FSILG Strategic Plan

FSILG Strategic Plan – published, April 26, 2014

1.0 Executive Summary

This final report of the MIT Association of Independent Living Groups (AILG) Strategic Planning Steering Committee summarizes three years of work and thousands of hours of effort by the MIT FSILG community’s stakeholders: students, staff, and volunteers.  In cooperation with students and staff, the AILG prepared and implemented the 2012 FSILG Community Strategic Plan to better position MIT’s fraternity, sorority, and independent living group (FSILG) community to meet the needs of future generations of MIT students.  The plan was developed with the encouragement and support of the Division of Student Life at MIT; in particular, the FSILG Office played a key role in its preparation and implementation.

The FSILG Community Strategic Plan was prepared under the direction of the AILG Strategic Plan Steering Committee (SPSC) of six members, including both DSL staff and alumni volunteers.  Implementation was directed by two committees with overlapping membership: the Strategic Plan Executive Committee (SPEC), which consisted of members of the SPSC plus representatives of each student governing council, and the Strategic Plan Coordinating Committee, which was the successor to the SPSC.  We would like to thank Dean for Student Life Chris Colombo, Senior Associate Dean for Student Life Henry Humphreys, Assistant Dean for FSILGs Marlena Love, and the many other MIT staff members who lent their time and assistance to this effort.

The SPSC spent more than a year in 2011-2012 researching and writing the MIT FSILG Community Strategic Plan.  More than 20 focus groups with stakeholder groups from across the Institute and its communities were held to solicit input and ideas.  More than 40 students, staff, and alumni contributed to developing the plan’s 5 major themes and 23 initiatives.  More detail on the planning process can be found in the plan document.

Implementation began in fall 2012.  As we progressed, it became clear that certain plan initiatives were unattainable; either because of lack of community support or inadequate resources.  In those instances, the SPEC made the decision to abandon the initiative and focus on higher priority goals.  The complete implementation effort is summarized in this report.

It should be noted that implementation of the 2012 FSILG Community Strategic Plan must and will continue beyond the publication of this final report of the Committee.  The FSILG community is not static; it continues to evolve and change; the initiatives established in this plan must likewise continue to evolve.  The goals of the plan, however, remain unchanged: to continue to strengthen a remarkable and vital MIT student community.  In that sense, the 2012 FSILG Community Strategic Plan should be seen as a continuation of ongoing progress by the community’s students, staff, and alumni volunteers.

26 April 2014


2.0 Theme Reports

2.1 Theme #1: We will enhance the FSILG member experience

2.2 Theme #2: We will strengthen our partnership with the Institute

2.3 Theme #3: We will revitalize our facilities

2.4 Theme #4: We will enhance the reputation of our community

2.5 Theme #5: We will strengthen alumni/ae involvement with our community

2.6 Initiatives requesting MIT/DSL Participation

3.0 Appendices

3.1 Acknowledgements
3.2 Listing of 5 Strategic Themes and 21 Initiativethat comprise the plan
3.3 FSILG-Strategic Plan Areas for MIT DSL Assistance updated January, 2014
3.4 Introduction to 2012 FSILG Community Strategic Plan
3.5 Final FSILG Community Strategic Plan  (33pages!)
3.6 FSILG Plan Org Chart  updated December 13, 2012