1) Maximize recruitment and retention of outstanding faculty and staff at all levels.
Creating a centralized interdisciplinary recruitment review committee to ensure a standard of excellence in new hires.
2) Optimize the use of existing space and thoughtfully use future space.
Moving 33 interdisciplinary labs into a central location, the Center for Health Sciences South Tower.
3) Build efficient and effective infrastructure to facilitate excellent research;
- Creating the COVID-19 Oversight Research Committee to coordinate all research aimed at addressing this public health crisis.
- Creation and roll-out of the DGSOM Cultural North Star, including dedicated funds for awards and recognitions.
4) Stimulate and optimize new and successful areas of research.
- Developing a philanthropic effort for investment in a new immunology institute.
- Providing financial support for interdepartmental seed grant funding (Research Themes).
- Investing in the Institute for Precision Health (in collaboration with the health system) and in a new Computational Medicine department (in collaboration with the UCLA Samueli School of Engineering).
5) Maximize all sources of research funding — current and future — across the entire enterprise.
Implementation of a transparent and modern funds flow model (in collaboration with UCLA health system).
Creating seven Research Themes, offering interdepartmental seed grant funding and providing co-located space in the new South Tower building.
Establishing an Institute for Precision Health (IPH) and a Department of Computational Medicine in partnership with the UCLA Samueli School of Engineering.
Committing $11M of philanthropic funds to COVID research and creating a structured series of oversight committees to allow rapid, decisive evaluation and distribution of funding to the most impactful COVID research on campus.
Launching the Department of Computational Medicine to transform patient care using artificial intelligence and genomics.