Yale University Global Strategy, 2019–2022
Yale University Global Strategy, 2019–2022 • December •
Yale University Global Strategy, 2019–2022
Global engagement is core to Yale’s mission as one o the world’s great universities.
Yale University’s global strategy urthers the goals outlined in the March report
o the Provost’s Advisory Committee on International Aairs and the November
report o the Provost’s Advisory Committee on the Future o the Jackson Institute.
The Committee on International Aairs proposed the ollowing high-level aspirations
that are both ambitious and attainable over the course o the next decade:
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Be the university that best prepares students or global citizenship and leadership
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Be a worldwide research leader on matters o global import
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Be the university with the most eective global networks
This paper outlines a global strategy or the next three years to help Yale achieve these
aspirations. It is based on eedback to the earlier reports, budgetary and other resource
considerations, and broader university priorities. The actions outlined here, taken
across broad swaths o Yale, will enhance Yale’s global leadership in education and
research. The ollowing nine main actions will orm the ocus o the university’s global
strategy or the next three years:
To prepare students or global citizenship and leadership:
. Create the Yale Jackson School of Global Aairs, to open in , with the goal
of becoming one of the world’s leading centers for research and teaching on
policy issues of maximum global importance.
. Continue Yale’s steadfast commitment to its international students and
scholars, provide outstanding support for the international community on
campus, and be the preferred destination for those coming to the United
States for study and scholarship.
. Support international initiatives and activities across all Yale schools,
including curriculum development, online education, and opportunities to
enhance Yale’s global educational impact.
Online at https://world.yale.edu/sites/deault/files/files/International_Aairs_Report_Final.pd
and https://provost.yale.edu/sites/deault/files/files/JacksonReport___.pd, respectively.
Yale University Global Strategy, 2019–2022 • December •
To be a worldwide research leader on matters o global import:
. Launch the Yale Institute for Global Health () to improve and accelerate
health and health equity for people worldwide through high-impact research
and education.
. Advance world-leading Yale faculty research and practice on international
matters such as arts, culture, economy, society, law, and the environment in
coordination with Yale’s academic priorities in the arts, humanities, social
sciences, and other fields.
. Champion international collaboration on scientific and scholarly endeavors,
especially in those areas prioritized by the University Science Strategy.
To be the university with the most eective global networks:
. Strengthen connections between Yale’s campus in New Haven and Yale’s major
overseas collaborations, programs, and centers, such as Yale-NUS College
in Singapore, Yale Center Beijing, and the Paul Mellon Centre for Studies in
British Art in London.
. Enhance international communications and deepen engagement with Yale
alumni, friends, prospective students, and other stakeholders abroad.
. Extend mutually beneficial global partnerships and networks, especially
where Yale has strong historical ties and successful collaborations already
underway.
Specific Actions Preparing Students
for Global Citizenship and Leadership
. Yale Jackson School of Global Aairs
Create the Yale Jackson School o Global Aairs, to open in , with the goal o
becoming one o the world’s leading centers or the study o policy issues o maximum
global importance.
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Faculty hiring: The aculty recruited to orm Jackson’s core should represent the same
high level o excellence as the university’s top departments and should in act raise
those standards. It is more important to hire the best aculty than to fill positions
quickly. We expect that it may take up to a decade to arrive at a ull complement o
approximately thirty proessors. The university should measure Jackson’s success in
terms o the excellence o the aculty attracted and retained. Some o the ounding
aculty may be existing Yale aculty who are jointly appointed either temporarily or
permanently to Jackson. Given the long-term horizon or attracting aculty, the main
goal or the next three years is to attract several top candidates and make initial oers.
