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Under the leadership of President Frederick W. Clark Jr., Esq., ’83, �¼������ϲʿ��� is committed to an inclusive and comprehensive strategic planning process, building on a foundation of institutional strategic planning at the University. Strategic planning is essential to the University’s ability to advance its historic mission of providing access to a high-quality education for all students, promoting social justice and enhancing the quality of life for the residents of Southeastern Massachusetts through its position as a vital intellectual, economic, and cultural resource in the region. The plan helps the University to establish clear priorities, guide decision making, align its financial and human resources with its goals, and maximize the impact of its resources. This plan is a “living” document, a guidepost for decision making and one that is referenced, revisited, and revised on an ongoing basis.

The institutional strategic plan is framed on a foundation of data-informed decision making, stakeholder inclusion, and careful stewardship of human and financial resources. Building upon the University’s previous efforts, including the �¼������ϲʿ��� Institutional Plan adopted in 2018, it provides an inclusive and outcomes-focused guiding document. Bridgewater’s strategic planning is comprehensive, using a unique nested design, which pivots off of the institutional plan to guide strategic plans at the divisional, college, departmental and program levels. Additionally, the plan incorporates an active planning process with a 5-year review cycle and an annual review of outcomes.

Approach and Commitment

�¼������ϲʿ���’s strategic plan is a comprehensive “living” document with an institutional-level plan that establishes primary goals and objectives and an implementation plan, which describes the paths by which the institution achieves its strategic priorities and goals. It will also inform divisional, college, departmental and program level plans. Finally, the strategic plan includes a review and revision of policies and procedures to formalize paths to decision making.

Every year, �¼������ϲʿ��� provides updates on divisional and interdivisional initiatives aligned with the strategic plan. These reviews occur twice a year, after the fall and spring semesters. In these reviews, divisional and interdivisional committees document and communicate achievements tied to the strategic plan and ensure that goals, objectives and commitments are current and relevant.

Nested Strategic Planning

Inclusion and Data Informed Decision Making

To ensure a robust and inclusive plan, Bridgewater actively invited its stakeholders to participate in the planning process. Additionally, survey instruments and a review of critical quantitative data provided a foundation for decision making. 

Key Themes and Areas of Focus

In 2018, twelve key themes were revealed during Bridgewater’s strategic planning process through both direct communication with stakeholders and data analysis. All of these key themes emerged from the inclusive planning process, which included listening tours and surveys of faculty, librarians, staff, and students. The themes are integrated into both institutional and divisional plans. Those key themes led to five strategic goals in the 2018 plan. These goals were the foundation for �¼������ϲʿ���’s Institutional Strategic Plan 2.0, with modifications based on knowledge built over the last planning period. Substantial changes include a more robust and detailed plan with clear and measurable outcomes for every objective and expansion of Goal 5 and its commitment to equity. Additionally, this plan introduces eleven strategic priorities established through President Clark’s listening tours and through �¼������ϲʿ���’s Leadership Council.
 

�¼������ϲʿ��� Strategic Plan Dashboard

For more information about �¼������ϲʿ���’s Strategic Plan 2.0, visit the Strategic Plan 2.0 Dashboard