The University’s rules surrounding academic appointments are contained in the Academic Personnel Manual. These rules include those involving appointment and promotion, recruitment, salary administration, and benefits.

APM Section 671 addresses the rules relating to Conflicts of Commitment for those faculty members participating in the UCR School of Medicine’s Health Sciences Compensation Plan. The policy sets limitations on the time that faculty may spend performing outside professional activities (21-days per year, including weekends) and sets an earnings threshold for outside professional income. According to the annual earnings threshold, faculty may keep all outside income up to $40,000. or 40% of their fiscal year base salary scale, whichever is greater. All amounts above that must be turned into the University and will be subject to an overhead assessment.

APM 671 also sets approval and reporting requirements for outside professional activities, which are broken into 3 categories, as follows:

Category I Activities

These are activities that are the most likely to cause a conflict with a faculty member’s commitment to the University. These activities require advanced approval from the Chancellor. Some examples include:

• Teaching or performing research outside of the University (such at another institution)
• Founding or co-founding a company
• Employment in one’s field outside of the University
• Assuming and executive or managerial position outside of the University.

Category I activities need to be reported in OATS.

Category II Activities

Category II activities present a lower risk for conflict. They do not require advanced approval but must be reported in OATS. Examples include:

• Consulting
• Presenting a workshop for industry
• Testifying as an expert witness
• Serving on a board of directors

Category III Activities

Category III activities present the least potential for conflict. For this reason, they do not require approval and are not required to be reported. Examples include:

• Serving on a government panel
• Developing scholarly or creative works
• Reviewing manuscripts or serving in an editorial capacity

When in doubt of what category a proposed outside professional opportunity falls within, please reach out to the Academic Affairs Department or to Compliance Advisory Services.

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A supervising faculty physician or a resident must be physically present at all times, when a medical student performs any portion of a patient examination. All billable services must be performed by the attending physician or properly supervised resident physician. This means that the physician or resident must re-perform any portion of the exam that was done by a medical student. The physician/resident is also responsible to perform the medical decision-making component of the exam. Medical students may document the encounter note, though the supervising physician must review and edit as appropriate and must verify that note by attesting to having done this.

If you have questions about this or any other documentation/ coding issues, please feel free to contact the Compliance Advisory Services department at 951-827-4672.

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1. Suspicious injuries (including any injury caused by a firearm or assaultive conduct)
2. Sexual assault/rape
3. Child abuse and/or neglect
4. Abuse or neglect of elders/dependent adults
5. An injury or condition resulting from the abuse or neglect of an individual transferred from another health care facility

A few key points about the mandatory reporting obligation:

• The report is triggered when there is an objectively reasonable suspicion of abuse or neglect.
• Mandated reporters should not attempt to conduct their own fact findings.
• Fact finding will be performed by the authority receiving the report.
• Failure to report is punishable under state law.

School of Medicine Policy #950-12-019 (Mandated Reporting) explains the required timeframes for and methods of reporting each of these categories.  Please reach out to the Compliance Advisory Services department if you have questions or would like more information.

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It is easy to encrypt an outgoing email message, and there are two equally effective ways that you can do this. 

• First option:  Simply hit the “Send Securely” button on the upper left side of the Outlook mailbox when you are ready to send your outgoing message. 

• Second option:  Simply type the word “secure” anywhere on the subject line of your outgoing message and it will automatically encrypt when sent.  Recipients of secure emails will need to enter a password and validation code in order to open and read the message. This is a simple process that takes only a minute.

Thank you for doing your part to protect information about the individuals that we serve!

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UCR Colleagues and Friends,

It is with much gratitude for this amazing community that I celebrate 100 days at UCR Health! The past 3 or so months have been filled with excitement, anticipation and the pure joy of working with talented, committed, driven individuals, i.e. all of you, who together hold the vision for UCR Health and all it can bring to the Inland Empire.

I join you here three decades into a career that spans work at UCSF School of Medicine, UCSF Health, Stanford Healthcare, and Kaiser Permanente. Most recently, I was the Chief Operating Officer at Woodland Hills Medical Center at Kaiser Permanente, having taken the role at the height of the pandemic. What I know with certainty is that, in healthcare, we are capable of the extraordinary when our mission is clear, and our commitment is strong. And, what’s more, we are a like-minded group, recognizing that everything we do in our work touches people in their most vulnerable times, a responsibility we hold in our hearts and carry out with our hands.

