mit - 0.$1!2345(!web.mit.edu/instituteplanning/taskforcefinalreport.pdf · 2009-12-21 · mit -...
TRANSCRIPT
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Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 1
Working group Number Idea Short Description of Idea Recommended Action
Academic Education Accountability and Associated Metrics
Academic Education1 Flexible metrics for measuring efficiencies
Academic units to measure and understand the resources utilized to provide education to both graduate and
undergraduate students and draw upon that awareness to identify inefficiencies and adjust resources. FORM: TEAM #3
Academic Education2 Improve understanding of faculty workloads
Academic units to measure and make transparent faculty teaching loads to ensure that teaching loads are fairly
distributed and balanced with non-faculty teaching staff. FORM: TEAM #3
Academic Education3 Program evaluation
Deans to begin an assessment of their various programs for continued relevance, quality and importance to the
overall profile of the School. FORM: TEAM #3
Academic Education Higher Impact Action Steps
Academic Education
4Increase productive faculty/student
educational interactions
As an initial target, consider raising student to teacher ratio from 4.6. Currently: 1. There is a large variation in
the expected standard teaching load for faculty across the Schools. 2. There is a large number of small classes
(221 classes with less than 9 students per class). 3.Expectations of TA's is inconsistent across MIT. 4. TAs
spend signficant time creating new problem sets as opposed to standard problem sets that can be re-used 5.
Significant barriers exist for cross-School teaching. 6. The 12 unit class is not always the optimal size of a
subject offering.
ASSIGN: PROVOST
Academic Education5
Develop summer classes for GIRs and other
coursesUse capacity of educational plant during idle period to increase revenue - This idea requires further study ASSIGN: DUE
Academic Education
6 Increase undergraduate enrollment
Increase the number of undergraduates by 10%, from about 4,200 to 4,600. Idea requires further study of
impact, including housing analysis and financial aid impacts. The assumption is that the incremental teaching
costs from additional students is very low for many subjects and for many departments.
ASSIGN: EMG
Academic Education
7 Soften faculty salaries
a. Increase academic year salary distribution to research funds -- savings potentially shared between GIB and
faculty discretionary funds.
b. Shift January salary distribution to research funds -- savings potentially shared between GIB and faculty
discretionary fund.
c. Explore possibility of "returning" to faculty some portion of overhead funds collected on research beyond a
certain volume threshold.
ASSIGN: VPR
Academic Education8 Change RA tuition subsidy
Consider a reduction in the academic year tuition subsidy from the GIB from 50% to 45% (i.e., 55% paid from
grants). Further study is required as to the desirable size of the graduate student and post doc population. ASSIGN: VPR
Academic Education
9Cap balances in faculty discretionary
accounts
There are approximately 375 endowed faculty chairs. Idea is to more tighly manage the funds provided to the
chair holders as annual scholarly allowances by considering a reduction in the annual allowance and not
allowing more than two years' allowance to be held in discretionary accounts.
NOT AT THIS TIME
Academic Education10 Change drop/add dates
Move add- and drop-date earlier in the term or have them coincide on the same day to reduce fluctuation in
class size during the term and resulting additional costs.ASSIGN: DUE
Academic Education
11 Modify faculty compensation
a. Freeze salaries or give a lower than usual increase for one or more years.
b. Consider discontinuing contributions to retirement accounts after a certain age, perhaps tied to Social
Security eligibility.
ASSIGN: PROVOST
Academic Education
12 TA Cost Abatement
Currently, roughly 600 graduate students receive financial support as a TA each term. In addition to stipends,
TAs receive full tuition support. TA appointments and utilization vary widely among departments with regards to
roles, responsibilities, expectations and reimbursement methods of TAs, highlighting the different methods of
using teaching staff across the Institute..
a. Match appointment and pay to actual TA effort.
b. Consider providing every doctoral student with at least one semester of teaching experience for course credit
in lieu of pay.
ASSIGN: DGE
Academic Education Lower Impact Action Steps
Academic Education13 Increase number of special students
a. Offer excess capacity in existing undergraduate class to the general public for a fee on a term-by-term basis.
b. Require visiting students who attend classes to pay.FORM: TEAM #2
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 2
Academic Education
14 Eliminate Athena clusters
Use and importance of clusters has decreased now that 95% of students have laptops; certain clusters have
very low levels of usage and should clearly by closed; others areas are still heavily used during peak hours and
peak times of semester. Further study is required on how students and faculty actually use the Athena clusters
before any drastic action is taken to close any of the heavily used clusters.
ASSIGN: DUE/IS&T
Academic Education 15 Limit printing in Athena clusters Reduce waste and promote "green" practice; consider a per-page printing fee to achieve result. ASSIGN: IS&T
Academic Education16 Centralize graduate admissions
Migrate all departments to graduate admissions system owned and maintained by EECS to streamline IT
support and reduce the overall cost of maintenance.ASSIGN: DGE
Academic Education
17Reduce costs for alternative freshman
programs
MIT currently provides three alternative teaching models for freshman: the Experimental Studies Group (ESG),
Concourse, and Terrascope. Institutionalize these programs and create savings by:
a. decreasing the number of Science instructors associated with ESG and Concourse by approximately 50%
and substitute with faculty, making ESG/Concourse part of the normal departmental assignments
b. consider disbanding Terrascope or integrating it with other alternate freshman programs or departments
ASSIGN: DUE
Academic Education
18 Enhance professional education
Currently, MIT offers relatively few educational programs that unequivocally bring in revenue. There are some
professional masters programs and a small boutique program of short professional courses. Currently, the main
beneficiaries of the revenue coming in from the Professional Education programs are the faculty instructors.
Idea is to expand professional masters programs and professional courses to leverage the MIT brand and target
students who would pay full tuition to the Institute. This idea requires further study.
FORM: TEAM #2
Academic Education Other Strategic Studies
Academic Education
19Study and understand graduate education
model
The work of the Task Force has shed new light on the activities of the Insitute and generated insights for how
new efficiencies can be realized. However, this process has also raised new questions that require more time to
answer. The idea is to research and model the finances and processes of the Institute to gain a better systems-
level understanding of how MIT actually works.
FORM: TEAM #3
Academic Education
20 Study impacts of graduate financing plan
Currently, many graduate students are admitted to departments for doctoral study with offers of funding that are
only for their first year. The idea is to require departments to have a plan for supporting their doctoral students
beyond the first year and optimally for four or five years, contingent on the student making good progress,
possibly resulting in a smaller number of stronger and better supported students.
ASSIGN: DGE
Academic Education
21 Right-sizing the graduate population
MIT and Stanford are the only members of the Ivy-Plus group with an uncontrolled (i.e. free to grow with
research volume) graduate student population and MIT is the most dependent on externally funded research
assistantships (RAs) of the Ivy-Plus Group. The idea is to understand the marginal cost of a graduate student
for different types of students (e.g., Ph.Ds, S.M.s, M.Engs, and MBAs) that have different costs and revenues
associated with them to understand the true costs of providing graduate education.
ASSIGN: DGE
Academic Education22 Study impacts of time-to-completion
Research the feasibility of reducing Ph.D. time-to-completion, as well as mechanisms/incentives for achieving
reduction; study outlying students.ASSIGN: DGE
Academic Education
23 Manage faculty positions better
Currently, roughly 60 to 70 faculty positions remain unfilled in a given year. In general, these TBA slots and the
GIB budget allocations associated with them are allowed to remain in departments. "TBA funds" are then
applied to replacement teaching costs or to general department operating costs.Idea is as follows:
a. Deans to take a more active approach in managing unfilled faculty slots and GIB budget allocations each
year, allowing Schools to evolve strategically.
b. Reduce the number of unfilled positions
ASSIGN: PROVOST
Academic Education
24Eliminate the physical education
requirement (alternate models)
The PE requirement adds costs to the academic degree programs. Alternative models that enhance the
independence and leadership skills of the students, while maintaining, if not improving upon, the rigor of the
fitness program include:
a. Similar to TAs, using exemplary undergraduate athletes as PE instructors
b. Fulfilling the time requirement with cardio machine/swimming laps
c. Counting intra-fraternity and dormitory competitions towards PE
d. Abolishing IAP offerings and long weekend hiking/climbing trips
e. Using life-guard/CPR certified students who earn PE credits as swimming instructors
ASSIGN: DUE
Academic Research Laboratories and Centers
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 3
Academic Research
1 Consolidation of smaller labs and centers
Some labs and centers (LCs) have research volume and administrative complexity that may not justify
committing MIT resources to their administration. Smaller LCs should be evaluated to determine whether their
goals could be achieved more efficiently by merging them with other LCs.Idea is to develop evaluation criteria
for consolidation or elimination that will be used to assess all existing LCs, followed by periodic reviews. Cost
reductions to the GIB from consolidating or eliminating some LCs would come primarily through having fewer
directors, assistant and associate directors, and administrative staff for labs and centers.
