GR Strategy Implementation Progress Report For demonstration purposes

GR Strategy Implementation – Progress Report For demonstration purposes only – NOT FOR DISTRIBUTION Focus and Themes (ext. ) Community Relations & Issues 16% Strategic Framework (int. ) [CATEGORY NAME] [PERCENTAGE] Regulatory (Prov. ) 45% Research and Innovation 23% [CATEGORY NAME] [PERCENTAGE] [CATEGORY NAME] [PERCENTA GE] Increase vs. prior reporting period Full summary: Pg 2 Stable vs. prior reporting period Priority Foci Status Federal Vs. prior Risk Level Focus ↑ 1 Revenue regulation and mitigation of cuts (OSAP/Tuition Framework) ↑ 2 Pre-budget advocacy ↑ 2 Regional Economic Development → 3 Regional Economic Development → 1 Environmental Regulation – Output-based Carbon pricing 108 Focus Benchmarks against U 15 Comparators GIR has begun to execute the GIR strategy, and is laying the groundwork for further strengthening of the university’s presence in Toronto/Ottawa through direct engagement opportunities between key Queen’s officials and government decision-makers. As demonstrated by the decision to delay Queen’s Park Day, strategic objectives may need to be adjusted in keeping with real-world events – as moving forward with planned activities may prove detrimental if circumstances shift. Decrease vs. prior reporting period Vs. Risk prior Level Visibility and Influence - Progress Reporting In the coming months, these efforts will be accelerated further to support the new Principal onboarding. As well, the development of formal processes to monitor and select opportunities for engagement will allow strategic considerations to inform the shape and nature of profile-building events. [CATEGORY NAME] [PERCENTAGE] Provincial 120 Status Full summary: Pg 3 Positioning for research prominence and emerging funding opportunities - Progress Reporting GIR has continued to promote institutional research prominence and assist in identifying and pursuing funding opportunities around research and commercialization. Informed by the outcomes of the review of institutional priorities – expected in the coming months – GIR will be better equipped to advocate more specifically for those priorities identified by OVPR as key to the university’s ongoing efforts to strengthen its research strengths in a competitive funding environment. 2017 Target: 40 100 80 70 66 66 Status 51 38 37 35 40 25 20 21 19 15 14 ou sie 42 ta 60 70 19 6 6 15 Full summary: Pg 4 5 c. G ill te GIR has made meaningful progress on the development of a comprehensive GIR strategy to guide institutional advocacy efforts through the next 36 months. Originally seen as a priority in advance of SMA negotiations, the development of an institutional position on financial and regulatory measures has advanced due to current provincial funding landscape, including concerns regarding possible cuts. GIR’s provincial advocacy efforts will centre on financial risk mitigation in the short-to-medium term, due to the outsized impact of these changes. GIR will continue to monitor and provide updates to relevant internal audiences as new information emerges. M rn f. T es be r Uo W lh Da Current Period Al W at er lo o C UB r c. M as te 's M ee n Qu Ca lga ry 0 Queen’s and Community - Progress Reporting Year-to-Date Key Influencers – Quarterly Tracking Meetings and Calls Federal Provincial Municipal Mailings Quarter | YTD | Trend v. prior report 6 | 15 | ↓ 69 | 132 |↑ 17 | 21 |↑ 44 | 84 | → 34 | 65 | ↑ 4|6|↑ Total 2017 Target 75 | 147 61 | 105 38 | 71 75 75 50 Events and Government Visits Inbound Assistance Calls Period | YTD Target 16 | 26 15 3|5 5

GR Strategy Implementation – Progress Report For demonstration purposes only – NOT FOR DISTRIBUTION Visibility and Influence - Progress Reporting Outcome Activity Status Regular Touchpoints and Visibility Enhancement Frequency of Lobby Activity Focused Lunch/Dinner Meeting Planning Key Profile Events Magnitude Q Potential Target achieved in September-November (December data not available). Growth trend seen in monthly engagements. Low Q Planning-scheduling process ongoing. Low Q Presence at Policy Events GIR on-track to meet target presence metrics. Process in development to identify key events, target relevant institutional officials and ensure appropriate representation. Low Q Q Presence at Sector Events in Toronto/Ottawa GIR on-track to meet target presence metrics. Process in development to identify key events, target relevant institutional officials and ensure appropriate representation. Low Q Federal Alumni Luncheon Planning-scheduling process ongoing. Process-oriented aspects – internal and external invitee identification, logistics, etc. – in development and will inform similar efforts on other related events. Low Q Q Fed Alumni Reception Planning-scheduling process ongoing. Process-oriented aspects – internal and external invitee identification, logistics, etc. – in development and will inform similar efforts on other related events. Low Q Q Delayed due to proximity to provincial budget and perception challenges of a large-scale event given potential for funding restrictions. Low Q Q Queen’s Park Day Soft Presence Growth Notes Walrus Dinner Planning-scheduling process ongoing. Process-oriented aspects – internal and external invitee identification, logistics, etc. – in development and will inform similar efforts on other related events. Low Q Q Prov. Alumni Luncheon/Reception Planning-scheduling process ongoing. Process-oriented aspects – internal and external invitee identification, logistics, etc. – in development and will inform similar efforts on other related events. Low Q Target number for committee engagement in development, based off of previous years’ engagement levels. Two appointments to advisory panels identified, though lack of formal requirement to publicize advisory committee membership, advisory committee creation, or central list creates challenges in direct monitoring. Med Q Q GIR continues to promote internationalization priorities in its engagements with government at both levels. Queen’s internationalization priorities have not been met with negative response, signaling they are at least not in opposition to government priorities. Low Q High Q Q Q Proactive Seeding Internationalization Policy Concierge TBD At conceptual stage. Progress on Metrics Key Metrics due during reporting period Key Metrics achieved during reporting period 2 1 Ongoing Metrics Adjusted Deliverables or Discarded 30 X Magnitude Low direct impact, though could lead to further effect Med. Moderate impact if achieved – meaningful positive impact High Major direct impact Q Potential Q Impact for Queen’s comparable to others in sector QQ Disproportionate impact for Queen’s if achieved QQQ Impact limited to/predominantly experienced by Queen’s Sample of Contacts in support of Outcomes Name / Title Activity Support Strategic Framework Outcome

