University Extension Strategic Plan
Vision
Financially Sustainable and Resilient
People-Centric Organization
Visible and Important Part of the University and Community
To transform lives through the power of lifelong learning
Pillars
Exceptional Education
Lifelong Learning
Diversity
UC Gold Standard
Real-World Knowledge
Flexibility and Accessibility
Strategic Goal I
Build financial stability, resiliency, and sustainability
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Increase Revenue Opportunities
INITIATIVE PROGRESS Grow international enrollment Increase open enrollment and custom programming enrollment Integrate Palm Desert Center; transition to self-supporting model Grow extramural funding and philanthropic relationships -
Improved Financial Strategy
INITIATIVE PROGRESS Increase financial literacy across the organization Diversify funding sources and revenue streams with a balance of international, domestic, and custom/corporate enrollments, as well as grants and philanthropy -
Improved Program Development and Marketing Strategy
INITIATIVE PROGRESS Conduct regular program portfolio performance analysis Reestablish Program Development Committee Strengthen existing procedures for program review Formulate and refine new marketing strategy Utilize market studies for program development and review decisions Broaden awareness campaign and improve lead conversations
Strategic Goal II
Invest in the success of the people who teach, do research, work, learn, and live at UCR
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Improve student success, experience, and pipelines
INITIATIVE PROGRESS Monitor certificate completion outcomes to improve graduation rates and identify and decrease any existing equity gaps Create career and leadership development opportunities for UCR matriculated students through our programs Improve Extension student experience Grow our undergraduate and graduate pathway programs Be an important part of helping UC stop outs finish their credential -
Address instructor equity and professional growth
INITIATIVE PROGRESS Analyze compensation and reduce equity gaps in compensation Increase diversity in instructor hires Enhance opportunities for instructor development -
Address staff flexibility and professional growth
INITIATIVE PROGRESS Assess hybrid/remote work structure Enhance professional development opportunities for staff at all levels in organization Strategically optimize staffing needs to align with growth goals Position UCR Extension to be a leader in DEI
Strategic Goal III
Expand the visibility and scope of influence of UCR locally, nationally, and globally
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Achieve national classifications and broaden global brand awareness
INITIATIVE PROGRESS Contribute to campus’s pursuit of Carnegie Community Engagement classification Contribute to campus’s pursuit of the APLU Innovation & Economic Prosperity and Global Learning, Research, and Engagement designation Establish UCR Extension as a leader in providing opportunities to gain professional training and cross-cultural communication skills needed to engage in global opportunities -
Community engagement
INITIATIVE PROGRESS Increase instructor engagement Increase K-12 education community engagement Establish UCR Extension as a research dissemination arm for community Seat UCR Extension staff on community organization committees Position UCR Extension centrally as a leader in workforce development within the local economy -
Partner Engagement
INITIATIVE PROGRESS Establish new and steward existing domestic and global partnerships to increase enrollments Increase Extension’s contributions to the internationalization of UCR Strengthen cross-campus, cross-system, and cross-institution collaboration and advocacy -
Alumni Engagement
INITIATIVE PROGRESS Create personal and professional growth opportunities for alumni Engage alumni in networking, mentoring and philanthropic giving