This dynamic website for UCR 2030 outlines our ambitions for where we would like to be in 2030 and our intentions for how we will get there. It highlights our central priorities and helps us hold ourselves accountable. Each spring, we update this site to provide links to metrics, data, and stories to assess our progress toward our goals. The central campus strategic goals outlined below provide the foundation for the faculty and staff in the schools, colleges, and other organizational units to achieve the goals laid out in their respective plans. Details on those unit-specific strategic plans can be found in the drop-down menu at the top of the page. UCR’s mission, values, and pillars of our identity can be found at ucr.edu/mission.
Strategic Goal I
Build financial stability, resiliency, and sustainability
-
Increase Net Revenue
INITIATIVES ACTION ITEMS PROGRESS Grow nonresident enrollment Intensive & targeted outreach (out-of-state and international)
Increase summer session offerings and enrollment - Identify new courses for summer (based on student demand)
- Expand and enhance recruiting efforts
- Review budget model incentives
Increase number of master’s programs and master’s enrollment
- Perform market studies to determine viability of proposed master’s programs
- Increase support for developing and submitting proposals
Grow extramural research funding - Provide competitive internal seed funding opportunities
- Expand campus and school/college support for grant proposal development and grant management
Total Expenditures increased from $215M to $232M
OASIS internal funding award - more than $1.3M awarded
Grow philanthropy - Develop larger pool of donors
- Engage faculty in donor cultivation and stewardship
- Expand alumni programming
University’s total endowment now exceeds $1.28B
UCR’s annual Give Day raised more than $886,000, exceeding its $750,000 fundraising goal
Advocate for resources from State of CA - Provide timely information to state legislators
- Engage actively with UCOP on development and
refinement of allocation protocols
UCR Advocacy Day (March 5-6, 2025) included 20 advocates and over 150 people at the legislative reception
-
Improve Financial Models
INITIATIVES ACTION ITEMS PROGRESS - Stabilize funding for core research facilities
- Provide budgeting and forecasting tools to units
Roll out common budget template and forecasting tools that are part of the new financial system
Strategic Goal II
Invest in the success of the people who teach, do research, work, learn, and live at UCR
-
Address Faculty Diversity, Equity, & Professional Growth
INITIATIVES ACTION ITEMS PROGRESS Reduce equity gaps - Implement salary equity program
- Improve orientations and expand programming
Faculty members are within 5% of their projected median salary
Enhance leadership development Implement Coro faculty leadership program Second Faculty Coro cohort began March 2025 with 16 participants. Increase the number of Senate faculty from historically underrepresented backgrounds - Increase applicant pool diversity
- Seek to hire and retain candidates whose contributions are strongly aligned with the UCR mission to foster diversity, equity, and inclusion in higher education
- Collect and report a broad spectrum of data on faculty diversity consistent with the Regents Policy on Diversity
-
Improve Graduate Student Success and Pipelines
INITIATIVES ACTION ITEMS PROGRESS - Improve graduation rates
- Decrease equity gaps
- Provide support for faculty to apply for more training grants
- Support student applications for individual fellowships
- Right-size TA budgets
All grad students at 34K min for AY 24-25
17 GAANNS submitted (co-share provided by Graduate Division and Colleges) – 7 proposals awarded (~7M)
Grow new 4-1 & 3-2 Master’s programs - Incentivize new program development
- Increase support for developing and submitting proposals
-
Improve Undergraduate Student Success and Experience
INITIATIVES ACTION ITEMS PROGRESS - Improve graduation rates
- Decrease equity gaps
- Sustain academic standards
- Invest in student advising (personnel & software)
- Launch new Black Student Success Initiatives
- Strengthen first year academic support and skills training
Report released on undergraduate student retention
Black Student Success programs created new undergraduate student manager for the BSS Sankofa mentoring program
Expand high-impact practices & career / leadership development across demographics Provide expanded opportunities to increase the numbers of students participating in:
- Honors
- Education Abroad
- Research
- Internships
- Learning communities
- Community engaged learning
Report released on undergraduate student career and professional development
In 2024 there were 549 undergraduate research symposium participants.
-
Address Staffing Levels, Staff Flexibility and Professional Growth
INITIATIVES ACTION ITEMS PROGRESS Invest in strategic hiring Identify areas for staff expansion Defer hiring to 2025-26 because of flat budget allocation from state, though there was an increase in headcount for staff in line with overall growth in recent years. Enhance professional development - Reassess pilot options in 1-2 years
- Update campus policy / implementation in units
- Ongoing rollout of supervisor resources for hybrid/remote
- Remodel some admin spaces to accommodate flexwork
Internal dashboard completed and available. FY 24 - 90 learning sessions provided to 1825 participants. -
Enhance Campus Space
INITIATIVES ACTION ITEMS PROGRESS Expand and improve teaching facilities - Fund, design, and build the Undergraduate Teaching and Learning Facility (UTLF)
- Capitalize on new teaching space in new education buildings (Medicine, Business)
- Renovate existing class labs/studio spaces on campus.
Support ongoing renovation of research facilities - Advocate for state funds
- Allocate campus funds
- Prioritize renovation projects
Pierce Labs 3326, 3344, 3360, and 3341 – Completed Summer 2024
Chapman Hall 109 Lab – Completed Summer 2024
Physics 2144 – Completed Summer 2024
Develop additional student housing - Collaborate with Riverside Community College on North District Phase II
- Prioritize housing options for graduate and international student populations
With the opening of ND Ph2 (1,568 student beds) for Fall 2025, the campus will have increased our total student bed count over 61% (6,374 to 10,268) from the actual Fall 2019 count (which represents about 39% of our total Fall 2024 headcount).
Construction underway Opening Fall 2025
Strategic Goal III
Expand the visibility and scope of influence of UCR locally, nationally, and globally
-
Strengthen AAU Membership Metrics
INITIATIVES ACTION ITEMS PROGRESS - Grow doctoral program enrollments
- Grow federal and non-federal research funding
- Expand postdoctoral appointments
- Promote faculty and UCR nationally through media, awards, and national networks.
- Provide support for faculty to apply for more training grants
- Support student applications for individual fellowships
- Right-size TA budgets
- Provide competitive internal seed funding opportunities
- Expand campus and school/college support for grant proposal development and grant management
UCR joined the AAU on July 1, 2023
Baseline comparisons
-
Serve as an Anchor Institution for Research and Economic Development in the Inland Empire
INITIATIVES ACTION ITEMS PROGRESS Invest in centers of research and development on campus - Identify multi-college interdisciplinary collaborations
- Secure funding and partners for Clean Tech Park capital project
Riverside Artificial Intelligence ReSEarch, or RAISE, Institute selected as the inaugural Campus Interdisciplinary Research Center -
Achieve Additional National Recognition
INITIATIVES ACTION ITEMS PROGRESS Carnegie classification - Community Engagement 2024 application cycle
Received designation January 8, 2024
APLU classification – Innovation & Economic Prosperity 2023 cycle Received classification March 2024
APLU Award - Global Learning, Research, & Engagement Plan for meeting criteria AASHE Sustainability Tracking Assessment & Rating System Platinum status Currently UCR has a Gold Rating