China Initiative

Establishing GW as a Global Academic Leader

CONFIDENTIAL
Deng Xiaoping: Feeling for stones to cross the river.
(Chinese, )
Deng Xiaoping, reformer, politician and diplomat,
used this popular phrase in late 1980s to describe his
pragmatic and gradual approach toward reform in China.
GEORGE WASHINGTON UNIVERSITY CHINA INITIATIVE
China Initiative
Establishing GW as a Global Academic Leader
Table of Contents
A Global University
The Secret Sauce to Chinas Economic Success
Suzhou A Model of Economic Vitality
Greater Engagement in China
Suzhou Industrial Park A Home for Innovation
Going Deep in China The Plan
Global CEO Program for China
Greater Engagement in China
Timeline March 2011 to December 2012
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7
A Global University
GEORGE WASHINGTON UNIVERSITY CHINA INITIATIVE
This is a dening moment for the
George Washington University. With
a sense of urgency and resolve,
President Steven Knapp and Provost
Steven Lerman are committed to
reinventing higher education to
create an international forum for
learning unlike any other in
the world.
As GW raises its bar for academic
and research excellence, it must also
transition from a national institution
to one with international inuence.
It is imperative that GW students be
groomed for leadership and service
on a global scale. This is the mission
of the China Initiative.
The China Initiative rethinks
traditional approaches to
international education. It will create
multifaceted conversations among
a broad range of stakeholders and
thought leaders while developing
signature programs that apply
knowledge in diverse and
meaningful ways.
In giving China an enduring and
prominent place in GWs teaching
and scholarship, the University
hopes to respond to international
events and the growth of China as a
global power. The initiative also will
allow GW to establish a diplomatic,
academic and economic bridge
between China and the
United States.
The China Initiative promises to
position GW among the worlds elite
academic institutions by establishing
a permanent presence in China that
delivers an exemplary education and
confers highly regarded degrees to
both foreign and Chinese students.
It is an audacious goal given the
natural impediments to operating
in China.
Most importantly, the China Initiative
is the rst step on the road toward
building a global reputation for GW.
The work done in China will serve as
a model for GWs efforts to establish
permanent campuses in other
nations, including Brazil, India and
Turkey, and to secure a spot among
academias elite inter-
national institutions.
1
The Secret Sauce to Chinas Economic Success
In the 1980s, China was emerging as a regional power, and there
was considerable debate about how it might actually transform
its planned economy into a capitalist one. While the Soviet Union
was taking the path of rapid privatization, China rejected this idea.
Instead China turned traditional economic theory on its head, and it
asserted that the cornerstone of economic development is not private
property but developing competitive advantages in the marketplace.
Twenty years later, the results speak for themselves. Russia became
a disaster economically, and Chinas economy has ourished. China
chose a process of gradual, incremental change and decentralization,
giving every province and municipality the authority to experiment
with economic development and growth that best ts their needs.
This two-step process of gradualism and decentralization is the
secret sauce to Chinas transition from a struggling economy to a
global economic powerhouse.
GEORGE WASHINGTON UNIVERSITY CHINA INITIATIVE
2
Greater Engagement
in China
For far too long, China has been viewed as
elusive and unknowableoccasionally dis-
missed, frequently misunderstood and often
feared. Yet as the worlds second largest
economy, China has become a magnet for
foreign interest and investment, opening up
to the developed world in new and
exciting ways.
China represents a unique educational and
entrepreneurial opportunity for GW. It is
committed to educating its citizens for their
new and evolving roles in the coming centu-
ry, and it is encouraging overseas institutions
to bring their resources into the country to
achieve this goal. U.S. universities enter this
exceptional environment with a respected
tradition of excellence in higher education
and a track record of success.
Let there be no doubt, the race is on for
China. Universities from every developed
nation are looking at how best to expand
their operations in China. Many have no
qualms about generously investing to stake
a claim. It is imperative that GW moves with
deliberation, but also with speed, to execute
its China Initiative and ensure that it stays
ahead of its competitors, including the four
institutions that already have a permanent
foothold in the country (Duke University,
Suzhou () A Model of
Economic Vitality
Suzhou dates back some 2,500 years. Historically, it has
been known for its plentiful natural resources and rich
cultural heritage. For centuries, the citys breathtaking
pagodas, stone bridges and manicured gardens drew
visitors to the Venice of China.
