Here and Next

Here & Next

Here 2022 – 2023

and Next

Our community has come together to dream an ambitious strategic vision for WashU. This vision will guide our next era as a university.

Through Here and Next, we envision a tomorrow in which we generate solutions to the deepest societal challenges.

Tomorrow doesn’t happen overnight. To move from vision to action requires intention.

It takes forging new partnerships, making new investments, creating new collaborations.

We are building a foundation for a future that will endure.

In these pages, you will find people who represent that future. Individuals like these embody the collaborative spirit of our plan.

The ideas you see in this book are the kinds of ideas that we’re seeking to spark through our strategic vision.

We offer this book as a snapshot of our present and a glimpse into our future. That future is a bright one. Our community has brought us here, to this moment. And our community will take us to what’s next.

Beverly Wendland Provost and Executive Vice Chancellor for Academic Affairs

Research

For Research That Sets the Global Standard We will significantly increase the scale of our research portfolio and drive solutions to the deepest societal challenges.

Research Objectives

Public Health p. 4

Position faculty and departments to increase research productivity and collaboration across schools through a strategic hiring program and by enhancing infrastructure, incentives, and research tools, including digital capabilities.

Research Excellence p. 6 Digital Transformation p. 8 Environmental Research p. 10

Advance opportunities in solving local and global challenges, especially in public health and the environment.

Provide resources for scalable solutions that enable greater local and global impact.

Advance research in personalized medicine, aging, and mental health.

People

For the Growth of Every Person We will make WashU the ideal place for students, staff, and faculty to pursue their goals.

People Objectives

Undergraduate Education p. 12

Position students to excel in a rapidly changing world with excellence in education and student experience.

Graduate and

Promote equitable development for students, staff, and faculty to thrive in their career paths, leadership capabilities, and well-being.

WashU Leads p. 16

Prioritize educational access and foster inclusive excellence to advance student success.

Professional Education p. 14

Faculty Development and Support p. 18 Student Affairs p. 20

Expand access to and enhance medical school curricula.

Community

For the Good of Every Neighbor We will become the leading model for how a university can partner with local communities for global impact.

Community Objectives Improve capacity and quality of community-engaged research, teaching, and practice to improve equitable outcomes in our city, state, and region.

Meet the education needs of modern learners aligned to the job market in our city, state, and region.

Approach operational decisions and institutional partnerships with greater intentionality to achieve greater impact in our city, state, and region.

Expand clinical and research platforms to improve community access and patient outcomes in our city, state, and region.

Community-Engaged Research, Teaching, and Practice p. 22 School of Continuing & Professional Studies (CAPS) p. 24 Staff and Operations p. 26 International Affairs p. 28

Research

Progress Summaries

Public Health Initiative Vision

In year one we:

We will mobilize and expand our unique strengths and position the university to be the standard-bearing institution for the next century of public health by centering impact, speed, and scale.

Established a timeline and began the accreditation application for a School of Public Health Created a new PhD concentration in dissemination and implementation sciences Developed draft values, mission, vision, and organizational structure for the School of Public Health In year two we will:

Hire the inaugural dean Submit the initial application for school accreditation

by June 2024 Create and approve policies and processes for primary and joint faculty appointments Finalize plan for the undergraduate public health major

Improving the health of the public is the ultimate goal of everything we do in the academic medical center, including patient care, education, and biomedical research.

We’re living at a time when technological advances have profoundly accelerated the impact of medical science, and the School of Public Health is an essential next step in translating that impact for the good of our communities.

Partner in the field-leading faculty hiring process This includes key aspects of implementing novel therapeutics and preventive strategies in a way that leads to improved outcomes for all communities — including urban and rural, economically strong and under-resourced, and those in our local area, our region, or across the globe.

David H. Perlmutter, MD Executive Vice Chancellor for Medical Affairs Spencer T. and Ann W. Olin Distinguished Professor George and Carol Bauer Dean of the School of Medicine

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Research

Progress Summaries

Research Excellence Initiative Vision

In year one we:

Dramatically expand our top-tier research, scholarship, and creative practice capacity through investment in people and infrastructure, positioning faculty across all disciplines to achieve excellence.

Refined faculty incentives and launched an interdisciplinary seed funding program focused on strategic priority areas In year two we will:

Drive a field-leading faculty hiring program across our strategic priorities Enhance research productivity and support for external funding via infrastructure and staffing improvements Implement research tools and digital capabilities to accelerate research activities

esearch excellence is a core commitment of the R university’s new strategic plan. By strengthening our collective efforts and deepening collaboration opportunities with partners from around the world, we can help solve our planet’s toughest societal challenges.

Mary McKay Vice Provost for Interdisciplinary Initiatives

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Research

Progress Summaries

Digital Transformation Initiative Vision

In year one we:

Leverage technologies to accelerate and expand our research capacity, empower students to lead in a digitally driven world, and increase the scale of our impact across our tripartite mission.

Launched Digital Solutions Studio (DSS) to accelerate research on the Danforth Campus

I have high hopes that our efforts within the DI2 (digital intelligence and innovation accelerator) will have a great impact in our region and elevate St. Louis as a place for digital innovation and digital transformation. Within these digital spaces, a lot of the focus has been on the coasts, but I think DI2 has the potential to bring focus on St. Louis as a marquee place to be doing this kind of work.

Launched DI2 Accelerator and established the foundation for a universitywide institute Initiated discussions with potential cloud computing and data analytics industry partners Engaged with local and national startups to identify opportunities for tech transfer In year two we will:

Expand the scope of the Digital Solutions Studio to facilitate multidisciplinary projects with a focus on digital-first solutions that can advance research and innovation Develop a strategic roadmap for AI research and practice and partner in development of comprehensive AI technology governance structure Advance proposal for cloud computing partnership to address research computing and data analytic needs

Albert Lai School of Medicine

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Research

Progress Summaries

Environmental Research Initiative Vision

In year one we:

Grow areas of established excellence, leverage connections between research fields, and identify and nurture emerging research opportunities in environmental domains.

Launched a new Center for the Environment Hired the inaugural director In year two we will:

Expand the Center’s research infrastructure Submit several major grant proposals in target domains Elevate the visibility of the center and WashU’s accomplishments in environmental research

Defining the vision and focus for the center was a tremendous step forward and only possible because of the collaboration across the university.

Crickette Sanz Arts & Sciences

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We have the opportunity to be a place that develops leaders who can work collaboratively on complicated problems — ones requiring multiple perspectives and disciplinary foundations — so that they can be solved effectively. We’re thinking about societal challenges — public health, climate change and sustainability, the ethics of artificial intelligence. We need graduates who are able to make productive differences in finding solutions to these kinds of problems.

People

Initiative Vision

Position students to excel in an ever-changing world through an undergraduate experience that leverages our distinctive strengths and values as an institution.