I hope to get to know each of you and what drives you to deliver excellence for our patients. At my core, I have driven by three key life experiences. First, I come from a part of the world where education is a privilege not always afforded to girls. Knowing this, I am compelled to use the tremendous opportunities I’ve been given to pay this forward. Second, I am wired at my core to build teams, systems and processes that deliver results. So many times in my life, my career could have gone in a different direction, by ultimately, my passion is in healthcare. And finally, I am blessed with a family that is equally committed to a life of service. My husband and three children each have a life path that is walking in the path of service to the community, at home and around the world.

Thank you for the privilege of being a part of your team. I look forward to all the ways in which together we will serve the Inland Empire.

Herodia Allen, MBA, MPH
Chief Operating Officer

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What determines health? This is a question we ask ourselves at UCR Health as our purpose is to help our patients and the residents of the Inland Empire achieve optimal health. It turns out that health is related in a major way to where people live, and their health-related social needs – whether they have quality food on the table, adequate transportation, a secure place to live, financial security, and social support. In fact, these social factors account for 40% of what determines health. Habits such as tobacco and alcohol use, a good diet, and sleep quality account for 30% of what determines health. Another 10% has to do with the physical environment and the health impacts of air pollution, water pollution, extreme weather, and safe living and community spaces. Only 20% of what determines health is related to healthcare – what clinics, hospitals, and other healthcare services do.

The social drivers of health are defined as the conditions in which people are born, live, learn, work, play, worship, and age. These conditions significantly impact a wide range of health, functioning, and quality-of-life outcomes. At UCR Health, we want to know more about these socioeconomic, behavioral, and physical environment drivers that impact the health of our patients. When we understand and support our patients through the factors that affect their health, and tailor our care to the unique challenges of each patient, we call that whole-person care. Here is an example: Some of our patients lack adequate transportation. We address this challenge by offering telehealth/video visit appointments whenever possible.  

The physicians, nurse practitioners, nurses, clinicians, and staff of UCR Health strive every day to enhance the experience of care for our patients, improve their health, reduce the cost of healthcare, promote quality and health equity, and support the wellness of our colleagues - the healthcare team as well.

Whole-person care is essential for helping our patients achieve the best health possible. By addressing the social drivers of health, we can better serve our patients and communities, reduce health disparities, and improve overall health outcomes. UCR Health will continue to build the whole-person care model over time.  

For more information, please contact Dr. Naveen Raja at Naveen.Raja@medsch.ucr.edu or follow him on X @naveenrajado.

The post UCR Health’s Vision for Whole-Person Care appeared first on UCR Health.

In addition to primary care services, we have implemented laboratory point-of-care testing and are certified by California’s Vaccine for Children (VFC) program. These initiatives aim to increase health equity, improve diagnostic capabilities, and facilitate referrals to specialists and community organizations. The VFC program also helps improve the overall health of the at-risk population by reducing the spread of infectious diseases and viruses.

Over the past eight months, our primary care volume has grown steadily. As of May 2024, we average 8.5 patients per eight-hour day and over sixteen patients per week, surpassing our first-year target. We have served over 360 patients, many of whom have limited access to healthcare and require extensive care and management. Our team has also referred many to community and social services, ensuring comprehensive care management.

Looking ahead, the UCR Hulen Place clinic has ambitious plans to enhance its services further. On June 3, 2024, we began offering behavioral health services alongside primary care, adding a four-hour session for behavioral health, bringing our total operating hours to twenty per week. We are prepared to monitor the demand for these services closely and, if necessary, expand hours to ensure we can meet the needs of our community. We will also begin collecting the missing elements in the data request and submit this in the quarter four data submission.

The successful opening of the Hulen Place clinic is just the beginning. We will continue to evaluate service hours to meet community demand, add behavioral health capacity, assess the development of an extended care management model for the unhoused/low-income population, and work with community organizations to increase patient access to services. By partnering with local insurance companies, we aim to increase both primary care and behavioral health volumes over the next year.

Thank you for your continued support.

Warm regards,

The post June 2024 – Hulen Place Clinic Update appeared first on UCR Health.

We were fortunate to have Ophelia Pena, the Supervisor of the Patient Access Center and Hulen Place Clinic, present at the event. Her participation was instrumental in outreach and engagement, as she interacted directly with attendees, providing personalized assistance and information about the services available at the Hulen Place Clinic. Through these interactions, Ophelia gained valuable insights into the specific health and social service needs of the unsheltered population, which will inform future service planning and delivery.

