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A Transformative Decade: Convergence, Creativity, Community 2021 Arts & Sciences Strategic Plan

D EA N’S NOTE

W ELCO ME TO THE DECADE OF A RTS & S C I EN CES . We stand at the dawn of a transformative era that will lay the groundwork for realizing our school’s immense potential. 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. Our research and teaching aim to improve the lives not just of those who walk through our doors, but also those who never set foot on our campus.

The goals are clear. The pillars are strong. The initiatives are exciting. But to be successful, this plan must reflect, engage, and motivate each of you. We hope this plan inspires our community – all those who are invested in the success of Arts & Sciences – by articulating fresh ideas that will bring people and resources together from across the world to serve the public good, both here and abroad, through outstanding scholarship and education.

Arts & Sciences is the heart and soul of Washington University. As its home for the liberal arts, our expansive curriculum touches every WashU undergraduate. Our faculty, graduate students, and postdoctoral fellows pursue inspiring research, scholarship, and creative practice across the university. An indispensable cohort of staff supports our many operational areas with dedication and excellence. Our reputation for vibrant liberal arts teaching and discovery is hard earned and well deserved – in fact, it was the caliber of this school and its community that drew me to join Washington University last year.

To that end, our foundational efforts and signature initiatives represent starting points, not endpoints. As we build, new ideas will continue to emerge and arise. They are most welcome. This is a strategic plan meant to motivate and create. It is a plan meant to move us forward and bolster both the education we offer and the scholarship we produce.

We take enormous pride in our reputation and in the progress we’ve forged over the past two centuries. Yet Arts & Sciences holds even greater potential. In recognition of this, we launched a comprehensive strategic planning process in early 2021. Over the course of nine months, we engaged our community in an extensive process to define existing strengths, identify opportunities for growth, and articulate a shared vision for the next decade. The result is this: a plan to build a global model for a premier school of arts and sciences, grounded in academic distinction and educational excellence and comprising a diverse, equitable, and inclusive community of students, scholars, and colleagues. The 2021 Arts & Sciences Strategic Plan – A Transformative Decade: Convergence, Creativity, Community – defines foundational areas critical to our continued and accelerating success, identifies strategic pillars for growth, and details signature initiatives that will help bring this vision to life.

And so we ask, now and always: What inspires you? What plans, proposals, or possibilities would help solidify the foundations on which we build? What initiatives might help these pillars rise? In what ways can we continue to move forward and become a global model for a school of arts and sciences? We are in this together – as one community, committed to the success of our school – and I look forward to taking on this incredible work with you.

Feng Sheng Hu Dean of Arts & Sciences Lucille P. Markey Distinguished Professor

Our Mission Our mission is to advance innovative research that reaches a broad public and fosters new discoveries, and to promote excellence in undergraduate and graduate education, preparing students for civic responsibility, work, and life through impactful collaborations with the St. Louis community and across the world.

O U R VI S ION As we turn to the next ten years, we envision a transformed school that will rise in prominence to serve as a global model for a school of arts and sciences. We will lead innovative developments, advance foundational knowledge and convergent breakthroughs, create solutions for pressing global challenges, and educate a new generation of leaders to shape the future.

Our Approach This strategic plan has been built through the wisdom and words of those who work and learn in Arts & Sciences.

A SH A RED VIS ION Our process was grounded in the recognition that this plan must represent a shared vision. The creation of this strategic plan began in spring 2021 with engagement from our entire community – faculty, staff, students, alumni, and external community members – through a series of focus groups, surveys, town hall meetings, and individual stakeholder interviews. A 12-person steering committee led the process, assisted by four working groups who facilitated focus group sessions with students, faculty, staff, and alumni.

SURVEYS

FOCUS GROUPS

INTERVIEWS

INTERNAL DATA ANALYSIS

LANDSCAPE ANALYSIS

Our Aspirations This plan was built upon – and aims to reinforce – our shared values and goals. These are aspirations that were identified by our community and leadership, and they will be key to our success in the years to come. Four critical values and goals shape the development and execution of our strategic plan, each of equal importance.

