University of Nebraska Five-Year Strategy, Revised August 12, 2020

The University of Nebraska Five-Year Strategy: Trust, Predictability, and Positive Outcomes for Nebraskans In February 2020, the newly named president of the University of Nebraska system, Ted Carter, gathered a diverse 28-member team of students, faculty, staff, and administrators to help chart the path forward for Nebraska’s public university. The team’s goal: At a time of great change in higher education, lay out a vision for what the future should look like for the University of Nebraska. Broad themes quickly emerged, including student access and success, excellence in teaching and research, diversity and inclusion, partnerships, and fiscal effectiveness. Then COVID-19 hit, forcing a pause in the team’s work. The ensuing months showed that the initial priorities identified by the team were not only still relevant, but more important than ever in defining the future of higher education. From that early work has emerged a five-year strategy for growth and success across the four-campus University of Nebraska system. In addition to the strategic planning team, Carter engaged alumni and donors, elected leaders, leaders in business and agriculture, the Board of Regents, NU senior leadership, and others in conversations about the University’s future. The resulting strategy is built around several key principles: The value of higher education is clear and growing. Nebraska’s success is tied to that of its University. Students come first. The University of Nebraska should be the best place in the country to be a student, providing high-quality, affordable, accessible education that prioritizes students’ mental and physical health and prepares them for post-graduation success. Our people are our greatest asset. We will invest accordingly. We have a responsibility to make the best use of every dollar Nebraskans entrust to us. Themes of equity and inclusion touch everything we do. We will be a University for everyone—successful only when all voices are heard. Finally, Nebraskans should know what to expect from their University. We must work every day to maintain the trust and confidence of the people of our state

University of Nebraska Five-Year Strategy, Revised August 12, 2020

The University of Nebraska Five-Year Strategy: Trust, Predictability, and Positive Outcomes for Nebraskans In February 2020, the newly named president of the University of Nebraska system, Ted Carter, gathered a diverse 28-member team of students, faculty, staff, and administrators to help chart the path forward for Nebraska’s public university. The team’s goal: At a time of great change in higher education, lay out a vision for what the future should look like for the University of Nebraska. Broad themes quickly emerged, including student access and success, excellence in teaching and research, diversity and inclusion, partnerships, and fiscal effectiveness. Then COVID-19 hit, forcing a pause in the team’s work. The ensuing months showed that the initial priorities identified by the team were not only still relevant, but more important than ever in defining the future of higher education. From that early work has emerged a five-year strategy for growth and success across the four-campus University of Nebraska system. In addition to the strategic planning team, Carter engaged alumni and donors, elected leaders, leaders in business and agriculture, the Board of Regents, NU senior leadership, and others in conversations about the University’s future. The resulting strategy is built around several key principles: The value of higher education is clear and growing. Nebraska’s success is tied to that of its University. Students come first. The University of Nebraska should be the best place in the country to be a student, providing high-quality, affordable, accessible education that prioritizes students’ mental and physical health and prepares them for post-graduation success. Our people are our greatest asset. We will invest accordingly. We have a responsibility to make the best use of every dollar Nebraskans entrust to us. Themes of equity and inclusion touch everything we do. We will be a University for everyone—successful only when all voices are heard. Finally, Nebraskans should know what to expect from their University. We must work every day to maintain the trust and confidence of the people of our state

Genetic variation of hydraulic and wood anatomical traits in hybrid poplar and trembling aspen

• Intensive forestry systems and breeding programs often include either native aspen or hybrid poplar clones, and performance and trait evaluations are mostly made within these two groups. Here, we assessed how traits with potential adaptive value varied within and across these two plant groups. • Variation in nine hydraulic and wood anatomical traits as well as growth were measured in selected aspen and hybrid poplar genotypes grown at a boreal planting site in Alberta, Canada. Variability in these traits was statistically evaluated based on a blocked experimental design. • We found that genotypes of trembling aspen were more resistant to cavitation, exhibited more negative water potentials, and were more water-use-efficient than hybrid poplars. Under the boreal field test conditions, which included major regional droughts, height growth was negatively correlated with branch vessel diameter (Dv) in both aspen and hybrid poplars and differences in Dv were highly conserved in aspen trees from different provenances. • Differences between the hybrid poplars and aspen provenances suggest that these two groups employ different water-use strategies. The data also suggest that vessel diameter may be a key trait in evaluating growth performance in a boreal environment