UPDATE ON STRATEGIC PLAN IMPLEMENTATION

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UPDATE ON STRATEGIC PLANIMPLEMENTATIONFORREST MALTZMANINTERIM PROVOST AND PROFESSOR OF POLITICAL SCIENCEBOARD OF TRUSTEES MEETINGMAY 13, 2016THE GEORGE WASHINGTON UNIVERSITY

OVERVIEWPRESENTATION SUMMARY Discuss four of the most important actions highlighted in the plan Enhancing international enrollmentIncreasing student diversityEncouraging study across traditional academic boundariesElevating GW’s research profile with new interdisciplinary institutes Presentation focus Outcomes and fundingChallengesPath forwardPrioritizing our actions Will not present, but progress on each action called out for in the plan available inappendix and at provost.gwu.edu/strategic-plan2 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF THE GEORGE WASHINGTON UNIVERSITYIncrease international enrollment to represent 12 to 15 percent ofthe undergraduate student body and 25 to 30 percent of the graduatestudent body; expand the administrative infrastructure,including the International Services Office and the English forAcademic Purposes program, to help international students succeed.25 / STRATEGIC PLAN3 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

INTERNATIONAL ENROLLMENTCREATING A GLOBAL COMMUNITY ON CAMPUSNEW INVESTMENTS: Approximately 1.1 million annually*PROGRESS: Recruited and hired staff dedicated to expanding international efforts. Doug Shaw: Senior Associate Provost for International Strategy Adina Lav: Assistant Provost for International Enrollment Enhanced recruitment efforts focused on strategically expanding internationalenrollment. Centrally coordinated international recruitment efforts. Expanded the English for Academic Purposes (EAP) program and launched anEnglish Summer Institute. Improved the International Services Office.CHALLENGES: Insufficient international enrollment geographic diversity. International student experience (arrival/orientation, housing, and career services).* Estimated investment includes support for new faculty and staff positions, financial aid programs, and recruitment programming.4 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

INTERNATIONAL ENROLLMENTCREATING A GLOBAL COMMUNITY ON CAMPUSGW INTERNATIONAL ENROLLMENT— NUMBER OF STUDENTS —30002500250520001500026242202172771020118272012 2011 Credits: 974 2015 Credits: 1,958 The population relativeto total GW enrollmenthas increased.10005002516 English for AcademicPurposes enrollment hasgrown.8902013986201410942015— YEAR —UNDERGRADUATEGRADUATE 2011 Undergrad: 7.0% 2015 Undergrad: 10.1% 2011 Graduate: 12.0% 2015 Graduate: 17.8% The university remainsshort of its targets. Undergraduate: -1.9% Graduate: -7.2%Source: GW Institutional Research5 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

INTERNATIONAL ENROLLMENTCHALLENGES AND A PATH FORWARDINTERNATIONAL ENROLLMENT BY COUNTRY: 2015 In 2015, the university’s total internationalpopulation comprised 3,718 students.TOTAL POPULATIONChinaSouth KoreaCanadaIndiaSaudi ArabiaOther China accounted for nearly half of allinternational students at GW. In comparison, the Top 4 highest representedcountries after China made up just 07.6%8.1%OUR PATH FORWARD: Partnering with schools to enhance graduateenrollment from targeted countries (e.g. India,Mexico, Nigeria). Centrally coordinated international enrollmentactivities focused on key regions. Benchmarking our international studentexperience (International Barometer).Source: GW Institutional Research6 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF THE GEORGE WASHINGTON UNIVERSITYIncrease enrollment of underrepresented groups to increase overalldiversity of the student body.25 / STRATEGIC PLAN7 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

CAMPUS DIVERSITYFOSTERING A DIVERSE CULTURAL COMMUNITYNEW INVESTMENTS: Approximately 1.3 million annually*PROGRESS: Adopted a test-optional admissions policy. Partnered with other access-oriented foundations (e.g. Posse; Say Yes to Education). Developed targeted aid programs such as District Scholars that meet full need. Created programming geared toward first-generation students. Provided support to special populations such as military and veteran students.CHALLENGES: Cost of attendance. Retention of students, particularly from underrepresented groups and students whohave significant unmet financial need. Issues related to campus climate.* Estimated FY17 costs. Investment includes support for Provost’s Diversity Fellowships and incremental aid for students associated with “no gap” programs such as PosseScholars, District Scholars, and Say Yes to Education.8 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

