dvancing aAisconsinWHealthier

AnnualReport 2011­12

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INTRODUCTION .................................................................................................................................... 3 EXECUTIVE SUMMARY ......................................................................................................................... 3 AHW OVERVIEW ................................................................................................................................... 4 Ideals and Goals ..................................................................................................................... 4 Framework ............................................................................................................................... 5 Governance ............................................................................................................................ 6 Principles of Stewardship ....................................................................................................... 7 HEALTHIER WISCONSIN PARTNERSHIP PROGRAM ........................................................................... 8 Funding Priorities ..................................................................................................................... 8 Funding Cycle Process ........................................................................................................ 11 Summary of 7th Funding Cycle Awarded Projects ........................................................ 12 Summary of Completed Projects ...................................................................................... 15 HWPP Key Findings ............................................................................................................... 16 SPECIAL INITIATIVE OF THE MCW CONSORTIUM ON PUBLIC AND COMMUNITY HEALTH ........................................................................................... 20 Violence Prevention Initiative ............................................................................................. 20 HEALTH IMPROVEMENT THROUGH RESEARCH AND EDUCATION ................................................ 23 Research and Education Program Funding Priorities ..................................................... 23 AHW Research and Education Advisory Committee (REAC) ...................................... 24 Review Process Overview (July 2011-June 2012) ............................................................ 25 Funded Awards in Research and Education 2011-2012 ................................................ 26 Summary of Completed Awards ....................................................................................... 28 Research and Education Key Findings ............................................................................. 28 FUND MANAGEMENT ........................................................................................................................ 30 Investment Summary ........................................................................................................... 30 Financial Statements ............................................................................................................ 31 GENERAL ............................................................................................................................................. 34 Open Meetings and Public Record Laws Statement .................................................... 34 Diversity Statement ............................................................................................................... 34

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INTRODUCTION The Medical College of Wisconsin, Inc. (MCW) and the MCW Consortium on Public and Community Health, Inc. (MCW Consortium) are pleased to present the ninth annual report on the Advancing a Healthier Wisconsin (AHW) endowment.

This report reflects MCW Consortium’s commitment to, and compliance with, the documents established to guide its stewardship: the State of Wisconsin Office of the Commissioner of Insurance Final Decision and Order,

EXECUTIVE SUMMARY

issued March 2000; the Grant Agreement, issued March 2004; the first AHW Five-Year Plan dated April 2003 and the plan Addendum dated December 2003; and, the AHW 2009-2014 Five-Year Plan dated January 2009.

These documents guide the process by which MCW received and now stewards proceeds from the conversion of Blue Cross and Blue Shield United of Wisconsin from a

non-profit company to a stock insurance corporation.

This report addresses all activities and expenditures relevant to AHW from July 1, 2011 through June 30, 2012. The MCW Consortium appreciates this this opportunity to report on the past year of activities funded by the AHW endowment focused on making Wisconsin a healthier state.

The Medical College of Wisconsin (MCW) and its Consortium Board (MCW Consortium) remain committed to the ideals and goals identified in the Advancing a Healthier Wisconsin (AHW) 2009-14 Five-Year Plan as well as by the Framework for the funds. In addition, the MCW Consortium continues to be guided by the Principles of Stewardship that provide a foundation and framework for stewardship. Adherence to this set of core values ensures that funds are allocated effectively and that funded projects continue to make gains toward improving the health of the people of Wisconsin,

From July 2004 through June 2012, the AHW program and the MCW Consortium committed funds totaling $153M for 285 projects to improve the public’s health throughout Wisconsin.

From July 1, 2011, through June 30, 2012, Research for a Healthier Tomorrow awarded $30M to 11 projects; Educational Leadership for the Health of the Public awarded $4.8M to two projects; and, the Healthier Wisconsin Partnership Program awarded more than $4.8M to 13 community-MCW academic partnerships.

Healthier Wisconsin Partnership Program (HWPP) The goal of HWPP is to improve the health of the people of Wisconsin by funding community-MCW academic partnership projects that address public and community health promotion and disease prevention initiatives. During the current reporting period, eight projects concluded. This report presents highlights from those projects, and full summaries are available online at www.mcw.edu/healthierwisconsin.htm. HWPP has awarded $4,773,732 to nine Development and four Impact projects during the reporting period.

Research for a Healthier Tomorrow and Educational Leadership for the Health of the Public MCW awards research and education project funding from the AHW endowment to leverage academic expertise and assets to promote discoveries and educational opportunities that will translate into improvements in health status.

Funding for Research for a Healthier Tomorrow supports both basic and clinical research initiatives in several

key areas including: cancer, cardiovascular disease, neuroscience, infectious disease and immunology, kidney disease, and community and population health.

Improvements in health are achieved not only through medical research but also through the training of public health practitioners and health care providers and by developing and providing public education programs focusing on health improvement and maintenance through the Educational Leadership for the Health of the Public.

Advancing a Healthier Wisconsin Endowment The AHW funds are invested with the Medical College of Wisconsin Endowment Funds using a diversified asset allocation strategy that includes money market funds held by external investment managers, marketable debt and equity securities, bond and equity mutual funds, commingled bond and equity funds, other equity securities, and accrued interest and dividends thereon and are reported at fair value.

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AHW OVERVIEW The Advancing a Healthier Wisconsin (AHW) endowment is dedicated in its entirety, and in perpetuity, to improving the health of the people in Wisconsin through three complementary components.

Healthier Wisconsin Partnership Program (HWPP) supports community-MCW academic partnerships that address public and community health improvement through a competitive Request for Proposal process as well as MCW Consortium-directed special initiatives.

Research for a Healthier Tomorrow addresses the leading causes of death and disability in Wisconsin through the development of focused interdisciplinary research programs.

IDEALS AND GOALS

Educational Leadership for the Health of the Public supports innovative programs that enhance the education of patients, public health professionals, health care providers, residents, fellows, and medical and graduate students.

The MCW Consortium recognizes that all three components are necessary to improve the health of the people of Wisconsin.

AHW dedicates 35 percent of funds for HWPP and 65 percent of funds for research and education initiatives.

The AHW funding allocation remains unless it is increased or decreased by the affirmative vote of two-thirds of all MCW Consortium members at the

time an AHW Five-Year Plan is approved. However, as required by the Grant Agreement, the MCW Consortium evaluates the allocation as part of its annual review process.

On June 7, 2012, the MCW Consortium unanimously approved maintaining the 65 percent Research and Education and 35 percent HWPP distribution.

MCW and its Consortium Board are committed to the following ideals and goals, as identified in the AHW 2009-14 Five-Year Plan and continue to strive to achieve each:

Ideals:

Leveraging the AHW endowment funds in a coordinated, interdisciplinary effort, assuring support for public health partnerships, research and education.

Recognizing that all three components are related to advancing of the vision of improving the health of the people of Wisconsin.

Defining public health inclusively, focusing on broad determinants of health in communities when addressing public health improvement.

Supporting MCW in its efforts to expand expertise in community partnerships so that it can better serve community health needs.

Listening to and valuing what is learned through public participation, comment and opinion, and reporting annually on AHW activities, outcomes and operations.

Goals:

Supporting innovative projects implemented by Wisconsin partners, in Wisconsin communities, for the benefit of Wisconsin residents.

Continuing to be informed by Healthiest Wisconsin 2020, the state health plan.

Building understanding of effective community-MCW academic partnerships.

Documenting the results of funding community-MCW academic partnerships that address community health improvement.

Documenting the results of research and education initiatives.

Continuing to support the Healthy Wisconsin Leadership Institute’s development of leaders who engage in innovative activities to protect and promote the health of the public.

Improving the HWPP funding process, for future funding cycles, in response to constituent feedback.

