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Strategic Priorities

We aspire to give our students the best educational experience on the planet. 

Our Charge

The charge given to the Office of the Vice Chancellor (OVC) by the Office of the Chancellor is:

  • Engaging with students and departments to develop and pursue a roadmap for enhancing the first year student academic experience;
  • Partnering with community members to make improvements for our students in areas such as advising, professional development, diversity and inclusion, and well-being;
  • Implementing the residential education innovations called for in the Institute-wide Task Force on the Future of MIT Education; and
  • Working with the staff from undergraduate and graduate education to conduct an organizational review that positions the two offices to support the above efforts, as well as optimize services for our students and faculty.

Strategic Priorities

  • Enhance the undergraduate experience
  • Serve our graduate students
  • Promote diversity, inclusion & well-being
  • Improve advising, career services & prof development
  • Strengthen academic infrastructure
  • Live our mission and values

Key Elements

  • Learning is central: Teaching and Learning Lab will play a central role in the new OVC. Their evidence-based approach in terms of using the latest literature in the field on teaching and student learning and tying that to assessing and evaluating outcomes is the way that we will pursue our priorities.
  • Cross-functional teams are core: Dashed lines can more effective, flexible, and empowering than reorganizing boxes. We also want to provide a diversity of perspectives wherever possible from staff as part of these teams. We also hope that creating more cross-functional teams will enhance professional development for our staff. These cross-functional teams will not only include participants from the OVC, but from across MIT.
  • Building on our strengths is critical: In the past eight months, the Vice Chancellor has observed that the OVC staff is executing many core programs and services with excellence. We don’t want to disrupt what is going well in terms of delivering important services to our students.  We do expect that some people’s roles may change—in most instances, we hope, in ways that are energizing. There will be opportunities for staff to work together in different ways, which we hope they’ll find engaging.
  • Balancing priorities, remaining focused is crucial: Given the ambitious charge, set of priorities, and the reality that OVC will remain relatively the same size in terms of resources, success will rely upon finding the right balance and as, above leveraging. Practically, this means focusing on crucial day-to-day activities (and optimizing where possible); combining / working together where we can; and in some cases, spinning non-core, less impactful elements down (and by that we mean, not people, but activities).