CAMPUS DIVERSITYFOSTERING A DIVERSE CULTURAL COMMUNITYTEST-OPTIONAL The new model led torecord undergraduateapplications in 2016.FRESHMEN ENROLLMENT OFUNDERREPRESENTED POPULATIONS400— NUMBER OF STUDENTS 2108120TEST-OPTIONAL IMPLEMENTATION à 2013BLACK2014*— YEAR —HISPANIC/LATINO20152016**FIRST- ‐GENERATION* First year of tracking first-generation students** As of May 10, 2016. Data from 2016 will change based on “summer melt” and waitlist actions.Source: Office of Enrollment Management & Retention9 OFFICE OF THE PROVOST First-generation andunderrepresentedminority applicantsexperienced doubledigit percentage growth. Median GPA forapplicants also rose.PARTNER PROGRAMS GW increased its workwith programs that meetfull need: District Scholars, Posse,Say Yes to Education,and SJT Scholars willenroll 30-35 students inFall 2016.THE GEORGE WASHINGTON UNIVERSITY

CAMPUS DIVERSITYCHALLENGES AND A PATH FORWARDSIX-YEAR GRADUATION RATES BY POPULATION— TOTAL —9590— PERCENT —85807581798480817869658173708172738380 Instituted a data-drivenapproach to retention.797775736055200420052006200720082009— YEAR ENTERED —BLACKHISPANIC/LATINOSource: GW Institutional Research; Office of Enrollment Management & Retention10 OFFICE OF THE PROVOSTOUR PATH FORWARD: Office of EnrollmentManagement expandedto include a focus ongraduation, not just newstudent enrollment.GW New programsimplemented to buildcommunity amongspecial populations. Operation VALOR formilitary and veterans. “First Fridays” for firstgeneration students. Using Campus ClimateSurvey to inform newprogramming for faculty,staff, and students.THE GEORGE WASHINGTON UNIVERSITY

VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF THE GEORGE WASHINGTON UNIVERSITYTrain students to think, write, and reason creatively and analyticallyin their own areas of expertise, but also to investigate seeminglyunrelated disciplines for the insights they offer.22 / STRATEGIC PLAN11 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

CROSS-DISCIPLINARY LEARNINGPROVIDING CURRICULAR RIGOR AND FLEXIBILITYNEW INVESTMENTS: Approximately 400,000 annually*PROGRESS: Developed new budget model based on teaching and enrollment. Established a rigorous general undergraduate curriculum. Created new programs that emphasize learning across disciplines (e.g. GWTeach;Sustainability minor). Reduced obstacles for students seeking to change majors or take courses in otherschools. Launched ‘What If’ feature in DegreeMap for all undergraduate programs. Also available to many graduate and doctoral programs.CHALLENGES: Coordination of student advising across schools. Securing faculty buy-in. Support for students in particular disciplines (e.g. STEM, economics).* Estimated FY17 costs. Investment includes institutional support for GW Teach and the Sustainability minor.12 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

CROSS-DISCIPLINARY LEARNINGPROVIDING CURRICULAR RIGOR AND FLEXIBILITYMINORS OR SECOND MAJORSIN MULTIPLE SCHOOLS— UNDERGRADUATE — Data Sciences1100 Economics, Geography, Political Science,Statistics— NUMBER OF STUDENTS —105010001002950 CCAS and GSEHD ESIA and SMPA Government Contracting882850800 GWSB and LAW823750 Healthcare MBA* GWSB and SMHS765 Nursing Practice700600 Experiential Education and Jewish CulturalArts Global Communication900650CROSS-DISCIPLINARY GRADUATEPROGRAMS: SON and GWSB676 Regulatory Biomedical Engineering SEAS and SMHS20112012201320142015— YEAR —Source: GW Institutional Research13 OFFICE OF THE PROVOST* Healthcare MBA is an established program that underwent significant revisionsto incorporate an SMHS component.THE GEORGE WASHINGTON UNIVERSITY

VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF THE GEORGE WASHINGTON UNIVERSITYSupport research institutes in areas where funding has alreadybeen committed, such as sustainability, computational biology, andglobal women’s issues. Identify four to eight additionalcross-disciplinary and cross-school institutes over the life of theplan; support these with additional faculty and start-up funds.29 / STRATEGIC PLAN14 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