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Principles of Stewardship • Collaboration • Prioritization • Leverage • Accountability

• Transformation • Building Academic and Community Strengths • New Knowledge

Inclusive Process • Health Trends (local, state, national)

• Public Participation

• MCW Consortium on Public & Community Health

Three Complementary Components ($152.5M* for 285 projects)

Educational Leadership for the Health of the Public

37 Projects $20.9M

Healthier Wisconsin Partnership Program

131 Projects $39.3M

Research for a Healthier Tomorrow

120 Projects $95.6M

Education and training to enhance the capacity of:

• Public Health Professionals • Health Providers, Patients and Consumers • MPH Expansion • PhD in Public and Community Health • Medical, graduate and resident education

Through community-academic partnerships: • Address leading health risks and priorities • Focus on specific populations • Prevent causes of death and disability

• Build capacity and enhance systems

Consortium Initiative on Youth Violence Prevention

Through basic, clinical, applied and translational research, address leading causes of death and disability, including:

• Cardiovascular Disease • Cancer • Neuroscience • Genetics • Population Health • Clinical and Translational • Imaging, Biotechnology and Bioinformatics

Outcomes • Improved Health of the People of Wisconsin • Strengthened Community Capacity • Leadership in Public Health

*Totals reflect figures for those projects reviewed by the MCW Consortium on Public and Community Health and approved by the MCW Board of Trustees for the period ending April 2013. Figures represent budget reductions incorporated during the 2008-2009 fiscal year.

• Decrease rates of violence in identified areas of Milwaukee, and, possibly, other areas of Wisconsin • Strengthen community capacity to prevent future violence

FRAMEWORK AH

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JOY TAPPER, MPA Executive Director, Milwaukee Health Care Partnership

The Milwaukee Health Care Partnership is a public/private consortium dedicated to improving health care for underserved populations in Milwaukee County. Under Joy, the Partnership has developed into an effective, respected, nationally recognized and sustainable organization that has mobilized member resources.

JOHN R. RAYMOND, SR., MD President and Chief Executive Officer, MCW

CHERYL A. MAURANA, PHD Vice President for Strategic Outreach and Director of the Advancing a Healthier Wisconsin Endowment, MCW

Dr. Maurana is the Vice President for Strategic Outreach, Director of the Advancing a Healthier Wisconsin Endowment, and Professor of Health and Society. Dr. Maurana has received national recognition for public health research and for developing community-academic partnerships.

PAULA A. LUCEY, RN, MCSN (CHAIR) Lamplighter Consulting

Ms. Lucey provides administrative leadership for the public mental health sector, including strategic planning, quality and fiscal accountability, and operations management.

JOSEPH E. KERSCHNER, MD Dean and Executive Vice President, MCW

ELIZABETH ‘LIESKE’ GIESE, RN, MSPH Health Officer/Director, Eau Claire City/County Health Department

For more than 20 years, Ms. Giese has worked to improve public health through education, training, research, assessment and service. She has worked on behalf of health with the private sector, local public health, education and state public health.

GENYNE EDWARDS, JD Principal Consultant, WOO Connections

Ms. Edwards has spent her professional career working to create positive social change through policy, social advocacy and community engagement. Edwards is recognized in the Milwaukee community through her work with, the city’s Equal Rights Commission, Cardinal Stritch University Leadership Center, Mosaic Milwaukee, and Marquette University Alumni Association.

G. ALLEN BOLTON, JR., MBA, MPH Senior Vice President and Chief Operating Officer, MCW

Mr. Bolton has over 24 years of experience in healthcare management and administration. He is active in the community with the American Cancer Society, Cub Scouts and the Boy Scouts of America, and Habitat for Humanity.

BEVAN BAKER, MHA, FACHE Commissioner of Health, City of Milwaukee Health Department

Bevan Baker serves as the city's Chief Advisor on health, responsible for providing leadership and oversight of the agency's departments in their collective efforts to promote the health and well-being of Milwaukee residents.

The MCW Consortium formed in 2002 as a non-stock, non-profit corporation whose purpose is to fulfill the obligations of the Public and Community Health Oversight and Advisory Committee as described in the March 2000 Insurance Commissioner’s Order.

The MCW Consortium meets on a monthly basis and conducts itself in accordance with its bylaws and Wisconsin Open Meetings and Public Records Laws.

MCW Consortium on Public and Community Health GOVERNANCE A

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Dr. Kerschner is the Dean of the Medical School and Executive Vice President of the Medical College of Wisconsin. He is Professor of Otolaryngology and Communication Sciences. Dr. Kerschner maintains an active clinical practice and is recognized as a national expert in pediatric otolaryngology. He has been named to the American’s Best Doctors list the past several years.

Dr. Raymond is the recipient of 2009 Marcy Speer Outstanding Reviewer Award from the National Institutes of Health’s (NIH) Center for Scientific Review, the highest honor for extraordinary commitment to peer review of NIH grant applications. A practicing nephrologist who plays active roles in clinical care, teaching, and faculty mentorship, Dr. Raymond is also a medical researcher studying the basic mechanisms of kidney cell function.

The following individuals served on the MCW Consortium during this annual reporting period: Dan Wickeham, Vice President Corporate Compliance & Risk Management and Interim Chief Operating Officer, MCW (January-October 2011)

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ADVANCING A HEALTHIER WISCONSIN DIRECTOR On July 1, 2011, the College appointed Cheryl Maurana, PhD, as the Director for the Advancing a Healthier Wisconsin Endowment and established a dedicated office to manage AHW. The Advancing a Healthier Wisconsin Office provides leadership for the programmatic

leadership regarding strategic investments, focus on dissemination of the outcomes of the AHW funded projects, and lead strategic planning for the AHW Five-Year Plan. Dr. Maurana also serves as Vice President for Strategic Outreach for MCW.

administration of research, education and public and community health components of the endowment. In her role as Director, Dr. Maurana reports to the President and works to expand and implement recommended process and policy improvements, collaborate with senior

PRINCIPLES OF STEWARDSHIP The MCW Consortium established a set of guiding principles to support AHW initiatives that strive to improve the health of the people of Wisconsin.

COLLABORATION

PRIORITIZATION NEW KNOWLEDGE

LEVERAGE ACCOUNTABILITY

BUILDING ACADEMIC AND

COMMUNITY STRENGTHS

TRANSFORMATION

Collaboration: Supporting effective collaboration between community and MCW partners to broaden program impact throughout the state and to enhance the translation of knowledge into community practice.

Prioritization: Aiming to have maximum impact on the health of the people of Wisconsin by deliberately focusing on disease and conditions that most affect people’s health, longevity and quality of life.

Leverage: Seeking opportunities to leverage funding, with an emphasis on pooling existing resources, attracting additional resources and encouraging sustainability.

Building Academic and Community Strengths: Developing new extramural research and education grants, publications and faculty recruitment, broadening partnership opportunities and advancing a more personalized approach to medicine.

New Knowledge: Promoting academic excellence through the discovery of new knowledge through the creation of interdisciplinary research centers, integrated clinical research networks and population and community health.

Accountability: Measuring and accounting for outcomes through effective oversight and rigorous evaluation by including comprehensive involvement of affected communities. AHW funding will result in outcomes that are identifiable, transparent and reported to AHW and the greater community through regular and annual reports.

Transformation: Effecting systemic change by emphasizing prevention, innovation and capacity-building. Identifying initiatives that will enhance the health of our community through research, education and service, locally, statewide and, indirectly, nationally and internationally.

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These principles are designed to provide a foundation and framework for stewardship and include:

PRINCIPLES OF STEWARDSHIP

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HEALTHIER WISCONSIN PARTNERSHIP PROGRAM The vision of the Healthier Wisconsin Partnership Program (HWPP) is to improve the health of the people of Wisconsin by funding community-MCW academic partnership projects that address public and community health promotion and disease prevention initiatives through two types of awards (as per the AHW 2009-2014 Five-Year Plan):

Development Awards generally fund planning, evaluation or pilot activities related to the formation or

development of a partnership, project and/or program, or, the evaluation or implementation of capacity-building strategies aimed at strengthening organizations, sectors or systems.

