Dear members of the UW community,
During the 2025-2026 academic year, we charged a Taskforce on Computing and Data Science to assess how the University of Washington can build on its strengths in computing, data science and artificial intelligence, both as foundational fields and as capabilities that advance work across disciplines. Today, we are sharing its final report and outlining the next phase of this work.
We thank co-chairs Andy Connolly and Kathy Yelick and all members of the Taskforce for their thoughtful and rigorous work. We are equally grateful to the faculty, staff, students, academic leaders and external partners who shared their perspectives. Their participation helped the Taskforce identify opportunities as well as the practical questions that any change must address.
The report elevates the ecosystem that motivated this discussion: exceptional strengths in computing, data science and artificial intelligence distributed across many schools, colleges and disciplines at the University of Washington. We agree with the Taskforce that the UW should connect, amplify and increase the visibility of those strengths. We have significant opportunities to deepen collaboration; strengthen the foundational fields of computing, data science and AI and make their capabilities more accessible across disciplines; expand educational opportunities and clarify student pathways; strengthen shared research and computational infrastructure; and make it easier for external partners to engage the breadth of the UW.
The Taskforce has recommended two significant organizational changes: a Federation of Information, Computing and Society and an independent Paul G. Allen School of Computer Science and Engineering, both reporting to the Provost. Both recommendations merit serious consideration, and we recognize that both would affect academic units, faculty, staff, students and university resources.
Rather than making a decision at this stage, we are initiating detailed work to understand how each might function, their academic, financial and operational implications, and whether they offer a feasible and sustainable path to advance our aspirations in computing, data science and AI. Any path we pursue should strengthen the University as a whole, including the Allen School, the College of Engineering, other foundational units and the disciplines that draw on their expertise.
We will establish two implementation committees to develop plans, assess feasibility and advise us. They will work in parallel and coordinate where their work intersects. Their membership and detailed charges will be announced in the coming weeks, and each will be expected to engage with faculty, staff and students and consult with relevant academic leaders, governance bodies and external partners.
The Federation Implementation Committee will propose the scope and an implementation plan for a federation that organizes collaborative efforts, including research and educational roles, governance and leadership, shared resources and infrastructure, external partnerships, relationships with participating units and milestones. It will consider how units of different sizes and organizational positions can shape priorities, access shared resources and participate in new initiatives while retaining the strength of their academic homes. Although the Taskforce focused primarily on Seattle campus programs spanning the College of Engineering, the School of Medicine, the iSchool, and the Allen School, computing, data science and AI are important areas of teaching, research and innovation at UW Bothell and UW Tacoma. The committee will engage colleagues on all three campuses to explore opportunities for participation and shared benefit.
The Allen School Implementation Committee will develop a plan for the possible establishment of the Allen School as an independent school if a decision is made to do so. The faculty in the Allen School recently voted to support this work. The committee will examine academic programs and accreditation, finances, administration and staffing, joint appointments and hiring, shared infrastructure, cross-unit programs, and existing institutional and external commitments. A central consideration will be how any proposed path supports the continued strength and growth of the College of Engineering, including opportunities in computing-enabled engineering, robotics, and AI. The committee will assess implications for staff and administrative functions, with attention to continuity, clarity, and appropriate support for employees. Throughout this work, the continuity and quality of academic programs will remain paramount, even as we explore ways to expand access and improve pathways to academic opportunities for our students.
During this exploration, we are inviting the Interim Director of the Allen School to participate in the Board of Deans and Chancellors. The scale and reach of the Allen School make its perspective valuable in university leadership discussions. This step recognizes the need for that perspective independent of any future decision about administrative structure.
Both committees will report to us by the end of winter quarter 2027. We will review their analyses and recommendations and communicate next steps during spring quarter 2027. If we determine that the resulting plans should move forward and are feasible, any proposed organizational or academic changes will proceed through the University’s established processes, including applicable Faculty Senate and Board of Regents review and approval. Subject to those processes, our goal would be to work toward implementation by the end of the 2027-28 academic year.
The question before us is how best to enable the people and programs that have made the UW a leader in these fields to accomplish more together. We appreciate the foundation the Taskforce has provided and look forward to continued engagement as this work moves ahead.
Sincerely,
Robert J. Jones
President
Tricia R. Serio
Provost and Executive Vice President for Academic Affairs