CROSS-DISCIPLINARY INSTITUTESCULTIVATING DISCOVERY AND POSITIVE SOCIAL IMPACTNEW INVESTMENTS: Approximately 16 million annually*PROGRESS: Recruited prominent researchers to lead its cross-disciplinary institutes. Autism and Neurodevelopmental Disorders Institute: Kevin PelphreyCancer Center: Eduardo SotomayorComputational Biology Institute: Keith CrandallGlobal Women’s Institute: Mary EllsbergInstitute of Neuroscience: Anthony LaMantiaSustainability Collaborative: Kathleen Merrigan Anticipate 23 new faculty lines (including 18 tenure-track) dedicated to theseinstitutes once they’re fully staffed in FY17.CHALLENGES: Management and assessment. Financial sustainability. Student engagement.* Based on FY17 annual operating and direct research costs; excludes capital costs and unrecovered indirect revenue.15 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

CROSS-DISCIPLINARY INSTITUTESCULTIVATING DISCOVERY AND POSITIVE SOCIAL IMPACT Research generated by these institutes enhances GW’s Research and DevelopmentNSF ranking, improves our reputation, and cultivates scientific discoveries.GW CROSS-DISCIPLINARY INSTITUTESFY14 TOTALRESEARCHEXPENDITURESFY15 TOTALRESEARCHEXPENDITURESFY16 TOTALRESEARCHEXPENDITURES(FORECAST)FY17 TOTALRESEARCHEXPENDITURES(EXPECTED)AUTISM & NEURODEVELOPMENTALDISORDERS INSTITUTEN/AN/A 270,000 1,364,500CANCER CENTERN/AN/A 1,350,000 2,250,000COMPUTATIONAL BIOLOGYINSTITUTE 332,210 872,741 900,000 886,500GLOBAL WOMEN’S INSTITUTE 146,130 776,300 765,000 770,500INSTITUTE OF NEUROSCIENCE 1,098,249 1,358,847 1,700,000 2,100,000 49,033 83,530 164,500 496,500 1,625,622 3,091,418 4,879,770 7,868,000SUSTAINABILITY COLLABORATIVETOTALAs of May 10, 2016Source: Office of the Provost; Office of the Vice President for Research; School of Medicine and Health Sciences16 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

CROSS-DISCIPLINARY INSTITUTESCHALLENGES AND A PATH FORWARDCROSS-DISCIPLINARY INSTITUTES FUNDING: FY171FUNDING SOURCES We anticipate the institutes spending approximately 16 million. Institute funding is covered by research (green),university operating funds (blue), and philanthropy (red).10%19%39% Institutes remain reliant on significantinternal support for operating fundsand unallocated costs. Research isabout half of total spending. Student engagement (and tuitionrevenue) is limited. Reporting structure creates difficultiesin assessing institute performance.OUR PATH FORWARD:10%Indirect ResearchSchoolsPhilanthropyDirect Research22%Provost/OVPR More closely integrate institutes’ workwith schools and the student experience. Tie employment contracts more closelyto research performance. Develop performance assessmentmetrics to ensure financial sustainabilityand research productivity.1 Approximate numbers based on FY17 forecast. Excludes startup packages, capital costs, and unrecovered indirect revenue.Source: Office of the Provost; Office of the Vice President for Research; School of Medicine and Health Sciences17 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF THE GEORGE WASHINGTON UNIVERSITYThe plan provides important guidance in how we can draw togetherthe university’s different strengths to create an even more vitalinstitution. It is important that we view the plan as a livingdocument that is periodically reevaluated and updated.3 / STRATEGIC PLAN18 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

PRIORITIZING OUR OBJECTIVESACTIONS WITH ADDITIONAL PHASES: Launch of additional cross-disciplinary research institutes (e.g. big data; genomics). Slowed the establishment of additional faculty lines (already met the plan’s minimumof 50 lines).ACTIONS FOR FURTHER CONSIDERATION: Develop four-year BA/MA programs for highly motivated students who enter GWwith substantial advanced placement credit. Develop housing options that bring together graduate students from across theuniversity. Expand the number of joint hires with government agencies (e.g. the NationalInstitutes of Health and the National Institute of Standards and Technology) andprivate entities such as DC-area think tanks. Explore modifying the university’s policies to allow some faculty and staff to engagein classified research. With sufficient volume in this area, build a facility for classifiedresearch on the Virginia Science and Technology Campus. Encourage schools to adopt small think tanks and integrate their work into oureducational and research programs.19 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

