It will come as no surprise when I say that the past year has been a challenging one for higher education. Our sector is facing profound and unprecedented threats at the federal level. Despite the challenges, in all that we do—as always—we act according to our mission and in the best interests of our students, faculty, staff, and all who know and love the college.

Indeed, even as new challenges arise and require response, our core mission remains strong. �ֲ���ý remains strong. We had another year full of joys and successes in 2024–25, and I wanted to share some of this good news with you.

Admission and financial aid

Talented students, full of potential, continue to vote with their feet, telling us that �ֲ���ý is the college of choice for them. We had another banner year in admission in 2024–25, with the second-largest applicant pool in the history of the college. We expect to welcome about 500 students in the Class of 2029 and nearly a dozen transfer students in just a few weeks, representing a brilliant spectrum of backgrounds, experiences, and interests. Forty-four percent of incoming first-year students are receiving need-based financial aid amounting to nearly $13 million. As is typical, more detailed information about the entering class and the admission cycle will be released in late August.

Fellowships

�ֲ���ý continues to do extraordinarily well with prestigious national fellowships. The Fulbright selection and award process was complicated by federal actions this year, but �ֲ���ý—for 14 straight years a “Top Producer” of Fulbrights—still managed to secure awards for eight recent alumni.

Two �ֲ���ý students also received Goldwater Scholarships, the leading honor for undergraduates working in the natural sciences, mathematics and engineering, and a third received a Truman Scholarship, another highly competitive award granted to undergraduates with outstanding leadership potential and interest in public service.

Faculty news and accomplishments

�ֲ���ý also continues to recruit and attract some of the most talented and dedicated teacher-scholars working today. In 2024–25, we welcomed 13 new faculty from institutions such as Connecticut College, Harvard, Smith, Stanford, and William and Mary. Another 16 will join us for the coming academic year, with similarly impressive credentials.

Ten �ֲ���ý faculty were awarded tenure and/or promotion this year, and two were named to endowed chairs: Amy Bradfield Douglass, the Whitehouse Professor of Psychology, and Therí Alyce Pickens, the Charles A. Dana Professor of English and Africana. 

In academic year 2024–25, �ֲ���ý faculty published 73 journal articles, 10 books, 17 book chapters, and 51 artistic and professional productions while also giving 156 presentations, 55 invited talks, and 3 keynote addresses all around the world. �ֲ���ý senior lecturer Jessica Anthony ’96 also found herself on the longlist for a National Book Award for her novel The Most. The book was included on .

A new major

In March, the �ֲ���ý faculty voted to create a new major in Digital and Computational Studies (DCS), which was previously offered as a minor. This will give �ֲ���ý students, beginning with those in the Class of 2027 (current rising juniors), the opportunity to focus their studies in a field in high demand, all within the unique context of a �ֲ���ý liberal arts education. 

This expansion of our curriculum is essential for the future. Computer science skills are in higher demand than ever, as nearly every industry and profession experiences a digital transformation and contends with new technologies like artificial intelligence. Computer science has moved to the mainstream; its tools are now vital well beyond the tech sector. We’re pleased to join the vast majority of the nation’s top-ranked liberal arts colleges in offering a DCS (or similar) major—but we also acknowledge the need to move faster to meet (and fund) the areas of study our students find most compelling.

Student success

We began the 2024–25 academic year with an eye on the upcoming presidential election and the democratic process with a thoughtful, expansive slate of 35 programs developed by faculty, staff, and students. Offerings included talks by nationally recognized scholars from across the political spectrum, a film series, and watch parties for debates and election night results. These programs provided valuable opportunities for our entire campus community to learn together and engage in dialogue—discussing important issues, exploring shared goals and values, and finding connections across apparent lines of difference.

�ֲ���ý students studied off campus in greater numbers in 2024–25 than they had in decades—about 60 percent of the Class of 2026 (this past year’s juniors) took the opportunity to expand their horizons, enrich their perspectives, and explore the world beyond our campus. 

