From MIT : “MIT unveils a new action plan to tackle the climate crisis”

MIT News

From MIT

May 12, 2021
David L. Chandler

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“The Blue Marble” is a famous photograph of the Earth taken on December 7, 1972, by the crew of the Apollo 17 spacecraft en route to the Moon at a distance of about 29,000 kilometres (18,000 mi). It shows Africa, Antarctica, and the Arabian Peninsula. Credit: National Aeronautics Space Agency (US).

MIT has released an ambitious new plan for action to address the world’s accelerating climate crisis. The plan, titled “Fast Forward: MIT’s Climate Action Plan for the Decade,” includes a broad array of new initiatives and significant expansions of existing programs, to address the needs for new technologies, new policies, and new kinds of outreach to bring the Institute’s expertise to bear on this critical global issue.

As MIT President L. Rafael Reif and other senior leaders have written in a letter to the MIT community announcing the new plan, “Humanity must find affordable, equitable ways to bring every sector of the global economy to net-zero carbon emissions no later than 2050.” And in order to do that, “we must go as far as we can, as fast as we can, with the tools and methods we have now.” But that alone, they stress, will not be enough to meet that essential goal. Significant investments will also be needed to invent and deploy new tools, including technological breakthroughs, policy initiatives, and effective strategies for education and communication about this epochal challenge.

“Our approach is to build on what the MIT community does best — and then aspire for still more. Harnessing MIT’s long record as a leader in innovation, the plan’s driving force is a series of initiatives to ignite research on, and accelerate the deployment of, the technologies and policies that will produce the greatest impact on limiting global climate change,” says Vice President for Research Maria Zuber, who led the creation and implementation of MIT’s first climate action plan and oversaw the development of the new plan alongside Associate Provost Richard Lester and School of Engineering Dean Anantha Chandrakasan.

The new plan includes a commitment to investigate the essential dynamics of global warming and its impacts, increasing efforts toward more precise predictions, and advocating for science-based climate policies and increased funding for climate research. It also aims to foster innovation through new research grants, faculty hiring policies, and student fellowship opportunities.

Decarbonizing the world’s economy in time will require “new ideas, transformed into practical solutions, in record time,” the plan states, and so it includes a push for research focused on key areas such as cement and steel production, heavy transportation, and ways to remove carbon from the air. The plan affirms the imperative for decarbonization efforts to emphasize the need for equity and fairness, and for broad outreach to all segments of society.

Charting a shared course for the future

Having made substantial progress in implementing the Institute’s original five-year Plan for Action on Climate Change, MIT’s new plan outlines measures to build upon and expand that progress over the next decade. The plan consists of five broad areas of action: sparking innovation, educating future generations, informing and leveraging government action, reducing MIT’s own climate impact, and uniting and coordinating all of MIT’s climate efforts.

MIT is already well on its way to reaching the initial target, set in 2015, to reduce the Institute’s net carbon emissions by at least 32 percent from 2005 levels by the year 2030. That goal is being met through a combination of innovative off-campus power purchase agreements that enable the construction of large-scale solar and wind farms, and an array of renewable energy and building efficiency measures on campus. In the new plan, MIT commits to net-zero direct carbon emissions by 2026.

The initial plan focused largely on intensifying efforts to find breakthrough solutions for addressing climate change, through a series of actions including the creation of new low-carbon energy centers for research, and the convening of researchers, industry leaders, and policymakers to facilitate the sharing of best practices and successful measures. The new plan expands upon these actions and incorporates new measures, such as climate-focused faculty positions and student work opportunities to help tackle climate issues from a variety of disciplines and perspectives.

A long-running series of symposia, community forums, and other events and discussions helped shape a set of underlying principles that apply to all of the plan’s many component parts. These themes are:

-The centrality of science, to build on MIT’s pioneering work in understanding the dynamics of global warming and its effects;
-The need to innovate and scale, requiring new ideas to be made into practical solutions quickly;
-The imperative of justice, since many of those who will be most affected by climate change are among those with the least resources to adapt;
-The need for engagement, dealing with government, industry, and society as a whole, reflecting the fact that decarbonizing the world’s economy will require working with leaders in all sectors; and
-The power of coordination, emphasizing the need for the many different parts of the Institute’s climate research, education, and outreach to have clear structures for decision making, action, and accountability.

