Toolkits – Strategic Plan

Higher education is experiencing rapid change, and public universities are being asked to demonstrate their value more clearly than ever. Evolving workforce needs, new technologies, shifts in public confidence and significant policy changes are reshaping the landscape in which the UW operates.

This plan provides a shared roadmap for how the University will advance its mission and maximize its impact over the next five years. Organized around four pillars, it articulates the University’s aspirations and focuses effort where it can have the greatest impact for students, communities, Washington state and the world.

The plan establishes a shared vision, four pillars, objectives, goals and actions to guide the University over the next five years.

It provides a framework for decision-making, investments and collaboration across the institution while creating a foundation for implementation, accountability and progress measurement.

The plan establishes direction; it does not prescribe every action.

It does not replace local planning, resolve every challenge facing the University or provide detailed guidance for every program, policy or budget decision. Schools, colleges and units will continue to make decisions appropriate to their missions and circumstances while aligning with the University’s broader direction.

A vision and four pillars provide the foundation for the University’s strategic direction. Each pillar includes objectives, goals and actions that define how the University will advance the plan’s vision over the next five years.

The plan was developed through extensive engagement with faculty, staff, students, alumni, community partners and other stakeholders.

Throughout the planning process, participants emphasized the importance of building on the University’s existing strengths while preparing for emerging opportunities. As a result, the pillars balance investments in core activities, emerging areas of opportunity and future innovation.

Like any strategic plan, this one reflects choices. The goal was not to capture every activity across the University, but to focus attention on the areas most likely to make a meaningful difference over the next five years.

Implementation will begin immediately following the launch of the plan in autumn quarter 2026. Initial efforts will focus on establishing governance structures, developing pillar workplans, confirming metrics and identifying near-term goals and actions.

Implementation will occur over multiple years, with regular opportunities to assess progress, make adjustments and build on lessons learned.

The plan is intended to guide the University from 2026 through 2030. Progress will be reviewed regularly, and the plan may be refined as conditions change and new opportunities emerge.

The plan is intended to help guide institutional decision-making by providing a shared framework for evaluating opportunities and investments.

While the plan does not determine individual budget decisions, it will help inform how the University assesses proposals, allocates effort and pursues opportunities that advance its goals and objectives.

The full strategic plan includes descriptions of each pillar, along with the associated objectives, goals and actions. Readers are encouraged to explore the complete plan to learn how the pillars work together to advance the University’s vision and strategic direction.

Progress will be measured through pillar workplans, milestone tracking, metrics and regular reporting.

The University will assess implementation and outcomes, share updates with the community and use what it learns to strengthen future efforts.

Not necessarily. Many schools, colleges and administrative units already have plans that align with the University’s strategic direction.

Units should review their plans and determine what updates are needed to strengthen alignment with the vision, pillars, objectives, goals and actions outlined in the plan. The goal is coordination across the institution, not a uniform planning process.

Big Bets are opportunities where focused investment, partnership and sustained institutional attention could significantly advance the University’s goals and expand its impact.

While the plan establishes the University’s vision, pillars, objectives, goals and actions, Big Bets identify opportunities where concentrated effort may help advance those aims more rapidly.

The plan and Big Bets are designed to work together.

The plan establishes the University’s overall direction through its vision, pillars, objectives, goals and actions. Big Bets identify select opportunities where focused investment and partnership may accelerate progress toward those goals and amplify impact.