Submitted by Ashley Arrocha, Staff Constituent Advisor

We begin our new academic year and return to campus with excitement and hope but also apprehension and fatigue.  It is wonderful to see the campus come to life again after 18 months.  However, the pandemic continues to be a threat that weighs on us both individually and collectively while we slowly adjust to the new “normal” in our community. 

As with previous memos, the Staff Advisory Team (SAT) (including myself and the Staff Council District M Representative) adopted our usual approach to gauge how the staff is doing by soliciting staff input through a four-question survey. Although the response rate was low, the information shared is consistent with what we have heard through informal conversations with colleagues. I summarized the key themes below. You can also access the anonymized survey responses here. Additionally, MIIS staff members are participating in the Staff Council’s comprehensive annual survey and the results will likely expand on these themes.

• Work/life balance is essential to us. With the campus reopening and many returning to an in-person work modality, we are navigating how best to maintain the benefits of flexible work arrangements. The former can be challenging as the demands of in-person work can negatively impact a more balanced life.  Supporting equitable and flexible work opportunities is fundamental to staff satisfaction and morale.
  
• MIIS staff are a tight-knit community, and we value our relationships with one another. Over the past 18 months, many have cultivated deeper connections across our different campuses and locations, and for some, these connections have turned into friendships. As we rebuild our community, we’ll need to work together to preserve and strengthen these relationships.
  
• With COVID-19 and its variants still spreading, safety, health and wellbeing continue to be of great concern for our staff community, many of whom have young children who cannot be vaccinated.  The Institute’s vaccine compliance and mask mandates will help mitigate the spread of COVID-19.  Permitting remote and hybrid work arrangements continues to be essential.
  
• Working with ongoing budget and resource constraints remains a serious concern among staff. The former impacts staff morale and contributes to work fatigue, excessive workloads in departments, and resource scarcity on campus. Furthermore, discrepancies in the level of resources and staffing between different parts of our organization can weigh heavily on staff morale.  

What continues to inspire me, and I think many of my colleagues, is that our staff community at MIIS is incredibly supportive. We have all experienced personal and professional hardships over the past 18 months. Yet, many have gone beyond the scope of their job responsibilities to help create a supportive, thriving, and inclusive campus that is adapting to meet the challenges of hybridity in the ways we work, teach, and learn.  It is clear that our resilience remains strong and that we can rely on our strong sense of community to keep our hopes high for a brighter future, despite the challenges.

Submitted by Ashley Arrocha, Staff Constituent Advisor

The MIIS community is preparing for a campus reopening in the fall.  This is being met with both excitement and trepidation.  It is safe to say that we all want to return to a sense of “normalcy,” but what that looks like after more than a year of successful remote working during a global pandemic is unclear.  The focus of this memo is to share with the IBA some of the lessons staff learned from remote work and staff input on the possibility of returning to in-person in the fall. 

In preparation for the transition to fall, the Staff Advisory Team (SAT) recently hosted an All Staff Meet-up to create the space for colleagues to reflect and share our individual and collective experiences over the past thirteen months.  The conversation was framed around the five questions listed below.  I have summarized the main feedback from this discussion.

1. What is a highlight from your remote work experience?

• The flexibility of work location and schedule help facilitate work/life balance.
• We are learning to do work differently with increased efficiencies for the Institute and staff.
• More flexibility with time to meet with students and colleagues.
• We have quieter and uninterrupted time to complete projects which support increased job efficiencies and effectiveness.
• We are building stronger ties with colleagues at the College. Everyone being on Zoom for meetings has facilitated a new and much needed democratizing of meetings.
• Many have increased family closeness and more time with children.

2. What is working well for you that you want to keep moving forward?

• The use of technological tools that have allowed us to pivot to a remote working environment successfully.  We will need to continue to utilize these tools as we embrace a more hybrid educational environment.
• The flexibility of working from home has allowed more time for exercise, meditation, and overall self-care.  Moving forward, we need to ensure that self-care is integral to our daily routine.
• Reduced negative environmental impact – more balanced in-person and remote work options.

3. What helpful practices/tools have you adopted in the past year? 

• Running effective Zoom meetings with multiple participants.
• Learning to better access information electronically and eliminate the need to print paper.
• Switching it up between Zoom calls, Jabber video calls, and telephone calls when it comes to meetings.  Exploring the concept of “walk and talk” meetings.
• Blocking out time for a break to walk or stretch.  This is easier to do at home than in the office.