Bolstering research and innovation

The new plan features a wide array of action items to encourage innovation in critical areas, including new programs as well as the expansions of existing programs. This includes the Climate Grand Challenges, announced last year, which focus on game-changing research advances across disciplines spanning MIT.

“We must, and we do, call for critical self-examination of our own footprint, and aspire to substantial reductions. We also must, and we do, renew and bolster our commitment to the kind of paradigm-shifting research and innovation, across every sector and in every field of human endeavor, that the world expects from MIT,” notes Professor Lester. “An existential challenge like climate change calls for both immediate action and extraordinary long shots. I believe the people of MIT are capable of both.”

The plan also calls for expanding the MIT Climate and Sustainability Consortium, created earlier this year, to foster collaborations among companies and researchers to work for solutions to climate problems. The aim is to greatly accelerate the adoption of large-scale, real-world climate solutions, across different industries around the world, by working with large companies as they work to find ways to meet new net-zero climate targets, in areas ranging from aerospace to packaged food.

Another planned action is to establish a Future Energy Systems Center, which will coalesce the work that has been fostered through MIT’s Low-Carbon Energy Centers, created under the previous climate action plan. The Institute is also committing to devoting at least 20 upcoming faculty positions to climate-focused talent. And, there will be new midcareer ignition grants for faculty to spur work related to climate change and clean energy.

For students, the plan will provide up to 100 new Climate and Sustainability Energy Fellowships, spanning the Institute’s five schools and one college. These will enable work on current or new projects related to climate change. There will also be a new Climate Education Task Force to evaluate current offerings and make recommendations for strengthening research on climate-related topics. And, in-depth climate or clean-energy-related research opportunities will be offered to every undergraduate who wants one. Climate and sustainability topics and examples will be introduced into courses throughout the Institute, especially in the General Institute Requirements that all undergraduates must take.

This emphasis on MIT’s students is reflected in the plan’s introductory cover letter from Reif, Zuber, Lester, Chandrakasan, and Executive Vice President and Treasurer Glen Shor. They write: “In facing this challenge, we have very high expectations for our students; we expect them to help make the impossible possible. And we owe it to them to face this crisis by coming together in a whole-of-MIT effort — deliberately, wholeheartedly, and as fast as we can.”

The plan’s educational components provide “the opportunity to fundamentally change how we have our graduates think in terms of a sustainable future,” Chandrakasan says. “I think the opportunity to embed this notion of sustainability into every class, to think about design for sustainability, is a very important aspect of what we’re doing. And, this plan could significantly increase the faculty focused on this critical area in the next several years. The potential impact of that is tremendous.”

Reaching outward

The plan calls for creating a new Sustainability Policy Hub for undergraduates and graduate students to foster interactions with sustainability policymakers and faculty, including facilitating climate policy internships in Washington. There will be an expansion of the Council on the Uncertain Human Future, which started last year to bring together various groups to consider the climate crisis and its impacts on how people might live now and in the future.

“The proposed new Sustainability Policy Hub, coordinated by the Technology and Policy Program, will help MIT students and researchers engage with decision makers on topics that directly affect people and their well-being today and in the future,” says Noelle Selin, an associate professor in the Institute for Data, Systems, and Society and the Department of Earth, Atmospheric, and Planetary Sciences. “Ensuring sustainability in a changed climate is a collaborative effort, and working with policymakers and communities will be critical to ensure our research leads to action.”

A new series of Climate Action Symposia, similar to a successful series held in 2019-2020, will be convened. These events may include a focus on climate challenges for the developing world. In addition, MIT will develop a science- and fact-based curriculum on climate issues for high school students. These will be aimed at under served populations and at countering sources of misinformation.

Building on its ongoing efforts to provide reliable, evidence-based information on climate science, technology, and policy solutions to policymakers at all levels of government, MIT is establishing a faculty-led Climate Policy Working Group, which will work with the Institute’s Washington office to help connect faculty members doing relevant research with officials working in those areas.