Today Suzhous Economic Development Zones lead
China in FDI. Suzhou ranks as Chinas fourth most
prosperous city, with a GDP of 679.8 billion yuan (US
$103 billion). Only Shanghai, Beijing and Guangzhou
all with GDPs greater than 1 trillion yuan (US$147
billion)surpass it.
With its dynamic economic climate, Suzhou is the
most suitable home for a visionary U.S. university that
understands the value of sharing Chinas economic
renaissance rsthand with its students and executives.
GEORGE WASHINGTON UNIVERSITY CHINA INITIATIVE
3
New York University, the University of Liv-
erpool and the University of Nottingham).
GWs China Initiative rethinks traditional
and discrete approaches to education
in China by establishing a permanent
full-time presence there. Central to the
strategy is creation of an institution
that provides:
Signature academic programs that dis-
tinguish GW from other foreign
competitors;
Comprehensive offerings that demon-
strate the breadth of programming from
GWs schools and institutes;
Degree-conferring status for foreign and
Chinese students;
Dynamic channels for dialogue among a
broad range of stakeholders and
thought leaders in academic, political
and cultural structures within China; and
Entrepreneurial partnerships that bring
unusual depth and relevance to this new
educational model.
To achieve this vision, GW sought an aca-
demic partner and a geographic anchor in
China. It found both in the city of Suzhou,
home to Renmin University of China-
International College (RUIC-IC) and the
Suzhou Industrial Park (SIP) and its Dushu
Lake Education Zone. President Knapp
signed a memorandum of understanding
(MOU) with SIPAC (the SIP Administrative
Committee) in March 2012.
GW is already working collaboratively
with RUIC-ICthrough the School of
Business (GWSB)to host programs
that benet students while also provid-
ing fresh opportunities for both uni-
versities. The initiative launched with
GWSBs masters programs in nance
and accountancy. The partnership,
which is entrepreneurial and unfolding,
will allow both universities and their
students to break ground as they de-
velop closer ties and exchange critical
knowledge.
Educational partnerships have proven
effective in improving relations be-
tween the United States and China.
Stronger ties between the two nations,
nurtured by educational partnerships
such as this one, could foster foreign
direct investment and other economic
synergies for both countries.
Suzhou
Industrial Park
A Home for
Innovation
The Suzhou Industrial Park has
successfully bridged the divide
between domestic and foreign
investment. It is among the top
ranked development zones in
China for competitiveness and
use of foreign capital. It is sec-
ond among development zones
for its investment environment.
In February 1994, China and
Singapore ofcially agreed
to cooperate in developing
the China-Singapore Suzhou
Industrial Park. Today, the zone
is home to more than 1,000
high-tech enterprises, including
those focused on nanotechnol-
ogy, biomedicine and software
development.
The GW campus will be strategi-
cally situated in the Dushu Lake
Higher Education Zone. Formed
in 2003, this town is designed as
an environment for educational
enterprises to ourish as they
develop and guide a corps of
new leaders in China.
By combining the
primary task of higher
educationthe gen-
eration and transfer
of knowledgewith
a commitment to
meet the evolving
economic needs of
China and its people,
GW is poised to make
an unparalleled contri-
bution to the interna-
tional academic and
business communities.
Provost Lerman, President Knapp, Dean Guthrie and Mr. Rupani
meet with Dean Chen of Renmin University.
Early on, it was clear that the GWSB
enterprise in China could serve
as a model for GWs numerous
schools and institutes looking
to expand in China and other
countries. The knowledge gained
from GWSBs more than 18 months
on the ground can help GW forge
a broad and coordinated strategy
to expand into new countries and
to leverage its already numerous
achievements in China.
Toward that goal, GW embarked
on an ambitious effortmarked
by a going deep strategyto
establish a permanent campus in
China. This has required substantial
legal and advocacy work in China
and in the United States. The
process is detailed in the China
Initiative Timeline (see page 7).
School of Business Dean Doug
Guthrie has led the China Initiative
so far, leveraging his own ties
to China while securing local
partners for a GWSB campus in the
country. Dean Guthries credentials
as a China scholar made him a
logical choice for this duty, and
he has used his knowledge to the
advantage of GW during fact-
nding and negotiation periods.
GWSB Chief Strategy Ofcer
Sanjay Rupani provides day-to-day
leadership in meeting operations
and management milestones for
the China operations. He and
Dean Guthrie have been charged
by President Knapp and Provost
Lerman to broaden those efforts to
accomplish GWs ambitious
China agenda.
