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                                                               Institute-wide Planning Task Force
                                                            Ideas Presented by the Working Groups
    Working group      Number                     Idea                                                                     Short Description of Idea                                                  Recommended Action
  Academic Education            Accountability and Associated Metrics
                                                                              Academic units to measure and understand the resources utilized to provide education to both graduate and
                         1      Flexible metrics for measuring efficiencies
Academic Education                                                            undergraduate students and draw upon that awareness to identify inefficiencies and adjust resources.                      FORM: TEAM #3
                                                                           Academic units to measure and make transparent faculty teaching loads to ensure that teaching loads are fairly
                         2      Improve understanding of faculty workloads
Academic Education                                                         distributed and balanced with non-faculty teaching staff.                                                                    FORM: TEAM #3
                                                                              Deans to begin an assessment of their various programs for continued relevance, quality and importance to the
                         3      Program evaluation
Academic Education                                                            overall profile of the School.                                                                                            FORM: TEAM #3
Academic Education              Higher Impact Action Steps
                                                                              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
                                Increase productive faculty/student           (221 classes with less than 9 students per class). 3.Expectations of TA's is inconsistent across MIT. 4. TAs
                         4                                                                                                                                                                             ASSIGN: PROVOST
                                educational interactions                      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
Academic Education                                                            subject offering.
                                Develop summer classes for GIRs and other
                         5                                                Use capacity of educational plant during idle period to increase revenue - This idea requires further study                    ASSIGN: DUE
Academic Education              courses
                                                                              Increase the number of undergraduates by 10%, from about 4,200 to 4,600. Idea requires further study of
                         6      Increase undergraduate enrollment             impact, including housing analysis and financial aid impacts. The assumption is that the incremental teaching              ASSIGN: EMG
Academic Education                                                            costs from additional students is very low for many subjects and for many departments.
                                                                              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
                         7      Soften faculty salaries                                                                                                                                                  ASSIGN: VPR
                                                                              discretionary fund.
                                                                              c. Explore possibility of "returning" to faculty some portion of overhead funds collected on research beyond a
Academic Education                                                            certain volume threshold.
                                                                              Consider a reduction in the academic year tuition subsidy from the GIB from 50% to 45% (i.e., 55% paid from
                         8      Change RA tuition subsidy                                                                                                                                                ASSIGN: VPR
Academic Education                                                            grants). Further study is required as to the desirable size of the graduate student and post doc population.
                                                                              There are approximately 375 endowed faculty chairs. Idea is to more tighly manage the funds provided to the
                                Cap balances in faculty discretionary
                         9                                                    chair holders as annual scholarly allowances by considering a reduction in the annual allowance and not                  NOT AT THIS TIME
                                accounts
Academic Education                                                            allowing more than two years' allowance to be held in discretionary accounts.
                                                                              Move add- and drop-date earlier in the term or have them coincide on the same day to reduce fluctuation in
                         10     Change drop/add dates                                                                                                                                                    ASSIGN: DUE
Academic Education                                                            class size during the term and resulting additional costs.
                                                                              a. Freeze salaries or give a lower than usual increase for one or more years.
                         11     Modify faculty compensation                   b. Consider discontinuing contributions to retirement accounts after a certain age, perhaps tied to Social               ASSIGN: PROVOST
Academic Education                                                            Security eligibility.
                                                                              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
                         12     TA Cost Abatement                             using teaching staff across the Institute..                                                                                ASSIGN: DGE
                                                                              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
Academic Education                                                            in lieu of pay.
Academic Education              Lower Impact Action Steps
                                                                              a. Offer excess capacity in existing undergraduate class to the general public for a fee on a term-by-term basis.
                         13     Increase number of special students                                                                                                                                     FORM: TEAM #2
Academic Education                                                            b. Require visiting students who attend classes to pay.




                                                                                                          Ideas                                                                                                           1
                                                         Institute-wide Planning Task Force
                                                      Ideas Presented by the Working Groups
                                                                     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
                     14   Eliminate Athena clusters                                                                                                                                        ASSIGN: DUE/IS&T
                                                                     peak times of semester. Further study is required on how students and faculty actually use the Athena clusters
Academic Education                                                   before any drastic action is taken to close any of the heavily used clusters.
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
                                                                     Migrate all departments to graduate admissions system owned and maintained by EECS to streamline IT
                     16   Centralize graduate admissions                                                                                                                                     ASSIGN: DGE
Academic Education                                                   support and reduce the overall cost of maintenance.
                                                                     MIT currently provides three alternative teaching models for freshman: the Experimental Studies Group (ESG),
                                                                     Concourse, and Terrascope. Institutionalize these programs and create savings by:
                          Reduce costs for alternative freshman
                     17                                              a. decreasing the number of Science instructors associated with ESG and Concourse by approximately 50%                  ASSIGN: DUE
                          programs
                                                                     and substitute with faculty, making ESG/Concourse part of the normal departmental assignments
Academic Education                                                   b. consider disbanding Terrascope or integrating it with other alternate freshman programs or departments
                                                                     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
                     18   Enhance professional education             beneficiaries of the revenue coming in from the Professional Education programs are the faculty instructors.           FORM: TEAM #2
                                                                     Idea is to expand professional masters programs and professional courses to leverage the MIT brand and target
Academic Education                                                   students who would pay full tuition to the Institute. This idea requires further study.
Academic Education        Other Strategic Studies
                                                                     The work of the Task Force has shed new light on the activities of the Insitute and generated insights for how
                          Study and understand graduate education    new efficiencies can be realized. However, this process has also raised new questions that require more time to
                     19                                                                                                                                                                     FORM: TEAM #3
                          model                                      answer. The idea is to research and model the finances and processes of the Institute to gain a better systems-
Academic Education                                                   level understanding of how MIT actually works.
                                                                     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
                     20   Study impacts of graduate financing plan                                                                                                                           ASSIGN: DGE
                                                                     beyond the first year and optimally for four or five years, contingent on the student making good progress,
Academic Education                                                   possibly resulting in a smaller number of stronger and better supported students.
                                                                     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
                     21   Right-sizing the graduate population       assistantships (RAs) of the Ivy-Plus Group. The idea is to understand the marginal cost of a graduate student           ASSIGN: DGE
                                                                     for different types of students (e.g., Ph.Ds, S.M.s, M.Engs, and MBAs) that have different costs and revenues
Academic Education                                                   associated with them to understand the true costs of providing graduate education.
                                                                     Research the feasibility of reducing Ph.D. time-to-completion, as well as mechanisms/incentives for achieving
                     22   Study impacts of time-to-completion                                                                                                                                ASSIGN: DGE
Academic Education                                                   reduction; study outlying students.
                                                                     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:
                     23   Manage faculty positions better                                                                                                                                  ASSIGN: PROVOST
                                                                     a. Deans to take a more active approach in managing unfilled faculty slots and GIB budget allocations each
                                                                     year, allowing Schools to evolve strategically.
Academic Education                                                   b. Reduce the number of unfilled positions

                                                                     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:
                          Eliminate the physical education           a. Similar to TAs, using exemplary undergraduate athletes as PE instructors
                     24                                                                                                                                                                      ASSIGN: DUE
                          requirement (alternate models)             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
Academic Education                                                   e. Using life-guard/CPR certified students who earn PE credits as swimming instructors
Academic Research         Laboratories and Centers




                                                                                                Ideas                                                                                                         2
                                                      Institute-wide Planning Task Force
                                                   Ideas Presented by the Working Groups
                                                                       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
                    1   Consolidation of smaller labs and centers                                                                                                                              FORM: TEAM #3
                                                                       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
Academic Research                                                      directors, assistant and associate directors, and administrative staff for labs and centers.

                                                                       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
                    2   Sharing of Lab/Center Infrastructure           having fewer staff and fewer facilities and systems to maintain.                                                         ASSIGN: VPR
                                                                       Extending this idea to encourage new faculty to use existing specialized facilities or upgrading such facilities to
Academic Research                                                      meet their needs may also reduce the need for large start-up packages for new faculty.