By promoting the services offered at the resource fair, CHC increased awareness and utilization of the diverse resources available, ensuring individuals could take full advantage of the support provided. They also referred clients to our Hulen Place Clinic, providing a direct link to continuous care and promoting ongoing health and well-being for the unsheltered population.

Along with the distribution of services, the City of Riverside Access Center and CHC collected important metrics. They gathered client names to maintain a personal touch and ensure accurate record-keeping. Dates of birth were recorded for age-specific services and demographic analysis. Collecting client gender information was important for understanding gender-specific needs and ensuring inclusive care. Data on client race and ethnicity enabled culturally competent care and helped address specific health disparities. Client contact information was essential for follow-ups and continuity of care, while client zip codes helped identify geographic areas with the greatest need, aiding future outreach efforts. Additionally, information on the services clients would utilize helped assess demand for specific services and resources, ensuring adequate preparation for future events.

The range of services offered at the fair was comprehensive, addressing both immediate and long-term needs. Physical exams provided essential health checks, while basic wound care offered on-the-spot treatment for minor injuries. Over-the-counter pain medication helped manage discomfort, improving quality of life. Free COVID and HIV testing ensured community health and safety. Medicare/Medi-Cal sign-up facilitated access to healthcare coverage, reducing financial barriers. Free Starbucks coffee and food from Subway and Starbucks addressed immediate nutritional needs. Free clothing supplied essential items, enhancing dignity and comfort. Hygiene kits were distributed to support personal hygiene, crucial for health and self-esteem. Mental health services from the Mobile Crisis Unit and re-entry services assisted individuals transitioning out of incarceration, supporting successful reintegration into the community.

A total of 76 individuals attended the event, reflecting its reach and impact, and indicating community engagement and the level of need within the population. Collecting these metrics helps in understanding the demographics and needs of the unsheltered population, allowing for better planning and resource allocation in future outreach efforts.

UCR Health hopes to continue partnering with organizations to educate people on the available services and to learn more about the needs of our community.

See the event photos below:

Picture #1: Left to Right: Shirley Saenz (Community Health Worker Supervisor), Stephanie Sandoval (Health Educator), Ophelia Pena (Supervisor of Patient Access Center and Hulen Place Clinic), Ali Hariri (City of Riverside Access Center Manager), Vincent Nguyen (VCF Lead Clinic Coordinator), Fara Aidul (Community Health Program Manager)

The post UCR SOM Center for Healthy Communities Resource Fair appeared first on UCR Health.

Tim Collins, CEO of UCR Health, delivered a presentation about UCR Health, highlighting UCR Health's mission and services. The event attracted a diverse audience, including high school students and families, all eager to learn more about UCR School of Medicine. UCR Health also hosted a table at the event, providing information about our clinics, services, and providers.

Here are the snapshots from the event:

The post SOM Open House 2024 appeared first on UCR Health.

What is Open Enrollment?

Open enrollment is the time of year when UC employees can change their employee health benefits. They can review their health insurance and other benefits for the upcoming year. During this period, most employees change their health insurance plans, remove or add family members, or update their life or retirement plans. It is extremely important this year as many insurance companies are increasing their prices and contributions to UC employees. 

What are the Benefits? 

• If eligible, dental and vision coverage is provided through the University of California. Choosing a dental or vision plan is more flexible.
• Employees can save money by paying for eligible health care expenses on a pretax basis.
• Open Enrollment allows easy removal or addition of any family members to a healthcare plan.
• Ensures they have the right level of coverage and financial support for themselves and their family. 
• You can find many other benefits HERE.

How to Enroll?

• Before beginning, make sure to disable any pop-up blocker and check the plan website for your primary care as some plans have different steps.
• Sign into your account and select 'Open Enrollment' at the bottom of the page.
• Employees can edit their benefit plan options, add or delete any dependents, and view the cost summary for the selected plan.
• Submit your changes before Friday, November 17th at 5 pm.
• You will receive a confirmation of an Open Enrollment Submission Statement via email each time you submit your application.
• For more in-depth steps, follow HERE.

Applying during this Open Enrollment ensures you get the best support for you and your family through the UC. As many changes to health care are being made in this upcoming year, make sure to apply before Friday, November 17th at 5 pm. You can find the application link HERE.

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