Docstoc

Proposal to Launch a New Professional School

Document Sample
Proposal to Launch a New Professional School Powered By Docstoc
					                       UNIVERSITY OF CALIFORNIA RIVERSIDE
                             PRELIMINARY PROPOSAL
                       TO ESTABLISH A SCHOOL OF MEDICINE
                              EXECUTIVE SUMMARY


The University of California Riverside proposes to establish a School of Medicine that serves the
medically underserved in Inland Southern California by training a diverse workforce of
physicians, with innovations in research, education, and health care delivery that resound
throughout the state and nation.

Vision
UCR’s School of Medicine will comprise the following elements:
  • An innovative and distinguished research base, focused on areas of research in which
      UCR has existing strength, and/or can make a unique contribution. Research will
      emphasize population health, preventive medicine, and development of scientific
      knowledge to effect innovations in healthcare delivery, using the rapidly growing Inland
      Southern California region as a laboratory; there will also be a focus on diseases and
      health issues specific to the region and the ethnic and cultural groups that reside in it.
  • Educational programs that are innovative, with a curriculum that affords students the
      opportunity to focus on improved health care in both primary care and specialty areas.
  • A distributed clinical model that is consistent with the mission of broadly serving the
      medically underserved throughout Inland Southern California and that will be innovative
      in redesigning the system of health care delivery.
  • Partnerships with regional hospitals and clinics that will offer students a broad range of
      experiences and leverage existing healthcare resources in lieu of constructing a new
      hospital.
  • Recruitment and educational programs that contribute to the development of a diverse
      workforce of physicians that reflects the face of 21st century California.

Mission
The mission of the UCR School of Medicine is to improve the health of the people of California
and, especially, to serve Inland Southern California by training a diverse workforce of physicians
and by developing innovative research and health care delivery programs that will improve the
health of the medically underserved in the region and become models to be emulated throughout
the state and nation.

Goals

To fulfill the vision and mission, the following goals are set forth:
   • To establish a premier School of Medicine.
   • To build the School upon the highest quality basic, applied, and clinical research.
   • To develop an innovative health care delivery system for Inland Southern California that
        will serve as a model for the nation.
Model

Research-based Foundation – The UCR School of Medicine will be research based. This is
essential to providing a high quality educational experience for students, improving health care
delivery, and distinguishing the School. From the outset UCR aims to become a national leader
in biomedical sciences and health care research. Already the campus has a base of
approximately 100 faculty conducting research in health-related fields, including public health
policy. A proposed new School of Public Policy will significantly enhance research in this area.
In 2006 UCR launched its Health Sciences Research Institute (HSRI), aimed at strengthening
and focusing research and graduate education in the biomedical and related health sciences at
UCR, and fostering interdisciplinary collaboration with the private sector. An investment of new
faculty positions will enable the campus to build upon its present strengths in the biological,
agricultural, physical, and socio-behavioral sciences and to enhance the capacity of existing
faculty and departments to link more effectively to new frontiers of biomedical and related health
sciences research. The HSRI will significantly increase the number of faculty, postdoctorals, and
graduate students whose research interests lie in health-related fields. Ultimately, the HSRI will
enhance the national visibility of biomedical and health sciences research and graduate education
at UCR, serving as a powerful magnet for prospective faculty to join the new School of Medicine
and helping to create a knowledge-based economy for the region.

Distributed Clinical System – The UCR School of Medicine will embrace a distributed clinical
system—one which is both consistent with the proposed mission and, at the same time, socially
and economically advantageous. Rather than construct its own hospital, UCR will partner with
area hospitals in Riverside and San Bernardino counties as well as regional clinics for its clinical
programs. Utilizing a distributed model will allow UCR to train students throughout the
widespread Inland Southern California region. Because data show that physicians tend to
practice where they do their residencies, over time this approach will result in greater access to
health care for a broader base of a diverse and currently underserved population. At the same
time, the distributed model allows for leveraging existing healthcare resources by partnering with
regional hospitals and clinics. As an intermediary step, UCR will establish a Center for Clinical
Medical Education (CCME), thus fostering the necessary relationships, clerkships, and residency
positions upon which to build a full-fledged medical school. The CCME will provide rotations
for 3rd and 4th year medical students, as well as medical residencies with local hospitals and
clinics. In addition to providing graduate education, the CCME will conduct research in
education and evaluation, helping to shape residencies to meet new requirements and offering an
evaluation-based approach to continuing medical education. The CCME will monitor, evaluate,
and track education throughout the distributed system.