Impact Awards These awards generally fund partnership activities related to the implementation of a health promotion or health prevention project, program and/or partnership with significant impact, or, the implementation of capacity

building strategies that will have significant impact on a health-related organization, sector or system.

All HWPP funded projects propose transformational ways to improve the health of Wisconsin’s citizens, focusing on health promotion and disease prevention while also recognizing the significant role of building capacity and strengthening systems in an effort to reach those goals.

FUNDING PRIORTIIES HWPP is grounded by three core components: Health Improvement Priorities, Community-MCW Academic Partnerships and the HWPP Program Evaluation Model. Together, these

components ensures that funded projects are consistent with HWPP’s overall vision and intended outcomes.

components outline the rationale for, and the value of, partnership activities and the outcomes that these activities are intended to achieve. Alignment with the HWPP core

Infrastructure Focus Areas to Transform Health Improvements Access to high-quality health services

Collaborative partnerships for community health improvement

Diverse, sufficient and competent workforce that promotes and protects health

Emergency preparedness, response and recovery

Health literacy

Public health capacity and quality

Public health leadership and policy

Systems to manage and share health information and knowledge

Adequate, appropriate and safe food and nutrition

Alcohol and other drug use

Cancer

Chronic disease prevention and management (arthritis, asthma, diabetes, heart disease, hypertension, stroke, other)

Communicable disease prevention and control

Environmental and occupational health

Populations Affected Children and adolescents

Disabled

Men

Racial and ethnic populations

Rural

Seniors

Uninsured

Urban

Women

Health Focus Areas Healthy growth and development

Injury and violence

Mental health

Oral health

Physical activity

Reproductive and sexual health

Tobacco use and exposure

Other (with specification)

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Understanding the Environment for Partnerships • Respect for the past

• Knowledge of the needs and barriers

• Importance of broad-based support

• Commitment from leadership

• Understanding of both individual attitudes and organizational structures

• Awareness of the economics of the situation

• Role of ongoing evaluation and feedback

• Need for tangible returns on investment

• Trust, respect, genuineness

• Shared mission and goals

• Commitment by all partners

• Attainable, measurable objectives

• Focus on strengths and assets

• Open communication

• Flexibility and compromise

• Shared resources and credit

Commitment to Partnership Projects

• Assess needs and resources

• Develop compatible goals

• Develop and implement programs

• Provide continuous feedback

• Assess outcomes

• Maintain and expand progress

Partnership Development

*Adapted from: Maurana, C. Building Effective Partnerships with Wisconsin Communities, Wisconsin Medical Journal, Vol. 99, No. 1, 31-32, January/February 2000. Maurana, C, et al. How Principles of Partnerships are Applied to the Development of a Community-Campus Partnership, In: Connors K and Seifer S (editors), Partnership Perspectives, Vol. 1, Issue 1, 47-53. San Francisco, CA: Community-Campus Partnerships for Health, 1998. Available for reference at: http://depts.washington.edu/ccph/

COMMUNITY-ACADEMIC PARTNERSHIP MODEL The partnership requirement is based on the premise that community-academic partnerships will capitalize on the strengths and unique skills of both community-based organizations and MCW faculty, staff and students.

HWPP PROGRAM EVALUATION MODEL The HWPP Program Evaluation Model lays the foundation for the evaluation of HWPP as a whole. The Program Evaluation Model provides a framework for individually funded projects to connect their project-level

efforts to the overall activities and and outcomes of the larger program. As funded projects identify how their activities and outcomes fit the model, HWPP will be able to describe how the

funded projects, taken together, advance the intended outcomes of the overall HWPP funding initiative.

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Components of the Program Evaluation Model include:

assumptions underlying HWPP’s approach to public and community health improvement;

project-level partnership and programming activities;

long-term outcomes expected over time from the efforts of HWPP in conjunction with other statewide health initiatives .

immediate outcomes expected within two to five years from the project-level activities;

intermediate outcomes expected in five to 10 years from the combined efforts of the projects funded; and,

Assumptions Activities Immediate Outcomes (2-5 years)

Intermediate Outcomes (5-10 years)

Long Term Outcomes (10-15 years)

Partnerships are necessary because no one organization or institution has the resources, access and trust relationships needed to address the wide range of determinants of public health problems.1

Community residents and community leaders are a crucial part of the public health system for identifying need and responses to need and for evaluating results.

Communities benefit from programs based on knowledge of evidence-based practices and population-based prevention research.

Community – MCW academic partnerships that:

1. Share leadership for policy change, system improvement and/or workforce development.

2. Are committed to a comprehensive approach to prevention.

3. Collaborate in population-based prevention research, community-based participatory research, or translational research.

4. Develop and share resources.

5. Teach and learn together about best practices and the causes of disease and disability.

Development of new and sustainable relationships that address community prevention needs and leverage resources.

Partners who are engaged in, involved with, and learning from the larger health promotion and prevention community.

Development of new knowledge about best practices in prevention.

Programs reaching larger numbers of individuals and families with messages that are useful to them.

Programs that address local needs of the targeted population in ways that are culturally sensitive and inclusive.

Programs that are informed by research, evaluation and systematic data collection.

Changed individual behaviors.

Changes in the environment that establish and maintain healthy behaviors.

A more inclusive public health system that reaches more people with improved prevention programming.

Through synergy with other initiatives,2 contribute to reducing the burden of illness and injury, enhancing the quality of life, and increasing longevity, while also saving lives and resources.3

The partnerships will develop innovative programming that:

1. Is informed by the expertise of all partners.

2. Builds on existing prevention and health education services.

3. Identifies and incorporates culturally and community sensitive approaches to prevention.

4. Is guided by community input to identify local needs, to develop responses to local needs and to evaluate the responses to local need.

5. Makes use of local population-based data.

6. Reflects what is known about the causes of disease and disability.

1 “Public health” refers to “population health … focused on the broader determinants of health in communities, such as prevention efforts to promote healthy life styles for women, children, and families; disease prevention and control; and control of environmental agents that negatively impact health” (Office of the Commissioner of Insurance, Case No. 99-C26038, March, 2000).

2 “Other initiatives” include MCW’s Advancing A Healthier Wisconsin components and other statewide health initiatives.

3 As cited in Healthiest Wisconsin 2010, Executive Summary (pg. 9), the outcomes resulting from addressing the eleven health priorities.

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FUNDING CYCLE PROCESS 7th Funding Cycle Full proposals for the 7th Funding Cycle were received on July 29, 2011. Of the 75 proposals that submitted a Letter of Intent, 12 Impact and 22 Development projects were invited to submit a full proposal. The National Merit Review process took place between August 1, 2011 and September 16, 2011 in which the 10 member panel, consisting of experienced community and academic leaders, reviewed each proposal. The reviewers were each assigned to several proposals and provided a numeric score, written critique, and overall funding recommendation for each.

The MCW Consortium received the National Merit Reviewers’ scores, comments and funding recommendations and conducted individual reviews of the proposals.

The MCW Consortium discussed the proposals on October 20, 2011 and agreed to recommend funding for nine Development projects and four Impact projects totaling $4.8M to the MCW Board of Trustees. The MCW Board approved the recommendation on October 28, 2011.

8th Funding Cycle On February 10, 2012 HWPP released a Letter of Intent (LOI) for health improvement and prevention projects for its 8th Funding Cycle.

The Letter of Intent deadline was April 3, 2012. Letters of Intent were received for 55 proposals. Fifteen (15) Impact projects and forty (40) Development projects were submitted.

The MCW Consortium Subcommittee review process began on April 9, 2012. Members submitted their scores on May 4, 2012 for tabulation and prioritization for discussion at a May 17, 2012 Subcommittee meeting in which the Subcommittee recommended 27 LOIs, eight Impact and 19 Development, be invited to submit a full proposal. The full MCW Consortium approved the recommendation on June 7, 2012.

Full proposals for the 8th Funding Cycle were received on July 31, 2012.