4. What are some of the pain points you have experienced?

• The lack of in-person relationship building and connections with colleagues. This is incredibly important for the health of any organization.
• Balancing helping kids at home with work demands and finding the right amount of time to complete work as a result.
• Increased utility bills due to working from home as well as unreliable technology at times.

5. What worries you about fall planning for a return to work?

• The main concern is that a more hybrid working environment where remote work is supported and normalized will not come to fruition. There is a strong interest in flexible policies going forward.
• Disruption to the work/life balance element.
• Returning to work on campus while still managing unpredictable children’s schedules as we continue to navigate this pandemic.
• Welcoming students back to a campus that is not fully open and managing student expectations around this.
• For staff who are working outside of Monterey, there is a concern relocating to Monterey due to the very high cost of living and housing constraints.

Additionally, staff was asked to complete a survey to help the leadership gauge our interest and comfort level in returning to in-person work.  This approach taken by the leadership to engage each staff member via this survey supports a fair and equitable decision-making process.  This survey will help MIIS leadership and managers determine the most informed and appropriate plan for returning to in-person work in the fall. 

During this time of uncertainty and challenges, staff continue to be resilient and adapt to changes.  We have demonstrated that we can effectively work remotely without compromising on quality and service.  As we turn our focus to reopening the campus, it is vital that we embrace a future where the “bricks and mortar” working environment is not the standard but rather one component of a healthy and thriving community.

Constituent Message Regarding the Institute Board of Advisors Meeting

To: MIIS Staff

From: Ashley Arrocha, Staff Constituent member of the IBA

Regarding Meeting Held: October 23, 2020

Institute Board of Advisors (IBA) Overview
The IBA serves as an advisory committee under the Middlebury Board of Trustees and is responsible for reviewing and monitoring academic and student affairs at the Institute as well as proposed budgets and initiatives related to facilities, grounds, advancement, enrollment and other new initiatives. Additionally, the IBA also reviews all academic and senior staff appointments for the Institute. 

The IBA has three Constituent Advisors – Faculty Constituent Advisor, Staff Constituent Advisor and Student Constituent Advisor – along with Trustee, Partner, and Emeriti Advisors. 

The IBA meets three times a year, two of the meetings are in conjunction with Board of Trustees meetings in Middlebury and one is an IBA meeting in Monterey.

Meeting Reports and Presentations
Through pre-reading and presentations during the meeting, the IBA receives reports on Institute topics. For this meeting, IBA members received reports or presentations on the following:

• Introduction:  Emerging from Crisis:  Operations 2020-2021 and Strategic Orientations for the Future
• Constituent Advisors’ Reports: Student, Staff, and Faculty Perspectives
• Enrollment, Marketing and Admissions Updates
• Responding to the Historical Moment:  Academic Affairs and Operations
• Resources: Budget Overview and Advancement
• Academic Highlights
• Buildings and Grounds

Constituent Engagement
The IBA meeting was shortened to just 90 minutes and did not include time for broad constituent engagement.  However, each constituent did have a few minutes to provide a quick update on how their respective constituent groups are doing.  There will be more constituent engagement during the November 13^th meeting including meetings with the Staff Advisory Team, the Faculty Senate, and the Student Council.

Constituent Key Highlights and Observations
**These are individual observations and impressions and not a comprehensive nor official record of proceedings. **

• The IBA engaged in a brief discussion, that will continue into our November 13^th IBA meeting, on our long-term strategic objectives within the context of three questions:
  • Have the events of the last six months – the pandemic, the recession, the reckoning on racism, the wildfires – changed the Institute’s strategic priorities?
  • What kind of organization will the Institute be in 2025? How do we get there?
  • How can the wider Middlebury network be better leveraged in pursuit of the Institute of 2025?
    
• We discussed and supported the recommendation to the Resources Committee to not raise tuition and fees for the 2021-2022 academic year and this was subsequently approved by the Board of Trustees.
  
• Fall enrollment of degree-seeking students is up 11% from Fall 2019.  The IBA acknowledged the great work resulting in high enrollment while also acknowledging that we need to stay focused on how to continue to provide a good student experience, both online and in-person, and this focus should be integral to our future planning.

