“It is very exciting to be launching CBU’s first doctoral program later this year,” said Dr. Jonathan Parker, CBU provost and vice president for academic affairs. “We have been working very diligently to develop a high quality DNP degree program and I’m especially pleased that our accrediting agency has recognized that effort and commented very favorably on the result.”
The school expects 20 students in its first class, said Dr. Lisa Bursch, acting director of the DNP program. Bursch said there is a national movement to have more nurses educated at a doctoral level because of the complexity of health care. For that reason, the school is looking to train nurse leaders to have an impact on health outcomes.
“For as much money as (the nation) spends on health care, our national outcomes are not that great,” Bursch said. “Something’s not translating between what we know to do and what’s being done.”
The nursing doctoral program will be the only one in Riverside County, Bursch said. Students in the clinical doctorate will take original research and put it into practice. Classes will include organization and systems leadership class, nursing theory and translational research, policy and finance. All students will do a project, which involves looking at health outcomes and how to improve them.
Parker said it is fitting that CBU’s first doctoral program is in nursing. “Programs such as the DNP not only help to meet an important need in society by producing highly-trained healthcare professionals,” he explained, “but they also represent the service-related values that California Baptist University seeks to instill in its graduates.”
Being the first and only nursing doctoral program in Riverside County, CBU’s effort to develop programs the meet the needs of employers is a great example of Seizing Our Destiny intelligent growth pillar.
California Baptist University (CBU)earned the no. 23 spot among online bachelor’s programs in the 2015 Top Online Education Program rankings released today by U.S.News & World Report. This is a jump up from no. 37 in 2014 and puts CBU second among California colleges ranked in the best online bachelor’s programs list.
CBU entered the online education market in the spring of 2010 with programs offered by the university’s Division of Online and Professional Studies. Since 2013, the first year online programs were ranked by U.S. News & World Report, CBU has placed in the top 40 for three consecutive years. CBU now serves more than 3,400 students online throughout the United States, offering 30 online undergraduate majors and concentrations and 16 graduate majors and specializations.
“We are happy to be consistently top ranked since inception, especially considering CBU’s four short years offering online programs,” said Dr. David Poole, vice president for Online and Professional Studies at CBU. “We are even more delighted given the significant jump in our ranking to be recognized by U.S. News & World Report in 2015.” In addition to the no. 23 spot for best online bachelor’s programs, CBU also was ranked among the best online graduate MBA and best online graduate education programs as evaluated nationwide for factors including faculty credentials and training.
CBU ranked no. 7 for faculty credentials and training in the online bachelor’s degree category, no. 3 for online MBA faculty and no. 1 for online Graduate Education faculty credentials and training.
“The ranking methodology reviews student engagement best practices, graduation and retention rates, student indebtedness, faculty credentials and training, as well as technological infrastructure. These are all key elements, central to our focus as we build and deliver programs that serve the adult student who seeks a quality, reputable degree in an online format, at a reasonable cost. This acknowledgement and ranking continues to support our mission and drive that quality and experience of faculty, innovative, cutting edge technology, and student support and service are at the heart of what we do at CBU,” said Poole.
Founded in 1950, CBU is a private comprehensive institution located in Riverside, Calif. and affiliated with the California Southern Baptist Convention. Fall 2014 enrollment at CBU totaled 7,957 students enrolled in 72 bachelor degree programs with 150 major concentrations, and 25 master degree programs with 45 concentrations. CBU is a member of the Council for Christian Colleges and Universities, the Association of Independent California Colleges and Universities, the International Association of Baptist Colleges and Universities, and the Consortium for Global Education
With the popularity of online education, it’s great to see a local school excelling in providing top notch education via the internet. California Baptist University is always expanding and improving in a remarkable fashion. Representing Seizing Our Destiny’s location of choice pillar, CBU attracts students and professionals from across the country due to the great reputation and their outstanding scholastic achievements.
When the kids are gone and you no longer care about the quality of neighborhood schools, a new realm of possible places to live opens up. Rent.com compiled a list of the 10 top cities for empty nesters — their first — based on low crime, lower-than-average living costs, climate and convenient access to travel.