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COMPETITIVE, MULTI-LEVEL REVIEW PROCESS Proposal Review Process The review process for HWPP funding is a highly competitive process that includes a detailed, multi-level, qualitative and quantitative assessment. The numeric score assigned to proposals, complemented by discussion and critique at each level of the review process, is used to prioritize proposals for funding. Projects funded by HWPP are those that rank high in both qualitative and quantitative measures and reflect the MCW Consortium’s Principles of Stewardship and the program’s core components.

Criteria used to assess projects include, but are not limited to:

understanding of the specific population to be served by the project;

clarity of the health priority to be addressed;

innovation and effectiveness of the proposed strategy and how it would change current systems;

evidence of an authentic community-MCW academic partnership;

a reasonable and cost-efficient budget; and,

a realistic plan to sustain program activities after HWPP funding is completed.

In addition to the criteria above, full proposals are reviewed at the following levels:

National Merit Review Full proposals are reviewed by a panel of National Merit Reviewers who are experienced community and academic leaders from outside the state of Wisconsin. Each proposal is assigned to multiple reviewers who conduct a detailed analysis of each section of the proposal, considering the strengths and limitations of the project and partnership. Each of the reviewers individually provides a numeric score, written critique and overall funding recommendation.

Comments from the National Merit Reviewers are provided to applicants following the completed review process. Comments, scores and funding recommendations from the National Merit Reviewers are forwarded to the MCW Consortium.

MCW Consortium The MCW Consortium's review is based not only on merit and feedback from the National Merit Reviewers, but also on the relevance of the proposal to the MCW Consortium's Principles of Stewardship and the program’s core components. All proposals recommended for funding by the MCW Consortium are then forwarded to the MCW Board of Trustees.

MCW Board of Trustees The MCW Board of Trustees reviews the recommendations made by the MCW Consortium and approves the funding determinations.

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SUMMARY OF 7TH FUNDING CYCLE AWARDED PROJECTS He

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Around the Corner to Better Health $199,999 ◊ 1/1/2012 – 12/31/2013

Goal: To increase healthy food availability in Milwaukee’s central city through community readiness assessments and concomitant strategic interventions based on real community capacity for change.

City of Milwaukee Health Department

Lindsay Heights Neighborhood Health Alliance

Walnut Way Conservation Corp

MCW Department of Family and Community Medicine – Staci Young, PhD

Fighting Cancer in Wisconsin’s American Indian Communities $200,000 ◊ 1/1/2012 – 12/31/2013

Goal: To build the public health capacity of Wisconsin’s rural and urban American Indian communities and clinics to accurately target and culturally tailor specific cancer programs and services.

Great Lakes Inter-Tribal Epidemiology Center

Red Cliff Band of Lake Superior Chippewa

Red Cliff Community Health Center

Spirit of Eagles, University of Wisconsin Carbone Cancer Center

Wisconsin Cancer Reporting System, Division of Public Health, Department of Health Services

Wisconsin Comprehensive Cancer Control Program and Wisconsin Cancer Council

MCW Department of Family and Community Medicine

MCW Department of Radiation Oncology – J. Frank Wilson, MD

More Than A Pretty Place: Activating Urban Parks to Improve Community Health and Wellness $199,986 ◊ 1/1/2012 – 12/31/2013

Goal: To understand how a new urban park, with complementary outreach and education, affects knowledge, attitudes, behaviors, assets/supports and health outcomes among neighborhood residents.

Menomonee Valley Partners

Urban Ecology Center

MCW Department of Family and Community Medicine

MCW Institute for Health and Society – Kirsten Beyer, PhD, MPH

Diversity Matters: Recruiting Wisconsin’s Future Public Health Workforce $749,482 ◊ 1/1/2012 – 12/31/2016

Goal: To increase the diversity of Wisconsin’s public health workforce.

Wisconsin Division of Public Health

Wisconsin Public Health Association

MCW Department of Emergency Medicine – Peter Layde, MD

Reducing Racial Disparities through Improved Hypertension Control in African Americans $188,955 ◊ 1/1/2012 – 12/31/2013

Goal: To develop, implement and evaluate a portable, cost-effective hypertension control strategy in a primary care setting serving low-income African Americans.

Project partners working to develop better cancer care for Wisconsin’s American Indian communities

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American Heart Association

Center for Urban Population Health

Lindsay Heights Neighborhood Alliance

Milwaukee Area Health Education Center

Progressive Community Health Centers

Wisconsin Primary Healthcare Association

MCW Department of Medicine – Theodore Kotchen, MD

School Community Partnership for Mental Health

$190,617 ◊ 1/1/2012 – 12/31/2013

Goal: To refine and demonstrate the effectiveness of a collaborative partnership model of mental health promotion and service and to influence systems changes needed for sustainability.

Aurora Family Service

Children's Community Health Plan

City of Milwaukee Health Department

Community Connect Health Plan

Milwaukee Public Schools

Molina Healthcare

OptumHealth

Pathfinders

Planning Council for Health and Human Services

Rogers Memorial Hospital

Sebastian Family Psychology Practice

State Department of Health Services

University of Wisconsin-Milwaukee

Wisconsin Chapter of American Academy of Pediatrics

Wraparound Milwaukee

MCW Department of Pediatrics – Sheri Johnson, PhD

Training Lay Trainers: A Strategy to Disseminate Care Coordination Skills to Families of Children and Youth with Special Health Care Needs $200,000 ◊ 1/1/2012 – 12/31/2013

Goal: To train a cadre of Lay Trainers who are themselves parents of children and youth with special health care needs (CYSHCN) to teach care coordination skills and behaviors to other families of CYSHCN using a recently developed care coordination curriculum.

Children's Hospital of Wisconsin – Special Needs Program

University of Wisconsin-Milwaukee, School of Education

Changing the Culture of Risky Drinking Behavior: Policy Change $750,000 ◊ 7/1/2012 – 6/30/2017

Goal: To create a sustainably safe environment for alcohol consumption through changes in local alcohol licensing policies; practices on college campuses, in taverns, and at festivals; and by educating current and future leaders in community collaboration.

Cooperative Educational Service Agency #4

Coulee Council on Addictions

Gundersen Health System

La Crosse Medical Health Science Consortium

University of Wisconsin-LaCrosse

MCW Injury Research Center –Stephen Hargarten, MD, MPH

Wisconsin Department of Children and Families – Bureau of Milwaukee Child Welfare

Wisconsin Department of Health Services, Children and Youth with Special Health Care Needs Program

MCW Department of Pediatrics – John Gordon, MD

Project partners seeking to change the culture of risky drinking behavior in La Crosse 

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Utilizing Peer Teen Advocates to Increase HPV Vaccination Rates Among Adolescents $200,000 ◊ 1/1/2012 – 12/31/2013

Goal: To increase awareness of HPV among urban adolescents in Milwaukee who are high risk for HPV infection morbidity and mortality. The innovation lies in the utilization of peer health advocates and the power of social media.

Boys and Girls Club of Greater Milwaukee

City of Milwaukee Health Department

MCW Department of Family and Community Medicine

MCW Department of Obstetrics and Gynecology – Denise Uyar, MD

Kenosha County Suicide Prevention Initiative $748,267 ◊ 1/1/2012 – 12/31/2016

Goal: To reduce the number of poisonings, suicides and self-harm in Kenosha County through supporting evidence based interventions that work to increase screening, referrals and treatment.

American College of Emergency Physicians – Wisconsin Chapter

Carthage College

Division of Aging and Disability Services - Resource Center

Gateway Technical College

Kenosha Community Health Center

Kenosha County Division of Health

Kenosha County Medical Examiner's Office

Kenosha Human Development Services – Crisis

Kenosha National Alliance on Mental Illness

Mental Health America of Wisconsin

Oakwood Clinical Associates, Inc.