FORM: TEAM #3
Academic Research
2 Sharing of Lab/Center Infrastructure
Idea is to encourage LCs to share various types of infrastructure, including administrative support, IT systems,
financial management systems and lab facilities. Cost reductions to the GIB would come primarily through
having fewer staff and fewer facilities and systems to maintain.
Extending this idea to encourage new faculty to use existing specialized facilities or upgrading such facilities to
meet their needs may also reduce the need for large start-up packages for new faculty.
ASSIGN: VPR
Academic Research
3Re-evaluation of criteria for MIT support to
Labs and Centers
The guidelines used by MIT to set support to director salaries, discretionary funds, assistant or associate
directors, and administrative officers is based entirely on research volume and does not appear to have been
revisted since 1995. Idea is as follows:
a. Reevaluate support provided to labs and centers to maximize value of direct support
b. New criteria to be set for evaluation of support deserved and needed by labs and centers; provide support on
a case-by-case basis; expect labs and centers to use other sources before GIB; encourage labs and centers to
cover part of directors' salaries from grants whereever possible, with some sharing of savings between GIB and
department funds
FORM: TEAM #3
Academic Research
4Re-evaluation of intellectual property and
royalty distribution
Current formula for distributing income from intellectual property (IP) very roughly is 1/3 each to the Institute; to
the department, lab, or center; and to the individual inventor.
Idea is to leave apportionment to inventors at 1/3, re-allocate MIT apportionment between GIB and department
relative to inputs of money and effort with creating the IP.
ASSIGN: VPR
Academic Research Research Administration
Academic Research
5
Post award administration - financial
reporting and forecasting sharing of
Lab/Center infrastructure
Transition from DLC-specific forecasting processes to standard on-line forecasting and modeling tool. Formulate
a team of administrators to share best practices to support the development of the new tool. Create a policy for
regular reporting of forecasted results.
This type of tool is currently under development through sponsorship of the Office of the VP for Research. Idea
is to fast-track the effort to accelerate realization of efficiencies.
ASSIGN: VPR
Academic Research
6Standardize sponsored research proposal
process
In FY 08, MIT submitted over 2,200 new proposals to over 200 sponsors for research funding. The process is
complex. Some sponsors require highly prescriptive formats while others are more flexible.
Process efficiencies can be realized by:
a. Developing a single proposal preparation process that incorporates best practices for consistently preparing
and presenting budget information
b. Formulating a team of OSP, TLO and faculty reps to review, map and refine the non-federal proposal process
c. Developing templates, tools and best practices for MIT-wide use
d. Developing and delivering training to all individuals in the process
ASSIGN: RACC
Academic Research
7Research administration training for faculty
and staff
Training classes related to research administration are currently offered by mulitiple central units (OSP, VPF,
IS&T). There is no"recommended curriculum based on roles, and a signficant amount of the learning takes
place on the job. The learning curve is steep, and the decentralized nature of the training perpetuates local
processes that differ across the Insitute.
Efficiencies can be realized by:
a. Developing a comprehensive research administration training program, with role specific certification
b. Developing a PI training program for all new faculty; encouraging existing faculty and PIs to attend
This idea builds upon the RAII recommendations.
ASSIGN: RACC
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 4
Academic Research
8 Review staffing of Units
Currently, there are over 100 DLCs managing sponsored research funds. Federal regulations and compliance
requirements, as well as specialized tools such as Grants.gov, have made research administration increasing
complex. Ideas to ensure compliance, efficiency and the highest level of service are:
a. Centralize research administration whereever possible
b. Develop standard practices and expectations for all of MIT's research administration staff and implement a
required training/certificate program
c. Establish size thresholds for local research admin support. Pursuing ASO type models for small DLCs and
strengthening ties to Dean's office regarding oversight.
d. Explore development of appropriate metrics for research administrative staffing levels
ASSIGN: RACC
Academic Research
9Enact efficient procedures for industrial
research contracts
Industrial research volume was $200 million in FY 08 and growing. Grow revenue by developing a separate
process for negotiating industrial research contracts with strict timelines to meet the higher level of
responsiveness required to win and that is flexible to the different negotiation approaches and interests of the
partners.
ASSIGN: RACC
Academic Research
10 Project managers for PIs
It is estimated that faculty funded by federal projects devote 58% of time to active research with the other 42%
consumed taken up with administrative and compliance activities. Idea is to increase the amount of faculty time
devoted to active research by hiring and sharing project managers amongst several PIs to assist with the
adminstrative and compliance aspects of monitoring sponsored research activities. Pilot in one school and DLC
to determine viability across campus.
ASSIGN: RACC
Academic Research Research Infrastructure
Academic Research
11
Reduce or eliminate commodities
(cconsumables) supplied by internal
providers
Require the "hidden" costs of space and utility usage to be included in an assessment of the cost of producing
commodities in campus facilties relative to outside suppliers. Perform this analysis for one laboratory as an
example and expand analysis as appropriate.
ASSIGN: VPR
Academic Research
12Consolidation or termination of some
service facilities
There are 72 service centers in the FY 08 summary report -- with $17.2 milion in expenses, excluding the cost of
utilities and the utilization of over 93,000 square feet of space. Assess the portfolio of services and evaluate the
economics (including energy costs and space) and determine which facilities are cost effective and fit to Institute
needs. Consider phasing out or consolidating some facilities that are not cost effective and do not have a
mission critical to the research program.
FORM: TEAM #3
Academic Research
13 Implement shared equipmentpool
Large amounts of equipment are purchased each year to start up programs and then are set aside when
projects are discontinued. It is estimated that 10% of the present equipment inventory is surplus that would likely
be useful to other groups. Present equipment purchase levels indicate that about $5 million in equipment per
year might be resuable. Idea is to create a point system to encourage groups to make their surplus equipment
available that can be used towards the cost of borrowing equipment from the pool.
ASSIGN: VPR
Academic Research14
Evaluation of research-library journal
subscriptions and conference proceedings
Part of the F&A recovery supports the use of the libraries by the research community. Replace hard-cover
subscriptions to research journals and conference proceedings with on-line versions.ASSIGN: LIBRARIES
Academic Research
15 Web inventory of service centers
There are at least 72 service center facilities, many of which are used by a limited number of researchers within
a specific lab or center, although such facitiies are available to the whole MIT community. Idea is to improve
utilization of these capabilities by creating a web inventory of the service centers to help the entire MIT research
community understand what exists.
ASSIGN: VPR
Academic Research
16 Amortization of service center equipment
Allow service centers to amortize the purchase cost of equipment to shift costs from Institute funds to sponsored
research funds. The current policy only allows service centers to replace equipment with funds from a pool
adminstered by the VP for Research.
ASSIGN: VPR
Academic Research
17 Lab equipment "time share" system
Equipment purchases by the DLCs totalled over $300 million between 2004 and 2008. Nearly 40% of these
purchases were made using MIT funds. A 10% reduction would reduce cash outlays by about $2.5 million per
year and save space, energy and maintenance costs. Create a web-based inventory of eqipment for temporary
transfer or shared use.
ASSIGN: VPR
Academic Research Research Personnel
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 5
Academic Research
18 Charge academic year salary to grants
In 2008, faculty AY salaries totaled $128 million -- 73% or $94 million was paid by GIB. Every 1% shift to
research saves the Institute about $1.6 million, including benefits. Idea is to share the savings between the GIB
and department funds.
ASSIGN: VPR
Academic Research
19 Incentives for retirement
The idea is to identify incentives that will encourage people to retire at predictable milestones.