Through a holistic approach, we will develop students’ capacity to understand and communicate their growth and potential for positive impact throughout their lives.

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Jen Smith Office of the Provost

In year one we:

Drafted undergraduate education commission report Launched an equity analysis pilot — the foundation for systematic data collection — to surface academic barriers and inform rapid intervention In year two we will:

Launch the undergraduate education commission pilots Increase resources for students on leave to improve graduation outcomes Advance educational programming and support around AI

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Progress Summaries

Undergraduate Education

People

Progress Summaries

Graduate and Professional Education Initiative Vision

In year one we:

Ensure that our highly accomplished professional schools continue to build on their renown and further opportunities to pursue research and education across all schools.

Significantly strengthen doctoral education by advancing our curriculum, recruitment, student experience, and global presence.

Increased PhD student stipends across all disciplines and increased chancellor’s fellowship stipend to strengthen recruiting Established professional development opportunities through graduate center In year two we will:

Selectively grow the size of the graduate and professional applicant pools Run PhD program reviews through the newly established doctoral council to enhance the quality of our programming Run cohort-building programs and increase engagement with external funding database Envisioning and achieving distinctive and inclusive excellence at scale in graduate education is critical to fulfilling the university’s mission as well as to further elevating our reputation through regional, national, and global impact.

Vijay Ramani McKelvey School of Engineering and Office of the Provost

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People

Initiative Vision

Create a WashU model of leadership, empower each member of our community to build their leadership capabilities, and become an institution renowned for achievement in leadership development.

One of the key purposes of the university is really to help solve some of the big challenges in the world. Again, what the university does really well is to produce the knowledge that’s going to be needed to address those challenges.

But that knowledge alone is not going to be sufficient to really address them. We need people who can bring others together to solve those challenges, to inspire others to work to address those challenges.

In year one we:

Launched a pilot leadership program for first-year students and launched a leadership coaching program for students in years 2 – 4 Launched the Institute for Leadership Excellence and ran the first cohort for staff Launched a leadership development program for faculty In year two we will:

Create the infrastructure to support the leadership program for students that connects to faculty and staff leadership initiatives to ensure a consistent WashU model of leadership Increase engagement and scale programs for students, staff, and faculty Increase engagement in the Institute for Leadership Excellence

That’s what WashU Leads is seeking to do for faculty, staff, and students ­— help them to see themselves in this work and develop that capacity to lead.

Kurt Dirks Senior Adviser to the Chancellor for Leadership

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Progress Summaries

WashU Leads

People

Progress Summaries

Faculty Development and Support Initiative Vision

In year one we:

Offer a world-class faculty experience by making WashU the ideal place for faculty to pursue their scholarship, teaching, and career goals.

Accepted 44 people into two new mentoring programs for early career tenure-track and mid-career faculty members In year two we will:

Advance implementation for interdisciplinary joint appointment and tenure and promotion policies

We really do want to support our faculty; we care about them and want them to be successful. It’s been a very challenging time, and we want to offset as much as we can the ways our faculty might have been adversely affected during the past two years.

Kia Caldwell Office of the Provost

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Initiative Vision

In year one we:

Teaching students today who will transform the world tomorrow.

Made progress across all Student Affairs strategic anchors.

Two features are highlighted below:

Belonging

We are WashU. We will ensure all students feel a sense of belonging and have easy access to the resources they need to learn, grow, and flourish.

People

Career Development

Discover. Pursue. Transform. We will chart a course for career discovery and create pathways to meaningful and competitive employment opportunities throughout our students’ lives.

EDI

Learn. Understand. Appreciate. We will increase access and inclusion for all students, foster honest conversation, encourage the fair exchange of ideas, and build understanding of diverse lived experiences at WashU.

Hired a director of health promotion and provided TimelyCare, QPR, and Kognito to students and WashU community members Career Development Enjoyed record engagement from employers and students at the Job Career Fair and engaged with a consulting firm to enhance career service structure Healthy Excellence

In year 2 we will:

Move all strategic anchors forward. Some of our anticipated highlights include: Run “Bearprints for Success,” a college transition course and advanced tracking system for student group involvement Onboard a new associate vice chancellor and roll out a new organizational model

Belonging

Career Development

Healthy Students = Healthy Community

We aspire to distinguish WashU as a place where students graduate even healthier than when they arrive.

Leadership

Integrity. Character. Emotional Intelligence. We will create a renewed focus on leadership as an essential quality for WashU graduates. Define a shared university vision and approach to leadership development that will shape the leaders of tomorrow.

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Every generation of students who comes into WashU will hopefully be better and better equipped to go out and be transformational leaders in the global society.

Chelsea Petersen Office of the Vice Chancellor Division of Student Affairs

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Progress Summaries

Student Affairs

Community

Progress Summaries

Community-Engaged Research, Teaching, and Practice Initiative Vision

In year one we:

We will advance communityengaged research, teaching, and practice to improve regional and global outcomes by addressing disparities in health, education, and economic opportunity.

Elevated community-engaged research by hosting the William H. Danforth St. Louis Confluence Conference and Award Ceremony to showcase our strengths and forge stronger partnerships. Eighty nominations and 40 applications were submitted in the inaugural year.

The St. Louis Confluence Collaborative will provide an infrastructure and a framework to support the faculty in doing community-engaged research that’s really more of a partnership with the community. We’ve found that our faculty are already doing fantastic work with the community, and the St. Louis Confluence Collaborative will give us an opportunity to connect faculty and community partners to each other and also have access to the resources and the infrastructure needed for community-engaged research methodologies that rely on relationship building and listening to the community.

In year two we will:

Hire a faculty executive director for the St. Louis Confluence Collaborative Launch the St. Louis Confluence Collaborative Award the 2024 St. Louis Confluence Award and other community-engaged grants Invest seed funding in community-engaged studies Invest in community partnerships

Cynthia Rogers School of Medicine

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Community

Initiative Vision

Progress Summaries

School of Continuing & Professional Studies (CAPS) In year one we:

Support upward mobility and career advancement for St. Louisans by ensuring access to certificates and degrees that align with regional job market needs.

Rebranded as the WashU School of Continuing & Professional Studies (CAPS) Secured a major grant from the Missouri Department of Higher Education and Workforce Development

In year two we will:

Develop programs and student supports that respond directly to the needs of the St. Louis region Reinforce existing supportive pathways and develop new supports designed for modern learners Generate awareness and engagement with CAPS in audiences traditionally excluded from higher education

We have an exciting opportunity to serve as a model for other institutions.

Sean Armstrong School of Continuing & Professional Studies

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Community

Progress Summaries

Staff and Operations Initiative Vision

In year one we:

Advance sustainability in university operations; enable economically impactful supplier diversity; foster a culture of talent management; cultivate leadership development and effectiveness

Made progress across all staff and operations strategic goals.