Racine National Alliance on Mental Illness

Rogers Memorial Hospital

United Hospital System – Kenosha Medical Center Emergency Department

United Hospital System – St. Catherine’s Medical Center Emergency Department

University of Wisconsin-Parkside MCW Department of Psychiatry and Behavioral Medicine

MCW Department of Emergency Medicine – Amy Zosel, MD

Use of a Lay Health Advisor Model to bring Sexual and Reproductive Justice to Latinos in Milwaukee $200,000 ◊ 1/1/2012 – 12/31/2013

Goal: To implement and evaluate a Lay Health Advisor Model, including culturally competent social marketing and home health education gatherings, to improve sexual and reproductive health outcomes for Latino youth and adults in Milwaukee.

CORE/El Centro

Council for the Spanish Speaking

Holy Angels Old Catholic Church

Planned Parenthood of Wisconsin

MCW Department of Psychiatry and Behavioral Medicine – Julia Lechuga, PhD

Earlier Is Better $746,485 ◊ 1/1/2012 – 12/31/2016

Goal: To reduce the dental caries

experience of Wisconsin Early Head Start children through evidence based prevention and educational interventions during Early Head Start Programming. Children's Health Alliance of Wisconsin

Wisconsin Dental Association Wisconsin Department of Health Services Oral Health Program

Wisconsin Head Start Association

MCW Department of Pediatrics – Earnestine Willis, MD, MPH

Los Cuidadores Unidos: United Latino Caregivers $199,941 ◊ 1/1/2012 – 12/31/2013

Goal: To pilot an innovative, culturally appropriate health intervention to improve the health of caregivers of Latino elderly with Alzheimer’s Disease or other cognitive impairment.

United Community Center

MCW Department of Family and Community Medicine – Zeno Franco, PhD

Project partners share lessons learned from Los Cuidadores Unidos

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5

4 3

3

3

2

2

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# of projects

6

6

4

2

2

2

1 1 1

# of projects

Access to care Social/economic factors

Nutrition

Injuries Mental health

Substance abuse

Environmental and occupational

Tobacco use and exposure

Urban Racial/ethnic Uninsured

Children/adolescents Women Seniors

Rural Men Disabled High risk sexual behavior

Overweight, obesity Communicable disease

Health Emphasis Areas Populations of Emphasis

TRAINING AND TECHNICAL ASSISTANCE tips for successful community-

academic partnerships

review of the components of the Letter of Intent

Staff held two technical assistance sessions on June 12 and June 14, 2012 for applicants invited to submit a full proposal. Fifty-three individuals attended the sessions either in-person or via teleconference. The sessions’ content focused on:

technical components of submission

expectations of reasonable and achievable objectives, activities and measurement plans

discussion of expectations of funded projects

HWPP personnel also offered an online guide and two classroom assistance sessions to train MCW Investigators on the use of the eBridge software for completing and submitting HWPP proposals through the MCW Office of Grants and Contracts. eBridge is MCW’s web-based system for managing institutional approval of research projects and funding submissions.

COMPLETED PROJECTS SUMMARY in the Fond du Lac and North Avenue

Neighborhoods Making Milwaukee Smile Riverwest Health Initiative Salud de la Mujer: Community Developed

Materials to Increase Health Literacy in a Latino Community

These HWPP projects focused on preventing leading causes of death and disability, including injuries, cardiovascular disease, stroke, cancer and asthma. Six projects worked in urban areas while two partnerships had a statewide scope.

Projects that concluded during the reporting period of July 2011 through June 2012 are listed below. No development projects completed during this reporting period.

IMPACT AWARDS (8) Changing the Culture of Risky Drinking

Behavior: Underage Access Collaborative Response to the Growing

Wisconsin Health Workforce Crisis Elder Community Health Upholders Integrating and Mapping Community

Health Assessment Information Johnsons Park Health Alliance: Building a

Culture of Community Sufficiency for Health

These concluding projects addressed health improvement by focusing on interrelated health improvement priority areas that are informed by the Wisconsin State Health Plan. Partners can select more than one indicator for each focus area, resulting in an overlapping of indicators.

Charts below reflect identification of health improvement focus areas and target populations for the projects that concluded during the reporting period of July 2011 through June 2012.

The HWPP staff offered two informational sessions for the 8th Funding Cycle via teleconference and in-person trainings that were conducted between February 27 and February 29, 2012. The sessions were free and attendance was not required for proposal submission. Sixty individuals attended the sessions, which provided:

background information on HWPP

description of the Principles of Stewardship

overview of three core components

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To document the progress of HWPP’s funded projects, six-month progress reports (and a final report) are required from all funded projects to ensure progress of project outcomes against the objectives specified within the project proposal.

Per each project’s originally submitted proposal (and including any approved changes), partners are asked to list the specific objectives established by the project and indicate if the objectives were: fully met, partially met or not met.

Additionally, partners are asked to indicate the results of activities used to achieve each objective that substantiate the rating of fully met, partially met or not met, as well as any obstacles or challenges encountered.

Site visits and/or conference calls are also conducted within each

Collaboration is a key component of community-academic partnerships and necessary for conducting meaningful community-engaged research.

The eight projects that concluded during the current reporting period collaborated with 54 community organizations.

Example: Salud de la Mujer: Community Developed Materials to Increase Health Literacy in a Latino Community (2008 Impact) This award engaged the Latino community in a participatory health education project. Community dialogue guided the choice of health topics and the production of the fotonovelas used to communicate on the chosen topics. Fotonovelas, a popular dramatic format among Latinos, are similar to

HWPP KEY FINDINGS six-month period by HWPP staff with project partners to enhance HWPP’s knowledge of funded partnership projects in a manner that cannot be fully realized from written progress reports.

The following summaries of project findings relevant to the MCW Consortium’s Principles of Stewardship were gathered from projects that concluded during the reporting period of July 2011 – June 2012.

COLLABORATION Supporting effective collaboration between community and Medical College of Wisconsin partners to broaden program impact throughout the state and to enhance the translation of knowledge into community practice.

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Project partners review fotonovelas developed with the community as a health literacy resource

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PRIORITIZATION Aiming to have maximum impact on the health of the people of Wisconsin by deliberately focusing on disease and conditions that most affect people’s health, longevity and quality of life.

HWPP’s funding priorities support Wisconsin’s priorities as detailed in Healthiest Wisconsin 2020, the state health plan.

Projects focused on 11 areas of health risks, 11 population groups, and 11 prevention areas for the causes of death and disability.

Example: Collaborative Response to the Growing Wisconsin Health Workforce Crisis (2009 Impact) This project recognized that a strong medical and public health workforce is essential to a healthy state. The statewide group coalesced around this priority to fill a knowledge gap by generating new workforce data to inform health workforce planning at a number of institutions.

The project’s Clinical Laboratory Workforce Survey, developed with leading Wisconsin workforce development experts, assisted educational institutions, hospitals, clinics and others in workforce planning.

Survey results were used by the City of Milwaukee Health Department to improve its professional development strategies. In addition, the City of Milwaukee Health Department is using the project’s Public and Community Health Registered Nurses Workforce Report findings for program planning and state and federal reporting.

The project also helped eight counties apply for dental Health Professional Shortage Area designation to access additional resources for meeting oral health needs.

graphic novels but pair dialogue bubbles with photographs rather than illustrations.

By collaborating and coordinating with other entities, the project partners were able to recruit additional participants to evaluate the fotonovelas and, ultimately, disseminate the fotonovelas to a larger audience. Collaborative partner Sixteenth Street Community Health Centers disseminated the fotonovela about nutrition in clinic waiting areas.

The Women Infants and Children program contributed by providing the fotonovela about nutrition to the program’s clients. Additionally, CORE/El Centro helped recruit community members to participate in the development of the fotonovela about depression and the dissemination of the fotonovela about nutrition.

The project partners attended the Ventanilla de Salud event (Window to Health) in Milwaukee to disseminate the fotonovela about nutrition and recruit participants to test the fotonovela about memory loss.

Project personnel were also able to collaborate with local churches to distribute the fotonovela about nutrition to a number of congregations. In total, the project partners circulated more than 1,500 fotonovelas.

