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.	Substantial progress. Total number of residents and fellows has increased from 109 in FY21 to 136 in FY23.
  Strengthen and grow GME programs with existing partner hospitals and establish new programs. Expand focus on recruiting mission-fit trainees.
  Continue to implement program evaluation and continuous improvement processes to improve and integrate learning strategies/technologies into the student’s and trainee’s experience.	Substantial progress. Center for Simulated Patient Care opened in March 2021
  Develop and integrate new degree programs.	Substantial progress. Program proposal for MPH approved by UCR Academic Senate in Spring 2023.

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

  STRATEGIES	PROGRESS
  Improve baseline operational performance and support structures aligned with industry standards.	In progress. Focus on optimizing electronic medical record functionality, standardizing clinic staff/physician workflows, etc.
  Increase UCR Health revenue stream from new programs and services.
  Develop infrastructure for improved operations.
  Create patient safety and clinical quality programs.
  Develop the long-term strategy and plan for UCR Health.	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.

• 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.
  Leverage the Centers of the UCR SOM to develop translational and clinical research opportunities.	In progress. Established Office of Scholarly Activities to highlight and expand research opportunities for MD students. Center for Healthy Communities and Center for Health Disparities continue to operate as major research centers of excellence for the School of Medicine.
  Increase and better assess the impact of UCR SOM research activities within its extensive network of like-minded organizations.

• 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.	Substantial progress. Qualified 150 corporations, 15 health plans, and expanded foundation engagement.
  Collaborate with Central Advancement, SOM Student Affairs and Strategic Initiatives Offices to develop comprehensive alumni engagement plan.
  Align development activities to specifically fund mission focused programming of the UCR SOM.

• Improve UCR SOM processes, operations and employee engagement

  STRATEGIES	PROGRESS
  Provide responsive work environments that maximize employee productivity and engagement.
  Institutionalize the evaluation process for employees of the SOM.
  Establish and promote community building within the School of Medicine.

• 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.
  Establish clear and precise metrics to monitor our progress in achieving our DEI goals.