sauger ’84, Jim Silver ’82, Richard Wilson ‘FR,  Stephen Zilonis ’95



Platinum ‐ $25,000, Gold ‐ $12,500, Silver $2,500, Bronze $1,250

Massachusetts Maritime Academy Reserve Fund Status August 2016

Reserve Request & Use Summary (in $Ms) Current Balance June 2016*

$21.5M

Money Approved by Board of Trustees (Not Spent) New Academic Building (FY16) 320 Main Street (FY16) Currently proposed Water Tube Boiler (FY17) Net Current Balance *Estimated balance to be confirmed after state audit.

$ 5.0M $ 1.2M $ 6.2M $ .8M $14.5M

Please see attached 11 X 17 Sheet

Revised

Project

MASSACHUSETTS MARITIME ACADEMY Deferred Maintenance Capital Projects FY17 Status Project BOT/ RDF

Description

Items Proposed for MMA Capital Funding for FY17 Construct Campus Loop Road Tower Lane / Baseball field 320 Main Street Renovation Emergency Mgt Simulator Upgrade Marina Floating Dock System Expansion of existing floating docks Beachmoor Electrical Upgrade Harrington Lot/Sidewalks/ADA Gymnasium Locker Rooms AC Install air conditioning- mold issue Cutaway Training Boiler Transport/Installation Training Boiler Artificial Turf/Lighting Baseball Field

Permitted-Fall 2016 construction Ongoing Seeking external funding Ongoing Summer 2016 Construction Transport from Newport Fall 2016

2,000,000 1,200,000 1,200,000 1,000,000 50,000 150,000 250,000 800,000 2,000,000

Other Funds

Locally

Unfunded

Sub-total

2,000,000 1,200,000 1,200,000 1,000,000 50,000 150,000 250,000 400,000

400,000 2,000,000 8,650,000

Items Proposed for MMA Capital Funding beyond FY17 Gymnasium Expansion Capital Campaign $5M/MSCBA $5M Renovate Pedestrian Walkway Power Plant Road Waterfront Protection Phase I & II Campus Exterior Lighting Upgrade 320 Main Street Phase II Turf Sports Fields Revitalization

Study Complete - Hold Study Complete Design/Permit Complete - Hold Pending Study

10,000,000 600,000 10,000,000 250,000 1,500,000 1,500,000

5,000,000 600,000

5,000,000 10,000,000 250,000 1,500,000 1,500,000 23,850,000

DCAMM Projects New Academic Building Flannagan Hall Roof/Envelope Gymnasium Envelope Gymnasium Roof Replacement

New Classroom/Lab Building DCAMM Funded Seeking DCAMM Funding Seeking DCAMM Funding

Designer Selection on Hold Fall 2016 Construction Awaiting DCAMM decision Awaiting DCAMM decision

20,000,000 2,000,000 1,400,000 1,000,000

5,000,000

15,000,000 2,000,000 1,400,000 1,000,000 24,400,000

MSCBA (Dorm Authority)Projects 8 Taylor Road Parking Housing Study

Satellite Parking Study Future Dormitory Alternatives

Summer 2016 Construction

1,500,000 100,000

1,500,000 100,000 1,600,000

Annual Deferred Maintenance Projects Deferred Maint. Including Dorms Roof Repair Campus Site Improvements ADA Compliance Initiatives

Misc. Projects Yearly Allocation Yearly Allocation Paving/Sidewalks/Landscaping Study Completed

300,000 200,000 150,000 100,000

Ongoing Total

59,250,000 Updated 08/12/2016

300,000 200,000 150,000 100,000 12,200,000

26,600,000

1,200,000

19,250,000

750,000 59,250,000

MASSACHUSETTS MARITIME ACADEMY BOARD OF TRUSTEES Marine Operations Committee 26 August 2016 Trustee Felicia Penn, Chair Trustee Marisol Chalas, Vice Chair Trustee Eric Turkington, Member AGENDA I. II.

CALL TO ORDER AND OPENING COMMENTS – Committee Chair PREVIOUS MEETING MINUTES – 20 May 2016 26 February 2016 20 November 2015

III.

ACTION REQUIRED/MOTIONS TO BE CONSIDERED – Committee Chair

IV.

STAFF LIAISON SUMMARY REPORTS Vice President for Marine Operations

V.

STRATEGIC INFORMATION REPORTS a.