Pilot studies with 200 Latino community members tested for knowledge, attitudes and intended behaviors before and after reading the fotonovelas.

Researchers found changes in these attributes after participants read the materials. Participants with knowledge of the prevalence of Alzheimer’s disease among Latinos rose from 14% to 84%, while 49% more participants learned about treatment options for seniors with dementia.

LEVERAGING Seeking opportunities to leverage funding, with an emphasis on pooling existing resources, attracting additional resources and encouraging sustainability.

Funded Projects are expected to sustain their efforts by securing extramural funding, thereby multiplying the initial investment from HWPP and creating a return on investment.

An initial investment of $2.8M by HWPP in the eight projects that concluded during this reporting period leveraged an additional $3.2M in funding.

Example: Johnsons Park Health Alliance: Building a Culture of Community Sufficiency for Health in the Fond du Lac and North Avenue Neighborhoods (2008 Impact) This project engaged community members in spreading healthy life skills to their neighbors. The content focused on preparing meals with healthy nutrition and creating opportunities for safe physical activity.

Project partners received $150,000 from the Zilber Family Foundation to support a full time Program Manager and operational funds for the Lindsay Heights Neighborhood Health Alliance. Partners also received $50,000 from the University of Wisconsin School of Medicine and Public Health’s Wisconsin Partnership Program to develop a Men's Wellness Council to improve health outcomes.

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Highlighted Outcome

LEVERAGING

A $2.8M investment leveraged $3.2M in

external funding

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In addition, the University of Wisconsin-Milwaukee contributed $3,500 through its Community University Partnership for the development of a Community Research Council comprised of neighbors and academic partners. The University of Wisconsin Survey of the Health of Wisconsin provided $20,000 to support a pilot neighborhood health assessment and the development of an innovative community research model.

ACCOUNTABILITY Measuring and accounting for outcomes through effective oversight and rigorous evaluation by including comprehensive involvement of affected communities. AHW funding will result in outcomes that are identifiable, transparent and reported to AHW and the greater community through regular and annual reports.

One-hundred percent of projects reported engaging in dissemination activities to broadcast and share knowledge gained by the funded projects.

Dissemination efforts include 37 presentations, six publications, six poster sessions, six resource guides, and four newspaper articles.

Example: Elder Community Health Upholders (2008 Impact) This project trained health volunteers and supported projects in nine church communities aimed at improving elder health care. Project partners planned and delivered training curricula to Elder Community Health Upholder (ECHU) volunteers from partner churches. Training focused on chronic diseases, like arthritis, heart disease, depression, cancer and diabetes.

The second project emphasis focused on developing a network of pastoral leaders. Through this network, pastoral leaders planned and delivered a Shared Worship Service and Capstone event. The work of the pastoral network resulted in greater advocacy work on the part of the pastoral

leaders inside and outside of their churches, contributing to such achievements as raising breast cancer research funds, and funding the revitalization of a county park in an area in need of safe outdoor space for senior activity.

Project partners actively disseminated activities and products through local and regional ECHU workshops, local and national newsletter articles, professional conference presentations, a submitted journal publication and the publication of an ECHU Training Guide.

TRANSFORMATION Effecting systemic change by emphasizing prevention, innovation and capacity-building. Identifying initiatives that will enhance the health of our community through research, education, and service, locally, statewide and, indirectly, nationally and internationally.

Projects advanced health through prevention, addressing the root causes of death and disability.

Example: Changing the Culture of Risky Drinking Behavior: Underage Access (2009 Impact) This project focused on a collaborative approach to reducing underage access to alcohol.

Project partners recruited 34 new members, including many college students, to participate in a countywide Community Coalition.

In addition, three coalition members were trained as Strengthening Families facilitators and two as instructors certified to train servers in the responsible service, sale and consumption of alcohol.

In Spring 2012, the coalition assembled a team of policymakers and community advisors, including city council members, law enforcement, county board members and an active volunteer with lobbying experience, to assist the coalition’s policy change efforts.

Project partnerships with local media generated radio, TV and print media coverage on the topic of underage alcohol consumption.

The team also conducted the Parents Who Host Lose The Most campaign annually through advertising and marketing collateral aimed at persuading parents not to provide youth with alcohol.

In addition to an increase in alcohol policy compliance checks, Responsible Beverage Server Training increased ID checking and wristband use at 22 local festivals.

The coalition continues to actively meet and advance strategies for reducing injury risk from underage alcohol consumption.

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Highlighted Outcome

ACCOUNTABILITY

100% of projects reported

conducting dissemination

activities to share knowledge with the community

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BUILDING on ACADEMIC and COMMUNITY STRENGTHS Projects should build on community and academic strengths by developing and sharing resources to teach and learn together.

Partnership projects capitalized on the unique strengths of each partner, thereby encouraging bi-directional learning among those individuals and organizations involved.

Example: Making Milwaukee Smile (2008 Impact) This project focused on preventing cavities to improve oral

health in Milwaukee children. Project partners placed an oral health care coordinator at Starms School, increasing participation in SmartSmiles, Wisconsin’s largest school-based oral health program, through which more than 6,000 Milwaukee children receive regular preventive dental care. Enrollment in SmartSmiles at Starms School increased from 50% of students to 77%.

The oral health care coordinator recruited parent advocates and worked with them to communicate with families about Making Milwaukee follow-up on dental referrals and

explain the research component.

This parental advocacy, with the school’s support, helped reduce concerns about participating in Making Milwaukee Smile and enrolling in the research study. As a result, the percentage of children with urgent oral health needs decreased from 8% to 4%. The percentage of children with active dental disease requiring early treatment also decreased from 68% to 46%.

In addition to promoting dental health among families, the project

partners also trained more than 150 community medical providers on oral health risk assessments and the application of fluoride varnish to prevent cavities.

NEW KNOWLEDGE New knowledge will be discovered and promoted.

Projects broadly disseminate findings and lessons learned in both the community and at academic events and venues.

Example: Integrating and Mapping Community Health Assessment Information (2008 Impact) Project partners prioritized

partners created a secure, web-based infrastructure that enables public health professionals, researchers and community groups to create customized maps showing comparative values of many key public health statistics at different geographic levels.

This infrastructure uses the Wisconsin Public Health Information Network's Analysis, Visualization and Reporting software to store, analyze and display mapped information on Wisconsin births, deaths, infant deaths, and inpatient hospitalizations for some chronic diseases.

and developed Maps for CHIPPs (Community Health Improvement Processes and Plans) in consultation with an expanding advisory group from state and regional health offices, researchers and community agencies.

Through a sustained campaign of outreach and training for public health professionals, students, faculty and others, the partners created new and sustained partnerships for information development and dissemination between public health professionals and agencies, academic faculty and students.

Making Milwaukee Smile

Project summaries for completed and currently funded projects may be found on the AHW website at www.mcw.edu/healthierwisconsin.htm.

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SPECIAL INITIATIVE OF THE MCW CONSORTIUM: VIOLENCE PREVENTION INITIATIVE

To fulfill these priorities, the VPI partners with teams of community-based organizations. During this reporting period two new community partnership teams were selected through a competitive process to complement the two existing partnership teams. After undergoing a rigorous written application and oral discussion process that included both community and academic reviewers, the VPI selected Ripple Effect Milwaukee: Spreading Peace and Building Communities, led by the Boys

The Violence Prevention Initiative (VPI) is a special initiative of the MCW Consortium on Public and Community Health, funded by the Advancing a Healthier Wisconsin endowment through the Healthier Wisconsin Partnership Program. The VPI is a community-based initiative that aims to: 1) decrease rates of violence in identified areas of Milwaukee, and 2) strengthen community capacity to prevent future violence and promote health and safety.

The initiative uses both a public health and asset-based model that focuses on community strengths. This approach emphasizes preventing violence before it occurs, making public health science integral to identifying effective policies and programs, and integrating the efforts

of diverse scientific disciplines, local organizations, and communities. By investing in a long-term initiative, collaborating with many people and groups, and addressing the complex problem of violence from a public health standpoint, the initiative seeks to decrease violence and prevent its incidence in the future.

