Home › About DUE › Strategic PlanOffice of the Dean for Undergraduate EducationDUE_333011f4-4b5a-11e0-9944-df2e7a64ea2aThe Office of the Dean for Undergraduate Education (DUE) sits at the core of MIT. The DUE, through its actions, touches every student at MIT and all faculty who teach. In the following sections, we lay out the value-added DUE brings to the students and faculty, the DUE values and competencies in the context of the MIT mission and values, and the DUE mission and vision. A set of six strategic themes is then enunciated which will lead to an exciting new future for MIT students.The DUE is the organization at the center of MIT that is charged with identifying, recruiting, admitting, and enrolling the best students in the world and ensuring access without regard to financial need. It then provides services related to enrollment, registration, tuition, degree audits and graduation for all students. Finally, DUE equips students with the tools to transition from MIT to work or graduate study; helping them to connect with employers, graduate or professional schools, and other post-graduation options.For the faculty, the DUE provides research in learning, information about innovations in pedagogy and technology, support of Faculty Committees and initiatives, and support and rewards for educational innovation and excellence in teaching.We aspire to be the best in the world in shaping strategic partnerships and creating synergies to integrate learning and life at a research university._33301460-4b5a-11e0-9944-df2e7a64ea2aWe enroll, educate and inspire some of the world’s brightest students with a passion for learning and sense of self so they become the next generation of creative thinkers and leaders in a global society.We lead by promoting the excellence of a science and technology-centric education, ensuring access and opportunity without regard to financial resources, upholding rigorous academic standards, advancing innovation, developing mentoring relationships,strengthening respect for diversity, and serving as a catalyst for learning, exploration and discovery._333015a0-4b5a-11e0-9944-df2e7a64ea2aThe Whole StudentOur deep care for the whole student, integrating life and learningCustomer ServiceOur commitment to superior customer serviceExcellenceOur commitment to excellence in all we doLeadershipWe LEAD in the development and implementation of educational best practices by articulating MIT’s educational approach and agenda; by proposing, designing and assessing educational innovations; and by demonstrating expertise in student learning.CollaborationWe COLLABORATE throughout the Institute by listening and providing constructive feedback; by influencing others; by building relationships; and by adapting to change.StewardshipWe STEWARD MIT resources to ensure maximum value-added by expressing a system-wide perspective; by using relevant project and financial management tools and methods; and by an orientation to continuous improvement.Undergraduate CommonsCatalyze the Undergraduate Commons to define the next generation of MIT student_33301654-4b5a-11e0-9944-df2e7a64ea2a1In response to advances in science and technology and a greater emphasis on globalization the Task Force on the Undergraduate Educational Commons calls for the transformation of the MIT curriculum into a curriculum for the 21st century. This includes increased flexibility in the core requirements, promoting collaborative learning and improving advising, assessment and other key aspects of undergraduate education.The DUE supports Faculty committees, implements approved changes to the curriculum, and facilitates experiments with the curriculum.Metrics:* Faculty approve change in HASS GIR in May 2009.* On-line subject evaluation broadly distributed in Fall 2009; the Institute moves from paper-based to online evaluations by the end of FY10.* Educational experience of first-year students benchmarked and summarized.* Curricular change proposals managed through faculty review and vote process.* Approved changes implemented successfully and on schedule.* Appropriate and thorough communication activities allow community to make well-informed decisions about curricular change.* Curriculum development activities stabilized and staffed._33301712-4b5a-11e0-9944-df2e7a64ea2aDiversityChampion and increase pipeline diversity_333017d0-4b5a-11e0-9944-df2e7a64ea2a2A diverse student body is critical for fulfilling MIT’s mission. At the same time, a diverse campus promotes learning and prepares our graduates to thrive and lead in an increasingly diverse global workforce. Consistent with a range of initiatives aimed at faculty issues, MIT needs to ensure that minority students are well represented at every level of the educational pipeline at MIT. At the same time, MIT needs to empirically advance the notion that diversity and quality are congruent.The DUE will collaborate with the Office of the Dean for Graduate Education (ODGE) to increase the rate at which undergraduate underrepresented minorities apply for and are enrolled in SM and PhD graduate programs.Metrics:* Triple the number of MIT underrepresented undergraduates who matriculate immediately into SM and PhD programs.