VALU E S AND GOALS

A world-class research enterprise that fosters academic distinction

Excellence in education to support our first-rate liberal arts college

A positive impact on and engagement with the public

A diverse and inclusive community where all faculty, staff, and students thrive

• Enhance academic distinction to foster a world-class research enterprise. By this we mean excellence coupled with uniqueness in cutting-edge scholarship that pushes boundaries both within and among disciplines. • Advance excellence in education to support our first-rate liberal arts college. We attract many of the world’s most talented, thoughtful, and creative students at both the undergraduate and graduate levels, and we must provide inspiring, stimulating, and effective education that capitalizes on new technologies and innovative teaching methods. • Promote diversity, inclusion, and access for individuals of all identities and socioeconomic positions. We need to recruit, promote, and robustly support a community of faculty, students, and staff who represent the full diversity of identities, and we must ensure that all members of our community are able to thrive. • Deepen our impact on St. Louis and the world by identifying shared goals; recruiting a diverse collective of researchers, learners, and community members to the university; and pursuing academic and educational excellence that positively impacts our region and global society.

Introduction In Arts & Sciences, we have a strong foundation on which to build and extraordinary resources to engage. Three ideals help guide our approach: convergence, creativity, and community.

CO N VE RGENCE Our campus sits near the confluence of two ancient rivers, where ecosystems merge and thrive. Our region has seen many diverse cultures take root in this historic meeting place, and today a host of local resources – historical and cultural, innovative and intellectual – enrich our work. They inspire and enable us to engage with our city, with each other, and with communities across the globe. Arts & Sciences represents a convergence of ideals, approaches, and perspectives that shape our understanding of the world and indeed the world itself. We believe that innovation, breakthroughs, and discovery prosper when we are given the space to build on our strengths and collaborate with others who have expertise that complements our own. Respectfully working with partners on campus, in the community, and across the world will help us tackle intractable global challenges with our transformative research, scholarship, and teaching.

C R EAT I VI TY Arts & Sciences has an extraordinary faculty, exceptional staff, and brilliant students who allow us to plan for a transformative decade from a position of strength and a mindset of growth. Creative thinking is essential to our progress, and cultivating an environment that provides freedom and resources for innovative thinking and collaboration is a must. The need for research, discovery, partnership, and education across Arts & Sciences has never been more apparent. And our ability to pursue creative solutions for complex problems has never been clearer. We will elevate scholarship that is creative and ambitious by embracing new ideas, emerging technologies, and shifting paradigms. As our programs and initiatives take shape, we will allow the creativity of our faculty, staff, and students to shine, expanding our reach and the reputation of our graduate and undergraduate programs and research enterprise.

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COMMUN I TY We are an institution devoted to bringing people together to serve the public good, and we will pursue academic and educational excellence that positively impacts our communities. We will forge critical connections from the local to the global, expanding solutions and imparting lasting impacts on the world. Within our own organization, faculty, staff, and students of all identities will feel valued, represented, and equally empowered to pursue their goals. Supporting individuals with diverse backgrounds, perspectives, and expertise is critically important to our long-term success and to the ideals of a liberal arts education. Our students will create meaningful connections with their peers, their mentors, and the St. Louis community. They will gather knowledge and learn how to apply it to build lives filled with meaning and purpose. They will go out into the world as engaged, active, and valuable members of our communities.

THE TIM E I S N OW Over the next ten years, we will leverage our resources to build a top institution devoted to bringing people together from across the world to discover new knowledge, explore the universe, and serve the public good. The opportunity is enormous. The possibilities are extraordinary. And the time is now.

Shape of the Plan This strategic plan lays out four foundations, six pillars, and eight initiatives. Successful implementation of this plan will be achieved through focusing on what matters: the research, the teaching, and the diverse community that comprise the heart and soul of Arts & Sciences.

FO U N DATIONS , PILLARS , A N D S I GN ATU RE I N I TI ATI V ES

Push Boundaries Within and

Forge Connections Between

Harness the Power of Data Sciences, Digital

Advance Scholarship in Race, Power,

Invest in Global Health, Sustainability,

Expand Student Literacies and Engagement

Among Disciplines

Academy and Society

Transformation, and Advanced Technologies

Equity, and Justice

and the Environment

Through the Liberal Arts

Diverse, Equitable, and Inclusive Community Inclusive Teaching and Scholarship Operational Excellence Connections: From Local to Global

Four key foundational areas name critical elements of Arts & Sciences that will be enhanced and strengthened. Together, these foundations allow all of Arts & Sciences to flourish and grow. They enable everything we do, creating a vibrant community of faculty, staff, and students with the tools, resources, and support to excel. The six strategic pillars highlight specific areas within Arts & Sciences on which to focus our energy and resources. These pillars identify talents and strengths we already have while also showcasing how new investments will help us transform into a distinctive, world-leading institution. Finally, eight inaugural signature initiatives represent new ventures within distinct areas of Arts & Sciences that intersect in critical ways with our foundations and pillars. Each one draws together, enhances, and builds on existing strengths in scholarship and teaching, elevating programs and driving excellence.

