Dean for Student Life

This was a very exciting year in that it was the first year in which the new Division for Student Life existed. The new Dean, Dr. Larry G. Benedict, arrived on campus in mid-August, joining MIT from Johns Hopkins University.

Much of this first year was devoted to the "basics," focusing on a number of infrastructure issues.


A new divisional budget formulation process was created, including an approach to setting divisional priorities in the budget request process. A balanced budget was proposed, and the fiscal year ended without any divisional deficit. A full time budget officer, Deb Fairchild, was transferred to the division.

Human Resources

All job descriptions were reviewed and updated. An annual performance appraisal process was adopted for all staff. A staff development committee was formed and a number of staff development workshops were conducted including Planning and Evaluation, Basics of Budgeting and Affirmative Action Principals and Practices. A full time organizational development person, Laura Capone, Director of Organizational Performance, was hired.

Policies and Procedures

A Parental Notification policy was developed and disseminated. The Confidentiality Policy was clarified jointly with MIT Medical and Campus Police. A policy to treat cases of alcohol abuse as a medical issue and not just a disciplinary issue is being developed with MIT Medical and Campus Police.


Groundbreaking occurred for a new graduate residence hall at 224 Albany Street. Groundbreaking occurred for the New Zesiger Sports and Fitness Center. Planning was completed and work begun on a new graduate residence hall at Sidney-Pacific.

Town-Gown Relations

A proactive policy was developed with respect to interactions with the Cambridge License Commission which has allowed MIT to manage more effectively internal issues around the FSILGs.

Discipline/Conflict Resolution

The Office of Student Conflict Resolution and Discipline, and the area of Student Conflict Resolution Mediation and Discipline within RLSLP were merged, into one coherent whole, under the leadership of Dean Robert Randolph with the goal of establishing a more coordinated campus approach to discipline.

Initiatives with Undergraduates

The Transitions Lounge in the Student Center was opened after the space sat empty for two years. The Coffeehouse in the Student Center was totally renovated. "Courses," a new eating establishment, was opened on the first floor of the Student Center. A series of Stochastic Dinners was undertaken jointly with the Undergraduate Association to bring faculty, staff and students together in informal conversations. The Undergraduate Association meeting space in Room W20-400 was renovated. An agreement was negotiated with the MIT Technology Licensing Office to direct royalties from the sales of class rings to the sophomore class.

Initiatives with Graduate Students

Planning for community space in Sidney-Pacific, the new graduate residence hall, was completed with significant input from the GSC. A new finance staff person was added to the GSC office. A new monthly billing process for rents was designed for Ashdown and Green at the request of the GSC. The Student Activities office began support of the financial accounts of all 60 graduate student groups.

The rest of this report details the many other exciting accomplishments of the division's individual units. Suffice it to say that DSL and its staff had a very productive "freshman" year.

The Chaplaincy


This year Chaplains provided integral support to students and families in times of crisis. The return of The Hands sculpture was positive for the community.


Dean Randolph is focused on developing the plans for an administrative infrastructure that will allow the Chaplaincy to be fully integrated with MIT's administrative processes and systems.

Staffing Changes

Reverend Jane Gould was replaced by the Reverend Amy McCreath. Reverend Constance Parvy retired in June. Reverend Johanna Kiefner will replace her beginning August 1.

Dean on Call

The Dean on Call staff handled 187 matters. Matters handled include: two student deaths on campus; 53 serious matters (severe depression or possible suicide, large party out of control, severe academic problem, assault and sexual assault, student in hospital or jail); 112 other calls from students, housemasters, police, faculty.

Phillip Bernard and Karen Nilsson joined the four-person team from DSL to provide coverage at night and on weekends.

Larry G. Benedict

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Athletics, Physical Education, and Recreation Department

The mission of the department is to stimulate personal growth and development of a balanced, healthy lifestyle for all members of the MIT community through education, competition and recreation.


The Office of the Director completed the department's strategic plan and allowed for a smooth transition between Directors of Athletics. In addition, the IT in Athletics, Physical Education and Recreation (IT/APER) Discovery project is underway. The goal of the IT/APER discovery project is to analyze and redesign business processes and technological systems that support the aforementioned service areas in Athletics.

The Facilities Office completed the following projects: a Card Access System was installated; the Crew boathouse lobby and exercise room floor was replaced; the du Pont locker area was renovated; the Johnson Track renovated; a scoreboard for Women's Softball was Procured; the room and floor of the Sailing Pavilion was renovated; and the Steinbrenner Track renovated (scheduled for completion in July of 2001).

The Operations Office computerized the sales of Athletic Cards; coordinated project management for the Sports and Fitness Center for the Athletic Department; developed list serve for Alumni Pool patrons; hosted over 60 MIT and Community events in Department facilities; and participated on newly formed Safety Committee.