GEORGE WASHINGTON UNIVERSITY CHINA INITIATIVE
4
Suzhou
Going Deep in China The Plan
China Initiative Leadership and Sta
GEORGE WASHINGTON UNIVERSITY CHINA INITIATIVE
5
Suzhou
Going deep in China, through
establishment of a robust
campus, demands more legal
consultation and paperwork
than that required to set up
conventional student exchange
programs. With that in mind,
GW took the necessary steps to
build an infrastructure that will
move the initiative forward and
withstand legal scrutiny.
Those legal steps include:
Setting up a Special Purpose
Vehicle (SPV) known as GW
Worldwide, a private
commercial entity in the United
States with the legal status to
operate in China.
Creating a Wholly Foreign
Owned Enterprise (WFOE)
known as QiaoHua
Management Consulting, a
legal entity in China used by a
number of companies,
including consulting and
management service rms such
as GWs. This is the rst WFOE
for the University and the rst
time GW has had a non-U.S.-
established banking presence.
Forming a Private Non-
Enterprise Unit (PNEU) known
as the GW China Research
Institute. A PNEU is an
organization that provides
not-for-prot social services
and activities in China.
Activities include education,
health care, culture,
technology, sports, labor and
law undertakings. (This process
is underway.)
Currently in China, GW must
partner with a shadow university
and relinquish a percentage
of its revenues in order to
offer educational products.
This inability of GWs QiaoHua
Management Consulting to
provide education-related
offerings on its own puts the
University at a signicant
disadvantage in the arena of
non-degree executive education,
which is a powerful revenue
generator. GW has chosen its
initial shadow universities wisely.
It currently partners with Renmin
University, a top 10 university in
China with campuses in Beijing
and Suzhou.
The China Initiative opens
doors to innovative curriculum
opportunities, including GWSBs
Global CEO Program for China.
The new program taps academic
expertise in the United States
and around the world, assisting
Chinese business leaders in
better understanding the world
marketplace. Participating
executives will build critical
global connections while gaining
vital experience in foreign
practices and customs.
This specialized executive
education program, which will be
launched in fall 2013, is offered
through four established and
respected business schools:
GWSB, McGill University, the
European School of Management
and Technology, and INSEAD.
By offering executive training,
GW hopes to elevate its brand
among Chinese business circles
while also strengthening a
remarkable international alumni
network and opening unique
philanthropic opportunities.
Shanghai
Global CEO
Program for China







GEORGE WASHINGTON UNIVERSITY CHINA INITIATIVE
6
GW President Steven Knapp and Mr. Yang Zhiping sign agreement to locate GW campus in Suzhou.
Chinas laws governing higher
education are complex. Against
that backdrop, it is clear that
establishment of the China Research
Institute (PNEU) would be the most
expeditious way for the University
to expand its academic offerings in
China, solidify its position as a global
player in the educational arena and
open the door to new avenues of
revenue and philanthropy.
Owing to bureaucratic and legal
considerations, these next steps in
GWs China strategy should be made
only after considerable research,
extensive due diligence and clarity
on their implications.
In the short term, GW will achieve
the following:
Realize the scheduled winter
program for Chinese students.
Recruit participants for the Global
CEO Program.
Complete the construction and
design build-out of corporate
space at Dushu Lake.
Finalize formation of QiaoHua
Management Consulting (WFOE).
Establish an Internet banking
system for GWSB in China and
process key vendor payments.
Conduct a China Trade Mission trip
with DC government ofcials and
serve as the academic leader
among DCs public and
private universities.
Begin to plan and execute
proposed GW trustee trips.
To pursue its going deep strategy
in the long term, GW will:
Scale existing programs to educate
more students and bring in
more revenue.
Create programs that further
the mission of GWs customized
education model.
Develop the GW China Research
Institute (PNEU).
Continue negotiations to establish
a GW China campus.
Embark on a signicant fundraising
campaign in China and the United
States to support the China effort.
Extend GWSBs original China
Initiative to include all GW schools
Develop political ties in China and
the United States to aid in GWs
China Initiative.
Become a leader in the quest
to bring Chinese foreign direct
investment to the United States
through innovative partnerships with
Chinese government and
business leaders.
Greater Engagement in China
June 2011 Approvec leal srrucrure ol rhe China niriarive Ly GW llce ol General Counsel (GC).
GW Worlcwice (SFv) incorporarec in D.C.
Dralr areemenr on MSF proram wirh Fenmin proposec.
