MassArt Strategic Partnership Plan Draft 2024

MAAM Exhibition

ALetterfromthePresidentandPlanningCommitteeCo-Chairs

DearMembersoftheMassArtCommunity,

ItiswithgreatpleasurethatwesharewithyoutheMassArtStrategicPartnership Plan.Thismidpointrefreshofourcurrent10-yearplanhonorsMassArt’spowerful MissionandValues,buildsontheessentialprinciplesofJustice,Equity,Diversity, andInclusion,andensuresthatMassArtcontinuestobeadynamicandvitalforce farintothefuture.

MassArtisacreativeandcuriouscommunitywithgreataspirations.Achieving thoseaspirationswillrequireworkingtogetheracrosstheinstitutiontoembrace newopportunitiesandaddressdifficultchallenges Withthisplanwedemonstrate ourdeepcommitmenttoplacestudentsuccessatthecenterofallthatwedo, continuouslysupportingallmembersofourtalentedanddiversestudentbodyas theycrafttheirpathwaythroughMassArtandmakepowerfulcontributionsforthe commongood.

Thisrefreshedplanistheproductofexemplarycross-campusengagementand collaboration.WearegratefultomembersofourStrategicPlanningCommitteefor theirdiscerningandinnovativeapproachtotheplanningprocess.Theylistened withopenheartsandmindstothechallengesandaspirationsvoicedbyour students,faculty,staff,trustees,andalumni Then,buildingonour accomplishments,theywovetheessentialworkalreadyunderwayattheCollege togetherwithboldfuture-orientedstrategiesthatwillexpandanddeepenour impact.

Thecommittee’sdiligence,alongwiththecontributionsofmanyothersacross campus,haslaidthegroundworkforustomakemeaningfulprogressoverthenext fiveyears.Duringthattime,onanannualbasis,theMassArtcommunitywill convenetoreviewtheactionplans,assessourprogress,andcontinuetoengage thecampuscommunityinfulfillingourgoals.

WearegratefultotheBoardofTrusteesfortheirleadershipduringtheplanning processandtheircommitmenttotheaspirationsembeddedinthisplan.

WeextendourdeepestthankstotheMassArtcommunityforyourinvolvementin theplanningprocess.Wevaluetheenergyanddedicationthateachofyoubring toMassArteverydayandareexcitedtoseewhereyourboundlesscreativityand spiritofexplorationwilltakeusintheyearsanddecadestocome.

DRAFT

Sincerely,

MaryK.Grant,PhD,President

BrendaMolife,PhD,ProvostandVicePresidentforAcademicAffairs RobertChambers,VicePresidentforStrategicEngagementandChiefofStaff

IntegratedStrategicPlanandPartnershipPlan

TheStrategicPartnershipPlanbringstogetherMassachusettsCollegeofArtandDesign’s MassArt)StrategicPlanandPartnershipPlantocohesivelyguideallaspectsofthework oftheCollege.Itestablishesasetofstrategicaimsandindoingsobringsgreaterfocus toourworkandaharmonizedapproachtomeasuringourprogress.

Asanindependentpublicinstitutionwithaspecialpurposedesignationfromthe Commonwealth,MassArtreceivedapprovalfromtheBoardofHigherEducationBHE, nearly20yearsago,underChapter26oftheActsof2003,Sections49,50,633,and 634,toenterintoastrategicpartnershipplan.ThislegislationprovidedtheBoardof TrusteesofMassArttheabilitytoexpandourmission,profile,andorientationtoamore regionalornationalfocusandtosubmittotheBHE,forapproval,afive-yearplan embracinganentrepreneurialmodelachievinghigherlevelsofexcellence.In2005,the LegislatureapprovedlanguagetomakepermanenttheprovisioninSection633that allowedMassArt’strusteestoretainalltuitionandfeerevenue.1

Thispartnershiphasbeenrenewedseveraltimesoverthelast20yearsandhas continuedsuccessfullytothepresentday.MassArthasoperatedwiththeflexibilityand autonomytoachieveitseducationalaspirations,fulfillitsmissionastheonlyindependent publiccollegeofartanddesigninthecountry,developnon-staterevenues,and strengthenitsroleasaculturalandeducationalresourceforotherpublicinstitutions.As partoftheagreement,MassArtcommittedtoassessingandsharingprogressofthe plan’sproposedgoalsandobjectivesandtoadaptingandimplementingstrategiesto achievetheidentifiedgoalsandobjectives.The2024StrategicPartnershipPlanwill providethebasisforthatassessment,reporting,andadaptationforthecomingfiveyear period.

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1 Referttohttps://wwwmassedu/bhe/lib/documents/BHE/BHE10 01MassArtPartnershipPlanpdf

Introduction

MassArt’sStrategicPartnershipPlanisgroundedinourhistoryofforward-lookingpublic educationandservice Over150yearsago,MassachusettsCollegeofArtandDesign, thentheMassachusettsNormalSchoolofArt,wasfoundedinresponsetoensurethatart isanessentialfacetofgrowingapowerfulcountry,avitaleconomy,andimprovingand advancingthewell-beingofcitizens'abilitytothrivealongsideindustry.Itsmissionwas rootedinaspiritofcreativityandinnovationasaninvestmentineducators,artists,and designerswiththeknowledgeandskillstomovetheCommonwealthandthecountry forward.Itwasandremainsaboldvision.

TheestablishmentoftheCollegewasaresponsetothechallengesandopportunitiesof thosetimes.MassArt’sfoundingputintoactionthevaluesandprioritiesofeducation, business,legislative,community,cultural,andcivicleadersthatstillholdtruetoday. Continuedprogresswillrequirededicatedteacherswhocanengagestudents authenticallyandusecreativityanddesign-firstmindsets.MassArteducatorshavea criticalroletoplayinmovingthisvisionforwardforourcollectivefuture.

