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College of Humanities, Arts, and Social Sciences Strategic Plan

CHASS centers the diversity of human experience in educational attainment and world-class research in Inland Southern California

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Center CHASS as an R1 knocking at AAU’s door

Public Engagement
Embrace our place in Inland California and among its people


Student Experience
Celebrate our students as innovators and disruptors


Budget & Organization
See the big picture and its alignment to our mission


Our Future
Envision where we go together from here

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Strategic Goal I


Build financial stability, resiliency, and sustainability

  • Increase net revenue
    • Align curricular offering, student success, enrollment management, and admissions to maximize yield rates, CHASS majors, and full-time FTE counts
    • Institutionalize summer session funding pilot
    • Expand remote summer offerings
    • Develop an out-of-state and international undergraduate recruitment strategy
    • Institutionalize MA Funding Incentive
    • Expand 4+1 and 3+2 MA programs 
    • Incentivize grant-writing activities and education
    • Strengthen post-award support
    • Expand philanthropically-supported student success 
    • Expand number and scope of Endowed, Named, and Term Chairs 
    • Advocate on behalf of CHASS at state and federal levels
    • Develop closer connections with federal agency and foundation program officers
    • Center the arts in development activities
    • Prepare CHASS for next Campus Capital Campaign
    Tripled Give Day target for emergency student assistance fund
    • Prepare and train faculty to engage with development activities
    • Grow our giving base 
      • Create an alumni fund 
      • Increase participation in Dean’s Scholarship Funds 
      • Faculty & Staff Giving Campaign 
      • Increase participation in Graduate Student Assistance Fund
  • Improve financial models
    • Institutionalize data transparency
    • Incentivize local investment/returns in fellowships and awards, entrepreneurial activity, and sponsored research
    • Establish Dean’s Advisory Committee on fiscal matters
    • Develop CHASS-specific dashboards including forecasting and modeling
    • Future forecasting should include considerations for adequate reserves
    • Roll out better dashboards by department
    • Increase financial literacy among chairs and directors 
    • Strengthen resilience through cash management and rainy-day funds 
    • Reimagine temporary teaching budgeting and allocations

    Tied for most Guggenheim Fellowships of any public university

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Strategic Goal II


Invest in the success of the people who teach, do research, work, learn, and live at UCR

  • Improve undergrad student success & experience
    • Develop new academic programs in areas of high demand for frosh and transfers
    • Expand course modality and credit load offerings, including systemwide online course development
    • Transition academic advising to holistic student success model

    SEHE (curriculum approved) and Black Study (continuing to support) departments with prospective admissions of Fall 2025

    Implemented innovative academic advising outreach in student services spaces (Advisors advising in self-identified student safe spaces, such as Chicano and African Student programs, LGTBRC, and Veteran Affairs office)

    • Expand CHASS F1RST and Transfers F1RST
    • Reduce class sizes, especially in Social Sciences and upper-division Humanities courses
    • Expand senior capstone opportunities, especially across the Social Sciences
    • Incentivize CHASS participation in University Honors
    • Bring career-mapping into academic programs and student success
    • Improve participation rates for EAP/FLEAP, MMUF, SROP, UCDC, California College Corps, and other UCR/UC high-impact programs 
    • Expand our summer program offerings
    • Expand the internship program following the model of Political Science
    Successfully expanded summer program offerings (7.24% increase in # of UG units since summer 2021)
    • Enhance and expand faculty participation in undergraduate student academic advising and mentorship
  • Improve graduate student success & pipelines
    • Improve graduate funding (grant and fellowship submissions by students)
    • Develop metrics on size of graduate program/faculty 
    • Pipeline workshops for UC PPFP applications
    • Offer more diverse teaching opportunities to diversify and expand training for graduate students
    • Expand training and curricular development for more diverse career outcomes for PhD students
    • Address attrition and failure rates and time-to-degree across departments (benchmarking to UC and national rates) 
    • Reimagine graduate advising


  • Address faculty equity & professional growth
    • Embrace multiple pathways that recognize and reward variety of academic contributions
    • Embrace data transparency on salaries, retention, service,
    • Amplify rewards and recognitions for faculty, for internal and external audiences

    Faculty career achievements and advancement milestones 

    CHASS Named, Term, and Endowed Chairs 

    • Center diversity and inclusion as constitutive of faculty excellence
    • Advance inclusive and equitable search and selection process
    • Make Principles of Community legible and meaningful


    • Appropriately compensate chairs, directors, and supervisors
    • Addressing salary inversions, compressions
    • Education of chairs as administrators
    • Fund competitive leadership training and networking opportunities for faculty and staff
  • Address staff flexibility & professional growth
    • Increase staffing across the College, benchmarking ratios to campus, UC, and association norms (staff:faculty; staff:student)
    • Institutionalize strategic workplace flexibility
    • Expand mentorship and leadership programs among staff
    • Formalize onboarding and career pathing from entry level to supervisory positions 
    • Amplify rewards and recognitions for faculty
    • Improve staff retention ratios
    • Develop CHASS Student-to-Staff Pathway
    • Making Principles of Community legible and meaningful

    Formation of the CHASS Staff Strategic Task Force, with 1-3, and 5-year horizons: https://chass.ucr.edu/strategic-staffing-task-force

    Hired Assistant Dean for Student Success

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Strategic Goal III


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

  • Strengthen AAU membership metrics
    • Foster faculty research environment that is typical for AAU institutions
    • Intentional mapping our strengths to AAU metrics and standards
    • Grow sponsored research activities
    • Strategically grow UC graduate education and postdoctoral opportunities
    • Identify the strength of distinctive research collections
      • California Museum of Photography 
    • Embrace the opportunities to tell our shared and unique AAU-worthy stories
    • Restore faculty research support programs put on hiatus during pandemic-caused budget crisis (Chip-In, subvention, computer replacement)
  • Serve as an Anchor Institution for economic development in Inland Empire
    • Grow CHASS voice in equitable and sustainable regional economic development
    • Position CHASS as arts incubator in regional development
    Created a Spanish-language campaign with Spanish-speaking events in the Coachella Valley and UCR campus targeted to high school students and their families to provide bilingual information about financial aid, housing, and academic departments
    • Coordinate existing research agendas across college to be well-positioned as active partners in OASIS and other regional development initiatives
  • Achieve national classifications
    • Increase National Academy and AAAS members
    • Increase national association recognition for faculty and staff (CUPA HR, CUCSA, NACADA)
    • Recognize community engagement as a metric of excellence
    • Recognize performing and visual arts activity as community engagement 
    John Fischer was elected a fellow of the American Academy of Arts and Sciences

  • Build world-class facilities and marquee events for the arts, humanities, and social sciences
    • Elevate CHASS facilities into campus capital planning
    • Expand CHASS footprint in Downtown Riverside
    • Activate engagement with campus landscape and Library special collections
    • Ensure existing facilities are ADA compliant, safe, and secure
    • Maximize efficient post-pandemic usage of currently assigned CHASS space
    • Modernize and upgrade technology in existing facilities for instruction and student success
    • Contribute to expansion of public art on campus
  • Strengthen research communication and outreach
    • Deepen and expand marketing and communications portfolio
    • Develop an Alumni Engagement strategy
    • Develop faculty outreach and comms trainings
    • Develop relations with community employers

    Showcased 8 CHASS faculty in a video campaign to share research impacts with prospective students, and potential funders:

    Student Experience 
    Your Story
    More than a major