Two features are highlighted below: Supplier Diversity Total minority- and women-owned business spending increased from 3.96% in FY21 to 5.39% in FY22 (compared to overall procurement spend) Sustainability Put 18 electric fleet vehicles and two electric shuttles into operation

If we have this opportunity to really change dining, what might it look like knowing that we have Here and Next, how can we live into our strategic vision? What that brought us to was that we wanted to involve local St. Louis businesses in our dining program with a focus on minority businesses and to help us diversify our food offerings, which is something that we always strive for, for our students, faculty, and staff.

In year two we will:

Move all strategic goals forward. Some anticipated highlights include: Supplier Diversity Leverage, enhance, and expand existing supplier diversity network by connecting diverse-owned businesses with WashU contract opportunities Develop and implement an engagement strategy to strengthen relationships with diverse businesses Sustainability Produce report on strategies for curbing carbon emissions

Jason McClellan Office of the Executive Vice Chancellor for Administration

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Community

Progress Summaries

International Affairs Initiative Vision

In year one we:

Undertake a global strategy that prioritizes deep, meaningful engagement with select regions around the globe to enhance student recruitment and increase the impact of our scholarly activity.

Provided seed funding to launch 25 new international research collaborations

In year two we will:

Launch the Global Scholars Network Invest in scholarly and educational initiatives tailored to priority regions

The work I do is very multifaceted, very interdisciplinary.

I work with medical doctors. I work with engineers around optimizing interventions using factorial design methods.

I work with, of course, my fellow public health people, my fellow social workers. I work with political scientists and with implementation scientists. The solutions to issues are not either this or the other. They are more complex than that.

Fred Ssewamala Brown School

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As a community-participatory social scientist, my research is centered on collaboration with stakeholders and impact. Working alongside the talented WashU community leading Here and Next has, in some ways, been an extension of my work. This is a strategic endeavor where so many are working together in ways that are atypical of the academy. The expertise and perspectives of hundreds of people have created cumulative progress we can be so proud of, and the collaborative way these results have been attained makes these efforts truly innovative.

And, if the human component isn’t inspiring enough, we should also consider how the momentum building behind these initiatives, as demonstrated by our year one progress, foreshadows the real-world impact Here and Next will create. This work is being done in and for St. Louis. It is being led by our brilliant, committed colleagues. This is work that can change lives.

Mary McKay Vice Provost for Interdisciplinary Initiatives

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As we seek to bring our strategic vision to life, we are putting our future in the hands of our community. Our community is one that has made WashU the extraordinary university it is today. And our community is one that will create a tomorrow that will make all of us proud.

When we worked to develop our strategic vision, we heard one piece of feedback again and again.

From trustee to staff, from community partner to faculty, from students to alumni, we heard that, for WashU to reach its full potential, we need to build a culture of collaboration. Like many universities, collaboration hasn’t always come 31

easily for us. Through our strategic vision, we seek to unlock new ways of connecting people, disciplines, schools, businesses, and communities to the challenges we aim to address.

A single person in a single discipline won’t solve and scale the solutions to the deepest societal challenges. To generate these solutions requires new ways of asking questions and creating answers. It means all of us must collaborate like never before.

In the following pages, you will hear from the people imagining what is possible through collaboration. Their perspectives are the perspectives of a WashU focused on what is possible when we make the whole greater than the sum of its parts.

I invite you to reflect on these perspectives and on the culture that we can build together.

Beverly Wendland Provost and Executive Vice Chancellor for Academic Affairs

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People

The growth of every person

Meet some of the exceptional leaders at the forefront of our people pillar. Their work centers the human element at the core of our mission, cultivating the leaders of tomorrow while fostering a vibrant student experience that enriches the present moment. These individuals are champions of human potential, understanding that the heart and soul of WashU is its people — students, faculty, staff, alumni, and friends. Their commitment to developing this potential is an investment in our future, ensuring that our university remains skillful and agile in response to the ever-changing needs of our community.

People

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At the School of Medicine, we are always asking how we can have a greater impact on the community around us. How can we improve the health of our neighbors, urban and rural? How can we improve the economy in our city and our region, since we know that economic status plays such an important role in health outcomes? We are part of the solution for a healthier, more equitable St. Louis.

David H. Perlmutter, MD Executive Vice Chancellor for Medical Affairs Spencer T. and Ann W. Olin Distinguished Professor George and Carol Bauer Endowed Dean, School of Medicine

Research Research that sets the global standard

Meet some of the exceptional leaders at the forefront of our research pillar. They are pioneering cutting-edge, cross-disciplinary discoveries in critical areas like public health, biodiversity, and environmental justice, while implementing steps toward digital transformation across the university.

Their work exemplifies the spirit of innovation that we aspire to as an institution, and it underscores the profound importance of research in shaping our university’s future and our impact on society.

Their groundbreaking work is not confined to laboratories but rather actively shapes human lives, driving social progress.

Research

WashU definitely supported me in growing my love for neuroscience and in helping me realize what I can do. When I came here, I never thought in a million years that I would go on to pursue a doctorate in neuroscience. It’s so cool to look back on my growth, greatly facilitated by all my mentors and WashU’s support.

Trinidi Prochaska, AB ’23

Interdisciplinary Efforts

Addressing Societal Challenges We have two distinct, yet related missions: education and research. But there is also a third mission: innovation. We produce new knowledge that changes the world and educate students so they can follow us, exploring and creating in a world we cannot yet imagine.

Dean Aaron Bobick

We’ve been doing public health at the university for a long time, and we’ve got expertise throughout the university. There are so many people doing really great work, but everybody’s in different places. We all recognize these are difficult problems to solve, and I think they’ve been intractable because of the way we’ve historically approached them. The School of Public Health will translate our teaching and our research in a more systematic and strategic way so that we can really expand our leadership in public health. We are good now and we will be stronger when we’re together. We will be the world leader because, collectively, we know what needs to be done for the future.

Debra Haire-Joshu

Our educational framework is both values-based and data-driven; that’s where the magic happens.

You can’t have one without the other.

Dean Mike Mazzeo

Art and design hold enormous potential to contribute to contemporary society in meaningful ways.

The Sam Fox School is joining campus partners across disciplines to address Here and Next priorities, including digital transformation, sustainable practices, and strengthening communities.

Dean Carmon Colangelo

Put people in the same room and good things will happen.

Once people realize they have shared or complementary interests, they come up with new collaborations at the intersection of what they do.

Jonathan Losos

We have an obligation as a major research university to do our part in taking our expertise and using it to discover new knowledge that solves critical societal problems.

