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The听University听of Washington听is dedicated to excellence in all that we do, and we can see the impact of that dedication in the lives of our students, our patients and the people and communities across Washington and around the world who benefit from our research, scholarship and service.听听

Yet even as the UW is home to excellence in countless fields and disciplines, our highly decentralized model creates extra bureaucracy听and risk听across all levels. As an example, there are at least 31 different pathways and approaches to processing a vendor invoice at the UW. At the same time, our research administration costs are higher than our Big Ten and similar peers. These are examples of how we are spending time and money on administrative tasks rather than our mission.听

For faculty and staff, this model means unnecessary duplication of effort as they create听bespoke听processes and systems. For partners and vendors, it makes the UW harder to work with. Extra bureaucracy and non-standard processes are听no one鈥檚听priorities, yet our resources are being spent to support听them.听As stewards of public resources, that听must change.听

This mindset is the essential foundation to the success听of our听听in 15 years,听which we are moving to finalize this academic year.听It is also听vital to the success of听the UW鈥檚 mission now and in the years ahead, and to avoiding unplanned, hasty actions in response to state and federal budget pressures.鈥�

That听is why we are sharing this information about a range of efforts grouped under听鈥淯niversity of听Washington听Operational Excellence鈥澨齨ow,听to ensure that听we听transparently听engage our听University听community in the听essential听planning to launch this foundation.听听

What is听UW听Operational Excellence?听

We define UW Operational Excellence not a series of projects, but as a shift in the way we operate, with the aim to raise our administrative functions to the same level of excellence as our teaching, research, service and patient care. 听

This effort will take a technology-enabled approach. Rather than simply moving existing processes into new organizational structures, we will redesign administrative work alongside modernization of enterprise platforms,听leveraging automation and AI where appropriate, and intentional听integration at the interfaces of听administrative functions. These changes will be sequenced carefully with the University鈥檚 transition to Incentive Based Budgeting (IBB) to ensure financial transparency and long-term sustainability.听

UW听Operational Excellence is the connective framework that will coordinate and strengthen many of the UW鈥檚 existing efforts to build a more sustainable and mission鈥�aligned operational foundation. These听existing听efforts include Together We Thrive, Research Resilience and Transformation,听and Integrated Resources within the School of Medicine, which are addressing听structural, process or capacity challenges.听Finance administration, research administration,听and听information technology听will be included in the first phase of this work听and听will include alignment of enterprise technology platforms to support standardized processes and reduce duplicative systems.听

We recognize that both the lead鈥�up to change and change itself can feel unsettling. Teams have听established听strong relationships and familiar ways of working, and听it鈥檚听natural to feel apprehension as we explore doing the work differently. Our commitment is to approach this work with transparency and collaboration across our campuses, schools, colleges, and administrative units, recognizing听that听unique needs exist and committing to听optimizing听in a way that is right for the UW. Drawing on what听we鈥檝e听learned from past efforts鈥攊ncluding听what worked well and, as importantly, what听didn鈥檛鈥攐ur aim is to foster shared ownership,听maintain听transparent and open communication听and听ultimately create听meaningful and positive change.

You can learn more about these efforts at a new webpage, but in short,听they will involve the creation of multiple teams across the UW听that bring together units with similar missions,听functions听and operational environments and with attention to balancing workloads to听provide听consistent service. This approach is not about adding a new layer of bureaucracy, but about simplifying how administrative work is organized and supported.听听

What are the benefits of听UW听Operational Excellence?听

For employees in the teams, many of whom are the only ones in their units in their type of job, there will be new opportunities for professional growth without leaving the University. There will also be the ability to learn from teammates, share best听practices听and听relieve the pressure of being听the only person doing their role, for example when they are on vacation or out sick.听听

For the faculty, students,听staff听and units being supported, these teams are designed to reduce the administrative burden. Rather than relying on one or two individuals, units will have access to a team-based support model enabling more consistent service, with a designated听point听person who can help guide requests and ensure they reach the right specialists.听Streamlined processes will allow for more proactive, strategic support from central units to听facilitate听partnerships and research across units.听听

How will this effort be different?听

We听will听undertake this effort in partnership听with听administrators,听faculty,听and staff,听with听compassion for affected employees and听a听strong听commitment to transparency. That starts with recognizing that the Workday Finance rollout has been听very challenging,听listening to the University community,听and learning from that experience in how we are moving forward with听UW听Operational Excellence. It also means learning from听the UW School of Medicine鈥檚听Integrated Resources effort.听听

When there are听impacts听on staff, we will prioritize efforts where natural transitions鈥攔etirements, departures for other jobs鈥攁re possible rather than layoffs. UW Human Resources will provide strategic guidance and support throughout these processes, reinforcing a human-centric approach. Administrative functions will transition at different听paces听and听scope may differ by administrative discipline, but importantly this effort will听prioritize continuous learning and improvement. And we will provide updates on the process听and听maintain听clear听governance structures听throughout development.听听

How will the University community be involved?听

Central teams鈥攊ncluding from the Office of Finance Planning & Budgeting, the Office of Research and UW听Information Technology听鈥攈ave already been engaging with unit partners听in听conversations to听identify听the core needs that must be prioritized in听creating听these teams.听These baseline conversations will inform an organized and听inclusive听process to co-create听a structure to best meet these needs. This process will include:听

• An executive sponsorship team听to ensure institutional coordination听across the Academy and Medicine听

• A听steering committee to oversee standards and听direct听implementation听

• Advisory, design, and implementation councils, beginning with听finance administration, research administration,听and information听technology,听to听intake feedback,听co-design听solutions听and implement on-going improvements and innovations听

Each level of governance will include administrators, staff, and faculty who will bring together the collective expertise, experiences and strength of our community to ensure that the holistic needs of the University are identified and met.听

We encourage you to learn more about this work听on the new webpage听and through opportunities that will be shared in the weeks ahead.听

Thank you for your commitment to听the UW听mission听and to ensuring听that the way听we听achieve that mission听meets the same standard of听excellence as the teaching, research,听service听and patient care we provide.听

听听

 

 

 

President Robert J. Jones听 听 听 Provost Tricia R. Serio听 听 听 听 听 听 听 听 听 CEO of UW Medicine Dr. Timothy H. Dellit