Yale University Global Strategy, 2019–2022 • December •
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Research leadership: As Jackson develops, its aculty members should be known or their
leadership in research with policy implications. This should be measured according
to traditional academic impact, with special consideration or academic work that can
be translated into policy improvements. We expect that the presence o practitioners
and students will strengthen the research o the aculty and will allow that research to
have greater relevance to policy making. Unlike some policy schools, however, Jackson
will emphasize traditional academic criteria rather than, or example, publication in
non-academic journals. Our academic leaders should seek to translate their results
or the broader policy audience, but they should continue to produce field-leading,
peer-reviewed, original research. Because research quality cannot be easily evaluated
on an annual basis, we propose a review in five years’ time to measure overall quality o
research output.
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Educational programs: Global issues are becoming increasingly complex and thereore
require multidimensional approaches and solutions. Jackson’s course oerings leverage
Yale’s well-established tradition o strength in the our cornerstone disciplines o global
aairs (history, law, political science, and economics) and the unmatched academic
diversity o aculty drawn rom across the university. We are in the process o reviewing
the master’s degree curriculum and considering creation o an ... (Master o Public
Policy) degree in Global Aairs to replace the current .. (Master o Arts). We would
implement the new curriculum over the next two years.
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Joint degrees: One o the great strengths o the Yale ecosystem or global aairs is the
presence o leading proessional and graduate schools. Jackson will develop more joint
programs with these schools and ensure that the best students are attracted to them.
There is also a need or a fih-year program that will allow Yale undergraduates to
pursue a master’s degree at Jackson. These should be introduced within the next three
years.
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Greenberg World Fellows Program: The World Fellows program attracts talented and
accomplished leaders rom a wide range o proessions and perspectives to spend the
all semester at Yale, where they urther develop their visions o how to make the world
a better place through a weekly seminar, salon, and classes; and improve their commu-
nication skills through training in negotiations, persuasion, and media. Over the next
three years—and driven by its values and vision—the program will develop new part-
nerships and platorms to enable its network o over ellows to remain connected
with Yale globally and to ampliy the contributions they make locally to oster the
“good society.”
Yale University Global Strategy, 2019–2022 • December •
. Students and Scholars
Continue Yale’s steadast commitment to its international students and scholars,
provide outstanding support or the international community on campus, and be the
preerred destination or those coming to the United States or study and scholarship.
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President Salovey has issued a strong statement about Yale’s steadast commitment
to its international students and scholars.
Yale continues to advocate or government
policies that support the ability o international students and scholars to study and
work in the United States.
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Yale encourages all admissions oces to consider applicants on their merits, without
regard to nationality, while also recognizing that in order to make this goal a reality
in some proessional schools the university may need to und additional financial
aid or international students. (Many key unding sources are limited to domestic
students.) The Vice President or Global Strategy has convened a task orce o repre-
sentatives rom all Yale admissions oces to assess admissions practices, successes,
and challenges, including the need or additional financial aid resources. The group
has discussed ways they can help each other as well as whether any common resources
would be valuable. Undergraduate admissions ocers report that oen a quarter o
questions they receive at international recruiting events concern graduate and proes-
sional programs. The task orce is considering ways that current outreach activities can
support other schools, such as preparing a one-page brochure to hand out at events.
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The Oce o International Students and Scholars () continues eorts to support
international students and scholars who may ace immigration challenges, including
(Deerred Action or Childhood Arrivals) and undocumented students, and to
advocate or improved U.S. immigration policies and processing.
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The Global Network or Advanced Management () is only six years old and has
already proven to be a valuable resource or Yale School o Management and the other
thirty member business schools. will continue to seek opportunities to use the
network in new ways, in particular to support collaborative research.
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Yale’s our schools o the arts—Art, Architecture, Drama, and Music—are among the
most global o Yale’s proessional schools. Faculty and students in each build on long
histories o international engagement while addressing topics and techniques that
transcend national boundaries. Many regularly perorm or exhibit abroad. Today, these
schools have our o the five highest international student enrollment percentages
among all the schools at Yale, recruit leading scholars and practitioners rom around
the world, and send students abroad regularly as part o their educational experiences.
See https://president.yale.edu/yale-s-steadast-commitment-our-international-
students-and-scholars.