                                                                       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:
                        Re-evaluation of criteria for MIT support to   a. Reevaluate support provided to labs and centers to maximize value of direct support
                    3                                                                                                                                                                          FORM: TEAM #3
                        Labs and Centers                               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
Academic Research                                                      department funds

                                                                       Current formula for distributing income from intellectual property (IP) very roughly is 1/3 each to the Institute; to
                        Re-evaluation of intellectual property and     the department, lab, or center; and to the individual inventor.
                    4                                                                                                                                                                           ASSIGN: VPR
                        royalty distribution                           Idea is to leave apportionment to inventors at 1/3, re-allocate MIT apportionment between GIB and department
Academic Research                                                      relative to inputs of money and effort with creating the IP.
Academic Research       Research Administration
                                                                       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
                        Post award administration - financial
                                                                       regular reporting of forecasted results.
                    5   reporting and forecasting sharing of                                                                                                                                    ASSIGN: VPR
                                                                       This type of tool is currently under development through sponsorship of the Office of the VP for Research. Idea
                        Lab/Center infrastructure
                                                                       is to fast-track the effort to accelerate realization of efficiencies.
Academic Research
                                                                       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:
                        Standardize sponsored research proposal        a. Developing a single proposal preparation process that incorporates best practices for consistently preparing
                    6                                                                                                                                                                          ASSIGN: RACC
                        process                                        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
Academic Research                                                      d. Developing and delivering training to all individuals in the process

                                                                       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
                        Research administration training for faculty   processes that differ across the Insitute.
                    7                                                                                                                                                                          ASSIGN: RACC
                        and staff                                      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
Academic Research                                                      This idea builds upon the RAII recommendations.




                                                                                                   Ideas                                                                                                       3
                                                        Institute-wide Planning Task Force
                                                     Ideas Presented by the Working Groups

                                                                     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
                    8    Review staffing of Units                    b. Develop standard practices and expectations for all of MIT's research administration staff and implement a            ASSIGN: RACC
                                                                     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
Academic Research
                                                                     Industrial research volume was $200 million in FY 08 and growing. Grow revenue by developing a separate
                         Enact efficient procedures for industrial   process for negotiating industrial research contracts with strict timelines to meet the higher level of
                    9                                                                                                                                                                         ASSIGN: RACC
                         research contracts                          responsiveness required to win and that is flexible to the different negotiation approaches and interests of the
Academic Research                                                    partners.
                                                                     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
                    10   Project managers for PIs                    devoted to active research by hiring and sharing project managers amongst several PIs to assist with the                 ASSIGN: RACC
                                                                     adminstrative and compliance aspects of monitoring sponsored research activities. Pilot in one school and DLC
Academic Research                                                    to determine viability across campus.
Academic Research        Research Infrastructure
                         Reduce or eliminate commodities             Require the "hidden" costs of space and utility usage to be included in an assessment of the cost of producing
                    11   (cconsumables) supplied by internal         commodities in campus facilties relative to outside suppliers. Perform this analysis for one laboratory as an            ASSIGN: VPR
Academic Research        providers                                   example and expand analysis as appropriate.
                                                                     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
                         Consolidation or termination of some
                    12                                               economics (including energy costs and space) and determine which facilities are cost effective and fit to Institute     FORM: TEAM #3
                         service facilities
                                                                     needs. Consider phasing out or consolidating some facilities that are not cost effective and do not have a
Academic Research                                                    mission critical to the research program.
                                                                     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
                    13   Implement shared equipmentpool              be useful to other groups. Present equipment purchase levels indicate that about $5 million in equipment per             ASSIGN: VPR
                                                                     year might be resuable. Idea is to create a point system to encourage groups to make their surplus equipment
Academic Research                                                    available that can be used towards the cost of borrowing equipment from the pool.
                         Evaluation of research-library journal      Part of the F&A recovery supports the use of the libraries by the research community. Replace hard-cover
                    14                                                                                                                                                                      ASSIGN: LIBRARIES
Academic Research        subscriptions and conference proceedings    subscriptions to research journals and conference proceedings with on-line versions.
                                                                     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
                    15   Web inventory of service centers                                                                                                                                     ASSIGN: VPR
                                                                     utilization of these capabilities by creating a web inventory of the service centers to help the entire MIT research
Academic Research                                                    community understand what exists.
                                                                     Allow service centers to amortize the purchase cost of equipment to shift costs from Institute funds to sponsored
                    16   Amortization of service center equipment    research funds. The current policy only allows service centers to replace equipment with funds from a pool               ASSIGN: VPR
Academic Research                                                    adminstered by the VP for Research.
                                                                     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
                    17   Lab equipment "time share" system                                                                                                                                    ASSIGN: VPR
                                                                     year and save space, energy and maintenance costs. Create a web-based inventory of eqipment for temporary
Academic Research                                                    transfer or shared use.
Academic Research        Research Personnel




                                                                                                 Ideas                                                                                                          4
                                                        Institute-wide Planning Task Force
                                                     Ideas Presented by the Working Groups
                                                                       In 2008, faculty AY salaries totaled $128 million -- 73% or $94 million was paid by GIB. Every 1% shift to
                    18   Charge academic year salary to grants         research saves the Institute about $1.6 million, including benefits. Idea is to share the savings between the GIB       ASSIGN: VPR
Academic Research                                                      and department funds.
                                                                       The idea is to identify incentives that will encourage people to retire at predictable milestones.
                                                                       Ideas include:
                    19   Incentives for retirement                     a. Making the current program to incent retirement a bit more generous                                                NOT AT THIS TIME
                                                                       b. Stopping MIT 401k contributions when employees reach a certain age
Academic Research                                                      c. Replacing lifetime tenure with a long-term contract
                                                                       Senior and principal research associates currently are given enhanced severance benefits beyond what is
                         Termination policy for Senior and Principal   offered to other MIT employees, usually 1-3 years of notice prior to lay-off, as opposed to a termination period
                    20                                                                                                                                                                         ASSIGN: VPR
                         Research Associates                           based on the number of years of service. Idea is to eliminate this for new hires and make it consistent with
Academic Research                                                      general MIT policy.
                                                                       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
                    21   Mentoring for Postdocs                        think of their employment as a temporary position that should be followed by employment in a different category,        ASSIGN: VPR
                                                                       either at MIT or elsewhere. NSF is now requiring mentoring plans for postdocs, and it is likely that other funding
Academic Research                                                      agencies will follow suit.
                                                                       Decisions about the levels of increases for both adminstrative and technical staff could be made centrally within
                    22   Consolidation of salary decisions                                                                                                                                     ASSIGN: VPR
Academic Research                                                      large units. This is unlikely to produce savings, but it could correct an inequities.
Academic Space           Overarching Ideas and Principles
                                                                       In this way, investments in addressing deferred maintenance and other actions that require near-term
                         MIT's physical infrastructure should be
                    1                                                  investments but accrue benefits over a long time can be appropriately compared to alternative investment                ASSIGN: EVP
                         recognized as part of the endowment
Academic Space                                                         options.
                                                                       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
                    2    Invest in preventative maintenance            increases campus energy use. Idea is to identify priorities and structure a program of capital investment to            ASSIGN: EVP
                                                                       accelerate capital renewal and address the Institute's deferred maintenance. The goal is to bring existing
Academic Space                                                         facilities to a level of physical condition that can be sustained by routine maintenance.
                                                                 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
                         Endow maintenance and energy costs when
                    3                                            costs, rather than long term costs -- in some cases driving us away from lower-cost, more energy efficient                    ASSIGN: EVP
                         fund-raising for new buildings
                                                                 options. The Institute should consider "endowing" maintenance and energy costs when fund-raising for new
Academic Space                                                   buildings or major renovations.