Approach

UCR will implement a phased approach to the development of the School of Medicine:




                                                                                                  2
Phase I: 2007-2012
   • Launching the School:
          o Obtain Regental approval
          o Hire the founding dean and first clinical faculty
          o Refine the financial/business plan
          o Procure non-state financial support
          o Plan and construct launch facilities, including West Campus infrastructure
   • Strengthening the Foundation:
          o Enhance the infrastructure for the UCR/UCLA Thomas Haider Biomedical Sciences
             Program
          o Expand the Health Sciences Research Institute
          o Establish the Center for Clinical Medical Education
          o Complete the initial build-out of UCR Medical School facilities

Phase II: 2012-2022
   • Expanding the School:
          o Hire additional medical school faculty
          o Generate enrollment
          o Achieve accreditation
          o Complete subsequent facilities

Need

A January 2006 report of the Association of American Medical Colleges calls for a 30 percent
expansion of enrollment in LCME-accredited medical schools by 2015, through expansion of
existing schools and development of new schools of medicine. The same report ranks the state
39th in the nation for the number of current medical school students per 100,000 population. The
state also ranks in the bottom half nationwide for physicians serving residencies and fellowships,
the proportion of active physicians who attended medical schools in-state, and the proportion of
new allopathic students who matriculated in state schools in 2004. By 2015, the statewide
supply of physicians will be as much as 16 percent less than projected demand; in the Inland
Empire, the shortfall is projected to be 53 percent, or 1140 physicians. Already this region
shares with the South Valley the lowest number of active patient care physicians and primary
care physicians per 100,000 population in the state. Between 2000 and 2015, Riverside and San
Bernardino counties are projected to experience a 47.3 percent growth on a population base of
3,298,337 people. During this period, the largest population growth among Hispanics
statewide—92 percent—will take place in the Inland Empire, which also will experience the
largest growth among African-Americans (54 percent) and Asians (105 percent).

UCR’s Assets

The vision for a UCR School of Medicine builds upon existing campus strengths, including the
UCR/UCLA Thomas Haider Program in Biomedical Sciences. For 30 years, UCR has provided
the first two years of medical school to select students, who then go on to UCLA to complete
their medical degrees. U.S. News and World Report ranks UCR’s undergraduate population third
in the nation for diversity among public doctoral research universities. These students will


                                                                                                 3
provide a valuable pipeline for achieving diversity in the School of Medicine; others will be
attracted by the mission of serving the underserved. UCR’s core of 100 faculty conducting
research in health-related fields will be expanded by a campus commitment of 40 new faculty
positions in the health sciences by 2010. A distinguished External Advisory Board, made up of
Deans and other experts from UC San Francisco, Harvard Medical School, University of
Minnesota, UCLA, Duke University, and the Association of American Medical Colleges, is
helping to craft a distinctive academic vision for the medical school and a business plan to ensure
the school’s success. Finally, UCR enjoys widespread support from the community, including
business leaders, hospital and other health care executives, and elected officials.

Enrollment and Financial Plan

Enrollment - At maturity the UCR School of Medicine is projected to have a total enrollment of
384 medical students and 160 graduate Ph.D. students. The enrollment model calls for building
upon the current 48 medical seats in the UCR/UCLA Haider Biomedical Sciences Program to
achieve this goal by 2021-22.

Operating Costs – The total projected cumulative cost of Phase I (2007-12) is $15 million (in
2005-06 dollars), which includes both the launch and strengthening components of the proposal.
This figure consists of both operations during ramp-up and some initial one-time start-up costs.
UCR is requesting only $7.5 million from the state for this initial phase, to cover the cost of the
Dean’s position, eight faculty lines, and associated support costs over a period of five years. The
remaining $7.5 million will be funded through gifts, grants, and other non-state sources of
revenue. Operating costs during Phase II (2012-22) will gradually increase in concert with
growth in projected student enrollment. At full build-out, annual operations are estimated at
$124 million. This will be supported from a combination of state funds/educational fees,
professional school fees, clinical revenue, contracts and grants, and gifts and endowments.
Approximately 26 percent ($32 million) of the total annual operating costs at build-out will be
contributed by the state. The projected cumulative state contribution over this 10-year period
will be $185 million, out of a total projected cumulative cost of approximately $860 million.
Over the course of Phases I and II—a 15-year period—the total state investment in operating
costs is projected to be $192.5 million.

Capital costs – Capital projects for Phase I include enhancing existing facilities in support of the
Haider Biomedical Sciences Program and construction of additional facilities for medical
education and research. Additional off-campus space will be leased for clinical purposes. The
total cost is expected to be $146 million. For Phase II, growth of the school will require
expanded education and research facilities, vivaria, and a new ambulatory care facility. The cost
of facilities for this period is estimated at $350 million. The total capital costs for both phases
are estimated at $496 million. Funding for capital projects is expected to come from a
combination of enhanced fundraising efforts, expanded contract and grant activity, new sources
of funding such as clinical revenue and strategic industry partnerships, and investment by the
state.




                                                                                                   4

				
DOCUMENT INFO
Description: Proposal to Launch a New Professional School document sample