Dan Giammar

Collaboration

What will we accomplish

Research Public Health

Brad Evanoff, MD

Research Public Health

Debra Haire-Joshu

once WashU’s strengths in public health education, research, and community engagement are integrated into a single school?

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Research Public Health

W H AT W I L L W E A C C O M P L I S H O N C E WA S H U ’ S S T R E N G T H S I N P U B L I C H E A LT H E D U C AT I O N, R E S E A R C H , A N D C O M M U N I T Y E N G A G E M E N T A R E I N T E G R AT E D I N T O A SINGLE SCHOOL?

Brad Evanoff, MD In St. Louis, we have a lot of neighborhoods where our health metrics are worse than some developing countries. And we have a world-leading medical school that sits within those same boundaries. The new School of Public Health would help bridge that gap, bringing the best clinical care you can find in the country, including better preventative services, to people who are in a dire state of health.

Research / Public Health

W H AT W I L L W E A C C O M P L I S H O N C E WA S H U ’ S S T R E N G T H S I N P U B L I C H E A LT H E D U C AT I O N , R E S E A R C H , A N D C O M M U N I T Y

The creation of the School Health (SPH) E N Gof A G EPublic MENT ARE I N T E G R AT ED INTO A SINGLE SCHOOL? at WashU is a once-in-a-century opportunity to build a school that will be the standard-bearing institution for public health moving forward. In addition to its position at the forefront of public health education, the SPH will accelerate the development of solutions to society’s most pressing health challenges via unprecedented levels of interdisciplinary collaboration and team science.

And it will serve as a national model for addressing race-related health disparities through its successful efforts in the St. Louis region.

In year one, we have created a new PhD concentration in dissemination and implementation science.

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Debra Haire-Joshu Public health is interdisciplinary work. By definition, it is multiple disciplines coming together to solve complex problems.

Malnutrition is not just one fix.

Diabetes is not one fix. Cancer is not one fix. Everybody has to play together, with the community helping to drive the work.

That’s what public health is.

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Research Global Research

Fred Ssewamala

How do you craft a compelling research agenda that doesn’t exist for the sake of publication

but for the purpose of creating real impact across the globe?

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Research

Global Research

HOW DO YOU CRAFT A COMPELLING RESEARCH AGENDA T H AT D O E S N ’ T E X I S T F O R T H E S A K E O F P U B L I C AT I O N, B U T F O R T H E P U R P O S E O F C R E AT I N G R E A L I M PA C T ACROSS THE GLOBE?

Excellence in research, scholarship, and creative practice is at the heart of who we are and what we do at Washington University. It follows that we will continue to expand our research capacity in areas of strength and in emerging fields, while leveraging our discoveries to address the many urgent challenges currently facing humanity. Our focus on intellectual exploration spans classics to genomics, St. Louis to Uganda, with all schools, campuses, and disciplines to play a vital role in our pursuit of new knowledge.

We launched an interdisciplinary seed funding program focused on strategic priority areas.

The International Center for Child Health and Development currently employs more than 70 people in Uganda alone, and close to 20 people at Washington University.

It addresses some of the current social issues around poverty, HIV and AIDS, and poor mental health functioning. Our work is really informing policy and programming.

That’s the great thing about intervention research; we know we are having an impact on the communities where we work.

Fred Ssewamala

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How can we leverage WashU’s fieldleading expertise while advancing areas of emerging scholarship

Dan Giammar

Research Environmental Research

Research Environmental Research

Jonathan Losos to chart a more sustainable future for both humanity and our planet?

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Research

Environmental Research

H O W C A N W E L E V E R A G E WA S H U ’ S F I E L D L E A D I N G E X P E R T I S E W H I L E A D VA N C I N G AREAS OF EMERGING SCHOLARSHIP TO C H A R T A M O R E S U S TA I N A B L E F U T U R E F O R BOTH HUMANITY AND OUR PLANET?

Dan Giammar

It’s really exciting to create a new Center for the Environment at the same time that we’re creating a new School of Public Health. Environment and public health are huge areas of convergence, and pursuing these at the same time is a once-in-alifetime opportunity. Factor in the St. Louis Confluence Collaborative, and you also have an unprecedented opportunity to transform the environmental and human health of our local community.

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Take the issues of air and water quality, for example. These challenges cannot be solved by any single discipline, and our incredibly talented researchers are hungry for collaboration. Together, these new institutions will empower them to tackle much more complex projects that address the deep interconnectedness between our physical environment and social determinants of health.

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Research / Public Health People / Student Affairs

W H AT W I L L W E A C C O M P L I S H O N C E WA S H U ’ S S T R E N G T H S W H AT S K I L L S D O W E N E E D T O T E A C H S T U D E N T S I N P U B L I C H E A LT H E D U C AT I O N, R E S E A R C H , A N D TODAY SO THEY CAN TRANSFORM THE WORLD C O M M U N I T Y E N G A G E M E N T A R E I N T E G R AT E D I N T O A TOMORROW? SINGLE SCHOOL?

Our new Center for the Environment is harnessing WashU’s world-class research, regional partnerships, and field-leading expertise in the area of environmental and planetary health and is greatly amplifying the impact of these efforts. It is heightening their efficacy by creating a more strategic, defined, and centralized vision for the university’s environmental research, with emphasis on four interconnected research themes: planetary health, environmental justice, environmental solutions, and biodiversity with a cross-cutting theme, earth systems and climate change. Importantly, it will leverage relationships with the new School of Public Health and the St. Louis Confluence Collaborative to address the inextricable connections between the health of the planet and that of human beings and our local community.

Jonathan Losos I think people are surprised by how much we don’t know about the world around us, the plants and animals and microbes with which we share this world. We still have a tremendous amount to learn. One of my favorite examples, because I study lizards, is that the venom of the Gila monster was found to contain a protein that is useful for treating diabetes. Scientists just stumbled onto that fact, and it’s one of many examples that show how plants and animals can significantly affect human health.

We launched a new Center for the Environment and installed Dan Giammar as the inaugural director.

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both natural and man-made

to help advance our understanding of disease and discover novel forms of treatment?

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Research Medical Research

Lilianna Solnica-Krezel

Where can we look for unexpected and creative resources,

WashU’s medical school departments, institutes, and centers are renowned for their research. With the medical research initiative of Here and Next, we are continuing to expand our pioneering research enterprise to advance personalized medicine, realize new diagnostics and therapeutics, develop new ways to slow age-dependent neurodegenerative diseases, and create new approaches to manage mental health. At the core of these efforts is a firm belief in the virtuous cycle of academic medicine: Clinical practice informs our education and research mission, and the discoveries, innovations, and technology generated by our excellence in academic research contribute to the quality and stature of our clinical practice.

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Lilianna Solnica-Krezel

WashU School of Medicine rose to the No. 3 spot last federal fiscal year in research dollars awarded to U.S. medical schools from the National Institutes of Health.