Today’schallengescallforeducatorswithbigideasandthereadinesstomakethemreal forthenextgenerationofstudents Artanddesigninspiresandexcites,comforts,and empowerseachofustoengageincreativeproblemsolvingandactionablesolutions.Art anddesigndrawattentiontocriticalissues,encourageustohaveessential conversations,healtrauma,solveproblems,reclaimneighborhoods,andsomuchmore.It canhelpusgainadeeperunderstandingofoneanotherandinfuseaspiritofhopethat wewillhavethecouragetoseetheopportunitywithineverychallenge

Thechallengeswefacetodayareaclearcalltomeetourstudentswheretheyareand developnimblewaystoaddresstheirevolvingneeds.Achievingtrueracialjustice demandsdeepsocietaltransformation.Theclimatecrisisrequiresustothinkandact differentlyabouthumans’roleontheplanet Economicandpoliticaldividesareprevalent nationallyandglobally.Technologicaladvancementenablesunprecedentedprogressbut generatesnewbarrierstojustice,equity,andourabilitytocreatecommunity.Artand designhasauniquewaythatfostersavibrant,welcoming,andinclusivecommunitywhile pavingthewayforeconomicvitalityanddiversity.Artanddesignareessentialtoolsfor addressingthesechallenges

DRAFT

MassArt’sMissionandValuestakeonheightenedrelevancebecauseoftheimportantrole weplayindiversifyingthecreativepipeline,andwideningthedoorsofimaginationand innovation.InalignmentwiththeState’sprioritiesandtheEquityAgenda,therefreshed planfocusesonstudentsuccess,access,andaffordability.Thisplanbringsattentionand resourcestoaddressthebarriersandobstaclesthathindertheirsuccess Asthenation’s onlyindependentpubliccollegeofartanddesignfoundedtoeducateeducators,weare deeplycommittedtobringingourtalentandidealsincreatingabetterworld.Webuildon thelegacyofover20,000alumni,faculty,andstaffwhohavemadegroundbreaking contributionstoawidearrayoffields.Theplanactualizesourambitiontoensurethat everystudentprospersatMassArtandispartofshapingourfutureasaCommonwealth, nation,andworld.

ExecutiveSummary

In2017,MassArtembarkedonastrategicplanningprocessthatengagedourentire community.TheresultwasapowerfulstatementofourMissionandValues,a well-articulated10-yearhorizon,andasetofpriorityareas,strategiesandtactics intendedasaroadmapfortheCollegeasitmovedforward.Theten-yearplanwas reviewedthoroughlybyvariousgoverningbodiesandwasapprovedbytheMassArt BoardofTrusteesinNovember2018andtheMassachusettsBoardofHigherEducationin June2019.

Thisyear,2024,marksthemidpointofMassArt’sten-yearstrategicplan,anappropriate timetoreflectonprogressachievedandtorefreshitforgreatereffectivenessandin responsetoimportantchangesthathavetakenplace.Thisalsoprovedtobetheoptimal timetoconsiderthechanginglandscapeinwhichwenowoperate,includingtheimpact oftheglobalpandemiconourstudents,oursociety,andonhighereducation.Moreover, creatingandaffirmingthisplanprovidedachancetoconsiderawidearrayofnew possibilitiesandopportunitiesthathaveariseninthepastseveralyears Additionally,this juncturepresentedanopportunitytobringtogetherMassArt’sStrategicPlanand PartnershipPlantocreateaunifiedandpowerfulapproachtoplanningandongoing assessmentofprogressattheCollege.TheresultingStrategicPartnershipPlanspeaksto thiscompellingmomentinthelifeofMassArtandsetsapowerfultrajectoryforthe institutionoverthenextfiveyearsandbeyond.

TodeveloptheStrategicPartnershipPlan,PresidentMaryK.GrantengagedaStrategic PlanningCommitteeoffaculty,staff,andstudentsandinitiatedaplanningprocessthat includedrobustdiscussionsandrigorouswork.Theresultingplanhonorsourstrong MissionandValuesandbuildsontheprinciplesofJustice,Equity,Diversity,andInclusion JEDI Itleveragestheachievementsmadeoverthepastmanyyearsandpositionsusto expandanddeepenMassArt’simpact,beginningwiththesuccessofourstudentsand extendingouttoourcommunitiesandourworld.

OverviewofthePlan’sFramework

TheframeworkfortheStrategicPartnershipPlancentersstudentsuccessasour overarchinggoal ProminentlyplacedintheplanaretheCollege’sstrongstatementsof MissionandValuesasourcorecommitments.Nextarethefivepriorityareasthatwere originallyestablishedintheten-yearplanandcontinuetobepertinent.Thisisfollowedby ourfiveambitiousandsynergistichigh-levelstrategies,eachwithtwoandfiveyeargoals thatarediscussedlaterinthisdocument.Finally,theplanincludesthreefoundational factorsthatareessentialtotheoveralloperationsandsustainabilityoftheCollege

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OverarchingGoal StudentSuccess

OurMission

MassachusettsCollegeofArtandDesignisapublic,independentinstitutionthat preparesartists,designers,andeducatorsfromdiversebackgroundstoshape communities,economies,andculturesforthecommongood.

OurValues

Wepursueajust,compassionate,andequitablelearningenvironment. Wecultivaterigorouscreativepracticesbyobserving,questioning,makingand remaking.

Wehonorcourage,honesty,mutualrespect,andself-expression. Webelieveinthepowerofartanddesigntotransformourworld.

OurPrinciples

Justice

Equity

Diversity Inclusion

PriorityAreas

Justice,Equity,Diversity,andInclusion

EnvironmentforaCreativeCampus

QualityWorkplaceandEffectiveOrganization

TransformativeLearningandTeaching

ReputationandResources

High-LevelStrategies

AdvanceLearning,Teaching,Creativity,andExploration

ActualizeCenteringStudentSuccess

AlignandStrengthenOurSystemsforEffectivenessandaCultureofBelonging StrengthenAccessandAffordability

ElevateMassArt’sInfluenceandImpactinArts,Culture,andSociety

FoundationalFactors

FinancialPerformance

AdmissionsandEnrollment

Operations,CapitalPlanning,andSustainability

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PlanningforaChangedWorld

Whenthecurrentten-yearstrategicplanwaslaunchedintheFallof2019,noonecould havepredictedtheamountofchangethatwouldoccurinthecourseofafewshortyears. Inearly2020,theglobalpandemichitandwithitanunprecedentedamountofdisruption ineveryaspectofourlives.TheCOVID 19crisischallengedoursocialconstructs;our familiesandcommunities;ourhealthcareandpublichealthsystems;includingthewaywe learn;andhowwecreate,experience,andshareartsandculture.Italsohadanimpacton thewayourinstitutionsofhighereducationareperceivedandoperate.

WhileMassArtfelttheimpactofthepandemic,theCollegeremainedstrong.Fortunateto haveasolidMissionandpowerfulsetofValuesaroundwhichthewholecommunity rallied,supportedbyourBoardofTrustees.TheCollegemovedforwardwithcreativity andperseverance,quicklypivotingtoonlineandhybridlearning.Weemergedfromthe heightofthepandemicwithstrengthenedresolveregardingthepowerofourmissionand theimpactofanartanddesigneducationinengagingandrebuildingcommunity, addressingcomplexproblems,thepotentialofourstudents,andtheimperativetoadapt ourorganizationtomeetnewchallenges.

Justice,Equity,andTransformation:Thenationalracialreckoningandsocialmovement thatdevelopedinthepandemic’swake,aswellasthedisparitiesandinequitieslaidbare bythecrisis,broughttotheforeissuessuchassystemicracism,healthinequity,andfood insecurity Institutionsofhighereducationwerechallengedtostudy,withanewlens, theirownsystemsandpractices.Andwhilehighlychallenging,itofferedopportunitiesfor importantdiscussionsandcreatedopeningsforustolookdeeperintoourpracticesto findwaystoincreasejustice,equity,andinclusion.