Ideas include:
a. Making the current program to incent retirement a bit more generous
b. Stopping MIT 401k contributions when employees reach a certain age
c. Replacing lifetime tenure with a long-term contract
NOT AT THIS TIME
Academic Research
20Termination policy for Senior and Principal
Research Associates
Senior and principal research associates currently are given enhanced severance benefits beyond what is
offered to other MIT employees, usually 1-3 years of notice prior to lay-off, as opposed to a termination period
based on the number of years of service. Idea is to eliminate this for new hires and make it consistent with
general MIT policy.
ASSIGN: VPR
Academic Research
21 Mentoring for Postdocs
We have a large population of post docs who have been here much longer than the allowed 4 years. To improve
the quality of the postdoctoral experience, the idea is to provide a mentoring system that encourages them to
think of their employment as a temporary position that should be followed by employment in a different category,
either at MIT or elsewhere. NSF is now requiring mentoring plans for postdocs, and it is likely that other funding
agencies will follow suit.
ASSIGN: VPR
Academic Research22 Consolidation of salary decisions
Decisions about the levels of increases for both adminstrative and technical staff could be made centrally within
large units. This is unlikely to produce savings, but it could correct an inequities.ASSIGN: VPR
Academic Space Overarching Ideas and Principles
Academic Space
1MIT's physical infrastructure should be
recognized as part of the endowment
In this way, investments in addressing deferred maintenance and other actions that require near-term
investments but accrue benefits over a long time can be appropriately compared to alternative investment
options.
ASSIGN: EVP
Academic Space
2 Invest in preventative maintenance
MIT currently under-invests in regular preventative maintenance and therefore spends more on costly, reactive
repairs with a resulting decrease in space functionality and a net increase in total costs; this practice also
increases campus energy use. Idea is to identify priorities and structure a program of capital investment to
accelerate capital renewal and address the Institute's deferred maintenance. The goal is to bring existing
facilities to a level of physical condition that can be sustained by routine maintenance.
ASSIGN: EVP
Academic Space
3Endow maintenance and energy costs when
fund-raising for new buildings
Currently, the long-term maintenance and energy burdens of capital projects and renovations are not explicitly
calculated when making project design decisions. Currently decisions are inappropriately weighted towards first
costs, rather than long term costs -- in some cases driving us away from lower-cost, more energy efficient
options. The Institute should consider "endowing" maintenance and energy costs when fund-raising for new
buildings or major renovations.
ASSIGN: EVP
Academic Space
4
Adopt a stronger cost-based and schedule-
based approach to capital and major
renovation projects
In the recent past, there are examples at MIT of capital projects (e.g., Sydney-Pacific) that adopted a "developer
philosophy" (fixed budget, fixed schedule, limited options, and typically lower costs per square foot). Conversely,
there are examples of capital projects (e.g., Simmons Hall and Stata) that adopted more of an "institutional
philosophy" (budget and schedule typically increase over time, unique, specialized, purpose-built designs, and
typically higher costs per square foot -- both initial costs and long term costs). For future investments, MIT
should carefully consider the objectives of the projects in this context.
ASSIGN: AP Space
Academic Space
5Economies of scale, bundling of
renovations, and co-location of like functions
MIT should look for economies of scale, both in terms of back-filling opportunities when space is relinquished
bundling of renovations, and co-location of like functions (computer clusters, wet labs, etc.) Much of what is
done today is fractured, and this leads to additional costs and inefficient usage.
ASSIGN: AP Space
Academic Space
6 Design for modularity and flexibility
MIT should design for modularity and flexibility to the extent possible. Often this will lead to suboptimal
performance for an initial user, but over the longer term, the benefits can be significant in terms of enabling the
more effecitive use of space.
ASSIGN: DoF
Academic Space
7 Better understanding space usage
Collectively the MIT community should better understand space usage. Regular accounting of space usage and
transparent public reporting of space usage will help identify opportunities for, and provide incentives for, more
efficient usage.
FORM: TEAM #3
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 6
Academic Space
8 Establish a space "bill of rights"
This will identify what members of the community should reasonably expect in terms of space allocation and
usage, to more clearly establish principles for ownership and allocation of space, and to provide benchmarks
and standards for both space usage and also renovation and capital project costs. Best practices should be
shared among DLCs, ultimately leading to the development of Institute-level recommended practices for space
planning and allocation within DLCs.
FORM: TEAM #3
Academic Space
9 Accelerate space decision-making
MIT should develop processes to delegate decisions for smaller space renovations and allocation options, and
generally strive to accelerate space decision-making. Currently, people sit on poorly used space because they
do not have confidence in the system of space planning (e.g., they are afraid to give up space, because they
won't get new space if they need it in the future).
ASSIGN: AP Space
Academic Space
10Creating a space economy and incentives to
drive behavior and efficiency
Such an economy would create incentives for optimizing space. In order to achieve this, the Institute would
need to develop methods to track utilization and define standards for space. Specifically, standards for space
utilization (e.g. sq.ft./person) vary widely across units. Further, very few units actually track utilization as part of
a space management process. The Space Working Group suggests that establishing a method for tracking
utilization is critical, and that “publication” of the utilization metrics may help drive appropriate behaviors. It is
suggested that these metrics would need to be flexible to reflect the diversity of operational models across
schools. MIT should strive to create incentives for a space economy to drive better behavior and efficiency. This
may be best accomplished by developing a new financial model for DLCs, potentially involving space charges.
FORM: TEAM #3
Academic Space Renovations and Deferred Maintenance
Academic Space
11Establish memoranda of understanding for
renovation projects
Establish memoranda of understanding for all renovation projects to drive better behavior in limiting project
scope creep. Create a process to develop a detailed project scope at project outset, to obtain buy-in from all
involved parties, and track all scope changes in the same way that construction changes are tracked by change
orders to avoid budget overruns and misaligned expectations.
ASSIGN: DoF
Academic Space
12 Whole-building or large-scale renovations
Improve the cost effectiveness of renovations by mimimizing the number of room-by-room renovations, This
requires an investment in swing space and other approaches to address funding and management of competing
urgent needs.
ASSIGN: AP Space
Academic Space
13 Project bundling to reduce costs
Currently, materials and services for renovations and capital projects are procured on a project-by-project basis.
Increase efficiencies and obtain deeper discounts in the bidding process by bundling purchases for more
multiple projects. Savings could also be achieved through sharing or bundling project management, architectural
services and contractor supervision costs.
ASSIGN: DoF
Academic Space
14Raze structures to stop annual maintenance
and utilities expense
MIT has a number of buildings designated as "soft" buildings, which are in very poor condition and/or occupy
future sites for campus development that may be better off demolished than occupied and maintained. Requires
a case-by-case analysis.
ASSIGN: DoF
Academic Space Space Utilization and Allocation
Academic Space
15 Reduce MIT's lease expenses
MIT pays about $5.2 million annually to lease about 95,000 nasf of research and administrative space. Consider
relocating these spatial needs to MIT-owned property, recognizing that this requires a one-time
renovation/moving expense and a continued lease expense. Address leases that have no exit strategy.
ASSIGN: AP Space
Academic Space16 Decrease or eliminate Pool C real estate
Pool C real estate has strategic value for future campus growth, but is currently owned as investment properties.
The handling of this class of properties should be systematically re-evaluated.ASSIGN: AP Space
Academic Space
17 Reduce or charge for storage space
Idea is to increase the efficiency of our use of campus space by providing an incentive structure to use less
space and charging units that are using more than their normal amount of space. This would enable us to
reduce the approximately $5.2 million annually spent on leased space and the significant maintenance and
energy costs for buildings that are old and suited to be razed.
ASSIGN: DoF
Academic Space Operations and Maintenance
Academic Space
18 Dispatch for utilities operations
MIT generates its own electrical and thermal power. Operations involves a complicated optimization process.
Outsourcing assistance to optimize the proper mix of boilers, chillers, etc., for a given day is recommended.
Based on a dispatch simulation from one vendor, the savings to MIT, net of fees, is estimated at $1.5 million.
ASSIGN: DoF
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 7
Academic Space
19 Vehicle fleet purchase and maintenance
MIT has over 225 vehicles owned and operated by approximately 40 DLCs. There is no formal policy or process
for the purchase and/or maintenance of these vehicles. Purchase discounts and reduced maintenance costs can
be obtained with the creation of a policy that leverages MIT purchasing power and capabilities and targeted
vendor services.
