Mission, Vision & Strategic Plan Home Mission, Vision & Strategic Plan — FF Powered by discovery, innovation and inclusive excellence Our mission at UCI School of Medicine is: Discover. Teach. Heal. Through excellence in research, education, patient care and community service, we seek to advance individual and population health in Orange County and beyond. Our 4 Key Pillars Charting the Path 2026 — 2031 Together, these goals illustrate the new and innovative ways we seek to create and impart knowledge, and define our areas of focus and our path to long-term success. Research Distinction Achieve distinction across basic, translational, clinical and outcomes research Innovative Education Educate the next generation of healthcare leaders through innovative learning Leading Clinical Care Set the standard for complex, accessible and personalized clinical care Revolutionizing Health Advance health through emerging technology and specialization Research Distinction Achieve distinction across basic, translational, clinical and outcomes research. Basic Science Research Strategy Aspiration Metric Increase research funding through strategic areas of investment and distinction. Move up 2 spots year over year in Blue Ridge rankings and reach Tier 1 in USNWR rankings by FY29. Physician-Scientist Development Strategy Aspiration Metric Increase the number of funded physician-scientists in the School of Medicine. Double the amount of career-development awards at UCI by FY31 and increase the number of K and R awards amongst physician-scientists Clinical Research Strategy Aspiration Metric Increase research resources for clinicians. Increase the number of clinicians participating in clinical research by 80% by FY31. Innovative Education Educate the next generation of healthcare leaders through innovative learning. Medical Education Strategy Aspiration Metric 1. Integrate the use of artificial intelligence (AI) and related competencies to support transition to residency. Double the curricular sessions focused on AI competencies by FY31 (measured by the number of sessions in the curriculum map). 2. Develop and expand mission-based program offerings. Double the number of mission-based programs during the strategic plan cycle. Human Genetics & Genomics Department Strategy Aspiration Metric Establish a new department of Human Genetics and Genomics. Increase both NIH funding and number of publications for genetics and genomics research. Leading Clinical Care Set the standard for complex, accessible, and personalized clinical care. Clinical Strategy Aspiration Metric 1. Patient Experience — Standardize and scale provider behaviors to achieve improved ambulatory “provider rating” performance. Increase overall rating of provider by 0.3% year over year. 2. Access — Optimize New Patient Access Improve median lag days by 1 day year over year. 3. Quality — Reduce Inpatient Mortality Improve mortality domain rank for UCI Health to 15 or better. Revolutionizing Health Advance health through emerging technology and specialization. AI Readiness Strategy Aspiration Metric 1. Establish scalable AI compute infrastructure, centralized multimodal data pipelines, and research discovery platforms across the School of Medicine. Scale AI platform utilization to support 100 active research projects and integrate 12 multimodal data repositories by FY31. 2. Formalize enterprise AI governance frameworks, accelerate research lifecycle velocity, and cultivate widespread workforce literacy across the School of Medicine. Train over 1,500 faculty, trainees and students while reducing average research provisioning cycle time from 9 months to 1 month by FY31. Faculty Development Strategy Aspiration Metric Increase faculty satisfaction and connection to UC Irvine. Double the amount of SAIL training slots and increase total annual attendance/views in monthly faculty development seminars by 5% annually. Philanthropy Strategy Aspiration Metric Increase School of Medicine philanthropic donations. Increase year-over-year philanthropy revenue (2x over five years) and increase number of faculty actively involved in philanthropic activity by 20 per year.