Imperatives

• Standardize and modestly grow education programs

  STRATEGIES	PROGRESS
  Prepare for LCME review	The UCR School of Medicine recieved full accreditation from the LCME. The next visit is scheduled for 2029-2030.
  Launch MPH program	The second MPH class was welcomed in 2026. A total of 14 students matriculated. There are a total of 27 MPH students.
  Strengthen and grow GME program	Residency and fellow program enrollment increased from 118 to 132 trainees over the FY25-26 period. As of FY25, 20% of trainees described themselves as Black or African American, or Hispanic/Latino.

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

  STRATEGIES	PROGRESS
  Increase UCR Health revenue and services	Department Chairs have worked with physicians to improve clinic scheduling and patient scheduling. Schedules have been implemented with >95% of all schedules standardized to achieve 75%ile production for physicians.
  Develop infrastructure for improved operations	UCR SOM hired a physician recruitment specialist and completed an improvement process for physician LOI. Rehauled the entire faculty recruitment process to streamline and standardize.
  Build clinical quality programs	UCR SOM expanded clinical services in Psychiatry, Family Medicine, and hired Cardiologist within UCR Health.

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

  STRATEGIES	PROGRESS
  Grow UCR SOM research in collaboration with other schools and colleges	SOM sponsored expenditures reached $26M in FY 2025. The Biomedical Sciences Division led the way with $14.2M in expenditures.
  Leverage the Center of UCR SOM to develop a diverse portfolio of opportunities	Substantial Growth in Proposal Volume: We have successfully scaled our research operations, with proposal submissions projected to increase by over 55% from FY2024 (106) to FY2026 (165).

• 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 increase philanthropy for UCR SOM	The SOM received a total of $5,155,666 in donations

• Improve UCR SOM processes, operations and employee engagement

  STRATEGIES	PROGRESS
  Determine drivers of staff engagement and retention	Establishment of collaborative book club with directors and FAO to learn about management systems.
  Develop consistent and informative onboarding for all new hires	New Employee Information Sessions have been implemented successfully with each unit presenting in a monthly onboarding.
  Offer career advancement and professional development programs for staff	The School of Medicine continues staff professional development through the dollars for degree programs, earmarked professional development funds for each staff member, and the new SOM mentorship program (13 employees participating).
  Provide community events to improve staff engagement	The annual staff retreat continues to be held each year with attendance growing each year. Last year, 200 attendees participated in the staff retreat for the theme: Collaboration in Action.
  Engage in continuous process improvement	Business Operations has created a widely used consulation service for purchasing and planning of SOM activities.

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

  STRATEGIES	PROGRESS
  Provide opportunities for the community to engage in DEI work	Recruited 5 new clinical faculty members who are mission fit through the THRIVE award. Recruitment activities attended include: LMSA National, LMSA West, National Latino Physician Day, AMEC, AMMSA National, and Inclusive Excellence in GME.  There has been an increase in number of students with ties to the Inland Empire. Additionally, increased the number of mission fit faculty and residents this year.
  Launch new DEI initiatives	Curriculum review has been initiated in the LGBTQ+ Health Curriculum thread and DEI topics have been integrated into the Professional Identity Formation series. We have continued our professional development programming through Lunch and Learns, the DEI Colloquium, and guest speakers for our student interest groups.
  Provide opportunities for the community to engage in DEI work	The DEI Office increased the number of community building and engagement events year over year.