Updates from MIIS Town Hall and Video

Dear MIIS Colleagues,

We are writing to provide some important updates following Tuesday’s town hall meeting during which we announced some critical changes at the Institute. 

As we shared, the Institute faces significant organizational and budget challenges that have required us to make some difficult decisions, including restructuring some academic programs and eliminating some faculty and staff positions. 

Please know that these decisions were not made lightly and they are essential to the future of the Institute. This is difficult news for all of us, and we know that many of you are processing what this means for you individually as well as collectively for the Institute. We have shared the video link below for those who could not attend.

As Middlebury President Laurie Patton underscored Tuesday, the Board of Trustees is committed to the Institute. The trustees have also given us a clear charge: we must get the Institute’s budget to break-even by the 2028 fiscal year. Along with this, the board set key target metrics against which we will regularly report our progress.

2028 Targets

The specific goals and targets are as follows:

• Increase in-person enrollment from the current 446 FTE to 650 FTE.
• Increase online enrollment to 450 to achieve online revenue targets.
• Reduce instructional costs to 40 percent of net tuition from the current 77 percent.

The Path Forward

Right now, the Institute faculty and staff are structured to serve 750 students, while our current enrollment is closer to 450. For this reason, we made the difficult decision to end some programs and eliminate several staff and faculty positions. Based on this fiscal reality, we are implementing these changes over the next year: 

Academic Program Changes

Based on persistent low enrollment, we have decided to sunset two of our in-person programs: TESOL/Teaching Foreign Language (TFL) and Master of Public Administration (MPA) in Social Change. 

We will continue to offer our Online TESOL degree, as well as our Online MPA in Sustainability. We also offer graduate degrees in foreign language through the Language Schools. 

For our MA in Translation and Interpretation, we will be shifting some languages with historically low enrollment to a by-demand model in which we will stand up a language program when we have a cohort of eight students. We will determine which languages will shift to the by-demand model by June 5.

We will teach out and support current students in all of these programs as they complete their degrees. However, we will stop enrolling new students in the in-person TESOL/TFL and MPA programs, and associated joint degree programs, as of fall 2024.

We have also identified several areas where we see potential for growing enrollment. For example, we are adding a Threat Intelligence program as part of our global security offerings. We are also developing a translation and interpretation program designed specifically for diplomats.

In fall 2024, we are launching a new online degree in Localization Project Management, with a M.S. in Cybersecurity being added in fall 2025 and online degrees in analytics and organizational development to follow. These build on our current online programs in TESOL, International Education Management, and MPA in Sustainability, which began in January.

Faculty and Staff Impact

Based on current enrollment and these program changes, we have been working to restructure our staffing. As a result, we identified a need to eliminate eight staff positions in the areas of advancement, recruiting and enrollment, career and academic advising and student financial services. Staff who were affected by these changes were notified personally on May 20 and 21.

We also eliminated three faculty lines this year that will not be replaced. Given the overall academic program restructuring, we know that we will have additional reductions in faculty positions in the upcoming fiscal year. Those decisions will be made, and faculty colleagues will be notified, by June 10.

We want to emphasize that these decisions were not made based on performance. We are grateful to each of these colleagues for their work at MIIS. All staff directly impacted by this reorganization have a transition period during which they will receive full pay and a severance package, both based on years of service.

View the full video of the Town Hall.

Important Dates

To provide ample time for faculty and program transitions going forward, the timeline for these changes will be as follows:

• May 21 to June 5: Meetings with program chairs to discuss the impact on faculty.
• May 28 through fall: Meetings on curricular changes to be implemented fall 2025.
• June 10: Faculty who will not have contracts renewed after FY25 will be notified.
• October 1: Review financial and enrollment metrics against trustee expectations.
• November 1: Update to MIIS community.

We know that this is a lot to process and ask for your patience and understanding as we move forward with these plans in the coming weeks and months. We strongly believe that this difficult work now will put us on a course for a sustainable academic and financial future in support of our mission.

If you have questions, please submit them here. We’ll reply to individuals and also keep updating our FAQ.

Thank you to all of you for your hard work and dedication to the Institute. We will continue to keep you updated as we progress with our plans. Below we have included a list of resources for all employees should you have further questions or concerns.