Dralr ol areemenr wirh SFAC suLmirrec ro GC.
July 2011 Dean Gurhrie rravelec ro China ro meer wirh SFAC anc Fenmin.
Fenmin sinec MSF areemenr.
Neoriarions conrinuec wirh SFAC on rhe areemenr.
GEORGE WASHINGTON UNIVERSITY CHINA INITIATIVE
7
President Steven Knapps desire to establish GW as
a global academic institution was the impetus for the
China Initiative. It began by leveraging Dean Doug
Guthries expertise and history in China. The deans
chief strategy ofcer, Sanjay Rupani, was assigned
to handle project operations and management. The
strategy allows GW to go deep, giving the University
a permanent presence in China and serving as a blue-
print for in-depth efforts in other countries.
GW selected Tier-2 Suzhou as the platform for the
initiative, capitalizing on existing infrastructure, while
building a presence at a time of explosive growth in the
city and its proximity to Shanghai. In Suzhou students
can learn in a vibrant Tier-2 city and have access to the
global connections, corporations and alumni in Shang-
hai. The potential for GW to become a powerful player
within Suzhous political arena also was a selling point.
GW is seeking to establish itself as one of the premier
universities in China over the next 10 years. During
early development of the China Initiative, a GW team
analyzed how other market entrants had approached
their expansion strategies. Four universities stood
out for their ties in China: New York University, Duke
University, the University of Liverpool and the University
of Nottingham. Tailoring their best practices to GWs
strengths and capabilities will optimize the likelihood
of a deep, sustainable and growing presence in China.
March 2011 GW Iauncbed tbe Cbina Initiative.
Faul Dai anc Xiao Zhixin hirec.
Concucrec SWT analysis, collecrec
information, developed initial contacts
and completed site inspections on
potential campus locations in Suzhou,
Wuxi and Shanghai Minhang.
Timeline March 2011 to December 2012
April 2011 Suzhou is selected as the location for
GW5's Cbina campus.
Dean Gurhrie rravels ro Wuxi
and Suzhou for initial
negotiations and site inspection.
Dean Gurhrie helc lrsr meerin wirh
Renmin Universitys Suzhou Campus
staff to discuss joint programs.
Dralrin ol SFAC Areemenr Lean.
May 2011 Concucrec a eneral srucy on leal/
regulatory issues related to providing
educational services in China.
GW conducted a comprebensive
study of peer universities' activities
in Cbina.
Bean plannin lor 11 MSF proram.
Prof. Jiawen Yang meets Dean Chen of
Renmin in Suzhou to discuss
the program.
Feviewec lrsr cralr ol SFAC
agreement by Hogan Lovells.
GEORGE WASHINGTON UNIVERSITY CHINA INITIATIVE
8
Sept 2011 Flannec lor GWL2 |oinr lorum on social mecia anc luxury Lranc markerin.
Oct 2011 GWL2 |oinr lorum helc, wirh
200 participants and ve top-tier
IT celebrity speakers.
Dean Gurhrie anc Mr. Fupani visirec
Anting New Town to create leverage
for our negotiation with Suzhou.
Inauguration of MSF program in
5uzbou. Twenty-two students
recruited to the rst cohort in
tbe piIot program.
Srarrec cralrin Masrer ol
Accountancy program agreement with Renmin.
Dean Gurhrie mer wirh Zhan Jian on cevelopmenral issues.
Nov 2011 Dralrec leasiLiliry srucy lor WFE serup.
SFv incorporarec in DC. WFE lormally approvec Ly SFv Loarc.
Dean Gurhrie namec vice presicenr ol SFv.
Dean Gurhrie namec leal represenrarive anc Mr. Fupani namec eneral manaer
of the WFOE.
Fenmin's Dean Chen visirec GW in D.C. lor proram ciscussions anc expansion.
Dec 2011 Acvisec Ly China Minisrry
of Education to alter MSF
curriculum design.
Dean Gutbrie and Mr. Pupani
conducted a second round of
negotiations witb 5IPAC and
discussed a signing ceremony. Tbe draft agreement undergoes major revision.
Ma|or revision complerec ol rhe cralr areemenr.
Neoriarions conrinuec wirh Fenmin aLour Masrer ol Accounrancy proram.
Jan 2012 Frocucec a comprehensive reporr on China's hiher ecucarion marker anc
market opportunities.
Frocucec a markerin viceo lor Chinese srucenrs wirh Dean Gurhrie ivin an
introduction in Mandarin.
