Strategic Framework 2026–2030
Built for the moment — advancing the future
Pillar 4
Stewarding and growing the people and resources that support our mission and strategic initiatives
The University of Washington cares for our people, resources and places to create lasting value for Washington, the nation and the world. This work is guided by our public mission and helps the University remain strong through clear values, strong leadership and long-term planning. Stewardship is not a goal in itself. Instead, it is a pathway to ensure the UW has the people, tools, facilities and reliable financial resources needed to support the excellence, innovation and service to which we aspire in this strategic framework.
By strengthening this foundation, the UW will build a more inclusive culture, improve how we work and encourage innovation through better coordination across our three campuses, UW Medicine and other UW locations. Ultimately, this effort supports the other three pillars by strengthening the University’s long-term resilience and capacity.
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Objective 4.A.
Advancing operational excellence
To sustain and enhance the University’s teaching, research and health missions, the UW will organize our operations to be more effective, service-oriented and responsive. This work will position us to set a strong example for how universities operate more efficiently. We will better steward our resources on behalf of the public by advancing sustainability and reducing carbon emissions, modernizing core administrative services through technology-enabled shared environments and adjusting our administrative operating model to meet changing needs. By partnering with employees, we will strengthen a culture of continuous improvement that enhances service quality, elevates institutional performance and allows employees to focus on work that matters most.
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Objective 4.B.
Strengthening our financial future
To advance our mission, the UW must be financially strong, agile and adaptable. The funding model of the past will not support our future goals. We will explore new ways to generate revenue, anticipate and address revenue challenges, strengthen the finances of UW Medicine and other units under pressure and manage risk with care and transparency. We will also increase transparency and accountability through Incentive Based Budgeting. This effort will help align University resources, as well as those from the UW’s next philanthropic campaign, with initiatives that deliver the greatest benefit to the public.
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Objective 4.C.
Working as one UW
The UW will build on the shared strengths of the Bothell, Seattle and Tacoma campuses to enhance education, community engagement and student career preparation while honoring each campus’ unique role and identity. To do so, we will improve processes and systems to strengthen our tri-campus network through shared responsibility and clearer decision-making. This includes expanding shared academic offerings, simplifying policies such as intercampus credit transfers and improving other processes so students, faculty and academic resources can move more easily across campuses.
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Objective 4.D.
Thriving together
The UW’s public impact is powered by the people who carry out our mission every day. We will broaden investments in employees’ growth by enhancing leadership and professional development opportunities, strengthening career pathways and building systems that support fair and sustainable workloads. As technology changes how work is done, we will support continuous learning and help employees adapt to new roles so innovation strengthens our workforce. We will also strengthen a culture that treats mental health and well-being as essential to learning, discovery and meaningful work. Together, we will better cultivate an environment grounded in service, accountability and the opportunity for everyone to succeed.