ÌìÃÀÓ°ÊÓ´«Ã½

Corresponding actions for Goal 4.A.1:

• Identify and prioritize improvement of administrative services that create the greatest burden, delays, inequities or risks for students and employees, using service performance data and stakeholder input to guide prioritization.
• Establish ownership, service expectations and accountability for priority services.
• Establish performance measurement, reporting and benchmarking for administrative services that are broadly communicated.
• Expand self-service capabilities for routine administration activities.

Corresponding actions for Goal 4.A.2:

• Establish clear ownership and coordination for major external-facing services and engagement pathways to improve responsiveness, accountability and the partner experience.
• Apply human-centered design principles to improve external-facing services and processes beginning with those that create the greatest burden, delays, inequities, risks, confusion or unnecessary administrative effort for external partners.
• Establish service standards, accountability and performance expectations for external-facing services and engagement activities.
• Incorporate continuous community and partner feedback into the design and evaluation of external-facing services and processes.

Corresponding actions for Goal 4.A.3:

• Establish clear governance and standards for privacy, security, accessibility, ethical use and human oversight for AI and automation in administrative work.
• Establish responsible use of AI, automation and emerging technology as a core institutional strategic capability.
• Prioritize deployment of enterprise applications and technologies that demonstrate measurable improvements in service, accessibility, quality or administrative burden.
• Prepare our workforce for technology-enabled change by offering role-appropriate learning and support.
• Assess the realized benefits, risks and workforce impacts of AI and automation applications and use findings to guide future adoption.

Corresponding actions for Goal 4.A.4:

• Establish accountability, benchmarking, measurement and public reporting to achieve sustainability and state-mandated carbon-reduction outcomes.
• Further integrate sustainability and resource stewardship into institutional planning and operational decision-making.
• Improve the environmental performance of UW facilities, infrastructure and operations.
• Leverage the UW’s research, teaching and operations to pilot, evaluate and scale innovative sustainability solutions.
• Build partnerships across the UW and with external organizations to advance shared sustainability objectives.

Corresponding actions for Goal 4.A.5:

• Assess and align organizational structures and operating models in response to strategic priorities, performance data and changing institutional needs.
• Strategically use standardization and shared services where they demonstrably improve service, access, workload, stewardship or risk mitigation, while preserving essential local capabilities needed to support distinct campus, academic, clinical, research and community needs.
• Streamline and redesign operating models, processes and workflows to reduce administrative burden and improve service quality and responsiveness.
• Simplify business processes and supporting technologies to reduce duplication and improve coordination across the UW.

Corresponding actions for Goal 4.B.1:

• Develop integrated, multi-year operating and financial plans that align strategic priorities with capital, workforce, resource and operational needs.
• Integrate institutional risk management into financial planning, capital planning, resource stewardship and major strategic decisions.
• Deploy existing shared governance frameworks to advise on major institution-wide investments and monitor their strategic, financial and mission impact.
• Identify and address structural financial risks and opportunities arising from changing enrollment, healthcare, research, workforce and public funding environments.

Corresponding actions for Goal 4.B.2:

• Regularly review institutionally significant clinical, research and administrative initiatives across the three campuses and UW Medicine for progress, effectiveness and continuation.
• Ensure resource allocation models support a One UW approach and align with a shared framework for financial decision-making across campuses and UW Medicine.
• Evaluate existing and proposed programs and initiatives using consistent criteria, including mission contribution, student and community need, quality, access, equity, public value, market demand, financial sustainability, risk and resource requirements.
• Provide leaders and governance bodies with trusted, accessible decision-support data to guide program review, prioritization and resource allocation decisions.
• Prioritize and reinvest in activities that deliver the greatest mission impact and strategic value, while redesigning, consolidating or discontinuing lower-priority activities when appropriate to create capacity for emerging institutional priorities.

Corresponding actions for Goal 4.B.3:

• Broadly engage faculty as strategic partners in identifying philanthropic priorities, cultivating donor interest and strengthening long-term donor relationships.
• Coordinate philanthropic engagement and campaign planning to sustain donor momentum and increase investments in the UW’s academic mission and public impact.
• Develop fundraising priorities that explicitly map to strategic plan objectives and implementation needs.
• Create impact-reporting practices for major philanthropic investments that connect donor intent, institutional priorities and outcomes.