ASSIGN: DoF
Academic Space20
Energy savings through efficient fume-hood
management
MIT has over 1100 fume hoods, which require significant energy. Savings can be obtained by reducing the
working height of fume hoods and reducing the face velocity, as well as shutting them off when not in use.ASSIGN: DoF
Administrative Admin
ProcessesCreating a Digital MIT
Administrative Admin
Processes
1 Modernization of the MIT travel system
Currently travelers make arrangements for air, hotel, conference fees, and related travel needs in the manner of
their choosing. A complete portfolio of options would assist travelers with trip planning, payment for expenses,
post-trip expense reporting and reimbursement for out-of-pocket expenses and would better serve MIT travelers
and realize efficiencies.
ASSIGN: VPF
Administrative Admin
Processes
2 Buy-pay process and electronic tools
Currently, only 57% of MIT procurement transactions are processed using efficient payment tools, like eCat and
P-card. An analysis identified measures that could lead to 90% usage of such tools. The envisioned solution is
to expand existing programs, establish new tools and do focused strategic sourcing. Wider adoption of
electronic procurement and payables tools could be achieved in part by raising the per-transaction and monthly
spending limits on P-cards and by increasing the number of eCat vendors from 24 to 45. Establishing new
programs will also increase usage.
ASSIGN: VPF
Administrative Admin
Processes
3 Budgeting
Currently, MIT's budget process is more of a budget allocation process. It lacks systematic planning for how
funds will be spent and how savings (fund balances) will be used or increased. The envisioned solution is to
transition to a high-level budget authorization process; eliminate (or reduce) budget changes and reallocations;
develop a secure repository for financial statements; and consider elminating budget authorizations distribution.
Streamlining the budget process would result in efficiencies, while also improving financial planning and
reporting.
ASSIGN: VPF
Administrative Admin
Processes
4 Reporting and forecasting
Currently, Reporting is done through BrioQuery, which is complicated and difficult to use. Forecasting is done
through complex spreadsheets, with little consistency of format or methodology among DLCs. Envisioned
solution is to provide a web-based platform for reporting and financial forecasting to achieive efficiencies,
enhanced compliance monitoring, improved forecasting, and time savings across the Institute.
ASSIGN: VPR
Administrative Admin
Processes
5 Research proposal submissions
Currently proposals are submitted in various forms depending on the sponosoring agency and unit, and
compliance with the terms of the sponsor and MIT policies varies widely.
Envisioned solution is to develop a common set of tools, templates, and practices for proposal submissions and
increase training of DLC administrators which will increase the accuracy of research proposals, minimize staff
time devoted to correcting errors, and reveal major policy and logistical ramifications of proposals
ASSIGN: RACC
Administrative Admin
Processes
6 HR/Payroll transaction processing
Current manual system processes approximately 10,000 transactions annually. The system entails re-keying
and instances of hand-carrying hard copy forms. Envisioned solution is to implement an automated process
through SAPWeb, achieiving greater efficiency and accuracy
ASSIGN: VPF
Administrative Admin
Processes
7 Electronic pay stubs and W-2 forms
Currently payroll stubs are generated and mailed manually to on-campus and off-campus locations. Envisioned
solution is to implement an electronic e-pay stub solution that provides individuals with access to a secure site to
view pay stubs on demand or alternatively "pushes" pay stubs to pay recipients in a secure manner.
ASSIGN: VPF
Administrative Admin
Processes
8 Next generation student systems
Currently, the MIT student system is a complex and pervasive enterprise system that pervades every aspect of
MIT's academic mission providing the foundation for MIT's educational enterprise and initiatives. Envisioned
solution is a series of projects billed as NGS3 that aim to use current technology to automate manual business
processes, support business process design efforts in more than 100 functional areas, and improve services to
students, faculty and staff.
ASSIGN: DUE/DGE/IS&T
Administrative Admin
Processes
9 Graduate student admissions
Currently, different admissions processes are in place across the Institute. Some are paperless; others are
paper based. Envisioned solution is to implement an MIT-developed paperless online graduate admissions
system through which applicants apply, MIT evaluations are conducted, and decisions are made collaboratively.
ASSIGN: DGE
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 8
Administrative Admin
Processes
10 Stop or reduce campus bulk mailings
Currently, any MIT organization can print materials and request distribution by MIT Mail Services.Envisioned
solution is to set up a system to either stop printing of campus mailing or have opt-in options to current paper
mailings.
FORM: TEAM #4
Administrative Admin
Processes
11 Document retention and ownership
Currently , some record retention policies are administered by the Archives Dept, but there is not widespread
knowledge of the policies, and the policies do not cover all types of records. Envisoned solution is to draft and
adopt comprehensive Institute record retention policies for all records. Establish a database so records can be
easily accessed. Provide for electronic document management sysytems.
FORM: TEAM #4
Administrative Admin
ProcessesOther processes for further evaluation
Administrative Admin
Processes
12Innovative scheduling to minimize premium
pay
In FY 2008, $5.5 M was spent on overtime pay across campus, excluding Lincoln Lab. Envisioned solution is to
adjust methods for assigning work. One option is to create pools of on-call, part-time employees to fill needed
gaps. Efforts to increase staff management flexibility will enable us to better align requirements with staff
schedules.
ASSIGN: HR/DoF
Administrative Admin
Processes
13 Faculty search
Currently, there is a disparate process for applicant submissions, which is reliant upon expensive advertisment
posts and in some cases significant manual labor. There is no sharing of best practices. Envisioned solution is
to develop a single online system to support the faculty search process and identify opportunities for
coordination and savings related to advertising.
ASSIGN: PROVOST
Administrative Admin
Processes
14 Nonfaculty recruiting and search
Currently, DLCs use HR Staffing Services for only 25% of the 1,100 searches each year for non-faculty
positions. Envisioned solution is to encourage greater use of HR Staffing Services by DLCs seeking to fill non-
faculty positions.
ASSIGN: VPHR
Administrative Admin
Processes
15Vacation tracker for nonsponsored exempt
staff
Currently, departments are responsible for tracking vacation time accrued and used for non-sponsored exempt
staff members locally. At termination, vacation balances are reported to Payroll for payout. Envisioned solution
is to implement a SAPWeb-based centralized vacation tracker for all exempt staff, based on the system
currently being implemented for sponsored-research staff.
ASSIGN: VPHR
Administrative Admin
Processes
16 In-house services versus outsourcing
Currently, each year, roughly $9 million is spent annually on facilities-related services, both with the Department
of Facilities and externally. Many of the service activities are routine enough that they require full-time contractor
staffing. Envisioned solution is to require an in-house proposal when issuing a request for proposal (RFP) for
contracted services in situations where the services are envisioned to be continual. The in-house competitive bid
can help insure that procurement decisions are made with all options available.
ASSIGN:DoF
Administrative Admin
Processes
17 Shuttle services
Current shuttles provide 22.1K hours of service to 661K riders throughout Boston. The FY 08 budget was $1.4
million, with a small revenue stream of $57K from charters and fee-based trips (airport, grocery). Envisioned
solution is to reduce potential redundancy of routes (both within Shuttle Service and the MBTA), reduce
frequencies, increase fee-based service for non-core routes, and increase frequency of community members
choosing healthier options.
ASSIGN:DoF
Administrative Admin
Processes
18 Key request process
Currently, there is a manual, paper-driven process for requesting and issuing the roughly 4,700 keys requested
each year.The process sometimes requires multiple visits by requestosr before keys are available. Envisioned
solution is to automate a process through SAPWeb for requesting keys.
ASSIGN:DoF
Administrative Admin
Processes
19 Room scheduling and events registration
Currently, there are various scheduling processes involving faculty, students,and administrators. Event
registration is a manual, decentralized process. Envisioned solution is to implement a central tool for room
scheduling and event management across the Institute.
NOT AT THIS TIME
Administrative HR/Benefits1 Moderate salary increases
This is a short-term opportunity to reduce costs. If continued over a longer period of time, it would compromise
MIT's competitive positionASSIGN: PROVOST
Administrative HR/BenefitsHealth Plan for Active Employees
Administrative HR/Benefits
2Add copay for services received at MIT
Medical facility
Currently, there is no co-pay. Recommendation is based on a copay for same visit type in commercial plan.
Change will be needed to comply with Mental Health Parity Act (effective 1/1/2010). The savings potential is
estimated at $600,000 per year, based on 60,000 visits at $10 copay.