Kind regards,

Michelle McCauley

Executive Vice President and Provost

—-

Resources

Following is a list of resources for those who have specific questions about the changes ahead: 

• Your Department Leadership: For questions about long-term strategy and context.
• Human Resources: A confidential resource for those impacted in any way.
• GMHEC Benefits Team: For questions regarding those who are directly impacted.
• Employee & Family Assistance Program: Dr. Martha Gleason will be on campus Wednesdays for confidential counseling throughout the summer if needed. To schedule: www.investeap.org/MIIS

MIIS Staff Return to Campus Policy

Dear Colleagues,

This has been sent to all MIIS staff as well as all supervisors of MIIS staff.

As part of our ongoing efforts to foster a vibrant and engaging campus environment, we have carefully reviewed feedback from students, staff, and faculty and other community stakeholders. A recurring theme has emerged from these discussions, one we started to highlight a couple weeks ago in the town hall: there is a profound impact of in-person interaction on our community’s dynamism and the fulfillment of our mission. As you heard in the March 11 town hall, the Institute’s low student enrollment and high costs make up the majority of Middlebury’s $8 million deficit. As we continue to invest in the future of the Institute, we have committed to revitalizing our campus and on-the-ground activities to support the in-person programs that will be located in Monterey.

With this perspective, your presence here is more important than ever, so we have decided to increase the days and hours that student-facing employees will be required to work on campus. The new policy is a return to pre-COVID norms, and will take effect on August 1. We are writing to you now so that you have sufficient time to adjust to the new schedule.

Why the Change?

We all know that relationships and social capital are at the heart of our Institute culture. It’s the people who make MIIS the special place that it is. It’s what brings students to study in person in Monterey and makes the learning experience here a truly transformational one. 

As we shared in our most recent town hall, over the past year we heard that students are often frustrated that office hours are inconsistent and students aren’t always able to find staff in person when they need them. We also heard that employees who currently work in person experience a disproportionate burden, fielding inquiries for other departments from students who can’t find the right person. 

Our phasing out of blended synchronous instruction has also influenced our decision. As of September, all incoming students in our in-person programs, including spring 2024 starts, are required to attend classes here in Monterey. With students returning fully to campus this fall, we believe it is important to have a strong presence of student-facing staff.

In addition, we’ve heard that staff themselves miss having a more lively campus, at the same time that they value flexible working arrangements. In a campuswide survey in August 2022, two-thirds of respondents said a vibrant campus was “important” or “very important” to them. They said a vibrant campus was also integral to attracting undergraduates to our Study Away at Monterey programs. As we shared at the town hall, we lost our vendor providing food in Samson this winter because of the lack of business—and staff is an important part of the community served by that option.  

We have had several different approaches since 2020—some centralized, some decentralized—to manage where and how different people and roles work. This is a new policy that looks forward and sets shared expectations for all staff to center our students’ experience of our campus, since that is our core mission.   

The New Policy

All staff within student-facing departments need to be in the office five days a week, 8:30 a.m. to 5 p.m. Those who are part time need to be in the office during all scheduled time. This is a return to the pre-pandemic schedule and norms.

The student-facing departments are the following:

• Career and Academic Advising
• Munras Residence Hall
• Registrar
• Student Services
• Student Financial Services
• Justice, Equity, Diversity, and Inclusion
• ISSS
• Institute Academic Affairs
• Academic Department Support 
• Media Services (ITS)
• IT
• Global Admissions
• Enrollment

Departments not considered student-facing will be required to work on campus four days a week from 8:30 a.m. to 5 p.m.:

• Communications and Marketing
• Finance
• Human Resources
• Advancement, Alumni and Parent Programs
• DLINQ
• Executive and Custom Programs

Departments that already maintain individualized staff schedules fully on campus but adjusted across days/time to ensure coverage will not have a change in current work schedules:

• Facilities
• Library

This policy does not apply to the following:

• Any positions already designated remote
• Staff at CNS, CTEC, or CBE

This new policy will go into effect on August 1, 2024.

As always, we will maintain reasonable as-needed flexibility (family, child care issues, house repairs, etc.).

Next Steps

We will host an open meeting for staff specific to this topic on April 9 from 12:45–1:45 p.m. PT (3:45-4:45 p.m. ET) in McGowan 100 (with Zoom link). An invitation is forthcoming. 

Managers are invited to drop in to a Zoom meeting with questions at 8–9 a.m. PDT (11 a.m.–.Noon EDT) on Wednesday, April 3. An invitation is forthcoming.  