MassArthasworkedhardtoadvancejustice,equity,andtransformationpriortothe pandemic,suchasestablishingtheOfficeofJustice,Equity,andTransformation, increasingthediversityofourfacultyandstaff,andexpandingaccessibilityand affordabilitytoattractadiversestudentbody.Wearecommittedtocontinuingand deepeningthatworkasweimplementtherefreshedplanoverthenextfiveyears,and beyond

DRAFT

MassArtCultureandCommunityWell-Being:Duringtheheightofthepandemic, studentswereforcedtoisolateandstudyremotely.Thechallengesofthatexperience, whethertheytookplaceduringtheirtimeatMassArtorwhiletheywerestillinhigh school,continuetoaffectourstudentstoday Manystudentsreturnedtocampuswiththe needformoresupport,particularlyinmentalhealthandwell-being.Thefoundational programsthathavebeeninplaceforseveralyearsarenowmoreessentialthaneverand willbenefitfromfurtherdevelopment.Additionally,thedisruptioncausedmanystudents toexperiencealossofexposuretocoreaspectsofMassArtculture,includingthevalue ofworkinginastudioenvironment,surroundedbyotherartistsanddesigners

Moreover,duringthistimeofturmoilcausedbythepandemic,MassArtwasalso undergoingtransitionsinkeyleadershippositions.Withthosetransitionscame uncertaintyamongfacultyandstaffabouttheoveralldirectionoftheinstitution,their roles,andexpectations.Likesomanyotherinstitutions,MassArtisstillrecoveringfrom

thoseyears.TheCollegeiscurrentlyexperiencingitsmostconsistentandfuturefocused leadershipinyears.PresidentGrant,aseasonedhighereducationleaderwithdeep knowledgeandexperienceinpublichighereducationincludingwithinthe Commonwealth ThePresidentarrivedin2021,andhasbuiltastrongleadershipteam withasharedsenseofpurposeessentialtoadvancingtheworkoftheCollegeandthe prioritiesoftherefreshedplan.

Animportantaspectoftheplanningprocesshasbeentheconveningoffaculty,staff,and studentstotalkabouthowtheyseeMassArt’schallengesandtheopportunitieswe shouldembraceaswemoveforward.Thosediscussionshavehelpedtorebuildour collectivespiritandinformedtheleadershipandStrategicPlanningCommitteeasthey deliberatedonthecontentoftherefreshedplan.

Evolvingneedsofanever-changingstudentbody:Overthepasttwodecades,wehave seenchangesinhowourstudentslearn.Wehaveobservedhowtheyhaveincreased theiralreadyadvancedengagementwithtechnology,andmorerecently,howthey continuetomanageandsustaintheirwellnessevenastheygrapplewiththeuncertainty ofthepandemicanditsaftermath.Asanartanddesigncollegewithacurriculumthatis groundedinexperientiallearning,wehaveadaptedourteachingandlearningtomeet students’ever-changingneeds Weembraceaninnovationmindsetasacontinualand necessaryprocesstohelpstudentsfocusontheirartisticcreativitythatsupportstheir aspirationalgoals.

Changingdemographicsregionallyandnationallymeanthatinstitutionsofhigher educationareshiftingtoservemoreadultlearnerswithanentrepreneurialinterest Throughthisstrategicplanrefresh,MassArtreflectstheimportantopportunityand necessitytoadapttomeettheneedsofstudentsofallagesandlifeexperiencesfrom flexiblescheduling,tovariouslearningmodalities,andcreatingdegreeandcertificate pathwayscenteredonbeingastudent-readycollege.

BroadeningourScopeandthePotentialofTechnology:Aswithmosteducational institutions,technologybecameanessentialtooltoreachourstudentsandcarryoutthe coreworkoftheCollegeduringthepandemic.Lessonsfromthatexperiencehave allowedustoexploremanynewpossibilities,includingremoteandhybridmodalities,and theintegrationofvideosandothermediaintoourin-personteaching Moreimportantlyit hasallowedustoaskseveralstrategicquestions,suchas:Howcanwe,asacommunity ofcreativesandinnovatorsmakegreateruseofemergingtechnologiesinourteaching andwork?;Howmightweservealargernumberofnon-traditionalstudentsgivenour newfoundflexibility?;Howshouldwegoaboutpreparingourstudentsforaworldin whichArtificialIntelligenceisexpandingandevolvingdaily?;Howmighttechnologymake itpossibleforustoopennewpathwaysforourAlumnitoplayagreaterroleinour community?;andHowcantheCollegedeepenitspresenceandpartnershipswithlocal schools,artsandcommunity-basedorganizationstocreateastrongerandmore connectedcommunity?

InterdisciplinarityandStudent’sShiftingExpectations:Overthepastfiveyearswehave seenashift:morestudentsareseekinginterdisciplinaryexperiencesandcross-discipline exposure.Academicdepartmentsaregrapplingwithquestionsaroundhowtouphold

theirstrongcommitmentto“depthofcraft”whilealsorespondingtotheincreased demandforopenaccessresources,andexpandingboundariesinthefield.

Increasingly,collegestudentsarelookingforguidanceastheyexplorecareer opportunitiesandthewiderangeofoptionsforputtingtheirdegreesandtalentstowork. Manyareconsideringthereturnoninvestmentandemploymentpotentialwhenchoosing theircoursesofstudy.MassArtiswell-positionedtorecognizeandsupporttheseneeds andtodevelopnewcourses,minors,certificates,anddegreeprograms.

AffordabilityandtheBusinessModel:Asthenation’sonlyindependentstate-supported publiccollegeofartanddesign,MassArtoffersanaffordable,rigorous,world-classart anddesigneducation.Asapublicinstitution,accessandaffordabilityarecoretoour identityandmissionandasourceofprideanddistinction.

Ithasbecomeincreasinglyclearthatpublichighereducationmustlooktosourcesof fundingoutsideoftuitionincludingpartneringwiththeStatetoreducethecostof attendingforstudents.MassArtisnoexception.Whileinstitutionsofhighereducationare facingincreasingcosts,schoolsofartanddesigncarryparticularlyhighcostsbecauseof thespecializationsandequipmentneededtoofferexcellenceacrossarangeof disciplines;moreover,wearelocatedinoneofAmerica’smostexpensivecities Wewill focusonbuildingourendowment,increasingexternalfundingfromgrants,andpartnering withtheStatetoreducecoststobenefitourstudents.