Rent.com’s Senior Brand Manager Niccole Schreck noted that there has been a cultural shift toward urban living among empty nesters. “For that reason,” she told The Huffington Post, “it is not surprising to see the cities that made our list are typically outside major urban markets with a plethora of activities, excitement and culture available to renters over 50.”
With the growing number of senior citizens in the U.S. it is important that cities
With the growing number of senior citizens in the U.S. it’s important that cities have great weather, apple recreational activities, and access to major highways. Being located in the heart of Southern California, Riverside provides all of those things at a reasonable price making it location of choice for not only senior citizens but for people of all ages.
5. Riverside, California
College towns make great retirement places because they come with a host of built-in cultural activities, not to mention pet sitters when you want to travel. UC Riverside is a great campus, and is also home to the Riverside Sports Complex. Riverside is also home to the parent Washington navel orange tree -– mother to millions of navel orange trees the world over and one of the two original navel orange trees in California.
California Thursdays started Oct. 23, and is already a hit at schools such as Hillcrest. The center worked with school food service directors, farmers and produce distributors to develop recipes that students enjoy and can be made from scratch with fresh ingredients grown in-state.
They’re an alternative to frozen, processed, prepackaged meals shipped from out of state and reheated for schools, according to the center, a nonprofit dedicated to education for sustainable living and based in Berkley. Sometimes produce from California is shipped to Chicago and other distant locations for processing before it comes back to schools, the center said.
The California Thursdays entree features broccoli buds andcelery slices from Salinas, sliced red peppers from the Coachella Valley, sliced onions and matchstick carrots, rice grown in California and chicken. Food service workers put the vegetables on baking pans with a little water and into the oven. The cooked vegetables are then placed on top of the chicken and rice.
Although the full entree of only California-grown food is a weekly feature, Alvord Child Nutrition Services Director Eric Holliday said his department works with Sunrise Produce to include as many fresh fruits and vegetables as possible to serve students every day.
The fruit also has fewer preservatives and the apples aren’t waxed like the ones in supermarkets, said Lisa Marquez, vice president of sales for Sunrise, which works with farmers and 75 to 80 school districts in Southern California.
Holliday said schools try to educate students about food and teach them where it comes from. Those education efforts encourage students to eat more fresh foods that may be unfamiliar initially.
Located in beautiful Southern California, Riverside has weather that is conducive to the production of year-round produce and excellent recreational opportunities. Riverside is a location of choice for those that desire a healthy lifestyle.
The re-emergence of America’s downtowns is luring talent to once again work in, live in and play in these sections of town. In the middle of it all are co-working spaces and hubs, where entrepreneurs and startups gather to support each other, leverage resources such as entrepreneurs in residence, and most importantly, prove their ideas in the hopes they will move into incubation facilities in the community to further grow their ventures.
“The purpose [of co-working spaces] is to keep talented young people graduating from the universities and college in Riverside connected and rooted in our city,” says Riverside, California’s Mayor Rusty Bailey. When he took office he invited entrepreneurs to get involved in forming a co-working space in the city’s downtown.
It so happens a group of entrepreneurs had been regularly meeting at a local coffee shop, each putting $100 in a jar each month to support their fledgling efforts. “The mayor and the city helped facilitate finding a space in downtown so this group could continue to meet,” says Kevin Carrington, founder and CEO, Carrington Industries, who had joined the original group meeting at the coffee shop. “The monthly dues allowed us to move into that space.” Bailey says the city awarded the group $10,000 to start a co-working space on Main Street.
Co-working spaces are often run by the community within the space. These spaces provide affordable work spaces for entrepreneurs, typically providing desks, chairs, open floor plans, Wi-Fi services, shared services, access to conference rooms, and other amenities. The majority of hubs are connected to mentors, serial entrepreneurs and/or funding resources, which is vital to companies that are somewhere between the idea and the proof of concept stages.
At Riverside.io, the “ecosystem is friendly for any tech company that is trying to get off the ground, or if you want to be part of a tech community working on a project or if you want to be among developers and hackers,” Carrington says.
