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Engineering excellence for the public good

Strategic Plan 2022-2027

Embracing the power of diversity, equity and inclusion (DEI)

UW students perform Materials Science and Engineering experiments in various MSE labs

Organizations are most innovative when their members represent and draw upon a variety of backgrounds and respect the perspectives that arise from these differences. For these reasons, DEI is central to our mission of producing outstanding engineers. We commit to building a culture where all members thrive, are valued and feel a sense of belonging.

To embrace the power of diversity, equity and inclusion, we will:

JUMP TO: Attract, recruit, select & retain Structures and practices Build a robust community



Attract, recruit, select and retain diverse students, faculty and staff


Establish ARSR (attract, recruit, select and retain) goals and best practices for underrepresented groups and/or specific dimensions of diversity. Review ARSR systems with diversity, equity and inclusion (DEI) and intercultural competency lenses.

Increase our transparency by establishing a diversity data collection to document, evaluate and share our recruitment and retention efforts.

First year (2022-2023)

  • Review all current ARSR systems, identify and encourage current best practices being used by departments and units.
  • Work with College and UW leaders to identify and establish legally permissible recruitment, admissions and hiring goals.

Second year (2023-2024)

  • Require all College hiring managers to be trained on equitable hiring practices and interview processes.
  • Identify and implement best practices for achieving recruitment, admissions and hiring goals.


Develop structures, practices and people skills that embed and leverage the value of DEI in all College activities


Develop and actualize an integrated DEI structure to increase communication and collaboration programs and plans for leaders and staff.

Establish a DEI leadership training and development program to enhance knowledge and skills to facilitate organizational change.

Create an intercultural development manager’s training program and integrate intercultural development in our curriculum and orientation programs.

Develop and implement a College-wide DEI communications plan.

Recognize, amplify and reward DEI and social good leadership in the College.

First year (2022-2023)

  • Establish and brand the Office for Inclusive Excellence (OIE); develop a communications plan to raise awareness of the OIE role, responsibilities, accountabilities, achievements, current efforts and resources; and build collaborations with College and UW partners.
  • Initiate training and development program for leaders and change agents on DEI, intercultural competence and facilitating change.
  • Develop trainings on topics including microaggressions, anti-racism, gender, identity, conflict resolution and discourse engagement.
  • Develop a sustainable Inclusive Excellence (IE) Fellowship program for faculty and graduate students to spend one quarter with the OIE learning how to integrate DEI into curriculum.
  • Develop annual DEI or IE awards and recognition; grant or seed funding for DEI activities.

Second year (2023-2024)

  • Standardize data collection and reporting related to DEI initiatives and activities of all College units.
  • Implement an IE Fellowship program.
  • Provide trainings on topics including microaggressions,anti-racism, gender, identity, conflict resolution and discourse engagement.
  • Facilitate College town halls, discussion groups, workshops and seminar series for DEI- centered growth.


Build a robust College community culture where all members thrive, are valued and feel a sense of belonging


Increase dialogue and shared understanding around DEI through systems to increase awareness, prevention, reporting, response and resolution of bias and harassment incidents.

Identify, highlight, support and develop best practices on welcoming and supporting underserved or underrepresented faculty, staff and students.

Develop and put into action specific measures to acknowledge and support sovereignty and increase collaboration with tribal communities.

Deepen and expand practices that increase the voice and involvement of underserved or underrepresented groups in decision-making processes.

Prioritize the health and wellness of all our students, staff and faculty by listening, offering information and resources, creating flexibility when needed and ensuring no one feels they must choose between health and productivity.

First year (2022-2023)

  • Introduce critical response incident systems.
  • Launch compliance and conflict resolution systems.
  • Inventory and evaluate current inclusion efforts for underrepresented groups, and identify new inclusion efforts for these groups.
  • Encourage the incorporation of the University’s recommended land acknowledgment into all proceedings as the first step in building sustainable relationships with indigenous communities.

Second year (2023-2024)

  • Create regional American Indian and Alaska Native faculty development consortium in collaboration with the UW College of the Environment and tribal colleges.
  • Implement new inclusion efforts aimed at underrepresented groups.
  • Establish quarterly or biannual meetings between department chairs, the dean and tribal leaders.