The Massachusetts Institute of Technology (MIT), an independent, coeducational, and privately endowed institution, was founded in 1861 and is today one of the world’s top universities. Teaching and research—with relevance to the practical world as a guiding principle—continue to be its primary purpose. Its five schools and one college encompass numerous academic departments, divisions, and degree-granting programs, as well as interdisciplinary centers, laboratories, and programs whose work cuts across traditional departmental boundaries. Located in Cambridge, Massachusetts, across the Charles River from downtown Boston, MIT is home to 4,547 undergraduate and 6,919 graduate students. MIT is dedicated to providing its students with an education that combines rigorous academic study and the excitement of discovery with the support and intellectual stimulation of a diverse campus community.

Housing & Residential Services is a department within the Division of Student Life (DSL). All of DSL is committed to a student-driven, educational mission focused on helping MIT’s diverse community of students thrive intellectually, physical, spiritually, and personally. The Director of House Operations as a member of the leadership team within Housing & Residential Services will embrace the DSL mission and actively partner with students, faculty, and staff to develop enriching environments and experience that promote students’ knowledge, wellbeing, independence, and accountability.


The Position

Responsibilities of the Position

Reporting to the Senior Associate Dean, Housing & Residential Services, the Director of House Operations provides leadership, strategic planning, oversight, and supervision of daily housing operations in support of residential custodial services, repair and maintenance, and residence hall security. The Director will ensure the highest standards of residence facility physical and custodial quality, customer service, and value to residents and guests. The Director leads the development and implementation of operational strategies—including immediate, short-term, and long-term planning—related to ensuring that the residential facilities meet the needs of residents and are well-coordinated with House Teams (i.e. faculty Heads of House, Area Directors, Graduate Resident Tutors, House Governments, and House Operations Managers) and the Department of Facilities (DoF). Working closely with House Operations Managers to support day-to-day operations, resolve building-related issues, respond to facility emergencies, and ensure routine maintenance plans are achieved is an ongoing priority for the Director of House Operations. Other key campus partners with whom the Director works collaboratively include the Director of Capital Renewal and Renovations, the Director of Residential Services, the Project Manager for Residential Renewal, EHS Program Manager, and the Communications Manager. Following a period of acclimatization and assessment, the Director will lead change and continuous improvement in the following areas: data-driven decision-making, communication, utilization of new technology to optimize operations and services, and personnel management, assuring strategic deployment of critical, valued human resources. The Director leads an organization of approximately 162 MIT and contracted staff, including 13 House Managers, an Assistant Director of Evening Operations, and a Manager of Residential Security.

MIT’s 21 residential facilities support a range of living environments and distinctive communities actively led by faculty Heads of House and student House Governments. The residences encompasses over 2.5 million sq. ft. and approximately 6,000 bed spaces and apartments serving undergraduate and graduate students, families, residential faculty and professional staff, special student educational programs, MIT visitors, and conference guests. MIT will be opening two new residential buildings in 2020 and will be undertaking significant renewal projects in older buildings over the next several years. The Director will play a critical role in planning for and implementing operations for new and renovated buildings.

The MIT job description for the Director of House Operations delineates a more detailed list of characteristic duties and responsibilities.


  • Develops and ensures best in class standards of custodial, repair and maintenance, desk services, and dorm security operations.
  • Ensures the development and management of HRS operational inventory control system, including residence furniture, custodial, and other operational equipment and supplies.
  • Ensures that safety policies are in place, understood, reviewed, and maintained.
  • Coordinates state and local building inspections with the Environmental Health and Safety (EHS) Office and takes responsibility for corrective action as necessary.
  • Works with the DSL EHS Manager and MIT EHS to provide appropriate OSHA required training for all House Operations Managers, Housekeepers, Maintenance Mechanics, Nightwatch personnel, and other HRS employees as required.
  • Develops Fire Safety programs and procedures.
  • Works with MIT Campus Dining on matters relating to dining facilities located in the residence halls.
  • Facilitates close coordination between HRS and DoF staff on repairs to building systems maintained by DoF.
  • Serves on the Housing Emergency Response Team.
  • Develops occupancy standards and leads operational readiness efforts as new and renewed buildings are brought online.


