MMA President's Watch
Thesecondsemesterofthe2013-14 economicalysoundandsustainableoperation,
academic year started quietly, but it is
student satisfaction, and elevating awareness
swiftly gaining momentum as plans
of MMA through outreach and strategic
develop for graduation, training cruises, cadet
communication.
shipping, alumni reunions, and other summer
When we talk about assuring excellence in
activities. We are immersed in the budgeting
our educational programs and campus life, there
process and we're wel on our way to a new
are several drivers of that goal, such as service
MMA President
strategic plan, both of which wil shape the future
to our students while they are here, supporting
DR. WILLIAM J. BRENNAN
of the school for the short- and long-term.
our students' launch into their careers, adherence
As we budget and plan for a new year, we are
to accreditation requirements, compliance with
also taking the long view, and answering vital
state and federal laws, service to our partners in
questions regarding our future: What are the
industry, and adherence to standards set forth by
enduring components of a Maine Maritime
the U.S. Coast Guard.
"
education that make it singular among the state
An example of one change over recent practice
When we focus on
academies? How do we maintain excellence in
that wil affect many areas of our operation has
al of our programs? How can we best serve our
come through new STCW (Standards in Training
the future of Maine
current and future students? We must weigh the
Certification and Watchkeeping) requirements.
answers to these questions along with others,
Amendments to standards for the unlimited
Maritime Academy,
such as: How do we address the rising cost of
licensing programs wil require that our students
education? How do we stay competitive?
receive additional at-sea training, requiring a
we must bear in
Many of these questions have come up in
longer training cruise of 68 days. This change
strategic planning, which we began in 2013.
affects many of our students, cruise staff and
mind all of the
The plan has evolved from a finite end-goal to a
faculty, and of course, our operating budget.
continuous-improvement model. `Continuous
When we focus on the future of Maine
organizations and
improvement' is the ongoing effort to improve
Maritime Academy, we must bear in mind al of
the quality of products, services or processes. The
the organizations and individuals to which we
individuals to which
new model is more practical and wil allow us
are accountable. Our future also owes much to
to meet the one constant we al know to be true:
our past and our alumni are extremely important
we are accountable.
change. I believe that our process--involving
in achieving a future vision for the Academy. I
more than 800 individuals in surveys, smal
want to encourage you al to stay involved, and
meetings and group discussions--has generated
to take part in conversations about our future.
fundamental information that wil guide our
I know that I find the Academy's challenges
"
future. I want to personal y thank everyone
both motivating and energizing. I hope to
who has participated in this process. We wil be
connect with many of you this summer, and I
reporting more on this endeavor in a future issue
look forward to talking with you about what the
of the MARINER.
Academy's future means to you.
The strategic plan wil address ongoing change
institution-wide. The main goals of the plan focus
on: excellence in education and campus life, an
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