ASSIGN: VPHR
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 9
Administrative HR/Benefits
3
Consolidate current plan offerings to one
multiple tier offering with all insured risk in
single pool
Redesign current healthcare program to consolidate current plan offerings to one multiple tier offering with all
insured risk in one pool. Estimated annual savings potential is $200,000.ASSIGN: VPHR
Administrative HR/Benefits
4 Leverage excess capacity at MIT Medical
Provide financial incentives, through copay differentials, to encourage all medical plan participants to utilize
specified services at MIT Medical by self-referring. MIT Medical currently has excess capacity and can provide
these services at a lower cost than the commercial plan networks. Services include mammograms, EKG, stress
tests, and routine lab panels. The estimated annual savings potential in combination with #5 below is $500,000.
ASSIGN: VPHR
Administrative HR/Benefits
5Incent employees to use lower cost
providers for radiological services
Charge differing copays for radiological services based on "preferred" provider selection would guide employees
and medical providers toward more efficient facilities. Estimated annual savings potential in combination with #4
above is $500,000.
ASSIGN: VPHR
Administrative HR/Benefits
6
Leverage MIT Medical covered population in
annual rate negotiation with Blue Cross Blue
Shield
This would lower administrative costs. The estimated annual savings potential is $25,000-$50,000 ASSIGN: VPHR
Administrative HR/Benefits7
Reduce rate of growth for prescription
medication expense in healthcare program
Access discounting available through MIT Medical and continue to add management features available through
Express Scripts. Estimated savings potential: $250,000.ASSIGN: VPHR
Administrative HR/Benefits
8Eliminate MIT paid spousal subsidy for
employees covering a divorced spouse
MIT currently covers approximately 70 divorced spouses, with 34 divorced spouses enrolled in family or
employee & spouse coverage. Current procedure is to allow an employee to keep a divorced spouse in the
family unit until either the employee or ex-spouse remarries. Estimated annual savings potential is $120,000-
$200,000.
ASSIGN: VPHR
Administrative HR/Benefits
9Revisit and reaffirm cost-sharing formula or
modify
Revisit current cost-sharing formula and determine whether savings from other program recommendations can
be used to offset expense of MIT contribution increase. This moves MIT's active healthcare program to a more
competitive position with our peer comparison group. Cost TBD based on contribution sharing formula selected.
ASSIGN: VPHR
Administrative HR/BenefitsHealth Plan for Retirees
Administrative HR/Benefits
10Change reimbursement strategy for
Medicare eligible retirees on Medex
For employees who retire on or after 1/1/2010, change reimbursement strategy for Medicare eligible retirees on
Medex program from Coordination of Benefits to Government Exclusion. Requires retirees to pay 20% of the
amount that is eligible for Medicare but is not paid by Medicare. On a $200 expense, this method would require
retirees to pay $4. Estimated savings: $1.5 million annual savings, $16 million FASB 106 funding liability
decrease recognized over 4 years.
ASSIGN: VPHR
Administrative HR/Benefits11
Implement new cost-sharing formula for
retiree healthcare program
This eliminates complex, service-based calculation. Idea is to freeze MIT's contribution at retirement and lower
spouse's subsidy to 50% of retiree's subsidy.ASSIGN: VPHR
Administrative HR/Benefits12
Health coverage for retirees with 5-10 years
of servuce
Allow employees who retire with between 5 and 10 years of service to purchase retiree health coverage by
paying the full cost. Provides access to coverage and is cost neutral.ASSIGN: VPHR
Administrative HR/Benefits13
Eliminate MIT paid life insurance that
follows employees into retirementEliminate MIT paid life insurance that follows employees into retirement ASSIGN: VPHR
Administrative HR/BenefitsRetirement
Administrative HR/Benefits14
Revise 401(k) plan to change current match
to a discretionary match.
Reduce MIT's matching contribution to the 401(k) plan from 5% to 4% -- match 100% of the first 3% contributed
by employees and 50% of the next 2% contributed by employees.ASSIGN: VPHR
Administrative HR/Benefits15 Freeze qualified spousal benefit
The qualified spousal benefit is a death benefit to a surviving spouse above and beyond that provided by a joint
and survivor payment option.ASSIGN: VPHR
Administrative HR/Benefits16 Eliminate pension disability benefits
Currently, employees who become disabled and qualify for MIT's long-term disability coverage continue to
accrue benefits in the basic pension plan untl they are 65.ASSIGN: VPHR
Administrative HR/Benefits17
Change actuarial methodology used to
accrue benefits after 65Method currently in use provides very generous benefit accrual after attaining age 65. ASSIGN: VPHR
Administrative HR/Benefits18 Cap service for pension formula Cap service for pension formula ASSIGN: VPHR
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 10
Administrative HR/Benefits19
Change cash balance plan interest rate
creditChange cash balance plan interest rate credit ASSIGN: VPHR
Administrative HR/Benefits20
Effective for new hires on or after
01/01/2010, eliminate formula benefitImplement for employees hired on or after 1/1/2010. ASSIGN: VPHR
Administrative HR/Benefits
21
Effective for new hires on or after
01/01/2010, reinstall 3-year vesting
requirement
Implement for employees hired on or after 1/1/2010. ASSIGN: VPHR
Administrative HR/Benefits
22
Freeze formula benefit accruals (defined
benefit formula) for all participants effective
7/1/2010
Implement for all current participants effective 7/1/2010. ASSIGN: VPHR
Administrative HR/Benefits
23
Reduce cost volatility by changing
investment strategy in defined benefit (DB)
plan
Reduce cost volatility by changing investment strategy in DB plan ASSIGN: VPHR
Administrative HR/Benefits24 Eliminate supplemental pension accruals Impacts individuals making more than $230,000. ASSIGN: VPHR
Administrative HR/BenefitsPaid Time Off
Administrative HR/Benefits25
Eliminate 5th week vacation accrual in 10th
year of serviceEliminate 5th week vacation accrual in 10th year of service ASSIGN: VPHR
Administrative HR/Benefits26
Implement formal tracking system for
administrative use of vacation time
Savings potential through improved level of accountability and verified account balances for payout at
termination.ASSIGN: VPHR
Administrative HR/Benefits27
Accrual of sick time for Support and Service
staff
Change method of accrual of sick time for Support and Service staff from annual accrual based on anniversary
date, to monthly accrual. Savings potential through improved level of accountability.ASSIGN: VPHR
Administrative HR/Benefits28 Extended Sick Leave (ESL) policy
Change practice for maximum absence under Extended Sick Leave (ESL) policy so that employees are no
longer eligible to use an additional 26 weeks of ESL after sick leave accrual is exhausted. Savings TBDASSIGN: VPHR
Administrative HR/Benefits29 Implement Short Term Disability program
Implement Short Term Disability program that will replace 60% of pay after one week of absence for up to 26
weeks, when long term disability becomes available. Savings TBDASSIGN: VPHR
Administrative HR/Benefits
30
Discontinue practice of counting paid time
off for purposes of calculating overtime
worked
Discontinue practice of counting paid time off for purposes of calculating overtime worked ASSIGN: VPHR
Administrative HR/BenefitsTransportation and Parking
Administrative HR/Benefits
31Implement salary-based contribution toward
cost of parking on campus
MIT has historically subsidized the cost of parking on campus and provided various incentives for employees to
take public transportation and avoid parking on campus. The estimated cost of a parking space on campus is
$3,000 per year. Implement salary-based contribution toward cost of parking on campus, with those making
$125,000 and more paying 50% of market rate next year and those making less than $125,000 subject to the
11% increase. Estimated annual savings $500,000.
ASSIGN: VPHR
Administrative HR/Benefits
Temporary Help and Consultants (Joint
with Procurement Task Force)
Administrative HR/Benefits
32Reduce temporary help and consultant
expense
MIT temps currently processes payroll forms for over 500 temporary positions annually. The dollar amounts are
quite large. The working group estimates the potential for an overall savings of between $60 and $80 million
spent on outside professional services. a. Negotiate a single vendor management contract with an outside firm
b. Develop internal systems and management discipline to maximize use of expertise within the MIT workforce
before turning to temporary or consulting services
ASSIGN: VPHR/VPF
Administrative
Procurement
Procurement - Cross Cutting Process
Improvements
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 11
Administrative
Procurement1 Reduce the number of purchasing choices
Currently, there is an over-abundance of choice, which should be reduced in ways that aggregate purchases
and thus drive down costs and drive towards sustainability.ASSIGN: VPF
Administrative
Procurement
2 Automate and streamline key processes
Currently, many procurement processes are still based on paper requisitions, reimbursement forms, manual
filing and audits, etc. This will not only reduce costs significantly but also enhance the transparency and even
accuracy of the entire procurement process.
