Over the past several weeks, I have been communicating widely about the challenges the Inland Empire faces in healthcare. These challenges are not new, but they are becoming increasingly urgent and acute. Physician shortages across primary and specialty care continue to strain our system, and the lack of facility capital reinvestment—because of the magnitude of the cost—results in longer hospital wait times and delays in access to critical services. At the same time, the anticipated reduction in insurance coverage, driven by recent policy changes, poses a significant risk for our residents, many of whom already struggle to obtain the care they need. The convergence of these issues threatens not only the health of our communities but also the economic vitality of our region.

In recent weeks, I had the opportunity to attend an important session chaired by Assemblywoman Norma Torres and hosted by IEHP. The session brought together healthcare organizations, community leaders, and stakeholders to discuss the broader impacts of healthcare on the Inland Empire economy. A key theme was the essential role that access to healthcare plays in attracting and retaining employees and in supporting organizations that are expanding or relocating to our region. The discussion also highlighted the persistent imbalance between medical workforce supply and demand, and the potential consequences following recent federal legislation.

I presented the clear challenges we face, along with some of the opportunities for addressing them. However, I emphasized that these issues cannot be solved in one year or by one organization alone. What is needed is a comprehensive, collaborative plan that incorporates many voices and coordinated actions, working together over time to strengthen the healthcare infrastructure of the Inland Empire. UCR, the School of Medicine, and UCR Health are committed to being part of the solution and have already taken steps toward improvement. Still, to truly address the challenges of healthcare access, physician availability, and overall community health, there must be an organized collaborative approach that is funded, monitored, and accountable for results.

I want to recognize Assemblywoman Norma Torres for her leadership in convening this important session. By bringing together the community to hear directly from those on the front lines, she ensures that the realities and impacts of these challenges are understood and addressed in meaningful ways. Her commitment to elevating these discussions provides a strong foundation to build a more resilient healthcare system for the future of the Inland Empire.

The post Message from the CEO – September 2025 appeared first on UCR Health.

Dear UCR Health Community,

We are excited to share some exciting developments that will significantly enhance healthcare access, quality, and convenience for our UC colleagues and their families. From joining the UC Blue and Gold HMO network to expanding our clinical services and digital tools, UCR Health is making meaningful strides to bring high-quality, patient-centered care closer to home — right where you live, work, and learn.

UCR Health to Join the Blue and Gold HMO Network – Effective January 1, 2026

Starting January 1, 2026, UCR Health will officially join the UC Blue and Gold HMO network for employees. This means UC employees and their dependents will have direct access to our growing network of doctors and specialists through their UC-sponsored health plan.

Additionally, we are launching a simplified connection to our customer service team, so whether you have questions about a referral, an authorization, or just want to check the status of your care, help will be just a click or call away. Our goal is simple: to make your healthcare as accessible and personalized as possible, because your health is our shared priority.

Enhancing Clinical Quality Through Data-Driven Tools

Our Clinical Informatics and Quality teams have made impressive progress in improving patient care, especially in critical areas like hypertension and diabetes. By developing advanced Epic tools that identify gaps in clinical care, our care teams can provide targeted interventions that enhance outcomes and overall wellness. These efforts reflect our commitment to delivering data-driven, patient-centered care.

Whether it’s managing blood pressure, tracking HbA1c levels, or coordinating specialist care, these tools help ensure that each person gets the right care at the right time. If you haven’t already, we encourage you to sign up for the Epic MyChart portal and schedule your annual wellness visit. A quick check-in with your provider can go a long way in preventing illness, managing chronic conditions, and staying on top of your health goals.

Your Health, At Your Fingertips

We are continuing to expand the use of our Epic MyChart portal, allowing direct communication between patients and their care teams. You can now message your doctor, request medication refills, review lab results, and get answers to your health questions—all through a secure and easy-to-use online platform. Our goal is to be accessible so we can address all of your questions and needs.