Office of Physical Education

Table 1. Physical Education Classes—Enrollment Data

First Quarter 1639
Second Quarter 917
Third Quarter 1554
Fourth Quarter 1071
IAP 1360

(decrease of 1383 from 1999-2000)

Sales of athletic cards decreased by 452 from 1999-2000, totalling 6,651 primary sales and 453 family sales.

Table 2. Sales of Athletic Cards

  Primary Family
MIT Staff 637 88
MIT Staff-Half 515 20
MIT Faculty 210 42
MIT Faculty-Half 33 7
Draper 165 11
Draper-Half 35 1
Whitehead 49 7
Whitehead-Half 11 3
Lincoln Lab 13 4
Lincoln Lab-Half 1 0
Summer Staff 7 0
MIT Student 4956* 236
Wellesley Student 8 0
Wellesley Student-Half 4 0
Summer Student 12 0
Alumni 140 23
Alumni-Half 42 3
Sponsored 9 0
Monthly 94 0
Weekly 2 0
Add On 8 8
*Students who chose to activate their athletic cards following the tuition deduction

Club Sports

No figures are provided for club sports.


Table 3. Enrollment Data for Intramurals

Badminton 244
Basketball 1250
Billiards 300
Billiards Tournament 50
Bowling 128
Foosball 50
Football 1000
Hockey 1200
Octathon 320
Roller Hockey 144
Soccer 1260
Softball 1200
Squash 120
Table Tennis 300
Team Tennis 531
Tennis Tournament 41
Triathalon - Women 75
Ultimate Frisbee 300
Unihoc 300
Volleyball 1200
Water Polo 300

This data represents 21 Sports/Activities with a total of 10,293 participants. Both activities (by two) and participants (by over 2,400 participants) increased over the previous year's figures.

Varsity Athletics

Seven hundred forty-seven students participated in 41 varsity sports programs. Seven student-athletes were named Verizon Academic All-Americans. Sixteen Student-Athletes were named All-Americans. The Men's Lacrosse, Women's Basketball, and Women's Volleyball Teams qualified for the Eastern College Athletic Conference New England Championship. Men's and Women's Fencing won the combined New England Championship. Men's Gymnastics qualified for the national championships for the first time since 1995. Men's Ice Hockey won the New England College Hockey Association championship for the third consecutive year. Men's Tennis qualified for the NCAA Division III Championships and finished 8th in the country in Division III. Men's Indoor track finished 11th at the NCAA Division III Championships for the best finish for the team since 1989. Men's Water Polo won the Eastern Division III Championship. Four teams qualified for the New England Women's and Men's Athletic Conference Champions: Men's Cross Country, Men's Outdoor Track and Field, Men's Tennis, and Women's Tennis.

Staffing Changes

Candace Royer was promoted from Director of Physical Education to Director of Athletics/ Department Head. Anthony Brock was hired as Men's Freshman Lightweight Crew Coach. Brian Callahan was promoted to Aquatics and Equipment Coordinato. Gordon Hamilton was promoted from part-time position of Men's Varsity Heavyweight Crew Coach to full-time. Will Hart was named Pistol Coach and Range Master. Jean Heiney was reassigned as Interim Director of Physical Education. Roy Horsey was named Rifle Coach. Ian Hutton was promoted from interim to Head Coach of Lightweight crew. Michael Johnson was hired as Nordic Ski Coach, resigned at the conclusion of the season. Mike Kali was named Women's Sailing Coach and Assistant Sailing Master. Mike Lane hired as Men's Freshmen Heavyweight Crew Coach. Susan Lindholm was promoted from interim Women's Varsity Crew Coach to Women's Varsity Crew Coach. Carol Matsuzaki was promoted from part-time Women's Tennis Coach to full-time.

Theresa Saucier hired as Athletic Trainer. Jon Shefftz resigned as Alpine Ski Coach.

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Campus Activities Complex

The Campus Activities Complex (CAC) offers a range of programs, services and facilities meant to support the diverse social, educational, religious, and living needs of the MIT community. Through its efforts in facilities management and event support, campus dining, retail and administrative services, and campus programming, the CAC strives to provide a nurturing and supportive environment for students and the rest of the MIT community to interact, grow, and pursue their individual and group interests. It supports the practice and appreciation of the arts, participation in campus and student activities, and the provision of conveniences that support the quality of campus life.


Administrative and Retail

In the summer of 2000 the retail consulting firm of Todreas Hanley performed a review of the Stratton Student Center retail market to assess the market potential and to recommend retail offerings that will be successful on campus. Additionally, a pedestrian traffic study of the Stratton Student Center, performed by the Kopel Research Group, found that approximately 9,000 people access the building daily or the calculated figure (after weighting) of 2,148,143 people annually. These two studies were put into use in a joint development project with the MIT Real Estate Office and the Department of Facilities' Capital Project Development Office to rejuvenate the first floor retail area of the student center with new seating and semi-permanent market stalls. This project will be implemented in the fall and winter of the upcoming year.