ASSIGN: VPF
Administrative
Procurement
3Educate the community about procurement
processes
Currently, many people involved in the ordering of goods or services have never been formally trained in how
best to use MIT's electronic catalogues and purchasing cards, how to take advantage of special deals with
particular vendors, or even how to accurately allocate the correct account number or code for individual
purchases. This creates inaccuracies and re-work.
ASSIGN: VPF
Administrative
Procurement4
Renegotiate and bid out contracts for key
goods and services Develop strong, transparent, long-term relations with a small number of key vendors. ASSIGN: VPF
Administrative
Procurement
5 Promote sustainable purchasing practices
Examples include reducing small orders, automating processes where ever possible, migrating towards
multifunctional machines, promoting videoconferencing vs. frequent travel, simply reducing the amount of goods
we consume on campus every day.
ASSIGN: VPF
Administrative
Procurement6
Ensure that costs savings are not achieved
at the expense of others.
Ensure that costs savings for certain goods and services do not enhance our well-being at the expense of
others. Example: temporary workersASSIGN: VPHR/VPF
Administrative
Procurement
7 Develop creative solutions and fair policies Develop creative solutions and fair policies for the numerous employees who will be impacted by our proposed
changes (i.e. internal job banks)ASSIGN: VPHR
Administrative
ProcurementProcurement - Information Services
Administrative
Procurement
8Standardize personal computing purchases
on PCs
In the last fiscal year, Dell and Apple had a relatively even 50/50 split of the total laptops purchased (955 Dell to
883 Apple), while 70% of desktops purchased were Dell.
Idea is that standardization allows MIT to better utilize signficant campus agreements in place for Windows and
Office software, leverage more time/cost-effective repair and maintenance over the lifecycle of the computer,
and take better advantage of the substantial volume of business transacted with Dell. Estimated potential
savings is $800K per year. While Dell is used as the vendor for this example, standardization on other PC
vendors should be explored. Opening this service to competition may produce additional savings.
ASSIGN: IS&T/VPF
Administrative
Procurement
9
Standardize on a common solution for all
web/audio/video conferencing services at
MIT.
Currently, MIT uses a variety of web, audio and video conferencing services for meetings, colloborations,
events, and conferences -- requiring coordination and planning.
The selection of Webex will allow MIT to leverage the existing community around Webex, establish better
volume pricing, and centralize our conferencing services with single click web access, without the need for the
coordination and planning of today's solutions. Additional data is required to estimate savings.
ASSIGN: IS&T/VPF
Administrative
Procurement
10Reduce the number of fax machines
throughout MIT
Currently. MIT maintains a significant number of Fax machines simply for occasional use.
Leverage VoIP infrastructure to move stand-alone fax machines to new centralized services that allow members
of the MIT community to send and receive faxes through email.
ASSIGN: IS&T/VPF
Administrative
Procurement
11Purchase only MIT recommended desktop
and laptop configurations
Reduce the amount of customization within the MIT recommended desktop and laptop configurations and also
to reduce the amount of models and choices available in the MIT recommended choices. Savings potential is
estimated at $1.4 million.
ASSIGN: IS&T/VPF
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 12
Administrative
Procurement
12
Change purchasing card rules to make it
possible to buy computers directly on a
purchasing credit card
Eliminate time-consuming purchase order requirement. ASSIGN:VPF
Administrative
Procurement13
Examine the impact of the $3,000 capital
equipment rule on computer purchasesEliminate incentive to pad purchases with unnecessary products so that item is capitalized instead of expensed. ASSIGN:VPF
Administrative
ProcurementProcurement - Facilities
Administrative
Procurement
14Consolidation of design services leading to
partnering agreements
Design services on renovation projects represented $6.34 million in FY 2008. Of this amount 61% or $3.9 million
was for repetitive projects that could have benefited from a partnership approach. 43 separate firms worked on
135 projects in FY 2008.
ASSIGN: DoF
Administrative
Procurement
15Leverage facilities related purchasing power
across departmental boundaries
Approximately $15 million of facilites-related purchases, excluding construction, were purchased outside of the
Department of Facilities, while the Department of Facilities purchased $8 million. Savings potential estimated at
$450K per year.
ASSIGN: DoF
Administrative
Procurement
Procurement - Furniture and Laboratory
Supplies
Administrative
Procurement16
Combine MIT campus and MIT Lincoln
Laboratory furniture procurement
IN FY 2008, Campus purchased $1.5 million in furniture and Lincoln Lab spent $1.2 million (excluding technical
furniture). Savings potential is estimated at $75K per year.ASSIGN:VPF
Administrative
Procurement
17Elminate independent buying from Office
Depot
In FY 2008, Campus bought $63,000 of furniture at Office Depot. If the remainder of furniture purchases were
made through Office Depot, MIT could have saved an estimated 10% on those purchases. Estimated potential
savings is $6K per year
ASSIGN:VPF
Administrative
Procurement
18
Convert lab supply and equipment orders <
$5K to eCAT/Sciquest or procurement card
transactions
FY 08 total lab supplies and equipment purchases were $74.37M - $9.1M, spent on 15,176 orders processed
via orders with total amounts less than $5K using manual processing. Estimated potential savings is $30k-96K
to GIB, $500K-$1,700K total
ASSIGN:VPF
Administrative
Procurement19 PCARD/eCAT rebate
Rebate was lost by processing orders less than $5K manually.Estimated potential savings is a $75k-$194K
rebate per year GIB.ASSIGN:VPF
Administrative
Procurement20
Renegotiate existing lab supply and
equipement contract with VWR Scientific
VWR has currently offered a one-time $350K rebate to be applied to the Insitute's GIB- one time rebate is
estimated savingsASSIGN:VPF
Administrative
Procurement
21
Create savings by negotiating scientific
equipment contracts with suppliers that
currently have GIB spend greater than
$100K
The FY 08 GIB spend for lab supplies and equipment was $4.7 million. Nine suppliers exceeded $100,000 in
purchases. Estimated potential savings - TBD.ASSIGN:VPF
Administrative
Procurement
22
Renegotiate existing Lab Supply contracts
for Sciquest/ECAT suppliers with high
volume
Three suppliers total $1.5 million. Estimated potential savings - TBD. ASSIGN:VPF
Administrative
Procurement
Procurement - Administrative Supplies
and Travel
Administrative
Procurement23
Use a BanK of America (BOA) travel card
with corporate liability
Current practice requires travelers to request an advance or pay out of pocket and seek reimbursement. Use of
the credit card for travel will result in rebate income to MIT.ASSIGN:VPF
Administrative
Procurement
24Concur expense reporting and online
booking (Cliqbook)
Current practice requires travelers to reconcile expenses with manual processes that are paper driven, time
consuming and challenging to manage -- 31,000 reimbursements are processed each year. On-line booling and
expense reporting would eliminate these manual processes. Estimated potential savings is $85k-$127K per
year.
ASSIGN:VPF
Administrative
Procurement25 Consolidated travel agency model
Consolidate external travel vendors, introduce a complementary on-line booking system, and consolidate MIT
and Lincoln Lab travel offices.Estimated potential savings is $1 million per year.ASSIGN:VPF
Administrative
Procurement
26 Direct air and national hotel contracts
Currently MIT is a member of the Medical Academic and Scientific Community Organization (MASCO) and has
adopted its airline contract pricing structure. Proposal is that MIT negotiate its own direct contracts with air and
hotel providers and utilize the MASCO agreement or other if/when they are more favorable.Estimated potential
savings is $5.7 m-$7.6 million per year.
ASSIGN:VPF
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 13
Administrative
Procurement
27 Electronic travel reimbursements
Currently, paper forms are completed to request reimbursement for out-of-pocket expenses for business
travel.Direct deposit of these reimbursements would replace paper checks generated for this purpose.
Estimated potential savings - TBD.
