Frequently Asked Questions

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What is GW’s Foundational Excellence Initiative, and why is it happening now?

GW’s Foundational Excellence Initiative will develop a multi-year plan to make GW more resilient by improving its long-term financial health. This plan will provide actionable, sustainable steps we can take as OneGW to eliminate the structural deficit and to identify opportunities to invest in the priorities of our strategic framework. 

This initiative is occurring now because, like so many other institutions of higher education, GW is facing sustained financial challenges on many fronts, including declines in international and graduate student enrollments, an increasingly complex legal and compliance environment, and cuts to federal research funding. The university also continues to manage its own financial challenges, including ongoing losses at the MFA.

How does this initiative advance GW’s strategic framework?

The Foundational Excellence Initiative directly supports the third priority of Raising Higher, from which it draws its name. While the university was developing its strategic framework, the community made clear that advancing GW's research and education priorities requires improving how the university operates. By addressing our financial and operational challenges, this initiative will create the sustainable foundation necessary to fully support our goals of generating scholarship with impact and preparing students to be strong and resilient leaders.

What areas are included in the scope of the Foundational Excellence Initiative, and how will they be examined?

The initial scope for this initiative centers on administrative and operational improvements, with emphasis on revenue drivers, cost containment opportunities, organizational and process effectiveness, and the student lifecycle experience. This initiative will also examine the role of technology, policy, and governance in enabling or limiting progress across these scope areas.

To help illustrate the types of questions that may be explored, the initiative may examine broad themes such as how existing revenue streams are supported and sustained, how administrative processes and purchasing practices function across the institution, how physical and digital resources are utilized, and how systems and practices related to recruitment, retention, and student support contribute to student success. These examples are illustrative and do not represent a finalized or exhaustive list of topics.

As this initiative progresses, scope and specific opportunities under consideration may evolve based on community input, data analysis, feasibility testing, and alignment with GW’s mission and strategic priorities. Updates will be shared with the GW community as recommendations are developed and refined.

How is this related to the cost-cutting measures we went through earlier this year and the budget scenarios currently being developed?

The GW Foundational Excellence Initiative is designed to develop a multi-year plan to optimize how we operate, identify new revenue-generating opportunities, and ensure our organizational structure supports these outcomes. To balance the FY26 budget, GW conducted a round of cost-cutting, including a reduction in force and not awarding merit increases. In preparing the FY27 budget, all administrative divisions and colleges have been asked to develop different scenarios for how we might manage anticipated ongoing financial challenges. As short-term measures are considered, university leadership will bear in mind their potential impact on the effectiveness of the long-term plan being developed in this initiative. 

Will this mean additional layoffs?

GW will likely need to get smaller and will aim, to the greatest extent possible, to do this through attrition and by eliminating vacancies. If reductions-in-force are required, they will be handled as carefully as possible and with empathy.   

Are we evaluating degree programs as part of this initiative?

Academic degree programs and curricula are not being evaluated as part of this initiative, although we expect to conduct such a review in the future, in accordance with the Faculty Code.

How is this related to the new budget model?

For the past eighteen months, GW has been developing a new budget model. This model addresses how tuition revenue is allocated to academic units and how the academic units, in turn, support central administrative expenses, as well as establishing other policies related to budget management. The budget model, however, does not address how GW can generate new revenue or control costs.

What is the role of the Steering Committee?

The steering committee is charged with leading this initiative’s process, including gathering data and campus expertise, studying what other universities are doing to address similar circumstances, facilitating opportunities for community input, and providing updates on its progress. The steering committee will also review recommendations before they are presented to university leadership. GW has engaged Huron Consulting Group to support the steering committee in this initiative. 

Who will decide what we do?

Ultimate responsibility for deciding which recommendations generated by this initiative are included in the final plan lies with the president, the provost, and the CFO. Their decisions will be informed by input from the steering committee and the university’s vice presidents and academic deans.  There will also be consultation and collaboration with the leaders of the Faculty Senate, the Staff Council, and the Student Government Association.

How will the community be kept informed about progress?

Updates will be shared through this website and university-wide communications at key milestones. The steering committee will also provide periodic updates summarizing early themes, emerging findings, and the developing direction of the multi‑year plan. We expect that the finalized plan will be shared with the GW community in Fall 2026.

How can I contribute ideas or share feedback?

You can share ideas and feedback through the initiative feedback form on this website. Input from across the GW community is essential, as faculty, staff, and students bring unique perspectives on operational realities, student needs, and day-to-day challenges. In addition, dedicated listening sessions will provide opportunities for the Faculty Senate, the Staff Council, and the Student Government Association to share priorities and concerns directly. 

What is Huron Consulting Group’s role?

GW has engaged the Huron Consulting Group to support the steering committee by conducting listening sessions, analyzing data, benchmarking GW against peer institutions, modeling financial scenarios, and sharing best practices from other universities. All final decisions will be made by GW leadership as described above.

How can I stay informed?

You can stay updated by regularly visiting this website, where project updates will be posted throughout the initiative. In addition, representatives from the Faculty Senate, Staff Council, and Student Government Association will receive regular briefings on key milestones and will share updates with their constituencies. School and division leaders will also serve as important sources of information for their communities.