Foundations Our foundational areas identify critical elements of Arts & Sciences that must be supported and enhanced to allow all other aspects of Arts & Sciences to flourish and grow. They enable everything we do, and help us create a vibrant community of faculty, staff, and students with the tools, resources, and support to excel.

DI VE RS E, EQUITABLE, AN D I N C LUS I V E COM M U N I TY Arts & Sciences must achieve and maintain a diverse, equitable, and inclusive community of faculty, students, and staff across all identities and socioeconomic backgrounds. While we have made important strides over the past years, much remains to be done. We need to implement strong administrative support at the university, school, and departmental levels to improve racial, ethnic, and gender diversity in the hiring and recruitment of faculty, staff, and students. To build this foundational support, we will pursue the following steps:

• Establish or enhance policies and programs that generate a positive and inclusive culture to enhance the retention and success of women and people of color • Ensure that investments in hiring include a strong commitment to diversity with concrete plans to achieve and maintain that diversity • Create pipelines at all levels of education to help foster diversity and inclusion from the earliest phases of education to the highest echelons of academic leadership • Establish a new Dean’s Award for Diversity Advancement

I NC LUSI VE TEACHING AND S C HOL A RS HI P Teaching methods must effectively promote learning for students of all identities and ensure that they feel welcomed and represented in the classroom. We aim for students of all identities to have equitable access to opportunities and to achieve their educational goals with equal success. Further, scholars of all identities must feel included, have a voice, and be equally successful in research, scholarship, and creative practice. We know our work will be better when our community of scholars reflects a diverse array of identities, perspectives, and backgrounds. To build these foundational goals, we will:

• Improve outreach in recruitment • Build a distinct and robust infrastructure dedicated to developing teaching practices that foster inclusivity by incorporating diverse perspectives in course content, creating a classroom climate supportive of students’ backgrounds and identities, and using innovative approaches to engagement and assessment • Cultivate an Arts & Sciences culture that facilitates and promotes connections among underrepresented faculty, including enhanced programs designed to help department chairs build inclusive cultures • Create new mentoring activities supported by the Dean’s Office • Bring diverse visitors to campus

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OPERATIONAL EXCEL L EN CE Operational excellence is crucial to the research productivity and teaching excellence that define Arts & Sciences. Several changes will be made to ensure that the administrative, policy, and physical infrastructure are optimal. We pledge to review and reorganize our administrative infrastructure to support research, scholarship, and our educational mission in the following ways:

• Improve support to enhance research, scholarship, and creative practice productivity • Enhance teaching innovation and creativity • Increase grant and fellowship activity for faculty and students • Increase staff support and opportunities for continued professional development • Enhance our physical infrastructure and core facilities to ensure they are of sufficient quality and magnitude to support the vision laid out in this plan and achieve excellence in scholarship and teaching

CO NN E CT I ONS : F ROM LOCAL TO GLOB A L We must prepare members of our community to be engaged citizens both locally and globally. We will enhance our connections to St. Louis and across the world in ways that build relationships, foster discoveries, and advance learning. We can further our collaborations and partnerships through community-engaged teaching and innovative research that seeks to understand and meet the needs of the region. We also wish to nourish global citizens who can link their local experiences to global currents and international convergences. To do so, we will:

• Add support for global research projects, collaborations, and opportunities • Enhance recruitment of international faculty, scholars, and students • Increase the number of community-based learning experiences • Enhance study abroad opportunities and other ways to engage internationally • Ensure equitable access to the opportunities we create and extend

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Pillars We identified six strategic pillars around which we will organize our expertise and goals. These pillars create space for us to lean into our known strengths while addressing significant global, national, and local societal challenges. Collectively, the pillars capture the strategic initiatives and house the enormous possibilities that will transform Arts & Sciences in the coming decade.