ASSIGN:VPF
Administrative
Procurement28 Accelerating Green Procurement @ MIT Support 100% recycled product purchases.Estimated potential savings - TBD. ASSIGN:VPF
Administrative
Procurement
29 Onsite life science operation
MIT's partner for cylinder management (Airgas East) has proposed on onsite solution (state of the art cryogenics
facility, encompassing products, services and value added efficiencies geared toward reducing MIT's costs,
streamlining mission critical processes and shrinking the Institute's carbon footprint. Estimated potential savings -
TBD.
ASSIGN:VPF
Administrative
Procurement30 Airgas proposal Extend the existing partnership agreement.Estimated potential savings is $70k-$80K per year. ASSIGN:VPF
Administrative
Procurement31
Vendor consolidation for clerical temporary
help
Continuation of vendor consolidation and reducing choice of vendors.Estimated potential savings $600K per
yearASSIGN:VPF
Administrative
Procurement32
Transition from laser jet printers to
multifunctional devices
Currently there are 751 copiers and 4,220 printers as part of central inventory system - combine with Institute
wide plan to reduce total amount of printing on campus. Estimated potential savings is $3.5 million per year.ASSIGN:VPF
Administrative
Procurement
33
Office supplies - update core contract list,
implement a minimum order value of $50
and limited view catalog
The core contract list is for 427 items, which represents 38% of the business. Idea is to update the list to the top
239 items to achieve a $70,822 product savings by lowering prices on products not previously on the core list.
Estimated potential savings is $435K per year.
ASSIGN:VPF
Administrative
Procurement
34 Office supplies - rebid office supplies
Initial term ends 12/31/2009 - recent third party audit states that MIT has highly competitive pricing structure -
but economic conditions may allow further savings.
Estimated potential savings - TBD.
ASSIGN:VPF
Administrative
Procurement
35Reduction of small dollar purchase orders
processed by MIT procurement
Procurement processes 125,000 purchase orders on a yearly basis, over 46,000 of which are less than $5,000
and are not processed through ECAT system. Idea is to establish and enforce new policies that require use of
procurement card or ECAT for small purchases.Estimated potential savings $120k-$180K per year.
ASSIGN:VPF
Administrative
Procurement
Procurement - Temporary Staff and
Consultants
Administrative
Procurement36 Employee job share bank
Create a central database to track available employees and share resources.
Estimated potential savings - TBD.ASSIGN: VPHR
Administrative
Procurement37 In-house casual labor
Converting casual labor workforce from outside agencies including NextSource to in-house.Estimated potential
savings - TBD.ASSIGN: VPHR
Administrative
Procurement
38 Implement a vendor management system
A VMS is an Internet-based procurement application outsourced to a temporary agency which is responsible for
managing the process for all outsourced procurement activities outsourced to them. This would require the
community changing the way we procure professional services.Estimated potential savings per year: $480-
$720 GIB, $8M-$12M total.
ASSIGN:VPF
Administrative IT IT @MIT - Standardization
Administrative IT
1Centralize purchasing and management for
computer hardware
Currently a loosely managed process. Idea is to standardize a small number of hardware options and then
centralize purchasing, installation, maintenance, support and eventually disposal and replacement .Estimated
potental savings per year is $1.7 million.
ASSIGN: IS&T/VPF
Administrative IT
2Centralize purchasing and management for
computer software
MIT spends over $4 million on software licenses and software management. Savings can be realized with 1.
Enterprise-wide licences and quantity discounts, 2. Standardizing on a small number of software products 3.
Open source software .Estimated potential savings: TBD.
ASSIGN: IS&T/VPF
Administrative IT3
Centralize online process for graduate
admissions
Current process is paper driven, costly and inefficient. Idea was also proposed by the Education and
Administrative Processes Working Groups.ASSIGN: DGE
Administrative IT
4Decustomize administrative enterprise
systems
MIT was an early adopter of SAP, which required major customization -- some capabilities are now
standard.Potential savings would be realized from reducing developer time and making processes more
efficient. Estimated savings of $2.6 milion per year.
ASSIGN: IS&T
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 14
Administrative IT
5Decustomize educational enterprise
systems
WEBSIS, Stellar and OCU are the three enterprise educational systems. Decustomizing will require some
changes in how MIT does business. Potential savings would be realized from reducing developer time and
making processes more efficient. Estimated $0.6 million per year in savings.
ASSIGN: IS&T
Administrative IT IT@MIT - User-centered IT Systems
Administrative IT
6Remove pain points in using MIT enterprise
systems
Many user interfaces are awkward and prohibit tasks from being done efficiently. Far more emphasis needs to
be placed on improvements to the way we provide management information to support our business. MIT
administrators estimate that they spend 10-20% of their time translating transactional information into
management information. Potential productivity savings are estimated at $1.5 million.
ASSIGN: IS&T
Administrative IT IT@MIT - Outsourcing
Administrative IT
7 Outsource voice and video communication
MIT currently installs and manages its own voice telephone system. Operating costs are estimated at $3.2
million/year and capital costs are estimated at $6 million per year.
It is estimated that outsourcing could potentially save 30% of current annual operating costs or $1.3 million.
ASSIGN: IS&T
Administrative IT8 Replace landlines with mobile phones
Currently almost all employees have landlines and also about 10% have cellphones.
Proposal requires a serious RFP process but potential savings are estimated at about $0.5 million per year.ASSIGN: IS&T
Administrative IT
9Remove disincentive for outsourcing
research technical support services
Currently this work is done by 1. graduate students, postdocs or research staff; 2. permanent staff and 3.
outside vendors. Outside vendors are often a the best solution but overhead is charged on all of these services,
creating a disincentive.Idea is to renogotiate overhead rules so that the overhead charge is exempted for
amounts over $25K, consistent with subcontracts.
ASSIGN: IS&T
Administrative IT Streamline operations for IT at MIT
Administrative IT
10End support for selected IT products and
services
Over the years, MIT has collected many IT products and services that are no longer appropriate for support --
They are out of date, used by few people, or better altermatives are available.Estimated potential savings from
closing or de-supporting some services is $1.2-$1.8 million but requires further investigation.
ASSIGN: IS&T
Administrative IT
11 Reduce printing costs
Modifying the way printing is done is estimated to save about $4.3 million or 58% of the total annual printing
costs. Ideas are as follows: 1. active print management, 2. elimination of banner pages, 3. duplex printing, and
4. toner savings.
FORM: TEAM #4
Administrative IT
12Streamline help-desk support and outsource
as appropriate
MIT has several departments providing help desk IT services to either the entire community or within their own
DLC. There is substantial overlap in services provided.
Potential savings are estimated at $1.5 to $2 million annually across the Institute.
ASSIGN: IS&T
Administrative IT
Streamline the governance structure for
IT at MIT
Administrative IT
13Reorganize committees and organizational
units related to IT
IT at MIT suffers from an overabundance of advisory committees and organizational units, coupled with unclear
processes for decision making, often times resulting in a great deal of effort expended to achieve very
little.Savings are difficult to quantify but potentially large.
ASSIGN: IS&T
Administrative IT Innovation and strategic advantage
Administrative IT
14 Support location-independent work
Formally provide technological and organizational support for "location independent work." Potential savings are
estimated at $4.4 million, with $2.7 million from a reduction in office space and $1.7 million in productivity
savings.
FORM: TEAM #5
Administrative IT
15Create a more cost-effective research-
computing environment
Research computing is at the heart of the MIT community's knowledge-generating work. It is often done in a
scattered ad-hoc manner across the campus. Idea is to have a more coordinated centralized approach so that
space, cooling and power can be shared (and possibly network infrastructure). Estimate of potential off-campus
research computing power savings is $3.5 million.
ASSIGN: VPR
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 15
Student Life
1 Fee structure for visiting students
The number of reqistered visiting students has risen dramatically (from ~200 in 2003 to ~650 in 2008). Faculty
currently pay a one-time $1,000 fee per visiting student, regardless of a student's duration of stay.Idea is a new
an higher pro-rated fee that would cover more overhead.
ASSIGN:DGE
Student Life
2Improvement of housing utilization during
the Summer
Currently, housing utilization during the summer is low, particularly in undergraduate dorms -- all dorms remain
open. Idea is to have a more rational utilization of our housing stock during the summer by defragmenting the
use of dorms so that they are either fully used by our students, by MT programs or outside programs, or are
closed to residents other than year-round residents, such as GRTs and housemasters. Potential savings is
estimated at $1.1 to $4.5 million.
