Middlebury

 

Annual Planning Resources

The following resources are provided by the Office of Planning and Assessment to support the annual planning efforts of offices and departments.  Below you will find a description of the annual planning process cycle, as well as the strategic directions for the institution and goals for each vice presidential area.  In addition, we have provided a list of possible stakeholders and service providers who might need to be consulted regarding your office’s plans.  This information may be helpful to managers completing the Annual Goal Planning Form. 

Middlebury Strategic Directions 2014-15

Through Middlebury's network of first class academic programs, with the College at its core, we will provide students with a global education for the twenty-first century by:

  • Maintaining continuity and stability for the Middlebury community through the period of presidential transition
  • Organizing administrative and program functions to meet operational needs and to support the governance structure of the board
  • Attracting to Middlebury a talented and diverse group of students, faculty, and staff and cultivating conditions to ensure their success
  • Ensuring educational excellence throughout the institution by leveraging Middlebury’s assets and resources
  • Articulating a unified Middlebury brand identity that accommodates the unique qualities and needs of the individual programs
  • Continuing to build a financial model that will sustain the institution into the future and provide sufficient resources for new and creative initiatives
  • Promoting pedagogical and technological innovation to meet the evolving needs of students
  • Commemorating Middlebury's past and celebrating its future through the recognition of this year's milestone events and anniversaries
 

Area Goals 2014-15

Academic Affairs

  • Coordinate and support efforts to reform faculty governance in order to provide more opportunities for substantive discussion and debate of critical issues, efficient and responsive decision-making, and clear lines of communication between faculty, administration, and the Board of Trustees
  • Strengthen efforts to recruit a diverse faculty and improve the mentoring and retention of new faculty
  • Foster opportunities for professional development involving pedagogy and scholarship, particularly around the use of technology
  • Support curricular innovation and experimentation that builds on and extends the College’s existing strengths to continue to enhance student learning
  • Engage faculty in a robust discussion of the changing landscape of higher education, particularly as it relates to the College’s financial model
  • Develop and formalize opportunities for faculty and students to pursue teaching and learning opportunities across the Middlebury enterprise

Academic Development

  • Explore collaborative relationships with other colleges, universities, and NGOs that would benefit the mission of the College
  • Work with the administration and faculty to define curricular and research priorities, including academic infrastructural needs; work with the Office of Grants and Sponsored Programs and College Advancement to identify funding for those priorities
  • Promote curricular innovation in and outside the classroom, working with the academic administration and other offices to expand opportunities for interdisciplinary collaboration and develop programs that span the entire institution
  • Develop the newly formed Office of Grants and Sponsored Programs as a resource for defining strategies and processes for obtaining grants that support the goals and aspirations of the faculty and administrative leadership
  • Track, inform, and act on funding initiatives established by the President and supported by College Advancement

Advancement

  • Operationalize the plan for engagement and fundraising in this year of an unprecedented number of opportunities to include, for example:
    • a presidential transition
    • important anniversaries for the Language Schools, James Martin Center for Nonproliferation Studies, and the Environmental Studies major
    • opening celebration of the Field House and related Hall of Fame
    • celebrating the completion of the Middlebury Initiative $500 million goal and its impact
  • Expand the use of evolving media tools and technology to support the work of the advancement division
  • Continue high level collaboration with MIIS Institutional Advancement to coordinate donor overlap and align operations where appropriate to achieve mutually beneficial efficiencies
  • Support alignment and preparedness for meeting expectations of the new governance structure

Communications

  • Complete and deploy a comprehensive Middlebury brand identity system that encompasses the needs of the institution and all of the schools and programs
  • Integrate the marketing and communications functions for Monterey, the Language Schools, Schools Abroad, Broad Loaf School of English, Bread Loaf Writers’ Conference and the School of the Environment
  • In partnership with enrollment functions at the schools and programs, more closely integrate the marketing and enrollment strategies and operations for Monterey, the Language Schools, Schools Abroad, Bread Loaf School of English, the School of the Environment, and the MiddCORE program at SNC
  • Identify and develop discrete improvements to Middlebury’s web presence to support marketing and communications priorities across the institution
  • Work with the Office of Advancement to improve strategic goal setting and operational management between our offices
  • Work with appropriate partners to ensure that alumni communications are executed with strategic intent at a high level of quality across all schools and programs
  • Work with the Office of Advancement and other offices at the College to improve and better coordinate parent communications
  • Better integrate internal communications across all Middlebury entities

Language Schools, Schools Abroad & Graduate Programs

  • Continue and execute Language Schools Centennial celebration
  • Explore hybrid short-term residency programs (and potentially other online opportunities) for Bread Loaf and LS
  • Work with Language Schools Marketing group and Communications on specific marketing strategies for Graduate and Special Programs, as per Mark Neustadt report; reach out to institutions with small language programs or no language programs to see if they consider outsourcing to Middlebury
  • Explore feasibility of across-the-board ACTFL-OPI outcomes assessment for all Language Schools
  • Continue collaboration and integration of School of Hebrew and Hebrew-at-the-Center (HATC) in the Institute for the Advancement of Hebrew Language (IAH)
  • Continue to identify cost savings in Schools Abroad programs (particularly in Europe) and to enhance recruitment for all Schools Abroad programs. Solidify and expand recruitment/application base for Schools Abroad
  • Conduct risk audit across all sectors