In the financial arena, MIT will lead more research and discussions aimed at strengthening the financial disclosures relating to climate that corporations need to make, thus making the markets more sensitive to the true risks to investors posed by climate change. In addition, MIT will develop a series of case studies of companies that have made a conversion to decarbonized energy and to sustainable practices, in order to provide useful models for others.

MIT will also expand the reach of its tools for modeling the impacts of various policy decisions on climate outcomes, economics, and energy systems. And, it will continue to send delegations to the major climate policy forums such as the UN’s Conference of the Parties, and to find new audiences for its Climate Portal, web-based Climate Primer, and TILclimate podcast.

“This plan reaffirms MIT’s commitment to developing climate change solutions,” says Christopher Knittel, the George P. Shultz Professor of Applied Economics. “It understands that solving climate change will require not only new technologies but also new climate leaders and new policy. The plan leverages MIT’s strength across all three of these, as well as its most prized resources: its students. I look forward to working with our students and policymakers in using the tools of economics to provide the research needed for evidence-based policymaking.”

Recognizing that the impacts of climate change fall most heavily on some populations that have contributed little to the problem but have limited means to make the needed changes, the plan emphasizes the importance of addressing the socioeconomic challenges posed by major transitions in energy systems, and will focus on job creation and community support in these regions, both domestically and in the developing world. These programs include the Environmental Solutions Initiative’s Natural Climate Solutions Program, and the Climate Resilience Early Warning System Network, which aims to provide fine-grained climate predictions.

“I’m extraordinarily excited about the plan,” says Professor John Fernández, director of the Environmental Solutions Initiative and a professor of building technology. “These are exactly the right things for MIT to be doing, and they align well with an increasing appetite across our community. We have extensive expertise at MIT to contribute to diverse solutions, but our reach should be expanded and I think this plan will help us do that.”

“It’s so encouraging to see environmental justice issues and community collaborations centered in the new climate action plan,” says Amy Moran-Thomas, the Alfred Henry and Jean Morrison Hayes Career Development Associate Professor of Anthropology. “This is a vital step forward. MIT’s policy responses and climate technology design can be so much more significant in their reach with these engagements done in a meaningful way.”

Decarbonizing campus

MIT’s first climate action plan produced mechanisms and actions that have led to significant reductions in net emissions. For example, through an innovative collaborative power purchase agreement, MIT enabled the construction of a large solar farm and the early retirement of a coal plant, and also provided a model that others have since adopted. Because of the existing agreement, MIT has already reduced its net emissions by 24 percent despite a boom in construction of new buildings on campus. This model will be extended moving forward, as MIT explores a variety of possible large-scale collaborative agreements to enable solar energy, wind energy, energy storage, and other emissions-curbing facilities.

Using the campus as a living testbed, the Institute has studied every aspect of its operations to assess their climate impacts, including heating and cooling, electricity, lighting, materials, and transportation. The studies confirm the difficulties inherent in transforming large existing infrastructure, but all feasible reductions in emissions are being pursued. Among them: All new purchases of light vehicles will be zero-emissions if available. The amount of solar generation on campus will increase fivefold, from 100 to 500 kilowatts. Shuttle buses will begin converting to electric power no later than 2026, and the number of car-charging stations will triple, to 360.

Meanwhile, a new working group will study possibilities for further reductions of on-campus emissions, including indirect emissions encompassed in the UN’s Scope 3 category, such as embedded energy in construction materials, as well as possible measures to offset off-campus Institute-sponsored travel. The group will also study goals relating to food, water, and waste systems; develop a campus climate resilience plan; and expand the accounting of greenhouse gas emissions to include MIT’s facilities outside the campus. It will encourage all labs, departments, and centers to develop plans for sustainability and reductions in emissions.

“This is a broad and appropriately ambitious plan that reflects the headway we’ve made building up capacity over the last five years,” says Robert Armstrong, director of the MIT Energy Initiative. “To succeed we’ll need to continually integrate new understanding of climate science, science and technology innovations, and societal engagement from the many elements of this plan, and to be agile in adapting ongoing work accordingly.”

Examining investments

To help bring MIT’s investments in line with these climate goals, MIT has already begun the process of decarbonizing its portfolio, but aims to go further.

Beyond merely declaring an aspirational goal for such reductions, the Institute will take this on as a serious research question, by undertaking an intensive analysis of what it would mean to achieve net-zero carbon by 2050 in a broad investment portfolio.

