Draft Strategic Priorities The following strategic priorities have

Draft Strategic Priorities The following strategic priorities have emerged from the opportunity areas identified during the current state analysis. 1. Academic Excellence, Discovery, and Innovation 2. Transformative Student Experiences Enhance and increase distinctive research and creative endeavors. Provide high-quality degree programs through innovative pedagogy, experiential learning, and leading-edge scholarship. Enrich student well-being and drive intellectual curiosity and engagement through caring and empowering relationships and cocurricular experiences. 3. Diversity, Civic Engagement, and Global Citizenship 4. Resilient and Sustainable Stewardship Build stronger and more vibrant communities by connecting the University and community in mutually beneficial ways to effect meaningful change. Cultivate and nurture a welcoming and inclusive campus where students, faculty, and staff have an equitable opportunity to thrive. Advance environmental, social, and economic sustainability, while striving toward a just and resilient future. Improve academic, operational, and financial processes to ensure wise stewardship and enduring use of all resources to sustain as one university. Copyright © 2021 Deloitte & Touche LLP 0

Draft Resilient and Sustainable Stewardship Working Group Members Resilient and Sustainable Stewardship Jayaraman, JD Co-Chair Business Kroll, Jason Co-Chair Advancement Blount-Feeey, Alice Staff President Brennan, Kwi Staff Advancement Cohen, Nava Faculty Business Colford, Frank Staff Finance Edmondson, Michael Staff Academic Affairs Fitzgerald, Allison Faculty Arts Sciences Franco, Adrian Staff President Hurley, Ron Staff Operations Jackson, Faith Staff Advancement Lewis, Woody Staff Student Affairs Mayell, Rick Faculty Business Miller, Randi Staff Operations Mittman, Scott Staff Academic Affairs Oleas, Rita Staff Operations Pearson, Andre Staff Operations Pinkas, Alberto Faculty Arts Sciences Platanov, Alexandru Student SGA Ramey, Al VP President Sunda, Paul Staff Operations Szanzi, Phyllis Staff Operations White, Jim VP Finance Copyright © 2021 Deloitte & Touche LLP 1

Draft STRATEGIC PRIORITIES Resilient and Sustainable Stewardship Advance environmental, social, and economic sustainability, while striving toward a just and resilient future. Improve academic, operational, and financial processes to ensure wise stewardship and enduring use of all resources to sustain as one university. Examples: Integrate sustainability and resilience into curriculum, research, and campus operations to better serve students and meet the needs of society Ensure that academic priorities and student success guide our plans, policies, and processes Implement strategic enrollment management practices that prioritize and balance institutional goals Continuously improve institutional effectiveness and student outcomes through process improvement and data-driven assessment of programs, systems, and initiatives that are innovative and transformative Foster an entrepreneurial environment among faculty, staff, and students to enhance campus opportunities and reputation Promote collaboration and shared governance while developing an informed community through transparent and broad communication Commit to a brand advertising strategy that promotes and expresses the University’s distinctive qualities and attributes Promote a culture of wellness where students, faculty, and staff work in and benefit from a safe and healthy University community Foster a culture of philanthropy and execute bold advancement initiatives to diversify and expand University revenue sources Copyright © 2021 Deloitte & Touche LLP 2

Draft Framework – Example for Developing Strategic Priority Objectives Strategic Priority: Academic Excellence, Discovery, and Innovation Enhance and increase distinctive research and creative endeavors. Provide highquality degree programs through innovative pedagogy, experiential learning, and leading-edge scholarship. Identify a Key Focus Area Example: Research Identify high level measurable objectives: Example: Increase the number of tenure track/tenured faculty engaged in research. Is the objective measurable (yes/no)? Note: do not worry about creating the target metric at this time. Example: Increase faculty involved in funded research to 170 Copyright © 2021 Deloitte & Touche LLP 3

Draft Copyright © 2021 Deloitte & Touche LLP 4