“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.
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.
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.
The county Education Collaborative formed in July after a request from U.S. Education Secretary Arne Duncan to Riverside County Superintendent of Schools Kenneth Young to gather a team, come to Washington and talk about preparing more students to go to college and earn degrees, Young said.
Federal officials asked the county to make commitments in four areas to improve college-going rates, Young said.
Temecula and Murrieta valley unified school districts are working with Mt. San Jacinto College and Cal State San Marcos, which has a Temecula campus. Moreno Valley and Val Verde unified school districts are working with Moreno Valley College and UC Riverside.
Representatives of those schools and colleges have been meeting monthly, and others are joining from other parts of the county, Young said.
“Overall, we’ve been working on increasing our county’s college-going rate,” Young said. The Riverside County Office of Education and schools have worked on many steps and are now targeting four areas with four school districts, he said.
By gathering and sharing data, schools, colleges and communities can focus on their goals and rally community support, the president said. For instance, high school counselors can see how many students have completed the Free Application for Federal Student Aid and focus on the students who have not, Young said.
Alvord Superintendent Sid Salazar said his work at the Day of Action focused on making school counselors more effective at getting low-income, Latino and black students ready for college and empowering them to do their jobs. That work starts before kindergarten, he said.
Identifying and implementing collaborative partnerships like this are evidence of catalyst of innovation in Riverside. Our leaders are constantly developing inventive approaches to equip our students for college readiness.
The Riverside metropolitan region has turned the corner when it comes to job growth, according to a report from Arizona State University’s W.P. Carey School of Business in Tempe.
The region ranked No. 6 in the nation for job recovery, ASU research professor Lee McPheters said. “We’re still slowly recovering from the staggering loss of jobs during the Great Recession,” McPheters said, as the metro region of Riverside, San Bernardino and Ontario once led the nation for foreclosure and bled thousands of jobs. The Riverside metro region of more than 1 million workers tied with Denver with 2.8 percent job growth over three quarters of 2014. The national economy is growing less than 2 percent, so any job growth that is better than 2 percent is above average, McPheters said.
“Eight of the top large cities for job creation are in the West,” McPheters said. “However, Florida also did well, with two cities on the list.” Orlando took the top spot with job growth of 3.7 percent, double the national pace. Houston ranked No. 2 with 3.5 percent job growth. Metro regions with stronger job growth than Riverside were Portland, Miami and Dallas. Other winners based on data from the U.S. Bureau of Labor Statistics were San Diego and San Francisco.
This ranking is yet another example of Riverside continuing to fuel the intelligent growth of the region.
TheUniversity of California, Riverside has been included among the top-10 schools on the new Social Mobility Index (SMI) survey, co-sponsored by CollegeNet and PayScale. The SMI ranking emphasizes economic mobility and the extent that a college or university helps its students with family incomes below the national median improve their social and economic standing.
UCR placed eighth overall among the 539 schools with a SMI ranking of 43.79. UC Davis placed sixth overall with 49.58 points and UC Berkeley was ninth with 43.36 points. The top school in the survey was Montana Tech of the University of Montana.The full rankings can be found on their website.
The survey’s methodology incorporated five weighted variables: published tuition, percent of student body whose families are below the US median income, graduation rate, reported median salary 0-5 years after graduation, and endowment. The survey specifically did not incorporate reputations based upon the opinions of faculty or administrators regarding social or economic mobility, as it would “perpetuate the biases and stereotypes collected in such surveys.”
According to the survey 42.98% of UCR students are considered “low income.” The salary for UCR grads considered “early career employees,” defined as “full-time employees with five years of experience or less in their career or field working in the U.S. who hold a bachelor’s degree and no higher degrees,” is $45,600.
This is the second significant survey in which UCR has received high marks for social mobility, proving once again that Riverside is indeed a Location of Choice. For the last four years, the university has been ranked in the top-10 among national universities in Washington Monthly’s Annual College Ranking Survey, placing second overall in 2013 and 2014. The Washington Monthly Survey considers civic engagement, research, and social mobility.
The article accompanying the Washington Monthly ranking read, in part: “The UC campus in Riverside…. stands out as a model for other public universities to follow….. Riverside is unusually focused on social mobility. Since 2006, its enrollment has grown by 25 percent. Half of all freshmen are first-generation college students, and the campus is the most racially and ethnically diverse within the UC system. Riverside’s focus on public service exceeds that of almost every other national university.”
B&K Precision, which manufactures and sells precision test and measurement instruments worldwide, has outfitted the test benches in an electrical and computer engineering lab at Bourns College of Engineering at UC Riverside with all new, state-of-the art equipment.
Victor Tolan, President and CEO of B&K Precision, has a penchant for equipping the engineers of tomorrow with the tools they need today. His company’s generosity will benefit more than 500 students each year at BCOE through the technical hands-on training they will receive as future engineers using the equipment. The precision test and measurement instruments include oscilloscopes, function generators, power supplies and digital multimeters. The work stations accommodate two students each, and are designated for circuits and electronics lab exercises as well as activities related to independent student projects.