Developmental biology now has tools and approaches that are really translatable to understanding human development and human disease. In my lab, we call it the awesome power of zebrafish. Investigating zebrafish helps us understand the genes involved in scoliosis, for example. At the moment, we only have interventions when a child starts developing a crooked spine, and the interventions are very limited — bracing, and in severe cases, surgery.

Eventually, our study of zebrafish should help us to assess genetic risk for this and other diseases, and maybe we also will have some treatments in terms of prevention.

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How can we use digital innovations to transform every aspect

Philip Payne

Research Digital Transformation

Research Digital Transformation

Albert Lai

of what we do in research, education, and patient care?

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Research

Digital Transformation

Research / Public Health H O W C A N W E U S E D I G I TA L I N N O VAT I O N S T O T R A N S F O R M E V E R Y A S P E C T O F W H AT W E D O I N R E S E A R C H , E D U C AT I O N, A N D P AT I E N T C A R E ?

Philip Payne This is a humanistic exercise, first and foremost, that’s enabled by technology. It’s not just about computer science or automating workflow. It’s about figuring out how we make the human condition better by applying these technologies. For example, during the coronavirus pandemic, WashU led a deeply collaborative effort with city leaders to create a data infrastructure that allowed our partners to make life-and-death decisions about how to allocate healthcare resources. This is what digital transformation is all about — speeding up discovery and getting those discoveries out into the real world through digitalfirst approaches. It’s about giving people the right information, at the right time and place, and in the right format to do their job in the most impactful way.

W H AT W I L L W E A C C O M P L I S H O N C E WA S H U ’ S S T R E N G T H S I N

P U B L I C H E A LT H E D U C AT I O N , R E S E A R C H , A N D C O M M U N I T Y The goal of the digital transformation (DT) initiative E N G A G E M E N T A R E I N T E G R AT E D I N T O A S I N G L E S C H O O L ? is to infuse digital competencies in all of our teaching and learning. It’s not about catching up to a current state of the art but rather about harnessing the university’s intellectual horsepower to provide visionary leadership in a digitally driven world. Priority areas include developing trustworthy AI that pairs powerful technology with sound moral foundations, advancing computational tools that improve the health and well-being of communities, and serving as a thought leader and convener for digital domains in academia.

We formally launched WashU’s Digital Transformation initiative following a universitywide listening tour, with the DI2 Accelerator as its institutional home.

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Research

Digital Transformation

H O W C A N W E U S E D I G I TA L I N N O VAT I O N S T O T R A N S F O R M E V E R Y A S P E C T O F W H AT W E D O I N R E S E A R C H , E D U C AT I O N, A N D P AT I E N T C A R E ?

Albert Lai The Digital Solutions Studio is well positioned to take research projects to the next level and bring them to life. For example, with the St. Louis Policy Initiative, we were able to produce a dashboard that enables everyday users to manipulate data in real time. We are taking research and giving it that last push to translation, bringing it to the world—allowing it to have a broader impact on St. Louis regionally, and internationally as well.

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People

The growth of every person

Meet some of the exceptional leaders at the forefront of our people pillar. Their work centers the human element at the core of our mission, cultivating the leaders of tomorrow while fostering a vibrant student experience that enriches the present moment. These individuals are champions of human potential, understanding that the heart and soul of WashU is its people — students, faculty, staff, alumni, and friends. Their commitment to developing this potential is an investment in our future, ensuring that our university remains skillful and agile in response to the ever-changing needs of our community.

People

WashULaw unites accomplished students, distinguished teacher-scholars, and a dedicated staff. Our location in the heart of campus enables seamless partnerships with other schools and departments to serve the St. Louis community and beyond. Upon graduation, our alumni embark on meaningful and diverse opportunities in both the private and public sectors that lead to long and successful careers.

As a collective law school community, we help lay the foundation for “here” and “next.”

Collaboration Our superpower is our students. The students that come to WashU — undergraduate, graduate, professional—are literally the best students in the world. And those students are going to power this revolution. Our job is to create an

Dean Russell K. Osgood

environment where they can do exactly that.

Philip Payne

Student Experience At WashU I was welcomed for exactly who I am, and that allowed me to move beyond what I thought was possible.

We aim to instill in our students a sense of possibility in themselves. We want to develop students who have a deep sense of self, an intrinsic desire to learn, and plans to continue that learning post-college with a commitment to make positive change.

Máire Murphy

Sarah Del Carmen Camacho, AB ’23

I’ll keep these experiences with me for the rest of my life.

Drake Shafer, BSBA ’23

WashU has always been about people; it’s always been about relationship.

Chelsea Petersen

Leadership

What does it mean to train students to be effective collaborators in response to big, interdisciplinary questions?

Jen Smith

People Undergraduate Education

People Undergraduate Education

Máire Murphy

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People

Undergraduate Education

W H AT D O E S I T M E A N T O T R A I N S T U D E N T S T O B E E F F E C T I V E C O L L A B O R AT O R S I N R E S P O N S E T O B I G , INTERDISCIPLINARY QUESTIONS?

Jen Smith WashU is really poised to address the crisis of confidence in the four-year residential college experience. We set our students up to lean into a changing world, a changing job market. Their WashU education truly prepares them to enter the workforce with a curiosity for exploring problems that don’t have obvious solutions.

WashU undergrads are diverse in every possible sense of the word. They come from nearly all 50 states, many countries, and bring a wealth of backgrounds and experiences.

This past fall, we hit the milestone of 21% Pell grant-eligible students in our first-year class, which means there’s a socioeconomic experience shared by a sizable fraction of our student body. It has provided a palpable energy to the conversations that students are bringing to their classrooms, dorms, clubs, and activities.

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Research / Public Health

W H AT W I L L W E A C C O M P L I S H O N C E WA S H U ’ S S T R E N G T H S I N P U B L I C H E A LT H E D U C AT I O N, R E S E A R C H , A N D C O M M U N I T Y

Our undergraduate initiative E N G education AGEMENT ARE IN T E G R AT E D Iaddresses NTO A SINGLE SCHOOL? several major challenges facing our university within the broader higher education landscape, including a diversifying student body, changing workforce needs, and high levels of student stress. We are preparing students for today’s ever-changing working world by directly cultivating soft skills like flexibility, collaboration, and a posture of curiosity toward difference. We are reducing stress through the development of a world-class student experience that teaches healthy habits alongside academic knowledge and empowers each student to consciously write their own story. And we are providing faculty members with opportunities to refine their pedagogy to more equitably serve the learning needs of diverse students, with a particular focus on STEM.

