Valery N.L. Richardson email & contact info

Assistant Vice President for Civil Rights Compliance and Title IX Coordinator at University Of Washington Seattle Campus.

Work Email

v******@u*****

Verified

Direct Phone

+1 (***) ***-****

Verified

LinkedIn URL

linkedin.com/in/••••••••

Verified

Employing Organization

University Of Washington Seattle Campus

Team

Key Colleagues

Decision makers at University Of Washington Seattle Campus

Robert James Jones
34th President, University of Washington
Bree Callahan
ADA/504 Coordinator
Atalie Oesch
Advancement Services Officer for the School of Social Work
Sahar Nayereh Rooholamini
Assistant Dean for Faculty Recruitment and Retention, UW School of Medicine
Mike Russell
Assistant Dean of Strategic Financial Management and Chief Financial Officer

Key decision makers in the same organization

Organization Signals

Public Activity & Signals

Board meetings, strategic plans, and buyer signals from Valery N.L. Richardson’s organization

May 1, 2026StrategicPlan

Board

University Of Washington Strategic Framework 2026-2030

The University of Washington's Strategic Framework 2026-2030 outlines a roadmap to lead with boldness and imagination amidst rapid technological and societal change. It is built upon four strategic pillars: delivering high-quality, debt-free education; engaging in radical collaborations for breakthroughs and public benefit; strengthening healthier communities; and stewarding and growing people and resources. The plan aims to prepare learners for a changing world, advance discovery and technology, improve human health and well-being, and generate lasting benefits for Washington and beyond, while upholding ethics and public trust.

Oct 23, 2023StrategicPlan

Board

University Of Washington Information Technology Strategic Plan 2023-2025

This Statement of Work outlines the development of a comprehensive three-year strategic plan for University of Washington Information Technology. The plan aims to align UW-IT's goals and objectives with the university's mission and vision, addressing the evolving technological landscape and the needs of the academic community. Key objectives include conducting situational and environmental analyses, refining vision and mission statements, setting SMART strategic goals, engaging stakeholders, reviewing resource models, establishing performance metrics, developing an implementation roadmap, and supporting communication strategies.

Oct 23, 2023StrategicPlan

Board

University Of Washington Strategic Plan

This Statement of Work outlines the development of a comprehensive three-year strategic plan for the University of Washington's Information Technology (UW-IT) department. The plan's high-level objectives include conducting situational and environmental analyses, refining vision and mission, setting SMART goals, engaging stakeholders, planning resource models, establishing performance metrics, developing an implementation roadmap, and managing communications. The ultimate goal is to align UW-IT's objectives with the university's mission and vision, adapt to the evolving technological landscape, and enhance UW-IT's value proposition and service delivery to the academic community.

Dec 11, 2025BoardMeeting

Board

University Of Washington Board Of Regents Uw Medical Center Committee Minutes

The meeting involved announcements regarding staffing changes, including the recruitment of a new Chief Ambulatory Officer and the initiation of searches for a Chief Quality Officer and Chief Financial Officer. Highlights from UW Medical Center included successful inspections by The Joint Commission and CMS, the creation of real-time safety reports, and positive trends in the annual staffing engagement survey. The finance report provided an overview of key performance indicators for October 2025, noting that while operating revenue was unfavorable by $44M due to lower complexity/volumes in procedural areas and transplants, strong expense management kept the overall operating result close to budget. A deep dive focused on Length of Stay (LOS) as a critical driver of financial performance, noting the impact of the state-funded behavioral health unit. The session concluded with an executive session to review quality improvement activities and a subsequent action to approve the provider credentials table.

Extracted from official board minutes, strategic plans, and video transcripts.

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