On Sunday of Memorial Day weekend, we celebrated the accomplishments of the Class of 2025 in typically joyful �ֲ���ý fashion at our 159th Commencement. This year’s graduates are launching careers in medical research in Boston; in banking and finance in New York, Chicago, and San Francisco; in wilderness adventure leadership in Wyoming; in education in Bangladesh; in government in Washington, DC; and much more.  

In addition, many will continue their education in fields such as law, medicine, applied mathematics and statistics, counseling, international relations, nuclear engineering, and more—attending leading programs at Columbia, Johns Hopkins, University of Chicago, University of Colorado, and University of Pennsylvania, among others.

In all of this, �ֲ���ý’ signature Purposeful Work program has prepared these students to understand the full scope of possibilities before them. Through Purposeful Work, students connect with graduate programs and employers as they explore a variety of opportunities and align who they are with what they do. Purposeful Work continues to offer a holistic, developmental, mission-based approach to life and career that works powerfully for �ֲ���ý students. In the past year alone, 238 alumni and families offered job shadow opportunities to more than 400 �ֲ���ý students; in summer 2025, 121 students are participating in internship experiences funded by roughly $500,000 from �ֲ���ý. 

We also marked a very important milestone for �ֲ���ý in 2025: the 50th anniversary of the Puddle Jump! As always, �ֲ���ý students hurled their costumed selves by the dozens into frigid Lake Andrews in early February, but this year’s event was highlighted by the presence of three of the tradition’s founders: Chris Callahan ’78, Scott Copeland ’78, and Lars Llorente ’78. It was a great—and frosty!—day to be a Bobcat. (No, I did not take the plunge.)

Three new strategic partnerships

In addition to the collaborations centered on Purposeful Work, �ֲ���ý has entered into several other key strategic partnerships in the past year.  

�ֲ���ý is committed to bringing the most promising students to �ֲ���ý from all socioeconomic backgrounds. In January, we were very pleased to announce a partnership with QuestBridge that will help us connect with high-achieving students from low-income backgrounds and make a �ֲ���ý education possible for exceptional students we previously had a more difficult time reaching. 

QuestBridge is designed to support students who have excelled academically despite financial challenges. This year, with the addition of �ֲ���ý and Harvard as the newest partner colleges, all eight Ivy League and nine of eleven NESCAC colleges participate in the program. The first cohort of QuestBridge Scholars will join us in the fall of 2026. 

In February, we announced that we had transferred management of the college’s endowment to Investure, a full-service investment firm with an outstanding reputation that works with a select group of colleges, universities, independent schools, research institutes, and private foundations. 

The �ֲ���ý endowment—which stood at $446 million at the close of FY24—sustains every dimension of the college: from essential operating support to transformative opportunities like student scholarships, funded internships, curricular offerings, athletics, academic research, and co-curricular programs. In 2023, 688 colleges and universities took part in the National Association of College and University Business Officers (NACUBO) endowment survey. The average endowment market value among participating institutions was $1.2 billion. Our endowment is well below that average—and below many of our closest peers—which underscores the critical importance of growing and stewarding our endowment with care and purpose. To learn more, we invite you to explore our . 

Finally, we have also entered into an exciting new partnership with the Tuck School of Business at Dartmouth to give �ֲ���ý students exposure to the world of business. Offered in collaboration between Tuck and �ֲ���ý Purposeful Work, the “Tuck Business Essentials” Short Term course filled up quickly, with 30 students enrolled and 15 more on the waitlist. The course, which is modeled on Tuck’s successful Business Bridge program,  is designed to prepare top liberal arts students to be successful candidates for internships and jobs. The program features a comprehensive curriculum taught by the school’s top-ranked MBA faculty and by �ֲ���ý/Tuck alumni, including career exploration modules and a capstone team project.