* At least a 25% increase in participation in the Laureates and Leaders program.* Decrease the disparity between participants in Laureates and Leaders and the general population of MIT relative to: graduation rate, graduate school application rate, acceptance rate and matriculation rate, and undergraduate research participation.* An increase in the duration of and reported satisfaction with MAP mentoring relationships by mentees.* Improved quality of faculty/staff mentor relationships based on MRQs._33301898-4b5a-11e0-9944-df2e7a64ea2aStudent ExperienceDevelop a holistic student experience to produce leaders for the future_33301974-4b5a-11e0-9944-df2e7a64ea2a3A holistic approach to education, which values and encourages learning both inside and outside the classroom, enables the development of confident, well-rounded graduates who are prepared to serve as the next generation of creative thinkers and leaders. One key aspect of a holistic approach is providing many opportunities for interaction between students and faculty. This includes engagement outside the classroom as well as strong faculty involvement as mentors and advisors. Holistic education also facilitates the development of student leadership skills in all aspects of a student’s MIT experience.DUE is working to influence the standard of undergraduate advising and mentorship, define initiatives and programs for student leadership development and promote a holistic approach to education. DUE collaborates with the Office of the Dean for Student Life on programming that supports student development through the integration of life and learning.Metrics:* Increased faculty involvement in programs that support the Commons and integrate student life and learning* Growth in number of faculty participating as freshman advisors* Increased participation of undergraduate advisors and UROP supervisors in training/educational offerings and use of advising/mentoring resources* A rise in participation of underrepresented groups as freshmen advisors, orientation leaders and associate advisors* Pre-test/post-test of student Orientation Leaders demonstrates that UAAP training raised confidence in mentorship skills* Increased freshmen satisfaction with level of preparation for first semester at MIT, as a result of Orientation program_33301a50-4b5a-11e0-9944-df2e7a64ea2aEducational OpportunitiesProvide Global educational opportunities that enable our students to appreciate and learn from other cultures_33301b4a-4b5a-11e0-9944-df2e7a64ea2a4The Task Force on the Undergraduate Educational Commons recognizes that “acquiring experience in living and working with people from other countries is an essential feature of an undergraduate education.” It is critical that our graduates are prepared to lead and compete within the context of a globalized economy and society. Currently, only 32% of our undergraduates participate in a global educational experience as part of their MIT educational. MIT needs to make global education a central component of the undergraduate experience with the goal set by the Task Force of allowing “any MIT undergraduate who wishes to participate in a meaningful experience abroad to do so without financial or academic penalty.”The DUE will take the lead in collaborating with the existing global programs to define how to expand current opportunities, develop new opportunities, and remove barriers to student participation.Metrics:* Doubling global experience opportunities to 600 per year by 2009-2010* Growth in credits transferred back to MIT from foreign universities* Increase in the number of faculty-led global initiatives supported by DUE* Decrease in the number of students who say that lack of resources were an obstacle to their participation in a global experience* Assessment of MIT global experiences shows an increase in global competencies_33301c3a-4b5a-11e0-9944-df2e7a64ea2aTeaching to Learning Advance from Teaching to Learning in our classrooms_33301d52-4b5a-11e0-9944-df2e7a64ea2a5In an era in which there are demands for improvements in STEM education along with pressure regarding accountability for learning outcomes, MIT needs to focus on advances in teaching and learning that will provide our students with the highest quality education possible. This includes continued research by the Teaching and Learning Laboratory on how improvements in pedagogy can support students learning. At the same time, it necessitates the continued development and institutionalization of educational innovation at MIT.The DUE will collaborate with faculty and students to focus attention on learning, develop innovations in curriculum, pedagogy, and educational technology, and disseminate advances to the faculty. Innovations will be rooted in research and best practices and assessed to determine strengths and ways to improve.Metrics:* Increase in the number of subjects with learning objectives* Increase in the number of faculty and/or departments working with TLL on learning-centered projects* Increase in ratings on student satisfaction with faculty interaction* Increase in the number of surveys, and a meta-analysis of their results, which ask students to report on their