Please note: This plan is in draft form. Please provide your input through the "SUBMIT YOUR FEEDBACK" button.

Infrastructure and Capacity

In order to execute an Institute-wide implementation of the Strategic Action Plan, MIT will need central and distributed processes and investments to effectuate and evaluate activities and goals associated with all three strategic priorities. Investments should be carefully sequenced to allow for continuous evaluation of new and existing programs, as well as to determine their effectiveness and facilitate reprioritization where and when it is warranted.


Shared needs across all strategic priorities

  • Develop, or adapt and implement, resource development strategies to support diversity, equity, and inclusion-related needs at MIT (graduate fellowships, mentoring and advising programs, etc.) (In progress)
  • Develop localized diversity, equity, and inclusion strategic plans for each academic, research, and administrative unit that articulate each unit's specific commitments, programs, and goals in the context of the Institute’s Strategic Action Plan. (In progress) 
  • Develop and implement a process to assess and adapt diversity, equity, and inclusion-related programming to ensure dynamic management in order to achieve goals. 
  • Support the implementation of each academic, research, and administrative unit’s diversity, equity and inclusion plan with dedicated staff. (In progress)
  • Develop and implement operational schedule, structure, and processes that ensure frequent and regular interaction and information-sharing among Diversity Officers, Assistant Deans, and other staff who work directly on diversity, equity, and inclusion issues. (In progress) 
  • Implement regular reporting as allowed by law and policy to the MIT community, the MIT Corporation, and MIT Visiting Committees on diversity, equity, and inclusion goals as defined in the Strategic Action Plan and/or unit-based plans. 
  • Provide support for MIT research and scholarship on diversity, equity, and inclusion. (See Commitment 5)


  • Catalog and assess current recruitment and pipeline efforts for undergraduate and graduate students, postdocs, staff, and faculty. (In progress)
  • Expand categories of identity data formally collected from MIT community members to include characteristics such as gender beyond the binary, religion, disability, first-generation, veteran status, etc. 
  • Replace or update the current online graduate recruitment and application system with a robust, cloud-based, enterprise platform. (See Commitment 1 - Graduate Students)


  • Mentoring program (See Commitment 4)
  • Wellness Initiative (See Commitment 4)
  • Continue to support cultural student groups (See Commitment 4
  • Increase support for urgent financial needs (See Commitment 4)
  • Integrate core diversity, equity, and inclusion questions into all internal surveys that assess well-being or the sense of community at MIT (Quality of Life, Pulse, etc). 
  • Improve the utilization of bias reporting (through IDHR) and other bystander interventions. 
  • Review of IDHR policies and procedures.
  • Catalog and assess current programming focused on the retention of undergraduate and graduate students, postdocs, staff, and faculty. 


  • Undergraduate advising program (See Commitment 6)
  • Develop and implement new processes and systems that recognize contributions to diversity, equity, and inclusion at MIT as part of annual performance evaluations, merit-based awards, and advancement decisions for all staff and faculty. (See Commitment 3)
  • Enhance professional development opportunities for staff. (See Commitment 6)
  • Improve the collection and anonymized reporting of completion- or exit-survey and interview data for students, staff, postdocs, and faculty. 
  • Transitional funding. (See Commitment 6) (In progress)
  • New execution capacity to deliver on related commitments: 
    • Expand the 5th week flag (early alert) system (See Commitment 6
    • Develop reporting tools for equity in salary and promotions. 

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