Arts

One of my greatest joys over the past two years has been discovering the depth of talent and passion in �ֲ���ý’ arts programs. There is so much great work being done in the studio arts, in music, in theater, and in dance. Some of this year’s highlights included the �ֲ���ý College Choir’s performance of “Earth Song,” the theater department’s production of Chekov’s “The Seagull,” and extraordinary exhibits at the Museum, including “Across Common Grounds” (contemporary art) and the current show, a showcase of the works of Ralph Steadman.  

This year’s Senior Thesis Exhibition featured stunning work by seven senior studio art majors, including everything from painting to textiles to mixed media.

We were thrilled to learn this spring that six �ֲ���ý dancers had been selected to perform at the internationally renowned Jacob’s Pillow Dance Festival this summer. And of course, more locally, the continues to bring talented artists and eager audiences from all over to enliven our campus this summer—be sure to if you can!

Athletics

It was another great year for Bobcat athletics, with significant triumphs for teams and individual athletes. Our successes were reflected in a top 50 ranking for the 2024–25 Learfield Directors’ Cup for overall Division III athletics success. Among the top headlines were a national championship in the 100 freestyle for swimmer Max Cory ’26 (a biochemistry major from Dublin, California); men’s and women’s rowing both finished third in the country in their respective national championship races; and NCAA or equivalent tournament appearances by the field hockey, women’s basketball, and men’s and women’s swimming teams.

Several teams finished the season nationally ranked, including field hockey, women’s basketball, men’s and women’s rowing, men’s and women’s squash, men’s swimming, women’s tennis, women’s cross country, and men’s and women’s lacrosse. In addition, a whopping 394 �ֲ���ý student-athletes in their sophomore, junior, or senior years received NESCAC All-Academic honors.

�ֲ���ý athletes were honored at the in early May. The men’s lacrosse team took home the President’s Cup, which recognizes excellence in “in athletic competition, in the classroom, and in the community, while exemplifying leadership, dedication, values, and concern for their fellow Bobcats.” 

Capital investments

We began the year welcoming the first group of students as residents of 96 Campus Avenue. The building, which was previously owned by Saint Mary’s Health System, had been used by the college as temporary office space during the 2022–23 renovation of Chase Hall. Now it is a popular dormitory for up to 65 students.  

We also upgraded both the Russell Street Field and Leahey Field this year, adding artificial turf surfaces and making other improvements. These projects have already been absolutely transformative for our teams—and, in the case of Russell Street, for the neighbors who make great use of both the track and the field. The number of home games our teams are able to play has increased, the enhanced field quality has made it safer for our student-athletes, the practice schedules have greatly improved with more lighted and turfed fields allowing students to better balance their academics with sport, and our club sports have more playing options. Part II of the Leahey Field renovation will take place this summer.

As we continue to move forward on enhancing our athletics platform and improving the student experience, we are now focused on developing a new fitness and well-being center for the college, which will be funded by a combination of philanthropy and internal college funds. If we reach our target fundraising goals, construction is slated to begin in May 2026. If you would like to learn more and help the college reach its necessary goals to bring this exciting project to fruition, please reach out to the Advancement Office. 

Sustainability

�ֲ���ý continues to live up to its mission of “responsible stewardship of the wider world.” Our new 5 MW solar array produced 8,300,000 kWh of electricity last year, equivalent to about two-thirds of the college’s total power use. In its first year of service, the array saved �ֲ���ý nearly $450,000. The college also upgraded our 12 existing electric vehicle charging stations this spring and added 4 new ones, thanks in large part to a winning grant proposal written by �ֲ���ý students. We now have about 80 electric vehicle (EV) drivers on campus, including a growing number of EVs in our own facilities and campus safety fleets. And �ֲ���ý students continue to manage a , which provides several hundred pounds of produce annually for use by both our own dining services and a local food bank.