ASSIGN: DSL
Student Life3
Relaxation of four-year on-campus housing
commitment
Currently, undergraduates have been de facto guaranteed four-year on-campus housing.
Potential savings is based on not going forward with W1 project -- estimated at $2.5 million in yearly savings.ASSIGN: EMG
Student Life
4 Metering of dormitories
Current cost of metering the remainder of the dorms is estimated at $790K.
Current annual energy bill for the dorms is $8 million. Energy savings based on Google metering is 5-15%. If a
midpoint of 10% were achieved, savings would be $800K. If we shared with students, savings would be $400K.
ASSIGN: DSL
Student Life
5 Adjusting financial aid to true food costs
Currently, the board (food) component of the cost of education does not accurately reflect the actual student
expenditure on food. This results in a discrepancy in the financial aid MIT allocates for board and students'
actual food expense. The MIT board cost is set at $4,460 per academic year. A recent survey found student self-
reported expenditures on food ranged from $1,700 to $2,240 per academic year. The idea is to reduce the board
component of financial aid to $3,000 per academic year for students who decline the meal plan. Board would
remain at $4,460 for students on the meal plan. This change would provide an incentive for students to opt for
the meal plan, which would benefit the MIT dining program financially and lead to better student nutrition. It
would also lead to significant savings in financial aid allocated to students who decline the meal plan.
Potential savings: If board is set at $3,000 and 80% of students decline the MIT meal plan, $2.4 million in UG
financial aid savings would be realized.
ASSIGN: EMG
Student Life
6Implementation of meal plan changes in
house dining -- fall 2010
An examination of the Blue Ribbon Committee's (BRC) proposed meal plan changes found the changes would
lead to a reduction in MIT's approximately $500K annual subsidy of the dining system. The idea is to provide a
$600 dinner plan in place of the current $300 dinner plan as a requirement for new students as of fall 2010.
Among the foreseeable benefits of the new plan are that it would create revenue stability and attendance
predictability.
ASSIGN: DSL
Revenue Enhancement Scalable Educational Platforms
Revenue Enhancement 1 Online freshman year Would radically change MIT culture. Revenue potential of $50-$100 million. Not recommended. NOT AT THIS TIME
Revenue Enhancement
2Selected undergraduate subjects for credit
via e-learning
Web-based, for-credit, distance-education subjects to learners worldwide. The for-credit subjects would have
24/7 on-line TAs, homework submission, and grading and graded examinations. Revenue potential of $60
million.
FORM: TEAM #1
Revenue Enhancement
3 E-learning masters degrees
Masters degrees at a distance (via asynchronous "e-learning") to both individual learners and to groups of mid-
career professionals at companies. On-line support would be offered by 24/7 graduate TA teams. An extensive
market analysis, stratified by different market segments worldwide, would be needed. Revenue potential of $30
million.
FORM: TEAM #1
Revenue Enhancement
4MIT continuing education program
(extension studies)
Develop full continuing education degree or certificate program to be executed weekday evenings on the MIT
campus and 24/7 online using a modified OCW platform and content. Non-regular faculty to teach on-campus
courses. Revenue potential of $10 million.
FORM: TEAM #1
Revenue Enhancement5 MIT Lifetime Academy
MIT provides early, mid and late career education to advance alumni professionally and personally - in the form
of short courses and modules, on campus and at a distance by e-learning. Estimated revneue $9-$45 MFORM: TEAM #2
Revenue Enhancement6 Partnerships with corporate universities
MIT preferred partner to corporate universities with a strong scientific and technical orientation. Revenue
potential is greater than $10 million.FORM: TEAM #2
Revenue Enhancement7
Executive/professional education to
enhance corporate partnerships
Complement research in leading corporate relationships with significant custom executive/professional
education programs. Revenue potential is $20-$30 million.FORM: TEAM #2
Institute-wide Planning Task Force
Ideas Presented by the Working Groups
Ideas 16
Revenue Enhancement
8 MIT Energy Pathways
A thematic set of educational offerings that cuts across a variety of delivery mechanisms is proposed. This
package of subjects/courseware could be exploited in several on/off campus revenue enhancement schemes.
Revenue potential of less than $10 million.
FORM: TEAM #2
Revenue Enhancement Corporations and Government
Revenue Enhancement9 Large-scale institutional initiatives
Groups of faculty and researchers within MIT participate in large, interdisciplinary, institutional initiatives.
Research income: modest GIB impact. Revenue potential: $10's of millions.ASSIGN: VPR
Revenue Enhancement10
Lower cost-recovery rate for foundation
research grants
Policy changes to allow charging less than the rate established by the ONR for recovery of overhead costs for
research projects funded by foundations. Revenue potential: $30+ million.ASSIGN: VPR
Revenue Enhancement
11 Foreign government collaborations
International colloborations with foreign governments, in the style of SMA, MIT-Portugal, etc. Requirement for a
fixed (say 10%) contribution to the GIB for all such agreements exceeding $10 million/year. Revenue potential:
10's of millions.
ASSIGN: VPR
Revenue Enhancement
12 Transition laboratories
Establish labs and/or teams of faculty and researchers to perform applied research for industry. Primarily
research support, but potential for contribution to GIB in form of fees and royalties. Revenue potential: 10's of
millions.
ASSIGN: VPR
Revenue Enhancement
13Expansion of Office of Corporate
Relations/Industrial Liaison Program
Increase the number of officers by 5 to expand ILP member portfolio by 50 to 230-240 companies to increase
fees, research, and gifts, plus corporate development for major MIT initiatives. Revenue potential: $6 million.ASSIGN: VPRD
Revenue Enhancement
Issue Based Groups and Individual
Donors
Revenue Enhancement
14 MIT research multiplier fund
Contributions from individual and corporate donors to match additional funds from private foundation, supporting
research, educational projects and other worthwhile initiaitives at MIT. Potential for reduction of unrestricted gifts
to MIT. Revenue potential: $25 million.
ASSIGN: VPRD
Revenue Enhancement
15Expansion of the resource development
program
MIT's resource development is efficient but has significantly less staff than peer institutions. Officers currently
manage 4,200 prospects, but the Institute has the potential to engage some 3,200 already identified additional
major and principal gift prospects. Revenue potential: $180 million per yea above current levels.
ASSIGN: VPRD
Revenue Enhancement
16Expansion of acceptable gift planning
vehicles
Generate incremental revenue by expanding its gift planning marketing efforts and gift acceptance policies to
include additional instruments, e.g. charitable lead trusts, pooled income funds, and retained life estate gifts of
real estate. Revenue potential greater than $10 million.
ASSIGN: VPRD
Revenue Enhancement17 Market the MIT brand
Devise a business model to vend Institute merchandise cost-effectively to specfic, targeted markets. Revenue
potential: $1-5 million.ASSIGN: PROVOST
Revenue Enhancement18
Forge high-return alumni connections:
"William Barton Rogers Visitorships"
A visitorship for distinguished alumni, who, in conjunction with a signficant gift on the order of $150,000 would
come to the MIT campus for an academic year. Revenue potential: $2 million.ASSIGN: AA
Revenue Enhancement Exploiting Physical Assets
Revenue Enhancement
19 Maximize use of MIT owned real estate
Attract developer to build conference center (with hotel, retail space, and renovated MIT museum) where MIT
provides conference content and outside party runs facility. MIT already has a very capable real estate
development office that is profit driven. Revenue potential: not quantified.
ASSIGN:EVP/MITIMCo
Revenue Enhancement20 Dorm room summer rental
Dorm rooms rented during the summer for academic confernences and other MIT-affiliated events during the
summer. Revenue potential: $0.5 million.ASSIGN: DSL
Revenue Enhancement
21Replace library roaming stacks with new
business model
Phase 1: MIT reinvents "roaming stacks" in libraries by removing them, saving thousands of square feet of prime
real estate for more productive purposes (including moving high-rent MIT offices onto campus). Revenue
potential: $0.5 million.
Phase 2: MIT and its partners change the library book delivery business model into a for-profit national
company. This company is the first of several delivering routine services to colleges and universities.
Considerable revenue potential not quantified.
ASSIGN: LIBRARIES
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