                                                                   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,
                         Adopt a stronger cost-based and schedule-
                                                                   there are examples of capital projects (e.g., Simmons Hall and Stata) that adopted more of an "institutional
                    4    based approach to capital and major                                                                                                                                 ASSIGN: AP Space
                                                                   philosophy" (budget and schedule typically increase over time, unique, specialized, purpose-built designs, and
                         renovation projects
                                                                   typically higher costs per square foot -- both initial costs and long term costs). For future investments, MIT
Academic Space                                                     should carefully consider the objectives of the projects in this context.
                                                                        MIT should look for economies of scale, both in terms of back-filling opportunities when space is relinquished
                         Economies of scale, bundling of
                    5                                                   bundling of renovations, and co-location of like functions (computer clusters, wet labs, etc.) Much of what is       ASSIGN: AP Space
                         renovations, and co-location of like functions
Academic Space                                                          done today is fractured, and this leads to additional costs and inefficient usage.
                                                                       MIT should design for modularity and flexibility to the extent possible. Often this will lead to suboptimal
                    6    Design for modularity and flexibility         performance for an initial user, but over the longer term, the benefits can be significant in terms of enabling the     ASSIGN: DoF
Academic Space                                                         more effecitive use of space.
                                                                       Collectively the MIT community should better understand space usage. Regular accounting of space usage and
                    7    Better understanding space usage              transparent public reporting of space usage will help identify opportunities for, and provide incentives for, more    FORM: TEAM #3
Academic Space                                                         efficient usage.




                                                                                                   Ideas                                                                                                        5
                                                     Institute-wide Planning Task Force
                                                  Ideas Presented by the Working Groups
                                                                     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
                 8    Establish a space "bill of rights"             and standards for both space usage and also renovation and capital project costs. Best practices should be             FORM: TEAM #3
                                                                     shared among DLCs, ultimately leading to the development of Institute-level recommended practices for space
Academic Space                                                       planning and allocation within DLCs.
                                                                     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
                 9    Accelerate space decision-making                                                                                                                                      ASSIGN: AP Space
                                                                     do not have confidence in the system of space planning (e.g., they are afraid to give up space, because they
Academic Space                                                       won't get new space if they need it in the future).

                                                                 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
                      Creating a space economy and incentives to a space management process. The Space Working Group suggests that establishing a method for tracking
                 10                                                                                                                                                                         FORM: TEAM #3
                      drive behavior and efficiency              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
Academic Space                                                   may be best accomplished by developing a new financial model for DLCs, potentially involving space charges.
Academic Space        Renovations and Deferred Maintenance
                                                                     Establish memoranda of understanding for all renovation projects to drive better behavior in limiting project
                      Establish memoranda of understanding for       scope creep. Create a process to develop a detailed project scope at project outset, to obtain buy-in from all
                 11                                                                                                                                                                           ASSIGN: DoF
                      renovation projects                            involved parties, and track all scope changes in the same way that construction changes are tracked by change
Academic Space                                                       orders to avoid budget overruns and misaligned expectations.
                                                                     Improve the cost effectiveness of renovations by mimimizing the number of room-by-room renovations, This
                 12   Whole-building or large-scale renovations      requires an investment in swing space and other approaches to address funding and management of competing              ASSIGN: AP Space
Academic Space                                                       urgent needs.
                                                                     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
                 13   Project bundling to reduce costs                                                                                                                                        ASSIGN: DoF
                                                                     multiple projects. Savings could also be achieved through sharing or bundling project management, architectural
Academic Space                                                       services and contractor supervision costs.
                                                                 MIT has a number of buildings designated as "soft" buildings, which are in very poor condition and/or occupy
                      Raze structures to stop annual maintenance
                 14                                              future sites for campus development that may be better off demolished than occupied and maintained. Requires                 ASSIGN: DoF
                      and utilities expense
Academic Space                                                   a case-by-case analysis.
Academic Space        Space Utilization and Allocation
                                                                     MIT pays about $5.2 million annually to lease about 95,000 nasf of research and administrative space. Consider
                 15   Reduce MIT's lease expenses                    relocating these spatial needs to MIT-owned property, recognizing that this requires a one-time                        ASSIGN: AP Space
Academic Space                                                       renovation/moving expense and a continued lease expense. Address leases that have no exit strategy.
                                                                     Pool C real estate has strategic value for future campus growth, but is currently owned as investment properties.
                 16   Decrease or eliminate Pool C real estate                                                                                                                              ASSIGN: AP Space
Academic Space                                                       The handling of this class of properties should be systematically re-evaluated.
                                                                     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
                 17   Reduce or charge for storage space                                                                                                                                      ASSIGN: DoF
                                                                     reduce the approximately $5.2 million annually spent on leased space and the significant maintenance and
Academic Space                                                       energy costs for buildings that are old and suited to be razed.
Academic Space        Operations and Maintenance
                                                                     MIT generates its own electrical and thermal power. Operations involves a complicated optimization process.
                 18   Dispatch for utilities operations              Outsourcing assistance to optimize the proper mix of boilers, chillers, etc., for a given day is recommended.            ASSIGN: DoF
Academic Space                                                       Based on a dispatch simulation from one vendor, the savings to MIT, net of fees, is estimated at $1.5 million.




                                                                                                 Ideas                                                                                                         6
                                                           Institute-wide Planning Task Force
                                                        Ideas Presented by the Working Groups
                                                                        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
                       19   Vehicle fleet purchase and maintenance                                                                                                                                 ASSIGN: DoF
                                                                        be obtained with the creation of a policy that leverages MIT purchasing power and capabilities and targeted
Academic Space                                                          vendor services.
                            Energy savings through efficient fume-hood MIT has over 1100 fume hoods, which require significant energy. Savings can be obtained by reducing the
                       20                                                                                                                                                                          ASSIGN: DoF
Academic Space              management                                 working height of fume hoods and reducing the face velocity, as well as shutting them off when not in use.
Administrative Admin
                            Creating a Digital MIT
Processes
                                                                        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,
                       1    Modernization of the MIT travel system                                                                                                                                 ASSIGN: VPF
Administrative Admin                                                    post-trip expense reporting and reimbursement for out-of-pocket expenses and would better serve MIT travelers
Processes                                                               and realize efficiencies.
                                                                        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
                       2    Buy-pay process and electronic tools                                                                                                                                   ASSIGN: VPF
                                                                        electronic procurement and payables tools could be achieved in part by raising the per-transaction and monthly
Administrative Admin                                                    spending limits on P-cards and by increasing the number of eCat vendors from 24 to 45. Establishing new
Processes                                                               programs will also increase usage.

                                                                        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;
                       3    Budgeting                                                                                                                                                              ASSIGN: VPF
                                                                        develop a secure repository for financial statements; and consider elminating budget authorizations distribution.
Administrative Admin                                                    Streamlining the budget process would result in efficiencies, while also improving financial planning and
Processes                                                               reporting.
                                                                        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
                       4    Reporting and forecasting                                                                                                                                              ASSIGN: VPR
Administrative Admin                                                    solution is to provide a web-based platform for reporting and financial forecasting to achieive efficiencies,
Processes                                                               enhanced compliance monitoring, improved forecasting, and time savings across the Institute.
                                                                        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.
                       5    Research proposal submissions               Envisioned solution is to develop a common set of tools, templates, and practices for proposal submissions and            ASSIGN: RACC
Administrative Admin                                                    increase training of DLC administrators which will increase the accuracy of research proposals, minimize staff
Processes                                                               time devoted to correcting errors, and reveal major policy and logistical ramifications of proposals
                                                                        Current manual system processes approximately 10,000 transactions annually. The system entails re-keying
Administrative Admin   6    HR/Payroll transaction processing           and instances of hand-carrying hard copy forms. Envisioned solution is to implement an automated process                   ASSIGN: VPF
Processes                                                               through SAPWeb, achieiving greater efficiency and accuracy
                                                                        Currently payroll stubs are generated and mailed manually to on-campus and off-campus locations. Envisioned
Administrative Admin   7    Electronic pay stubs and W-2 forms          solution is to implement an electronic e-pay stub solution that provides individuals with access to a secure site to       ASSIGN: VPF
Processes                                                               view pay stubs on demand or alternatively "pushes" pay stubs to pay recipients in a secure manner.
                                                                        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
                       8    Next generation student systems             solution is a series of projects billed as NGS3 that aim to use current technology to automate manual business         ASSIGN: DUE/DGE/IS&T
Administrative Admin                                                    processes, support business process design efforts in more than 100 functional areas, and improve services to
Processes                                                               students, faculty and staff.
                                                                        Currently, different admissions processes are in place across the Institute. Some are paperless; others are
Administrative Admin   9    Graduate student admissions                 paper based. Envisioned solution is to implement an MIT-developed paperless online graduate admissions                     ASSIGN: DGE
Processes                                                               system through which applicants apply, MIT evaluations are conducted, and decisions are made collaboratively.