T. S. Kennedy  Readiness  Sea Trials  Shipyard Schedule and Work  Regulatory Enactments o ABS o USCG o MARAD o IMO  USCG Safety Inspections Status  Staffing/Credentialing  Bunkering  Cruise Schedule and Reports  Ship Sharing

b. Marine Operations  Small Boat Programs Status Update (Ranger/Tugs)  Herring Pond Facilities and Utilization o Sailing o Crew o Manned Models  Yacht & Boat Donations Quarterly Report* *Provide data and/or report

   

Waterfront Projects Grants (i.e., Hydrokinetic) Summer Programs (i.e., Sailing Camp, Spectacle Island) Sailing and Crew Vessels and Programs

VI.

OLD BUSINESS (TBD by the Chair, Vice Chair and President)  Waterfront Protection Pier update

VII.

NEW BUSINESS (TBD by the Chair, Vice Chair and President)

VIII. IX.

OTHER BUSINESS ADJOURNMENT

*Provide data and/or report

MASSACHUSETTS MARITIME ACADEMY BOARD OF TRUSTEES Marine Operations Committee Bay State Conference Center 16 August 2016

Trustee Galen Locke, Chair Trustee Felicia Penn, Vice Chair Trustee Marisol Chalas, Member Report I.

CALL TO ORDER AND OPENING COMMENTS – Committee Chair

II.

PREVIOUS MEETING MINUTES – 20 May 2016 26 February 2016 20 November 2015

III.

ACTIONS REQUIRED/MOTIONS TO BE CONSIDERED – Committee Chair

IV.

STAFF LIASION SUMMARY REPORTS – Vice President for Marine Operations The Division of Marine Operations has been busy with numerous activities since May. Foremost was the activation of the T.S. Kennedy for the 125th Anniversary Voyage to Boston, as well as the engagement with summer programs.

V.

STRATEGIC INFORMATION REPORTS a. T.S. Kennedy The Kennedy was activated in early June for two reasons – a post-repair sea trial for Marad, and also for a voyage to Boston to celebrate the 125th Birthday. Any activation, regardless of the time to be activated, requires the same amount of work for the ship’s officers and crew. During this voyage a US Coast Guard Excursion Permit was obtained that permitted us to carry guests to Boston, as well as a Harbor Cruise on Sunday the 12th. Arriving in Boston on Thursday we carried over 80 Academy friends, Boy Scouts, Academy employees and crew’s significant others. Friday was busy bunkering the ship and preparing for the reception. Saturday the 11th, the actual birthday, the Advancement team hosted a reception. This unique opportunity was highly successful when the Lieutenant Governor, Speaker of the House, Senate President were on board and signed ceremonial “re-enacting” legislation of 1891. The Major of Boston was also present. On Sunday over 60 high school students from John D. O’Bryant High School, as well a Girl

Scout and Camp Harborview kids enjoyed a two-hour harbor tour – before setting sail for the homeport on Buzzards Bay. Coupling Marad funds of sea trial, as well as very generous contributions from sponsors, in-kind donations from pilots and tug companies made the voyage both politically and financially successful. The Kennedy has had 12 cadets working aboard this summer accomplishing maintenance tasks. The ship will activate for the Orientation Mini-Cruise on 30 August, when she will again transit New York Harbor. This fall she will once again act as a dormitory for 60 1/C deck and engine cadets. Officially the command of the T.S. Kennedy was passed on to Captain Mike Campbell on 1 August. A formal ceremonial change of command will be conducted on Friday, 20 August in Maritime Park. Captain Campbell has eight years of service at the Academy, four as an adjunct faculty member, and three as Second Mate and Chief Mate. His resume includes 15 years of sailing aboard oil and chemical tankers.

Other agenda topics include:        

No sea trials are planned for the next fiscal year; Shipyard March - May 2017 – yard yet to be determined; Only personnel regulatory enactments affecting the officers (new STCW requirements – Deck/Engine Officer credential requirements); USCG issued excursion permits for the 125th voyage, as well as the Orientation Minicruise in August, full COI due to expire on 30 September 2016; Personnel issues include the shortage of one Third Mate, one HVAC Technician and a Schoolship Repairman; Bunkering will next occur during the sea term in January; Sea term has not been finalized as of this writing; and No discussion of ship sharing is presently occurring in Washington.

b. Marine Operations 

 

The Marine Department has been providing monomoys, motor whaleboats and occasional voyages aboard RANGER as required, as well as support to the Center for Maritime and Professional Training man-model program; The department had five cadets working this summer on numerous annual maintenance projects; Spectacle Island Marina was never opened for business this summer due to failure of the concrete floats. DCR talked a good game as preparations for the summer season were made, but they never materialized. Discussions on the future agreement with Boston Harbor Now are certainly in the future; and



  