GR Strategy Implementation – Progress Report For demonstration purposes only – NOT FOR DISTRIBUTION Positioning for research prominence & emerging funding opportunities - Progress Reporting Outcome Activity Status Notes Major investment in key research priorities and emerging opportunities Build research presence and prominence in Ottawa and Toronto with GR targeting key funders and stakeholders. Research comprised ~70% of reported engagements with government officials during the time period in question. Research policy promotion has been a major priority for GIR, given the installation of a new VPR and the change in provincial government. GIR has distributed a review of the current state of research funding – including avenues for potential advocacy and as-of-yet unanswered questions on future directions – to senior university officials New investment / project linked to Indigenous, Equity and Diversity, and/or our Social Sciences and Humanities / multidisciplinary strengths Full process of research priority-setting stands with OVPR. GIR has sought to engage in the priority-setting process, and will utilize the outcome of same to guide advocacy efforts around multidisciplinary strengths. GIR has engaged with senior officials at the federal and provincial levels regarding interdisciplinary priorities and has worked to shape early-stage thinking around Queen’s areas of strength. Queen’s has already had a number of meaningful engagements with key decision-makers in government regarding existing interdisciplinary priorities – setting the stage for possible future investment. New investment / partnerships in Regional Economic Development: reinforcing our role in incubation / commercialization / feeding skills to the marketplace GIR has been actively engaged in institutional efforts around regional economic development, including the development of the institution’s Fed. Dev application – in concert with OPI (reporting to OVPR) and regional partners. Once this process is complete, GIR’s advocacy efforts on this file can be better informed by the specifics of the institution’s application. Investment in a major initiative requiring GR support Full process of research priority-setting stands with OVPR. GIR has sought to engage in the priority-setting process, and will utilize the outcome of same to guide advocacy efforts. Accomplish at least one singular “major differentiator” TBD Too early to report at this time – further examination and discussion regarding institutional priorities, potential avenues, internal and governmental Major Differentiatior Progress on Metrics Key Metrics due during reporting period Key Metrics achieved during reporting period Ongoing Deliverables Metrics Adjusted/Discarded 0 0 24 0 Sample of Contacts in support of Outcomes Name / Title Activity Support Strategic Framework Outcome

GR Strategy Implementation – Progress Report For demonstration purposes only – NOT FOR DISTRIBUTION Queen’s and Community - Progress Reporting Outcome Activity Internal Cohesion and Coordination Status Establish new GR Strategy Establish Community and Municipal Relations Strategy Development delayed due to delay in approval for overall GIR Strategy. Will take place alongside final approval of the GR Strategy and development of Community and Municipal Relations Strategy. Membership to be identified and first meeting held prior to end of 2018 -19 academic year. Support in response to ON Budget cuts & austerity measures. Preparation for “SMA 3” In progress. Development of institutional scan has been elevated in priority due to assumption of pending financial restrictions in the provincial budget. Financial impacts of all kinds have been a priority focus in all recent provincial government engagements. Tuition Framework/SAG Enrollment Corridor Grad Spots Cut Mitigation Other Gov. Priorities GR Working Group Established Provincial financial and regulatory Campus Priorities Notes Complete Carbon Pricing Infrastructure Readiness Provincial officials are keeping a tight hold on information as to ministry plans, and indications are that even senior-level government officials may not be kept informed of all policy decisions prior to their public announcement. GIR is coordinating with relevant industry associations and sector representative groups to ensure alignment with projected government positioning. GIR has met in person, and engaged several times in writing and by phone, with senior decision-makers in the Office of the Minister of Environment and Climate Change. Queen’s institutional position – with respect to treatment of postsecondary institutions under the federal carbon backstop – has been well-received by the ministry. The revised technical regulations released on December 20, 2018, and proposed amendment to the voluntary enrolment criteria, appear to align closely with the position advocated by GIR. In a memo to PVP/Deans, GIR highlighted the potential inclusion of new infrastructure funding in Budget 2019 (stemming from the inclusion of the recommendation in the Finance Committee’s pre-budget consultation report). Extent of engagement to date has focused on existing infrastructure projects underway (i. e. SIF) and infrastructure funding as relating to the carbon levy and possible off-sets or rebates to support emissions reduction. Indications – from direct government engagement and information sharing amongst industry associations – are that infrastructure is likely to be a medium-term investment, likely rolled out as part of a re-election campaign and positioned as a stimulus measure should market conditions sour. Progress on Metrics Key Metrics due during reporting period Key Metrics achieved during reporting period Ongoing Deliverables Metrics Adjusted/Discarded 5 3 23 X Sample of Contacts in support of Outcomes Name / Title Activity Support Strategic Framework Outcome