PUSH BOUNDARIES WITHIN AND AMONG DISCIPLINES Imagine: More top programs leading innovative breakthroughs in their fields

We will invest in the areas where our research is already pushing against boundaries within and across disciplines. We will raise the academic distinction of Arts & Sciences while advancing new knowledge, enabling new discoveries, and producing new solutions to the biggest questions and the most intractable challenges.

WHY • Many Arts & Sciences departments and disciplines stand poised to advance their scholarship and academic distinction. • Transformations happen when scholars innovate at the leading edge of their discipline, blazing new paths in their field. • These pioneering advances also occur when scholars connect their work across several areas of study, enabling new discoveries at the intersections of different disciplines. • Arts & Sciences has a long history of producing transformational advances by both pushing further within a discipline and by working together across fields.

FORGE CONNECTIONS BETWEEN ACADEMY AND SOCIETY Imagine: An Arts & Sciences that connects with audiences both in and beyond the university

As we continue to bolster long-established traditions of scholarship, we will convey the relevance of our work and find new ways to involve a wider audience – in St. Louis, throughout our nation, and across the world – in developing and sharing our discoveries.

WHY • Misperceptions and doubts about the relevance of faculty research can often divide the academy from society, creating conditions in which the work of universities is viewed as unnecessary or disconnected from reality. • The broader public often does not understand what faculty in Arts & Sciences do, or why it matters. Today the public communication and understanding of our research is more crucial than ever. • Arts & Sciences has a long history of nurturing faculty who write, research, teach, and publish outside the bounds of academe. We have the strength and flexibility to innovate in the types of intellectual and creative work we generate, therefore expanding access to and understanding of the knowledge we produce.

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HARNESS THE POWER OF DATA SCIENCES, DIGITAL TRANSFORMATION, AND ADVANCED TECHNOLOGIES Imagine: Transforming the humanities, social sciences, and natural sciences through digital innovation

Arts & Sciences will focus on new ways to achieve transformative advances through data sciences, digital transformation, and advanced technologies.

WHY • The world is increasingly digital. Data sciences underlie not just a host of technological innovations and new discoveries, but also deep ethical questions defining today’s society. • The recent Digital Transformation Initiative has been expanding strengths across Arts & Sciences in areas such as computational, cognitive, and systems neuroscience; digital humanities; and quantum studies. New expertise will also allow us to address issues such as racial disparities in health care. • Recent developments in St. Louis, including the new Federal Statistical Research Data Center, the Cortex Innovation Community, and other organizations, have established a rich set of local resources and partnership opportunities. • These efforts will enable innovation within individual disciplines, energize Arts & Sciences with new resources, and help us answer the questions of one field with the solutions from another.

ADVANCE SCHOLARSHIP IN RACE, POWER, EQUITY, AND JUSTICE Imagine: An Arts & Sciences that is a leader in the study of racial justice

We will invest in new opportunities to research and understand the underlying structures of race, power, equity, and justice. We will identify solutions to advance inclusion and equity more broadly as well as among our own faculty, staff, and students, and learn from the local community.

WHY • Arts & Sciences has thriving departments working in the areas of race, power, and justice. In addition, we have contributed to the creation of the Center for the Study of Race, Ethnicity, and Equity and partnered in a hiring initiative focused on the study of race. • Our context within St. Louis provides rich opportunities for learning, discovery, and partnerships. • St. Louis exemplifies a post-industrial city, rich with resources but grappling with issues of equity and justice faced by so many communities across the nation and beyond our borders. • Several of the most significant Supreme Court cases to address racial discrimination in housing arose from lawsuits in our city. In 2014, the killing of Michael Brown in Ferguson dramatically expanded the Black Lives Matter movement into an international campaign against violence and systemic racism. • The St. Louis region began as one of the largest Native American cities in North America and has seen numerous waves of immigration and segregation throughout its history.

P ILLA RS | 29

INVEST IN GLOBAL HEALTH, SUSTAINABILITY, AND THE ENVIRONMENT Imagine: Washington University as a leading institution in addressing global health and environmental challenges

Through new investments and enhanced partnerships with renowned local institutions, we will strengthen our focus, broaden our knowledge, and develop novel solutions related to the challenges of global health, sustainability, and environmental justice.

