In 2004, the George Washington University suffered a major blow with one of its world
class research centers ultimately involving the Office of Inspector General, the Federal
Bureau of Investigation, and the federal court system.  This unforeseen incident
culminated in criminal and civil charges, departure of valuable faculty, loss of
reputation, and an alleged cost of $10 million to the university.  How could this have
happened, and is there any way that it might have been avoided?  More importantly,
can this take place at other universities, and what steps should be taken to ensure
that it does not occur?

There is no doubt the situation could have been avoided.  However, it would have
required major changes throughout the university system and in the attitudes of all
parties involved.  There is so much that goes on at every level of an academic
institution.  Detecting and fixing possible problem areas is a complex process that can
only be effectively achieved if every element in the system is coordinated, and faculty
and administrator attitudes change.  

This led to the development of a set of principals that, in concert with the proper faculty
education, can help any institution of higher learning avoid such detrimental mistakes.

How to Detect and Avoid Catastrophic Problem Areas in Sponsored Research

Abridged Guide
What Every Manager in Academics Should Know About Sponsored Research Pitfalls

So You Think Sponsored Research Policies and Procedures Are Not For You .... Well
Then You’d Better Read This

A chilling account of the events that took place at GW  that led to the demise of a world
class research program, individuals, and university, and lessons learned to help you
detect and avoid sponsored research pitfalls and catastrophic problem areas