Looking Ahead

It is an exciting time at the UCR School of Medicine and UCR Health. We continue expanding our services, and soon we will be opening more clinic locations. Keep an eye on the provider network, as we expect significant changes in our provider locations this coming year. All of these efforts show our strong commitment to the UC community and to creating a healthcare experience based on access, transparency, and clinical excellence. We are proud to serve you and your families, and we appreciate the opportunity to grow together, with your health remaining our top priority.

Thank You!

The post Message from the CEO – August 2025 appeared first on UCR Health.

Happy July! As many of you take some well-deserved time off to rest and recharge, I want to pause and reflect on the tremendous accomplishments we’ve achieved together over the past fiscal year. Whether through expanding access to care, enhancing quality, or strengthening our community partnerships, your collective efforts continue to define who we are and the mission we serve.

Here is just some of what's already started happening:

Advancing Access and Clinical Quality

On June 16, we reached a significant milestone in our journey to modernize and streamline patient care when all practice sites officially went live with electronic forms. Thanks to the outstanding collaboration of the clinical operations, clinical informatics, and process improvement teams, this modernization will help reduce delays, enhance clinical quality documentation, and center care around our patients’ needs. I’m also pleased to share that we have gone live with point-of-care testing, enabling patients to improve compliance with glucose level testing and monitoring.

One of the items we're focusing on is acquiring a retinal eye exam device. Recently, we secured funding that will enable point-of-care retinal screenings to further enhance diabetes screenings, allowing patients to receive immediate access to results, further strengthening the quality and continuity of care.

Another way we're advancing patient access is by reducing our visit-cycle time and shortening the days needed to schedule appointments. We're also increasing the number of our patients who schedule their appointments through the portal. And we are conducting more health screening exams than ever before.

A New Year of Patient Focus Has Begun

Finally, I'd like to welcome CJ Lee, our new Chief Strategy Officer, who will play a crucial role in leading our next phase of growth, particularly through the development of our Integrated Provider Network (IPN). CJ brings extensive experience in strategy and business development and has spent his entire career in the Inland Empire, and we’re thrilled to have him on board.

All of this, including our ongoing expansion, points to a future of improved patient access to the enhanced care they need. As we look back, I invite you to consider: what moments from this past year stand out most to you? Was it a story of a grateful patient? A meaningful collaboration with a colleague? We’d love to hear from you. Share your reflections with us at marketing@medsch.ucr.edu—we’ll feature a few highlights in future editions.

Have a great summer season!

The post Message from the CEO – July 2025 appeared first on UCR Health.

Dear Team,

On June 3rd, I joined University of California President Michael Drake, Chancellor Wilcox, and TDA development partners, to announce a major clinical expansion that will increase access for our deserving Inland Empire residents. This multi-phase expansion will address the healthcare needs of Inland Southern California while strengthening the clinical, educational, and research missions of UC Riverside and the UCR School of Medicine.

This expansion—the largest taken by our academic health system to date and known as Canyon Springs— demonstrates our commitment to building a high-performing, academically affiliated health system and will broaden UCR Health’s clinical footprint from three to 10 clinics, with hopes to establish a regional health sciences campus including a possible outpatient diagnostics center in the first phase of development. This means better access to high-quality primary and specialty care and ready access for medical students to expanded residencies in a UCR Health facility.

Our vision is that it will also serve as a major academic medical hub for the residents of the Inland Empire. The site is approved for a Specialty Ambulatory Center, a 280-bed acute care hospital, a dedicated parking structure, and a separate medical office building. And we will be developing the UCR Medical Group into a unified, mission-driven faculty practice. The Medical Group will serve as the backbone of a clinically integrated network aimed at supporting care coordination, population health initiatives, and value-based partnerships with other providers and payers. This structure will allow us to align clinical quality, operational efficiency, and academic priorities throughout the health system, with special emphasis placed on cultivating programs that attract and retain physicians who grew up in the Inland Empire and are dedicated to serving their home communities.

While full development is expected to unfold over more than a decade, we are excited to be launching what we know will be an incredible hub of medicine for the entire region.

And so, at this extraordinary moment, I want to thank everyone who has been involved in making this happen, from our marketing and communications departments to our administrative staff. Your dedication made June 3^rd a success and helps to ensure further success going forward.