Monterey Institute of International Studies

  • Maintain continuity and stability for the MIIS community through changes in governance, leadership, and administrative organization
  • Implement matrix management practices, enabling key administrators to work effectively in pursuit of enterprise wide strategies with anchor function leadership at Middlebury, while continuing to collaborate with local colleagues on cross-functional matters at MIIS
  • Communicate the Institute’s unique identity and value proposition effectively, within the rollout of an overall Middlebury brand system
  • In GSIPM, implement curricular changes, including the MBA and Development Practice and Policy programs, and launch the new International Trade and Economic Diplomacy program
  • In GSTILE, implement curricular changes, including new specialization in Spanish Community Interpretation, and Spanish Community Interpretation Graduate Certificate
  • Continue to develop research centers and initiatives, including the creation of a new Center for Social Impact Learning, in collaboration with the Center for Social Entrepreneurship at Middlebury
  • Improve the student experience on campus by renovating the Holland Center, working to facilitate better student housing options, and continuing to improve/innovate services and activities provided to students
  • Position the Institute for future growth by securing city approval of the Master Plan and developing strategies for its implementation
  • Strengthen financial resilience by building a robust enrollment management program that incorporates a CRM system and leverages web and social media effectively to increase enrollment
  • Draw upon our intellectual capital to extend learning opportunities to new markets (e.g., executive education and online learners)

Resources

  • Maintain a financially sustainable business model – while being nimble, flexible, and creative enough to incorporate new opportunities/ventures/entities
  • Provide best practice global financial operations and practices - focusing on treasury and investment management, financial reporting, procurement/payment, and financial planning
  • Provide financial services capability to evaluate new projects and entrepreneurial ventures as well as lead, direct, and assist (where appropriate) the program execution of these new projects and entrepreneurial ventures
  • Improve the financial literacy of Middlebury constituents through increased communication and transparency on Middlebury finances, including investments
  • Maintain and develop facilities and lands appropriately - minimizing deferred maintenance and only investing and retaining core assets – fully recognizing that Middlebury facilities and lands are a competitive advantage
  • Develop and maintain best-in-class information technology infrastructure with a focus on reliability of services and the development of innovative infrastructure solutions, both hardware and software
  • Provide competitive compensation, including benefits, as well as professional and career opportunities, so as to continue to recruit, attract, retain, and develop a talented and diverse pool of staff so the college is the employer of choice

Strategy and Planning

  • Coordinate institutional strategy and ensure alignment with planning and organizational development efforts
  • Direct and implement initiatives related to institutional governance
  • Facilitate administrative and academic planning and collaboration across Middlebury’s programs and locations
  • Guide efforts to experiment with online and digital learning opportunities throughout the institution
  • Promote and coordinate the collection and use of institutional data and information to enhance institutional effectiveness and oversee its communication to external audiences, especially to NEASC for our 2015 interim accreditation report
  • Support Middlebury’s academic mission through the assessment of curriculum-wide and departmental learning goals
  • Contribute to a dynamic campus environment through the facilitation, planning, and promotion of both the customary and milestone events of the year

Student Life

  • Establish the Commons as a main foundation for collaboration with academic affairs to strengthen pre-major advising, enhance the first-year experience, and fully develop the sophomore experience
  • Continue to enhance and integrate diversity and inclusion goals throughout all Student Life practices, initiatives, and policies
  • Enhance systems, programs and processes in targeted Student Life departments to ensure the retention and success of Middlebury students, including first generation college students, veterans, community college transfers and students needing focused support
  • Strengthen and expand interventions, education, programs and policies related to Title IX, sexual misconduct, the Campus SaVE Act, health and wellness, high-risk drinking, and general health and safety issues in Student Life
  • Create and support a structure in the Dean of the College department to strategically connect the Center for Careers and Internships (CCI), Community Engagement, the Center for Social Entrepreneurship (CSE), MiddCORE, the Programs on Creativity and Innovation in the Liberal Arts (PCI) and faculty leaders to operationalize and sustain an institutional vision and culture of student reflection and learning in all aspects of the educational experience (internships, projects, ideation, venture, social entrepreneurship, campus and community engagement, mentors and connections to real-world challenges)

 

Annual Planning Cycle

The cycle of annual planning is outlined in general in the document below.

Annual Planning CycleAnnual Planning Cycle

 

Stakeholders List

The following contains a list of offices that may be affected by your work or may need to provide services to facilitate that work.  It is not an exhaustive list, but it may be useful to go through this to determine whom to contact regarding your plans.

Stakeholders (click here)

Academic Administration
President or Vice President(s)
Admissions
Academic Department(s)
Arts
Athletics
Budget Office
Business Services
Center for Careers & Internships
Center or Program
College Advancement
Commons
Communications
Dining
Environmental Affairs
Event Management
Facilities
Finance/Budget/Tax Office
Student Financial Services
Human Resources
Information Technology Services
International Student & Scholar Services
Language Schools
Library & Academic Technology
Monterey Institute
Other
Planning & Assessment
Public Safety
Registrar
Schools Abroad
Student Life (e.g., Judicial Affairs, Orientation, Residential Life, Student Activities)