• There was also a brief discussion on cross-Middlebury course exchange and that although efforts are in place to create, deliver and support these opportunities, we need to continue to clean up the “underbrush” (e.g. scheduling, calendars, developing partnerships) in order for these types of exchanges to be viable.

• The student housing development at 787 Munras is moving along with permits being submitted to move to the next phase.  We engaged in a short discussion on the importance of establishing a methodology regarding how we plan to place students in this housing as well as manage the student housing facility.

• Executive Vice President for Finance David Provost reviewed the FY20 year-end financials and current financials for FY21.  He noted that the Institute has weathered the past tumultuous year better than other areas of Middlebury, exceeding enrollment targets and exercising strong expense management.

Submitted by Ashley Arrocha, Staff Constituent Advisor

We continue to face many challenges, including a global pandemic, systemic racism, a contentious political environment, and devastating wildfires on the West Coast.  Managing our personal and professional lives during such trying times can be difficult.  However, it is during such times when we draw upon our strength and find our true character.  I am pleased to report that overall, MIIS staff continue to be resilient, supportive, innovative, and hopeful. 

As we begin and adapt to a new academic year at the Institute, the Staff Advisory Team (SAT), Staff Council District M Representatives, and I prioritized checking in with staff to get a pulse on community feelings, concerns, bright spots, and input on how we can foster a stronger sense of community and connection with one another during this time of remote working.  Our survey method was to ask for this input through a five-question (survey results found here) and hosting two thirty-minute brainstorming sessions.  I have summarized the main thoughts and themes below.

• Staff has shared that working remotely certainly has benefits such as avoiding commute time, a relaxed, flexible working environment, and more time with family.  However, some feel isolated, disconnected from colleagues, and find it more challenging to stay motivated and engaged.  Identifying ways to connect with team members and colleagues is essential to help strengthen synergies and collegial relationships.
  
  In the survey and brainstorming sessions, staff shared different ideas on creating stronger connections and support with one another both personally and professionally.  A sampling of these ideas is listed below:
  
  • Utilize connection platforms to share photos, recipes, and health and wellness ideas and practices
  • Promote a professional discussion board through our social networking platform, MiCommunity
  • Weekly check-ins/coffee chats with a colleague that is randomly assigned to you
  • Host virtual games/online gaming for interested staff
  • Develop a podcast that features interviews with different employees highlighting accomplishments
  • Simply checking in at the beginning of meetings to see how everyone is doing, making time for the personal connection

• Workload balance continues to be a challenge in our current state.  Adjusting our work to help ensure continuity of support and resources for students and employees in an online environment has been challenging.  Many staff feel overworked with having little if any, downtime since March.  Nevertheless, MIIS staff continue to persevere and create solutions to meet our community’s demands and expectations.  A few examples of this are listed below.
  
  • Largest new student class since 2016 thanks to the very hard work of the recruitment, enrollment, and admissions teams
  • The Center for Advising and Career Services (CACS)hosted its first virtual career fair in Handshake for 178 registered students
  • The New Student Orientation Committee, the Office of Student Services and other key departments successfully created and implemented a fully online New Student Orientation and Welcome Week including the  Getting Started at MIIS Course and the Fall Cohort Program
  • The official launch of the MiCommunity social networking platform for students, staff, and faculty
  • The creation and launch of the Innovation Mentor Program
  • The launch of the Managing Change & Transitions Video Learning Series: Navigating the Change Curve; Path to Personal Change:  ADKAR; Managing Transitions: Ending, Losing, Letting Go; Managing Transitions: The Neutral Zone; Managing Transitions: The New Beginning
  • The Advancement Office seamlessly shifted to an online WorldViews speakers series attracting a wide-reaching global audience

What is most important to staff personally is job security, health and well-being, family, and financial stability.  Professionally, we can adapt to change as we support a healthy work environment while ensuring our students’ success. It is also crucial that as our leadership continues being supportive and keeping the lines of communication open, we continue our collaborative work to guarantee that all staff across the Middlebury enterprise receive equitable benefits. Although we are navigating through difficult times and there continue to be challenges along the way, MIIS staff have pivoted well in managing the online work environment. We recognize that we are in a unique position as an Institution to meet the demands of our current times and begin, as a colleague wisely said, “to reimagine our role in a post-pandemic world.”

