Over 300 faculty, staff, students, trustees, alumni and members of the local community are dedicating significant time and energy to make recommendations for the future of the university.

Committee structure

The Steering Committee guides the overall vision and strategy of the Strategic Plan.

The Coordinating Committee oversees the Working Groups and are responsible for ultimately ensuring coordination between the recommendations that are made, as well as developing implementation and accountability standards.

The Working Groups interrogate nine key areas of the university that cut across school and department to formulate a list of recommendations for the following areas:

The Action Teams assess feasibility, determine priorities, and work to build our three-year goals. Through their efforts, we’ll develop a handle on responsibilities for the various components of our plan, our success indicators, and the resources required to bring our vision to life.


Committee membership

The committees and working groups are comprised of WashU and local community members from a variety of backgrounds, roles, and areas of expertise, including:

  • WashU Faculty
  • WashU Undergraduate Students
  • Trustees
  • WashU Staff
  • Local Community Members
  • WashU Graduate Students
  • Alumni

Together, we hope these diverse perspectives will allow us to continue building on our already strong foundation to reach new heights.

As issues arise in the discovery process, we expect that some working groups may continue to add new members to help better inform their recommendations.


Historical precedent for committee structure

In 1979, the Commission on the Future of Washington University embarked on the process of reviewing both the university’s mission and its commitment to growing in eminence. Over 28 months, the task force members helped the university see itself as others see it, and were critical – in the best sense – to formulate future objectives. Ultimately, the commission suggested 194 actions for sharpening the university’s capabilities for leadership in higher education.

Today, Chancellor Martin is ready to ask these questions anew in order to guide the university forward towards reaching its highest potential.

Unlike the previous commission, the overall direction for the strategic plan will not rest with one person but will be entrusted to a committee of scholars. Faculty will play a considerable role in the leadership and execution of the strategic plan. The nine organizing pillars for this project are also broadly organized by theme rather than school.