  • Communicates information to appropriate stakeholders regarding HRS policies and procedures, including housekeeping standards, student procedures, safety, security, operations, personnel, and budget information.
  • Serves on the MIT Emergency Action Committee (EOC), the Housing Emergency Response Team, the HRS Leadership Team, and various MIT-wide committees as assigned.
  • Ensures that administrative processes, including work orders, purchasing, and vendor contracts contain the necessary controls for accuracy and proper reporting.


  • Provides supervision for the House Operations Managers, Manager of Security Systems, and the Assistant Director of Evening Operations in the development of individual performance goals and objectives and evaluation criteria.
  • Plans, develops, and conducts performance evaluations.
  • Ensures that staff address and resolve issues and problems utilizing appropriate skills and techniques, including conflict management and mediation.
  • Coordinates the hiring of House Operations Managers and service staff.
  • Works with the Sr. Director on Labor-Management contract negotiations.
  • Recommends disciplinary action (personnel matters) involving professional staff, hourly, and union personnel.
  • Manages expectations between contract employees and vendors as it relates to the successful and comparable delivery of services to MIT’s Housing system.
  • Responsible for the oversight of the Residence Hall Security systems, policies, personnel, and training.

Managing Resources:

  • Works with the DSL Assistant Director of Finance in the development and control of residence hall operational budgets.
  • Works with House Operations Managers to ensure the effective stewardship of departmental resources (budgetary and staffing).
  • Reviews monthly operating statements with the DSL Assistant Director of Finance to assure proper procedures and controls are maintained.

Strategic Planning:

  • Works collaboratively with the Director of Residential Services and the Assistant Director of Guest and Summer Conference Housing on matters of operational readiness and support for graduate and undergraduate students, special summer programs and conferences, and MIT faculty, staff, and affiliates as appropriate.
  • Works with the Director of Capital Renewal and Renovations, Heads of House, and residents on residential enhancement proposals and manages the implementation of approved plans.
  • Maintains responsibility for the on-going evaluation of planning processes and related procedures.
  • Provides input on building designs to ensure operational needs are met.
  • Works closely with DoF to develop and implement building-specific preventative maintenance plans.
  • Develops and implements operational plans for opening of new and renewed buildings.

Characteristics of the Successful Candidate

The successful candidate will possess a bachelor’s degree (master’s preferred) and have a minimum of eight years of progressive professional experience in housing administration and residential facilities, including demonstrated leadership and supervision of full-time staff. Knowledge of, and experience with, building repair and maintenance, custodial services, desk services/building security, and fire, health, and environmental safety issues is required. Additional capabilities and experience that will be important considerations in the selection of the Director of House Operations include: excellent customer service, interpersonal, written and oral communication, and presentation skills; experience working in a residential higher education environment; evidence of strategic planning and project management capability; labor relations management success and conflict resolution experience; demonstrated emergency response management experience; ability to work effectively with a large and diverse population; and experience opening new and renovated facilities. Housing and Residential Services is a 24-hour operation; the Director must be available to provide support for off-hours, weekends, and/or holidays as required.

In addition to the qualifications stated above, key institutional stakeholders identified a number of additional capabilities and attributes of a successful candidate.

  • Demonstrate an understanding of issues of diversity, equity, and inclusion and how these impact an entire campus community.
  • Be a good listener who can translate priorities into strategic action and influence others to support change.
  • Demonstrate a record of service to, engagement of, and/or advocacy on behalf of undergraduate and/or graduate students.
  • Highly collaborative and capable of building and sustaining relationships across the institution and with individuals of many backgrounds and identities.
  • Be supportive of professional development and continual improvement for self and staff.
  • Have knowledge of, and/or curiosity for, unique interests that align with that of MIT residents—such as the use of drones, electrical motors, and scooters, and desire for makerspaces within residential facilities.
  • Exemplify a “walk around” management style.
  • Champion data-driven decision-making, continuous improvement, and transparency of action.
  • Be direct, constructive, and professional, yet demonstrate courage and tenacity when implementing change and bringing others along with the process.
  • Possess maintenance experience that spans both older buildings and new facilities that incorporate many “green” and high tech features.
  • Be solution oriented—responsive and highly collaborative.
  • Possess some experience working with personnel represented by collective bargaining agreements.

History of the Position

From 2012 to 2015, the majority of the functional responsibilities of what is now defined as the Director of House Operations were held by Dan Roderick, who left the Institute to accept a position at another university. At the time of Roderick’s departure from MIT, Dennis Collins assumed oversight of these duties in addition to his other responsibilities in Housing and Residential Services.