Corresponding actions for Goal 4.B.4:

• Increase the use of underused institutional assets, facilities, research infrastructure, specialized equipment, services, expertise and intellectual property through coordinated capital planning and asset management strategies that expand responsible, mission-aligned revenue opportunities.
• Develop and expand mission-aligned partnerships that generate shared value, support strategic priorities and strengthen long-term financial resilience.
• Establish mechanisms to evaluate, scale and share successful revenue-generation models across the UW.

Corresponding actions for Goal 4.C.1:

• Define and periodically review where enterprise consistency is essential and where flexibility best supports institutional and campus priorities.
• Establish clear governance, decision makers, ownership and escalation pathways for UW-wide priorities, policies, services and cross-campus initiatives.
• Deploy transparent mechanisms for campus, UW Medicine and shared-governance participation in institutionally significant decisions affecting the University.
• Create structures and opportunities for campuses and UW Medicine to share expertise, develop joint initiatives and sponsor, lead and contribute to institution-wide priorities.
• Promote a more consistent employee experience across the UW and UW Medicine by aligning employee-facing policies, services and administrative practices where doing so adds value, while preserving flexibility to meet the unique needs of campuses, units and healthcare operations.

Corresponding actions for Goal 4.C.2:

• Increase visibility of academic programs, research, community engagement activities and collaborative opportunities across campuses to strengthen connections, expand access to opportunities and foster a One UW culture.
• Evaluate and refine policies, processes, advising, admissions and academic requirements to help students more easily find, understand, access and receive credit for cross-campus academic offerings and resources.
• Create and align incentives that encourage employees and students to participate in and advance cross-campus teaching, learning, research, collaboration and professional development.
• Expand shared courses, certificates, experiential opportunities, career development opportunities and other academic and professional experiences that increase access while preserving the unique strengths and identities of each campus.

Corresponding actions for Goal 4.D.1:

• Improve awareness, accessibility and utilization of employee benefits such as mental health, well-being and other support services.
• Use employee feedback and workforce data to continuously improve employee support services and the overall employee experience.

Corresponding actions for Goal 4.D.2:

• Create clear and transparent roadmaps for career progression across teaching, research, clinical and administrative roles.
• Expand access to professional development, continuous learning, mentoring, upskilling and reskilling opportunities that support employee growth.
• Strengthen internal recruitment, promotion and advancement practices that support employee mobility and advancement.

Corresponding actions for Goal 4.D.3:

• Advance practices that support employee well-being, psychological safety and sustainable performance.
• Integrate health, well-being and psychological safety considerations into workplace policies, practices and decision making.
• Make it easier for employees to access spaces that support health and well-being.
• Incorporate employee input into the design and implementation of workplace health and well-being initiatives.
• Assess employee engagement, workplace culture and sense of connection to the UW’s mission and use the results to inform improvement efforts.

Corresponding actions for Goal 4.D.4:

• Expand leadership development opportunities for employees at all levels, aligned with clearly defined leadership expectations and competencies, including entrepreneurship, partnership development, systems thinking and change leadership.
• Develop and communicate a shared vision for workplace culture and build capacity for effective communication, collaboration, decision making and constructive problem solving.
• Equip leaders and teams with the tools, resources and support needed to navigate change, strengthen resilience and sustain high-performing teams.
• Strengthen leadership accountability for employee development, workplace culture, performance management and timely resolution of workplace concerns.
• Develop succession-planning approaches and leadership pipelines that sustain strategic initiatives and institutional capabilities across leadership transitions.

Corresponding actions for Goal 4.D.5:

• Establish consistent approaches for assessing workload, capacity and role clarity across the UW.
• Use staffing, workload, engagement and operational data to identify and address barriers to sustainable and effective work.
• Establish workload policies and frameworks that promote equitable and sustainable allocation of work.
• Create mechanisms for employees to raise workload concerns and participate in the identification of process solutions.
• Use workforce planning to align staffing, technology and organizational capacity with mission needs and long-term sustainability.