A Strategic Planning Process was initiated for Walker Memorial and the Stratton Student Center. An outside consulting firm was hired and a campus client team was established. A series of community interactions and discussions have been conducted, along with a web-based student assessment survey of the Stratton Student Center. A final report is intended for release in the fall.

The occupancy levels of the retail portion of the Stratton Student Center were maintained from the prior year, and a long term lease was signed with Laverde's Market to ensure a high level of quality and uninterrupted service to the MIT campus.

Located in the Student Center, the CAC provided business services for the campus with the oversight of multiple retail tenants: the 24-Hour student-managed Coffeehouse, the Game room, the Source Box Office and the Student Center Lobby Vendor Program.

Facility and Event Operations

CAC operations staff was available 24/7 providing event and facility support. Use of CAC spaces this year numbered 19,840, with 51 percent being used by students, and 49 percent by Institute offices and affiliates. Of the 49 percent used by Institute offices and affiliates, the breakdown was:

44 percent by institute department programs, four percent by Conference Services, and one percent by Government and Community Relations. Increased support went to Freshman and Pre-Frosh activities, Spring Weekend, Family Weekend, Commencement and Alumni activities, and other large institute events such as Odyssey Ball and the Johnson Games. CAC continued its commitment to maintaining a clean environment in its buildings. In a continuing effort to improve common areas and create comfortable areas in which the MIT community can meet, study and hold events, new seating and furniture were added in several locations, including: permanent outdoor patio seating added at Morss Hall and Courses Restaurant and four new barbecue pits added in the area behind Kresge Auditorium. Improvements to the lounge space known as Transitions, located on the first floor of the Student Center, are currently in the works. CAC continues to collaborate with Campus Police, Athletics, Housing, the Registrar's Office, and RLSLP on joint programs and issues through a weekly Event Meeting.

Scheduling and Event Management

The Concerts Office was added to EMS (CAC's event scheduling system) and its personnel were trained in EMS. An EMS consultant visited to recommend improvements to EMS and to provide further training for staff in EMS.

The reservation area of CAC processed 25,283 space requests: 11,498 (45 percent) were for student groups. 13,785 (55 percent) were for institute offices and their affiliates. Of the 13,785 (55 percent) requests, 11,748 (46 percent) were for departments, programs, and administrative offices; 1,902 (eight percent) were for Conference Services; and 135 (one percent) were for Government and Community Relations.


A $556,000 renovation to the newly renamed Courses Restaurant (formerly Networks Restaurant) resulted in a new operating concept, with focus on variety, display cooking and healthier options, including a wide variety of vegetarian offerings. A $345,000 renovation of the 24-Hour Coffeehouse on the third floor of the Student Center was completed in January. The new layout and décor enhances the facility and has increased the social program offerings. The Room W20-400 meeting space was upgraded with improved lighting, carpeting and seating. This space will now effectively respond to the needs of the undergraduate governance organizations as well as meeting and conference groups.

Dining Services

Dining Services developed a business plan with specific strategies for the revitalization and reorganization of Campus Dining to ensure greater community and a competitive vendor environment. The office developed full costing model for Campus Dining, the first auxiliary department to work with the Budget Office under the Executive Vice President's initiative. Combined with the business plan strategies, this will provide the foundation for a comprehensive dining program, including new operational models, capital needs and financial expectations. Development of MIT's student dining committee continued, including work with Undergraduate Association leadership to ensure effective student influence over food services. The office recruited a new operations manager, creating core personnel infrastructure for Campus Dining and helping to ensure ongoing quality control and support in implementing new plans and strategies. The operations of the MacGregor Convenience Store were expanded and enhanced with facility improvements and investment in contemporary merchandising equipment.

With the BioSafety Office, a sanitation tracking and action system was established for all operations, enhancing response to repetitive operational health issues. The office coordinated a successful and safe I-Fair with the International Students Association.

Efficience was improved in several areas by establishing the following procedures:

The office implemented a patented key system for all dining facilities, improving security and inventory control. Repair and maintenance procedures were tightened, reducing expenses, downtime and longevity of assets. Procedures were established for the evaluation, storage or liquidation of old equipment.

Additional accomplishments include:

Dining Services maintained active and contributing membership in the EPTF. The office expanded the composting program on campus to include Baker Dining and Next House Dining. The office cleared old store areas and donated furniture and other items to student furniture exchange.

CAC Program Board

The CAC Program Board continued to offer a variety of programs and events including its annual "Take-a-Professor-to-Lunch Week." One hundred, ten students participated in taking a professor to lunch. Ten restaurants participated in the program, including three on-campus and seven in Cambridge and Boston.