The Bourns College of Engineering celebrates its 25th year in 2014, and is ranked among the best public engineering colleges of its size in the nation. BCOE engineers provide a source of new ideas, products and technologies to the world while leading interdisciplinary and collaborative efforts in education, research and industrial partnerships. BCOE offers B.S., M.S. and Ph.D. degrees through bioengineering, chemical and environmental engineering, computer science and engineering, electrical and computer engineering and mechanical engineering departments, and computer engineering and college-wide materials science and engineering programs. The college has more than 2,400 undergraduate students, 620 graduate students, more than $32 million in annual research expenditures and is home to eight interdisciplinary and multidisciplinary research centers.
Donations like this increase the visibility of the great work done at UC Riverside to equip our future engineers. UC Riverside is known for catalyzing innovation in many fields of study and thus promotes the aspirations of Seizing Our Destiny.
The seventh edition of the Beacon Economics Regional Intelligence Report continues to show positive growth in Riverside’s economy. Unemployment is declining in the Inland Empire (8.5% as of July 2014) and the city has recovered nearly 9,700 jobs since a low point in March 2010. There’s been growth in the Leisure and Hospitality sector increasing 7.5% from July 2013 to July 2014. The new Riverside Convention Center, with 65,000 square feet of meeting space, should increase convention traffic into the City of Riverside, which should bring higher demand for hotel accommodations in and outside of the city.
Another area of growth was employment in the Education and Health sector which saw a 25% increase over the last year. This sector is vital to the City of Riverside’s economy, constituting approximately 18% of total employment in the City.
The report highlights several areas of Seizing Our Destiny’s pillars including intelligent growth and location of choice. Continuous positive economic numbers are important to gauge our economic recovery. Reporting this data is also important so Riversiders know the hard work is paying off.
A few other highlights:
Taxable sales in the City have risen 11.5% over the past year.
Home sales increased 4.9% to 908 homes from the first quarter of 2014 to the second quarter of 2014.
Apartment vacancy rates in the City have fallen to 2.4%, a 25% decrease from a year ago.
Dennis Sonney, of Jurupa Valley, works for a private nonprofit corporation funded largely by the U.S. Department of Commerce to help strengthen manufacturing in the Inland Empire.
With the title of a manufacturing coach, Sonney works his magic transforming “vulnerable yet viable” companies, he said. “We want them to grow, hire people, pay taxes and stay here.” Since he arrived nine years ago, Sonney has worked with hundreds of companies that make everything from aerospace and aviation components to cosmetics, paint coating, robots, bats, skateboards and tiny circuit boards. In 2013, Sonney helped create 2,580 jobs at Inland manufacturing businesses, and he takes on 12 new clients a month, from startups to multimillion-dollar giants, he said. Last quarter alone, he worked with 19 manufacturers.
For the past five years, Sonney has worked closely with a Riverside company, Western Hydrostatic, which sells and repairs hydraulic components on large construction machinery.
Founder and CEO Starke Scott praises the customer service training program that Sonney helped set up with state subsidies as invaluable and affordable. In addition, Scott said his company benefited from Sonney’s plans to help them diversify, reduce waste on the shop floor and avail themselves of stronger digital marketing tools. This year, annual sales are expected to exceed $8 million, almost double those in 2009.
Dennis Sonney is a model of intelligent growth in our community. Manufacturing plays a vital role in the state of our local economy. Sonney’s efforts not only have a direct effect on local manufacturing companies, his work impacts Riversiders throughout the city. Riverside embraces economic growth and works everyday to improve our already outstanding quality of life.
“I’m passionate about what I do,” said Sonney. “It’s rewarding to know how I’ve impacted businesses.”
Attendees will learn hands-on activities showing connections of science, technology, engineering and mathematics from UC Riverside educator Pamela Clute.
Registration is open for Inland teachers to attend a conference to inspire their teaching of science, technology, engineering and mathematics.
The teachers’ conference from 3:15 to 6 p.m. will be part of the annual Science and Technology Education Partnership Conference, which will be Oct. 15 at Bourns Inc., 1200 Columbia Ave., Riverside. The conference was founded by Rep. Ken Calvert, R-Corona, who is honorary chairman, and designed to motivate students with hands-on exhibits to pursue education for STEM careers.
Riverside’s initiative to promote and encourage STEM education is a model of Seizing Our Destiny’s intelligent growth pillar. STEM education plays a vital role in strengthening our community’s workforce and job growth. Riverside works around the clock everyday to improve the quality of life for all through intelligent growth.
Pamela Clute, a UCR mathematics professor and assistant vice chancellor, will lead the teachers’ conference, where those attending will do hands-on activities that demonstrate interconnectedness of STEM. Teachers will receive instructional materials, a light dinner and certificates. Reservations are required for the free conference, which is open to teachers who have not attended before.