We welcome questions and discussion during the April 9 town hall and in regularly scheduled meetings with ILG, SAT, and Leadership Alliance. In addition, we expect that many have already had conversations with SLG members and your direct supervisors and encourage you to continue those discussions. 

Thank you for all your work on behalf of our students. And best wishes for the rest of the spring semester.

Sincerely, 

Caitlin Goss

Vice President for Human Resources and Chief People Officer

Michelle McCauley

Interim Executive Vice President and Provost

Take Care of Yourselves

Dear MIIS Community:

My message will be short this week because there are really no words that can do justice to the suffering and loss of life in Israel and Palestine this past week.

We are a diverse community, but what unites us is our commitment to advancing a more peaceful world. This week reminds us both of the urgency of that work and how much there is to do.

I’m reflecting back on spring commencement where our keynote speaker was Dr. Maroshek-Klarman, leader of the Adam Institute for Democracy & Peace in Jerusalem, which promotes mutual respect, tolerance, and coexistence across religions, ethnicities, and nationalities.

“If you want a different world, be that change,” is what she told our graduates.

I sometimes feel despair reading the news, but when I see the work all of you are doing, it gives me tremendous hope – and, equally important, you inspire me to act in the service of a more just world.

Please take good care of yourselves and each other. I hope all of you get some time to rest and connect with people you care about.

Jeff Dayton-Johnson

Vice President for Academic Affairs

———————-

Following are resources that are always available:

For students: Our Student Services team, TimelyCare, and JEDI Officer Nick Creary, are ready to provide support for any students. 

For staff and faculty: The Employee and Family Assistance Program, 866-660-9533 (company code: Middlebury College), is available 24/7 for faculty and staff and their immediate family members, and those residing in their homes.

Agenda

Compensation Program: Follow-up/Q&A	Caitlin Goss, Hannah Ross
Institute Council OKR Report-Out: Q3/4 2023	Jeff Dayton-Johnson, Patricia Szasz