Yale University Global Strategy, 2019–2022 • December •
They will continue to explore curricular, artistic, and aculty exchanges with leading
global partners.
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Yale Law School has made a vital contribution to the development and proessional-
ization o the legal academy across the globe. Its graduate education program, which
brings in twenty-five to thirty .. (master’s) students and seven to nine ...
(doctoral) students each year, nearly all o them rom abroad, provides ull need-blind
financial aid and specifically targets uture legal academics. Its graduates sit on the
highest courts in their lands, and they sta the very top law schools everywhere rom
Brazil, Chile, and Argentina to Germany, Israel, India, Australia, and the Philippines.
Yale Law School’s need-blind and academic ocus is unique among our peers, and Yale
intends to remain the gold standard or academic law across the globe.
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The Graduate School o Arts and Sciences () continues eorts to expand its
exchange programs with international partners in order to support collaborative aculty
and graduate student research. currently has over twenty ormal agreements with
institutional partners in Europe and Asia and hopes to expand geographically in the
uture.
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New dual-degree programs will be explored with selective institutions. Such programs
already exist with Shanghai Jiao Tong University, Tsinghua University, and Zhejiang
University (all in China) in public health and environment, as well as with several
business schools that are members o the . These programs can serve as valuable
ways to identiy outstanding students who are excellent candidates to complete their
studies at Yale.
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The Yale Young Global Scholars () program will expand rom slightly under
, participants attending sessions at Yale to , in summer , when the
program will move to Old Campus. The expansion will eature the return o a recently
created, humanities-ocused session, “Literature, Philosophy, and Culture,” and a new
cross-disciplinary session titled “Solving Global Challenges,” in addition to popular
social science and science sessions. will look to expand somewhat in subsequent
summers while continuing to remain highly selective in admissions.
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The Oce o International Aairs () will support some small, targeted recruitment
eorts or the next three years. The first is a meeting called Seminars in Biomedical
Sciences, organized in Brazil by Yale proessor Marcelo Dietrich. This three-day
seminar series brings together investigators rom Yale and top universities in Brazil.
The goal is to highlight cutting-edge science research and identiy talented students.
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worked with Yale’s Biological and Biomedical Sciences () program to launch a
joint eort with the Brazilian Federal Agency or Support and Evaluation o Graduate
Education () to recruit top graduates rom institutions in Brazil and partially
und their studies at Yale. This is similar to the China Scholarship Council–Yale World
Yale University Global Strategy, 2019–2022 • December •
Scholars Program in Biomedical Sciences, launched in , through which a total
o top graduates rom nine premier institutions in China have received oers o
admission to Yale and have enrolled. To date, thirty-seven have received a Ph.D.
and five have earned a master’s degree. and have started work on a similar
program or top Korean students. will work with to explore opportunities
or similar programs in a limited number o fields.
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and Yale Conerences & Events are refining their support or short-term,
nondegree programs in order to expand programs that enhance Yale’s reputation
and impact in targeted areas and to assist schools and units that do not have their
own teams or these programs. (Current programs include the China-Yale Advanced
University Leadership Program and the Leadership Forum or Strategic Impact, a
program or senior Arican women leaders.) They are currently working with Yale
School o Medicine to create a program or medical school and hospital leaders at
Xiangya School o Medicine in China.
. Curricular Initiatives
Support international initiatives and activities across all Yale schools, including curric-
ulum development, online education, and opportunities to enhance Yale’s global
educational impact.
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Yale College will continue to collaborate with the Jackson Institute or Global Aairs on
the Global Aairs major and the Global Health multidisciplinary academic program.
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Yale College’s Center or International and Proessional Experience will develop inno-
vative new study abroad programs that oster interdisciplinary study and experiential
learning.
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The university will continue support or language learning and promote urther study
through innovative curricular approaches. Yale has a history o leadership in oreign
language pedagogy, a strong undergraduate language requirement, and a wide-ranging
program in less-taught languages.
