b'Goal 3: Diversity, Equity, and Inclusivity - Become A More Diverse, Equitable, and Inclusive Learning CommunityObjectivesImprove campus climate as measured by HEDS Diversity Survey.Increase proportion of students from marginalized populations by 10%.Increase diversity among the employee popluation by 25%.Increase campus programming with two DEI events.Increase partnerships and collaboration with local community.Increase diversity among Board of Trustee members by 25%.Goal 4: Financial Sustainability - Strengthen Resilience for University SustainabilityObjectivesAchieve at least $500,000 budget surplus by 2025.Increase total net operating revenue to $29.5 million by 2025.Increase endowment to $100 million by 2025.Innovate in institutional operations.A!er establishing the key SGAP goals and objectives, the Steering Commi"ee determined collective norms and procedures, and the commi"ee dove into a SWOT (Strengths, Weaknesses, Opportunities, and Threats) analysis and the identication of factors critical to the successful execution of any plans that emerge from SGAP. A!er completing a SWOT analysis and identication of critical success factors, the SGAP Steering Commi"ee held a series of open campus forums to gain feedback and insights from the campus community on what types of initiatives should be included in the nal SGAP. From the Spring of 2021 until the Summer of 2021, the SGAP Steering Commi"ee worked to identify Key Strategic Initiatives for each of the goals and measurable objectives. In anticipation of sharing the SGAP dra! with the full campus, the Steering Commi"ee spent August 3-August 5 in a writing retreat (a#ectionately referred to as the SGAP Bunker by Steering Commi"ee members), where the Steering Commi"ee rened the SGAP, nalized the SGAP mission and vision, and planned for the dissemination of the dra! to the entire campus community. In August of 2021, the SGAP dra! was shared with the campus community as a whole for feedback, and subsequently revised in the lead-up to the Board of Trustees meeting. At the October Board of Trustees meeting, the Board of Trustees devoted their entire Strategic Board Retreat to SGAP. In this retreat, Trustees and SGAP Steering Commi"ee members engaged in extensive conversation, with Trustees providing feedback on a multitude of topics. Discussion items included: the size and scope of the plan; the relationship among the goals, objectives, and KSIs; risks associated with each of the objectives and KSIs; and recommendations on how to prioritize the work necessary to execute the SGAP. Following the SGAP/Board Retreat, the Steering Commi"ee reconvened and organized the feedback from Trustees. In response to Trustees\' feedback, the SGAP Steering Commi"ee made several substantive changes: they consolidated several KSIs, conducted an evaluation of all remaining KSIs to determine the most urgent, most important, or most transformational, and conducted a Critical Risk Assessment for the urgent/important/transformational KSIs. The Critical Risk Assessment required SGAP Steering Commi"ee members to think through the risks associated with the execution, success, or failure of each of the twelve top KSI priorities.11'