MassArt’sRoleintheCommonwealth:Asaneducationalandculturalinstitutionfocused onaccessandequity,MassArtmakesimportantcontributionstothevibranceandvitality oftheCommonwealthanditsdiversecommunities.Ourstudentsandfacultyuseartand designtofocusattentiononcriticalissues,createopportunitiestoinspireandempower eachofustoengageincreativeproblemsolvingandaction.

MassArtplaysacriticalroleintheCommonwealth’seducationalandculturalsectors, whicharekeycomponentsofourthrivingeconomy.Wealsocontributetotheinnovation economy,providingasteadystreamofcreativeprofessionalswhopowerthetech startups,corporategiants,andculturalandcivicorganizationsthatdriveourregion’s economy.Thedesignthinkingthattoday’semployersneedanddemandiscoretoour approach:MassArtstudentsaresteepedinapedagogywherecriticalthinking,creative problem-solving,andanentrepreneurialmindsetareessentialpartsofthelearning experience.

ThePlanningProcess

InJuneof2023,PresidentGrantinitiatedtheplanningprocessbyconveninga StrategicPlanningCommitteecomposedoffaculty,staff,andstudents.Thegroup usedthesummermonthstodiscusswhatwasaccomplishedduringthefirstfive yearsofthe10-yearplanandnotedhowtheenvironmenthadchangedduringthat time TheyalsodevelopedanapproachforengagingtheMassArtcampus communityintheprocessofcreatingtherefreshedstrategicplan.

The StrategicPlanningCommitteewasaskedtorecommendanappropriately participatoryprocess,toensurethattherefreshedplan:

➢ BuiltonMassArt’sstrengths;

➢ Leveragedandextendedworkalreadyinprogress,

➢ RespondedtochangesinMassArt’senvironmentsincetheoriginal10-year planwasdeveloped;

➢ IntegratedthePartnershipPlanandalignedwiththeMassachusettsBoard ofHigherEducation’sRacialEquityPlan;and

➢ ReflectedtheneedsandaspirationsoftheMassArtcommunity.

Overthecourseoftheplanningprocess,theStrategicPlanningCommittee reviewedrelatedreportsandotherrelevantdocumentsanddiscussedthe outcomesofnumerousinputsessionsbyfaculty,staff,trustees,foundationboard, andstudents.Theycarriedouttheirowndeliberationprocess,testingtheresults withthebroadercommunityoffaculty,staff,andtrustees,andultimately recommendedtheplanthatislaidoutonthefollowingpages.

StrategicPlanningCommitteeMembers

➢ JulieBarrett,AssociateDeanofJustice,Equity,andTransformation/Executive DirectorofProjectManagement

➢ LucindaBliss,AssociateProvost/DeanofGraduateandProfessionaland ContinuingEducation

➢ RobertChambers,VicePresidentforStrategicEngagementandChiefof Staff

➢ JuliaCrane-Dempsey,DirectorofAnnualGiving

➢ SchuylerDawson,AdministrativeandSpecialProjectsCoordinator

➢ AndrewDore,AssistantDeanandDirectorofHousingandResidenceLife

➢ BarringtonEdwards,AssociateProfessor,Illustration

➢ MaryK Grant,President

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➢ DeborahHirsch,SpecialAssistanttotheProvost

➢ EmilyKarafelis,SecondYearGraduateStudent,DesignInnovation

➢ CeciMéndez-Ortiz,ExecutiveDirector,CenterforArtandCommunity Partnerships

➢ BrendaMolife,ProvostandVicePresidentforAcademicAffairs

➢ JunelynPeeples,AssistantVicePresidentofInstitutionalResearchand StrategicEffectiveness

➢ JonathanRand,AssistantDeanandRegistrar

➢ MaryellenSchroeder,DirectorofCareerDevelopment

➢ LilySchueger,Third-YearUndergraduateStudent,Ceramics

➢ GinaSpaziani,AssociateVicePresidentofFinance/ChiefBusinessOfficer

➢ NitaSturiale,ProfessorandDepartmentChair,SIM

➢ JenniferVarekamp,ProfessorandDepartmentChair,FashionDesign

Toenabletheplan’sambitiousaims,PresidentGrantengagedherseniorleadershipto developgoalsforkeyoperationalareasoftheCollege.Workingwiththeirteams,they developedtwo-andfive-yeargoalsforeacharea,aligningtheirworkwiththeother elementsoftheplan.

MassArtCommunityEngagement

Onehallmarkofthestrategicplanningprocesswasaseriesofinputandreview sessions.TheOfficeofthePresidentandtheStrategicPlanningCommittee convenedthesediscussionsatkeyjuncturesintheprocesstoensurethatthe MassArtcommunitycouldinformeachstageoftheplan’sdevelopment.

Earlydiscussionsfocusedonbroad-basedinformationgathering,whilelaterones weredesignedforinputontheemergingplan.Oncethepreliminaryplanwas developed,thesessionsfocusedonthevariousrolesthateachgroupwouldplay inbringingtheplantolife TheimagebelowisofMassArtfacultyandstaffatthe StrategicPlanningInputSession,October2023.

PlanningSessions

➢ ExtendedCabinetretreatanddiscussions

➢ BoardofTrusteesdiscussions

➢ DepartmentChairsdiscussions

➢ FoundationBoarddiscussions

➢ Facultydiscussions

➢ Facultyandstafftownhallstyle,inputsessions

➢ Onlinesurveyforfacultyandstaff

➢ Studentdiscussions

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TheStrategicPartnershipPlan

Visuallydepictedasasetofnestedcircles,eachoftheplan’scomponentsare understoodtobeequallyessentialandtheirelementsinterrelatedandinterdependent. Theinnerrings StudentSuccess;MissionandValues;Justice,Equity,Diversity,and Inclusion;andthefivepriorityareas informanddrivetheplan’shigh-levelstrategies. TheFoundationalFactorsarekeytocarryingoutallaspectsoftheplan

PlanComponents

StudentSuccess

Studentsuccessisouroverarchinggoalandmakesexplicitourshared commitmenttoputthesuccessofourstudentsatthecenterofourdecisionsand actions.

MissionandValues

OurMissionarticulatesthepurposeoftheinstitutionandalongwiththeValues describeswhatmattersmosttotheCollegecommunity,Thesetwocomponents actasacompasstoguidedecision-making.

Justice,Equity,Diversity,andInclusion

Thisframeworkincludes,intwoplaces,theprinciplesofJustice,Equity,Diversity andInclusionJEDI.Theycanbefoundinthepriorityareastoemphasizetheneed forfocusedeffortoverthecomingyears,andintheinnerringofthecircle,to ensurethattheprinciplesareimbuedinallfacetsoftheplan.

Justice

Wearecommittedtocreatingconditionsthatprovidesupport,redress barriers,andensurethecreativepracticeofallstudents,particularlythose whohavebeenhistoricallymarginalizedandunderrepresentedinhigher education,andthefieldofartanddesign.