Recognition for �ֲ���ý 

Recognition for �ֲ���ý came in from all directions in 2024–25. In the fall, our Bonney Science Center was recognized with an , which cited the building’s “thoughtful integration with the historic campus and innovative layout.” Also this fall, the �ֲ���ý Communications and Marketing team won recognition in three categories from the . And the ALL IN Campus Democracy Challenge recognized �ֲ���ý for its nonpartisan democratic engagement efforts in the 2022 midterm elections—specifically, for being the top achiever in both Maine and the NESCAC in both voter registration and voter turnout.

Leadership and strategic planning

In addition to attracting extraordinary students and faculty, �ֲ���ý continues to recruit visionary and accomplished staff who come to us from a broad swath of impressive institutions. For example, in 2024–25, we added Rosanna Ferro (vice president for student affairs) and Kristen Lainsbury (vice president for communications and marketing) to our senior leadership team. Earlier this month, we welcomed Joanne Roberts (vice president for academic affairs and dean of the faculty), (director of athletics) to the college; Carrie Cushman (director of the �ֲ���ý College Museum of Art) joins us in August. 

Many of these leaders are already deeply involved in our strategic planning effort, which launched with the development of a steering committee in early 2025. Strategic planning will continue throughout the 2025–26 academic year, with working committees comprising faculty, staff, and students considering �ֲ���ý’ priorities for the coming years. We will have more to share with you as their work progresses.

Support for �ֲ���ý

Last month, a record of over 1,500 alumni, families, and friends returned to �ֲ���ý to celebrate Reunion Weekend. While the weather wasn’t quite what we ordered, the rain couldn’t dampen the spirits of our passionate, joyful �ֲ���ýies, who reconnected with lifelong friends and made new connections at gatherings all across our campus (and throughout Lewiston). 

This passion and joy were reflected in giving to the college in the fiscal year just concluded, by alumni in reunion classes and others. Some highlights:

• Overall giving in FY25 reached $36 million in outright gifts, commitments, and bequest intentions.
• The Class of 1975, celebrating its 50th reunion, broke records with a total giving of more than $4.3 million. 
• The �ֲ���ý Fund (annual giving) surpassed its goal by 9 percent, reaching a new record of nearly $8.5 million. 
• We saw a 12.5 percent increase in the number of Mount David Society (our leadership giving circle) donors this year.
• Friends of �ֲ���ý Athletics raised over $1.2 million as we continue to strengthen our support for athletic teams and facilities.

These numbers are outstanding—and hugely gratifying. They signal that �ֲ���ý alumni, families, and friends feel ownership of, investment in, and pride for the college. We are doing better and better, in terms of both dollars raised and rate of participation, but we still need to do more. If you love the college—if you feel ownership of, investment in, or pride for it—I ask you to give back to it, strengthen it, and sustain it for the generations to come.

In closing

No single list can fully capture all that has been accomplished over the past year by our students, faculty, and staff. Each achievement, taken on its own, is notable; together, they reflect the very best of �ֲ���ý—from the extraordinary academic experiences shaped by our exceptional faculty to the enduring, generation-spanning relationships that form our community’s foundation. Here’s the bottom line: The world needs �ֲ���ý graduates. Always. But especially now.

Your support matters. You make everything we do at �ֲ���ý—every last one of our successes—possible. I’m confident in our future and deeply grateful to the students, faculty, staff, alumni, and friends whose partnership and support will be essential as we move forward—boldly and together.

With deep gratitude,

Garry W. Jenkins
President

I write to share the news of two changes to �ֲ���ý’ senior leadership team.

First, after 13 years at the college, Mike Hussey, vice president for institutional affairs and secretary to the Board of Trustees, has decided to step down from his position. As of next month, he will become senior advisor to the president and will serve in a part-time capacity beginning in September. He will support the transition and the president’s office in this reduced role, which will also give him more time to spend with his family and consider his next professional steps.