Staff Update (Submitted by Ashley Arrocha, Staff Constituent Advisor)

This is an incredibly unsettling time and the main concerns of staff are consistent with the devastating impact and grief that COVID-19 is having globally, nationally, in our respective communities, our workplace and in our immediate daily lives.  Although we continue to do our jobs to the best of our abilities and support one another the best we can, we are all struggling in one way or another; a bright spot is our strong sense of community and shared resilience.

To get a pulse on staff community concerns and feelings during these trying times, the SAT, Staff Council District M Representatives and I decided to adopt a similar approach as we did in late August and solicit staff input through an appreciative inquiry survey.  We focused on the following four questions:

1. What concerns or challenges are you experiencing as a result of COVID-19 or otherwise?
2. As a staff member, what is important to you right now?
3. What, if anything, has been a bright spot or positive experience during this time?
4. Anything else you would like to share?

Although I’ve included the unedited survey responses here as an electronic appendix to this memo, I wanted to briefly summarize the main thoughts and feelings shared in this survey.

• Staff are extremely grateful for the strong leadership shown by our VP Jeff Dayton-Johnson, the COVID-19 Response Team at MIIS and the Middlebury-wide leadership during this very challenging time. We appreciate that the leadership prioritized the wellbeing of employees, wage continuity, job security, establishing the COVID-19 pay bank and ensuring that all employees are supported through this fiscal year. This was done with a clear and transparent communication.
  
  
• Staff also expressed gratitude for the wide-ranging support we have shown our students.  This includes the pass/fail grading options, establishing an Emergency Fund, platforms for students to voice their concerns and ask questions, and the extraordinary work of DLINQ and their ability to help professors and students pivot to remote teaching/learning as quickly as possible, but with minimal impact on academic quality.
  
  
• Staff are most concerned about their well-being, job and wage security, navigating in such a chaotic and stressful time, the future of the Institute and the wellbeing of our students.  The main challenges we are facing today are related to working remotely, managing work responsibilities with family responsibilities and staying connected.
  
  
• With the uncertainty of the future, it is very hard to plan and stay productive.  Staff feel that it is especially important that we maintain a healthy, supportive and positive community while being as proactive as possible regarding the future of the Institute. 
  
  
• The impact of COVID-19 is wide-spread and multi-faceted, and our community has felt this at its core.  However, the bright spots in all of this are that we continue to support one another, collaborate on ways to move our mission forward, generate new and creative ideas for the future, show empathic leadership and engagement, spend more time with loved ones and, as one colleague stated, showing that we are all in it together.

Additional Updates

Staff Advisory Team (SAT):

The SAT, Staff Council District M Representatives and I continue to work together to provide cohesive staff representation and opportunities for staff to engage and learn.  Over the past seven months, we offered the following informational staff meetups:

October:  Staff Counsel and Board of Advisors Update
November:  Wellness Initiatives
December:  ITS Reorganization and Priorities
February:  Recruiting and Admissions Update
March:  Communications and Marketing Update
April:  Open Community Meeting related to Institutional response to COVID-19
April/May:  Weekly Monday Virtual Lunch Hour – in response to COVID-19

Staff Employee Training and Development:   

It’s important to note that staff training and development are currently being led by the Strategic Initiatives staff and HR.  This should transition to the Director of Organizational Development once this position is filled.  

Over the past seven months, the following staff training and development opportunities were offered:

• Fifteen staff members participated in a three-day, Restorative Practices (RP) training in November.  The training is based on the main principles of RP and how we can apply them in our community to help build and maintain a strong sense of community, trust and leadership.  
• Thirty-five staff members have already participated in the Dare to Lead Program.  This program is an opportunity to learn more about daring, bold leadership, is led by Melissa Sorensen and provides participants with an opportunity to read Dare to Lead, by Brené Brown and engage in facilitated cohort discussions.  
• Fifteen staff members participated in the Intercultural Competence for Employees Workshop with Netta Avineri, Jen Peck, and Lisa Donohoe in February.

These types opportunities cultivate and enhance leadership, relationship-building and communication skills, which translate into more effective and healthy teams.