Notes

• Compensation Program: Follow-up/Q&A (Caitlin Goss, Hannah Ross)
  • The new compensation system is a Senior Leadership Group initiative in which HR plays a central role.
  • Individual compensation letters went out to all staff members in late June. If anyone did not get an email please reach out to Jenna Quenneville.
  • One key adjustment for this cycle was the introduction of a one-time payment to recognize discretion for staff members above their range.
  • We also added in a focus on waterfall communication and welcome feedback on how that approached worked.
    • Some areas saw significant communication improvement due to starting early with a clearly articulated timeline.
    • Some staff experienced bottlenecks and challenges receiving the waterfall communication. We want to better understand some of these challenges.
      • Some reporting lines were not included in the initial waterfall (staff supervised by faculty, some grant-funded employees, etc.) and we are going to be more careful about direct communication to these areas, including broader sharing of Leadership Alliance and/or Institute Leadership Group communications related to the compensation program.
  • The compensation budget is managed separately from operational budgets. We have accounted for skills matrix changes, market changes, and discretion all within a separate budgetary planning process.
  • How does HR handle staff role changes and compensation adjustments that fall outside of the bi-annual Ways & Means cycle?
    • For changes that have a budgetary impact, they will still follow the twice per year Ways & Means cycle. For timely budget-neutral changes, like a reorganization that looks at roles and responsibilities, there is a ‘Ways & Means Lite’ process where departments work directly with HR business partners to address changes and align with our current strategy. This includes the ability to have intentional conversations and consider whether we backfill a vacated position, promote someone, or take another approach according to our priorities.
  • Please continue to send your questions and potential solutions to Caitlin Goss.
• Institute Council OKR Report-Out: Q3/4 2023 (Jeff Dayton-Johnson, Patricia Szasz)
  • Reference: OKR Report Q3/4 2023
  • We have moved to a quarterly timeline for OKRs, and today we are reviewing work from the last quarter of the fiscal year.
  • Some of these are longer objectives and our key results are the milestones we have set out for the quarter. 
  • We categorized the OKRs from these quarters into three categories: new offerings, online infrastructure, and opportunities for existing programs
  • Part of this exercise is grading our progress on green (on track), yellow (in progress), red (little to no progress) – we have also tried to include status notes as we know that colors are not a fully inclusive grading system.
  • As you can see, there is a lot here. While there are a lot of moving pieces, we are pleased that all of the key results are green or yellow, which means we have achieved the goal or are actively making progress.
  • OKR Updates
    • New Offerings
      • Online MPA
        • We have been working with Wiley, our Online Program Manager partner, and have built up a landing page (to go live shortly), digital advertising strategy, and other promotional work.
        • The team that meets regularly with Wiley includes Patricia Szasz, Sadia Khan, Muchadei Zvoma, Hannah Ross, Charlotte Pratt, Jen Thompson, and the Trestle Bridge Consultants
        • Sierra Abukins prepared a communication about the program that is now live on our website: https://www.middlebury.edu/institute/news/middlebury-institute-launches-new-online-mpa-sustainability 
        • The first MPA courses are in development with Maha Baimyrzaeva and Scott Pulizzi, and we hope to launch the first cohort in October during the second half of fall semester
        • For these online courses we are excited to introduce the new structure of half-term sessions (7-8 weeks). We are also introducing three intake cycles of summer, fall, and spring. 
        • We have our first applicant for the program and will continue to provide updates.
      • Microcredentials
        • We are at the final stage of developing our first two microcredentials. One is focused on localization, the other is focused on financial crimes.
        • The surrounding infrastructure and policies are something we are still plugging away at. The registrar is supporting our work to recognize these microcredentials on student records.
        • Once we get the infrastructure in place we hope we can scale both the number of microcredentials and number of participants. This project was started in 2021 and we are excited to be nearing the launch of our first offerings.
    • Online Infrastructure
      • Program Management
        • The program management is largely related to our relationship with Wiley and the goal of having a more comprehensive contract that will allow us to work with Wiley on launching several more online programs over the next several years. 
        • We do have, as planned, a specific fee for service contract to support the MPA program and are learning under that rubric to expand to other programs.
      • Structure and Processes
        • We have been planning and designing a new online unit. This includes planning for how students in our online programs make choices and receive support in their programs, as well as policies for faculty to develop or deliver a course or plan and manage an online program.
        • Katherine Punteney spoke to this group several months ago about best practices for organizing an online division and designing and delivering online programs – some of this work will go to the DLINQ website and some of this will become part of an online program policy handbook.
        • We are grateful that everyone has been so open, flexible, and supportive of us trying to move quickly as we enter a new world for us.
    • Opportunities for Existing Programs
      • Translation & Localization Teaching Capacity
        • We committed to add a new faculty position to the TLM program, which has been our largest and fastest growing program – and overstretched. We conducted a search and will be welcoming Mara Martins as a visiting professor in the fall to strengthen the TLM faculty bench. 
      • Translation & Interpretation Curriculum
        • This is a multi-year process. Julie has been leading this work, which has involved multiple stages, including discussions over the summer, to take on recommendations from the external review during the 21-22 AY. We will have more updates in the fall.
  • We are developing new OKRs for the coming quarter and will be using ILG and other forums to solicit feedback in the weeks ahead. Want to remind you that if you are interested in OKRs this has been a framework we have been using in the Institute Council, the book Measure What Matters is a great resource. 
  • There are a lot of channels of work related to our on campus, online, graduate and undergraduate initiatives, and supporting those changes are changes happening in the leadership structure. We are working on a communications plan to recap these changes and to also set the tone for the next academic year as we approach the fall semester. 

Institute Council Fall 2022 OKR Progress

Objective 1: Finalize ‘Institute of the Future’ focus areas (Global Security, Climate Change, Intercultural communication), including the associated degree and non-degree programs that we will offer in 2025

Key Results	Progress
Define and launch a process to solicit input from campus stakeholders in October 2022	Focus area meetings with Eduvantis Program meetings with VPAAPlanning to build a task force for each focus area
Incorporate input from Eduvantis & other market sources with findings on programmatic opportunities and market positioning that will be presented to the ILG in November 2022	Initial presentation to ILG in SeptemberEduvantis currently conducting market researchEAB research report on climate focus area (in progress). Similar reports will be generated for other two focus areas.
Draft revised focus area and program portfolio plan (market intel summary, consultant recommendations, strategic directions) for board consideration at January 2023 meeting

Objective 2: Define immediate next steps for expanding online programs at scale 

Key Results	Progress
Decide which program goes online next and appoint program development leader in October 2022	Planning in progress for TLM stackable credentials.
Decide which two programs are on deck to go online for 2023 development and begin planning by January 2023	Dependent on making progress on identification of OPM and starting the contract writing process.
Set up ‘Online Steering Committee’ with charge and timeline in October 2022	Still in the planning phase.