Thank You!

The post Message from the CEO – June 2025 appeared first on UCR Health.

Dear UCR Health Team, 

There’s a strong likelihood of substantial changes coming to Medi-Cal that will have an impact on the communities we serve across the Inland Empire. As you may have heard, new legislation is reshaping how Medicaid coverage will be redesigned at both the federal and state levels, with changes to benefits and eligibility affecting millions of Californians. While the policy goals focus on financial sustainability and cost containment, the implications for access to care are complex and, in some cases, concerning. 

For our region, which already struggles with provider shortages and growing patient demand, these changes could mean: longer wait times, more challenges in managing chronic diseases, and increased pressure on emergency departments that serve as a safety net for those who fall through the cracks of the system. As hospitals are forced to take on the role of provider of last resort for more and more people, it’s not just about operational strain — it’s about the lives of our neighbors, our friends, and our most vulnerable patients. 

This month, I had the opportunity to attend a collaboration session focused on the future of Medi-Cal. The conversations were both sobering and energizing. The group's reflection highlighted the significant positive impact that the provider community could have if population health is a priority. It’s clear that we are not alone in facing these challenges — and it’s just as clear that we have a chance to lead. 

Here at UCR Health, we’ve already begun reaching out to physicians and partners across the Inland Empire to talk about what comes next. How do we respond? How can we come together to ensure that patients don’t get lost in the system? One way we’re answering that call is by building a clinically integrated network — a system of care that extends beyond our clinics, reaching into our communities to coordinate care for the whole person, across every point of contact. 

At the center of that work is a deep, unwavering commitment to quality. 

In uncertain times, patients need more than just access — they need confidence. Confidence that when they walk through our doors, they’ll receive care that is thoughtful, timely, and grounded in best practices. Confidence that we are looking out for them, not just today, but every day. 

This is the work ahead of us. It’s not easy, but it offers a powerful opportunity to redefine healthcare in our region — and to demonstrate what’s possible when a mission, rather than a mandate, drives care. 

Thank you for everything you do to support our patients, our communities, and one another. I’m proud of where we’re headed, and even more proud of the people taking us there. 

Best Regards,

The post Message from the CEO – May 2025 appeared first on UCR Health.

Dear UCR Health Team and Valued Stakeholders,

This past month, I had the opportunity to travel to Sacramento and meet with key legislators to share the exciting progress we’re making at UCR Health and to advocate for the future of healthcare in our region. These conversations were focused and forward-looking, centered on how we can work together to expand access, improve health outcomes, and build a stronger healthcare infrastructure in the Inland Empire. 

At the heart of our discussion was the strategy we’ve developed for the growth of the UCR Health clinical enterprise. Our vision is bold, and it is deeply rooted in our mission to serve the Inland Empire—a region that is among the fastest-growing in California, yet remains significantly under-resourced in both primary and specialty care, as well as inpatient beds and hospital-based services. 

We have developed a plan to build a clinically integrated network that brings together UCR Health providers and key community partners. This network is designed to bridge gaps in care and ensure patients have access to comprehensive, high-quality services close to home. By aligning with like-minded organizations and providers, we can offer a broader spectrum of care, improve coordination, and expand our clinical footprint across the region. 

This work is more than a strategy—it’s a commitment to health equity, to advancing academic medicine, and to ensuring that our growing communities are not left behind when it comes to healthcare access and innovation. 

Thank you for the work each of you does to support this vision. Together, we are not only growing a health system—we are shaping a healthier future for the Inland Empire. 

Best Regards,

The post Message from the CEO – April 2025 appeared first on UCR Health.

Dear UCR Health Community, 

Earlier this year, I attended Riverside Mayor Patricia Lock Dawson’s State of the City presentation, and I was truly impressed with Riverside's growth and the developments within the community. The City of Riverside has identified areas for reinvestment and transformation into hubs of art, commerce, and cultural diversity. It is thrilling to see a promising future with a population that keeps increasing, establishing more businesses, and relocating to the Inland Empire. 