This is an outstanding representation of Riverside as a location of choice. For small businesses across the country, choosing what location to set up shop can be difficult and exhausting. Riverside attracts creative, entrepreneurial, dynamic, and diverse people as residents, workers, business owners, and students. Riverside has increasingly become the ‘location of choice’ for people and organizations from all over the world.
On Tuesday, Dec. 16, Hoddle, the director of UCR’s Center for Invasive Species Research, released the wasp Diaphorencyrtus aligarhensis, a second species of ACP natural enemy, also from the Punjab region of Pakistan. Chancellor Kim A. Wilcox and others involved in rearing insects on and off campus helped release the tiny wasps from vials.
Successful biocontrol of citrus pests in California sometimes requires more than one species of natural enemy because citrus is grown in a variety of different habitats – hot desert areas like Coachella, cooler coastal zones like Ventura, and intermediate areas like Riverside/Redlands and northern San Diego County.
Hoddle’s lab has developed a release plan for Diaphorencyrtus. Initial releases will focus on parts of Southern California with ACP infestations in urban areas but whereTamarixia has not been released.
“This is because we want to minimize competition between these two wasp species in the initial establishment phase,” Hoddle explained. “Further, we will work closely with the California Department of Food and Agriculture on identifying places to concentrate our release efforts.”
Hoddle’s plan is to gradually transition production of the new wasp over to the California Department of Food and Agriculture (CDFA) then onto private insectaries interested in rearing this natural enemy. For the first 12-18 months, UCR and then later the CDFA will be leading the rearing and release program for this new ACP natural enemy.
Through commitment and dedication, UCR is always improving and making strides in becoming a green machine. Exemplifying Seizing Our Destiny’s catalyst for innovation pillar, UCR values the cultivation and support of innovation within our community acting as a trendsetter for the region, California, and the world to follow.
ACP-HLB is a serious threat to California’s annual $2 billion citrus industry. This insect-disease combination has cost Florida’s citrus industry $1.3 billion in losses, production costs have increased by 40 percent, and more than 6,000 jobs have been lost as citrus trees have died and the industry has contracted.
When ACP feeds on citrus leaves and stems, it damages the tree by injecting a toxin that causes leaves to twist and die. The more serious issue is that ACP spreads a bacterium that causes HLB. Trees with HLB have mottled leaves and small bitter fruit. Trees die within about 8 years of infection. To date there is no known cure for HLB.
The United States spends more money on health care than any other country in the world. So how does Costa Rica outperform the United States in every measure of health of its population?
Costa Rica is healthier because its government spends more money than ours does on prevention and wellness.
In our country, we have left vast segments of the population without affordable care and we do not focus on wellness or chronic disease management. We don’t consistently control the glucose levels in diabetics and, consequently, too many go blind or lose a limb. Too often, hypertension goes untreated until the patient has a stroke or kidney disease. Then, all too often, these individuals go on medical disability with far more societal expense than the cost of the original health management.
Sadly, it has become the American way to leave many chronic diseases untreated until they become emergency situations at exorbitant cost to the U.S. healthcare system. For many patients, this care is too late to prevent life-changing disabilities and an early death.
When people ask me why we started the UC Riverside School of Medicine last year – the first new public medical school on the West Coast in more than four decades – I talk about the need for well-trained doctors here in inland Southern California. But we also wanted to demonstrate that a health care system that rewards keeping people healthy is better than one which rewards not treating people until they become terribly ill.
As we build this school, we have a focus on wellness, prevention, chronic disease management, and finding ways to deliver health care in the most cost-effective setting, which is what American health care needs.
We also teach a team approach to medicine—another necessary direction for our health care system. If you have a relatively minor problem, your doctor might refer you to a nurse practitioner or physician assistant for follow-up. This kind of team care makes financial and clinical sense, particularly since we have such a national shortage of primary care doctors. The good news: Even among physicians, the team approach, or medical home model, is gaining ground, with the Affordable Care Act accelerating change.
