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A. Identify potential benefits of and investments required to improve the University’s efficiency and effectiveness, potentially including shared services to optimize administrative functions and execute leadership initiatives (e.g., human resources, budget and finance, IT, marketing and communications, etc.)

B. Implement enhanced budget and revamped recruitment and retention HR model to enable a more proactive campus that improves responsiveness to dynamic priorities and needs

C. Assess the University’s organization structure against leading public land-grant research institutions to identify potential adjustments required to enable future growth

D. Create an implementation plan that incorporates the requisite changes to and investments in policy, business processes, organization and resources to improve University service and operations

A. Identify the infrastructure and associated investments necessary to support a top-tier research University, including IT infrastructure, hardware and software; data systems; libraries; creative spaces; and classrooms/labs

B. Identify opportunities for space optimization with a Facilities Master Plan that identifies the strategic infrastructure and capital resources needed for education, research, IT administration, creative activity, athletics, childcare, parking and student housing

C. Implement principles of inclusive design for all new and modified physical and digital spaces

D. Provide the technological resources to achieve digital equity across the University community including expanding the Digital Wolf Pack Initiative

E. Finalize the design and build of the new College of Business and Life Sciences buildings

F. Maintain the facilities and infrastructure required to enable individual student-athlete and team athletic excellence across all sports

Notes

Benchmark data from 2021 for reference

• Main campus: McCarran to Evants to 9th to Sierra (properties across Evans, Valley Road and Gateway south of 9th are part of greater Reno/Sparks calculation)
• Excluded: Leased space/buildings that UNR/NSHE does not own; non-�Ƽ��Ӱ�ԭ�� owned buildings on campus (e.g., Nevada Historical Society, PBS Reno, etc.)

❑ Publish a new Campus Master Plan by FY2023

❑ Develop a policy, process and organizational change implementation plan by FY2024

❑ Implement a flexible and dynamic budget model by FY2025

❑ Implement a responsive recruitment and retention approach

❑ Implement recommendations from organizational assessment by FY2025