“I am grateful to MITIMCO for their seriousness in affirming this step,” Zuber says. “We hope the outcome of this analysis will help not just our institution but possibly other institutional managers with a broad portfolio who aspire to a net-zero carbon goal.”

MIT’s investment management company will also review its environmental, social, and governance investment framework and post it online. And, as a member of Climate Action 100+, MIT will be actively engaging with major companies about their climate-change planning. For the planned development of the Volpe site in Kendall square, MIT will offset the entire carbon footprint and raise the site above the projected 2070 100-year flood level.

Institute-wide participation

A centerpiece of the new plan is the creation of two high-level committees representing all parts of the MIT community. The MIT Climate Steering Committee, a council of faculty and administrative leaders, will oversee and coordinate MIT’s strategies on climate change, from technology to policy. The steering committee will serve as an “orchestra conductor,” coordinating with the heads of the various climate-related departments, labs, and centers, as well as issue-focused working groups, seeking input from across the Institute, setting priorities, committing resources, and communicating regularly on the progress of the climate plan’s implementation.

The second committee, called the Climate Nucleus, will include representatives of climate- and energy-focused departments, labs, and centers that have significant responsibilities under the climate plan, as well as the MIT Washington Office. It will have broad responsibility for overseeing the management and implementation of all elements of the plan, including program planning, budgeting and staffing, fundraising, external and internal engagement, and program-level accountability. The Nucleus will make recommendations to the Climate Steering Committee on a regular basis and report annually to the steering committee on progress under the plan.

“We heard loud and clear that MIT needed both a representative voice for all those pursuing research, education, and innovation to achieve our climate and sustainability goals, but also a body that’s nimble enough to move quickly and imbued with enough budgetary oversight and leadership authority to act decisively. With the Climate Steering Committee and Climate Nucleus together, we hope to do both,” Lester says.

The new plan also calls for the creation of three working groups to address specific aspects of climate action. The working groups will include faculty, staff, students, and alumni and give these groups direct input into the ongoing implementation of MIT’s plans. The three groups will focus on climate education, climate policy, and MIT’s own carbon footprint. They will track progress under the plan and make recommendations to the Nucleus on ways of increasing MIT’s effectiveness and impact.

“MIT is in an extraordinary position to make a difference and to set a standard of climate leadership,” the plan’s cover letter says. “With this plan, we commit to a coordinated set of leadership actions to spur innovation, accelerate action, and deliver practical impact.”

“Successfully addressing the challenges posed by climate change will require breakthrough science, daring innovation, and practical solutions, the very trifecta that defines MIT research,” says Raffaele Ferrari, the Cecil and Ida Green Professor of Oceanography. “The MIT climate action plan lays out a comprehensive vision to bring the whole Institute together and address these challenges head on. “Last century, MIT helped put humans on the moon. This century, it is committing to help save humanity and the environment from climate change here on Earth.”

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Massachusetts Institute of Technology (MIT)(US) is a private land-grant research university in Cambridge, Massachusetts. The institute has an urban campus that extends more than a mile (1.6 km) alongside the Charles River. The institute also encompasses a number of major off-campus facilities such as the MIT Lincoln Laboratory, the Bates Center, and the Haystack Observatory, as well as affiliated laboratories such as the Broad and Whitehead Institutes.

Founded in 1861 in response to the increasing industrialization of the United States, MIT adopted a European polytechnic university model and stressed laboratory instruction in applied science and engineering. It has since played a key role in the development of many aspects of modern science, engineering, mathematics, and technology, and is widely known for its innovation and academic strength. It is frequently regarded as one of the most prestigious universities in the world.

As of December 2020, 97 Nobel laureates, 26 Turing Award winners, and 8 Fields Medalists have been affiliated with MIT as alumni, faculty members, or researchers. In addition, 58 National Medal of Science recipients, 29 National Medals of Technology and Innovation recipients, 50 MacArthur Fellows, 80 Marshall Scholars, 3 Mitchell Scholars, 22 Schwarzman Scholars, 41 astronauts, and 16 Chief Scientists of the U.S. Air Force have been affiliated with MIT. The university also has a strong entrepreneurial culture and MIT alumni have founded or co-founded many notable companies. MIT is a member of the Association of American Universities (AAU).