The Waterfront Protection Plan will likely begin in the fall as the Seaport Economic Council grant has been clarified – the protection plan will now only involve an expansion of floating concrete floats; The Maine Department and Projects Officer Pham completed the final training session in fulfillment of the Oil Spill Training Grant; and The department worked closely with Brown University on completing the test of a tidal hydrokinetic device in the Cape Cod Canal; The Governor’s budget included a $150,000 allocation for MMA to purchase a hydrokinetic turbine that will become the cornerstone of a new Marine Renewable and Sustainable Power Center at MMA.

c. Yacht and Boat Donations    

Operating with two people, as opposed to five. CC employees help, but cannot fulfill the loss of the Staff Assistant; A 55’ aluminum schooner was delivered to Massachusetts by Chuck Fontaine – and crew members that included Bushy in July; Summer sailing camp was conducted with 96 children, and accounting looks good toward a profitable summer; and Summer offshore sailing was conducted out of Marion on three different sailboats.

V.

OLD BUSINESS

VI.

NEW BUSINESS (Chair, Vice CHAIR and President)

VII.

OTHER BUSINESS

VIII.

ADJOURNMENT

MASSACHUSETTS MARITIME ACADEMY BOARD OF TRUSTEES Student Life Committee Bay State Conference Center 26 August 2016 Trustee Ambrose Jearld, Chair Trustee Marisol Chalas, Vice Chair Cadet Trustee Joshua Rand, Member AGENDA I. II.

CALL TO ORDER AND OPENING COMMENTS – Committee Chair PREVIOUS MEETING MINUTES – 20 May 2016

III.

ACTION REQUIRED/MOTIONS TO BE CONSIDERED – Committee Chair

IV.

STAFF LIAISON SUMMARY REPORTS: Vice President for Enrollment Management Vice President for Student Services/Commandant’s Office

V.

STRATEGIC INFORMATION REPORTS a. Enrollment Report* (Please review attached spreadsheet)  Gender  Minorities  Demographics/SAT Scores  Early Acceptances/Deposits  Recruitment Initiatives/Open Houses/Leadership Programs  Class Population  Retention by Class  Graduation Rates by Class  Metrics and Trending b. COM CAD Report  Housing  Security/Safety  Morale  Leadership  Discipline  Concerns  Other

*Provide data and/or report

c. Health Services  Staffing  Health Visits  Visits/Other  Health Education  On Line Services  EMS Services  Cruise Report d. Athletic Department Report  NCAA Status  Conference Status  Title 9 Status  Athletic Facilities  Cadet Participation  Coaching Changes/Appointments  Cadet Work Assignments e. SGA  Budget  Clubs  Social Events  Upcoming Activities  Weekend Events f. Food Services  Facilities  Cadet Satisfaction  Cruise Provisioning and Services VI.

PARENTS ASSOCIATION REPORT Parents Association Representative

VII.

NEW BUSINESS - ( TBD by the Committee Chair, Vice Chair and President)

VIII.

OLD BUSINESS – ( TBD by the Committee Chair, Vice Chair and President)

IX. X.

OTHER BUSINESS ADJOURNMENT

*Provide data and/or report

Massachusetts Maritime Academy Board of Trustees Student Life and Athletics Committee Bay State Conference Room 20 May 2016 Members Present: Trustees Chalas, Mattson, Turkington, Frost Other Trustees Present: Kelly, Penn Non-Voting Members Present: None Call to Order Trustee Frost called the meeting to order at 11:00am. Previous Meeting Minutes The motion to approve the minutes from the 26 February meeting was approved. SGA Report CAPT Rozak requested that 1/c Frost and 1/c Rozak be permitted to present on behalf of the cadets and SGA prior to the other reports due to classes. 1/C ROzak reported that it is 5 days until Change of Command. Coasties have been successful; morale is high. 3/c Thomas McEntee, the incoming regimental commander has been shadowing him. 1/C Frost reported that the SGA budget has $200 remaining. Approximately $30k has been allocated to clubs that they may carry over to the next academic year. Some recent expenditures include: a ping pong table, new pool sticks, hammocks, finals week massages, and a $10k pull-up bar/outdoor gym. Ring dance was a success. Senior social and Emery Rice day are coming up soon. Trustee Mattson asked if the SGA has seen an increase in student participation. 1/C Frost replied yes, due to an increased transparency of the SGA’s activities. Trustee Chalas suggested that new pull-up bars be used as a contest/fundraiser. Enrollment Report CAPT Stevenson reported that the incoming class currently has 493 deposited students. A 5% summer melt is expected, leaving 475. Welcome Aboard will be held tomorrow. This year the program was split in 2, due to capacity/fire code issues. Tomorrow is non-license day.