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Yale Divinity School has identified several strategies or creating greater opportunities
or interaith engagement with other schools and departments within Yale as well as
around the world. For example, the school plans to establish a yearly travel seminar to
an international site o active aith-to-aith encounter. The school’s mission statement
emphasizes its commitment to “scholarly engagement with Christian traditions in a
global, multiaith context.”
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Yale currently oers twenty-our massive open online courses (s) on the
Coursera platorm. Our portolio has collectively enrolled more than . million
learners, with approximately o those learners coming rom outside North
America. We plan to continue this expansion and consider strategies or continuing to
reach a global audience.
Yale University Global Strategy, 2019–2022 • December •
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A one-year certificate program is oered through the Center or Business and the
Environment at Yale, jointly sponsored by the Schools o Forestry & Environmental
Studies and Management. The key objective o this program is to help proessionals
understand the interplay o the financial, technological, and socioeconomic drivers in
financing and deploying clean energy. The initial cohort o seventy-six students began
the one-year program in August . The program will be reviewed aer three years
and assessed as a potential model or other certificate programs.
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The Climate Change and Health certificate program o the Yale School o Public Health
equips learners to address the mounting threat o climate change by enabling them to
plan strategies to increase their communities’ resilience to the adverse health conse-
quences o climate change and motivate positive changes in climate-related behaviors.
In order to meet these objectives, the school recruits a diverse group o learners in each
cohort. Although we are considering changes or uture versions o the program to
increase the number o international students, the first two iterations attracted students
rom seventeen countries other than the United States, including Mozambique, Fiji,
Nigeria, Botswana, and India.
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The Vice President or Global Strategy and the Poorvu Center or Teaching and
Learning are working with the Yale Alumni Association to develop a new approach to
Yale online course oerings. Priorities or which courses to develop will center on best
serving the interests o alumni and appealing to a general audience, such as a series
ocused on Yale’s strengths in the humanities. Another strand is courses that support
the proessional schools in educating students who are not able to move to New Haven,
such as the hybrid ... (Doctor o Nursing Practice) degree program oered by the
School o Nursing or the online Physician Associate program oered by the School o
Medicine.
Specific actions supporting worldwide research
leadership on matters of global import
. Yale Institute for Global Health
Launch the Yale Institute or Global Health () to improve and accelerate health
and health equity or people worldwide through high-impact research and education.
•
The is the ocal point or global health at Yale, bringing together expertise
and knowledge rom across campus with partners around the world. With a center
o gravity close to the Yale Schools o Medicine, Nursing, and Public Health,
represents a university-wide mission. By actively collaborating across disciplines and
seizing opportunities or innovation, aims to speed the translation o new scien-
tific discoveries into better health or all.
Yale University Global Strategy, 2019–2022 • December •
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Faculty aliation and mentorship: The will provide support or Yale aculty and
trainees to successully compete or unding or research and programs ocused on
global health. In addition, is nurturing interdisciplinary networks o aculty
ocused on child health, malaria, noncommunicable diseases, planetary health,
vaccines, and research and programs in Uganda. Further, in early will
launch a competency-based mentorship program or Yale aculty who are interested in
establishing or strengthening global health research partnerships.
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New global health programs: To promote new research and programs in global health at
Yale, sponsors:
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the Hecht Global Health Faculty Network Award, which is ocused on unding
activities that are critical to the initiation o new research and work in international
settings;
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the Sustainable Health Initiative, a global health entrepreneurship accelerator or
early stage start-ups striving to impact the world through social, health, and envi-
ronmental solutions based in India;
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ellowships that will prepare the uture generation o global health proessionals
through a comprehensive, multiaceted program;
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a program in ethics where the ethical aspects o global health clinical, research, and
educational opportunities pursued by Yale students, aculty, and their global health
partners will be discussed and addressed.
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Summer program: Yale Summer Session is launching a joint program in global health
with Central South University’s () Xiangya School o Medicine in China. The
program will bring together fieen undergraduates rom each institution or six weeks
in the summer. Yale has a long connection with dating back to when the Yale-
China Association helped to ound Xiangya Medical College in .