In recent years, the Institute has committed considerable resources to capital construction and renewal projects. Collins has become the point person within Housing and Residential Services for these projects involving residential facilities, including two new residential building that are under development and scheduled for occupancy in 2020. The demands on Collins in managing repair and maintenance, as well as daily operations involving collaboration with house teams, custodial and desk services, and residential hall security, against the backdrop of significant new construction and planned residential renewal projects, has made it imperative that MIT split the role. Collins will continue to focus on capital construction and renewal projects and a new Director of House Operations will be hired to advance the strategic planning, oversight, and supervision of daily house operations.

Overview of the Department

Housing and Residential Services (HRS)

Housing and Residential Services advances the Division of Student Life’s mission, “We are Here for Students”, by “enhancing the living and learning environment at MIT.”  As stewards of the spaces where student live, eat, study, socialize, recreate, and build community, staff of HRS are responsible for ensuring that residences are welcoming, safe, and effectively supporting MIT’s distinctive residential experience.

Every undergraduate and graduate residence offers its own rich social network, a distinct environment, lifestyle, and perspective. In partnership with Residential Education, HRS staff work collaboratively with students and their house teams and house governments, to ensure that they have the infrastructure and resources they need to build strong communities.

HRS includes housing operations for all MIT graduate and undergraduate residential facilities, including housing assignments, repair and maintenance, communications, summer conference housing, and residential security.

David Friedrich, Senior Associate Dean of Housing and Residential Services

David Friedrich joined MIT in July 2017 and serves as the Senior Associate Dean of Housing and Residential Services. He is responsible for oversight of the newly configured department of Housing and Residential Services within the Division of Student Life. He is actively involved in planning for renovation and renewal of the MIT residential system as well as capital renewal planning across the DSL.

Prior to MIT, Friedrich worked at Harvard College for over ten years where he most recently served as associate dean of student life, with responsibility for housing and residential life, including support for the undergraduate House system, active involvement in House Renewal planning, and coordination of campus security efforts.  He also advised the student government and had broad oversight for student organizations and activities, campus-wide events and traditions, parent programs, and Wintersession.

Friedrich holds a Master of Theological Studies degree from the Harvard Divinity School and a Bachelor of Music degree in classical guitar performance. His academic interests include religion and culture. An avid enthusiast of the arts, he enjoys music, literature, films, and theater. Taking in a Red Sox game at Fenway Park, coaching little league, and sailing are also favorite pastimes.

Organizational Structure

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Residential Facilities

MIT requires all first year students to live on campus for the duration of their first year at MIT. Details regarding housing/residential facilities are located here:


Graduate Students and Families:

For additional information about the Division of Student Life, please visit:

Measures of Success for the Position

By the close of the Director of House Operations’ first year at MIT, success for the Director of House Operations will be defined by a number of accomplishments.

  • Established strong working relationships with faculty Heads of House, House Operations Managers, and Department of Facilities colleagues.
  • Developed a plan outlining information technology (IT) needs and implementation strategies for all units directly overseen.
  • Documented preventative maintenance plans for renewed and newer buildings and demonstrate positive momentum as the implementation phase begins. This preventative maintenance plan will clarify roles and responsibilities for sharing the care and upkeep of residential buildings and major systems between House Operations Managers, HRS construction and renovation team, and Department of Facilities.
  • Documented and coordinated strategy across graduate houses for assuring apartment unit readiness and strong first impression for new residents moving into campus housing.