The VPI Steering Committee identified three major priorities for its first five years:

1. implement violence prevention programs for youth ages 0-11;

2. develop leadership capacity to prevent violence among youth ages 12-17; and

3. build and strengthen community capacity and resources to prevent youth violence.

Anthony Caples, M Div, Community Outreach Coordinator

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and Girls Clubs of Greater Milwaukee, and Safe Schools Healthy Students Lindsay Heights Initiative, led by Milwaukee Public Schools. The four community partnership teams, including the Holton Youth and Family Center Collaborative and United Neighborhood Centers of Milwaukee, are comprised of 29 diverse community-based organizations.

In addition to integrating two new community teams into the initiative, the VPI staff also supported work on building youth leadership. The VPI’s Youth Leadership Council program provided 10 training sessions and leadership events to young community leaders. During one retreat, a young man shared his experience with an absent father.

He told participants that they can choose to follow the wrong examples, like those demonstrated by some adults and peers in their life, or strike out on a different path grounded in good decisions.

The message resonated with many youth attendees, as they had many questions for the speaker during breaks.

Students also participated in the dissemination of the Evidence for Action Report through classroom activities and creative youth art projects. The VPI partners distributed more than 500 copies of the report to a broad range of community stakeholders including 120 policymakers and grassroots leaders.

To build on its work with young leaders and students, the VPI provided training and planned community events to foster the implementation of new ideas for preventing violence. In November 2011, the VPI conducted the first annual Community Grand Rounds featuring an internationally recognized speaker who presented to more than 50 community stakeholders, policymakers and medical professionals about a model that enhances the contributions of Emergency Medicine departments in local violence prevention. The VPI partners also contributed to several community events, reaching more than 550 attendees.

The VPI Research and Evaluation Team partnered with community teams to develop logic models, which guide the implementation and evaluation of new programs.

The Research and Evaluation Team also supported community teams in generating data on youth and parent leadership activities.

Through a three-part series of Community Cafés, VPI staff and project partners engaged youth and adults in conversations about building a caring community. These events enabled dialogue across generations and different cultures about the importance of community and nurturing community relationships.

 

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May yer Thao, right, and Pam Knight, left, presenting on innovation in violence prevention Charles Branas, PhD, University of Pennsylvania, presents on greening vacant

lots in Philadelphia to reduce violence

4 Community Partner Teams

COMPRISED OF

Diverse Community Agencies 29

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Holton Youth and Family Center Collaborative The Holton Youth and Family Center closed in 2008 after years of providing after-school youth services in the Harambee and Riverwest neighborhoods. A new community-based team came together in 2010 with the VPI’s support to revive the center and enhance its mission with an emphasis on violence prevention.

This group, the Holton Youth and Family Center Collaborative (HYFCC), continued to offer programs at its youth center throughout the reporting period. The group met regularly to maintain open communication, sustain their partnership, and incorporate evidence-based practices chosen in the last reporting period into partnership activities.

The HYFCC successfully implemented violence prevention programs for youth ages 0-11, serving more than 770 individual youth through a total attendance of more than 11,500 visits. Approximately 40% of these youth were under the age of 12. HYFCC staff also received consent from 45 youth, including 14 members of the Youth Leadership Council, who agreed to participate in studies evaluating the violence prevention intervention strategies.

To help further the priority of building community skills and resources related to violence prevention, HYFCC partners strengthened relationships with a number of community development projects, including a vacant home beautification effort with Riverworks Development Corporation, neighborhood cleanup events, Milwaukee’s annual Juneteenth Day Celebration, and numerous events coordinated with District 5 of the Milwaukee Police Department. HYFCC also leveraged additional resources to help with

violence prevention, including $167,000 in funds from private foundations and 1,884 volunteer hours from community members.

United Neighborhood Centers of Milwaukee United Neighborhood Centers of Milwaukee (UNCOM) was founded in 1995 when a number of local community centers came together to leverage their combined expertise. UNCOM’s city-wide effort focuses on strengthening individual neighborhoods to improve the quality of life for urban families. The agency began implementing the five-year violence prevention programming plan developed in the previous reporting period, incorporating evidence-based practices selected to support VPI’s goals and priorities.

UNCOM targeted youth under the age of 12 through Restorative Justice Circles held in partnership with Milwaukee Public Schools.

These circles provide a space for safe, open communication that promotes the resolution of conflict through dialogue and restored relationships rather than punishment. Some schools have found that a consistent use of Restorative Justice Circles reduces suspensions and expulsions, which can put students at risk of dropping out of school.

UNCOM also worked with youth ages 12 to 17 by collaborating with Milwaukee Public Schools middle and high schools. Project staff taught students stress and anxiety reduction strategies and breathing techniques based on training from the International Association of Human Values Youth Empowerment Seminar.

Outside of the school environment, UNCOM developed parents’ skills and leadership ability through a structured training similar to the Parent Action Council. The program aimed to effect positive parenting change in order to benefit the lives of youth and, ultimately, reduce violent behaviors.

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VPI staff contribute to community meetings, events and programs aimed at reducing violence

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HEALTH IMPROVEMENT THROUGH RESEARCH AND EDUCATION The Medical College of Wisconsin (MCW) awards funding from the Advancing a Healthier Wisconsin (AHW) endowment for research and education initiatives that leverage academic expertise to promote scientific

and clinical discoveries and provide educational opportunities that will translate into improved health for Wisconsin residents.

The research and education priorities identified in the 2009-2014 AHW Five-Year Plan aim to address Wisconsin’s leading causes of death and disability through identifying new research discoveries and innovative education initiatives. These priorities align with MCW’s strategic priorities and leverage the institution’s strengths to improve the health of the people of Wisconsin.

Research Priorities Funding is used to support both basic and clinical research initiatives in several key areas including: cancer, cardiovascular disease, neuroscience, infectious disease and immunology, kidney disease, and community and population health. Funds are also used to support the following platforms: genetics, imaging, stem cell biology and regenerative medicine, proteomics and structural biology, clinical and translational science, and community and population health projects that emphasize and support these research priorities.

MCW and the University of Wisconsin School of Medicine and Public Health continue to pursue a complementary approach to biomedical research, exploring the leading causes of death in Wisconsin and emphasizing the strengths of each organization.

MCW and the University of Wisconsin School of Medicine and Public Health continue to pursue a complementary

RESEARCH AND EDUCATION PROGRAM FUNDING PRIORITIES approach to biomedical research, exploring the leading causes of death in Wisconsin and emphasizing the strengths of each organization.

This multi-faceted approach toward research guides investigations into the major causes of death and disability and leverages the assets and capabilities of both MCW and collaborating research organizations.

Education Priorities Improvements in health are achieved not only through medical research but also through the training of public health and health

care providers and by developing and providing public education programs focusing on health improvement and maintenance.

Lifelong learning will become a normal part of living as technology-based delivery of information becomes the rule, not the exception.

The Research and Education Program supports innovative programs that enhance the education of patients, public health professionals, health care providers, residents, fellows, and medical and graduate students.

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Howard Jacob, PhD, is the Principal Investigator for an AHW Research and Education Program award supporting the sequencing of the full human genome for research and for clinical tests

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AHW RESEARCH AND EDUCATION ADVISORY COMMITTEE The MCW Consortium provided input and supported the creation of the Research and Education Advisory Committee (REAC). The REAC serves as the oversight body for AHW Research and Education Program. In that capacity, the REAC makes recommendations regarding the Research and Education Program’s

and its members include the Senior Vice President and Chief Operating Officer, Vice President for Strategic Outreach, Senior Associate Deans for Research, Research Development, and Education, and the Chief Financial Officer.

funding initiatives, application criteria, processes, program administration policies and ensures compliance with supplanting and other AHW guidelines. The REAC is led by the Dean of the Medical School and Executive Vice President of the Medical College of Wisconsin

 

G. Allen Bolton, Jr., MPH, MBA Senior Vice President and Chief Operating Officer (began December 2011)

Mr. Bolton has more than 24 years of experience in health care management and administration at academic medical centers. He is active in the community with the American Cancer Society, Cub Scouts and the Boy Scouts of America, and Habitat for Humanity.

