MIT Vision for Diversity, Equity, and Inclusion Strategic Action Plan

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Priorities and Goals
Commitments
Executable and Measurable
Tactics, Programs, Initiatives
 
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Individuals, Offices, Groups
Committed to implementing
Strategic Action Plan
Synergistic Partnerships
 
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Composition
 – Improve the relative racial/ethnic and gender
representation of our students, staff, postdocs, and faculty.  And,
create formal mechanisms for expanding the collection of identity data
beyond race/ethnicity and gender.
 
Achievement
 – Ensure that there is equity for all students, staff,
postdocs, and faculty across key measures of success.
 
Engagement
 – Promote a learning environment where the
understanding and practice of empathy, critical analysis, civil discourse,
and inclusion are central to how we create, grow and succeed both as
individuals and as an institution.
 
Inclusion
 – Create, promote, support and assess a campus climate,
culture, or ethos that embodies our Institute values – one where every
member of our community feels that they are valued and affirmed.
 
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Recommended Activities
 
We would welcome the opportunity to meet
with your communities to discuss the strategic
plan and its process.
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DRAFT
 
Feedback and Suggestions
 
Tim Jamison
Maryanne Kirkbride
John Dozier
 
ICEO@mit.edu
Slide Note

This presentation is derived from a project planning document that we’ve created to provide some level of project discipline, keep us on-track, and help us to consider and manage potential barriers to the project’s success. As such, we’ve given some thought regarding some of the project risks and invite you to help us consider others that we may not have addressed.

A very broad risk is associated with not getting the project completed. And, it’s our belief that failure to develop and implement an Institute-wide DEI strategic plan will result in the continuation of disconnected and uncoordinated efforts that do not maximize the return on our collective investment in DEI. Without clearly defined goals and metrics, it is hard – at best – to assess the effectiveness of the programs that have been developed to promote inclusion and address compositional diversity.

John and I thought that an important discussion for us today, as we are early in the planning process, is an open discussion about risk. What are the risks to the success of the project, that is, the development of a strategic plan?

Specific risks include those listed on this slide, which we offer as a basis to start the discussion. We would welcome your thoughts on these, and in particular, any other risks that you would identify.

 

Broad appreciation and value for decentralization and autonomy in how each DLC addresses the needs and concerns of students, postdocs, staff and/or faculty within it;

Being able to come to a consensus regarding our prioritizing of strategic priorities;

Managing the expectations that this 5-year plan will address and resolve all inclusion challenges presented to every underrepresented group;

Access to stakeholders, particularly those who are busier than ever

We’ve been in a virtual world for some time now, and at some point I would anticipate we will be back on campus. The transition between them will also be important to keep in mind.

Faculty (program- and department-level) support and buy-in

Not time-bound

Scale and scope

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MIT's strategic action plan focuses on improving representation, equity, and engagement across the institution to create an inclusive campus climate where all members feel valued. The plan addresses key priorities such as diversity data collection, equity measures, and promoting a culture of empathy and inclusion. Risks of decentralization and stakeholder buy-in are also highlighted. Recommended activities include community engagement to discuss DEI goals and expectations, with feedback welcome from stakeholders.


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  1. DRAFT DEI@MIT MIT Vision Vision Strategic Action Plan Strategic Action Plan Network Network People People Institute Institute- -wide Local Local responsibility and action Central Central support and coordination Priorities and Goals Commitments Executable and Measurable Tactics, Programs, Initiatives Individuals, Offices, Groups Committed to implementing Strategic Action Plan Synergistic Partnerships wide 1

  2. DRAFT DEI@MIT MIT Strategic Priorities Composition Improve the relative racial/ethnic and gender representation of our students, staff, postdocs, and faculty. And, create formal mechanisms for expanding the collection of identity data beyond race/ethnicity and gender. Achievement Achievement Ensure that there is equity for all students, staff, postdocs, and faculty across key measures of success. Engagement Promote a learning environment where the understanding and practice of empathy, critical analysis, civil discourse, and inclusion are central to how we create, grow and succeed both as individuals and as an institution. Composition Inclusion Engagement Inclusion Create, promote, support and assess a campus climate, culture, or ethos that embodies our Institute values one where every member of our community feels that they are valued and affirmed. 2

  3. DRAFT DEI@MIT MIT Risks Decentralization Decentralization Prioritization Prioritization Managing expectations expectations Access Access to and bandwidth stakeholders bandwidth of The new normal new normal Stakeholder buy buy- -in in 3

  4. DRAFT Recommended Activities We would welcome the opportunity to meet with your communities to discuss the strategic plan and its process. What are your expectations be for School/College-level and/or Department-level DEI leadership? your goals goals? What would your How do you envision change your community? change happening in 4

  5. Feedback and Suggestions Tim Jamison Maryanne Kirkbride John Dozier ICEO@mit.edu

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