As the Inland Empire continues to grow, so does the demand for healthcare services. With a population exceeding 4.7 million and projected to surpass 5.1 million by 2030, our region faces increasing challenges in healthcare access and coordination. One of the most pressing issues we are working to address is provider fragmentation. 

Provider fragmentation occurs when patients receive care from multiple providers who are not coordinating with one another. This leads to duplicate tests, unnecessary emergency department (ED) visits, hospital readmissions, and poorer health outcomes. Patients, especially those managing chronic conditions, often struggle to navigate a system that lacks continuity, making it harder to receive timely, effective, and affordable care. Examples of how this can manifest include: 

• Being "ping-ponged” back and forth among providers 
• Having medical records that are inconsistent 
• Inability to contact providers for prescription refills 
• Being unable to locate referrals 
• Being unable to access solid and reliable information about our medical conditions on a trustworthy website 

The Inland Empire also faces unique challenges that lead to provider fragmentation, including a shortage of primary care providers, overuse of emergency rooms for incidents that could have been addressed through better primary care, and socioeconomic issues that create vulnerability. In order to address these challenges, it is crucial is important to incorporate metrics that highlight supporting data:

• Primary Care Shortage: Many residents have difficulty finding a consistent primary care provider, with a patient-to-provider ratio of 1,701:1 in San Bernardino County and 2,270:1 in Riverside County, compared to the state average of 1,240:1. We also have the lowest rate of primary care physicians per 1,000 patients at 41, which falls short of the target of 60-80. (Source: CHCF.org) 

• High Emergency Department Utilization: The region reports 403 ED visits per 1,000 residents, surpassing the state average of 377 visits per 1,000 residents. Many of these visits could be prevented with better access to primary care. (Source: CHCF.org) 

• Hospital Readmissions: Although California’s 30-day readmission rate stands at 13.5%, numerous Inland Empire hospitals report rates at or above this threshold, highlighting the necessity for improved care transitions and follow-up services. (Source: MedPac) 

• High Medi-Cal Enrollment: San Bernardino County’s Medi-Cal enrollment increased by 86% from 2013 to 2022; however, challenges related to provider reimbursement have resulted in gaps in access to care and coordination. (Source: California DHCS). 

• Social Vulnerability Index (SVI): With SVI scores of 0.7104 for San Bernardino County and 0.5372 for Riverside County, many residents encounter economic, language, and transportation challenges, which worsen healthcare fragmentation. This metric indicates that residents of San Bernardino County are more vulnerable than 71.04% of counties nationwide, while those in Riverside are more vulnerable than 53.72%. These findings are quite alarming. (Source: CDC) 

At UCR Health, we recognize that provider fragmentation is not just an administrative challenge—it is a critical healthcare issue that affects patient outcomes, provider efficiency, and the overall health of the community. That’s why we are launching several initiatives to improve coordination and expand healthcare access in the Inland Empire: 

• Expanding Primary Care Access – UCR Health is increasing the number of primary care providers in the region, enhancing telehealth services, expanding online scheduling, developing new clinical sites to address the needs of our growing patient populations. 

• Enhancing Care Coordination – We are refining patient referral processes, strengthening collaboration with specialists, and integrating care navigation teams to help patients transition between providers more smoothly. 

• Utilizing Electronic Health Records (EHRs) for Improved Communication – By enhancing EHR interoperability, we ensure that patient records are shared effectively among providers, improving care continuity. Additionally, we have enhanced our EHR functionality to enable direct communication with you, refill your medications, address any quick questions you may have, and follow up after your visit. 

• Developing Community-Based Programs – We are improving patient outreach, health education, and chronic disease management initiatives to help at-risk populations access proactive care before health issues escalate. 

• Strengthening Partnerships – UCR Health is collaborating with local hospitals, community health centers, and policy organizations to advocate for enhanced funding, provider incentives, and care delivery models that reduce fragmentation. We recently implemented a system called FindHelp, which connects patients with community service organizations to assist with their non-clinical needs, including housing, transportation, and nutrition. 