Stepping into the role of vice president for institutional affairs and secretary to the Board of Trustees on July 1 will be Leigh Weisenburger, our current vice president for enrollment and dean of admission and financial aid. Leigh has worked in �ֲ���ý’ admission office for 21 years, and has been a member of �ֲ���ý’ senior leadership team and overseen admission and student financial services since 2012. She is looking forward to expanding her higher education experience beyond admission and financial aid, and I look forward to working with her in this new capacity. We will announce plans for interim leadership of admission and financial aid in the near future.

 And please join me in congratulating both Mike and Leigh on their exciting new chapters.

Warmly,

   Garry

I am happy to share the news with you that Joanne Roberts will join �ֲ���ý College as Vice President for Academic Affairs and Dean of the Faculty, effective July 1, 2025.

Joanne is a noted public economist who has served most recently as president of Yale-NUS College in Singapore, a liberal arts college created in 2012 as a joint venture of Yale University and the National University of Singapore. She took on that role in 2022 after five years in multiple leadership roles at Yale-NUS, including executive vice president for academic affairs and dean of faculty, and before that as a member of the economics faculty. 

�ճ󾱲�����shares more details about Joanne’s appointment and background.��

As an experienced chief academic officer, Joanne has mentored, developed, and innovated on behalf of faculty and students. She has a clear capacity to navigate academic leadership with skill and compassion, and I am confident she will bring those same talents to her work at �ֲ���ý supporting our faculty, students, and academic staff. I look forward to working with her to advance the college’s academic aspirations.  

I am extraordinarily grateful to all who helped with this extensive search, including the dedicated search committee chaired by Francesco Duina, the Charles A. Dana Professor of Sociology. The committee was assisted by the search firm of Isaacson Miller, and supported by Renee Dana, executive assistant to the vice president for academic affairs and dean of the faculty, and Mike Hussey, vice president for institutional affairs and secretary to the Board of Trustees. I also wish to thank the many members of the �ֲ���ý community who took time to meet with finalists and provided important feedback.

Sincerely,

   Garry

Like many of you, I have been following the recent executive orders and policy changes from the White House and working to understand their potential impact on �ֲ���ý, our students, and our employees. Many of these announcements have been followed by legal challenges, further complicating the national landscape. It is all profoundly concerning and destabilizing.

Many members of our community—most notably, those who do not hold U.S. citizenship, LGBTQ+ individuals, people of color, and allies—have rightfully expressed concerns about the impact of these federal actions on their lives, work, families, and communities. I deeply understand and experience those feelings and concerns. But �ֲ���ý’ long-standing commitment to supporting students, faculty, and staff from all backgrounds remains steadfast. 

�ֲ���ý was founded on belief in the potential of all people, the power of open inquiry and education, and the possibility of a more just and humane society. Despite the challenges of the moment, we must not let division and fear tear at our connections. Each and every one of us belongs here and is an essential part of our community. 

College staff are working hard, both internally and with external partners, to understand and address new directives as they are issued. While we do not have answers to every question you might have, we want to share a list of the offices and people on campus whose expertise is especially relevant at this moment and who will have the most current and informed guidance to offer—along with much-needed support. You can find that list below.

We are also working on ways to further engage and inform the members of the �ֲ���ý community about the current landscape. If you have ideas about how we might best achieve that goal, please write to equityandinclusion@bates.edu. In the meantime, let’s support each other, be kind to one another, remember to tend to our own well-being, and seek assistance and information if we need it.

Federal policy changes and proposals are coming rapidly, and we anticipate that there will be even more to navigate in this evolving and complex landscape. Amid all that is unknown, let me again assure you of one thing: �ֲ���ý will remain true to its mission, values, and core commitments. We will not lose sight of who we are and what we believe. We will face the future—and shape the future—together. 

