Digital Learning Commons 2014-2015 Goals

The following are the goals of the DLC for the 2014-15 school year, categorized within the broader strategic initiatives of Middlebury and MIIS.

Middlebury Goals

In alignment with its mission and current staffing, the Digital Learning Commons endeavors to support the following organization-wide strategic directions:

  • Promoting pedagogical and technological innovation to meet the evolving needs of students
  • Articulating a unified Middlebury brand identity that accommodates the unique qualities and needs of the individual programs
  • Attracting to Middlebury a talented and diverse group of students, faculty, and staff and cultivating conditions to ensure their success
  • Continuing to build a financial model that will sustain the institution into the future and provide sufficient resources for new and creative initiatives

MIIS Area Goals

  • 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
    • Assist in collaborative organizational development efforts to improve understanding and implementation of matrix management practices
    • Increase awareness of the goals and projects of our aligned partners on the Middlebury campus. Support Middlebury colleagues where needed during the LIS reorganization.
    • Continued communication and collaboration with Middlebury’s curricular technology colleagues (technology integration stories/recipes, joint topical panel discussions
  • Communicate the Institute’s unique identity and value proposition effectively, within the rollout of an overall Middlebury brand system
    • Maintain and promote current branding and style guidelines, and stay engaged and informed as the overall Middlebury brand system is developed. Perform content and SEO web audits to remain well-poised for future transitions
  • In GSIPM, implement curricular changes, including the MBA and Development Practice and Policy programs, and launch the new International Trade and Economic Diplomacy program
    • Communicate with program chairs about curricular changes for the MBA, CSIL, and DPP programs and ensure that these changes are effectively reflected on our website
  • In GSTILE, implement curricular changes, including new specialization in Spanish Community Interpretation, and Spanish Community Interpretation Graduate Certificate
    • Communicate with program chair the Spanish Community Interpretation programs and ensure that these changes are effectively reflected on our website
  • 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
    • Support the CSIL staff in developing their sub-site and building their presence on the MIIS website
  • 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
    • Complete DLC acoustic dampening re-model. This process has been initiated with MIIS Campus Facilities director, Andrew Hernandez. A design concept is in the works for a combination of windows and glass walls
    • Continue to promote and support innovative use of the DLC Design Space among faculty and students, and identify potential areas of collaboration with departments and centers (ie. Creative speaker series with CSIL)
  • 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
    • Review DLC staffing needs (full-time as well as graduate assistantships) and budgetary allowances
    • Review effectiveness of DLC graduate assistant roles and zones – pursue shift toward fellowship / project focused model to support DLC staff, innovation, and departmental zone functions
  • Draw upon our intellectual capital to extend learning opportunities to new markets (e.g., executive education and online learners)
    • Conduct pilot activities in support of an Intercultural Communication Competence & Immersive Learning Digital Storytelling Initiative (proposal in draft form, plans to present to MIIS faculty, pilot academic this academic year with support from GSTILE Dean Jourdenais, ICC Chair Netta Avineri, and Language Studies Coordinator Naoko Matsuo)
    • Host participation in Digital Storytelling MOOC (https://www.coursera.org/course/digitalstorytelling) to productively analyze online learning methods and explore hybrid approaches to online learning.
    • Continue to co-chair Online Learning Task Force – seeking opportunities for development, supporting experimentation with existing and potentially new tools (eg. LPP Eng for Negotiations, In the Telling with Patricia Szasz)
    • Research and Implement MIIS LMS / Moodle migration from CSUMB to Midd self-host or Midd outsource to Remote Learner, in consult with Middlebury curricular tech colleagues