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Research and Economic Development Strategic Plan

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Strategic Goal I

  

Build financial stability, resiliency, and sustainability

  • Increase revenue opportunities
    INITIATIVES PROGRESS
    Grow extramural awards and contracts funding

    Total expenditures increased from $215M to $232M (federal increased from $121M to $126M)

    F&A revenue flat at $37M

    Third competition for OASIS-IFA complete. A total of ~$1.3M was awarded (currently, $4.7M has been allocated via OASIS-IFA). 

    Grow philanthropy  
    Diversify IP portfolio

    1.    144 UCR inventors served (includes faculty, students, postdocs, staff, etc.) 64 faculty, 40 grad students, 19 postdocs, 1 undergraduate student, 19 staff, 1 volunteer).
    2.     76 invention disclosures received/accepted in FY 2024.
    3.     102 patents (58 provisional, 44 non provisional applications filed) + 19 US patents issued.
    4.     13 agreements total (11 licenses – 1 was utility, 10 were plant, 0 were copyright; 2 option; including 3 license/option agreements to startups.
    5.     Number of outreach/marketing campaigns:  33 total (25 industry; 8 faculty) – does not include outreach/ marketing efforts for individual pieces of IP) focused on IP/tech transfer. 

    See more at Annual Reports | Office of Technology Partnerships

    Increase industry sponsored research to 6% of research grants

    1.  37 research sponsors engaged (leading to contracts). 
    2.  108 contracts negotiated.
    3.  21 SBIR proposals for 15 different sponsors on behalf of UCR faculty. 5 UCR affiliated SBIRs received $495,782. In addition, 27 SBIR/ STTR proposals were supported by EPIC SBDC. Total dollars awarded to EPIC SBDC clients were $15,605,000. 
    4.  7 POC grants for a total of $343,400; Since 2013: $2.43M to 68 projects.
    5.  One license agreement with UCR IP to one startup; 2 options agreements with UCR IP to two startups.

  • Improve financial models
    INITIATIVES PROGRESS
    Stabilize funding for select core research facilities

    The merge of the existing Nanofabrication Facility with the Central Facility for Advanced Microscopy and Microanalysis (CFAMM) is complete

    $3.5M in new internal funding secured over the next five years, in addition to the $1.5M already committed by RED.


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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 graduate student success and pipelines
    INITIATIVE PROGRESS
    Increase culture of entrepreneurship on campus

    2 INNOVAR workshops 
    27 teams participating in INNOVAR, 14 Graduate students
    7 Teams participating in NSF Hub West, 6 graduate students. 
    2 Companies formed

    More details at Annual Reports | Office of Technology Partnerships

    Increase number of training grants  
    Diversify IP portfolio  
    Increase industry sponsored research to 6% of research grants  
  • Improve undergraduate student success and experience
    INITIATIVE PROGRESS
    Increase culture of entrepreneurship on campus

    3570 Undergraduate students engaged including participation in workshops,  social media and startup tree.  
    3 undergraduate students participated in NSF Hub West. 
    326 Students participated in Blackstone Launchpad workshops. 
    16 Undergraduate students participated in UCR INNOVAR class. 

  • Support research integrity and compliance
    INITIATIVE PROGRESS
    Continue to address state and federal changing requirements There is a new requirement for NSF and CITI training. An ad-hoc committee was created to make recommendations about new NSF training requirements and Citi modules were implemented.
  • Address staffing levels, staff flexibility and professional growth
    INITIATIVE PROGRESS
    Invest in strategic hiring  
    Enhance professional development  
    Strengthen research administration processes The campus has transitioned to cloud-based research applications by Kuali to standardize the processes for research proposals, awards and subawards, compliance, administration, and documentation across various departments.

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Strategic Goal III

  

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