Strategic Plan

Imperatives

• Regularize and modestly grow education programs

  INITIATIVES	PROGRESS
  Standardize GME agreements with partners and grow UCR-sponsored programs.	Substantial progress. Total number of residents and fellows has increased from 109 in FY21 to 136 in FY23.
  Strengthen and grow GME programs with partners organically and through Rural Training Track expansion.
  Develop new programs with GME-naïve hospitals.
  Integrate and expand innovative learning technologies into the curriculum.	Substantial progress. Center for Simulated Patient Care opened in March 2021
  Begin planning for new education building.	Nearing completion. Grand opening of Medical Education Building II- September 2023
  Enhance clerkship coordination and oversight.	Substantial progress.
  Launch MPH program, plan for MD-PhD program and expand MS enrollment.	Substantial progress. Program proposal for MPH approved by UCR Academic Senate in Spring 2023.
  Recruit and train a diverse workforce and student body	Substantial progress. Achieved #5 national ranking for medical school diversity for 2023 in US News

• Strengthen UCR Health and position UCRSOM for long term health system partnerships

  INITIATIVES	PROGRESS
  Optimize existing clinical service capacity through marketing, new payor contracts and enhanced productivity.	In progress. Focus on optimizing electronic medical record functionality, standardizing clinic staff/physician workflows, etc.
  Explore opportunities to provide clinical services through an FQHC structure.	In progress. Opening Hulen Place Clinic in Fall 2023 to serve the unhoused population in Riverside.  This is the first phase toward the FQHC goal.
  Jointly develop clinical opportunities in the IE in partnership with Southern California UC health systems.	In progress. Active engagement with UC Health and other Southern California UC health systems.
  Strengthen relationship with VA and explore other partnership opportunities.	In progress. 14% increase in the number of resident/fellows rotating to VA in FY23
  Initiate process to identify long-term strategic health system partners.	In progress. Active engagement and exploration.

• Deepen commitment to clinical and population health research and integration with basic science research

  INITIATIVES	PROGRESS
  Strengthen alignment of research, education and clinical missions by pursuing joint hires and appointments and pursuing the development of integrated clinical and research centers of excellence.	In progress. Center for Healthy Communities and Center for Health Disparities continue to operate as major research centers of excellence for the School of Medicine.
  Provide PhD trainees with translational and clinical research opportunities.	In progress. Established Office of Scholarly Activities to highlight and expand research opportunities for MD students.
  Expand relationships with industry partners to conduct clinical research.	In progress. Center for Healthy Communities established mini grant program requiring student and community organization partnership

• Embark on a campaign of strategic philanthropy

  INITIATIVES	PROGRESS
  Assemble an accountable team to create infrastructure to identify, create and manage all external funding opportunities.	Substantial progress. Increased alignment across SOM on advancement initiatives.
  Define funding opportunities and campaign objectives.
  Conduct assessment to identify potential individual, corporate and foundation funders and define funding capacity.	Complete. Assessment conducted in FY22
  Define targets for the strategic philanthropy campaign.	Substantial progress. Qualified 150 corporations, 15 health plans, and expanded foundation engagement.
  Design and launch a strategic philanthropy campaign.	In progress.
  Execute campaign	In progress. Have exceeded fundraising goal for FY23

• Improve our ability to execute on this strategy

  INITIATIVES	PROGRESS
  Implement a strategic relationship management approach to hospital partnerships and designate a dedicated role at the leadership level.	Substantial progress: UCR Health welcomed its new CEO Timothy Collins in April of 2023, who will work in partnership with UME and GME Deans on affiliate relationships.
  Implement continuous process improvement training and tools for faculty and staff.
  Expand infrastructure related to conducting research and pursuing external funding.
  Continue to seek augmented operating funds from state sources which are needed to fulfill our mission.	Substantial progress. Successful partnership with UCR Government and Community Relations and local state delegation to secure a total of $40M in ongoing operating funds as well as capital and one time funds in support of the SOM mission.