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Engineering excellence for the public good

Strategic Plan 2022-2027

Translating innovation into impact

Test beds at the Clean Energy Institute

As part of a tier-one public research university with a global footprint, we are committed to turning our innovations into impactful real-world solutions. To increase technology translation, we plan to expand cross-disciplinary collaboration, grow opportunities for students and researchers to engage in entrepreneurship, and deepen our industry partnerships.



Grow cross-departmental and cross-campus cooperation to significantly increase technology translation


Build an integrated faculty mentorship and training network to guide the technology translation process, identify promising candidates, and advise them through the application process.

Broaden merit and promotion processes to recognize commercial and social entrepreneurship activities such as patents, licensing and start-ups as examples of scholarly contribution.

First year (2022-2023)

  • Identify and meet five investment communities and industry partners to connect early-stage or existing research to emerging business ideas.
  • Revise College promotion and tenure review (PTR) guidelines to include granted and licensed patents as part of the promotion criteria.
  • Add a new Entrepreneurial Endeavors section to the annual faculty merit review and College recommended CV template for Promotion & Tenure.
  • In partnership with UW CoMotion and other UW units, develop a plan to implement and execute an annual workshop to educate and promote technology transfer activities amongst engineering students and faculty.

Second year (2023-2024)

  • In partnership with CoMotion and other UW units, conduct an annual workshop to educate and promote tech transfer activities amongst students and faculty.
  • Implement revised College PTR guidelines and Entrepreneurial Endeavors section of the annual faculty merit review.
  • Assess gaps for engineers in training, networking and mentorship opportunities to increase entrepreneurship and commercialization.
  • Partner with UW External Relations to produce an engineering focused report as part of the UW’s economic impact report that showcases our value to the state of Washington.


Increase student and postdoctoral scholar engagement with social and commercial entrepreneurship


Collaborate with the UW Foster School of Business and CoMotion on entrepreneurship curriculum and to amplify entrepreneurship competitions, connecting with and drawing on entrepreneurship education across the UW.

Establish networking events and programs that bring engineering students and postdoctoral scholars together with students from across the UW to identify technology innovation and translation opportunities.

First year (2022-2023)

  • Inventory campus courses and curricula in entrepreneurship.
  • Inventory engineering student and postdoctoral scholar participation in Foster-sponsored entrepreneurship competitions to identify participation gaps.
  • Develop sustainable model for faculty entrepreneurship fellow program.
  • Inventory additional campus opportunities in innovation and translation for students and postdoctoral scholars.

Second year (2023-2024)

  • Increase engineering student and postdoctoral scholar participation in existing courses and competitions by 10% annually.
  • Partner with CoMotion and Foster School of Business to introduce 10% of incoming students and post-docs to innovation and translation opportunities through orientation and onboarding.
  • Implement faculty entrepreneurship fellow program.
  • Inventory graduating bachelor’s, master’s and doctoral student participation in social or commercial entrepreneurship training.
  • Develop curricular plan for undergraduate and graduate students in all engineering departments to have access to social and commercial entrepreneurship coursework with goal of ensuring that at least 50% of all engineering students graduate with either coursework or practical exposure to entrepreneurship.


Broaden and extend College partnerships with industry


Hire 5-10 joint positions with industry partners.

Develop innovative approaches to engineering education that address industry professional
development needs.

Strengthen the relationship between industry and postdoctoral scholars, graduate and undergraduate students — especially those from historically underserved communities — through mentorship, increased co-op and internship opportunities, and industry-funded grants.

Build strong relationships with venture capitalists, angel investors and investment firms in partnership with CoMotion to educate potential College faculty, staff and student entrepreneurs.

Resolve intellectual property issues that hinder commercialization efforts and explore new approaches that facilitate early industry engagement and collaboration in the technology translation process.

First year (2022-2023)

  • Develop a strategy to review industry service contracts.
  • Work with the UW President’s Office, faculty councils and the Office of Academic Personnel (OAP) to establish or modify policies for two new joint positions with industry and for faculty leave to work in industry.
  • Form a working group of College Visiting Committee members and others to expand industry research partnerships and advocate for the College.
  • Work with UW Office of Sponsored Programs (OSP), CoMotion and Corporate Relations to clarify roles, responsibilities and sponsored research timelines to increase academic investors by 10% in sponsored research funds.

Second year (2023-2024)

  • Implement the strategy to review industry service contracts.
  • Obtain university approvals to hire joint industry-faculty positions.
  • Increase the indirect cost of service contracts to fund external counsels for intellectual property (IP) and contract assessment, negotiation and more.
  • Add one College Corporate & Foundations Relations staff position to grow industry partnerships at all levels.
  • Work with OSP, CoMotion, and Corporate Relations to consolidate management of industry contracts and IP.