                                                                                                   Ideas                                                                                                          7
                                                                 Institute-wide Planning Task Force
                                                              Ideas Presented by the Working Groups
                                                                              Currently, any MIT organization can print materials and request distribution by MIT Mail Services.Envisioned
Administrative Admin         10   Stop or reduce campus bulk mailings         solution is to set up a system to either stop printing of campus mailing or have opt-in options to current paper          FORM: TEAM #4
Processes                                                                     mailings.
                                                                              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
                             11   Document retention and ownership                                                                                                                                      FORM: TEAM #4
Administrative Admin                                                          adopt comprehensive Institute record retention policies for all records. Establish a database so records can be
Processes                                                                     easily accessed. Provide for electronic document management sysytems.
Administrative Admin
                                  Other processes for further evaluation
Processes
                                                                            In FY 2008, $5.5 M was spent on overtime pay across campus, excluding Lincoln Lab. Envisioned solution is to
                                  Innovative scheduling to minimize premium adjust methods for assigning work. One option is to create pools of on-call, part-time employees to fill needed
                             12                                                                                                                                                                         ASSIGN: HR/DoF
Administrative Admin              pay                                       gaps. Efforts to increase staff management flexibility will enable us to better align requirements with staff
Processes                                                                   schedules.
                                                                              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
                             13   Faculty search                                                                                                                                                       ASSIGN: PROVOST
Administrative Admin                                                          to develop a single online system to support the faculty search process and identify opportunities for
Processes                                                                     coordination and savings related to advertising.
                                                                              Currently, DLCs use HR Staffing Services for only 25% of the 1,100 searches each year for non-faculty
Administrative Admin         14   Nonfaculty recruiting and search            positions. Envisioned solution is to encourage greater use of HR Staffing Services by DLCs seeking to fill non-           ASSIGN: VPHR
Processes                                                                     faculty positions.
                                                                              Currently, departments are responsible for tracking vacation time accrued and used for non-sponsored exempt
                                  Vacation tracker for nonsponsored exempt    staff members locally. At termination, vacation balances are reported to Payroll for payout. Envisioned solution
                             15                                                                                                                                                                         ASSIGN: VPHR
Administrative Admin              staff                                       is to implement a SAPWeb-based centralized vacation tracker for all exempt staff, based on the system
Processes                                                                     currently being implemented for sponsored-research staff.
                                                                              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
                             16   In-house services versus outsourcing        staffing. Envisioned solution is to require an in-house proposal when issuing a request for proposal (RFP) for             ASSIGN:DoF
Administrative Admin                                                          contracted services in situations where the services are envisioned to be continual. The in-house competitive bid
Processes                                                                     can help insure that procurement decisions are made with all options available.
                                                                              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
                             17   Shuttle services                            solution is to reduce potential redundancy of routes (both within Shuttle Service and the MBTA), reduce                    ASSIGN:DoF
Administrative Admin                                                          frequencies, increase fee-based service for non-core routes, and increase frequency of community members
Processes                                                                     choosing healthier options.
                                                                              Currently, there is a manual, paper-driven process for requesting and issuing the roughly 4,700 keys requested
Administrative Admin         18   Key request process                         each year.The process sometimes requires multiple visits by requestosr before keys are available. Envisioned               ASSIGN:DoF
Processes                                                                     solution is to automate a process through SAPWeb for requesting keys.
                                                                              Currently, there are various scheduling processes involving faculty, students,and administrators. Event
Administrative Admin         19   Room scheduling and events registration     registration is a manual, decentralized process. Envisioned solution is to implement a central tool for room             NOT AT THIS TIME
Processes                                                                     scheduling and event management across the Institute.
                                                                              This is a short-term opportunity to reduce costs. If continued over a longer period of time, it would compromise
                             1    Moderate salary increases                                                                                                                                            ASSIGN: PROVOST
Administrative HR/Benefits                                                    MIT's competitive position

                                  Health Plan for Active Employees
Administrative HR/Benefits
                                                                              Currently, there is no co-pay. Recommendation is based on a copay for same visit type in commercial plan.
                                  Add copay for services received at MIT
                             2                                                Change will be needed to comply with Mental Health Parity Act (effective 1/1/2010). The savings potential is              ASSIGN: VPHR
                                  Medical facility
Administrative HR/Benefits                                                    estimated at $600,000 per year, based on 60,000 visits at $10 copay.




                                                                                                          Ideas                                                                                                           8
                                                                  Institute-wide Planning Task Force
                                                               Ideas Presented by the Working Groups
                                  Consolidate current plan offerings to one
                                                                                    Redesign current healthcare program to consolidate current plan offerings to one multiple tier offering with all
                             3    multiple tier offering with all insured risk in                                                                                                                       ASSIGN: VPHR
                                                                                    insured risk in one pool. Estimated annual savings potential is $200,000.
Administrative HR/Benefits        single pool
                                                                                    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
                             4    Leverage excess capacity at MIT Medical                                                                                                                               ASSIGN: VPHR
                                                                                    these services at a lower cost than the commercial plan networks. Services include mammograms, EKG, stress
Administrative HR/Benefits                                                          tests, and routine lab panels. The estimated annual savings potential in combination with #5 below is $500,000.
                                                                                    Charge differing copays for radiological services based on "preferred" provider selection would guide employees
                                  Incent employees to use lower cost
                             5                                                      and medical providers toward more efficient facilities. Estimated annual savings potential in combination with #4   ASSIGN: VPHR
                                  providers for radiological services
Administrative HR/Benefits                                                          above is $500,000.
                                  Leverage MIT Medical covered population in
                             6    annual rate negotiation with Blue Cross Blue This would lower administrative costs. The estimated annual savings potential is $25,000-$50,000                         ASSIGN: VPHR
Administrative HR/Benefits        Shield
                                  Reduce rate of growth for prescription            Access discounting available through MIT Medical and continue to add management features available through
                             7                                                                                                                                                                          ASSIGN: VPHR
Administrative HR/Benefits        medication expense in healthcare program          Express Scripts. Estimated savings potential: $250,000.
                                                                                    MIT currently covers approximately 70 divorced spouses, with 34 divorced spouses enrolled in family or
                                  Eliminate MIT paid spousal subsidy for            employee & spouse coverage. Current procedure is to allow an employee to keep a divorced spouse in the
                             8                                                                                                                                                                          ASSIGN: VPHR
                                  employees covering a divorced spouse              family unit until either the employee or ex-spouse remarries. Estimated annual savings potential is $120,000-
Administrative HR/Benefits                                                          $200,000.
                                                                               Revisit current cost-sharing formula and determine whether savings from other program recommendations can
                                  Revisit and reaffirm cost-sharing formula or
                             9                                                 be used to offset expense of MIT contribution increase. This moves MIT's active healthcare program to a more             ASSIGN: VPHR
                                  modify
Administrative HR/Benefits                                                     competitive position with our peer comparison group. Cost TBD based on contribution sharing formula selected.