The Program Board initiated a new weekly performance series on Thursday nights in the newly renovated Student Coffeehouse. Events ranged from poetry readings to a magic show, with a focus on musical performances that included cappella, jazz, and open-mic nights. More than twenty performances took place over the course of the academic year, with a total attendance of nearly 500. The series relied heavily on students, who not only represented a majority of the entertainers but also helped to organize and promote the performances. The Board sponsored and ran its annual campus recreational tournament. Winning students were sponsored to travel and compete in New England and international tournaments provided through the Association of College Unions International.

The Quiz Bowl/College Bowl program sponsored an MIT team that competed in a number of intercollegiate events, including its own MIT Beaver Bonspiel tournament hosted at MIT. The team also competed in both the National Tournament held in Philadelphia and the International Tournament held in St. Louis. A special grant of $10,000 to support the program was provided by Cisco Systems.

Hobby Shop

The Hobby Shop implemented new web page and completed preliminary plan for Hobby Shop renovation. The shop provided facilities and design consultation for 2.971 (OME) Second Summer Design Class. This year the shop offered the following classes:

The shop planned new Freshman Advisor Seminar "Product Design" to be taught with Professor Martin Culpepper in fall 2001. Research of Hobby Shop member names from 1939-1965 was completed for a future newsletter. The Hobby Shop also completed bench space renovation and added dust collection for table saw.

Student Art Association

After four years of preparation and fund raising, our Digital Theatre will be opening during fall term. New classes include: Nature Photography; Photographing the Human Form; and Pottery—A Step Up From Beginning (combined hand and wheel). Our enrollment remains the same and is at capacity.

Talbot House

Operations continued at Talbot House, MIT's lodging facility in So. Pomfret, Vt., although discussions are underway to consider the long-term viability of the program. Participation in 2000-2001 was down to 522 visitors of which 304 were students. A substantial review of life safety and maintenance was conducted with staff from the Facilities Department and Safety Office. As a result, $20,000 was provided to upgrade problems considered needing immediate attention.

Special Community Services

The annual Community Giving at MIT Campaign ran from November to February and reached over 100 percent of its $350,000 goal by raising $373,000. Professor John Deutch served his second year as Campaign Chair along with Co-Chair Bill Wohlfarth.

Highlights of the Campaign are as follows: The Campus Book Fair contributed to the Campaign, which assisted both the United Way and the MIT Community Service Fund. A clothing drive was also held during the Campaign to help raise community awareness. Over 1200 members of the MIT community donated to the Campaign, with 95 giving $1,000 or more. MIT was awarded the "Spirit of Sharing Award" by the United Way of Massachusetts Bay for the third consecutive year. The Quarter Century Club (QCC) Office inducted 84 new members into the Club in March, bringing the membership roster to over 2,900 active and retired employees. Events held during the year included The Summer Picnic (annual), The Silver Club High Tea for Ladies and The Holiday Gathering. This program transferred out of CAC on March 1, 2001.

Staffing Changes

Numerous staffing changes occurred over the past year, including those brought about by reorganization: Ted Johnson, Associate Director of Programs, resigned after 14 years to take a new position with the MIT Office of Conference Services, Events and Information Center. Elizabeth Mulcahy, Administrator for the Special Community Services Office retired after 39 years of service to MIT.

New staff welcomed into the department during the past year were: Dr. Jennifer Smith as Assistant Manager for Event Planning, Ward Ganger as Dining Manager, Patrick McEachon as Operations Supervisor, Andrea Lathrop as Administrative Assistant to the Director, and Lianne Scott as Central Office Administrative Assistant.

The shift of the Office of Special Community Services to the MIT Office of Conference Services, Events and Information Center brought with it the transfer of Annmarie Foley and Diane Tavitian out of CAC. By year's end, Patrick McEachon and Andrea Lathrop had resigned to pursue other career opportunities. Jim Schubert served as CAC's graduate assistant for program

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Counseling and Support Services

The office of Counseling Support Services participates in the following activities: Counsel, advise and advocate for undergraduate and graduate students regarding personal and academic issues. Participate as an active non-voting members of the Committee on Academic Performance. Review and process leave of absence applications, readmissions and voluntary and medical withdrawals. Provide programming for diverse student constituencies. Collaborate with MIT Medical, especially Mental Health, to support students in need. Assist parents, faculty, campus police and administrators with student-related issues.


The office completed readmissions process for all returning MIT undergraduates (except those who have been required by the CAP to withdraw on two occasions). Counseling Support Services collaborated with the Committee on Academic Performance to facilitate discussions of students' performances, academic petitions and undergraduate policies. The office continued to work closely with Mental Health and MIT Medical to service a student body with many challenging issues. The office contributed to formation and development of Students At Risk group

The office successfully advocated for students emergency fund to assist growing numbers of students in crisis.

A long search process to identify and hire an Asian-American mental health professional (counseling dean) was successfully completed.

