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.	Mission-aligned growth of the MD program continues.  Total enrollment is 361.  Entering class of FY2024: 86 students, 73% had ties to the Inland Empire, 44% were underrepresented in medicine, and 39% were first generation college graduates.
  Strengthen and grow GME programs with existing partner hospitals and establish new programs. Expand focus on recruiting mission-fit trainees.	All SOM-sponsored GME programs have received accreditation with commendation in Spring 2024. 38% of residency program graduates are staying in the region to practice.
  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 new master’s in public health has been approved with Fall 2024 to welcome the first class.

• 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 February 2024, UCR Health went live with new appointment template structure. Increased visit volume by 15% from FY23 YTD. Also implemented 10% overbooking to address the high appointment cancellation rate.
  Increase UCR Health revenue stream from new programs and services.
  Develop infrastructure for improved operations.	As of February 2024, UCR Health has seen a 35% reduction in patient appointments being "bumped" by provider, and a 5.75 minute reduction in time to wait for a room since September 2023.
  Build on patient safety and clinical quality programs.	UCR Health hired a new Chief Medical Officer, Dr. Naveen Raja in January 2024.
  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.	In January 2024, The SOM hired Dr. Michelle Porche as Director of clinical faculty research.
  Leverage the Centers of the UCR SOM to develop translational and clinical research opportunities.	In FY 2024, SOM funding expenditures grew from $17M to $18M. Federal funding accounted for 78% of total sponsored expenditures in FY23. SOM also has key role in U54 - Cancer Health Equity UCR/City of Hope
  Increase and better assess the impact of UCR SOM research activities within its extensive network of like-minded organizations.	The Center for Healthy Communities impact report is publicly available.

• 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.	Added an additional SOM focused development position in March 2024.
  Collaborate with Central Advancement, SOM Student Affairs and Strategic Initiatives Offices to develop comprehensive alumni engagement plan.	The first alumni survey for MD graduates was distributed in January of 2024. Results are helping to inform the alumni engagement plan.
  Align development activities to specifically fund mission focused programming of the UCR SOM.	Large scale events including the Medical Education Gala held in October 2023 achieved 50% more attendance than previous years. Additionally, 101 SOM students are recipients of scholarships for a total of $2.9M.

• Improve UCR SOM processes, operations and employee engagement

  STRATEGIES	PROGRESS
  Provide responsive work environments that maximize employee productivity and engagement.	In FY23 and FY24, SOM established new criteria driven “prestige” awards to recognize and engage employees – 8 (eight) staff mission awards; 16 (sixteen) faculty awards, which will be awarded annually.
  Institutionalize the evaluation process for employees of the SOM.	The new web-based evaluation system pilot has been implemented in the SOM with employees having defined intervals to discuss their work with their supervisors.
  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.	The Associate Dean for DEI, Dr. Denise Martinez, hired in July 2023, has been instrumental in building the office and building on UCR SOM’s diversity achievements recognized nationally.
  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.	The office of DEI at the SOM has worked with the Strategic Initiatives Unit to begin to develop metrics to advance DEI goals.