Mr. Fupani ciscussec wirh SFAC leasin rhe Dushu Lake properry anc rhe
signing ceremony.

Aug 2011 Srucenr recruirmenr srarrec
for MSF program.
MSF proram cirecror Geore
Jabbour traveled to China for open
houses and recruiting efforts.
iaoHua Manaemenr Consulrin
(WFOE) name decided and
registration initiated.
Penmin provided free ofce
space to GW for WFOE registration.
For a U.S. university to succeed in China, it must
cultivate relationships with trustworthy partners. The
establishment of guanxi, the concept of intricate con-
nections, with Renmin University of China resulted in
Renmin offering GW free space on its campus. Renmin
is a top 10 university in China with deep political ties
and a good relationship with the Ministry of Educa-
tion. The free spacea gesture of goodwillsignals
a strong tie between partners planning to launch joint
GW-Renmin programs: a Masters in Finance and a
Masters in Accountancy.
Sustainability and revenue generation are vital for the
long-term success of the China Initiative. While NYU
and Duke entered China with investments of millions
of dollars, GW pursued a slow-growth strategy. A
pivotal milestone, the MSF Program opens the door
to future revenue streams, offering the rst signs
that operational sustainability will be achievable. The
MSF launch involved detailed legal negotiations,
recruitment insights into the Chinese market and
relationship building with GWs partner organization,
especially around issues such as visas, employment
expectations and operational details.
The relationship with SIPAC is complex, and continued
guanxi with government entities is crucial in a long-
term strategy. SIPAC will ultimately help GW establish
the legal entities and infrastructure necessary to turn
the vision of President Knapp and Provost Lerman
into reality.
Jan 2012 Mr. Pupani met witb
Xi'an Jiaotong, tbe University
of LiverpooI's academic cbief, to
discuss tbat institution's
deveIopment in Cbina.
Feb 2012 iaoHua Manaemenr Consulrin (WFE) name cecicec anc approvec.
Finalizec SFAC areemenr.
Fenmin receprion space cesinec anc cecorarec lor GW srucenrs.
Complerec proposal lor GW ro oller Winrer Froram ro Chinese srucenrs.
March 2012 Masrer ol Accounrancy recruirmenr srarrec.
DC invesrmenr evenr hosrec Ly Zhan Jian, GWSB alumni parenr, lor DC Depury Mayor
Victor Hoskins delegation.
Depury Mayor mer wirh Huawei rearcin Huawei's D.C. expansion.
SFAC areemenr sinin ceremony copmlerec. Areemenr sinec Ly Frovosr Lerman
and overseen by President Knapp.
April 2012 Desin srarrec on rhe new GWSB China weLsire.
Masrer ol Accounrancy areemenr sinec.
May 2012 Business license issuec lor WFE.
Zhan Jian invirec ro DC lor invesrmenr ciscussion.
Dr. Wan Yan, lormer senior researcher ar rhe Worlc Bank, |oinec China niriarive.
June 2012 Dushu Lake properry's luncrions
determined. GW contacted three
design rms in China for design
proposal and quotation.
Mr. Pupani and Mr. Dai toured
Fudan University, Nanjing
University, Tongji University,
Shanghai Institute for International
Studies and Hult International
usiness 5cbooI in Cbina.
Srarrec neoriarions wirh SFAC on
the lease of Dushu Lake property.
D.C. Mayor Vincent Gray
traveIed to eijing, 5bangbai
and Suzhou to establish DC China
Center and attract investment.
D.C. Mayor Gray sinec cooperarion
agreement with Suzhou government
with GWs Suzhou presence as a key rst step.
CCAS srucenrs' wenr on lelc rrip
to Suzhou and Renmin campus.
July 2012 GW ream complerec marker srucy reporr anc proposal lor GloLal CE Froram.
GEORGE WASHINGTON UNIVERSITY CHINA INITIATIVE
9
Executive education is a critical growth area as GW
expands into China. This tour broadened GWs under-
standing of the possibilities in executive education. It
also helped planning for the CEO and Winter pro-
grams. The Winter Program, set to launch in February
2013, is already over-subscribed. The CEO Program is
slated to launch in fall 2013, but it is a more complex
and ambitious program.
Our ambitions are far reaching: GW seeks to be the
most innovative university in China, involved in the
most interesting conversations between China and
the United States. As a result of GWSBs work in
China, the mayor and deputy mayor of the District of
Columbia decided to use the University as a nexus
for channeling foreign investment from China to the
United States to foster job creation. Connections such
as this will ultimately position GW as a catalyst for
societal impact.