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Medical student opportunities in China: The Yale School o Medicine Oce o
International Medical Student Education is exploring opportunities to expand its
Medical Student Program to Advance Leadership and Scholarship beyond Xiangya
School o Medicine. The program allows students enrolled in China to spend two
years at Yale broadening their research and clinical experience as physician scholars-
in-training. Discussions are underway to expand this program to Shanghai Jiao Tong
University School o Medicine.
. Research on International Matters
Advance world-leading Yale aculty research and practice on international matters such
as arts, culture, economy, society, law, and the environment in coordination with Yale’s
academic priorities in the arts, humanities, social sciences, and other fields.
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The committee identified a broad set o research topics on specifically international
matters in which Yale has the potential to provide unique leadership and to prepare our
Yale University Global Strategy, 2019–2022 • December •
students or lives o service and leadership on the global stage. These include the health
o the planet and o global populations; the governance and institutions o society; the
growth and inclusiveness o economies; and the study, preservation, and creation o
culture. The committee recognizes that Yale schools, departments, and aculty are in
the best position to determine the most promising and productive areas or research in
their fields, but allocation o some resources to encourage collaboration across disci-
plines and schools may enhance Yale’s overall impact.
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Yale will seek new ways to use the university’s convening power to improve inter-
national engagement through educational, cultural, and diplomatic exchanges that
connect Yale researchers to national and international policy makers and scholars.
Noteworthy examples include the Jackson Institute’s programs with ormer secretaries
o state John Kerry and Henry Kissinger and programs organized by ormer president
o Mexico Ernesto Zedillo through the Yale Center or the Study o Globalization,
which generate high impact and visibility. Yale’s many visiting scholar programs, such
as the Fox Fellowships, also strengthen such networks with more junior participants.
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The MacMillan Center continues to strengthen connections across schools through
its area studies councils and programs and, where it makes intellectual sense, to
encourage collaborations that cross traditional geographic boundaries. For example,
in all the Council on Latin American and Iberian Studies sponsored a conerence
on the uture o Brazilian studies in the United States that was attended by aculty
rom numerous schools and departments at Yale and other universities. The coner-
ence eatured an emphasis on health, environment, urban, and collaborative research
while maintaining a strong ocus on the humanities and social sciences. Plans include
publishing a book o proceedings, entitled The Road Ahead. Similar eorts ocused
on South Asia may be timely in the next three years given the arrival at Yale o several
prominent aculty who work in the region.
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The Provost’s Oce will seek ways to oster collaborations and connections among
Yale’s many institutions ocused on international matters—such as departments in the
Faculty o Arts and Sciences, the Jackson Institute, MacMillan Center, International
Security Studies, Brady-Johnson Program in Grand Strategy, Institution or Social and
Policy Studies, Economic Growth Center, International and Development Economics,
the Paul Tsai China Center at Yale Law School, and the Gruber Program or Global
Justice and Women’s Rights at Yale Law School.
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The Gruber Program annually invites international aculty to give seminars on timely
issues and will explore ways to expand the impact o these sessions. The program also
convenes the Global Constitutionalism Seminar every all, bringing together judges
and justices and academics rom around the world; while the seminar is closed to the
public, there are sessions open to students.
Yale University Global Strategy, 2019–2022 • December •
. Science Strategy
Champion international collaboration on scientific and scholarly endeavors, especially
in those areas prioritized by the University Science Strategy.
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Yale will continue to integrate science, technology, engineering, and mathematics
() disciplines and entrepreneurship into the university’s global eorts.
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Yale receives substantial support or projects and programs having an international
dimension. The university will continue to acilitate international research partner-
ships that may provide opportunities or expanding Yale’s research impact, or example
by oering larger populations or clinical trials or viewing humanistic disciplines in
a more international light. O particular importance are fields and fields asso-
ciated with innovation and entrepreneurship. is working to share with partner
universities around the world the priorities outlined by the University Science Strategy
Committee:
integrative data science; quantum science, engineering, and materials;
neuroscience, rom molecules to mind; science o inflammation; and planetary solu-
tions. The ocus will be both on current strategic partners and on expanding appro-
priate collaborative research, student exchanges, and dual-degree programs.