                                  Health Plan for Retirees
Administrative HR/Benefits
                                                                                    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
                                  Change reimbursement strategy for
                             10                                                     amount that is eligible for Medicare but is not paid by Medicare. On a $200 expense, this method would require      ASSIGN: VPHR
                                  Medicare eligible retirees on Medex
                                                                                    retirees to pay $4. Estimated savings: $1.5 million annual savings, $16 million FASB 106 funding liability
Administrative HR/Benefits                                                          decrease recognized over 4 years.
                                  Implement new cost-sharing formula for            This eliminates complex, service-based calculation. Idea is to freeze MIT's contribution at retirement and lower
                             11                                                                                                                                                                         ASSIGN: VPHR
Administrative HR/Benefits        retiree healthcare program                        spouse's subsidy to 50% of retiree's subsidy.
                                   Health coverage for retirees with 5-10 years Allow employees who retire with between 5 and 10 years of service to purchase retiree health coverage by
                             12                                                                                                                                                                         ASSIGN: VPHR
Administrative HR/Benefits        of servuce                                    paying the full cost. Provides access to coverage and is cost neutral.
                                  Eliminate MIT paid life insurance that
                             13                                                     Eliminate MIT paid life insurance that follows employees into retirement                                            ASSIGN: VPHR
Administrative HR/Benefits        follows employees into retirement

                                  Retirement
Administrative HR/Benefits
                                  Revise 401(k) plan to change current match Reduce MIT's matching contribution to the 401(k) plan from 5% to 4% -- match 100% of the first 3% contributed
                             14                                                                                                                                                                         ASSIGN: VPHR
Administrative HR/Benefits        to a discretionary match.                  by employees and 50% of the next 2% contributed by employees.
                                                                                    The qualified spousal benefit is a death benefit to a surviving spouse above and beyond that provided by a joint
                             15   Freeze qualified spousal benefit                                                                                                                                      ASSIGN: VPHR
Administrative HR/Benefits                                                          and survivor payment option.
                                                                                    Currently, employees who become disabled and qualify for MIT's long-term disability coverage continue to
                             16   Eliminate pension disability benefits                                                                                                                                 ASSIGN: VPHR
Administrative HR/Benefits                                                          accrue benefits in the basic pension plan untl they are 65.
                                  Change actuarial methodology used to
                             17                                                     Method currently in use provides very generous benefit accrual after attaining age 65.                              ASSIGN: VPHR
Administrative HR/Benefits        accrue benefits after 65

                             18   Cap service for pension formula                   Cap service for pension formula                                                                                     ASSIGN: VPHR
Administrative HR/Benefits




                                                                                                               Ideas                                                                                                   9
                                                                 Institute-wide Planning Task Force
                                                              Ideas Presented by the Working Groups
                                  Change cash balance plan interest rate
                             19                                                  Change cash balance plan interest rate credit                                                                    ASSIGN: VPHR
Administrative HR/Benefits        credit
                                  Effective for new hires on or after
                             20                                                  Implement for employees hired on or after 1/1/2010.                                                              ASSIGN: VPHR
Administrative HR/Benefits        01/01/2010, eliminate formula benefit
                                  Effective for new hires on or after
                             21   01/01/2010, reinstall 3-year vesting           Implement for employees hired on or after 1/1/2010.                                                              ASSIGN: VPHR
Administrative HR/Benefits        requirement
                                  Freeze formula benefit accruals (defined
                             22   benefit formula) for all participants effective Implement for all current participants effective 7/1/2010.                                                      ASSIGN: VPHR
Administrative HR/Benefits        7/1/2010
                                  Reduce cost volatility by changing
                             23   investment strategy in defined benefit (DB)    Reduce cost volatility by changing investment strategy in DB plan                                                ASSIGN: VPHR
Administrative HR/Benefits        plan

                             24   Eliminate supplemental pension accruals        Impacts individuals making more than $230,000.                                                                   ASSIGN: VPHR
Administrative HR/Benefits

                                  Paid Time Off
Administrative HR/Benefits
                                  Eliminate 5th week vacation accrual in 10th
                             25                                               Eliminate 5th week vacation accrual in 10th year of service                                                         ASSIGN: VPHR
Administrative HR/Benefits        year of service
                                  Implement formal tracking system for           Savings potential through improved level of accountability and verified account balances for payout at
                             26                                                                                                                                                                   ASSIGN: VPHR
Administrative HR/Benefits        administrative use of vacation time            termination.
                                  Accrual of sick time for Support and Service Change method of accrual of sick time for Support and Service staff from annual accrual based on anniversary
                             27                                                                                                                                                                   ASSIGN: VPHR
Administrative HR/Benefits        staff                                        date, to monthly accrual. Savings potential through improved level of accountability.
                                                                                 Change practice for maximum absence under Extended Sick Leave (ESL) policy so that employees are no
                             28   Extended Sick Leave (ESL) policy                                                                                                                                ASSIGN: VPHR
Administrative HR/Benefits                                                       longer eligible to use an additional 26 weeks of ESL after sick leave accrual is exhausted. Savings TBD
                                                                                 Implement Short Term Disability program that will replace 60% of pay after one week of absence for up to 26
                             29   Implement Short Term Disability program                                                                                                                         ASSIGN: VPHR
Administrative HR/Benefits                                                       weeks, when long term disability becomes available. Savings TBD
                                  Discontinue practice of counting paid time
                             30   off for purposes of calculating overtime       Discontinue practice of counting paid time off for purposes of calculating overtime worked                       ASSIGN: VPHR
Administrative HR/Benefits        worked

                                  Transportation and Parking
Administrative HR/Benefits
                                                                             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
                                  Implement salary-based contribution toward
                             31                                              $3,000 per year. Implement salary-based contribution toward cost of parking on campus, with those making             ASSIGN: VPHR
                                  cost of parking on campus
                                                                             $125,000 and more paying 50% of market rate next year and those making less than $125,000 subject to the
Administrative HR/Benefits                                                   11% increase. Estimated annual savings $500,000.
                                  Temporary Help and Consultants (Joint
Administrative HR/Benefits        with Procurement Task Force)

                                                                                 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
                                  Reduce temporary help and consultant
                             32                                                  spent on outside professional services. a. Negotiate a single vendor management contract with an outside firm   ASSIGN: VPHR/VPF
                                  expense
                                                                                 b. Develop internal systems and management discipline to maximize use of expertise within the MIT workforce
                                                                                 before turning to temporary or consulting services
Administrative HR/Benefits
Administrative                    Procurement - Cross Cutting Process
Procurement                       Improvements




                                                                                                             Ideas                                                                                               10
                                                    Institute-wide Planning Task Force
                                                 Ideas Presented by the Working Groups
Administrative                                                       Currently, there is an over-abundance of choice, which should be reduced in ways that aggregate purchases
                 1    Reduce the number of purchasing choices                                                                                                                             ASSIGN: VPF
Procurement                                                          and thus drive down costs and drive towards sustainability.
                                                                     Currently, many procurement processes are still based on paper requisitions, reimbursement forms, manual
Administrative   2    Automate and streamline key processes          filing and audits, etc. This will not only reduce costs significantly but also enhance the transparency and even     ASSIGN: VPF
Procurement                                                          accuracy of the entire procurement process.
                                                              Currently, many people involved in the ordering of goods or services have never been formally trained in how
                      Educate the community about procurement best to use MIT's electronic catalogues and purchasing cards, how to take advantage of special deals with
                 3                                                                                                                                                                        ASSIGN: VPF
Administrative        processes                               particular vendors, or even how to accurately allocate the correct account number or code for individual
Procurement                                                   purchases. This creates inaccuracies and re-work.
Administrative        Renegotiate and bid out contracts for key
                 4                                                   Develop strong, transparent, long-term relations with a small number of key vendors.                                 ASSIGN: VPF
Procurement           goods and services
                                                                     Examples include reducing small orders, automating processes where ever possible, migrating towards
Administrative   5    Promote sustainable purchasing practices       multifunctional machines, promoting videoconferencing vs. frequent travel, simply reducing the amount of goods       ASSIGN: VPF
Procurement                                                          we consume on campus every day.
Administrative        Ensure that costs savings are not achieved Ensure that costs savings for certain goods and services do not enhance our well-being at the expense of
                 6                                                                                                                                                                      ASSIGN: VPHR/VPF
Procurement           at the expense of others.                  others. Example: temporary workers




                                                                     Develop creative solutions and fair policies for the numerous employees who will be impacted by our proposed
                 7    Develop creative solutions and fair policies                                                                                                                       ASSIGN: VPHR
                                                                     changes (i.e. internal job banks)



Administrative
Procurement
Administrative
                      Procurement - Information Services
Procurement
                                                               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
                      Standardize personal computing purchases
                 8                                             Office software, leverage more time/cost-effective repair and maintenance over the lifecycle of the computer,            ASSIGN: IS&T/VPF
                      on PCs
                                                               and take better advantage of the substantial volume of business transacted with Dell. Estimated potential
Administrative                                                 savings is $800K per year. While Dell is used as the vendor for this example, standardization on other PC
Procurement                                                    vendors should be explored. Opening this service to competition may produce additional savings.