Sincerely,
�������Ҳ�������

Resources for All Members of the �ֲ���ý Community

For immediate threats to safety:
Campus Safety: 207-786-6111

If you are approached by law enforcement seeking information about a �ֲ���ý student or employee—in person or via email—it is �ֲ���ý College policy to direct them to Campus Safety, which is open 24 hours a day: 207-786-6254; emergency: 207-786-6111; pmenice@bates.edu

For questions about civil rights and �ֲ���ý policies or to make a report of bias, harassment, or discrimination:  (Gwen Lexow): 207-786-6445 or glexow@bates.edu; you may also .

Resources for Students

For confidential conversation:
�ֲ���ý Counseling and Psychological Services: 207-786-6200 or��CAPS@bates.edu��

�ֲ���ý Multifaith Chaplaincy (Raymond Clothier): 207-786-8272 or multifaithchaplaincy@bates.edu 

�ֲ���ý Confidential Resource Advisor (Andrew Shepard): 207-753-6996 or CRA@bates.edu 

For multifaceted support:
Student Support Advisors

For identity-focused support:
Student Center for Belonging and Community:��scbc@bates.edu

For questions regarding international student travel:
We strongly encourage all international students to ensure that your student (F-1) visa is up-to-date and valid. Please refer to messaging sent to you directly. If you have questions about traveling domestically or internationally, please contact:��Center for Global Education��(Shelley Palmer or Darren Gallant): 207-786-6223 or��globaleducation@bates.edu��

Resources for Faculty and Staff

For confidential conversation:
�ֲ���ý Ombuds��

�ֲ���ý Multifaith Chaplaincy (Raymond Clothier): 207-786-8272 or multifaithchaplaincy@bates.edu 

Employee Assistance Program (off-campus program as part of �ֲ���ý benefits)

For general support or accommodations:
Faculty:��Dean of the Faculty’s Office: 207-786-6066 or��deanoffaculty@bates.edu��

Staff: : 207-786-6140 or hrdept@bates.edu 

For questions regarding visas tied to �ֲ���ý employment:
Faculty:��Dean of Faculty’s Office��(Jason Schiedeman): 207-753-6982 or��jscheide@bates.edu��

Staff: : 207-786-6140 or hrdept@bates.edu

For questions regarding research funding/grants: Sponsored Programs and Research Compliance��(Shonna Humphrey): 207-786-6243 or��shumphre@bates.edu

I write to share the exciting news that �ֲ���ý, along with Harvard College and the University of Richmond, has entered into a partnership with QuestBridge, a national nonprofit that connects high-achieving students from low-income backgrounds with leading colleges and universities. 

For three decades, QuestBridge has been a leader in facilitating access to outstanding colleges and universities for some of the country’s most promising students. We are thrilled to be able to recruit some of these remarkably talented students to �ֲ���ý.  

You can read more about QuestBridge and our work together in this �ֲ���ýNews story.

This collaboration represents an extension of �ֲ���ý’ long-standing commitment to inclusion, access, and the transformative power of education. It will enhance our ability to welcome exceptional students from all backgrounds to �ֲ���ý and to prepare them for lives of meaning, leadership, and impact.

�ֲ���ý will welcome its first cohort of QuestBridge Scholars in fall 2026. Meanwhile, I want to thank all those involved in making this partnership possible — and all those who make so much possible for �ֲ���ý students every day.

   Garry

I am pleased to announce the membership of a steering committee for �ֲ���ý’ next major strategic planning effort, which I announced in the fall community letter. The committee’s composition is listed below. I will chair the steering committee, which will begin its work this month. 

My thanks to faculty colleagues, who voted for their top choices for faculty representatives on the steering committee, and to CFG, for administering the election and collaborating in selecting the faculty members.

The steering committee will develop a strategic framework and identify 3 to 5 broad areas of focus for the plan. These will be informed by a market positioning study, happening concurrently, which the steering committee will oversee. 

After initial framing work by the steering committee, working committees comprising faculty, staff, and students will be formed around the areas of focus to help develop and articulate institutional priorities. These committees will begin their work in earnest in the fall of 2025. The strategic planning process will be broadly consultative and collaborative, with opportunities for all members of the campus community to inform the college’s priorities. The final strategic plan will then become the substantive basis for a fundraising campaign that will raise the necessary resources to support our shared aspirations.