•
The Institute or the Preservation o Cultural Heritage () will work to develop
new programs that link and Yale expertise with heritage communities world-
wide, and create innovative educational and proessional development programming in
countries outside o North America and Europe.
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will complete a canvass o government- and oundation-sponsored scholarship
programs and establish a ormal relationship with these programs as needed to acili-
tate support or students.
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The Gruber Science Fellowship will continue to be used to recruit top international
science graduate students, among others.
Specific Actions Supporting Effective Global Networks
. Overseas Collaborations, Programs, and Centers
Strengthen connections between Yale’s campus in New Haven and Yale’s major over-
seas collaborations, programs, and centers, such as Yale-NUS College in Singapore,
Yale Center Beijing, and the Paul Mellon Centre or Studies in British Art in London.
•
As noted above, will ocus eorts on a small number o strategic partner institu-
tions such as University College London, NUS, and Monterrey Tec. will continue
support or activities, especially in Arica and China, with institutions (universities and
other organizations) where collaborations advance university priorities.
Online at https://provost.yale.edu/news/report-university-science-strategy-committee.
Yale University Global Strategy, 2019–2022 • December •
•
The New Haven oce o Yale-NUS College will lead renewed eorts to support
the symbiotic relationship between Yale-NUS College and Yale University through
requent aculty and student exchange and the development o shared programs. It
will encourage study at Yale-NUS College by Yale College students through ellow-
ships and support aculty proposals or specific courses o study, or example an urban
studies program that leverages Singapore. These eorts will continue the university’s
leadership in the development o liberal education throughout Asia and beyond.
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Yale Center Beijing has become an important center or inormal exchange as well as a
site or sharing Yale’s research and educational programs with a broad Chinese audi-
ence. Yale Center Beijing and Yale-NUS College will look or opportunities to collab-
orate so that more events may be held allowing aculty to share their expertise with
audiences in Asia.
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The Paul Mellon Centre or Studies in British Art in London, while continuing its
core research role o championing new ways o understanding British art history
and culture, will also enhance programs such as Yale in London that oer educa-
tional opportunities to Yale students, and will serve as Yale’s “embassy” in the United
Kingdom.
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The university has a number o more specialized projects around the globe, generally
advancing the research priorities o the aculty and requently also oering educational
opportunities or students.
. Communications
Enhance communications and deepen engagement with Yale alumni, riends, prospec-
tive students, and other stakeholders internationally.
•
The Oce o Public Aairs and Communications (), the Yale Alumni
Association, and will develop and coordinate an eective strategy or communica-
tion with opinion leaders and alumni abroad. Enhancing Yale’s reputation around the
world is crucial to many aspects o the university’s mission, rom admissions recruiting
and undraising, to government relations and collaborations. Communications sta
working in the Division o Global Strategy will work closely with to support its
communications priorities, including the recently launched YaleToday e-newsletter.
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The university will work with programs such as the Greenberg World Fellows and Fox
Fellowship to deepen engagement with current and past ellows.
Yale University Global Strategy, 2019–2022 • December •
. Partnerships
Continue to build mutually beneficial partnerships and networks, especially where Yale
has strong historical ties and successul collaborations already underway.
•
has craed and will continue implementation o a ormal Arica Initiative strategy
and is preparing papers on strategies in other regions.
•
has identified partner universities in most regions o the world with which Yale
already has strong relationships and where it would be relatively easy to expand collab-
oration. Faculty who are seeking university partners are encouraged to consult .
will develop a stang model in which director-level sta will be responsible or
managing each o these relationships in partnership with aculty members.