                                                                     Currently, MIT uses a variety of web, audio and video conferencing services for meetings, colloborations,
                      Standardize on a common solution for all       events, and conferences -- requiring coordination and planning.
                 9    web/audio/video conferencing services at       The selection of Webex will allow MIT to leverage the existing community around Webex, establish better            ASSIGN: IS&T/VPF
Administrative        MIT.                                           volume pricing, and centralize our conferencing services with single click web access, without the need for the
Procurement                                                          coordination and planning of today's solutions. Additional data is required to estimate savings.
                                                                     Currently. MIT maintains a significant number of Fax machines simply for occasional use.
                      Reduce the number of fax machines
Administrative   10                                                  Leverage VoIP infrastructure to move stand-alone fax machines to new centralized services that allow members       ASSIGN: IS&T/VPF
                      throughout MIT
Procurement                                                          of the MIT community to send and receive faxes through email.
                                                                     Reduce the amount of customization within the MIT recommended desktop and laptop configurations and also
                      Purchase only MIT recommended desktop
Administrative   11                                                  to reduce the amount of models and choices available in the MIT recommended choices. Savings potential is          ASSIGN: IS&T/VPF
                      and laptop configurations
Procurement                                                          estimated at $1.4 million.




                                                                                                Ideas                                                                                                      11
                                                    Institute-wide Planning Task Force
                                                 Ideas Presented by the Working Groups
                      Change purchasing card rules to make it
Administrative   12   possible to buy computers directly on a       Eliminate time-consuming purchase order requirement.                                                                   ASSIGN:VPF
Procurement           purchasing credit card
Administrative        Examine the impact of the $3,000 capital
                 13                                                 Eliminate incentive to pad purchases with unnecessary products so that item is capitalized instead of expensed.        ASSIGN:VPF
Procurement           equipment rule on computer purchases
Administrative
                      Procurement - Facilities
Procurement
                                                                    Design services on renovation projects represented $6.34 million in FY 2008. Of this amount 61% or $3.9 million
                      Consolidation of design services leading to
Administrative   14                                                 was for repetitive projects that could have benefited from a partnership approach. 43 separate firms worked on         ASSIGN: DoF
                      partnering agreements
Procurement                                                         135 projects in FY 2008.
                                                                   Approximately $15 million of facilites-related purchases, excluding construction, were purchased outside of the
                      Leverage facilities related purchasing power
Administrative   15                                                Department of Facilities, while the Department of Facilities purchased $8 million. Savings potential estimated at       ASSIGN: DoF
                      across departmental boundaries
Procurement                                                        $450K per year.
Administrative        Procurement - Furniture and Laboratory
Procurement           Supplies
Administrative        Combine MIT campus and MIT Lincoln            IN FY 2008, Campus purchased $1.5 million in furniture and Lincoln Lab spent $1.2 million (excluding technical
                 16                                                                                                                                                                        ASSIGN:VPF
Procurement           Laboratory furniture procurement              furniture). Savings potential is estimated at $75K per year.
                                                                    In FY 2008, Campus bought $63,000 of furniture at Office Depot. If the remainder of furniture purchases were
                      Elminate independent buying from Office
Administrative   17                                                 made through Office Depot, MIT could have saved an estimated 10% on those purchases. Estimated potential               ASSIGN:VPF
                      Depot
Procurement                                                         savings is $6K per year
                      Convert lab supply and equipment orders < FY 08 total lab supplies and equipment purchases were $74.37M - $9.1M, spent on 15,176 orders processed
Administrative   18   $5K to eCAT/Sciquest or procurement card via orders with total amounts less than $5K using manual processing. Estimated potential savings is $30k-96K                ASSIGN:VPF
Procurement           transactions                              to GIB, $500K-$1,700K total
Administrative                                                      Rebate was lost by processing orders less than $5K manually.Estimated potential savings is a $75k-$194K
                 19   PCARD/eCAT rebate                                                                                                                                                    ASSIGN:VPF
Procurement                                                         rebate per year GIB.
Administrative        Renegotiate existing lab supply and           VWR has currently offered a one-time $350K rebate to be applied to the Insitute's GIB- one time rebate is
                 20                                                                                                                                                                        ASSIGN:VPF
Procurement           equipement contract with VWR Scientific       estimated savings
                      Create savings by negotiating scientific
                      equipment contracts with suppliers that       The FY 08 GIB spend for lab supplies and equipment was $4.7 million. Nine suppliers exceeded $100,000 in
                 21                                                                                                                                                                        ASSIGN:VPF
Administrative        currently have GIB spend greater than         purchases. Estimated potential savings - TBD.
Procurement           $100K
                      Renegotiate existing Lab Supply contracts
Administrative   22   for Sciquest/ECAT suppliers with high         Three suppliers total $1.5 million. Estimated potential savings - TBD.                                                 ASSIGN:VPF
Procurement           volume
Administrative        Procurement - Administrative Supplies
Procurement           and Travel
Administrative        Use a BanK of America (BOA) travel card       Current practice requires travelers to request an advance or pay out of pocket and seek reimbursement. Use of
                 23                                                                                                                                                                        ASSIGN:VPF
Procurement           with corporate liability                      the credit card for travel will result in rebate income to MIT.
                                                                    Current practice requires travelers to reconcile expenses with manual processes that are paper driven, time
                      Concur expense reporting and online           consuming and challenging to manage -- 31,000 reimbursements are processed each year. On-line booling and
                 24                                                                                                                                                                        ASSIGN:VPF
Administrative        booking (Cliqbook)                            expense reporting would eliminate these manual processes. Estimated potential savings is $85k-$127K per
Procurement                                                         year.
Administrative                                                      Consolidate external travel vendors, introduce a complementary on-line booking system, and consolidate MIT
                 25   Consolidated travel agency model                                                                                                                                     ASSIGN:VPF
Procurement                                                         and Lincoln Lab travel offices.Estimated potential savings is $1 million per year.
                                                                    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
                 26   Direct air and national hotel contracts                                                                                                                              ASSIGN:VPF
Administrative                                                      hotel providers and utilize the MASCO agreement or other if/when they are more favorable.Estimated potential
Procurement                                                         savings is $5.7 m-$7.6 million per year.