Counseling Support Services collaborated with the Campus Committee on Race Relations, Interphase, and MITES. The office provided in-service Training for CSS Staff (four speakers), Les/bi/gay Programming, Loni Ding's "Who Is An American, and Who Decides?", and Nightline Peer Counseling. The office participated with the Martin Luther King, Jr. Committee. The office also participatied in First Year Student Orientation. Institute-wide collaboration with other services was provided for Sexual Assault Awareness programming. The office visited MacGregor and Random Houses and Zeta Psi ILG. The office held workshops and programs for women and minority students from all backgrounds.

Staffing Changes

After being with CSS for two years, Staff Associate Suzette Clinton was hired for a new position with greater professional responsibility at the Division of Bioengineering and Environmental Health in October 2000. Kunya Des Jardins was hired as an assistant dean in July 2000.

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MIT Card Office

The mission of the MIT Card and the MIT Card Office is to actively contribute to the convenience and quality of life of our students, faculty, and staff. With a focus of customer service, the card should serve as the Institute's universal passport to the widest possible array of campus services, facilities, and activities. It should be aggressively marketed, widely accepted, self-supporting, and offer convenient, round-the-clock customer service.


Mission and organization of the MIT Card Office were entirely recrafted in the past year. As one element of that redesign, the MIT Card Office will leave the Office of the Dean for Student Life and will report to the Director of Enterprise Services (Steve Immerman) of the Office of the Executive Vice President, effective July 1, 2001.

The process that was used in establishing a new Card Office mission and organization is described in the section that follows.

A three-person team, led by Interim MIT Card Office Director Kirk Kolenbrander and including Greg Anderson and Matt Brody of MIT Information Systems, studied the existing MIT Card Office and the MIT Card. After researching practices at MIT and at a number of universities across the nation, the team concluded that the students, faculty, staff, and affiliates of MIT and the Institute itself were not well served by the existing products, objectives and organization of the MIT Card Office. The team also observed that the Card Office had become an insulated business unit that offers an array of services that are inadequate, needlessly duplicated in other business units, and poorly customer-based.

In creating a new mission for the MIT Card and its office, the team established the following principles:

The team prepared a report that proposed a new mission for the office, identified the principles that support it, and made recommendations to achieve it. Those recommendations were supported by observations of other universities' implementations and with descriptions of revenue sources for MIT. The report and its recommendations were adopted first by a meeting of the Dean for Student Life, the Vice President for Information Systems, the Director of Facilities, and the Director of Enterprise Services. That group then forwarded the recommendations to the Executive Vice President and the Chancellor and received their final approval.

In addition to the broad changes within the office, a number of significant enhancements were added to the day-to-day operation of the office. Passport photos may now be conveniently obtained for a small fee at the office, and this service has quickly become popular. To serve the increasingly large group of alumni users, extended hours have been added to provide early morning and evening operations on select weekdays.

Staffing Changes

Lawrence Maguire retired as Director of the MIT Card Office on October 1, 2000. Kirk Kolenbrander served as Interim Director for the period October 1, 2000 to June 30, 2001. For that interim, Dan Michaud and Shueh-Lin Lee (Administrative Staff Assistants) served as Co-leaders of the Customer Satisfaction Team and were responsible for the day-to-day operations within the office. Michael Collins was appointed Administrative Staff Assistant on January 1, 2001.

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Office of Student Conflict Resolution and Discipline

It is the mission of the Student Conflict Resolution and Discipline System (SCRDS) both to contribute to an environment in which every student can get the most out of his/her academic work and life on campus and to teach students to be good citizens of MIT and the world. To those ends, the system must be easily accessible, clearly defined, well publicized, and fair. It must encourage resolution of issues at the lowest or simplest level and provide a fair central process when needed. The functions of discipline, mediation@mit and student conflict resolution merged together to form one coherent whole, the Office of Student Conflict Resolution and Discipline.


The demand for training in conflict resolution remains constant. IAP and spring sessions of 36-hour Basic Training in Mediation certified 37 mediators. Conflict Resolution Training, co-led with Ombuds staff, graduated 16 participants. A session on Getting along with your Roommate was held for 20 graduate students living in Edgerton House. Cases mediated include: four inquiries, no mediation, six mediations reaching agreement (seven graduate, four undergraduate and two staff), one facilitation of group discussion co-lead with MIT Medical department.

Conflict Resolution and Discipline

The number of cases referred by Campus Police declined sharply: zero noise complaints and zero students caught on roofs or prohibited areas (two of the largest categories in the last two years). TheOffice received 15 formal complaints against students from faculty and staff; two heard by a five-member DSL panel, 12 were heard by Administrative Reviews.There is one case pending. A wide range of sanctions were imposed by panels following reviews. Sanctions ranged from not allowing a student to register or receive a degree until certain criterion were fulfilled, to 25 hours of community service, to no finding on the charge. The office received and processed warning letters against 76 students for academic misconduct. This is over a seven-fold increase from the past year. The office staffs the Committee on Discipline (COD). COD heard charges against nine students, eight for misconduct, one was for personal misconduct. One charge was withdrawn and three remain to be heard during the summer. Sanctions ranged from withholding a degree, expulsion, and suspension to informal probation. COD also reviewed a number of petitions to remove disciplinary notations from transcripts, as well as a petition to be allowed to receive a degree.