Equity

WearecommittedtoensuringaccesstoMassArt’seducationalofferings, resources,andopportunitiesforallstudents.

Diversity

Wearecommittedtocreatinganenvironmentwhereadiversityofidentity, thought,andbeliefsarewelcomedandencouraged

Inclusion

Wearecommittedtocreatingenvironmentswhereeverystudent experiencesasenseofbelonging,feelsseenandheard,andcontributesas avaluedmemberofthecommunity.

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PriorityAreas

ThePriorityAreas,developedfortheoriginal10-yearplan,areasimportanttodayas theywerefiveyearsago.Thepriorityareasprovidebroaddirectionstowardswhichthe high-levelstrategiesareaimed

Justice,Equity,Diversity,andInclusion

MassArtwillbeacollegethatfostersequitableandauthenticparticipationby sharpeningtheskills,tools,andwilltopracticejusticeattheforefrontofour decisionmaking,supportsystemsandeducationalandinterrelationalpractices.

EnvironmentforaCreativeCampus

MassArtwillhaveeffective,responsive,sustainablesystemsandinfrastructure thatprovidealearning,working,andlivingenvironmentwherecreativity flourishes.

QualityWorkplaceandEffectiveOrganization

MassArtwilloperatewithclearcommunication,transparency,collaboration,and effectivesystemsinanequitableandvibrantculturetoimplementstrategic prioritiesandcarryoutourmission.

TransformativeLearningandTeaching

MassArtwillhavecurriculaandteachingpracticesthatretainwhatwedobest andenableustocontinuouslydobetter,tobecomeastudent-readycollege, providelifelonglearningopportunities,andinvestinresearchandinnovationto serveourstudentsandotherartists,designers,andeducators

ReputationandResources

MassArtwillbeagoodstewardwithmorerobustandenduringresourcesto supporttheCollege’sprogramsandthedemandforMassArt’sleadershipinart, design,making,andarteducation

High-LevelStrategies

Thefivehigh-levelstrategiesareoverarchingandintentionallyambitious,aswellas interconnectedandinterdependent.Theyprovideanorganizingstructuretobring togethertheworkofeveryareaoftheCollege.

AdvanceLearning,Teaching,Creativity,andExploration

Weembraceouruniqueleadershiproleastheonlyindependentpublicartand designschoolinthecountry.Aswecontinuetoinnovate,wewilldevelopnew curriculaandpedagogythatpreparestudentstousethepowerofartanddesign totransformourworld.Wewillfurtherembedtheprinciplesofjustice,equity, diversityandinclusioninthecurriculumandco-curriculum,andeliminatebarriers tomultidisciplinaryandinterdisciplinarylearningandteaching.Wewillaccomplish thiswithourtenaciousanddiversefacultywhopreparegraduatestotaketheir creativepowertoaddressthechallengesandpossibilitiesoftheworkplaceand society.

Withintwo-years,MassArtwillhave:

● LaunchedaCenterforLearningandTeachingthatsupportsJEDIinitiatives withafocusondevelopingthecapacityoffacultyandstafftousedatato guidestudentlearningandsuccess,andexpandingteachingpracticesto beinclusiveofstudents’diverselearningstyles

● DevelopedadditionalcoursesandprogramsthattakeadvantageofLow Residencylearningtoincreaseflexibilityandequityincourseofferingsand modalities,times,andlocationsthatareresponsivetostudents’abilityto balanceworkandstudyincludingtheirneedforacademicand socioemotionalsupport

● Increasedthenumberofstudentswhotransferfromcommunitycollege throughnewarticulationagreementswithcommunitycollegesthatlayouta clearpathwayforon-timedegreecompletion(thisgoalisalsoincludedin theAdmissionsandEnrollmentFoundationalFactorstrategy)

Withinfive-years,MassArtwillhave:

● Expandedcurricularofferings,including:

○ EarlycollegeasapathwaytoBachelor'sdegreeanda41pathway fromtheBachelor'sdegreetoMFA

○ Newmajorsandcertificateprogramsthataretiedtoworkforce development

○ Madesignificantprogressinbuildingapermanentfull-time tenure-trackfacultythatreflectsthediversityofthestudentbody (thisgoalisalsoincludedintheAlignandStrengthenSystemsfor EffectivenessandaCultureofBelongingstrategy)

● Establishedastrongsustainabilityprogram(withaspecialfocuson sustainabilityresources)amplifiedbyaMaster’sprogramand complementaryundergraduatedegreeprogram

ActualizeCenteringStudentSuccess

Wearecommittedtoservingeverystudent:pre-college,undergraduate,graduate, certificateandnon-degreelearners,andalltheintersectionalidentitiestheybring toourcommunity.Wewilldothisthroughastudent-readyframeworkfocusedon fosteringacultureofinclusivebelongingandcreatingopportunitiestobetter understandwhoourstudentsare.

Thiswillbeachievedthroughstrong,comprehensivesystemsofadvising, opportunitiesforengagement,andskilldevelopment.MassArtwillfullysupport thisenhancedframeworkforstudentsuccessthatincludesadvisingparticipation fromfaculty,professionalstaff,andpeermentorstoprovidewrap-aroundservices. Facultyandstaffwillhaveaccesstorobustinformation,training,anddevelopment tosupportthishighlevelstrategy

Withintwo-years,MassArtwillhave:

● Launchedadigitaladvisingsystemthatisbasedonacomprehensive reviewofstudentadvisingservicesandsupports

● PartneredwiththeNationalCenterforFirstGenerationSuccess

● Establishedindustryandemployeradvisoryboardstoexpandstudent internshipandhands-onprofessionalopportunities

● Establishedanorganizationalstructuretosupportinterdisciplinarycourses suchasFinancialLiteracyInnovation&Entrepreneurshipthatarecurrently offeredandinhighdemand

● Incorporatedahuman-centeredJEDIapproachtoacademicpoliciesand proceduresthatsupportaccessandengagementinstudentservicesand inclusiveuseofphysicalspaceforallstudents,andaffinitygroups

● Establishedmulti-yeargoalsthatimprovesuccessratesacrossidentified cohorts,basedonidentifiedgapsinretentionandgraduationrates

Withinfive-years,MassArtwillhave:

● EstablishedaStudentSuccessCenterthatoffersin-personandonline studentsupportandengagementservices,andfocusesonbeinga student-readycollege

● Developedcredit-bearing,co-curricularcoursesdesignedtosupport students’collegetransitionandexperientiallearningthatconnectstudent learninginsideandoutsidetheclassroomand/orstudio

● Designedandimplementedacycleofprogramevaluationthattracksimpact outcomesofstudentparticipants(e.g.,retentionandgraduationrates)in ordertoinformwaystostrengthenandimproveprograms,services,and enhancespacesthatsupportourstudents

● Improvedsupportofneurodiverselearnersthroughresourcesforstudents, assistivetechnologies,andtrainingforfacultyandstaff

AlignandStrengthenOurSystemsforEffectivenessandaCultureofBelonging Prioritizehuman-centeredJEDIpracticesandprocedures,whichareclearand respectfullydevelopedandcommunicatedtorecruit,retain,andsupportahigh qualityandhighlyengagedworkforce MassArtintentionallysupportsALAANA African,Latinx,Asian,Arab,andNativeAmerican)facultyandouryoung professionals,andacknowledgesallfacultyandstaffwhoareendingtheirMassArt careers.