APPENDIXSTRATEGIC PLAN IMPLEMENTATIONPROGRESS UPDATETHE GEORGE WASHINGTON UNIVERSITY

AREA: EDUCATIONWHAT DEFINES A GW EDUCATION?VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF GWObjective: Create a more unified and intellectually coherent undergraduate educational experience that fosters a range of corecompetencies, including creativity, critical thinking, quantitative reasoning, an appreciation for diverse cultural perspectives, andthe strong communication skills necessary to translate learning into effective action.ACTIONSPROGRESS UPDATE1Work with the faculty to develop a rigorous common core ofundergraduate general education requirements that provides a broadliberal arts education and aligns with the standards of our regionaland professional accrediting agencies. GW undergraduate deans developed a common core of generaleducation requirements that went into effect in Fall 2015.(GWToday Story)Admit undergraduates to the university, rather than to individualschools. . In addition, admitting undergraduate students to theuniversity as a whole, rather than admitting them to our individualschools, will enable them to take full advantage of all that ouruniversity has to offer, including cross-disciplinary and cross-schoolminor and combined BA/MA programs.2 In 2013, admissions letters were altered to make clear studentswere admitted the university. In Fall 2015, GW implemented policies to facilitate easier transferamong different schools and no longer required submitting atransfer application to the Office of Admissions. The Office of the Registrar launched the “What If” feature forDegreeMap in 2014. (GWToday Story) The number of students with a minor or second major in anotherschool has increased from 676 in 2011 to 1,002 in 2015.Create minors that address issues that cut across traditionaldisciplines and schools (e.g. sustainability, poverty, immigration,citizenship, energy, AIDS, security, and obesity). GW launched cross-disciplinary minors, including: Biomedical Engineering Law and Society Sustainability Additional minors in STEM teaching and women’s, gender, andsexuality studies are planned to launch in Fall 2016.1 The following pages outline some of our progress on the Strategic Plan’s objectives as of May 13, 2016. This is not a comprehensive list, nor are many of the actions necessarilycomplete — there are those that will require continuous attention. We will continue to work on the actions articulated in the plan while viewing it as “a living document that isperiodically reevaluated and updated.”2 Action item truncated to accommodate space.22 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

AREA: EDUCATIONWHAT DEFINES A GW EDUCATION?VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF GWObjective: Create a more unified and intellectually coherent undergraduate educational experience that fosters a range of corecompetencies, including creativity, critical thinking, quantitative reasoning, an appreciation for diverse cultural perspectives, andthe strong communication skills necessary to translate learning into effective action. (continued)ACTIONSPROGRESS UPDATEFully coordinate academic and career advising to align students’intellectual interests with career goals. Career Center utilization and employer engagement haveincreased by more than 50% and 30%, respectively, since 2012. Developed and implemented three new career-related coursesfor undergraduate students in the Elliott School ofInternational Affairs, Business School (for non-business majors),and a university-wide, online Internship Course Attracted new top-tier employers such as Amazon,Dreamworks, Facebook, and Google GW launched the First Destination dashboard in Spring 2016,which highlights the activities of GW’s graduates and allows currentstudents to view potential career options. The Career Services Council developed Innovation Grants for GWfaculty and staff to create professional and career developmentactivities for undergraduate and graduate students. The Council also surveyed online students and developed apreliminary Career Plan that includes virtual individualized servicesand other online resources (pilot effort in 2015-16).Encourage the development of courses and academic programs thatappeal to students broadly, particularly at the freshman level. The number of students with a minor or second major in anotherschool has increased from 676 in 2011 to 1,002 in 2015. Many of the rules that restricted studying across schools weredropped in 2015. GW launched cross-disciplinary minors, includingBiomedical Engineering, Law and Society, and Sustainability. Additional minors in STEM teaching and women’s, gender, andsexuality studies are planned to launch in Fall 2016.23 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