WHY • We are living in a time of enormous environmental change that threatens the lives and well-being of humans and ecosystems across the globe. • St. Louis is home to renowned institutions focused on these issues, including the Danforth Plant Science Center, the Saint Louis Zoo, the Missouri Botanical Garden, and the National Geospatial-Intelligence Agency. • Arts & Sciences’ award-winning research in environmental systems, climate solutions, human health, and biodiversity complements scholarship focusing on the cultural, psychological, and political determinants of human behavior – each aspect helping to advance understandings of global health, environmental systems, sustainability, and environmental justice.

EXPAND STUDENT LITERACIES AND ENGAGEMENT THROUGH THE LIBERAL ARTS Imagine: An Arts & Sciences that addresses life design for students, and asks them what it means to live meaning ful lives as engaged citizens throughout the world

We will emphasize different literacies – digital literacy, media literacy, economic literacy, for example – to foster undergraduate and graduate student learning that equips our students to navigate and serve the world beyond WashU.

WHY • A liberal arts education is crucial in today’s world of division, disinformation, and frequent environmental and civic disaster. Students receive excellent training and knowledge in their chosen fields, but we must prepare them to be fully informed, active participants in a rapidly changing society beyond their areas of focus. • Today’s students ask not just for the knowledge needed to take the next steps in their career paths, but also for exposure to the probing questions and programs of study that will enable them to build lives of meaning and impact. • Innovations in our educational structures can meet student demand while bolstering the already strong faculty and student connection that exemplifies Arts & Sciences.

P ILLA RS | 31

Signature Initiatives Our signature initiatives build on existing strengths to create transformative new ventures for Arts & Sciences. Each one represents a powerful convergence of units, disciplines, and areas of study, as well as strategic alignment with multiple pillars.

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Incubator for Transdisciplinary Futures Transdisciplinary Institute in Applied Data Sciences (TRIADS) Program in Public Scholarship Center for the Literary Arts Living Earth Collaborative 2.0 Center for Quantum Leaps Undergraduate Program in Global Health Literacies for Life and Career 1

4 Pillars

I N CU B ATOR FOR T RA N SD IS CIPLINARY FU T U RES

This initiative will support a series of multiyear thematic research and learning clusters consisting of existing faculty from at least three diverse units, undergraduate and graduate students, and potential external partners. Each will include research funding to foster new collaborations, academic and public programming, and undergraduate and graduate courses. These clusters will provide a framework for developing vibrant student learning opportunities, as well as identifying areas of convergence that could help us reshape our research infrastructure and enhance our visibility on both a national and global scale.

T RA N SD IS CIPLINARY I N ST I T UTE IN APPLIED DATA SC IENCES (TRIADS )

TRIADS will advance research that leverages the unprecedented resources of the computational age to address the most urgent social challenges of the 21st century. New tools and techniques such as artificial intelligence, natural language processing, computer vision, geospatial science, and more offer new opportunities for advancing our understanding of society. In the next 20 years, these forces have the potential to transform the social sciences as scholars work to build new methodological tools and transdisciplinary research programs to harness these rich datasets in the service of better understanding our social world and addressing these critical issues. It will foster interdisciplinary teams that target big questions with big data: global migration and environmental change, social media and misinformation, demographic change and aging, structural inequality, and democratic decline. With these teams in place, Arts & Sciences will be positioned to move aggressively in response to new events such as the COVID-19 pandemic and other pressing needs as they arise.

SIG NATURE INITIATIVES | 37

PROG RA M I N P U B L I C S C HOL A RS HI P

This program will establish Arts & Sciences as a leader in translating our work and its importance to a broader audience. We aim to develop new platforms to share our scholarship and increase our impact in the public and private sectors. To this end, we will explore the translation of our scholarship in all forms and formats; partnerships with local institutions and organizations; and the development of innovative courses, internships, certificates, or degrees.

CENTER FOR THE L I TERA RY A RTS

Arts & Sciences will be a global hub for writers, translators, and public intellectuals from across the globe through a new program in international written arts. The center will build on our top-rated MFA program in Creative Writing, a robust PhD program in Comparative Literature for International Writers, and a host of diverse faculty engaged in the study and practice of translation. We will amplify our research while expanding undergraduate and graduate programs that create, study, and translate international and global literatures.

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LIVI N G EA RTH COL L A B ORATI V E 2 . 0

In collaboration with renowned local institutions, we will become a world leader in research, conservation, and education about the biological world and its interrelationship with human welfare, including environmental justice and public health issues. The new Living Earth Collaborative will hire stellar faculty, attracting top students and scientists to Washington University through premier research programs and enhanced collaborations with institutions such as the Missouri Botanical Garden, St. Louis Zoo, and the Missouri Department of Conservation, among others.