MassArtfostersinclusivespacestolearn,listen,contributeandcreate,andbuilda cultureofbelongingthatinherentlycentersthesafetyofallmembersofour community.TheCollegepromotesinstitution-wideandlearner-centered community-buildingforresident,offcampus,andcommuterstudents.Additionally, MassArtwillcontinuetodevelopandsupportafacultyandstaffworkforcewhose effortsandinvolvementenabletheinstitutiontoadvancestudentsuccessforour diversestudentpopulation

Withintwo-years,MassArtwillhave:

● Investedinandbuiltahumanresourcesteamtoserveasastrategicpartner toadvanceprioritiesandgoalswhichsupportbestpracticesincultivating MassArtasatop-ratedworkplace

● Developedaneasilyaccessibleinventoryofresourcesandpracticesto alignsystemsforcross-campuscollaborationthatenhanceMassArt’s operationsbothinandoutoftheclassroom

● FormalizedsupportofourALAANAfacultyandstaffaswellasstudent affinity-identifiedgroups

● Deployeddedicatedresourcestosupportthehealthandwellbeingofthe studentcommunity,andwillhaveintroducedandsupported

trauma-informedapproachestoteachingandlearningtomeettheneedsof neurodiverselearners

● Enhancedacultureofbelongingthatcentersthephysicalandpsychological safetyofallpeopleatMassArt

Withinfive-years,MassArtwillhave:

● Berecognizedbyartanddesigninstitutionsforourequitableandinclusive practices,whichpromoteacultureofbelonging

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● Strengthenedcommunity-buildingbyrenewinglongheldtraditionsand rituals,developingnewones,andintentionallyfosteringacultureofmutual respectandbelonging

● Madesignificantprogressinbuildingapermanentfull-timetenure-track facultythatreflectsthediversityofthestudentbody(thisgoalisalso includedintheAdvanceLearning,Teaching,Creativity,andExploration strategy)

StrengthenAccessandAffordability

Asthenation'sonlypubliccollegeofartanddesign,wearecommittedto increasingaccessandaffordabilitythroughnewandenhancedpathwaysfor traditional,non-traditional,andworkforce-alignedlearning,withspecialattention toaddressingracial,ethnic,gender,andsocio-economicdisparities.MassArtwill increasepathwaysforunderservedpopulations,ensureequitableaccessto suppliesandresources,andoffermoreflexibleteachingmodalitiesandcourse offerings.

Withintwo-years,MassArtwillhave:

● Revisedandenhancedourtransferpoliciestoreducebarriersforapplicants withinandoutsideofMassachusetts’publichighereducationsystem(this goalisalsoincludedintheAdmissionsandEnrollmentFoundationalFactor strategy)

● Refinedourreadmissionpoliciesandpracticestocenteraccessand promotedegreecompletion(thisgoalisalsoincludedintheAdmissionsand EnrollmentFoundationalFactorstrategy)

● Increasedinstitutionalresourcesdedicatedtosupportequitableaccessto suppliesandcoursematerials

● Modified,whereappropriate,ourfinancialaidpolicytoensureequitable alignmentwithnewFederalStudentAidapplicationdatathatconsidersthe holisticeconomicimpactofastudent’sfamilycontribution

Withinfive-years,MassArtwillhave:

● Increasedscholarshipsthroughfundraisingforthestudentswiththe highestlevelofneedtosupportsuccessfulretentionanddegree completion(thisgoalisalsoincludedintheFinancialPerformance FoundationalFactorstrategy)

● CreatedanEarlyCollegeanddualenrollmentinitiativeforhighschool studentswithemphasisonsupportingtraditionallyunderrepresented studentsintheCommonwealthandbridgingtheirfirstcollegeyear

transition(thisgoalisalsoincludedintheAdmissionsandEnrollment FoundationalFactorstrategy)

● IncreasededucationalopportunitiesforLowResidencystudents,and enhancedonlineandhybridcourseofferingsincludingaccesstosupport servicesthatmeetstudents’needsbeyondthe9 5workday

● Furtheredourabilitytosupportstudentswhoseekon-campus, campus-sponsored,andoff-campushousingaccessibletothecampus, throughourpartnershipwiththeCollegesoftheFenway

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ElevateMassArt’sInfluenceandImpactinArts,CultureandSociety WeaffirmMassArt’sstatusasalocalandnationalleaderinarts,culture,and innovation,andapremierconvenerofhighqualityandtimelyprogramming.Wewill elevatetheCollege’sleadershipandroleasconveneronkeyissuesaswedeepen ourpartnershipswithcommunity-basedorganizations.Wewillprovideour students,graduates,andthebroadercommunitywithaccesstoactivitiesthat promotecivicengagementandinspirecreativityanddiscovery.

Withintwo-years,MassArtwillhave:

● Promotedcivicengagementthroughtheartsinourcurricularand co-curricularactivitiesbylinkingstudentworktocommunitybuildingand globalchallenges,suchasclimatechangeandhumanitariancrises

● ReappliedforCarnegieCommunityEngagementClassification

● Establishedanadvisorycouncilonarts,innovation,andmaking

● StrengthenedthevisibilityofMassArtArtMuseumMAAMasaregional leaderanddestinationforpubliccontemporaryartandcommunity programming

● PromotedtheexpertiseofMassArtfacultyandfacilitatedtheirengagement withthemedia

Withinfive-years,MassArtwillhave:

● Berecognizedasaleadadvocateforartseducationandartanddesignas foundationaldriversofinnovationandeconomicdevelopment

● GrownMassArt’screativeecosystemincludingexpandedengagementwith ouralumninetwork

● Builtaculturethatcelebratesandencouragesnon-linearpaths,makingthe Collegeasought-outdestinationforstudentsofallages

FoundationalFactors

ThefoundationalfactorsrepresentkeyoperationalareasoftheCollegethatserve asunderpinningsforthestrategiesoutlinedinthisplan.Ourfinancial performance,ourapproachtoenrollmentandadmissions,andourplansfor operations,capitalplanningandsustainabilitywillmakeitpossibletorealizeour high-levelstrategiesandenableustolearn,work,andliveinanenvironment wherecreativityflourishes.

