Morris College

One of the cornerstones of organizational theory is that organizations that do not continue to adapt to their environments ultimately wither and die. This axiom applies to institutions of higher education just as it does to other types of organizations. Because an institution’s very survival depends on its adaptability, planning and assessing institutional performance is too important to leave to chance.

Morris College believes that a structured process of planning and assessment that take into account the institution’s mission, its resources, and ultimately its hopes for the future is the foundation for long-term survivability. The College’s process is by design simple, as experience has shown that the more complex the process, the less likely it is to be understood and ultimately embraced by the college community. When individual members of the college community understand the process and its implications for the institution’s future, the written plan that reflects the process becomes the guide for divisions, units and individuals to fulfill their institutional roles and responsibilities and contribute to the overall success of the College.

The Planning and Assessment Committee, composed of representatives from all areas of the College, is responsible for preparing and recommending to the President the institutional goals and objectives for a three to five year period and the institutional priorities for the coming year, recommendations which then require approval by the Board of Trustees. Once the plan has been approved, individual divisions and units develop plans designed to support institutional priorities that lead to attainment of goals and objectives.

The development of this Institutional Strategic Plan, which covers the five-year period beginning July 1, 2023 and ending June 30, 2028, began in December 2021. It includes the following sections:

• Institutional Mission Statement
• Institutional Vision Statement
• Institutional Priorities
• Institutional Goals, Objectives, Strategies and Outcomes
• Appendices of Supplemental Information

This integrated process involves all levels of the institution: strategic plan (institutional) and administrative plans (division/units). Administrative unit plans are housed in individual unit offices, and administrative divisional plans are housed in administrative divisional offices together with copies of the plan for each unit that is organizationally a part of that administrative division.

Institutional Priorities

• Innovative and Quality Academic Programs: Provide cutting-edge major programs to meet industry demand.

• Student Success: Increase retention and graduation rates.

• Fundraising and Public Image: Enhance communications and relationships with all constituent groups.

• Operational and Institutional Effectiveness: Improve operations in all academic and administrative areas.

• Facilities Improvement: Evaluation of all campus facilities and creation of a facilities database.

These priorities are integrated into the goals and objectives outlined on the succeeding pages to improve overall institutional effectiveness in preparing students for 21^st century jobs and careers, life-long learning and civic responsibility, and in preparing the institution to meet industry demands as it achieves its mission.

Goals

• Goal 1:      Implement an academic network which promotes student success and meets workforce demands.
• Goal 2:   Promote a student-centered, nurturing learning environment that will enhance student development and success.
• Goal 3: Expand the college’s scope of fundraising and promote a more positive public image.
• Goal 4:   Redesign operational and administrative processes for institutional effectiveness and financial stability.
• Goal 5:   Promote effective utilization of facilities for college operations and planned campus and enrollment growth.