Máire Murphy The priority areas for the undergraduate initiative include: helping students shape their story of learning and growth, developing students’ capacity to engage productively across difference, cultivating transdisciplinary acumen, providing a framework for reflection, enhancing teaching excellence, and closing equity gaps. Our alumni will be known as purpose-driven individuals committed to positive change.

We launched an equity analysis pilot, which lays the foundation for systematic data collection about barriers to academic success. This will inform our ability to rapidly intervene.

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I’m supposed to be here. I do belong here. I felt like the university was saying, “This one is ours.”

Make Way

Emma McMillian, BS ’23, McKelvey Engineering Class of 2023

Aside from my classes, the community of WashU has definitely been the best aspect of my experience here.

It’s the benefit of being in a community where everyone is inclusive and educationally minded. People really care about bettering themselves.

In October 2022, WashU announced a transformative fundraising initiative designed to remove financial barriers to a WashU education and “make way” for all qualified students, regardless of their socioeconomic status. Make Way aims to clear a path that empowers learners at all levels to grow and flourish on campus and beyond. To achieve this, the initiative is building resources in three key areas: undergraduate scholarships, graduate scholarships and fellowships, and a best-in-class student experience. The university community has responded to this call with resounding enthusiasm and generous investment. As of Sept. 30, 2023, a total of 31,700 alumni and friends have contributed $388.6 million to the Make Way initiative.

May Wang, BFA ’23

Being at WashU has offered me the opportunity to learn so much more about myself. Because of that growth, I’ve been able to become a better worker, a better teammate, a better classmate.

Stephanie Mbida, MBA ’23

I hope to be one of many more examples of the ways in which, just because you grew up a poor child in environments telling you you’re not worth much, doesn’t mean you can’t aspire to achieve some of the greatest things and access some of the greatest opportunities the world has to offer.

Stephanie Mbida, MBA ’23

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Make Way

Chancellor Andrew D. Martin (center) and the co-chairs of Make Way: Our Student Initiative at the Oct. 6 announcement in Tisch Park. From left are WashU parent and Trustee Eric Upin, AB ’83, Trustee Carrie Johnson, AR ’89, Trustee Larry Thomas, BSBA ’77, and Merry Mosbacher, MBA ’82

Student Affairs

Chelsea Petersen

People

Tim Bono

People Student Affairs

How can we use students’ four years on campus to prepare them for the next 40 years of their lives?

What skills do we need to teach students today so they can transform the world tomorrow?

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People

Student Affairs

Research / Public Health

HOW CAN WE USE STUDENTS’ FOUR YEARS ON

W H AT W I L L W E A C C O M P L I S H O N C E WA S H U ’ S S T R E N G T H S I N

P U B L I C H E A LT H E D U C AT I O N , R E S E A R C H , A N D C O M M U N I T Y Student Affairs is focused on creating a world-class E N G A G E M E N T A R E I N T E G R AT E D I N T O A S I N G L E S C H O O L ? student experience characterized by five main elements: a strong, shared sense of belonging across differences; robust career development services; a campus culture that embodies the values of equity, diversity, and inclusion; a culture of “healthy excellence” by which students leave WashU even healthier than when they arrived; and holistic leadership development that empowers all students to lead in their own way.

C A M P U S T O P R E PA R E T H E M F O R T H E N E X T 40 YEARS OF THEIR LIVES?

Chelsea Petersen The thing that differentiates the student experience at WashU is the fact that students are entering a community of care. Creating a best-in-class experience takes the whole community, and all members of that community truly have the well-being of students at the forefront of their thought process, their planning, their work.

We hired a director of health promotion to foster the value of healthy excellence and engaged a consulting firm to enhance our career services structure.

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People

Student Affairs

W H AT S K I L L S D O W E N E E D T O T E A C H STUDENTS TODAY SO THEY CAN TRANSFORM THE WORLD TOMORROW?

Tim Bono Washington University is an institution that does not rest on its laurels but rather adapts to the ways the world is changing.

Right now, the world needs a place that prepares students to thrive as they navigate flux in the world around them. Our strategic plan is identifying the programs and services that are going to have the strongest impact in positioning our students to do just that.

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People WashU Leads

Kurt Dirks

How can we equip every student who leaves WashU to lead some type of change, large or small?

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People

WashU Leads

H O W C A N W E E Q U I P E V E R Y S T U D E N T W H O L E AV E S WA S H U T O L E A D S O M E T Y P E O F C H A N G E , L A R G E OR SMALL?

The WashU Leads initiative will provide defining opportunities for personal and professional growth to all members of our community, beginning with our students. We start with an expansive concept of leadership that empowers all students to cultivate what is called a “leadership identity,” discerning how their unique strengths can catalyze change and inspire others. Building on this foundation, we will incorporate leadership development opportunities throughout all four years of our undergraduate students’ WashU education.

We piloted a leadership seminar for first-year students, after which participants reported a marked increase in clearly understanding their strengths as a leader, as well as better alignment of their future plans with their top interests and values.

As we thought about the concept of leadership, we reframed it from its traditional meaning to a very WashU meaning. We are intentionally steering away from the concept of position to instead think about how all people can leverage their strengths to have a positive impact on their world. We want every member of our faculty, staff, and student body to inspire others. This notion of leadership is collaborative, inclusive, and expansive.

Kurt Dirks

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People

Carla Bailey

Staff Leadership

How can we cultivate a growth mindset,

a mindset that leadership is a journey, so that staff are always learning to maintain their leaders’ edge?

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People

Staff Leadership

H O W C A N W E C U LT I VAT E A G R O W T H M I N D S E T, A M I N D S E T T H AT L E A D E R S H I P I S A J O U R N E Y, S O T H AT S TA F F A R E A LWA Y S L E A R N I N G T O M A I N TA I N THEIR LEADERS’ EDGE?

We offer leadership workshops across the university for employees, regardless of what campus they work on, to learn, build, and enhance their competencies in areas like strategic thinking and action, developing self and others, leaders as coaches, and valuing equity, diversity, and inclusion. We want employees to know that the university cares about their development, that there’s a place for them to grow.

The WashU Leads initiative will prioritize staff development alongside experiences for students and faculty. First, we will encourage all staff members to conceive of themselves as leaders, regardless of their title or position. They will have opportunities to participate in customized, in-person workshops; however, the work really begins when the workshop ends. We will continue to support them as they put their new ideas about leadership into practice by offering personalized leadership coaching among other implementation strategies.

We launched the Institute for Leadership Excellence and ran the first cohort for staff.

Carla Bailey

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Faculty Development

to pursue their scholarship, teaching, and career goals?

People

Kia Caldwell

How can we make WashU the ideal place for faculty of diverse backgrounds

People

Faculty Development

H O W C A N W E M A K E WA S H U T H E I D E A L P L A C E F O R D I V E R S E FA C U LT Y T O P U R S U E T H E I R S C H O L A R S H I P, TEACHING,AND CAREER GOALS?