Dean Randolph was appointed office head for the Office of Student Conflict Resolution and Discipline. Carol Orme-Johnson and Betty Sultan are the Assistant Deans for the Office. Moon Nimon transferred from the Office of the Dean for Student Life to provide administrative support to the Betty Sultan and the discipline system.

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Residential Life and Student Life Programs

As Residential Life and Student Life Programs (RLSLP) moves towards the transition in residence selection occurring in the fall of 2002, we have undergone marked organizational and structural growth and development. Changes recognize that the shift in residence selection is creating opportunities for enriching community both in living groups and across campus. This year has poised RLSLP to more effectively and fully realize its multifaceted mission. Embodied by our theme "Thrive: Living at MIT," highlights from our central mission include:


Daily Operations

Central operations staff worked with all House Managers to develop stronger programs in areas of desk operations, custodial services, and repair and maintenance, in addition to developing stronger participation by each House Manager in their House Team. The program launched a new fire safety program in collaboration with the Dormitory Council and the Safety Office consisting of inspections for all rooms. As members of MIT's Environmental Programs Task Force, RLSLP increased recycling containers and joined with Facilities for a new curbside pick-up. As members of MIT's Emergency Response Group (ERG), staff continued work with the Director of Public Safety to improve MIT's overall emergency response. Two staff joined the Dean on Call Team-Phillip Bernard and Karen Nilsson. Evaluation of facility support of student life in residence halls yielded concerns regarding the quality and equity of some of MIT's older residence halls. As a result, upgrades were undertaken in Bexley Hall, Random Hall, and East Campus, including lounge furniture replacement, paint and carpet renewal, and quality improvement of recreational spaces. Efforts will continue to increase the quality of student life in these halls.

Evening Operations/Nightwatch Program

The overall program underwent comprehensive evaluation for areas of development and improvement. The program enhanced emergency response procedures and communications with the Dean on Call team, including development of accurate list of all house vacancies available for emergency moves. Enhanced training was provided for staff in areas of security and environmental safety. A program was developed and implemented to ensure shift coverage while offering professional development opportunities for union staff.


RLSLP worked with the Department of Facilities and the Treasurer's Office on construction initiatives for Simmons Hall, Sydney and Pacific, and NW30. NW30 space was designed. Construction began and will be completed by August 2001. Student room assignments are complete, and students will begin to occupy the building on August 16, 2002. Sydney and Pacific building design is ongoing. Groundbreaking has occurred and initial structural work has begun. Determination of programs is ongoing. Major design of Simmons Hall was completed. Foundation has been laid and construction is underway.

Capital Maintenance Projects

The following Capital Maintenance Projects were completed:

Graduate Single and Family Housing

1467 out of 5832 graduate students received on-campus housing. The vacancy rate for the Greater Boston area is at an all time low, increasing demand for our limited campus facilities. The demand for family housing (graduate and undergraduate) continues to increase, raising the need for review in the near future. A new "user friendly" web-based housing application form was brought on-line, enabling more convenient service and a more efficient lottery.

Computing and use of MITSIS continues to improve service. In collaboration with the Graduate Student Council and Deans for the Graduate School and Student Life, RLSLP developed new housing policies, including clarification of the definition of new (first-year) and continuing students, with the goal of enhancing equity within the graduate housing lottery. The billing processes for Ashdown House and Green Hall were changed; all graduate houses now bill on a monthly basis.

Undergraduate, Summer, and Conference and Guest Housing

For the second year in a row, a second lottery was necessary to place incoming first-year students, after which we were able to place 98.8 percent of first-year students in one of their top three choices. In cooperation with the Dormitory Council, RLSLP developed a web-based lottery program for fall 2001, for temporary assignments in order to study the proposed 2002 housing process, as well as the effects temporary housing assignments have on permanent housing choices and assignments. The office developed and implemented a computer database for all conference and guest housing programs, resulting in more effective allocation of available residential space. For the first time summer assignments were made centrally via the web. This allowed house managers to concentrate on turning the buildings over, rather than on housing requests. This improvement as a result of a study done by Jennifer Frank '00.

To increase customer service and modernize procedures, web-based information and applications were developed. A primary outcome is enabling students and their families to more effectively investigate residential options prior to arrival on campus.

Off Campus Housing Service

The off campus, metro-Boston rental market is still at a crisis level, with a vacancy rate below three percent. On March 1, 2001, an available rental listing web site,, was launched. In April, there were more than 35,000 hits on the site. It was expected that on-line listings would reduce foot traffic in our office; however, it has remained steady.