Both Christina Estabrook and Jennifer Blanchard will be administrative resources for the project. If you have any questions, or would like to provide input at any point in the process, please send an email to strategicplanning@bates.edu. 

Warmly,
�������Ҳ�������

Strategic Planning Steering Committee

• Leana Amáez, Vice President for Equity and Inclusion
• Erin Foster Zsiga, Associate Vice President and Dean of Students
• Carolina González Valencia, Associate Professor of Art and Visual Culture
• Tyler Harper, Assistant Professor of Environmental Studies
• Malcolm Hill, Vice President for Academic Affairs and Dean of the Faculty (thru summer 2025)
• April Horton, Wagener Family Professor of Equity and Inclusion in STEM
• Garry Jenkins, President (chair)
• Kristen Lainsbury, Vice President for Communications and Marketing
• Michelle Rosenberg ’94, Trustee
• Geoffrey Swift, Vice President for Finance and Administration and Treasurer
• Mara Tieken, Associate Professor of Education
• Leigh Weisenburger, Vice President for Enrollment and Dean of Admission & Financial Aid

Wishing you a new year full of potential.

Warmly,
Garry

As the HR team shared in its latest newsletter, it has been a busy summer on the staff engagement front. Human Resources staff met with divisional leaders to review their individual results from the Employee Engagement Survey; these leaders are now working with their teams to discuss areas of strength and areas of opportunity. Action plans from each division will be developed and shared with me in mid October. Once approved, each plan will be implemented within specific units.

On a broader scale, we have identified three areas of focus and next steps for the institution based on the feedback offered in the survey:

• Supervisor development: Create a baseline professional development program for supervisors and managers
• Career advancement: Enhance development opportunities and clarify steps for career advancement
• Staff/faculty relationships: Improve the relationships between staff and faculty

In the coming weeks, Human Resources will oversee another “call to action” across campus, enlisting the help of various members of our community to establish working groups centered on each of these areas of focus.

Additionally, and also in response to survey feedback, Human Resources will be revamping the performance review process for FY26, with the goal of making it clearer and more meaningful to participants. And finally, our B-Well team will be working to enhance programming over the fall semester, including resources focused on mental health and wellbeing.

Thank you for your continued commitment to building a Better �ֲ���ý Together. When we work together, we achieve great things.

Sincerely,
�������Ҳ�������

Welcome to the 2024–25 academic session!

I hope that the start of classes today finds you excited for all that lies ahead—for yourselves, and for our �ֲ���ý community—in the new academic year. I look forward to working with you to advance the college, to celebrate our shared successes, to strengthen our sense of community and connection, and to embrace new opportunities as they present themselves. 

I am also mindful that even as we settle into the new semester on our campus, we are not immune to the concerns and frictions of the broader world. For some of us, events beyond �ֲ���ý are deeply personal and troubling. For all of us, care for one another and attention to how we talk about things that are difficult and divisive will be even more important than usual in the months ahead.

Indeed, as I said at Convocation yesterday, it is central to our educational mission that we open ourselves to opportunities to learn more about each other and the wider world. We must continually challenge ourselves to enter into constructive dialogue, to actively listen and respectfully debate, to consider the impact of our words and actions on others. This does not mean that we cannot speak uncomfortable truths, but rather, that we must approach every conversation and interaction with the understanding that it is our shared obligation to foster a community that allows all voices to be heard.

Of course, our commitment to engage “the transformative power of our differences,” as expressed in our mission statement, also means that there is no place for harassing rhetoric targeted at individuals or groups of individuals at �ֲ���ý. In our community, we will not tolerate hate speech or harassment in any form. 

I look forward to undertaking the project of community building with you over the weeks and months to come. And I wish you every joy and success for the new academic year.

Warmly,
�������Ҳ�������