Constituent Message Regarding the Institute Board of Advisors Meeting

To:       MIIS Staff

From:   Ashley Arrocha, Staff Constituent member of the IBA

Regarding Meeting Held: November 15^th and 16^th

Institute Board of Advisors (IBA) Overview
The IBA serves as an advisory committee under the Middlebury Board of Trustees and is responsible for reviewing and monitoring academic and student affairs at the Institute as well as proposed budgets and initiatives related to facilities, grounds, advancement, enrollment and other new initiatives. Additionally, the IBA also reviews all academic and senior staff appointments for the Institute. 

The IBA has three Constituent Advisors – Faculty Constituent Advisor, Staff Constituent Advisor and Student Constituent Advisor – along with Trustee, Partner, and Emeriti Advisors. 

The IBA meets three times a year, two of the meetings are in conjunction with Board of Trustees meetings in Middlebury and one is an IBA meeting in Monterey.

Meeting Reports and PresentationsThrough pre-reading and presentations during the meeting, the IBA receives reports on Institute topics. For this meeting, IBA members received reports or presentations on the following:

• Center for the Blue Economy (CBE) “Blue New Deal”
• TLM Program and New Online Program
• Center for Terrorism, Extremism and Counterterrorism (CTEC)
• Enrollment & Marketing Strategy
• Communication and Marketing Strategy
• Career Advising Initiative
• Endowment
• Master Plan

Constituent Engagement
At this IBA meeting, the Board engaged with each constituent group:

• Updates from the Faculty Senate, followed by discussion
• Updates from the Staff Advisory Team, followed by discussion
• Lunch and discussion with Student Council members

Constituent Key Highlights and Observations
**These are individual observations and impressions and not a comprehensive nor official record of proceedings.**

• Excellent marketing strategy presentation by David Gibson, VP of Communications and Marketing.  He really captured the essence of what our story is and how best to communicate the power and uniqueness of MIIS, and the larger Middlebury enterprise.  Working with the SAT, we have arranged for David to talk with all staff about his vision at the March 6th staff meeting. Eva will also present on her latest projects.
  
  
• There is a continued commitment to addressing the need to clear the “underbrush” to help facilitate more opportunities for students throughout the Middlebury enterprise.
  
  
• Meeting with SAT highlighted the need and desire for improved communication and parity in benefits with the College.
  
  
• Admissions, Enrollment, and Marketing have an excellent enrollment and marketing plan.  This is another presentation that has been arranged for an all staff Friday meeting.
  
  
• Interesting collaborative work CACS is doing with the Center for Careers and Internships (CCI) at the College, including a peer career training program, launching Handshake and career advising.
  
  

On Friday, October 18^th, the first IBO meeting for the year was held at Middlebury College.  This meeting was preceded on Thursday with a retreat for all board members, including the Board of Trustees and other Boards of Overseers. In preparation for the meeting, members of the IBO received “read ahead” documents that included the following reports:

• Enrollment data
• Finances
• Advancement and grants
• Degree program initiatives and highlights
• Language and professional program highlights
• Research centers initiatives and highlights
• Diversity and inclusion
• Facilities (master plan)
• Constituents’ reports (staff, faculty and student constituents)

Cathy Lee, IBO Chair, opened the meeting with welcoming all members and outlining the IBO priorities for the year. These priorities are identified as:

• Improve the core business of the Institute 
• Accelerate development of newer lines of business; and
• Connect with the global Middlebury network

This was followed by presentations of the following reports:

Enrollment and Marketing Update

Jeff provided an update on the Fall 2019 student enrollment numbers and our enrollment forecast for FTE for the 2019-2020 year.  Great news in that we were up 8% in new students from last year and that we are on track to meet or exceed our tuition revenue target.  Additionally, he spoke about the comprehensive Enrollment and Marketing Plan that outlined in great detail timelines, specific tasks, goals and responsible party/department for each area related to the enrollment pipeline.  This was very well-received by the IBO.  Jeff also presented on the growth in our T&I Chinese program, enrollment being down a bit in two GSIPM programs, and the rapid growth of Chinese students in our degree programs.

Housing Strategy and Financial Analysis

Middlebury is considering acquiring housing primarily to support the forecasted undergraduate students at MIIS in the future.  The options being considered are leasing properties in the area, purchasing a structure and if needed, renovating for student housing, or buying property and building housing from the ground up.  The IBO, along with President Patton and others, support this effort. This report included financial estimates and analysis on the various options and related discussion on what the next steps should be.   There was additional discussion, including input from me, on how we also need to support our graduate students through acquiring this housing, not just undergraduate students. 

