Strategic Goals & Objectives
Click to expand each of the below goals and objectives. They are interrelated and are not listed in any order of precedence.
- GOAL 1: Develop midshipmen in mind, body, and character to lead effectively as naval officers
GOAL 2: Cultivate a vibrant and inclusive community of role models, continuous learners, and leaders who develop the Brigade and contribute back to their professional communities
Cultivate a vibrant and inclusive community of role models, continuous learners, and leaders who develop the Brigade and contribute back to their professional communities
People are the Academy's most important resource. The diversity of our team’s backgrounds, lived experiences, and perspectives reflects the strengths and talents of our nation and are leveraged to develop the Brigade of Midshipmen.
Objective 1: Attract a highly qualified, diverse cadre of faculty, staff, and coaches who model the highest professional standards.
- Develop and employ innovative recruiting techniques in order to assemble talented thinkers and educators that will enhance USNA’s mission and culture.
- Attract high-performing military personnel with the appropriate skills and experiences to serve as faculty and staff while supporting their professional career paths.
- Improve USNA’s ability to attract diverse talent from industry and higher education communities to serve in civilian support roles within laboratories, programs, and services.
- Recruit coaches and physical educators who model excellence, instill a warrior ethos, and understand their direct role in developing future professional naval officers.
Objective 2: Develop and retain faculty, staff, and coaches who educate and inspire the Brigade.
- Increase professional development opportunities for USNA team members to learn and apply best practices in pedagogy, coaching, and support services and to advance as experts in their fields.
- Expand and strengthen mentoring, networking, and affinity programs that facilitate increased integration and sense of belonging within the USNA community.
- Ensure a competitive total rewards system, including compensation, benefits, recognition, and career growth programs which strengthens USNA as a desirable, long-term career option.
- Promote healthy work-life balance; e.g., affordable childcare.
Objective 3: Foster strategic relationships with alumni, supporters, and key organizations that contribute to the Naval Academy’s success.
GOAL 3: Sustain and further elevate USNA as the Nation’s flagship undergraduate education, leadership, and character development institution
The Naval Academy is more than a military installation, a prestigious college with 33 competitive Division I Athletic Programs, and a national historic landmark. It is the embodiment of the ideals of honor, courage, and commitment; a physical manifestation of the spirit of the Navy and Marine Corps. The institution must not only facilitate the effective moral, mental, and physical development of the Brigade of Midshipmen, but also attract the best and brightest students, faculty, coaches, and staff who are committed to the mission. Additionally, with over two million visits per year, the Academy is one of the few public sites that preserves and projects the Navy’s past, present, and future.
Objective 1: Ensure sufficient staffing and operational resourcing.
- Rebaseline USNA’s OM,N budget.
- Collaborate with the Naval Academy Foundation to emphasize the strategic importance of philanthropy that provides margin of excellence support.
Objective 2: Enhance and maintain state-of-the art facilities that inspire and support the pursuit of academic, professional, and athletic excellence. Among the most pressing priorities:
- Optimally support the Brigade’s physical mission requirements; e.g., renovate Macdonough Hall, address inadequate NAPS physical fitness facilities.
- Align and improve existing academic spaces to enable best practices in teaching, learning, and research; e.g., complete the academic realignment plan, modernize Nimitz Library.
- Address long-standing deferred maintenance to rectify safety, health, and quality of work challenges; e.g., renovate Ward Hall and Leahy Hall.
- Maintain the health, well-being, and quality of life of the Brigade through regular investment in critical facilities; e.g., commence recapitalization of Bancroft Hall.
- To best support professional development and training, address failing maritime infrastructure; e.g., repair North Severn Waterfront and Farragut Seawall.
Objective 3: Continue to address the current and forecast impacts of water intrusion to ensure the safety of personnel, sustain operations today and into the future, and protect USNA’s capital investments.
- Develop a Coastal Flooding and Stormwater Area Development Plan that will result in preliminary design plans, funding requirements, and an execution strategy for specific courses of action for USNA and the North Severn Waterfront.
- Address the most pressing current water intrusion areas on the Yard; e.g., Ramsay Rd and the Columbarium, McNair Rd, and areas in vicinity of Porter Rd and Gate 1.
Objective 4: Support continuous improvement processes and adopt best practices in higher education, government, and industry to attract talented candidates and meet the evolving needs of the Navy.
- Seek out and appropriately employ new and evolving practices and technologies that improve USNA operations.
- Create cohesive curricula in emerging areas of strategic importance.
- Establish periodic feedback from naval leadership and/or the Fleet to ensure the 47-month developmental program best meets the emerging needs of the Naval Service.
Objective 5: Transform operations and modernize Information Technology infrastructure, services, and support to keep pace with the digital revolution.
- Restore life cycle replacement of computer and network components to stabilize the IT environment and enable future modernization.
- Ensure USNA is postured to take advantage of and contribute to future digital transformation advances; e.g., 5G.
Objective 6: Identify and address the traditions, policies, and practices at USNA that support systemic biases.