When the ship sails to Boston in June, the Sunday of the visit will include a harbor excursion for some strategic partnerships: GSEM, Cape Harborview, John D. O’Bryant School of Math and Science, and Big Brothers/Big Sisters. Trustee Turkington commented that he visited campus with a prospective student this past Tuesday. He was impressed by the enthusiasm of everyone they encountered. Trustee Kelly expressed concern over the split Welcome Aboard Days, that non-license program students might feel they are “second-class citizens”. Admiral McDonald explained that the programs are identical, with the exception of physicals and switching sea term discussions for winter experience. Trustee Kelly also expressed concern over the increased target student populations, that they didn’t receive preferential treatment. He asked if there was data to back this up. CAPT Stevenson explained that there was data and that the students all met state standards for admission. 91 days until orientation. COMCAD Update CAPT Rozak reported that 29 cadets applied for the top 5 regimental positions. Requirements included oral presentations, resumes, 2 interviews and letters of recommendation. 36 cadets are currently housed on the ship. 40 projected for the fall. A 9-week leadership lecture series ended this week. The heritage festival was a group effort by Mirey Medina, Chartwells, Advcancement and the SGA. Very well attended by cadets. Mirey Medina and an Admissions Counselor traveled to Panama during Sea Term for recruiting purposed. This yielded 4 students. Change of Command will be this Wednesday at 4pm on the football field. A reception with heavy appetizers will follow immediately after. Admiral McDonald asked about the upcoming spring concert on June 7th. CAPT Rozak will have LT Magee email the information regarding times. Health Services Update Dr. Cukor was unavailable; CAPT Rozak reported on his behalf. Narcan is now being carried by EMS and cadets have received training, as required by the state. Athletics Update

Garin Veris was unavailable due to a football/golf fundraiser; CAPT Rozak reported on his behalf. Coach Mike Kelly led the baseball team to a 20 win season. Baseball participated in the MASCAC championship for the first time The Bucs also competed in the ECAC semi-finals, losing to MIT. Kyle Kennedy and Katie Levesque were named the student athletes of the year. Hall of fame inductions are this Saturday. MMAPA Update No representatives present. New Business None. Old Business None. Other Business None. Motion to Adjourn Trustee Chalas motioned for the meeting to adjourn at 11:42am. Seconded by Trustee Frost. Respectfully submitted, Dione Eaton Staff Assistant, Admissions Office

Committee Day Briefing August 2016 Orientation:

Pre-Orientation commenced on Sunday, 14 August. Ninety-one cadet cadre (2/C Squad Leaders and 1/C Cadet Officers) reported for a week of training to prepare for the two-week Orientation program. The cadre were welcomed by Admiral McDonald, Captain Bushy and Captain Rozak. Pre-Orientation training consisted of but not limited to: drill practice, hazing/sexual harassment and fraternization, physical training, medical briefing, identity acceptance, identifying distressed students, suicide prevention and intervention, watchstanding, marching, marching and more marching. Orientation will begin on Saturday, 20 August when 491 cadet candidates arrive for a two-week Orientation period. (schedule provided) Housing:

As a result of exceeding our enrollment and retention goals for the past few years, we have 1,678 registered dorm students with a dorm capacity of 1,520. Pending the results of a housing study, we have taken the following steps to accommodate our cadets:   

Leased off-campus facilities at Bay Motor Inn to house thirty-seven 1/C cadets Increased the number of cadets living on the T.S. Kennedy Increased the number of Regimental Commuters.

Health Services:

Summer activities have focused on assuring that all incoming cadets meet Academy, Commonwealth of Massachusetts, and USCG medical requirements. During Orientation, Health Service Medical Staff is present daily from 0600-2100. We also have a minimum of 2 EMTs from Maritime EMS in service 24/7 with the ambulance available. Prevention efforts include educational sessions, web site information posting, summer communication with cadets and the parents organization, company distributed 1st aid kits, and strategic placement of hydration and sunscreen stations. During MAPS, Faculty Orientation, Cadre Pre-Orientation, Cadet Orientation, Women’s’ Orientation and the Athletic Coaches Meeting, Health Services (Medical and Counseling) presents a total of 10 different sessions. A full medical team will again accompany the KENNEDY for mini-cruise, providing clinical support and teaching small group sessions on interpersonal communications and alcohol hazards.