For all the talk about the lack of health insurance in this country, we don’t often discuss the other side of the problem – the fact that many Americans get more care than they need. You may have heard advertisements that you should have your wife or mother get a total body scan for Mother’s Day, because it will find cancer or heart disease. There is no evidence that this screening is a good idea. But in the U.S., we often encourage people to do things that have no proven benefit, and our churches or community centers sponsor these activities.
For all these reasons, we must shift the focus of health care to prevention. Two of the most profitable prescription drugs in the U.S., according to some sources, are those that reduce blood cholesterol and prevent blood clots—both symptoms of coronary heart disease, a largely preventable condition. Shouldn’t we be spending at least as much on prevention as we do on prescriptions? Closely connected to prevention is wellness. So many of our health problems in the United States are self-inflicted, because we smoke, eat too much, and don’t exercise. Doctors need to “prescribe” effective smoking cessation programs, proper diets and exercise as an integral part of care.
One way to accomplish this shift is to teach it to future doctors. At UC Riverside, we are supplementing the traditional medical school curriculum with training in the delivery of preventive care and in outpatient settings. Our approach is three-pronged..
First, we work with local schools and students to increase access to medical school through programs that stimulate an interest in medicine and help disadvantaged students become competitive applicants for admission to medical school or other professional health education programs. These activities start with students at even younger than middle school age, because that is when students begin to formulate ideas about what they want to be when they grow up. We focus on students from Inland Southern California because students who live here now will be among those best equipped to provide medical care to our increasingly diverse patient population. Doctors who share their patients’ cultural and economic backgrounds are better at influencing their health behaviors.
Second, we recruit our medical students specifically with a focus on increasing the number of physicians in Inland Southern California in primary care and short-supply specialties. Our region has just 40 primary care physicians per 100,000 people—far below the 60 to 80 recommended—and a shortage in nearly every kind of medical specialty. Students who have been heavily involved in service such as the Peace Corps, or who are engaged in community-based causes, are more likely to go into primary care specialties and practice in their hometowns.
Then, we teach our medical students an innovative curriculum. For instance, the Longitudinal Ambulatory Care Experience, called LACE for short, replaces the traditional “shadowing” preceptorship, where students follow around different physicians. Instead, our students participate in an a three-year continuity-of-care primary care experience that includes a sustained mentor-mentee relationship with a single community-based primary care physician. In this experience, they “follow” a panel of patients and gain an in-depth understanding of the importance of primary care, prevention and wellness. Our approach also includes community-based research that grounds medical students in public health issues such as the social determinants of health, smoking cessation, early identification of pre-diabetic patients, weight loss management and the use of mammograms to detect breast cancer.
We try to remove the powerful financial incentive for medical students to choose the highest paying specialties in order to pay off educational loans. We do this with “mission” scholarships that cover tuition in all four years of our medical school. This type of scholarship provides an incentive for students to go into primary care and the shortest-supply specialties and to remain in Inland Southern California for at least five years following medical school education and residency training. If the recipients practice outside of the region or go into another field of practice before the end of those five years, the scholarships become repayable loans.
Third, we are creating new residency training opportunities in our region to capitalize on the strong propensity for physicians to practice in the geographic location where they finish their post-M.D. training. Responding to our region’s most critical shortages, we are concentrating the programs on primary care specialties like family medicine, general internal medicine, and general pediatrics, as well as the short-supply specialties of general surgery, psychiatry, and OB/GYN. We are also developing a loan-repayment program for residents linked to practice in our region.
Ultimately, we hope our ideas for how to change health care will succeed and be adopted by others. It might take 30 years, but we believe what we are doing at the UC Riverside School of Medicine will change the face of medical education in the U.S.
UC Riverside School of Medicine is a great example of Seizing Our Destiny’s catalyst for innovation pillar. The people and educational institutions of Riverside cultivate and support useful and beneficial ideas, research, products, and scholars. Creativity and innovation permeate all that we do, which makes our community a trendsetter for the region, nation, and world to follow.
G. Richard Olds is vice chancellor of health affairs and the founding dean of the UC Riverside School of Medicine. He wrote this for Zocalo Public Square. Zocalo Public Square is a not-for-profit Ideas Exchange that blends live events and humanities journalism.