CEN TER FOR QUA N TU M L EA PS

In collaboration with the McKelvey School of Engineering and the School of Medicine, Arts & Sciences will create a field-changing program of research on quantum technologies. With strengths in biology, biomedical and life sciences, chemistry, physics, and materials and device engineering, Washington University is in a unique position to capitalize on quantum technologies with advanced instrumentation. Our pioneering program will pursue novel research in the areas of astrophysics, quantum devices, and quantum computing algorithm development, catalyzing advances in nuclear theory, biomedical and life sciences, drug discovery, and other far-reaching fields.

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U ND ERGRADUATE PROGRAM IN GLOBAL HEALTH

This program will integrate perspectives from the natural sciences, social sciences, and humanities around global health, one of the defining endeavors of our times. Our institutional strength in public health, Arts & Sciences’ respected program in environmental studies, and WashU’s enhanced commitment to racial diversity and inclusion provide a unique opportunity to offer a global health major that emphasizes environmental health and the role that racism and inequalities play in health outcomes. As the program builds, it will also create opportunities to collaborate with the School of Medicine, McKelvey School of Engineering, Olin Business School, and the Brown School of Social Work.

LI TERACIES FOR LI F E AND CAREER

Our undergraduate curriculum will provide students with a set of competencies to successfully navigate a rapidly changing world. This literacy-based approach will focus on the acquisition of diverse knowledge areas and skills, including: media, narrative, and visual literacies; scientific, technological, and environmental literacies; numerical, computing, and data literacies; a solid grounding in ethics and civic responsibility; a substantial understanding of human cultural diversity; a nuanced understanding of social and economic structures and global dynamics; critical thinking and problem-solving competencies; facility in oral and written communication; and leadership skills. These competencies will be indispensable not only for students’ future careers, but also for their well-being as individuals and their roles as engaged citizens.

The Days to Come This will be a transformative decade for Arts & Sciences – in fact, the transformation has already begun.

T RA N SFOR MATION

In the days, weeks, and months ahead, the exciting possibilities laid out in this plan will move forward under skilled leadership, and we will have metrics of success, plans of action, and accomplishments to share on our website: strategicplan.artsci.wustl.edu. But the possibilities reach far beyond data and logistics. Our efforts depend on – and aim to foster – sustained and life-giving convergence, creativity, and community. This dynamic plan welcomes ideas, initiatives, and programs as they continue to emerge. So the question at the end remains the same as at the beginning: What inspires you? Where do you see yourself in this plan? What proposals or possibilities would help solidify the foundations on which we build? In what additional ways can we build on existing strengths to become a 21st century global model of arts and sciences located right here in St. Louis? The days to come offer so much possibility.

Welcome to the decade of Arts & Sciences.

Leadership Executive Sponsor

Ex Officio Members

Feng Sheng Hu

Andrew Brown Erin McGlothlin William B. Tolman Adia Harvey Wingfield

Project Lead Ebba Segerberg Steering Committee Co-Chairs Deanna Barch Abram Van Engen Steering Committee Members Jean Allman Tim Bono Sophia E. Hayes Ignacio Infante Tristram R. Kidder Hedwig Lee Jonathan Losos Beth Martin Kater Murch Sara Ryu

Undergraduate Education Working Group Thomas Bakupog Linling Gao-Miles Erik Herzog Beth Martin Erin McGlothlin Andrew Reeves Sara Ryu Jennifer R. Smith Abram Van Engen

Graduate Education Working Group William Acree Jean Allman Julie Bugg Michelle DeLair Cynthia Feliciano Hedwig Lee Laurie F. Maffly-Kipp Kenneth Olsen Brett Wick Angela Wilson Research, Scholarship & Creative Practice Working Group Deanna Barch Denise Head Ignacio Infante Jonathan Losos Kater Murch Anca Parvulescu Gary Patti William B. Tolman

Critical Factors: Community and Climate Working Group Amanda Albert Tim Bono Bruce Carlson Sophia E. Hayes Tristram R. Kidder Thomas Rodebaugh Ignacio Sánchez Prado Diana Silva José-Edwards Stacey Spruiel Adia Harvey Wingfield

Published on February 1, 2022