learning* Increase in attendance at TA Orientation; New Faculty Teaching Orientation; and “Better Teaching @ MIT” IAP workshops* Increase in number of department-based TLL workshops focused on teaching and learning_33301e6a-4b5a-11e0-9944-df2e7a64ea2aInformation TechnologyChampion Information Technology (IT) for the provision of information to the students and faculty_33301f8c-4b5a-11e0-9944-df2e7a64ea2a6Historically, MIT student systems were leading edge. These systems support the education needs of faculty, students, alumni and administrators throughout the MIT community and beyond. However, the current systems have become out-of-date and need to evolve to keep pace with new technology, student expectations, and a backlog of new requirements.As a member of the MIT Education Systems Partnership, DUE is collaborating with Information Systems & Technology, the Office of the Dean for Graduate Education, and the Office of the Dean for Student Life to provide a Next Gen Student System worthy of MIT, achieved by implementing high impact customer facing functionality in parallel with incremental technical stabilization.Metrics:* Final grades are submitted online.* Registration is an online process.* Request and delivery of official transcripts are available online.* The Undergraduate Admissions process is paperless.* Teaching data is entered into one location.* A Student Gateway is available for one stop student needs.* New applications utilize a common technical framework rather than one-off coding efforts.* Current systems and applications are revamped to incorporate technical framework components.* Legacy systems are modified to replace retired technology and coding.* Developed a community of individuals within the Education Systems Partnership who understand and can talk about the [Education Systems] Roadmap._33302126-4b5a-11e0-9944-df2e7a64ea2aAccess to Education[Achieve] excellence in financial aid and admissions [to] Ensure Access to Education._33302270-4b5a-11e0-9944-df2e7a64ea2a7In addition to the six strategic themes, access to education is one of DUE's highest priorities. We achieve this through excellence in financial aid and admissions. Ensure Access to Education -- MIT is committed to both an admissions process and a financial aid policy that ensure access to qualified students regardless of their financial circumstances, race, gender, or sexual orientation. MIT recognizes the value of diversity in the educational experience of undergraduate students.DUE collaborates with the Committee on Undergraduate Admissions and Financial Aid (CUAFA) to develop policies that balance access and affordability and that encourage the yield of a diverse student body. Admissions Metrics:* Application number and Yield.* In addition to total numbers, Admissions uses sub-groups to monitor their efforts application numbers and yield from: * underrepresented minorities* first-generation to college* women* academic and non-academic starsRelevant Admissions goals for 2009-2010 -- For entry year 2010, to have our applicant pool consist of:* 31% women (up from 30% for entry year 2009)* 13% URM (up from 12% in entry year 2009)* 19% first-gen to college (maintain from 2009)* 750 academic stars (up from 737 in entry year 2009)For entry year 2010, to have a yield of:* 60% for women (up from 59% for 2009)* 68% for URM (up from 66% for 2009)* 56% for academic stars (up from 55% for 2009)We have results on the application numbers:* while our percent women applicants increased from 29.96% to 30.17%, we didn’t hit 31%* we did achieve 13% URM applications* we did achieve 19% applications from first generation applicants* 805 academic stars appliedAffordabilityAchieve appropriate balance between access and affordability for MIT undergraduate families and sustainability of the undergraduate financial aid program for MIT._333023c4-4b5a-11e0-9944-df2e7a64ea2a7.1Metrics:* Admissions yield rates do not vary significantly by income category.* Net undergraduate tuition revenues are at least 50% of gross undergraduate tuition revenues.Student ContributionsAlign expected undergraduate student contributions, in the form of student loans, with MIT mean undergraduate starting salaries ,and in the form of student term-time work, with UROP._33302540-4b5a-11e0-9944-df2e7a64ea2a7.2Metrics:* Monthly student loan repayments should be less than 10% of monthly salary, based on the mean undergraduate starting salary.* Expected term-time earnings should align with UROP for-pay term awards.Financial AidFinancial aid policies should support goals of: Admissions enrollment, Institute retention and graduation, and student’s expected satisfaction._333026b2-4b5a-11e0-9944-df2e7a64ea2a7.3Metrics:* Failure to meet admissions enrollment goals and Institute retention and graduation goals should not be attributable to the financial aid status of the admit or student.* The quality of a student’s experience at MIT, as measured by COFHE, and similar, student surveys should be consistent with student satisfaction at peer schools and in particular, financial issues should not result in negative experiences.2011-03-10http://due.mit.edu/about-due/strategic-planOwenAmburOwen.Ambur@verizon.net