The office responded to landlord/tenant law inquiries by making the brochure Legal Tactics available. Legal Tactics is produced by the Massachusetts Law Reform Institute.


Faculty Residents in Residence Halls

Three searches were conducted to replace departing Housemasters.

Vernon and Beth Ingram left Ashdown House after sixteen years. They were replaced by Terry and Ann Orlando. After five years at East Campus, Jed Buchwald turned over his post to Julian and Marjorie Wheatley. After sixteen years ar MacGregor House, John and Carole Wilson were replaced by Charles Coleman and Kecia Brown.

Fraternities, Sororities, and Independent Living Groups

Three hundred, thirty students joined Fraternities, Sororities, and Student Living Groups (FSILG) during Orientation. Leadership development programs have increased significantly, including development of the first all FSILG leadership retreat, first joint executive board transition retreat for all three umbrella organizations, and initiation of 2002 preparation training program. The Faculty Advisor Program was developed and initiated, with five Faculty joining the program. The AIFC voted to change their name and charter; the new Association of Independent Living Groups (AILG) is working to encourage more collaboration and reach out to younger alumni. Collaboration emerged between MIT, the InterFraternity Council, and the Cambridge License Commission to more effectively create educational opportunities for houses that violate policies. The CLC's Kappa Sigma Fraternity disciplinary hearing decision dated December 11, 2000 served as the template for the development of this new collaborative model. Advising for traditionally minority Fraternities and Sororities has been integrated into the new advising team.

The Panhellenic Association 2002 Committee produced its final report which was approved. Recruitment after the 2002 transition in residence selection will be less than two weeks long and begin on the last day of IAP. The InterFraternity Council 2002 Committee has set its schedule for recruitment in 2002. Official recruitment will last for two weeks, beginning at the end of the second full week of the fall term. There will also be a spring recruitment period. The InterFraternity Council revamped its constitution to enable increased functioning and recognize emerging needs such as Inter-FSILG relations and recognition of the Living Group Council. The Panhellenic Association significantly evaluated its role within the FSILG system at MIT. Event planning and visibility efforts, along with increased leadership and participation marked this year's progress. Sigma Alpha Epsilon sold their Boston properties with the intent of establishing a foundation. Recolonization remains a possibility. The InterFraternity Council was awarded the "Council Management Programming Excellence Award" and the "Leadership and Educational Development Programming Excellence Award" by the Northeast Greek Leadership Association (NGLA).

Lesbian, Bisexual, Gay, and Transgendered at MIT (lbgt@MIT)

The mission and primary goals of lbgt@MIT and the LBGT Issues Group were evaluated and updated to reflect new levels of focus. New programs and services this year included an alumni-student mentoring program, the Lavender Graduation Reception cosponsored by BGALA, and SpeakOUT, a two-day training hosted by MIT. GaMIT led an effort to bring the Fierce Forever IV drag show to campus. LBGT organized a poster campaign featuring LBGT and supportive members of the MIT community to raise awareness and increase visibility. Since 1996, primary financial resources for LBGT programs and services were provided by John S. W. Kellett '47, whose $100,000 pledge to MIT and BGALA is now complete. The Office of the Dean for Student Life has committed to institutionalizing this financial support. The New Institute award was established in honor of John S. W. Kellett '47, to be given annually in recognition of exceptional commitment to creating a welcoming environment at MIT. The Undergraduate Association committed $2700 to found a Gay Resource Center. Volunteer efforts continued to provide the majority of efforts to support lbgt individuals, continuing to cause concern regarding sustained and ongoing services.

Public Service Center

The Public Service Center (PSC) has begun implementation of a mission that goes beyond Cambridge public education to also encompass national and global issues.

CityDays drew over 500 MIT students. The ninth annual MIT-Cambridge Science Expo brought nearly 300 seventh and eighth graders to MIT with 150 student volunteers to tour Institute labs. Seventy-five MIT students volunteered through LINKS to assist in Cambridge science classrooms. The Reach Out-Teach a Child to Read program provided nearly 100 MIT mentors to children learning to read. KEYs ran 5 one-day workshops and a three-day summer program involving 120 girls and over 30 MIT women mentors. The Giving Tree and collaborative gift and clothing drive provided over 1500 gifts to needy children from 14 area agencies. A new program, CommuniTech, was founded to address digital divide issues. Three new Fellowships were created: Vector, Educational Outreach and International Service. Fellows engaged students in science, researched possible models for math and science support to enable MIT volunteers to work productively with public school students, and traveled to Guyana to establish an optical lab and eyeglass-recycling center. A new $10,000 Coop Grant fund was created in partnership with The Coop to support student community service projects. Along with Edgerton Center, the PSC received a $56,000 three-year Massachusetts Campus Compact (MACC) grant to support service learning at MIT, with three pilot classes already in place. Two other MACC grants have provided successive full-time VISTA positions.