The Faculty Support and Development initiative will partner with the WashU Leads initiative to make Washington University a renowned institution for achievement in faculty leadership development. Like student affairs, this initiative also will emphasize issues related to holistic well-being, such as work-life integration. Faculty will be supported in cultivating a growth mindset that embraces ongoing personal and professional development with the support of certified coaches who are trained in asking skillful, big-picture questions. Traditional mentorship models also will be utilized. The depth and thoughtfulness of these new faculty supports will attract an even more exceptionally diverse and talented faculty, whose teaching, research, and practice will build new connections across the St. Louis region.

WashU is known for offering an exceptional undergraduate experience, and I’m really committed to offering a world-class faculty experience. Here and Next provides an anchor for the work my team is doing in this area.

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Kia Caldwell

We launched the Faculty Transformational Leadership Institute (FTLI), a new cohort-based program for faculty who aspire to serve in administrative or academic leadership positions on the Danforth Campus.

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Community

The good of every neighbor

Meet some of the exceptional leaders at the forefront of our community pillar. These individuals are deeply concerned with WashU’s impact on the greater good of our region and our world, pioneering community-engaged research, driving impactful community initiatives, forging local partnerships, and bringing the university’s educational mission into better alignment with the workforce needs of St. Louis. They demonstrate what it means to be “in St. Louis, for St. Louis.”

Together, they connect academia to community, transforming lives, enhancing neighborhoods, and promoting social equity. Their tireless dedication shows that the success of our institution is intricately linked to the well-being of every neighbor.

Community

So many universities around the country want to do the type of work that Chancellor Martin is moving forward in this community.

I chose to come to WashU because of the deep level of his commitment to increasing educational access for modern adult learners who historically have been underrepresented in higher education. With his bold leadership and the vision of Here and Next, adult learners in St. Louis will know that they have a place at WashU, and that we will support them to achieve their educational goals.

Addressing Inequities

Dean Sean Armstrong

The university is exceptional at producing new knowledge. But that

St. Louis

knowledge alone is not going to be sufficient to address the world’s most pressing challenges. We need people who can bring others together and inspire them to solve those challenges. That’s why it is so important to develop the next generation of leaders.

Kurt Dirks

What we aspire to build is not just for ourselves.

The work we do here — the knowledge we discover, the education we offer, the advances we make, and the understanding we create — extends far beyond our walls.

Collaboration

Dean Feng Sheng Hu

This is an amazing school in an amazing city — and that’s a powerful combination.

We invite all members of the WashU community to join us

Nicholas Armstrong, JD ’23

in our work toward the creation of a more just and equitable society in the St. Louis region, the nation, and the world.

Dean Dorian Traube

At the School of Medicine, we are always asking how we can have a greater impact on the community around us.

How can we improve the health of our neighbors, urban and rural? How can we improve the economy in our city and our region, since we know that economic status plays such an important role in health outcomes? We are part of the solution for a healthier, more equitable St. Louis.

Dean David H. Perlmutter, MD

Community

WashU has started to understand what the St. Louis community has been articulating for some time — they want a partner that listens. When you listen, you respond.

When you respond, you make a commitment. You are there until the work is done. We have a lot more to do to earn our community’s trust. But we have the momentum to do it.

Vetta Sanders Thompson

How can we better represent the region we call home?

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Community University Operations

Jason McClellan

How can university operations look outside our borders and partner more strategically with the St. Louis region?

Community

University Operations

H O W C A N U N I V E R S I T Y O P E R AT I O N S L O O K O U T S I D E O U R B O R D E R S A N D PA R T N E R M O R E S T R AT E G I C A L LY W I T H T H E S T. L O U I S R E G I O N ?

Our cashiers, cooks, chefs, baristas … They know our students by name. They know what they order. They know if they’re in a good mood or a bad mood. They know that there’s an issue before any of our faculty or other staff members know. These team members play an integral role in our community.

Washington University operates at a significant scale, and our operational decisions have a meaningful impact on our city, state, and region.

By exercising greater intentionality in our energy use, business partnerships, and workforce composition, we can make a difference on key societal challenges, such as climate change and racial equity. To do so, we are focusing our strategic vision in four main areas: environmental sustainability, supplier diversity, talent management, and leadership development.

We put 18 electric fleet vehicles and two electric shuttles into operation, advancing our mission of sustainability.

Jason McClellan

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Community CAPS

Sean Armstrong

How will our region thrive now that we’re tailoring WashU’s continuing education offerings to the unique needs of the local economy?

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Community

CAPS

H O W W I L L O U R R E G I O N T H R I V E N O W T H AT W E’ R E TA I L O R I N G WA S H U ’ S C O N T I N U I N G E D U C AT I O N O F F E R I N G S TO THE UNIQUE NEEDS OF THE LOCAL ECONOMY?

WashU has redesigned the School of Continuing and Professional Studies (CAPS) with a heightened focus on improving educational access for all qualified individuals and fostering inclusive economic growth for our region. CAPS is committed to better serving St. Louis learners who are academically capable but historically may not have had access to WashU’s world-class education. And the school will meet specific workforce needs across the St. Louis region, playing a critical role in fulfilling the university’s goal of being “in St. Louis, for St. Louis.”

Our work at CAPS is about access, and it’s about scale. The access part of it is to look at other types of students like adult learners and appreciate the unique strengths they bring to the table.

The scale part is about addressing big challenges with big solutions. We’re not looking at small, specialized programs.

We’re talking about having an impact on thousands.

Sean Armstrong

We rebranded University College as the School of Continuing and Professional Studies (CAPS) to better reflect the school’s mission and vision.

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Community Community-Engaged Research, Teaching, and Practice

Cynthia Rogers, MD

How can WashU and St. Louis better align our work and learn from each other?

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H O W C A N WA S H U A N D S T. L O U I S B E T T E R A L I G N Community Community-Engaged Research, Teaching, O U R W O R K A N D L E A R N F R O M E A C H O T H E R ? and Practice

At the national level, there is a pressing need for leadership in the field of community-engaged research, education, and practice, and WashU has the constellation of strengths to be that visionary leader.

The St. Louis Confluence Collaborative (StLCC) will be a hub for community-engaged work across the university, with a particular focus on the well-being of youth, economic mobility, racial equity, increased educational opportunities, and public health throughout the region. This effort builds on existing projects that advance the university’s mission of being “in St. Louis, for St. Louis,” such as Homegrown StL, The St. Louis Fellowship Program, and the Program for the Elimination of Cancer Disparities.

Washington University is really wellsuited to make a much bigger impact on St. Louis than we have in the past. We are doing this by working collaboratively with folks in the city and region, asking them what their needs are, and learning how we can best support them through our research, teaching, and clinical practice. We can make an enormous impact here locally and be a model for how other universities can work closely with their communities.