Likely Opportunities, Priorities, and Challenges of the Position

  • The Director of House Operations must be equipped to assess the current operations, services, policies, and organizational structure to develop the foundation for establishing a strategic maintenance plan that will move all units reporting up through House Operations from a “reactive” to a “proactive” mode, emphasizing preventive maintenance rather than being faced with continual facility emergencies. Clearly articulating the benefits of change to those directly affected and engaging them in an incremental process of adoption will be an important priority.
  • With 21 unique residential facilities, it is important to determine baseline expectations with regard to house operations and facility maintenance requirements that will serve all student communities in an equitable manner. Everything will not be the same in each facility; however, the “standards” of the residential living experience for all students should be equally high regardless of the building in which they reside. It will be important to balance the desire to preserve the unique cultural identity of residential communities with the need to enhance house operations, improve planning and efficiency, and ensure each facility lends a positive impression to guests and residents, as well as upholds the HRS mission to “enhance the living and learning environment” by providing undergraduate and graduate students with safe, welcoming, and functional residential facilities that support academic and social interaction.
  • Advance the use of new technology designed to optimize house operations and services. Work collaboratively with the Director of Infrastructure Operations, Department of Facilities, to evaluate systems being piloted elsewhere (e.g., COSMOS—Community of Stewardship, Mobilization of Service, and E-Builder) and assess their application and ability to enhance the current residential house systems. Some areas of responsibility of the Director of House Operation that may benefit from use of new technology include the work order system and package delivery tracking and student resident notification. Key to success in implementing new technology will be to devise a strategic approach needed to build staff buy-in for change. This will necessitate a thoughtful training process and opportunities for staff to directly witness benefits of adopting new ways of doing business.
  • Work closely with House Managers to understand the scope of their responsibilities. Establish regular meetings and communication. Identify and support growth opportunities while also establishing clear expectations and accountability. Prepare and implement a personnel management and succession plan that anticipates changes in staffing due to upcoming retirements, new buildings coming online, opportunities to build internal capacity, and aid efficiency.
  • Continually assess residential desk services and hall security to ensure integration of best practices. Support the training needs of personnel tasked with maintaining the safety of residents and residential property. Educate students on the importance of upholding security measures designed for their safety, whether through the use of “town hall” forums, enhanced communication between desk service personnel and residents, and/or deployment of other communication methods.
  • Build a strong partnership with colleagues in Residential Education, joining efforts to foster community among residential halls and to inculcate among residents good stewardship of their campus home. Actively engage students in the management of their residential hall and listen to their feedback.
  • Partner with the Institute’s Department of Facilities to audit all residential house systems—HVAC, electrical, plumbing—elevators, fire/safety systems, etc., to determine preventive maintenance and inform replacement/renewal schedules.
  • In working with staff, demonstrate value in strengthening data collection and using that to make informed decisions that improve workflow, scheduled maintenance, communication with key campus partners, and the overall residential experience.
  • Respect and support the house governance structure of residential communities. Facilitate open, transparent communication with residents and the House Team (faculty Heads of House, Area Directors, Graduate Resident Tutors, House Governments, and House Operations Managers), listen to their experience and interests, and ensure a timely response.

Institution & Location

Institutional Background

The MIT community is driven by a shared purpose: to make a better world through education, research, and innovation. MIT is fun and quirky, elite but not elitist, inventive and artistic, obsessed with numbers, and welcoming to talented people regardless of from where they come.

Founded to accelerate the nation’s industrial revolution, MIT is profoundly American. With ingenuity and drive, graduates have invented fundamental technologies, launched new industries, and created millions of American jobs. At the same time, and without the slightest sense of contradiction, MIT is profoundly global (opens in new window). Our community gains tremendous strength as a magnet for talent from around the world. Through teaching, research, and innovation, MIT’s exceptional community pursues its mission of service to the nation and the world.

Key Facts


  • Incorporated 1861
  • Motto “Mens et manus” (Mind and hand”)


  • Employees (including faculty) 12,607
  • Professors (all ranks) 1,047
  • Other teaching staff 867
  • Student-faculty ratio (undergrad) 3:1


  • Location Cambridge, MA USA
  • Size 166 acres (0.67 km2)
  • Student undergraduate residences 18
  • Playing fields 26 acres (0.11 km2)
  • Gardens + green spaces 20+
  • Publicly sited works of art 50+

Admissions (class of 2021)

  • Applicants 20,247
  • Admits 1,438

Selected Honors

  • Nobel laureates 89
  • National Medal of Science winners 58
  • National Medal of Technology and Innovation winners 29
  • MacArthur Fellows 48
  • A.M. Turing Award winners 15

About Cambridge and Boston, MA

MIT is an integral part of its host city of Cambridge, a diverse and vibrant community noted for its intellectual life, history, and thriving innovation climate. With a campus nestled between Central and Kendall Squares, and across the Charles River from Boston’s Back Bay, the Institute is optimally positioned to collaborate with its neighbors and to contribute to its community.

Kendall Square is a 10-acre, award-winning, master-planned development and community of world-class office and lab space, beautiful apartment towers, restaurants, and retail shopping linked together by 2.5 acres of lush, landscaped open space. In the winter, the 8,400-square-foot skating rink is open seven days a week, while in warmer weather people gather on open plazas for lunch, concerts, a farmer’s market, canoe/kayak rental, and more. Kendall Square is a premier location to live. Our site is home to the Watermark Cambridge, a 321 unit luxury apartment building in a 23-story high rise residential building. These residences are just two blocks from MIT and the Kendall/MIT red line T stop, with stunning views overlooking the Charles River and Back Bay.

