The Administrative Systems Roadmap provides a framework for prioritizing and addressing the backlog of demand for the development of MIT administrative systems. Working in collaboration with the Committee for Administrative Systems Planning (CASP), our team has created this roadmap to serve as a guide in the creation of an integrated suite of IT systems that advance the user-experience of MIT administrators. Our focus is on the three-year period from FY2013 to FY2016.
In the fall of 2012, the Elana Prototype Team was launched as part of a series of efforts to improve the user experience for MIT administrators. The outcome was a conceptual system prototype that illustrated how we could build a single gateway for all existing administrative systems functions, replacing SAPWeb and SAPWebSS and incorporating new applications in an intuitive, user-centric way. Today, the philosophy and the principles embodied in the Elana Prototype work are being realized through the development of an MIT Administrative Systems Hub.
In September of 2013, MIT launched Atlas as a single online gateway for administrative systems. The goal was to create an online service nexus with systems, tools, information and resources that are easy to find and are all in one place. Atlas aligns service delivery in a one-stop shop experience. The Atlas Service Center will complement the systems, services and resources available through Atlas with a physical space that brings together the multitude of services where community members can obtain in person guidance.
The MIT Compensation Initiative is a multi-phase, multi-year project that builds a compensation foundation and implements systems that enable MIT to effectively attract, develop, reward, and retain Administrative, SRS Administrative, and Support Staff. For more details, visit the Human Resources website.
Chargebacks are internal charges between MIT units or accounts. Our team began meeting in May, 2012 and successfully eliminated many inefficient internal chargebacks. MIT processes approximately $200 million in chargebacks a year, and many are costly to administer, so it was important to consider their value on a case-by-case basis. Our team evaluated existing chargebacks, keeping only those that drove cost savings and good business practices. By eliminating many inefficient chargebacks, we had a measurable impact on the overall efficiency of the Institute’s operations.
On the Hiring Experience Team, we are working to create a more effective and welcoming process so that every employee begins his or her career at MIT with a positive experience. If all new employees are to feel included and productive from day one, the necessary orientation systems should be in place on or before their first days of work at MIT. We are redesigning those initial interactions to ensure an intuitive, streamlined, “person-centric” experience so that new employees are informed and engaged throughout the process.
On the Learning Experience Team, we are working to make it easier for staff across MIT to get the training they need to excel at their work. Our goal is to create flexible online learning environments that tap contemporary technology and suit individual learning styles. It is essential to productivity and personal growth that these environments be streamlined, closely aligned to tasks and procedures, and accessible 24/7.
The MIT Cambridge campus is a complex ecosystem with a maze of buildings spread over a wide stretch of urban landscape. Within that physically extensive ecosystem are important lectures, conferences, arts events, and a rich array of resources, like libraries, coffee shops, Athena clusters, and copy services. Mobile users will be able to access this intelligent map to locate events in relation to their present location.
To keep pace with the Institute’s evolving needs, we have developed MIT 2030: a flexible framework that helps the Institute make thoughtful, well-informed choices about its physical development and renewal in support of its mission. MIT 2030 is a responsive tool that provides guidelines for envisioning—and inventing—key physical changes on campus and in the innovation district close by.
Given the Institute’s international scope, the need arose to develop a system that facilitates MIT's ability to account for the well-being of travelers and to contact them in the event of an emergency. The MIT Travel Registry will collect trip-related data, such as itineraries and contact information, for students, faculty, staff, and affiliates traveling on MIT business. As an additional benefit, MIT faculty and staff will have the option to register their personal travel.
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