An old Indianapolis bus looked more like a skeleton than a mass-transit workhorse as it sat in the workshop of a Riverside bus re-manufacturing company.
Gone were the seats, windows, floorboards as well as the diesel engine.
In a few weeks, the transformation was complete. What had been a soot-emitting behemoth became a nonpolluting, all-electric, green machine capable of traveling more an 130 miles before needing to be recharged.
Complete Coach Works has been rebuilding used buses at its plant off Spruce Street for more than 29 years. But it is now winning recognition for turning old polluters into zero-emission models.
The company got a big boost this spring when it won a $12.2 million contract from the Indianapolis transit agency to turn 22 worn-out diesel buses into clean electric vehicles.
“We are really excited,” said Justin Scalzi, an account manager for the company during a tour of company’s facilities in October. “Once we have these buses out on the road in Indiana, the other transit agencies will realize that we are the real thing.”
The company’s non-polluting bus propulsion system was recently recognized by the South Coast Air Quality Management District for advancing air pollution control technology, and the air district provided the firm $395,000 toward its research and development efforts.
Complete Coach Works development of zero-emission buses is a great example of Seizing Our Destiny’s catalyst for innovation pillar by leading the way in clean public transportation.
The A. Gary Anderson Family Foundation announced Thursday it is giving $2.5 million to the University of California, Riverside School of Business Administration to create three endowed chairs for faculty members and provide scholarships for graduate students from Inland Southern California.
The gift is the latest show of support from the A. Gary Anderson Family Foundation, and was announced at a gala Thursday (Nov. 13) at the Victoria Club in Riverside that celebrated the 20th anniversary of the naming of The A. Gary Anderson Graduate School of Management (AGSM). The foundation has made previous gifts exceeding $8 million.
Donations toward education are great examples of Seizing Our Destiny intelligent growth pillar by not only embracing the growth of the business school, but the entire Riverside economy.
The family foundation is also providing $1 million for AGSM Scholars Initiative, a scholarship program that will increase the enrollment of Inland Southern California students pursuing graduate degrees. Up to 85 percent of that money may be used as matching funds to attract new philanthropic support. That could mean an additional $850,000.
The remaining $150,000 will be used for outreach activities, such as the financial literacy component for area high school students attending UC Riverside’s annual economic forecast conference.
The gift will help the A. Gary Anderson Graduate School of Management meet its goal of being ranked among the top 50 business schools in the nation.
Leading up to 2020, the school plans to continue to increase graduate school enrollment, which has grown from 150 to 300 in just the past three years; increase the size and enhance the quality of its faculty; and launch research centers in areas including entrepreneurial leadership, economic forecasting and supply chain management and logistics.
To accommodate current and future growth, the School of Business Administration is beginning a feasibility study for a new building to house its programs.
A business incubator in downtown Riverside created by officials from the University of California, Riverside, City of Riverside and Riverside County and business leader had it’s grand opening the past Wednesday, November 12.
Four companies, three started by UC Riverside professors and one by an alumnus, have been approved for the Riverside ExCITE Incubator, located at 3499 10th Street. One of the companies has moved in and others plan to move in in the near future.
There is space for up to six companies and several others have expressed interest in moving in. The space is available to any start-up companies in the community, not just those connected to UC Riverside.
“It has been hard to create new companies based on technology developed at the university out of the university,” said Michael Pazzani, the vice chancellor for research and economic development at UC Riverside and one of the directors of the incubator. “This will make it easier. It will also encourage faculty to start new companies and commercialize the technology they develop.”
Pazzani, along with Riverside Mayor Rusty Bailey and John Tavaglione, who represents Riverside on the county of Board of Supervisors, spoke at the grand opening.
The incubator is designed to facilitate the successful incubation and acceleration of start-up companies engaged in entrepreneurial research and development of advanced technologies. Incubators such as ExCITE are great examples of the Seizing Our Destiny’s intelligent growth pillar.
The incubator aims to increase the number of successful start-up businesses in the region by providing a location for business synthesis, mentorship and management; access to financial resources and information; access to marketing and professional services; and technology transfer from domestic and foreign universities, organizations and governments.