With a rich history, diverse neighborhoods, and legacy of arts, culture, and education, Cambridge and the Greater Boston Area has something for everyone.

For more information about Cambridge and the Greater Boston Area, visit:


The mission of MIT is to advance knowledge and educate students in science, technology, and other areas of scholarship that will best serve the nation and the world in the 21st century.

The Institute is committed to generating, disseminating, and preserving knowledge, and to working with others to bring this knowledge to bear on the world’s great challenges. MIT is dedicated to providing its students with an education that combines rigorous academic study and the excitement of discovery with the support and intellectual stimulation of a diverse campus community. We seek to develop in each member of the MIT community the ability and passion to work wisely, creatively, and effectively for the betterment of humankind.

Strategic Plan 

Institute-wide Task Force on the Future of MIT Education

There is a tension between a desire to preserve many of the qualities that define an MIT education and a push to make grand, sweeping changes to MIT’s very core. The Task Force recognizes this tension and envisions a future that includes a wide array of options, where traditional plans may be offered alongside new paths, and where online tools enable modular and flexible learning opportunities that enrich the overall MIT educational experience. The magic of an MIT education is found in the serendipitous interactions of talented individuals, brought together as a meritocracy, with a sense of community and innovative spirit. By reaching new audiences and sharing the “magic of MIT,” we can strengthen the residential learning experience while maintaining the attributes, values, and principles that are the hallmarks of an MIT education.

To see the complete Institute-wide Task Force on the Future of MIT Education, click here:

Rafael Reif, President

Since July 2012, Rafael Reif has served as the 17th President of the Massachusetts Institute of Technology (MIT), where he is leading MIT’s pioneering efforts to help shape the future of higher education. A champion for both fundamental science and MIT’s signature style of interdisciplinary, problem-centered research, he is also pursuing an aggressive agenda to encourage innovation and entrepreneurship.

In education, his central focus has been the development of the Institute’s latest experiments in online learning, MITx and edX, which he spearheaded in his previous role as MIT provost. While fostering the rapid growth of the open online learning platform, edX – which as of August 2018 had engaged more than 17.2 million unique learners drawn from every country in the world – Dr. Reif also launched an Institute-wide Task Force on the Future of MIT Education. Its final report spurred rapid adoption of blended learning models in MIT classrooms and the October 2015 announcement of a MicroMaster’s credential from MITx (the Institute’s portfolio of massive open online courses), which inverts the traditional admissions process by allowing applicants to demonstrate their ability to handle MIT graduate-level material before applying to a master’s degree program. Another outgrowth of the Task Force report was the February 2016 launch of the MIT Integrated Learning Initiative (MITili), an intense, interdisciplinary exploration of the deep mechanisms of learning, which aims to make teaching more effective.

For his work in developing MITx, he received the 2012 Tribeca Disruptive Innovation Award, and in 2015, the Woodrow Wilson National Fellowship Foundation honored him with the Frank E. Taplin, Jr., Public Intellectual Award for his leadership in envisioning “what higher education must become in a global, digital, information economy.”

In keeping with MIT’s mission to “bring knowledge to bear on the world’s great challenges,” in May 2014, Dr. Reif launched the MIT Environmental Solutions Initiative and the Abdul Latif Jameel World Water and Food Security Laboratory. In October 2015, inspired by a yearlong campus conversation about MIT’s most effective path forward against global warming, Dr. Reif and his leadership team issued MIT’s Plan for Action on Climate Change, centered on research, education, campus sustainability, and a strategy of industry engagement.

From the start of his administration, Dr. Reif has made it a priority to equip the next generation of innovators with the tools they need to drive their ideas to impact. In October 2016, MIT launched The Engine, an accelerator specially geared to help new ventures turn “tough technologies” into innovations that address humanity’s great challenges. This marked the latest in a suite of efforts to make MIT the most stimulating and supportive academic environment in the world for innovation. Previous steps include the October 2013 launch of the MIT Innovation Initiative, the November 2015 announcement of the MIT Hong Kong Innovation Node, the Fall 2016 creation of a new Minor in Entrepreneurship and Innovation, and the January 2016 announcement of the MIT Sandbox Innovation Fund Program, which gives student-initiated projects the early support and mentoring to get off the ground.