Objective 3: Design New TI Curriculum for FA23 Implementation

Key Results	Progress
Launch ‘TI Transformation Task Force’ with Council & TI faculty in September 2022	Complete: Task force has been formed, including market intelligence and curriculum subcommittees.
Develop project plan and timeline with clear division of labor between Council & Faculty by October 2022	Complete: Project plan in place, some timelines have been adjusted (which impacts the following KRs)
Invite input on draft working group plan from ITS, DLINQ, HR, other anchor functions in October 2022	HR and DLINQ are being engaged throughout the process. Other departments will be consulted once the proposal takes shape.
Deliver final task force authored plan to Provost in December 2022 (incl needs assessment summary & curricular design outline)	Shifting deadline to January 2022.

Objective 4: Hire 3-5 faculty by Spring 2023 (for Fall 2023 start)

Key Results	Progress
Determine which positions will be filled/created in September 2022	Completed: 4 new positions aligned with our focus areas for the Institute of the Future will be filled/created in NPTS (replacement position), IEM, IPD/MPA (conversion of visiting to regular faculty positions), and Environment (new position with donor funding)
Finalize position descriptions with program chairs & other stakeholders and post job announcements in September 2022	Partially complete – some job descriptions still in progress
Launch search committees, charges, search calendars, and DEI training plan in September 2022	DEI training plan in place, search launched for NPTS position
Finalize budgets and advertising plan with HR, Ways and Means Committee, and others in September 2022	Budgets are finalized, advertising plan development in progress

Additional Meeting Notes:

• October Board Meeting Report-Out  & Institute Council OKR Progress Update (Jeff Dayton-Johnson)
  • OKR Update Reference: [Table Above]
  • October Board Meeting Report-Out
    • Thank you to Helen Jiang, Jill Stoffers, and Maha Baimyrzaeva who serve as the student, staff, and faculty constituent representatives to the Institute Board of Advisors. 
    • The most substantive agenda item was the status of the business plan and current activities underway to support the vision of an academically vibrant and sustainable institute of the future. This included a panel on several initiatives:
      • Dan Brayton, who leads the California Coast and Climate Semester and serves as a faculty member in the Environmental Studies program at the College, discussed the undergraduate program and related study away at MIIS ideas and needs. 
      • Amy Collier, DLINQ, shared about the Canvas Catalog initiative, which is a storefront we can create on Canvas to reach learners who are not enrolled at MIIS to purchase short credential-based courses. The first course that is going to be offered is about subtitling protocols for Netflix. We are working with a number of faculty in different programs to provide pieces of MIIS expertise that could be highly valuable to learners who may be more interested in short credential-based programs. 
      • Patricia Szasz, Dean of Academic Innovation, discussed a pilot to develop a stackable credential model – to take one of our degree programs and repackage it in a way that would allow learners to pursue a series of microcredentials that can stack up to a full Masters degree. We are in the process of developing a model that could be extended to other programs in the future. These programs would primarily take place online.
    • The board approved an increase in tuition for next year of 4% – more than the increase we had last year, but lower than the rate of inflation. More importantly, lower than the average increase in tuition of colleges and universities across the country (5.1%). This 4% increase also extends to the housing fee at Munras.
      • There was also an increase in the Student Resources Fee that will support the rollout of TimelyCare – a new health and wellness platform. Will also support the creation of a new position in the Student Services department, a Director of Student Success who will serve as a case manager to help students find the services they need.
• ITS File Storage Solutions Q&A (Guest: Paul Dicovitsky, Dir. Infrastructure Services)
  • Reference: Presentation from ITS
  • Here to answer questions, we have been hearing concerns that MiddFiles/MIISFiles is going away, and some people have been curious about opportunities in the cloud. Storage, email, cloud services, etc.
  • We were also focused on this outreach because things are changing. Google Workspace is no longer a free service. We have now signed a contract with them for the first time. There is a specific limitation on storage, and we are still negotiating, but storage on this new offering it is now much more constrained (previously unlimited). We will have more information before the end of the year. We have moved 100TB out of Google over the last few months, and some of our partners among faculty have been fantastic in helping with that project.
  • ITS is available for questions and to support departments in assessing their storage needs and selecting a platform.