Student Activities

RLSLP provided direction and support to the first annual Undergraduate Association (UA) Councilor Retreat.

Developed and offered several innovative training workshops for new student group officers. The office hosted the first-ever Student Leaders' Recognition Reception on behalf of the Office of Student Life Programs, as a way to provide more visible celebration and recognition of student leaders. Ongoing work with the Graduate Student Council, in conjunction with the Graduate Students Office and the Office of Organizational Development, is leading to the creation of a leadership development program specifically for graduate students.

The Student Activities Finances function this fall welcomed the accounts of all 60 graduate student groups that had previously been managed through the GSC. We now support 706 student group internal bank accounts. RLSLP worked with the UA to expand student organization access to funding by permitting over-allocation in response to the 30-40 percent rollover of unspent funds that has been occurring. The UA, GSC, and Student Activities reached an agreement to shift financial support of the Association of Student Activities (ASA) from the Office of the Dean for Student Life. The UA and GSC agreed to cover all ASA expenses up to $10,000, in equal shares. Requests above $10,000 would be negotiated between the ASA and Student Activities.The office streamlined the Request for Funding process and developed a Funding Guide to assist student organizations in understanding the primary funding sources on campus.

LeaderShape formally came under the direction of the Student Activities Office, and the program, now in its 7th year, was again a great success. 65 students participated in the program and 13 faculty, staff and students served as facilitators.

Spring Weekend 2001 included the largest concert ever held at MIT with 2700 tickets sold. About 300 students came to the "Kresge Kickback" barbecue and the weekend culminated with the first Odyssey Ball, sponsored by the Office of the President.

The eighth Charm School was organized. Improvements included moving the event, for the first time, to the Student Center, adding a fashion show, and updating and increasing the number of classes. An estimated 800 students attended the 28 different classes taught by over 50 faculty, students, and staff.

Supplemental Funding Allocation

Weekends@MIT distributed $45,000 to 14 individual events sponsored, at least in part, by one or more living groups, in addition to supporting Spring Weekend and Fall Festival. An additional $5,000 was provided to a Panhellenic Association sponsored carnival by the Thomas Glenn Leo '75 Weekends@MIT fund. Through the MIT Fund, $55,024.90 was allocated to 30 different groups/programs, with the largest allocation being $3,000 for any one program. The "Student Life Now" Fund began the fiscal year with $19,635 on July 1, 2000, with $12,139 in gifts made this year by parents. $25,800 was allocated from the "Student Life Now" account to support 14 different programs and events this year.

Residential Programs

A Residential Information System was designed and is currently being programmed. The system will address a variety of communication needs, including tracking housing assignments, enabling house residents easier access to house services and programs, and improving information sharing among House Teams.

Seventeen faculty members served as regular House Fellows this year, in addition to the ten who participated as First-Year Advisors and House Fellows through Residence Based Advising pilot programs.

In collaboration with the Health Education Service of MIT Medical and the Academic Resource Center, the first year of a pilot program in Residence Based Advising was completed. A team of 11 Resident Associate Advisors were trained to provide resources and support to residents of the two participating residence halls, McCormick and Random, including organization of over 50 academic, social, or wellness programs. For more information on the advising and health aspects of the program, please see the Academic Resource Center's Report.

The Kitchen Chemistry Seminar program expanded. Four courses were offered, including one in East Campus that was organized and taught by a student.

The office organized newspaper readership program in Senior House, distributing up to 70 newspapers to residents each day.

Housemasters and Graduate Resident Tutors

Two Housemasters are leaving their posts in July-Vernon and Beth Ingram from Ashdown and Jed Buchwald from East Campus. The new Housemasters will be Terry and Ann Orlando (Ashdown) and Julian and Marjorie Wheatley (East Campus). In addition, MacGregor Associate Housemasters John Wilson and Carol Espy-William resigned. Charles Coleman and Kecia Brown will become the new Associates. Steve and Laura Lerman were announced as the new Housemasters for NW30. Anne and William McCants, currently Housemasters of Green Hall, were announced as the Housemasters for Simmons Hall once construction is complete.

Twenty new Graduate Resident Tutors were hired this year from a pool of 65 applicants.

Tutor training and support increased significantly. A Tutor Advisor Board was established with one tutor from each hall to assist in programming and training development. Monthly training sessions were scheduled on topics such as depression, suicide, designer drugs, programming, crisis response, and alcohol issues.

RLSLP held first ever end-of-the-year appreciation banquet for House Teams at the Faculty Club.

Housemasters received a 55 percent increase in their discretionary accounts. In addition, each house received an additional $5,000 to support special programs.


Financial Structure

RLSLP underwent an extensive review of its financial structure with the intention of bringing the system to a full-costing model and integrating the finances from the two individual departments that merged two years ago to form RLSLP. The office developed and implemented a centralized budgeting system to shift fiscal responsibility to area leaders and supervisors.


The following staff changes occurred:

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