Strategic Plan

Imperatives

• Standardize and modestly grow education programs

  STRATEGIES	PROGRESS
  Recruit mission aligned students through pathway programs and open recruitment to serve Inland Southern California.	The School of Medicine received LCME accreditation in 2024. The next review will occur in 2029.
  Strengthen and grow GME programs with existing partner hospitals and establish new programs. Expand focus on recruiting mission-fit trainees.	All SOM residency and fellowship programs continued to receive accreditation with commendation from ACMGE 2024. Hosted Western Group on Educational Advancement (WGEA) conference in 2024
  Continue to implement program evaluation and continuous improvement processes to improve and integrate learning strategies/technologies into the student’s and trainee’s experience.	Effective January 2024, the SOM strategic plan has been updated for 2024-2027. New biannual implementation and monitoring processes have been implemented.
  Develop and integrate new degree programs.	The MPH program successfully enrolled the inaugural cohort of 15 students in Fall 2024 with plans to recruit a similar number of students for the next cohort.

• Strengthen UCR Health and position it for long term system development

  STRATEGIES	PROGRESS
  Improve baseline operational performance and support structures aligned with industry standards.
  Increase UCR Health revenue stream from new programs and services.	UCR Health experienced an increase to 46,916 overall visits, a 2% increase YOY despite reduction in providers.
  Develop infrastructure for improved operations.	Established a continuous improvement flow process that resulted in reduced visit cycle time
  Build on patient safety and clinical quality programs.	Improved performance in hypertension and depression screening Hosted a Primary Care Summit
  Develop the long-term strategy and plan for UCR Health.	UCR Health is engaged in strategic planning in alignment with UC Office of President, sister UC campuses, and UC Health

• Deepen commitment to clinical and population health research and integration within SOM and with other schools and colleges at UCR

  STRATEGIES	PROGRESS
  Build the UCR SOM capacity to conduct clinical research.	The SOM increased research activity by 5% to $19.3M in research expenditures in 2024.
  Leverage the Centers of the UCR SOM to develop translational and clinical research opportunities.	Diversified research funding sources; NIH, NCI, Patient-Centered Outcomes Research Institute (PCORI), SAMSHA, private foundations, and state and county agencies Celebrating 50th Anniversary of Biomedical Sciences

• Build and strengthen strategic philanthropy that supports all aspects of the UCR SOM Mission

  STRATEGIES	PROGRESS
  Build capacity and expertise of the Development Office to pursue greater funding opportunities reaching $7M per year.	Philanthropy increased by 13% to $5.7M 2024, fueled by increased funding from Foundations and Corporations. Pending philanthropy is ~$5.6M and in the pipeline to $10M in 2025.
  Collaborate with Central Advancement, SOM Student Affairs and Strategic Initiatives Offices to develop comprehensive alumni engagement plan.

• Improve UCR SOM processes, operations and employee engagement

  STRATEGIES	PROGRESS
  Determine drivers of staff engagement and retention	SOM Staff Council was established in 2025. This cross departmental, independent council is comprised of SOM staff only.
  Develop consistent and informative onboarding for all new hires	Launched formalized UCR SOM employee onboarding training in 2024
  Offer career advancement and professional development programs for staff	Established Employee Engagement Committee and Professional Develop Committee, who launched quarterly professional development programming. 87 employees participated in SOM professional development programs.
  Provide community events to improve staff engagement	The annual UCR SOM Staff Retreat had 253 attendees in 2024. Over 140 community events during the year
  Engage in continuous process improvement	SOM launched an extensive, multi-faceted process improvement project which reduced approval timelines for purchasing, inspired the new employee orientation.

• Develop a strategic plan to advance Diversity, Equity and Inclusion

  STRATEGIES	PROGRESS
  Institute a dedicated office to provide robust support for DEI initiatives.
  Collaborate with UC Riverside School of Medicine stakeholders and leadership to collectively shape DEI priorities.	Developed a strategic plan for UCR SOM DEI initaitives
  Establish clear and precise metrics to monitor our progress in achieving our DEI goals.