To accelerate research and innovation at the nanoscale, MIT is also constructing MIT.nano, a major new facility at the heart of campus set to open in 2018. And because MIT’s entrepreneurial ecosystem extends well beyond the campus, Dr. Reif is leading an ambitious, decade-long redevelopment initiative in Kendall Square.

To advance the frontier of human and machine intelligence and to accelerate the invention of AI tools for every discipline, in February 2018, Dr. Reif announced the MIT Quest for Intelligence. That same month saw the start of the MIT Task Force on the Work of the Future.

At the national level, in 2013, then-President Obama asked Dr. Reif to co-chair the steering committee of the national Advanced Manufacturing Partnership (AMP 2.0), which spurred the creation of a network of Manufacturing Innovation Institutes (MIIs). In April 2016, Dr. Reif announced that MIT had won the lead role in the Advanced Functional Fibers of America (AFFOA) Institute, an MII designed to accelerate innovation in high-tech fiber and textile manufacturing in the US.

On May 6, 2016, Dr. Reif announced the $5 billion “MIT Campaign for a Better World,” which by May 2018 had garnered more than $4 billion from more than 91,000 donors.

Before becoming president, as MIT’s provost (2005-2012), he helped create and implement the strategy that allowed MIT to weather the global financial crisis, drove the growth of MIT’s global strategy, promoted a major faculty-led effort to address challenges around race and diversity, and helped launch the Institute for Medical Engineering and Sciences.

A member of the MIT faculty since 1980, Dr. Reif has served as director of MIT’s Microsystems Technology Laboratories, as associate department head for Electrical Engineering, and as head of the Department of Electrical Engineering and Computer Science (EECS). In 2004, he was named the Fariborz Maseeh Professor of Emerging Technology, a title he held until he was selected as president. He remains a mentor and advocate for students, serving each year as a freshman advisor.

In 1993, Dr. Reif was named a fellow of the Institute of Electrical and Electronics Engineers (IEEE) “for pioneering work in the low-temperature epitaxial growth of semiconductor thin films,” and in 2000, he received the Semiconductor Research Corporation’s Aristotle Award. An elected member of the American Academy of Arts and Sciences, the National Academy of Engineering, and the Chinese Academy of Engineering, he is the inventor or co-inventor on 13 patents, has edited or co-edited five books, and has supervised 38 doctoral theses. He also belongs to Tau Beta Pi, the Electrochemical Society and the IEEE. In 2018, Great Minds in STEM, a non-profit that promotes STEM educational awareness programs, named him its Engineer of the Year. In 2015, he received an honorary Doctor of Laws degree from the Chinese University of Hong Kong. He has also received honorary doctorates from Tsinghua University (2016), the Technion (2017), and Arizona State University (2018).

Dr. Reif received the degree of Ingeniero Eléctrico from Universidad de Carabobo, Valencia, Venezuela, and served for a year as an assistant professor at Universidad Simón Bolívar in Caracas. He earned his doctorate in electrical engineering from Stanford University, where he spent a year as a visiting assistant professor. After moving to MIT, Dr. Reif held the Analog Devices Career Development Professorship in the EECS Department and an IBM Faculty Fellowship from MIT’s Center for Materials Science and Engineering. He received a United States Presidential Young Investigator Award in 1984.

Cynthia Barnhart, Chancellor

Appointed Chancellor of the Massachusetts Institute of Technology in 2014, Cynthia Barnhart is reimagining student life and learning at MIT to meet the needs of today’s students. She is responsible for advising the president on undergraduate and graduate education and residential life policies. She plays a leading role in strategic planning, faculty appointments, resource development, and campus planning activities. Over the past four years, she has overseen a significant expansion in student health and wellness programs, launched a multifaceted campaign to prevent and respond to sexual misconduct on campus, and focused on new efforts to enhance undergraduate and graduate education.

A member of the Institute’s faculty since 1992, Barnhart has a distinguished record of service to her students and community. She is a Ford Foundation Professor of Engineering and a professor in the Department of Civil and Environmental Engineering. She previously served as associate and acting dean of the School of Engineering and co-directed both the Operations Research Center and the Center for Transportation and Logistics.

Her teaching and research is in the areas of large-scale optimization, airlines operations, the global airline industry, and transportation operations, planning, and control. She has supervised scores of graduate and undergraduate theses across a range of disciplines, and has published widely in the flagship journals of her field.

