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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.

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Strategic Goal I


Build financial stability, resiliency, and sustainability

  • Increase Net Revenue
    Grow nonresident enrollment

    Intensive & targeted outreach (out-of-state and international)

    9% international and non-resident students

    Increase summer session offerings and enrollment
    • Identify new courses for summer (based on student demand)
    • Expand and enhance recruiting efforts
    • Review budget model incentives
    Graphic showing growth in Summer Sessions

    PDF available here


    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

    Master's Program Enrollments

    Graph showing growth in UCR Master's Program Enrollment

    PDF available here

    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 $199M to $215M

    OASIS internal funding award

    Grow philanthropy
    • Develop larger pool of donors
    • Engage faculty in donor cultivation and stewardship
    • Expand alumni programming
    Advocate for resources from State of CA
    • Provide timely information to state legislators
    • Engage actively with UCOP on development and
      refinement of allocation protocols
    Growth showing state funding to UCR
    PDF available here
  • Improve Financial Models
    • 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


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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
    Reduce equity gaps
    • Implement salary equity program
    • Improve orientations and expand programming

    Second biennial faculty equity study completed January 2024 - salary equity program to be implemented Fall 2024

    New faculty orientation

    Enhance leadership development Implement CORO faculty leadership program Faculty Leadership Collaborative Program
    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
    • 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 29K min for AY 23-24, with plans for a 34K min for AY 24-25

    Grow new 4-1 & 3-2 Master’s programs
    • Incentivize new program development
    • Increase support for developing and submitting proposals
    Table showing master's programs
  • Improve Undergrad Student Success and Experience
    • 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

    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
  • Address Staffing Levels, Staff Flexibility and Professional Growth
    Invest in strategic hiring Identify areas for staff expansion $2.25M investment in central Human Resources
    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
  • Enhance Campus Space
    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.

    UTLF approved by UC Regents March 2024

    Support ongoing renovation of research facilities
    • Advocate for state funds
    • Allocate campus funds
    • Prioritize renovation projects

    New roofs on Spieth and Fine Arts; new elevators in Watkins, Webber, Batchelor, Physics, and PE/Athletics

    Example - Physics Elevators Before/After:

    Physics elevators
    Develop additional student housing
    • Collaborate with Riverside Community College on North District Phase II
    • Prioritize housing options for graduate and international student populations
    Construction underway Opening Fall 2025

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Strategic Goal III


Expand the visibility and scope of influence of UCR locally, nationally, and globally


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