•
The university will continue to seek out partnerships and networks that transcend
particular regions. One such partnership is Yale’s collaboration with the Smithsonian
Institution’s international programs. Examples o such networks coounded by
Yale include the and the Global Consortium or the Preservation o Cultural
Heritage. Another is the International Alliance o Research Universities, launched in
to allow administrators o leading universities worldwide to learn rom each other
through sta exchanges, sharing best practices on a wide range o topics, and bench-
marking projects.
Coordination of Efforts
The strategies described above and other international projects must be adequately
supported.
•
The International Operations and Compliance Committee () will continue to
support projects abroad, ocusing in on possible inrastructure needs to support
aculty research in India and Uganda. Other countries may warrant similar attention.
Where we do not have a physical presence, will continue to make best possible
use o partnerships with other universities and s to acilitate and support the work
o aculty and students.
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Yale continues to support international travel saety and security through responsibil-
ities coordinated by , risk management, and Yale Health. Yale’s travel assistance
program has transitioned rom Global to International (). With ,
the Yale community gains access to more robust travel saety resources, including
additional training and travel intelligence options and, in most cases, supplemental
out-o-country medical care coverage. All Yale community members will continue to
be automatically enrolled in Yale’s travel assistance plan or business, educational, and
pleasure travel. The will consider the merits o creating a position or unit dedi-
cated to the saety and security o Yale travelers.
Yale University Global Strategy, 2019–2022 • December •
•
The university’s new International Research, Programs, and Activities policy supports
international research while also monitoring risks and ensuring compliance with laws,
regulations, and ethical principles.
The Vice President or Global Strategy, working
with the and the Vice Provost or Research, will continue to mitigate risks
while expanding the university’s global reach as one o the world’s leading research
institutions.
Pericles Lewis
Vice President and Vice Provost for Global Strategy
Douglas Tracy Smith Professor of Comparative Literature
Online at https://your.yale.edu/policies-procedures/policies/-international-research-
programs-and-activities.
Yale University Global Strategy, 2019–2022 • December •
Provost’s Advisory Committee on Global Strategy
David Bach, Deputy Dean for Executive Programs and Professor in the Practice of
Management, Yale School of Management
Julie Braverman, Associate Vice President, Oce of Development
Cynthia Carr, Deputy General Counsel
Weili Cheng, Executive Director, Yale Alumni Association
Jane Edwards, Dean of International and Professional Experience; Senior Associate Dean,
Yale College
Donald Filer, Associate Vice President for Global Strategy
Oona Hathaway, Gerard C. and Bernice Latrobe Smith Professor of International Law and
Professor of Political Science; Director, Center for Global Legal Challenges, Yale Law School
Jaehong Kim, Henry P. Becton Sr. Professor of Engineering
Pericles Lewis, Vice President and Vice Provost for Global Strategy; Douglas Tracy Smith
Professor of Comparative Literature (Committee Chair)
Eddie Mandhry, Director for Africa and the Middle East, Oce of International Aairs
Saad Omer, Director, Yale Institute for Global Health; Susan Dwight Bliss Professor of
Epidemiology of Microbial Diseases, Yale School of Public Health; Professor of Medicine,
Yale School of Medicine
Catherine Panter-Brick, Bruce A. and Davi-Ellen Chabner Professor of Anthropology,
Health, and Global Aairs; Head of Morse College
Pamela Schirmeister, Deputy Dean and Dean of Strategic Initiatives, Yale Graduate
School of Arts and Sciences; Dean of Undergraduate Education and Senior Associate Dean,
Yale College
Jing Tsu, John M. Schi Professor of East Asian Languages and Literatures and of
Comparative Literature; Chair, Council on East Asian Studies
Steven Wilkinson, Henry R. Luce Director, MacMillan Center for International and Area
Studies; Nilekani Professor of India and South Asian Studies and Professor of Political Science
and International Aairs; Chair, Department of Political Science
Ted Wittenstein, Deputy Director for Leadership Programs, Jackson Institute for Global
Aairs; Lecturer in Global Aairs