Topic	Leader	Time	Goal	Topic
Communications Transition Coverage	David Gibson, Muchadei Zvoma	15 min	Discussion	Communications Transition Coverage
Fall Planning Status	Patricia Szasz	35 min	Update & Discussion	Fall Planning Status

Communications Transition Coverage (David Gibson, Muchadei Zvoma)

• Update on communications transition coverage in advance of AVP for Marketing Robin Gronlund’s departure on April 30th, and following on Communications Director Eva Gudbergsdottir’s departure on March 24th.
• AVP for Marketing
  • This is a critical role for supporting student enrollment, and a search committee has been established to begin the hiring process:
    • David Gibson, Vice President for Communications and Marketing
    • Nicole Curvin, Dean of Enrollment, Middlebury College
    • Jill Stoffers, Senior Director of Institutional Partnership, Middlebury Institute
• Communications Director
  • This is a critical role for Institute communications, and a search committee is in place and accepting applications:
    • David Gibson, Vice President for Communications and Marketing
    • Muchadei Zvoma, Marketing Director
    • Stephen Diel, News Director
    • Anna Vassilieva, Professor; Program Head, Russian Studies; Director, Graduate Initiative in Russian Studies
• Communications Interim Coverage
  • The Communications team is prioritizing the continuity of this work. 
  • A detailed coverage plan will be shared with all employees via email on Friday, March 25th.

Fall Planning Status (Patricia Szasz)

• The Return to Campus committee continues to meet weekly, led by Barbara Burke.
• Barbara Burke has been focusing on logistics and operations for the fall return, and has been instrumental in furthering vaccine opportunities for Institute employees.
  • Barbara has also sent an email to all students notifying them about vaccination eligibility for current GAs, and, where needed, has provided letters of eligibility for those students. Some students may also be eligible due to medical needs. This email included links to sites that are offering vaccine appointments, it is the student’s responsibility to make their own appointment.
• Patricia Szasz is taking on the academic planning side of this work, especially because there are so many moving parts. Her main role is to project manage the academic planning and communications. 
• Overview of fall academic planning & return to campus
  • We are currently in the Red/Substantial Tier (25% capacity), the next lower tiers are Orange/Moderate and Yellow/Minimal which are both 50% capacity.
  • The distancing for higher education is still 6ft, it was lowered for K-12 to 3ft, but adults are still recommended to maintain 6ft.
• Triangulating Student Information
  • Continuing/LOA Students: Student Intention Survey (Closes April 15)
    • This will be a short survey that gauges student intentions and time zone for remote learners, it will also interface with Banner to ensure we have program specific information. The initial survey is a temperature check for continuing students, we recognize plans may change as more information becomes available.
  • New Students: Admissions Dashboard
    • We are working with Devin and Much to coordinate new student input further down the line.
  • International Students: Immigration Document Applications
    • ISSS is now in the process of helping students with their visa application materials.
• Faculty Support for Hybrid Learning & Teaching
  • DLINQ Workshops & Resources
    • Ongoing workshop and consultation support throughout spring and summer
  • Academic Technology
    • Working to source appropriate technology to support HyFlex classroom instruction with colleagues in ITS & DLINQ
  • In-Class TA Support
    • Prioritized TA support to ensure equitable participation of remote and in-person students.
    • We have Cisco technology that will help create a more immersive classroom experience, and are looking for other technology resources that can expand to other classrooms. Patricia will also be pulling together a small team that includes DLINQ and other key folks to ensure that there can be successful classroom integration for in-person and remote learners.
  • Return to Campus Timeline (some of these dates may be subject to change)
    • 15-Mar ISSS opens immigration document applications
    • 15-Apr Non-binding intention from continuing and LOA students
    • 15-Apr ISSS starts issuing immigration documents
    • 16-Apr Publish fall schedule
    • 27-Apr Registration begins
    • 3-May ISSS starts mailing immigration documents
    • 15-Jun Intention from newly admitted students
    • 1-Jul Final decision about fall guidelines
    • 15-Jul Binding intention from all students
    • 2-Aug Getting to know MIIS course opens
    • 30-Aug New Student Welcome Week
    • 7-Sep First day of classes
• There were two continuing student town halls this week and today JDJ is presenting to prospective students as part of virtual preview days at noon and 5pm to discuss fall planning.
• If you have any further questions or ideas, please contact Patricia or Barbara.