Foundation and vision

In 1859, a proposal was submitted to the Massachusetts General Court to use newly filled lands in Back Bay, Boston for a “Conservatory of Art and Science”, but the proposal failed. A charter for the incorporation of the Massachusetts Institute of Technology, proposed by William Barton Rogers, was signed by John Albion Andrew, the governor of Massachusetts, on April 10, 1861.

Rogers, a professor from the University of Virginia, wanted to establish an institution to address rapid scientific and technological advances. He did not wish to found a professional school, but a combination with elements of both professional and liberal education, proposing that:

The true and only practicable object of a polytechnic school is, as I conceive, the teaching, not of the minute details and manipulations of the arts, which can be done only in the workshop, but the inculcation of those scientific principles which form the basis and explanation of them, and along with this, a full and methodical review of all their leading processes and operations in connection with physical laws.

The Rogers Plan reflected the German research university model, emphasizing an independent faculty engaged in research, as well as instruction oriented around seminars and laboratories.

Early developments

Two days after MIT was chartered, the first battle of the Civil War broke out. After a long delay through the war years, MIT’s first classes were held in the Mercantile Building in Boston in 1865. The new institute was founded as part of the Morrill Land-Grant Colleges Act to fund institutions “to promote the liberal and practical education of the industrial classes” and was a land-grant school. In 1863 under the same act, the Commonwealth of Massachusetts founded the Massachusetts Agricultural College, which developed as the University of Massachusetts Amherst. In 1866, the proceeds from land sales went toward new buildings in the Back Bay.

MIT was informally called “Boston Tech”. The institute adopted the European polytechnic university model and emphasized laboratory instruction from an early date. Despite chronic financial problems, the institute saw growth in the last two decades of the 19th century under President Francis Amasa Walker. Programs in electrical, chemical, marine, and sanitary engineering were introduced, new buildings were built, and the size of the student body increased to more than one thousand.

The curriculum drifted to a vocational emphasis, with less focus on theoretical science. The fledgling school still suffered from chronic financial shortages which diverted the attention of the MIT leadership. During these “Boston Tech” years, MIT faculty and alumni rebuffed Harvard University president (and former MIT faculty) Charles W. Eliot’s repeated attempts to merge MIT with Harvard College’s Lawrence Scientific School. There would be at least six attempts to absorb MIT into Harvard. In its cramped Back Bay location, MIT could not afford to expand its overcrowded facilities, driving a desperate search for a new campus and funding. Eventually, the MIT Corporation approved a formal agreement to merge with Harvard, over the vehement objections of MIT faculty, students, and alumni. However, a 1917 decision by the Massachusetts Supreme Judicial Court effectively put an end to the merger scheme.

In 1916, the MIT administration and the MIT charter crossed the Charles River on the ceremonial barge Bucentaur built for the occasion, to signify MIT’s move to a spacious new campus largely consisting of filled land on a one-mile-long (1.6 km) tract along the Cambridge side of the Charles River. The neoclassical “New Technology” campus was designed by William W. Bosworth and had been funded largely by anonymous donations from a mysterious “Mr. Smith”, starting in 1912. In January 1920, the donor was revealed to be the industrialist George Eastman of Rochester, New York, who had invented methods of film production and processing, and founded Eastman Kodak. Between 1912 and 1920, Eastman donated $20 million ($236.6 million in 2015 dollars) in cash and Kodak stock to MIT.
Curricular reforms

In the 1930s, President Karl Taylor Compton and Vice-President (effectively Provost) Vannevar Bush emphasized the importance of pure sciences like physics and chemistry and reduced the vocational practice required in shops and drafting studios. The Compton reforms “renewed confidence in the ability of the Institute to develop leadership in science as well as in engineering”. Unlike Ivy League schools, MIT catered more to middle-class families, and depended more on tuition than on endowments or grants for its funding. The school was elected to the Association of American Universities in 1934.

