The department of Chemistry is already knee deep in this endeavor. Dr. Vertes, of the Chemistry dept. would be a great source of information on this topic. He not only has internal working relationships with the Biochemistry department, Physics department and Computer Sciences department. Some are funded by external research grants while others are funded thru various internal GW sources. He also has a collaboration set up with a company called Protea. This collaboration is not just between his research team and Protea, but it also includes a three way process which includes the Department of Energy. Just thought his research group would be a shining example of how future research endeavors might look.

Graduating students offen find that they lack essential life skills. We want our leaders to be well rounded which includes being able to take care of themselves. Is there space in the curriculum to teach students how to cope with stresses, manage their day to day lives, and become strong, involved leaders? We do a great job teaching our disciplines but maybe we could look at what we are not teaching our students?

It seems that the charges are focused on the academic mission, with fewer questions that address organizational issues within the University itself, such as commitment to sustainability, staff development, and efficiency. I suggest that one interdisciplinary mission might be how to better align the University's academic planning with its capital planning, so that the deans, faculty, and staff from both the development and treasurer's offices, all have input into setting the priorities for maintenance and upgrade of the University's facilities.

At universities like GW, the term "interdisciplinary" is commonly used pretty loosely, arguably referring to initiatives or ideas that are more accurately described as, for example, "multi-disciplinary" (i.e., involving people from one or more disciplines without the "inter" being explored or leveraged in any meaningful way) or "interdepartmental" (i.e., even more simply, involving people from one or more departments, whose work, curiously, could be of the same discipline, per se). I would like to see the "Innovation through Interdisciplinary Collaboration" working group generate a defensible definition of what it means to be "interdisciplinary" if it is going to be featured so prominently in the strategic plan.

I'm thrilled about this notion of interdisciplinary collaboration. My sense is the majority understand collaboration spurns innovation. It is sound theory and proven in practice. We tend toward the bottom line, however -- especially if the bottom line is how our individual performances are evaluated. Will collaboration be a new bottom line? What drivers will be put in place and what barriers will be removed to ensure collaboration is practiced? Costs, for example, deter collaboration. Making costs less of a performance factor -- or at least not always at the expense of collaboration -- may increase the likelihood of practice.

It is appropriate that the GW Strategic Planning has a working group on globalization. GW's location in Washington, DC and the extensive work of its faculty around the world ceates unique advantages for a comprehensive review of the drivers of globalization in the coming decades. Two important drivers are critical as GW reviews its options. First, is the growing political and economic power of South nations such as China, Brazil, India, South Africa, and increasingly, Indonesia. Trade and multilateral partnerships between between South nations, already on the ascendancy, will grow significantly in the coming decades. There are even ongoing discussions about a South development bank to jumpstart anti-poverty, pro-growth and infrastructure development efforts. Second, is the near unanimuous projection that Africa will become a significant pole of global growth and prosperity in the coming decades. As democracy becomes embedded in Africa and stable, enabling policy environments become more common, the continent's already growing middle class will become more influential. Africa is now a major source of steady global growth in consumer spending. Six of the fastest growing national economies in the world are in Africa. Active efforts are underway in Africa to strengthen national and continental institutions, accelerate regional intergation and deepen ties with Africa Diaspora populations. GW should seek its niche on these two significant multipolar drivers of globalization in the coming decades. The various schools in GW are already known and respected in the South and Africa. The Elliot School, the Medical Center, the School of Public Health, the Business School and the Law School, in particular, can play immediate and sustained, integrated roles in helping South economies and Africa overcome known constraints to speedier economic growth and prosperity. In addressing constraints to economic growth and development, South nations and Africa are likely to look towards joint, mutually beneficial collaborative research and practice partnerships with universites such as GW that can bring to the table a deep bench of multi-sectoral faculty members and expertise. In particular, GW can become the thought and practice leader in joint collaborative efforts with South nations and Africa to train new scientists and strengthen science-based infrastructure; revitalize statecraft, especially in regard to peace and security efforts through cutting edge international diplomacy research and practices; expand the frontiers of entrepreneurship through dedicated research and practice support for the private sector, and; help strengthen public safety and the rule of law through cutting-edge innovation in law, public policy and public administration. By 2021, with careful planning and foresight, GW has what it takes to become one of the top citadels of learning and practice on globalization issues with specific reference to South nations and Africa. Regards, Chinua Akukwe, Professorial Lecturer, Department of Global Health

Please make sure links work on this website - that should be part of the startegic plan - along with improving the search engine on the GWU website.

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