FinancialPerformance

Whileallinstitutionsofhighereducationmustaddresshighcostsrelatedtofacilities, materials,facultyandstaff,supportservices,etc.,schoolsofartanddesignhavesome uniquerequirements Theseincludespecializedfacilities,smallhands-onfocusedclasses andstudios,abroadarrayofmaterialsandsupplies,dedicatedstudiospaceand significantsafetymeasuresforstudentsworkingwithvariousmaterialsandequipment. Situatedinalargeandhighlyexpensivecity,MassArtmustalsonavigatehighcostsfor facilitiesdevelopment,maintenance,housingandstaff,amongotherareas.Asthe CommonwealthofMassachusetts’publicartanddesigncollege,MassArtiscommittedto addressingthesechallengeswhileremainingfocusedonstudent-centeredexcellence thatisaffordable,equitable,inclusive,andaccessible.

Overthenextfiveyears,MassArtwillcontinuetoofferthehighestqualityprogramswhile alsofocusingongrowingourfinancialresourcesandensuringasolidfinancialfoundation. Wewilldothiswhilesimultaneouslyinvestinginnewprograms,degreesandcertificates, andmovingforwardonouroverallsustainabilitygoals Thiswilltakecollaborationacross theCollegeasweexamineenrollmentmanagementstrategies,programmaticmix, sourcesofnon-staterevenue,privatephilanthropy,andacontinuedcommitmentfromthe CommonwealthofMassachusettstoinvestinthiscriticallyimportantmission.

Thefollowingthreeprinciplesguidedourapproachanddecision-makingprocessesaswe developedthetwo-andfive-yeargoals.Theyalsosupportallofourworkoverthelifeof thisplan.

Affordability

DRAFT

TheCollegewillcontinuetoprioritizeinstitutionalaidwithintentionalconsideration giventoaccessandequity,keepingfeesandtuitionaffordableaswestabilizeand increaseenrollmentpartnershipsthatleveragerelationshipswiththeCollegesof theFenwayandtheProfessionalArtsConsortium.Thesevaluablepartnerships haveallowedtheCollegetoprovideadditionalsupporttoourstudentsthrough crossregistration;academicprogramming;sharedresidencehalls,diningservices, healthcenter,intramuralsandclubs;technologyinfrastructure;andothercost reductionsandsavingsinitiatives.MassArtwillexplorenewinitiativesthatimprove sharedservicesandincreasestaffpositionstosustainserviceswhilereducing and/ormaintainingexpenses

Sustainability

Explorecostsavingstotraditionalfixedcosts,suchasenergy.MassArtwill continuetoinvestinsustainableresourcestoreduceenergycostsandcomply withMassachusettsExecutiveOrder#594onDecarbonizingandMinimizing EnvironmentalImpactsofStateGovernment.

NewAcademicPrograms

Progressive,sustainedinvestmentwillbenecessarytosupportnewprograms, degrees,andcertificatesthataretiedtoworkforcedevelopmentandincrease accessfornon-traditionalstudents.AdministrationandFinance,AcademicAffairs, andInstitutionalAdvancementwillcollaborativelypartnertoincreaserevenue,with theaimofaffordabilityforstudents.

Withintwo-years,MassArtwillhave:

● Prioritizedinstitutionalaidwithintentionalconsiderationgiventoaccess andequity,keepingfeesandtuitionatareasonableplaceasweworkto stabilizeandincrementallyincreaseenrollment

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● Furtherleveragedourrelationshipswithcurrentpartnerstoexplore initiativesthatimprovesharedservices,increaseourstaffpositions,and expandsomebenefitsandsupportforouremployeesthatsustainservices whilereducingand/ormaintainingexpenses

● Prioritizedcapitalprojectsthatreduceenergycosts,workingtowardsthe goalofdecarbonizationandreducingtheuseofenvironmentallyharmful materials,replacingthemwithmoresustainableproducts

● Supportedcurriculumchangeswithnecessaryresourcestoaddnew certificateprogramsthatalignwithourmissionandareinformedby researchtodetermineneed,market,andprogrammodels

Withinfive-years,MassArtwillhave:

● Increasedscholarshipsthroughfundraisingforthestudentswiththe highestlevelofneedtosupportsuccessfulretentionanddegree completion

● Partneredwithrelevantstateentitiestoreducerelianceonnon-renewable energysourcesoncampus

● Supportedcurriculumchangeswithnecessaryresourcestocreate workforcedevelopmentprograms,majors,andminorsandnewMFA models,includingLowResidencyprograms

● Createdanendowedfundtosupportemergencyrequeststoaddress unforeseenexpensesthatinterferewithstudents’abilitytopersistand graduate

● ContinuedcollaborationwithCollegesoftheFenwayoninitiativesthat serveourstudentsandcommunityat-largeandtakeadvantageofsavings, enhancepurchasingpower,andadvancesharedhousingandshared resourcestosupportinternationalstudents

FinancialModelAssumptions

MassArt’sstateappropriationoffsetsaportionoftheseeducationalexpensesand enablestheCollegetokeepthecostofattendanceaffordableforMassachusetts residents.In-statestudentchargespresentlycover50%ofthetotalcostofeducationper student.Additionalrevenuesourcesincludingstudentfees,fundraising,andauxiliary enterprisesnarrowtheremaininggapinresourcestosupporteducationalandoperational deliveryoftheinstitution.Therefore,theannualstateappropriationiscriticallyimportant toMassArt’splanningandfuturesustainability.

Toachievethegoalsoutlinedintheproformaoverthelifeoftheplan,wecalibrate enrollment,scholarships,institutionalfinancialaid,tuitionandfees,supportfromthe Commonwealth,andotherrevenuesources.Ourdecisionsareguidedbytheprincipleof equityandouraimtomeet100%oftheneedforunderrepresentedstudents.

ThefollowingtablesareMassArt’sFive-YearProformasforFiscalYears2024to2029.

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AdmissionsandEnrollment

InalignmentwiththeBHEEquityAgendaandMassArt’sMissionandValues,wehave strengthenedouradmissionsandenrollmentstrategybyreviewingandenhancing admissioncriteriaandpolicies,andrecruitmentandretentionstrategiesthatsupport beingastudent-readycollege.

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Wewillcontinuetostreamlinetransferandnon-traditionalpathwaystoenrollmentand timelydegreecompletion,andseektalentedstudentsfromacrosstheCommonwealth withspecialemphasisonGatewayCities.MassArtwillworktoachievetheoptimalmixof Massachusettsresidents,NewEngland,non-residents,andinternationalstudentsto achievebothdiversityandfinancialgoals.