Still, as late as 1949, the Lewis Committee lamented in its report on the state of education at MIT that “the Institute is widely conceived as basically a vocational school”, a “partly unjustified” perception the committee sought to change. The report comprehensively reviewed the undergraduate curriculum, recommended offering a broader education, and warned against letting engineering and government-sponsored research detract from the sciences and humanities. The School of Humanities, Arts, and Social Sciences and the MIT Sloan School of Management were formed in 1950 to compete with the powerful Schools of Science and Engineering. Previously marginalized faculties in the areas of economics, management, political science, and linguistics emerged into cohesive and assertive departments by attracting respected professors and launching competitive graduate programs. The School of Humanities, Arts, and Social Sciences continued to develop under the successive terms of the more humanistically oriented presidents Howard W. Johnson and Jerome Wiesner between 1966 and 1980.

MIT’s involvement in military science surged during World War II. In 1941, Vannevar Bush was appointed head of the federal Office of Scientific Research and Development and directed funding to only a select group of universities, including MIT. Engineers and scientists from across the country gathered at MIT’s Radiation Laboratory, established in 1940 to assist the British military in developing microwave radar. The work done there significantly affected both the war and subsequent research in the area. Other defense projects included gyroscope-based and other complex control systems for gunsight, bombsight, and inertial navigation under Charles Stark Draper’s Instrumentation Laboratory; the development of a digital computer for flight simulations under Project Whirlwind; and high-speed and high-altitude photography under Harold Edgerton. By the end of the war, MIT became the nation’s largest wartime R&D contractor (attracting some criticism of Bush), employing nearly 4000 in the Radiation Laboratory alone and receiving in excess of $100 million ($1.2 billion in 2015 dollars) before 1946. Work on defense projects continued even after then. Post-war government-sponsored research at MIT included SAGE and guidance systems for ballistic missiles and Project Apollo.

These activities affected MIT profoundly. A 1949 report noted the lack of “any great slackening in the pace of life at the Institute” to match the return to peacetime, remembering the “academic tranquility of the prewar years”, though acknowledging the significant contributions of military research to the increased emphasis on graduate education and rapid growth of personnel and facilities. The faculty doubled and the graduate student body quintupled during the terms of Karl Taylor Compton, president of MIT between 1930 and 1948; James Rhyne Killian, president from 1948 to 1957; and Julius Adams Stratton, chancellor from 1952 to 1957, whose institution-building strategies shaped the expanding university. By the 1950s, MIT no longer simply benefited the industries with which it had worked for three decades, and it had developed closer working relationships with new patrons, philanthropic foundations and the federal government.

In late 1960s and early 1970s, student and faculty activists protested against the Vietnam War and MIT’s defense research. In this period MIT’s various departments were researching helicopters, smart bombs and counterinsurgency techniques for the war in Vietnam as well as guidance systems for nuclear missiles. The Union of Concerned Scientists was founded on March 4, 1969 during a meeting of faculty members and students seeking to shift the emphasis on military research toward environmental and social problems. MIT ultimately divested itself from the Instrumentation Laboratory and moved all classified research off-campus to the MIT Lincoln Laboratory facility in 1973 in response to the protests. The student body, faculty, and administration remained comparatively unpolarized during what was a tumultuous time for many other universities. Johnson was seen to be highly successful in leading his institution to “greater strength and unity” after these times of turmoil. However six MIT students were sentenced to prison terms at this time and some former student leaders, such as Michael Albert and George Katsiaficas, are still indignant about MIT’s role in military research and its suppression of these protests. (Richard Leacock’s film, November Actions, records some of these tumultuous events.)

In the 1980s, there was more controversy at MIT over its involvement in SDI (space weaponry) and CBW (chemical and biological warfare) research. More recently, MIT’s research for the military has included work on robots, drones and ‘battle suits’.

Recent history

MIT has kept pace with and helped to advance the digital age. In addition to developing the predecessors to modern computing and networking technologies, students, staff, and faculty members at Project MAC, the Artificial Intelligence Laboratory, and the Tech Model Railroad Club wrote some of the earliest interactive computer video games like Spacewar! and created much of modern hacker slang and culture. Several major computer-related organizations have originated at MIT since the 1980s: Richard Stallman’s GNU Project and the subsequent Free Software Foundation were founded in the mid-1980s at the AI Lab; the MIT Media Lab was founded in 1985 by Nicholas Negroponte and Jerome Wiesner to promote research into novel uses of computer technology; the World Wide Web Consortium standards organization was founded at the Laboratory for Computer Science in 1994 by Tim Berners-Lee; the OpenCourseWare project has made course materials for over 2,000 MIT classes available online free of charge since 2002; and the One Laptop per Child initiative to expand computer education and connectivity to children worldwide was launched in 2005.