Barnhart came to MIT in 1984 to pursue graduate work in transportation and operations research, earning her SM in transportation in 1985 and her PhD in 1988. An INFORMS Fellow and elected member of the American Academy of Arts and Sciences and the National Academy of Engineering, she has received honorary doctorates from the École Polytechnique Fédérale de Lausanne (2014) and the University of Toronto (2016).

Suzy Nelson, Vice President and Dean for Student Life

As a member of the Chancellor’s senior staff, Suzy M. Nelson oversees many areas related to graduate and undergraduate student life at MIT: wellness and student support; residential life programs; fraternities, sororities and independent living groups; housing and dining; student activities and associated services and facilities; diversity and inclusion initiatives; religious life; public service and volunteer opportunities; and athletics, physical education, and recreation.

A graduate of the higher education doctoral program at Syracuse University, Nelson came to MIT after serving as Vice President and Dean of the College at Colgate University. With more than twenty-five years of experience as an educator, Nelson worked at Harvard, Cornell, and Syracuse Universities in residential life, student life and activities, and fraternity and sorority affairs. She also lectured at Cornell University and other colleges on topics related to student life.

Nelson’s favorite part of her job is working with students. She began her career teaching high school English, and subsequently developed academic interests in college residential learning communities, student development, and sustained dialogue as a technique for resolving conflict.

The Academic Program

The school has 69.6 percent of its classes with fewer than 20 students. The most popular majors at Massachusetts Institute of Technology include: Engineering; Computer and Information Sciences and Support Services; Mathematics and Statistics; Biological and Biomedical Sciences; and Physical Sciences. The average freshman retention rate, an indicator of student satisfaction, is 99 percent.

At MIT, all revel in a culture of learning by doing. In 30 departments across five schools, students combine analytical rigor with curiosity, playful imagination, and an appetite for solving the hardest problems in service to society.

Undergraduates work shoulder to shoulder with faculty, tackle global challenges, pursue fundamental questions, and translate ideas into action. The lifeblood of the Institute’s teaching and research enterprise, graduate students and postdocs, represent one of the most talented and diverse cohorts in the world. From science and engineering to the arts, architecture, humanities, social sciences, management, and interdisciplinary programs, we offer excellence across the board. We also pioneer digital education — like MITx — which offers flexible access to MIT-rigorous content for learners of all ages.

Across MIT’s five schools, faculty help set the global standard of excellence in their disciplines: They are pioneering scholars who love to teach. Deeply engaged in practice, they topple conventional walls between fields in the push for deeper understanding and fresh ideas. In fact, many faculty actively work in at least one of MIT’s interdisciplinary labs, centers, initiatives, and institutes that target crucial challenges, from clean energy to cancer.

The five schools are

  • School of Architecture and Planning
  • School of Engineering
  • School of Humanities, Arts, and Social Sciences
  • MIT Sloan School of Management
  • School of Science

The Student Body

At MIT, 89 percent of the students live in college-owned, -operated or -affiliated housing and 11 percent of students live off campus. In sports, Massachusetts Institute of Technology is part of the NCAA Division III.

  • Students 11,466
  • Undergraduates 4,547
    • Women 2,092 (46 percent)
    • Minorities 2,130 (47 percent)
  • Graduate students 6,919
    • Women 2,391 (35 percent)
    • Minorities 1,262 (18 percent)

Benefits Overview

MIT offers an extensive network of programs and services to enhance an employee’s personal and professional life. Eligible employees can enroll in many benefits programs immediately. Benefits include, but are not limited to, the following:

  • Health and Medical Plans
  • Retirement Plans
  • Use of Athletic facilities
  • Fitness reimbursement
  • MIT Optical discount
  • MIT Federal Credit Union membership
  • Tuition and Education Plans
  • Flexible Spending Accounts
  • Life Insurance Plans
  • Home & Auto Insurance Discount

To review MIT benefits, including special discounts and perks of employment, please visit the Human Resources website at

Application & Nomination

Review of applications will begin immediately, and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter.
Nominations for this position may be emailed to Valerie B. Szymkowicz at Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the Massachusetts Institute of Technology website at

MIT is an equal employment opportunity employer. All qualified applicants will receive consideration for employment and will not be discriminated against on the basis of race, color, sex, sexual orientation, gender identity, religion, disability, age, genetic information, veteran status, ancestry, or national or ethnic origin.