Charge to the task force
Covid-19 required the MIT community—individually and together—to suddenly redefine the way we live and work, the way we learn and teach, and the way we conduct research. It forced a radical withdrawal from the campus in spring 2020, and imposed a serious financial threat to the Institute and to many in our community. There may be no full return to our familiar “normal.”
While MIT continues to manage through this emergency, Task Force 2021 and Beyond will seek to use the lessons of this extraordinary time to explore how the Institute might invent a new future in which it and others can thrive. The task force will ask, What have we learned about what we treasure most in the MIT experience? What aspects of this experience caused the most frustration? What worked better than we hoped? And what might be open to constructive change?
The task force will distill and apply the knowledge we have gained together to help us imagine an MIT that is better, safer, more flexible, more effective, more efficient, more sustainable, more inclusive, more equitable, more affordable, and more financially resilient in the long term, while sustaining the Institute’s distinctive values and culture and its dynamic approach to education, research, and innovation.
In short, by drawing on expertise and experience from across the community, Task Force 2021 and Beyond is charged with developing the blueprints for building a better MIT.
Academic opportunities and implications as MIT plans for the “new normal,” with the potential changes in our economic, technological, and cultural realities. Primarily includes education and research activities that impact undergraduate and graduate students, postdocs, faculty, research staff, and student life staff.
Administrative opportunities and implications as MIT plans for the “new normal.” Administrative functions include information technology infrastructure; non-classroom, non-residential space, including research lab space, office space, commercial space, and other real estate; and administrative systems, processes, and policies, including finance, procurement, facilities, security, planning, human resources, and other areas.
Primary role is to review certain key financial and funding models for ongoing Institute activities. This workstream will also aid the other working groups by providing financial perspectives, data, and research support, as well as support for financial modeling/financial feasibility analyses.