Strategic Plan

Initiatives

• Invest in Staff

  INITIATIVE	PROGRESS
  Determine the staffing needed to support a campus of 30,000 students that considers both how our work and student demands are continually evolving
  Develop a professional development strategy that maximizes succession planning and ensures staff have the tools to perform their jobs well
  Develop an intentional professional pathway for individuals within the Enrollment Services organization, inclusive of considerations for staff who do not want a supervisory role
  Advance a plan that prioritizes engagement, training, and regular updates that promotes collaboration among employees
  Develop and deploy a thoughtful and engaging new employee orientation program

• Create a Seamless Student-Centered Experience

  INITIATIVE	PROGRESS
  Develop a centralized call center for student-facing functions that maximizes the potential for problem resolution on the spot
  Re-envision the purpose, mission, and vision of the Highlander One-Stop Shop to make certain it is a space that maximizes efficient and timely problem resolution for the UCR student community
  Evaluate opportunities to unify incoming student communication channels into a streamlined interface that allows for outward communication to students and eliminates duplication of effort
  Develop a web presence that integrates business processes from the lens of the student, not the department
  Utilize the continuing student CRM to develop a personalized and automated communication plan to current students that maximizes the opportunity to keep students on track with the critical administrative processes needed to be completed in order to move through their academic journey

• Utilize real-time, relevant information that informs a student-centered experience

  INITIATIVE	PROGRESS
  Look for opportunities to merge/eliminate redundant systems and bad data within the Enrollment Services organization
  Ensure staff are comfortable using and informed about the data available to them to successfully perform their work
  Employ the use of data visualization tools to tell the Enrollment Services story to internal and external audiences
  Use data to mine for actionable intelligence that informs the Enrollment Services strategic priorities

• Increase Institutional Efficiency

  INITIATIVE	PROGRESS
  With the aspiration to create a consistent student-experience, centralize appropriate administrative tasks into spaces within Enrollment Services that have the required expertise
  Develop a mechanism to ensure Enrollment Services receives critical and regular updates from the academic community that enables staff to adjust processes, etc. that will best serve the UCR student community
  Provide regular updates to the campus community to ensure the staff across campus can serve the UCR student community with the best information available

• Advance a Strategic and Innovative Campus Framework for Setting, Fulfilling and Assessing Undergraduate Enrollment Goals

  INITIATIVE	PROGRESS
  Establish a campus Strategic Planning group that determines the following: Optimum level of enrollment the institution desires to realize in consideration of financial imperatives and organizational capacity conditions Desired student profile in consideration of UCR’s mission and mandate, as well as quality and access Desired academic profile in consideration of UCR’s student and industry needs, instructional and campus capacity, political pressures, and competitive context
  Increase new student entering domestic non-resident enrollment from the current state of 100 each year to 450 each year by 2030
  Increase Summer Session FTE 40% by 2030, realizing an increase of 620 new FTE