MIT was named a sea-grant college in 1976 to support its programs in oceanography and marine sciences and was named a space-grant college in 1989 to support its aeronautics and astronautics programs. Despite diminishing government financial support over the past quarter century, MIT launched several successful development campaigns to significantly expand the campus: new dormitories and athletics buildings on west campus; the Tang Center for Management Education; several buildings in the northeast corner of campus supporting research into biology, brain and cognitive sciences, genomics, biotechnology, and cancer research; and a number of new “backlot” buildings on Vassar Street including the Stata Center. Construction on campus in the 2000s included expansions of the Media Lab, the Sloan School’s eastern campus, and graduate residences in the northwest. In 2006, President Hockfield launched the MIT Energy Research Council to investigate the interdisciplinary challenges posed by increasing global energy consumption.

In 2001, inspired by the open source and open access movements, MIT launched OpenCourseWare to make the lecture notes, problem sets, syllabi, exams, and lectures from the great majority of its courses available online for no charge, though without any formal accreditation for coursework completed. While the cost of supporting and hosting the project is high, OCW expanded in 2005 to include other universities as a part of the OpenCourseWare Consortium, which currently includes more than 250 academic institutions with content available in at least six languages. In 2011, MIT announced it would offer formal certification (but not credits or degrees) to online participants completing coursework in its “MITx” program, for a modest fee. The “edX” online platform supporting MITx was initially developed in partnership with Harvard and its analogous “Harvardx” initiative. The courseware platform is open source, and other universities have already joined and added their own course content. In March 2009 the MIT faculty adopted an open-access policy to make its scholarship publicly accessible online.

MIT has its own police force. Three days after the Boston Marathon bombing of April 2013, MIT Police patrol officer Sean Collier was fatally shot by the suspects Dzhokhar and Tamerlan Tsarnaev, setting off a violent manhunt that shut down the campus and much of the Boston metropolitan area for a day. One week later, Collier’s memorial service was attended by more than 10,000 people, in a ceremony hosted by the MIT community with thousands of police officers from the New England region and Canada. On November 25, 2013, MIT announced the creation of the Collier Medal, to be awarded annually to “an individual or group that embodies the character and qualities that Officer Collier exhibited as a member of the MIT community and in all aspects of his life”. The announcement further stated that “Future recipients of the award will include those whose contributions exceed the boundaries of their profession, those who have contributed to building bridges across the community, and those who consistently and selflessly perform acts of kindness”.

In September 2017, the school announced the creation of an artificial intelligence research lab called the MIT-IBM Watson AI Lab. IBM will spend $240 million over the next decade, and the lab will be staffed by MIT and IBM scientists. In October 2018 MIT announced that it would open a new Schwarzman College of Computing dedicated to the study of artificial intelligence, named after lead donor and The Blackstone Group CEO Stephen Schwarzman. The focus of the new college is to study not just AI, but interdisciplinary AI education, and how AI can be used in fields as diverse as history and biology. The cost of buildings and new faculty for the new college is expected to be $1 billion upon completion.

The Laser Interferometer Gravitational-Wave Observatory (LIGO) was designed and constructed by a team of scientists from California Institute of Technology, MIT, and industrial contractors, and funded by the National Science Foundation.

MIT/Caltech Advanced aLigo .

It was designed to open the field of gravitational-wave astronomy through the detection of gravitational waves predicted by general relativity. Gravitational waves were detected for the first time by the LIGO detector in 2015. For contributions to the LIGO detector and the observation of gravitational waves, two Caltech physicists, Kip Thorne and Barry Barish, and MIT physicist Rainer Weiss won the Nobel Prize in physics in 2017. Weiss, who is also an MIT graduate, designed the laser interferometric technique, which served as the essential blueprint for the LIGO.

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 twenty-first century. 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.

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