The UNLV Top Tier Initiative began as an extension of the institution's vision of being a top American research university, as designated by the Carnegie Foundation, as a Very High Research Activity (R1) University. Our strategic plans have focused our efforts.

The best way to envision the difference is that becoming a R1 University is a necessary, but not sufficient, condition of becoming a fully-functioning, Top Tier University. Top Tier means:

• a superb student educational experience;
• faculty members engaged in high-quality research, scholarship, and creative activity, whether or not that research, scholarship, or creative activity leads to increases in research expenditures or the graduation of more PhD students;
• an academic health center that has fully integrated health science units, including an accredited medical school, as well as faculty members whose research overlaps with the health science division;
• a clearer gateway to facilitate community partnerships with UNLV; and
• a significantly better functioning infrastructure that provides meaningful opportunities for shared governance.

During 2014-2015, a comprehensive, data-driven plan was developed that further defined the vision, assessed the current environment, identified needs and the associated costs, and then set forth strategies and tactics for addressing those needs. Through the work of campus and community constituents, the university formally assessed and strategically analyzed what it would take to become a Top Tier Institution. The organizational structure, policies, culture, leadership, and staffing were examined. The process resulted in agreed-upon and transparent goals for moving forward.

The planning process led to amending the mission as the vision, mission, goals, and strategies were defined. The Nevada System of Higher Education (NSHE) approved the mission and Top Tier strategic plan in March 2016. The Top Tier Vision read, "By 2025, UNLV will be recognized as a top tier public university in research, education, and community impact." The mission states, "UNLV's diverse faculty, students, staff, and alumni promote community well-being and individual achievement through education, research, scholarship, creative activities, and clinical services. We stimulate economic development and diversification, foster a climate of innovation, promote health, and enrich the cultural vitality of the communities that we serve."

In addition to the foundational goal of Infrastructure and Shared Governance, there were four core themes/pathway goal areas:

• Student Achievement
• Research, Scholarship, and Creative Activity
• Academic Health Center
• Community Partnerships

During fall 2020, President Whitfield began his time as UNLV's 11^th president and engaged campus and community constituents in listening exercises so that they could provide their feedback about UNLV. This, along with recommendations from his cabinet, Top Tier Executive Committee, Faculty Senate, and committees across campus, helped guide our path as we expanded upon the current strategic plan. This resulted in Top Tier 2.0.

As President Whitfield stated, "Top Tier 2.0 is the next evolution of the UNLV strategic plan. It is a forward-looking roadmap that our university will continue to refine and follow over the next decade. It builds on our progress and recognizes our opportunities as we continue on our path to becoming a top public research university that improves the lives of our diverse students and transforms our communities through education and engagement."

Top Tier 2.0 is based in the original Top Tier plan, with expansion for Socio-Economic Development; Social Justice, Equity, and Inclusion; and Philanthropy and Alumni Engagement. In addition, the plan expands Student Achievement to carve out graduate and professional student success and include career development and progression. Top Tier 2.0 is a forward-looking roadmap that our university will continue to refine and follow over the next decade. It builds on our progress, recognizes our opportunities, and has wide-reaching benefits.

The university vision and mission were revised and approved in March 2022 by the NSHE Board of Regents. The vision reads, "Improving the lives of our diverse students and transforming our communities through education and engagement." The mission states,

"As a minority-serving institution rich with diversity and committed to equity, UNLV:

• provides access to world class educational experiences that are responsive to the needs of our students and stakeholders;
• engages in groundbreaking research, scholarship, professional, and creative activities that have impact and cross boundaries; and
• offers high value, cutting-edge interdisciplinary physical and mental health care to support our community.

We create value for the individuals and communities we serve by fostering a climate of innovation, stimulating economic diversification and workforce development, promoting social justice and inclusion of all voices, and enriching cultural vitality."

In addition, values were developed as part of the strategic plan. Values help communicate the university's identity and mission to stakeholders and inform practice and decision making.

• Access and Equity: To foster a sense of belonging by valuing transparency and fairness, while honoring and embracing diverse voices, skills, experiences, and abilities.
• Excellence and Integrity: To hold ourselves to the highest standards in all that we do to cultivate a world class educational experience and workforce.
• Compassion and Inclusion: To extend respect and understanding to our students and colleagues, allowing everyone to fully engage in all aspects of the university.
• Collaboration and Stewardship: To responsibly share and use UNLV's human, financial, physical, and education resources including our people's knowledge and ideas.

Top Tier 2.0 is focused around core areas:

• Student Achievement;
• Research, Scholarship, and Creative Activity;
• Social Justice, Equity, and Inclusion;
• Socio-Economic Development;
• Academic Health Center; and
• Community Partnerships.

These core areas are all made possible through our foundational core areas of Infrastructure and Shared Governance and Philanthropy and Alumni Engagement. As a university, we recognize that we must continue to develop our infrastructure and ensure shared governance practices are at the heart of what we do; in addition, we must strategically deepen the culture of philanthropy and alumni connection since this area is key to our financial stability.

Timeline

The timeline below identifies how we have emerged over time.