                                                                                                Ideas                                                                                                    12
                                                        Institute-wide Planning Task Force
                                                     Ideas Presented by the Working Groups
                                                                        Currently, paper forms are completed to request reimbursement for out-of-pocket expenses for business
Administrative      27   Electronic travel reimbursements               travel.Direct deposit of these reimbursements would replace paper checks generated for this purpose.                      ASSIGN:VPF
Procurement                                                             Estimated potential savings - TBD.
Administrative
                    28   Accelerating Green Procurement @ MIT           Support 100% recycled product purchases.Estimated potential savings - TBD.                                                ASSIGN:VPF
Procurement
                                                                        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,
                    29   Onsite life science operation                                                                                                                                            ASSIGN:VPF
Administrative                                                          streamlining mission critical processes and shrinking the Institute's carbon footprint. Estimated potential savings -
Procurement                                                             TBD.
Administrative
                    30   Airgas proposal                                Extend the existing partnership agreement.Estimated potential savings is $70k-$80K per year.                              ASSIGN:VPF
Procurement
Administrative           Vendor consolidation for clerical temporary    Continuation of vendor consolidation and reducing choice of vendors.Estimated potential savings $600K per
                    31                                                                                                                                                                            ASSIGN:VPF
Procurement              help                                           year
Administrative           Transition from laser jet printers to          Currently there are 751 copiers and 4,220 printers as part of central inventory system - combine with Institute
                    32                                                                                                                                                                            ASSIGN:VPF
Procurement              multifunctional devices                        wide plan to reduce total amount of printing on campus. Estimated potential savings is $3.5 million per year.
                         Office supplies - update core contract list,   The core contract list is for 427 items, which represents 38% of the business. Idea is to update the list to the top
Administrative      33   implement a minimum order value of $50         239 items to achieve a $70,822 product savings by lowering prices on products not previously on the core list.            ASSIGN:VPF
Procurement              and limited view catalog                       Estimated potential savings is $435K per year.
                                                                        Initial term ends 12/31/2009 - recent third party audit states that MIT has highly competitive pricing structure -
Administrative      34   Office supplies - rebid office supplies        but economic conditions may allow further savings.                                                                        ASSIGN:VPF
Procurement                                                             Estimated potential savings - TBD.
                                                                        Procurement processes 125,000 purchase orders on a yearly basis, over 46,000 of which are less than $5,000
                         Reduction of small dollar purchase orders
Administrative      35                                                  and are not processed through ECAT system. Idea is to establish and enforce new policies that require use of              ASSIGN:VPF
                         processed by MIT procurement
Procurement                                                             procurement card or ECAT for small purchases.Estimated potential savings $120k-$180K per year.
Administrative           Procurement - Temporary Staff and
Procurement              Consultants
Administrative                                                          Create a central database to track available employees and share resources.
                    36   Employee job share bank                                                                                                                                                 ASSIGN: VPHR
Procurement                                                             Estimated potential savings - TBD.
Administrative                                                          Converting casual labor workforce from outside agencies including NextSource to in-house.Estimated potential
                    37   In-house casual labor                                                                                                                                                   ASSIGN: VPHR
Procurement                                                             savings - TBD.
                                                                        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
                    38   Implement a vendor management system                                                                                                                                     ASSIGN:VPF
Administrative                                                          community changing the way we procure professional services.Estimated potential savings per year: $480-
Procurement                                                             $720 GIB, $8M-$12M total.
Administrative IT        IT @MIT - Standardization
                                                                  Currently a loosely managed process. Idea is to standardize a small number of hardware options and then
                         Centralize purchasing and management for
                    1                                             centralize purchasing, installation, maintenance, support and eventually disposal and replacement .Estimated                  ASSIGN: IS&T/VPF
                         computer hardware
Administrative IT                                                 potental savings per year is $1.7 million.
                                                                  MIT spends over $4 million on software licenses and software management. Savings can be realized with 1.
                         Centralize purchasing and management for
                    2                                             Enterprise-wide licences and quantity discounts, 2. Standardizing on a small number of software products 3.                   ASSIGN: IS&T/VPF
                         computer software
Administrative IT                                                 Open source software .Estimated potential savings: TBD.
                         Centralize online process for graduate         Current process is paper driven, costly and inefficient. Idea was also proposed by the Education and
                    3                                                                                                                                                                             ASSIGN: DGE
Administrative IT        admissions                                     Administrative Processes Working Groups.
                                                                        MIT was an early adopter of SAP, which required major customization -- some capabilities are now
                         Decustomize administrative enterprise
                    4                                                   standard.Potential savings would be realized from reducing developer time and making processes more                       ASSIGN: IS&T
                         systems
Administrative IT                                                       efficient. Estimated savings of $2.6 milion per year.




                                                                                                    Ideas                                                                                                          13
                                                      Institute-wide Planning Task Force
                                                   Ideas Presented by the Working Groups


                                                                     WEBSIS, Stellar and OCU are the three enterprise educational systems. Decustomizing will require some
                         Decustomize educational enterprise
                    5                                                changes in how MIT does business. Potential savings would be realized from reducing developer time and             ASSIGN: IS&T
                         systems
                                                                     making processes more efficient. Estimated $0.6 million per year in savings.


Administrative IT
Administrative IT        IT@MIT - User-centered IT Systems
                                                                    Many user interfaces are awkward and prohibit tasks from being done efficiently. Far more emphasis needs to
                         Remove pain points in using MIT enterprise be placed on improvements to the way we provide management information to support our business. MIT
                    6                                                                                                                                                                   ASSIGN: IS&T
                         systems                                    administrators estimate that they spend 10-20% of their time translating transactional information into
Administrative IT                                                   management information. Potential productivity savings are estimated at $1.5 million.
Administrative IT        IT@MIT - Outsourcing
                                                                     MIT currently installs and manages its own voice telephone system. Operating costs are estimated at $3.2
                    7    Outsource voice and video communication     million/year and capital costs are estimated at $6 million per year.                                               ASSIGN: IS&T
Administrative IT                                                    It is estimated that outsourcing could potentially save 30% of current annual operating costs or $1.3 million.
                                                                     Currently almost all employees have landlines and also about 10% have cellphones.
                    8    Replace landlines with mobile phones                                                                                                                           ASSIGN: IS&T
Administrative IT                                                    Proposal requires a serious RFP process but potential savings are estimated at about $0.5 million per year.
                                                                     Currently this work is done by 1. graduate students, postdocs or research staff; 2. permanent staff and 3.
                         Remove disincentive for outsourcing         outside vendors. Outside vendors are often a the best solution but overhead is charged on all of these services,
                    9                                                                                                                                                                   ASSIGN: IS&T
                         research technical support services         creating a disincentive.Idea is to renogotiate overhead rules so that the overhead charge is exempted for
Administrative IT                                                    amounts over $25K, consistent with subcontracts.
Administrative IT        Streamline operations for IT at MIT
                                                                     Over the years, MIT has collected many IT products and services that are no longer appropriate for support --
                         End support for selected IT products and
                    10                                               They are out of date, used by few people, or better altermatives are available.Estimated potential savings from    ASSIGN: IS&T
                         services
Administrative IT                                                    closing or de-supporting some services is $1.2-$1.8 million but requires further investigation.
                                                                     Modifying the way printing is done is estimated to save about $4.3 million or 58% of the total annual printing
                    11   Reduce printing costs                       costs. Ideas are as follows: 1. active print management, 2. elimination of banner pages, 3. duplex printing, and   FORM: TEAM #4
Administrative IT                                                    4. toner savings.
                                                                    MIT has several departments providing help desk IT services to either the entire community or within their own
                         Streamline help-desk support and outsource
                    12                                              DLC. There is substantial overlap in services provided.                                                             ASSIGN: IS&T
                         as appropriate
Administrative IT                                                   Potential savings are estimated at $1.5 to $2 million annually across the Institute.
                         Streamline the governance structure for
Administrative IT        IT at MIT
                                                                     IT at MIT suffers from an overabundance of advisory committees and organizational units, coupled with unclear
                         Reorganize committees and organizational
                    13                                               processes for decision making, often times resulting in a great deal of effort expended to achieve very            ASSIGN: IS&T
                         units related to IT
Administrative IT                                                    little.Savings are difficult to quantify but potentially large.
Administrative IT        Innovation and strategic advantage
                                                                     Formally provide technological and organizational support for "location independent work." Potential savings are
                    14   Support location-independent work           estimated at $4.4 million, with $2.7 million from a reduction in office space and $1.7 million in productivity     FORM: TEAM #5
Administrative IT                                                    savings.
                                                                     Research computing is at the heart of the MIT community's knowledge-generating work. It is often done in a
                         Create a more cost-effective research-      scattered ad-hoc manner across the campus. Idea is to have a more coordinated centralized approach so that
                    15                                                                                                                                                                   ASSIGN: VPR
                         computing environment                       space, cooling and power can be shared (and possibly network infrastructure). Estimate of potential off-campus
Administrative IT                                                    research computing power savings is $3.5 million.