Other collaborations scheduled during orientation include an educational visit from the Executive Director of Food Safety at Johnson and Wales Culinary University (a former MMA grad!), who will do some training for medical staff responsible for galley monitoring during sea term. Also the Medical Director for Boston Med Flight will be visiting campus to explore training collaborations with Maritime EMS and perhaps Emergency Management. Athletics:

125 Buccaneer student-athletes were honored with recognition on the spring 2016 Athletic Director’s Honor Roll, while an additional 61 cadets were named to the spring 2016 Massachusetts State Collegiate Athletic Conference All-Academic team. The fall 2016 athletic season officially begins on Thursday, 01 September when the Buccaneer soccer teams take on Becker in their respective openers. There are a total of 101 athletic contests or events scheduled for the fall, and at this time the department anticipates 287 student-athletes participating in 10 varsity sports. The Department continues to remain compliant with all NCAA, conference and Title IX regulations. The need for additional playing surfaces continues to be a priority. Investing in an artificial surface with lights for the baseball field would provide Massachusetts Maritime Academy athletics a top-notch venue which will reduce the number of postponed or cancelled games. In turn, this would prevent the number of rescheduled games which are frequently played on consecutive days, resulting in interruptions to study and classroom time. In addition, an artificial surface and lighting will allow the baseball field to become a multi-purpose field. Use of the field for other sports will greatly reduce schedule conflicts and increase marketability. Multicultural & International Affairs:

UMIP Exchange Program o 14 UMIP cadets arrived on Friday, 12 August  10 upperclass (2 women) and 4 underclass. They will all participate in preorientation. When orientation begins, the underclass will join the youngies and the upperclass will work on the T.S. Kennedy  The program seems to be going great as students report that they are learning many aspects of leadership, American and MMA culture and having opportunities that they can only fulfill back home after graduation like working on the ship. Underrepresented Student Scholarship Mentoring Program o Beginning this fall 2016, we will be supplementing underrepresented student scholarship recipients with a mentoring program. With it, we aim to create a

o

community of academically ambitious, energetic and dedicated cadets. These population include recipients of:  The Gateway City Scholarship  The Dr. Jacqueline P. Fields Scholarship  AHANA Leadership Scholarship  Massachusetts Maritime Grant Through this mentoring program, recipients will receive comprehensive academic support involving monthly meetings, peer mentoring and social resources. By providing activities focused on the development of the whole student, the Underrepresented Student Scholarship Mentoring Program will engage students in opportunities that will develop them socially and academically, ultimately resulting in a strong, positive experience while attending Massachusetts Maritime Academy.

Chartwells:   New year, new products! We have installed an "Urban Cultivator" in Pande Hall. This unit will enable us to provide some unique Micro-Greens to our presentations. From garnishes to smoothies, the freshly grown product will add some additional "nonchemical", nutritionally sound, flavors to our offerings. Our dinner stir fry will be changing to a "Pasta Toss". Freshly made pasta with choice of ingredients prepared to order. We are looking forward to providing nutritionally sound and flavorful items to our already extensive menu offerings. Don't forget to look us up on "DINEONCAMPUS.COM.

SL&A Enrollment Report, Committee Day 7/1/2016 Elizabeth Stevenson SAT Average Scores Fall entering class

2016 TBD

2015 1081

2014 1086

2013 1084

2012 1070

2011 1056

2016 936 2,006 175 184 798 501 441 60 47

2015 803 1,903 144 178 729 500 446 54 37

2014 3,243 1,552 105 123 605 422 374 48 41

2013 3,708 1,202 139 140 678 446 379 67 50

2012 3,919 1,041 101 112 633 414 364 50 45

2011 3,435 934 88 85 549 375 340 35 40

COGNOS

FA16 Inquiries Applicants Female Minority Acceptances Deposits Male Female Minority

FA16 Percent Class Gender Male Female

88% 12%

FA16 percent Class Ethnicity Percent of Class

Applied Deposit Male Female

Retention First to second year

9%

Black, nonhispanic 100 8 8 0

Am Indian Alaskan Native 33 0 0 0

Asian Pacific Opt-Not to Islander Hispanic Multiracial Answer 53 104 6 N/A 10 22 5 76 9 21 5 71 1 1 0 5

2014 93.00%

2013 89.00%

2012 85.00%

2011 89.00%

2010 90.00%

2009 85.00%

2009 63.00% 72.00% TBD

2008 55.00% 70.00% TBD

2007 49.00% 67.00% TBD

2006 44.00% 61.00% 64%

2005 46.00% 65.00% 67.00%

2004 50.00% 67.00% 67.00%

COGNOS

Graduation Rates 4-yr 6-yr 8-yr IPEDS

08-26-16 Committee Day Presentation.pdf

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