At UCR Health, we view fragmentation as an obstacle to achieving excellence—which means providing you with outstanding care. As we grow, we will continue to make your health our top priority. 

We are dedicated to delivering high-quality, coordinated care to the residents of the Inland Empire. This includes investing in solutions that enhance patient experiences, streamlining provider workflows, and ensuring that every patient receives the right care at the right time and in the right place. 

We invite you to join us in this effort—whether you are a healthcare provider, a patient, or a community advocate. Follow us on Facebook and Instagram for updates on our initiatives, upcoming healthcare programs, and ways to get involved. 

Together, we can bridge the gaps in care and build a stronger, healthier Inland Empire. 

In Health, 

The post Message from the CEO – March 2025 appeared first on UCR Health.

Dear Team,

I hope this message finds you well. As we move through the year, I want to take a moment to talk about something that affects all of us—heart health. February is American Heart Month, but beyond the calendar, protecting our hearts is a lifelong commitment. 

Heart disease remains the leading cause of death in our country, yet so much of it is preventable. The good news? Small, consistent steps—like staying active, eating well, managing stress, and getting regular checkups—can make all the difference. 

I was recently reminded of this through a story that hit home. A dear colleague, a dedicated healthcare professional like you, always puts others first—patients, family, and team members. But like many of us in this field, they often put their own health last. It wasn’t until a routine checkup revealed concerning numbers that they realized they needed to change. They turned their health around with the proper support, lifestyle adjustments, and a renewed focus on self-care. Today, they feel stronger and more energized than ever—able to keep caring for others because they finally started caring for themselves. 

This story powerfully reminds us that heart health isn’t just about numbers—it’s about being here for the moments and people that matter—our families, our patients, and ourselves. 

So, I encourage you to take a moment this month to check in on your heart health. Also, if you committed to making some changes in your health habits for the new year but may have let those goals slip a bit, make a renewed focus to get back on track. Every step counts, whether it’s scheduling that overdue appointment, taking a daily walk, or simply pausing to breathe in the middle of a hectic day. 

I wanted to share a link of an article that focuses on heart health awareness, because learning about more potential risk factors is an important part of educating yourself on different cardiovascular and heart diseases.

Thank you for the incredible work you do every day. Your dedication and compassion inspire me, and I’m grateful to be on this journey with you. 

With appreciation, 

The post Message from the CEO – February 2025 appeared first on UCR Health.

Welcome to 2025 – Making Possibilities a Reality

The beginning of any year often brings resolutions—a time to set goals and strive for improvement. This year, I want to shift our focus from resolutions to possibilities. As former Apple CEO John Sculley once said, "The future belongs to those who see possibilities before they become obvious." At UCR Health, we see those possibilities through our commitment to teamwork, exceptional outcomes, and living our best lives, both personally and professionally.

Let’s reflect on the highlights of 2024 and explore the exciting opportunities awaiting us in 2025.

Looking Back: Key Achievements in 2024

Increased Patient Volume
We are proud to see more patients per month than ever before. This milestone reflects our mission to improve health outcomes for the Inland Empire. While facing challenges like staffing shortages and physician availability, we remain focused on positioning UCR Health and the Inland Empire as a hub for innovation and progressive care solutions.

Behavioral Health Innovations
Behavioral health remains a critical need in our communities. In 2024, we took significant strides to improve access by:

• Expanding contracts to include more behavioral health patients.
• Promoting telemedicine, with 90% of behavioral health patients now accessing care through this medium.

These efforts are transforming mental health care delivery, helping to ensure that more people receive the support they need.

Growth in Women’s Health and Pediatrics
Women’s health and pediatric services have also experienced remarkable growth. These surges in patient volume challenge us to innovate continuously, and we’ve risen to the occasion with new approaches to care delivery that prioritize accessibility and quality.