                                                                                                Ideas                                                                                                   14
                                                         Institute-wide Planning Task Force
                                                      Ideas Presented by the Working Groups
                                                                       The number of reqistered visiting students has risen dramatically (from ~200 in 2003 to ~650 in 2008). Faculty
                      1   Fee structure for visiting students          currently pay a one-time $1,000 fee per visiting student, regardless of a student's duration of stay.Idea is a new     ASSIGN:DGE
Student Life                                                           an higher pro-rated fee that would cover more overhead.
                                                                       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
                          Improvement of housing utilization during
                      2                                                use of dorms so that they are either fully used by our students, by MT programs or outside programs, or are            ASSIGN: DSL
                          the Summer
                                                                       closed to residents other than year-round residents, such as GRTs and housemasters. Potential savings is
Student Life                                                           estimated at $1.1 to $4.5 million.
                          Relaxation of four-year on-campus housing Currently, undergraduates have been de facto guaranteed four-year on-campus housing.
                      3                                                                                                                                                                      ASSIGN: EMG
Student Life              commitment                                Potential savings is based on not going forward with W1 project -- estimated at $2.5 million in yearly savings.
                                                                       Current cost of metering the remainder of the dorms is estimated at $790K.
                      4   Metering of dormitories                      Current annual energy bill for the dorms is $8 million. Energy savings based on Google metering is 5-15%. If a         ASSIGN: DSL
Student Life                                                           midpoint of 10% were achieved, savings would be $800K. If we shared with students, savings would be $400K.

                                                                       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
                      5   Adjusting financial aid to true food costs                                                                                                                         ASSIGN: EMG
                                                                       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.
Student Life
                                                                       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
                          Implementation of meal plan changes in
                      6                                                $600 dinner plan in place of the current $300 dinner plan as a requirement for new students as of fall 2010.           ASSIGN: DSL
                          house dining -- fall 2010
                                                                       Among the foreseeable benefits of the new plan are that it would create revenue stability and attendance
Student Life                                                           predictability.
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
                                                                       Web-based, for-credit, distance-education subjects to learners worldwide. The for-credit subjects would have
                          Selected undergraduate subjects for credit
                      2                                                24/7 on-line TAs, homework submission, and grading and graded examinations. Revenue potential of $60                 FORM: TEAM #1
                          via e-learning
Revenue Enhancement                                                    million.
                                                                       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
                      3   E-learning masters degrees                                                                                                                                        FORM: TEAM #1
                                                                       market analysis, stratified by different market segments worldwide, would be needed. Revenue potential of $30
Revenue Enhancement                                                    million.
                                                                       Develop full continuing education degree or certificate program to be executed weekday evenings on the MIT
                          MIT continuing education program
                      4                                                campus and 24/7 online using a modified OCW platform and content. Non-regular faculty to teach on-campus             FORM: TEAM #1
                          (extension studies)
Revenue Enhancement                                                    courses. Revenue potential of $10 million.
                                                                       MIT provides early, mid and late career education to advance alumni professionally and personally - in the form
                      5   MIT Lifetime Academy                                                                                                                                              FORM: TEAM #2
Revenue Enhancement                                                    of short courses and modules, on campus and at a distance by e-learning. Estimated revneue $9-$45 M
                                                                       MIT preferred partner to corporate universities with a strong scientific and technical orientation. Revenue
                      6   Partnerships with corporate universities                                                                                                                          FORM: TEAM #2
Revenue Enhancement                                                    potential is greater than $10 million.
                          Executive/professional education to          Complement research in leading corporate relationships with significant custom executive/professional
                      7                                                                                                                                                                     FORM: TEAM #2
Revenue Enhancement       enhance corporate partnerships               education programs. Revenue potential is $20-$30 million.




                                                                                                  Ideas                                                                                                        15
                                                           Institute-wide Planning Task Force
                                                        Ideas Presented by the Working Groups
                                                                     A thematic set of educational offerings that cuts across a variety of delivery mechanisms is proposed. This
                      8    MIT Energy Pathways                       package of subjects/courseware could be exploited in several on/off campus revenue enhancement schemes.                    FORM: TEAM #2
Revenue Enhancement                                                  Revenue potential of less than $10 million.
Revenue Enhancement        Corporations and Government
                                                                     Groups of faculty and researchers within MIT participate in large, interdisciplinary, institutional initiatives.
                      9    Large-scale institutional initiatives                                                                                                                                 ASSIGN: VPR
Revenue Enhancement                                                  Research income: modest GIB impact. Revenue potential: $10's of millions.
                           Lower cost-recovery rate for foundation   Policy changes to allow charging less than the rate established by the ONR for recovery of overhead costs for
                      10                                                                                                                                                                         ASSIGN: VPR
Revenue Enhancement        research grants                           research projects funded by foundations. Revenue potential: $30+ million.
                                                                     International colloborations with foreign governments, in the style of SMA, MIT-Portugal, etc. Requirement for a
                      11   Foreign government collaborations         fixed (say 10%) contribution to the GIB for all such agreements exceeding $10 million/year. Revenue potential:              ASSIGN: VPR
Revenue Enhancement                                                  10's of millions.
                                                                     Establish labs and/or teams of faculty and researchers to perform applied research for industry. Primarily
                      12   Transition laboratories                   research support, but potential for contribution to GIB in form of fees and royalties. Revenue potential: 10's of           ASSIGN: VPR
Revenue Enhancement                                                  millions.




                           Expansion of Office of Corporate          Increase the number of officers by 5 to expand ILP member portfolio by 50 to 230-240 companies to increase
                      13                                                                                                                                                                        ASSIGN: VPRD
                           Relations/Industrial Liaison Program      fees, research, and gifts, plus corporate development for major MIT initiatives. Revenue potential: $6 million.


Revenue Enhancement
                           Issue Based Groups and Individual
Revenue Enhancement        Donors
                                                                     Contributions from individual and corporate donors to match additional funds from private foundation, supporting
                      14   MIT research multiplier fund              research, educational projects and other worthwhile initiaitives at MIT. Potential for reduction of unrestricted gifts     ASSIGN: VPRD
Revenue Enhancement                                                  to MIT. Revenue potential: $25 million.
                                                                     MIT's resource development is efficient but has significantly less staff than peer institutions. Officers currently
                           Expansion of the resource development
                      15                                             manage 4,200 prospects, but the Institute has the potential to engage some 3,200 already identified additional             ASSIGN: VPRD
                           program
Revenue Enhancement                                                  major and principal gift prospects. Revenue potential: $180 million per yea above current levels.
                                                                     Generate incremental revenue by expanding its gift planning marketing efforts and gift acceptance policies to
                           Expansion of acceptable gift planning
                      16                                             include additional instruments, e.g. charitable lead trusts, pooled income funds, and retained life estate gifts of        ASSIGN: VPRD
                           vehicles
Revenue Enhancement                                                  real estate. Revenue potential greater than $10 million.
                                                                     Devise a business model to vend Institute merchandise cost-effectively to specfic, targeted markets. Revenue
                      17   Market the MIT brand                                                                                                                                                ASSIGN: PROVOST
Revenue Enhancement                                                  potential: $1-5 million.
                           Forge high-return alumni connections:     A visitorship for distinguished alumni, who, in conjunction with a signficant gift on the order of $150,000 would
                      18                                                                                                                                                                          ASSIGN: AA
Revenue Enhancement        "William Barton Rogers Visitorships"      come to the MIT campus for an academic year. Revenue potential: $2 million.
Revenue Enhancement        Exploiting Physical Assets
                                                                     Attract developer to build conference center (with hotel, retail space, and renovated MIT museum) where MIT
                      19   Maximize use of MIT owned real estate     provides conference content and outside party runs facility. MIT already has a very capable real estate                  ASSIGN:EVP/MITIMCo
Revenue Enhancement                                                  development office that is profit driven. Revenue potential: not quantified.
                                                                     Dorm rooms rented during the summer for academic confernences and other MIT-affiliated events during the
                      20   Dorm room summer rental                                                                                                                                               ASSIGN: DSL
Revenue Enhancement                                                  summer. Revenue potential: $0.5 million.
                                                                     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
                           Replace library roaming stacks with new   potential: $0.5 million.
                      21                                                                                                                                                                      ASSIGN: LIBRARIES
                           business model                            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.
Revenue Enhancement                                                  Considerable revenue potential not quantified.




                                                                                                  Ideas                                                                                                         16
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posted:10/29/2011
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