Development of Online Programs

Amy Collier presented on the Spanish Community Interpreting Online Program and the TLM Online Degree Initiative.  IBO members were very enthusiastic to learn more about these programs and the collaborative process to get these launched.

Degree Pricing

There was a brief and preliminary discussion on the concept of using a per credit fee model for degree programs. It was duly noted by the IBO that more analysis of policies and procedures still needs to be done to see if this is a viable proposition.  An additional discussion took place regarding costs for the same degree programs offered online and onsite.  The consensus was that they should not vary in cost in order to mitigate any potential competition or negative impact on program enrollment.  However, no decision or vote was taken on this.

Time was also dedicated to small break out group discussions and feedback focused on our identified priorities.  Some feedback included:

• The IBO group endorsed priorities for the year
• We should work on drawing more connections between MIIS and Middlebury
• Showcase the Institute and our faculty/student collaborations and immersive learning/experiential learning opportunities
• Continue the discussion on how to bring more MIDD undergraduates to MIIS

Unfortunately, we did not have time to discuss the constituents’ reports as this was only a three-hour meeting.  However, our next meeting is a two-day meeting on November 15^th and 16^th at which time we’ll likely be able to engage in more substantive discussions and work.  The agenda priorities for our next meeting will be determined by Cathy Lee and Jeff Dayton-Johnson.

This meeting was a wonderful opportunity to meet IBO members and set our priorities going forward.  I was so pleased to learn how dedicated and interested the Overseers are in MIIS.  There seems to be a clearer understanding and recognition of our unique institution. 

Staff Update (Submitted by Ashley Arrocha, Staff Constituent Overseer)

In preparation for the IBO meeting, the Staff Advisory Team (SAT), the Staff Council Representatives for MIIS, the Office of Organizational Development and I collaborated to create a six question, appreciative inquiry survey to solicit staff input on staff community successes, concerns and opportunities for improvement.  There were 19 responses, representing roughly 16% of staff.

The overarching area of concern, that is consistent in these results and in conversations among staff, is the uncertainty regarding the road ahead, post Workforce Planning (WFP).    There is significant apprehension related to staff retention, support, respect, productivity, resources and engagement.  Although there is a sense of optimism and commitment to one another and our shared mission, there is a need to repair and rebuild our staff community and work environment. 

To obtain a better understanding of staff input, I’ve included the aggregated data below.  I’ve also linked a comprehensive summary of survey responses here and untouched survey responses here as electronic appendices to this memo. 

Survey Questions and Related Aggregated Results:

As a staff member, what is important to you now?
What do you value in your work and in this organization?
Anything else you would like to share?

• The importance of staff stability, support and retention
• Respect for colleagues and appreciation for collaborative spirit
• The importance of creating a clear plan for the road ahead and a culture of trust, appreciation, collaboration and encouragement post Workforce Planning (WFP)
• Strong commitment to mission and vision
• Fair compensation for work being done

What would you/your department be doing if you were 20% bolder?

• Program innovation: online, hybrid, career-driven, study away, professional development hub for students
• Invest in more technology
• Change tuition models
• Streamline and mitigate administrative issues for our students

What have been the high points/bright spots for you that you would want others to know about?

• Helping and supporting one another through changes and challenging times
• Efficiencies with Salesforce
• The launch of the Spanish Community Interpreting Program
• Focusing on career outcomes
• Hitting enrollment targets despite significant staffing and departmental challenges

What have been the low points/challenges for you that you would want others to know about?

• The negative impact of WFP on our community
• Communication constraints with leadership
• Staff spread too thin and expected to do more, including volunteering at events
• Oracle – ongoing inefficiencies, problems and creating more work for many
• Differences in policies between MIDD and MIIS staff: e.g. tuition reimbursement
  
  

In addition to sharing staff input, it is also important to note that the SAT, Staff Council, the Office of Organizational Development and I are committed to representing Monterey-based staff.  We are doing this through bi-monthly check-ins, monthly informational meet-ups, and information sharing with staff and with our VPAA and Dean of the Institute, Jeff Dayton-Johnson.  We recognize that we have an opportunity and responsibility to help strengthen our staff community through our collaborative work.