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 for all area vice presidents. 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 Goal Planning Form.
Middlebury Strategic Directions 2012-13
We aspire to create the first global liberal arts college of the twenty-first century, a goal we will achieve by:
- Building upon the foundation of a strong liberal arts curriculum
- Attracting to Middlebury a talented and diverse group of students, faculty, and staff
- Fostering dynamic undergraduate and graduate curricula and developing opportunities for out-of-class learning
- Preparing students to be active citizens and leaders who will address the world’s most pressing problems
- Drawing upon the tradition of creativity and innovation that has sustained this institution for more than 200 years
- Engaging our worldwide network of alumni, parents, and friends to own Middlebury's mission and make it work
Vice President Strategic Directions 2012-13
Dean of the College
- Diversity and inclusion goals will be fully integrated throughout all College practices, initiatives, and policies.
- Support the full development and participation of every student in an effort to develop strong global citizens with character and integrity who are equipped to solve pressing world issues.
- Provide systems, programs and processes to ensure the retention and success of Middlebury students.
Senior Vice President and Chief Philanthropic Advisor
- Raise philanthropic support for the College
- Assist in developing and implementing philanthropic strategies for the Global Liberal Arts College
Vice President for Academic Affairs
- Expand opportunities for curricular innovation and flexibility by engaging the proposals advanced by the Curricular Task Forces and building upon other faculty initiatives such as the pass/fail option.
- Strengthen the mechanisms for inter-programmatic collaborations between Middlebury, Monterey, the Language Schools, Bread Loaf, and the Schools Abroad.
- Enhance and clarify our protocols for recruiting, hiring, and sustaining a more diverse faculty.
- Develop protocols for providing clear and effective oversight of special initiatives, such as a comprehensive food studies program, Solar Decathlon 2013, plus others.
- Develop a robust and flexible online platform for facilitating innovative learning, as well as external and internal communication.
- Renovate and build facilities that enhance our academic programs and support our increasingly diverse student body.
Vice President for College Advancement
- Engage constituents and volunteers in meaningful ways so they are connected to and supportive of Middlebury and its mission.
- Communicate the College’s goals and priorities effectively to build long-term relationships and increase giving.
- Develop fundraising objectives and strategies to advance College priorities in collaboration with institutional partners.
- Seek philanthropic support from alumni, parents, friends, corporations, and foundations, as well as grants from federal and state government entities.
- Manage data and information—utilizing various media and technology—to support College Advancement’s priorities.
Vice President for Finance and Treasurer
- 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.
- 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.
- Ensure through organizational development activities that critical functions of the college are achieving superior organizational performance.
Vice President for Language Schools, Schools Abroad & Graduate Programs
Utilize the upcoming Language Schools Centennial celebration to:
- increase visibility of all graduate and special Middlebury programs (Language Schools, Schools Abroad, Bread Loaf School of English, Bread Loaf Writers Conference, Monterey, MIL) as part of "One Midd.," both internally and externally.
- Increase visibility of Middlebury's international portfolio (Language Schools, Schools Abroad, MIIS, International Studies, International Politics and Economics, Rohatyn).
- Provide stable foundation of funding sources for graduate programs (domestic and abroad) and increase funding for undergraduate programs.
Establish unified data documentation on student progress in Language Schools and Schools Abroad and academic year language programs for use as reference documentation for funding opportunities and marketing.
Work towards establishing Language Schools as the nation's principal provider of high-end language programs and repository of national Strategic Language Reserve.
Transition from extensive to intensive growth model to reflect geographic saturation and build infrastructure: solidify and expand recruitment/application base for SA.
Enhance Bread Loaf School of English visibility and recruitment base, increase financial aid availability and bring BLSE curriculum and faculty recruiting more in line with NEASC standards by summer of 2013.
Vice President for Planning and Assessment
- Create and implement planning processes to ensure that organizational activities and initiatives are consistent with the College’s mission and goals.
- Support Middlebury’s academic mission through the implementation of academic policies and assessment of student learning outcomes.
- Promote and coordinate the use of data/information in the evaluation of institutional effectiveness, planning, and decision-making.
- Contribute to a dynamic campus environment through the facilitation, planning, and promotion of successful events.
- Provide information about the institution and its activities to external audiences in order to maintain and enhance the College’s standing.
Annual Planning Cycle
The cycle of annual planning is outlined in general in the attached document. (Note that the planning timeline for graduate and summer programs will begin a few months later than the rest of the College.)
Annual Planning Form
This form is for managers to use as part of the College's Annual Planning process. When you submit the form, the information will be emailed to you and the Office of Planning and Assessment, and forwarded to your area's vice president. Log in at this link to access the form.
The following document 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 who to contact regarding your plans.
Reaccreditation Self Study Projections
The following document includes the commitments, or "projections," identified in the College's self study for the 2011 Reaccreditation Review. These projections should be included as goals in annual planning for relevant departments and offices.
SMART Goal slides & worksheet
The Human Resources Department has provided these two documents to further assist with goal setting.