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Cynthia Rogers, MD

We hosted the inaugural William H. Danforth St. Louis Confluence Conference and Award Ceremony to recognize excellence in community-engaged research.

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Community Community-Engaged Research, Teaching, and Practice

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Vetta Sanders Thompson

How can we utilize our expertise to ask and address the really big questions facing the St. Louis region?

Community Community-Engaged Research, Teaching, and Practice

HOW CAN WE UTILIZE OUR EXPERTISE TO ASK A N D A D D R E S S T H E R E A L LY B I G Q U E S T I O N S FA C I N G T H E S T. L O U I S R E G I O N ?

The work of the St. Louis Confluence Collaborative (StLCC) is largely about facilitating connections between various community and university partners who have tremendous ideas but often do not know where to start.

The initiative is less focused on generating new ideas than on bringing the many innovators in our region into better alignment. By removing barriers to collaboration, the StLCC will connect local changemakers with the people and resources that can optimize the impact of their work, leading to greater and more meaningful development of the St. Louis region.

With this initiative, we want to be the front door for community-engaged research and practice. Community groups and organizations with problems, questions, and opportunities for collaboration will know that they can come to WashU for a coordinated response from the research community that is relevant to that issue or problem.

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Vetta Sanders Thompon

80 nominations were submitted for the inaugural Confluence Award. The final winner was a research team led by Brown School Professor Matthew Kreuter for its collaborations with community partners to reduce social disparities exacerbated by the coronavirus pandemic.

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I am incredibly pleased with the significant progress we have made in just one year toward our vision for the university’s next decade and beyond.

Each member of our community is essential to this effort. By pooling our expertise and earnestly making a contribution, we all are carrying WashU into its next chapter of excellence.

This future is characterized by community impact, enhanced educational equity, and a teaching and research enterprise that addresses the most pressing challenges faced by our global society — and by our students here on campus.

I am humbled to lead the many outstanding people who make up WashU, and I can’t wait to see what we accomplish together.

Chancellor Andrew D. Martin

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Find your place

Here

and build what’s

Next 122

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Appendix Featured Faculty and Staff

Sean Armstrong Dean, School of Continuing & Professional Studies Carla Bailey Director of Human Resources Learning and Development, Human Resources Aaron Bobick Dean and James M. McKelvey Professor, McKelvey Engineering Tim Bono Lecturer in Psychological and Brain Sciences, Arts & Sciences Associate Dean and Director of Research and Analytics, Division of Student Affairs Kia Caldwell Vice Provost for Faculty Affairs and Diversity, Office of the Provost Professor, African & African American Studies Dean’s Distinguished Professorial Scholar, Arts & Sciences Carmon Colangelo Ralph J. Nagel Dean in the Sam Fox School of Design & Visual Arts E. Desmond Lee Professor for Collaboration in the Arts Kurt Dirks Bank of America Professor of Leadership, Olin Business School Director, George and Carol Bauer Leadership Center Senior Adviser to the Chancellor for Leadership pp. 17, 75, 93, 95, 109

Brad Evanoff, MD Richard A. and Elizabeth Henby Sutter Professor in Occupational, Industrial, and Environmental Medicine Director of the Division of General Medical Sciences, School of Medicine Assistant Dean for Clinical and Translational Research, Institute for Public Health

Dan Giammar Walter E. Browne Professor in Environmental Engineering, McKelvey Engineering Inaugural Director, Center for the Environment

Mary McKay Vice Provost for Interdisciplinary Initiatives, Office of the Provost Máire Murphy Project Coordinator, Office of the Provost

Debra Haire-Joshu Joyce and Chauncy Buchheit Professor in Public Health Brown School and School of Medicine Director, Center for Obesity Prevention and Policy Research Director, Washington University Center for Diabetes Translation Research Co-Director, Institute for Implementation Science Scholars

Russell K. Osgood Dean and Professor of Law School of Law Philip Payne Janet and Bernard Becker Professor Associate Dean for Health Information and Data Science Chief Data Scientist Founding Director, Institute for Informatics, Data Science & Biostatistics, School of Medicine

Feng Sheng Hu Richard G. Engelsmann Dean in Arts & Sciences Lucille P. Markey Distinguished Professor Professor of Biology and of Earth, Environmental, and Planetary Sciences

David H. Perlmutter, MD Executive Vice Chancellor for Medical Affairs Spencer T. and Ann W. Olin Distinguished Professor George and Carol Bauer Dean of the School of Medicine

Albert Lai Professor of Medicine Chief Research Information Officer Division of General Medical Sciences, School of Medicine

Chelsea Petersen Director of Strategic Initiatives, Division of Student Affairs

Jonathan Losos William H. Danforth Distinguished University Professor, Arts & Sciences Director, Living Earth Collaborative

Vijay Ramani Roma B. & Raymond H. Wittcoff Distinguished University Professor in Environment and Energy, McKelvey Engineering Vice Provost for Graduate Education and International Affairs, Office of the Provost Executive Director, McDonnell International Scholars Academy

pp. 39, 53, 57

Andrew D. Martin Hudson E. Bridge Chancellor Professor of Political Science, Law, and Statistics and Data Science, Arts & Sciences

Cynthia Rogers, MD Blanche F. Ittleson Professor in Child Psychiatry, School of Medicine

Mike Mazzeo Dean, Olin Business School Jason McClellan Assistant Vice Chancellor for University Services, Office of the Executive Vice Chancellor for Administration

Crickette Sanz James W. and Jean L. Davis Professor Department of Anthropology, Arts & Sciences

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Jen Smith Vice Provost for Educational Initiatives, Office of the Provost Professor of Earth, Environmental, and Planetary Sciences, Arts & Sciences Lilianna Solnica-Krezel Alan A. and Edith L. Wolff Distinguished Professor in Developmental Biology Head of Developmental Biology, School of Medicine Fred Ssewamala William E. Gordon Distinguished Professor in Social Work Associate Dean for Transdisciplinary Faculty Research, Brown School Professor, Division of Infectious Diseases, School of Medicine Founding Director, International Center for Child Health and Development Director, Strengthening Mental Health and Research Training Africa Center Vetta Sanders Thompson E. Desmond Lee Professor for Racial and Ethnic Diversity Associate Dean for Equity, Diversity, and Inclusion, Brown School Dorian Traube Neidorff Family and Centene Corporation Dean Professor, Brown School Beverly Wendland Provost Executive Vice Chancellor for Academic Affairs, Office of the Provost

Book Design Audra Hubbell and Becca Leffell Koren Editors Tricia Hendricks and Ginger O’Donnell Original Photography Mallory Ingles, Wesley Law, Dan Warner

Here & Next

Here 2022 – 2023

and Next