Liverpool serves as an example for GW. A research-led
academic institution, it has a deep relationship with China
and is one of the few universities to be recognized by the
Ministry of Education as non for prot. Rupani intro-
duced Jiaotong to GWs intention to establish a presence
in Suzhou and solicited advice and future assistance.
JuIy 2012 Tbe GW team reported on bigber
education and Internationalization
in Cbina.
Aug 2012 Mr. Xiao anc Mr. Dai lormally hirec Ly
the WFOE.
Dushu Lake properry cesin lrm selecrec.
Mr. Dai parriciparec in rhe seconc annual
China Overseas Investment Summit held
in Hong Kong.
The lrsr cohorr MSF srucenrs arrivec in D.C.
Sept 2012 nauurarion ceremony helc lor seconc cohorr ol MSF anc Masrer ol Accounrancy proram.
Second cohort MSF has 44 students and Accountancy has 22.
Dr. Suresh Kumar |oinec China niriarive.
Freliminary curriculum cesinec lor GloLal CE proram.
Oct 2012 Thirryone srucenrs recruirec lor GW Winrer Froram.
Mr. Xiao iniriarec ralks wirh several porenrial conors in Shancon, Shanhai anc Nanron.
China ream mer All China Fecerarion ol ncusrry anc Commerce (ACFC) anc Wanca Group lor
possible collaboration on the CEO program. ACFIC conrmed its involvement.
GW in|ecrec $200,000 SD inro rhe WFE
Nov 2012 Dushu Lake properry lease conrracr anc
property management contract nalized.
Tbe GW team visited tbe 5IP Education
ureau to better understand tbe next
steps for PNEU setup.
China ream visirec Jiansu Frovincial Ecucarion Bureau seekin acvice lor
GWs undergraduate program.
Associare Frovosr ScarLoro mer wirh heac ol nrernarional llce, Fucan niversiry aLour
student exchange.
Mer wirh Fucan Tourism Deparrmenr on coceliverin GWFucan |oinr Masrer ol Tourism Froram.
CCAS Dean Fe Barrarr anc China ream mer Dean Chen anc rhe French School ar Fenmin lor
global undergraduate program.
Mr. Fupani iniriarec online Lankin lor WFE accounr ar Bank ol China Suzhou.
Dec 2012 GW anc Fucan sinec areemenr on cocelivery ol GloLal CE Froram. Fucan will oller GW
free ofce space on Fudan campus. GW will become neighbor to UC, Georgetown and University
of Washington.
Fancy Nie hirec as rhe markerin cirecror
for GWs China programs.
A donor presented GW witb $250,000
for Cbina-reIated activity.
GEORGE WASHINGTON UNIVERSITY CHINA INITIATIVE
10
The PNEU is an important next step if GW is to
both build muscle and gain exibility in China. (See
PNEU document as a reference). The SIP Educa-
tional Bureau is a key stakeholder in this process GW
has embarked upon and it is important to establish
guanxi from the outset.
GWSB Board of Advisors member Brian Herrman
(B.B.A. 77) traveled to Suzhou with Dean Guthrie and
Rupani for the launch of the M.S. program in fall 2011.
Herrman gave a $250,000 gift to establish The Brian
and Cherie Herrman Global Initiatives Fund in support
of GWSBs strategic priorities in China. Through his ad-
vocacy, he is also raising visibility and helping to secure
additional funders.
The higher education market in China is constantly
changing yet it remains critical for future economic
growth. The GW teams report captured the trajectory
of change across time, offering insight into its future
direction. China currently educates about 20 percent of
its postsecondary student cohort, and it is driven to do
more. Proper funding, educating faculty and building
an academic culture are challenges, and a GW contrib-
utes to Chinas academic evolution.
GW in China in 2012
President Knapp and Provost Lerman examining plans for
Suzhou Industrial Park
Dean Guthrie with President Knapp and Provost Lerman
at GW campus in China
Dean Guthrie with Washington, DC Deputy Mayor Victor Hoskins
Provost Lerman, Dean Chen, President Knapp, Dean Guthrie
and Mr. Rupani visiting Renmin University
Brian Herrman with students in front of the White House
Jian Zhang and Min Shi, GWSB donors
GWs China campus in Suzhou
Contact:
Sanjay Rupani
China Initiative
George Washington University
srupani@gwu.edu