AREA: EDUCATIONWHAT DEFINES A GW EDUCATION?VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF GWObjective: Inculcate leadership ability and reflective practice by creating undergraduate experiences that clearly integrate whatstudents are learning in the classroom with their co-curricular activities, internships, jobs, and service-learning opportunities.ACTIONSPROGRESS UPDATEIdentify and develop partners locally and around the world wherestudents will spend extended periods of time participating in researchor providing service, preferably in contexts where they becomeimmersed in an unfamiliar culture. More than 100 GW students participated in hosting theInternational Monetary Fund’s 2016 Spring Meeting.(GWToday Story)Increase the number of undergraduates involved in research,particularly those working closely with a faculty member. In 2012, GW added an undergraduate component toGW Research Days. That year, 69 students presented researchposters. In 2016, that number more than doubled to 163. The number of applicants for GW’s Undergraduate Research Awardand CCAS’ Luther Rice Research Award has increased from 57 inAY12-13 to 73 in AY15-16.Enhance our students’ internship experiences to clearly link them torelevant portions of the academic curriculum; utilize the CareerCenter as a repository for an expanded list of internship opportunitiesin the Washington, DC, community and around the world. GW now provides university-wide access to premier onlineinternship resources such as vault.com and goingglobal.com The Division of Student Affairs worked in partnership with theDivision of Development and Alumni Relations to create theKnowledge in Action Career Internship Fund (KACIF), which hasprovided 165,000 to more than 95 graduate and undergraduatestudents to pursue unpaid internships since 2013. (video) The Freeman Foundation has provided grants for up to 25 studentsper year to support internships in East Asia. Thirteen GW students participated in the Spring 2016 White HouseInternship Program, more than any other university in the country.(GWToday Story)24 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

AREA: EDUCATIONWHAT DEFINES A GW EDUCATION?VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF GWObjective: Inculcate leadership ability and reflective practice by creating undergraduate experiences that clearly integrate whatstudents are learning in the classroom with their co-curricular activities, internships, jobs, and service-learning opportunities.(continued)ACTIONSPROGRESS UPDATEDevelop a module-based requirement that encourages students toexplore diverse aspects of citizenship and leadership and to engagein activities that promote their own capacities in these areas.1 The university convened a Citizenship & Leadership Task Force in2014 to develop a framework for these modules. The draftframework was completed in 2015 and a program proposal will besubmitted to the Office of the Provost in Summer 2016. Its firstiteration is slated to launch in Spring 2017. A new course on citizenship and leadership will be offered inSpring 2017 and taught by GW’s Service-Learning Faculty LiaisonDr. Wendy Wagner.Identify additional international career and internship opportunitiesby improving the coordination between the Office for Study Abroadand the Career Center. The two offices were co-located on the Marvin Center’s 5th Floorin 2013. The Career Center launched the International Student CareerAmbassador (ISCA) program in Fall 2015 to provide peer-to-peercareer guidance for international students and created anEmployer Guide for hiring international students.Establish diverse affinity-living groups where students from differentbackgrounds who share cross-disciplinary interests reside together soas to build stronger communities. When it opens in Fall 2016, District House will provide 14additional affinity-living groups — seven 16-person and seven 20person communities.1 Action item truncated to accommodate space.25 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

AREA: EDUCATIONWHAT DEFINES A GW EDUCATION?VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF GWObjective: Inculcate leadership ability and reflective practice by creating undergraduate experiences that clearly integrate whatstudents are learning in the classroom with their co-curricular activities, internships, jobs, and service-learning opportunities.(continued)ACTIONSPROGRESS UPDATEProvide more opportunities for students to interact with faculty byexpanding the faculty-in-residence program and other such programs. The university has expanded its faculty-in-residence program from4 in 2011 to 10 in Fall 2016. Faculty guides, who work with residence advisors and faculty-inresidence to offer programs in the residence halls, have grown innumber from 9 in 2011 to 10 in Fall 2016.Renovate residence halls to create additional space for communitybased activities. In 2013, GW adopted and began implementation of a plan torenovate and enhance common space in residence halls on aregular schedule. The university has already renovated 6 residencehalls, with another 2 planned in 2016.1 (GW Hatchet Story)1 2014: City Hall, International House, The Dakota; 2015: Building JJ, Mitchell Hall, Strong Hall; 2016: JBKO, 2109 F Street26 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

AREA: EDUCATIONWHAT DEFINES A GW EDUCATION?VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF GWObjective: Design graduate and undergraduate academic programs and student experiences that provide a global education andpromote the development of intercultural competence.ACTIONSPROGRESS UPDATEDevelop study abroad programs in which students spend extendedperiods of time immersed in the norms, culture, and language ofanother country (as opposed to simply studying in another country).Some of these experience should involve participating in research orservice in another country. GW launched the Global Bachelor’s program, which begins in Fall2016. The program includes three study abroad experiences,including an internship component. (GW Hatchet Story)Design innovative educational programs in key geographic regionsand utilize technology to enhance educational opportunities. In 2012, GW adopted the Koobi Fora Field School through apartnership between the National Museums of Kenya and CCAS’sCenter for the Advanced Study of Human Paleobiology. GW has expanded opportunities for education abroad. In 2015,10 students participated in the World Internet Conference inWuzhen, China. (GWToday Story)Create opportunities for precollege students from abroad to come toGW to further develop their English language skills and prepare forundergraduate study in the United States. GW’s Office of Summer and Non-Degree Programs has expandedprogram offerings and partnerships with international institutions,governments and foundations, including the Government of theFederal District of Brasilia, King Abdullah University of Science andTechnology, and the Department of State Summer Sisters. In 2014, the university hosted 335 high school students as part ofthe Brasilia Without Borders program. Participants earned 3collegecredits through their study at GW. In 2015, GW precollege enrolled 349 students from around thecountry and the world (a 35% increase in overall enrollments since2012) including 55 international students representing over 26countries, a 120% increase since 2013. The university in 2015 enrolled 89 visiting and incominginternational students in English language and other summercourses, a 48% increase since 2013. (GW Hatchet Story)27 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