Looking Ahead: What’s on the Horizon for 2025

Launching the UCR Health Resource Finder
This month, we are introducing the UCR Health Resource Finder, a groundbreaking platform powered by Findhelp. Findhelp connects patients, families, and communities with essential social services such as food assistance, transportation, and housing support. Resource Finder enables us to enhance care coordination, reduce inequities, and support the well-being of our patients beyond clinical care by addressing the social drivers of health. This platform reflects our dedication to improving health outcomes and tackling social determinants of health head-on.

Building a “Hub & Spoke” Clinical Network
Together with our sister UCs, we are working to establish a distributed “Hub & Spoke” network that integrates hospitals, clinics, and providers. This approach will:

• Improve access to specialized care across the Inland Empire.
• Strengthen collaboration among providers for better care continuity.

Enhancing Clinical Education and Training
Our commitment to education remains at the heart of our mission. In 2025, we will:

• Expand clinical education programs and residency opportunities.
• Collaborate with other UC campuses to support physician development and training.

These initiatives will help address the critical provider shortages in our region and ensure a robust pipeline of skilled healthcare professionals.

Advancing Clinical Quality and Infrastructure
We will continue to focus on delivering exceptional care by:

• Enhancing clinical quality metrics to meet and exceed state and national standards.
• Collaborating with other UCs to expand infrastructure and integrate clinics for improved efficiency.

The Road Ahead: Turning Possibilities into Realities

As we look to 2025 and beyond, we remain steadfast in our mission to serve as a trusted partner in care for the Inland Empire. We are shaping a future defined by innovation, equity, and excellence. Every step we take transforms possibilities into realities.

Let’s embrace the opportunities this new year brings and continue making a meaningful impact on the lives of those we serve.

The post Message from the CEO – January 2025 appeared first on UCR Health.

I hope you’re enjoying the cooler weather at last and looking forward to the upcoming holiday season. Make sure to visit the Mission Inn this time of year – their holiday decorations are truly incredible!

In November, I had the opportunity to attend three major conferences over the course of one week: the AAMC National Conference, the Beckers CEO and CFO Conference, and the UC Annual Population Health Symposium. The general theme across these events was uncertainty about the short-term future, but a shared conviction that the work we are doing for patients — focusing on quality, service, access, continuity planning, and engagement — is the right approach for the long term. At the Beckers Conference, I was asked to speak about how organizations like UCR Health live our mission by prioritizing the health of our community. As I drive to work, seeing our brand commitment — “Your Health, Our Priority” — emblazoned across billboards along the 91, 60, and 15 freeways, I’m reminded of how inspiring and aligned this commitment is with our goal to improve the health of the Inland Empire. Like all of us here at UCR, I truly believe that serving the community is a team effort, and we will continue to build partnerships to achieve our “True North” aspirations.

This past year, we have achieved significant progress in quality, access, and service. We are seeing more patients each month compared to last year, and we’ve placed a strong emphasis on improving quality outcomes, particularly in hypertension, diabetes, and mental health screening. Thanks to the outreach efforts of our frontline team, we have increased our Merit-based Incentive Payment System hypertension control measure (BP < 140/9) from 40% to 69%. Starting in January, we plan to apply the same successful approach to diabetes care. With the Inland Empire’s high rates of both hypertension and diabetes, the work you’re doing to improve screenings and interventions will have a real impact on saving lives. 

Lastly, I would be remiss if I didn't mention the recent election and its results. We may all be filled with uncertainty, but the strength of our country and the University of California lies in our ability to be ourselves, express our views, and be respected and valued for who we are. At the same time, it’s important to respect others who may have different perspectives. We should listen, seek to understand, and be thoughtful and reflective in our interactions. That’s one of the reasons why I’m looking forward to spending time with you at our on-site staff luncheons this month — reflecting on our commitments to our patients and to one another. As humans, we are never too old or set in our ways to learn, and this holiday season, we can all focus on being more inclusive and living by the golden rule: treating others as we would like to be treated.  

This month, of all months, I encourage us all to consider how we can be the light within a shadow and take small steps to brighten the world and the season for others. Wishing you and your loved ones all my best during this holiday season. 

With warmest regards,

The post Message from the CEO – December 2024 appeared first on UCR Health.