Withinfive-years,MassArtwillhave: ● Increasedthenumberofstudentswhotransferfromcommunitycollege throughnewarticulationagreementswithcommunitycollegesthatlayouta

clearpathwayforon-timedegreecompletion(thisgoalisalsoincludedin theAdvanceLearning,Teaching,Creativity,andExplorationstrategy)

● Revisedandenhancedourtransferpoliciestoreducebarriersforapplicants withinandoutsideofMassachusetts’publichighereducationsystem(this goalisalsoincludedintheStrengthenAccessandAffordabilitystrategy)

● Refinedourreadmissionpoliciesandpracticestocenteraccessand promotedegreecompletion(thisgoalisalsoincludedintheStrengthen AccessandAffordabilitystrategy)

● ActivatedajointstudentrecruitmenteffortwithArtwardBound

● CreatedanEarlyCollegeanddualenrollmentinitiativeforhighschool studentswithemphasisonsupportingtraditionallyunderrepresented studentsintheCommonwealthandbridgingtheirtransitionintotheirfirst collegeyear(thisgoalisalsoincludedintheStrengthenAccessand Affordabilitystrategy)

● Implementedmoreflexibledegreecompletionpathways

● Achievedanenrollmentbreakdownof70%in-state,30%NewEngland/ out-of-state/international

Operations,CapitalPlanning,andSustainability

Asweinnovateanddevelopnewcurriculaandpedagogythatpreparestudentstousethe powerofartanddesigntotransformourworld,weneedtoupdateandtransformour spaces.Wewillaccomplishthisbypartneringwiththestate,community,andprivate partnerstosupportcriticalfacilitiesinvestmentsessentialtothefulfillmentofthegoalsof theplan.

Withintwo-years,MassArtwillhave:

● CompletedaCampusMasterPlanthatsupportstheprioritiesofthe StrategicPartnershipPlan

● CompletedaCertifiedStudyontheTowerBuildingprovidingabasisforthe necessaryfinancialsupporttoaddressthelong-standingchallengesposed bythisbuilding

● UndertakenaDecarbonizationStudyandsupportedothersustainability goalsthroughinfrastructureimprovementssuchaswaterbottlefillstations

● Completednewlaboratoryfacilitydesignedtorespondtoandaddressthe curriculum,design,applicationandutilizationchallengesandopportunities ofArtificialIntelligence,AugmentedReality,andVirtualReality

Withinfive-years,MassArtwillhave:

● BegunworktocarryouttheresultsofthecertifiedTowerBuildingstudy

● Reducednon-renewableenergysourcesacrosscampusthroughstrategic purchasesandworkingcloselywiththeDivisionofCapitalAsset ManagementandMaintenanceontheLeadingbyExampleprogramto furtherreduceenergyuse

● Continuedeffortstobuildandenhancesustainabilityresourcesandspace, completewithacademicprogramsandresearch

ImplementationandAccountability

ThesuccessoftheStrategicPartnershipPlanwillrequireacommitmentto ongoingplanningandactioninalldivisionsofMassArt;holdingourselves accountabletomakecontinuedprogress.Crossdepartmentandcross-area planningwillfurtherenableinnovationandtheestablishmentofnewinternal collaborations

Aspartoftheongoingplanning,eachdepartmentwillsetyearlyactionplanstied tothehigh-levelstrategiesandagreeonwhatcomprisessuccessandhowthey plantomeasureprogress.Onceeachyear,theinstitutionwillgathertogetherto considerourprogress,celebrateoursuccesses,identifynewopportunities,and discusswaystostrengthenourplansforgreaterimpact.TheVicePresidents and/orDivisionorDepartmentleadwillberesponsibleforannuallysolicitingaction plans.

Theplanwillguideourdecision-makingaboutstaffingandfinancialresources For example,budgetprocesseswillbealignedwithcorecomponentsofourplanandfunds designatedforstrategicinitiativeswillbeusedtosupporttherealizationofthehigh-level strategies.Eachyear,theCollegewillalsodesignatefundstoincentivizeinnovation, creativity,andcollaborativeeffortsacrossdepartmentsandareasoftheCollege.

Aslaidoutinthetablebelow,wewillmeasureprogressontheplanatkeyjuncturesand provideannualupdatestothecommunity.ThisincludessharingoutcomestoMassArt’s BoardofTrusteesaswellastheMassachusettsBoardofHigherEducationtokeepthem apprisedoftheimpactofthisplan.

Component Approach

Actionplansfor eachdivision

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Progress towardsthe two-and five-yeargoals

Timeframe

Eachdivisionwillmonitorandassessdeliveryof activitiesintheirannualworkplans Institutional ResearchandStrategicEffectivenessIRSEwill supportthedevelopmentofastreamlinedand systematizedapproachtodocumentachievements Annually

VicePresidentswillworkacrosstheirdivisionswith cross-departmentteamstotrackthe strengthening/establishmentofnewsystems, policies,tools,andinitiativesandwillassessuseof andengagementwiththosesystems,policies, tools,andinitiativestogaininsightintoemerging outcomes

Examplesofquestionstomonitorprogress towardsthegoals:

Yearstwoand five

Component Approach

- Werethesystems/policies/tools/initiatives createdand/orstrengthened?Inwhat ways?

- Howweretheyusedbytargetaudiences (e.g.didfacultyparticipateinCenterfor LearningandTeachingofferings)?

- Whatdidwelearnthatcaninformhowwe worktowardsthegoal?

- Whatsignsareweseeingthatshowwe’re achievingtheoutcomeswedesire?

Timeframe

Impactofthe high-level strategies

TheCollegewillevaluatetheimpactsofthe high-levelstrategies,withafocusonidentifying thedifferencethattheplanhasmadeonstudent successincludingthesuccessofspecificstudent populations

DRAFT

Conclusionof theplan

Conclusion

TheMassachusettsCollegeofArtandDesignisanindependentpubliccollegeofart anddesign,theonlyoneinthenation.Wearealeaderinthedesignschoolspace.As such,wealsohaveamandatetobeleadersinprovidingarigorous,highquality educationthatisaccessibleandaffordable,soourgraduatesarepreparedtolead andinnovateintheirchosenprofession

OurStrategicPartnershipPlanoutlinesaframeworkforthenextfiveyearsofour journey.Itgivesusasharedvisionofsuccessandastructuredwayofmoving forward.Itisflexible,allowingustoadapt,addressunexpectedchallenges,andtake advantageofnewopportunitiesastheyarise Italsorequiresthatwemonitorour progressandcontinuouslyrecalibrateourapproachforoptimalimpactastheyears progress.

ThemissionofMassArtispowerfulandhighlyrelevant,andourvaluesplayavital roleinachievingourgoals Forover150years,MassArthasgrownandevolvedin responsetotheneedsofachangingworld.Today,inpartnershipwiththe CommonwealthofMassachusettswearemorecommittedthanevertoourstudent’s successandtoexploringthecountlesswaysthataworld-classeducationinartand designcaninspire,excite,empower,andmakeasignificantdifferenceintheworld.

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