AREA: EDUCATIONWHAT DEFINES A GW EDUCATION?VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF GWObjective: Design graduate and undergraduate academic programs and student experiences that provide a global education andpromote the development of intercultural competence. (continued)ACTIONSPROGRESS UPDATEIncrease course offerings and secure support for faculty in the history,culture, literature, and language of selected geographic areas. In 2014, the Elliott School received 2.7M in Title VI funding tosupport foreign language and area studies instruction. The schoolhas also received a number of Carnegie Foundation, LuceFoundation, and MacArthur Foundation awards for regional studiesprograms. (ESIA News Release) (GWToday Story)Increase international enrollment to represent 12 to 15 percent of theundergraduate student body and 25 to 30 percent of the graduatestudent body; expand the administrative infrastructure, including theInternational Services Office and the English for Academic Purposesprogram, to help international students succeed. The international student population relative to total GWenrollment has increased. 2011 Undergrad: 7.0% // 2015 Undergrad: 10.1% 2011 Graduate: 12.0% // 2015 Graduate: 17.8% Since Summer 2015, the English for Academic Purposes programhas taught nearly 2,000 credit hours, up from 974 from Summer2011 to Spring 2012. The university in 2015 created two senior administrative positions: Doug Shaw as Senior Associate Provost for InternationalStrategy, who oversees the International Services Office andOffice of International Programs (which includes Study Abroad) Adina Lav as Assistant Provost for International Enrollment28 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

AREA: EDUCATIONWHAT DEFINES A GW EDUCATION?VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF GWObjective: Design graduate and undergraduate academic programs and student experiences that provide a global education andpromote the development of intercultural competence. (continued)ACTIONSIncrease enrollment of underrepresented groups to improve theoverall diversity of our student body.PROGRESS UPDATE The university has worked in partnership with several alumni andfriends to expand opportunities for underrepresented groups,including: The GW Cisneros Hispanic Leadership Institute, whichprovides scholarship support for Hispanic students The Slim Scholars program that offers financial aid programsfor students from Mexico GW enhanced its partnership programs with a focus onunderrepresented groups: First cohort of 11 Posse Scholars will join GW in Fall 2016 GW signed on to the Say Yes to Education partner program In 2015, the university implemented a test-optional policy in aneffort to boost enrollment from underrepresented populations.(Washington Post Story) (NPR Story) (CNN Money Story) Enrollment for three underrepresented groups have alreadyshown marked increases over this time last year:1 Black: 8.3% Hispanic: 10.2% First-Generation: 13.1%1 As of May 10, 201629 OFFICE OF THE PROVOSTTHE GEORGE WASHINGTON UNIVERSITY

AREA: EDUCATIONWHAT DEFINES A GW EDUCATION?VISION 2021: A STRATEGIC PLAN FOR THE THIRD CENTURY OF GWObjective: Create an Undergraduate Science, Technology, Engineering, and Mathematics (STEM) Academy.ACTIONSPROGRESS UPDATEHire faculty prominent in STEM education to lead initiatives in thefield. GW hired an inaugural director of the STEM Academy in 2015. The university launched a Department of Biomedical Engineeringand hired Dr. Igor Efimov, a leader in the field, as the inauguralchair. (GWToday Story)Recruit and support high-quality students at all levels: undergraduate,graduate, and postdoctoral. To ensure diversity, develop an outreachstrategy to attract students from un

GWSB and LAW Healthcare MBA* GWSB and SMHS Nursing Practice SON and GWSB Regulatory Biomedical Engineering SEAS and SMHS — NUMBER OF STUDENTS — — YEAR — — UNDERGRADUATE — * Healthcare MBA is an established program that underwen

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