 

Cheryl A. Maurana, PhD Vice President for Strategic Outreach and Director of the Advancing a Healthier Wisconsin Endowment

Dr. Maurana is the Vice President for Strategic Outreach, Director of the Advancing a Healthier Program, and Professor of Health and Society. Dr. Maurana has received national recognition for her work in public health research and community-academic partnership development.

 

David D. Gutterman, MD Senior Associate Dean for Research

Dr. Gutterman provides senior administrative oversight of research administration at the Medical College of Wisconsin.

 

Marjorie Spencer, MBA Chief Financial Officer

Ms. Spencer has served as MCW’s Chief Financial Officer since 2007. She leads the team that supports financial operations and planning for all of the missions of the college.

 

Joseph E. Kerschner, MD Dean and Executive Vice President

Dr. Kerschner is the Dean of the Medical School and Executive Vice President of the Medical College of Wisconsin. He is Professor of Otolaryngology and Communication Sciences. Dr. Kerschner maintains an active clinical practice, is recognized as a national expert in pediatric otolaryngology and has been named to the American’s Best Doctors list the past several years.

 

Paula Traktman, PhD Senior Associate Dean for Research Development

Dr. Traktman has received recognition for developing and leading interdisciplinary graduate programs, leadership in national scientific societies, participation in multiple Expert Panels and Advisory Editorial Boards, and a long-track record of scientific excellence and extramural funding, with ongoing service as a Basic Science Chair.

 

Karen J. Marcdante, MD Senior Associate Dean for Education

Dr. Marcdante provided senior administrative oversight of education administration at the Medical College of Wisconsin.

     

The following individual served on the REAC during this annual reporting period:

Dan Wickeham, Vice President Corporate Compliance & Risk Management and Interim Chief Operating Officer, Medical College of Wisconsin (began January –October 2011)

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FUNDING AND REVIEW PROCESS OVERVIEW The Research and Education Program is committed to continuous quality improvement of its processes and policies. During this annual reporting period, the Research and Education Advisory Committee (REAC) engaged in a series of discussions to evaluate how the AHW Research and Education Program could better define its program structure and improve its application and monitoring processes. These improvements were informed by recommendations from the Legislative Audit Bureau Evaluation, discussions with the Wisconsin United for Health Foundation and thoughtful discussion with the Consortium members as well as MCW leaders and other key stakeholders.

Funding Preferences The AHW Research and Education Program continues to focus funding on program development initiatives in areas consistent with both the AHW Five-Year Plan and MCW’s strategic priorities. This approach helps to ensure that funds are invested in research and education initiatives that can provide a maximum return on investment for AHW, improve the health of Wisconsin residents, leverage AHW funds by gaining future extramural support, enhance the State’s healthcare work force, and develop sustainable programs that will endure well beyond the AHW award period.

Proposal Submission and Review Process Through an iterative, consultative process with the Dean, potential applicants develop ideas that align with the AHW Five-Year Plan and MCW strategic priorities. The Dean’s Office authorizes the AHW Research and Education Program to invite faculty investigators with meritorious proposal concepts to apply for funding.

Submission Process The AHW Research and Education Program developed a two-stage application process for use of AHW research and education funds.

Stage 1: Letter of Intent The first stage includes submission of a letter of intent that is reviewed by the REAC for merit as well as alignment with the AHW Five-Year Plan, support of the state health plan, and the MCW Consortium’s principles of stewardship. The REAC meets to discuss the letters of intent and makes a determination regarding whether the applicant should be invited to submit a full proposal. Letters of intent are accepted and reviewed by the REAC on a monthly basis.

Stage 2: Full Proposal The second stage includes submission of a full proposal to the Research and Education Program Office for review. All applicants are required to provide a detailed project narrative that includes how the project aligns with the AHW Five-Year Plan priorities, the MCW Consortium’s principles of stewardship and how the proposed initiative will improve the health of people of Wisconsin. A detailed budget and budget narrative are also required. All proposals must submit a non-supplanting attestation form to complete their submission.

Technical Review Full proposals are screened by AHW Research and Education Program staff to determine that all eligibility, content and submission requirements are fulfilled. All proposals are reviewed for supplanting through the MCW Controller’s Office.

REAC Review Full proposals are reviewed by the REAC. The REAC reviews and provides funding recommendations on all Research and Education Program proposals before they are advanced to the MCW Consortium for review and comment. AHW Research and Education Program proposals are evaluated based upon their strengths in the areas of emphasis as outlined in the 2009-2014 Five-Year Plan and the additional criteria noted below:

fit with the state health plan, Healthiest Wisconsin 2020

fit with AHW Principles of Stewardship significance innovation ability to leverage funding scientific merit (applicable to

research initiatives) sustainability (as applicable) non-supplanting with existing

resources conformance to organizational

policies and procedures Comments from the REAC discussion are shared with applicants. Funding recommendations from the REAC are then advanced to the Consortium for review and comment.

MCW Consortium The MCW Consortium reviews and comments on proposals prior to review by the MCW Board of Trustees. Discussion includes purpose and objectives (Dean), adherence to principles of stewardship (Vice President for Strategic Outreach) and non-supplanting (Senior Vice President and Chief Operating Officer).

MCW Board of Trustees The MCW Board of Trustees reviews recommended AHW Research and Education Program proposals, taking into consideration the comments by the MCW Consortium, and makes the final funding determinations

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FUNDED AWARDS IN RESEARCH AND EDUCATION He

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AHW’s cancer research funding supports programs in the Medical College’s Cancer Center.

Each program represents a crucial research area for improving the knowledge base used by physicians to diagnose and treat cancer. The principal investigator on these awards is Ming You, MD, PhD, Director of the Cancer Center.

An additional award funds an individual project seeking to improve cancer diagnosis and treatment.

Cancer Cell Biology Research Program

Researchers in this program study the cancer cell for causes of malignancy, in which cells grow uncontrollably into tumors, and then may spread into surrounding tissue.

Ming You, MD, PhD, Cancer Center Award: $4,328,492 over five years

Cancer Imaging Research Program

Under this program, Cancer Center scientists aim to improve the use of imaging technology for diagnosis and for radiation therapy.

Ming You, MD, PhD, Cancer Center Award: $4,846,680 over five years

Prevention, Control, and Population Sciences Research Program

The objective of this program is to reduce the prevalence of cancer through projects to increase the adoption of screening and preventive behaviors by Wisconsin residents.

Ming You, MD, PhD, Cancer Center Award: $4,530,146 over five years

Transplantation Biology and Immunotherapy Research Program

Investigators supported by this program strive to bolster the patient’s own immune system to fight off cancer, while also reducing the risks posed by bone marrow transplants.

Ming You, MD, PhD, Cancer Center Award: $4,985,422 over five years

Cancer Biomarkers for Early Detection and Prediction of Clinical Outcome

This cancer genetics project aims to identify a set of biological markers that can improve the early screening of cancer. By predicting the traits of cancer cells and tumors, patients may be able to receive a more individualized treatment plan with a better chance of success.

Liang Wang, MD, PhD, Pathology Award: $1,309,260 over three years

Cancer

Development of a Redox Biology Program

Researchers in the Redox Biology Program study biological processes involving the transfer of electrons, which are known to be involved in cardiovascular diseases and cancer development. Some redox processes generate free radicals, which can damage the heart and other tissues.

Investigators seek to prevent this damage by studying how the body produces and controls free radicals.

Neil Hogg, PhD, Biophysics Award: $1,600,000 over six years

Cardiovascular Disease

Ming You, MD, PhD, Director of the Cancer Center, with postdoctoral fellow Hui Jiang, PhD

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Project summaries for completed and currently funded projects may be found on the AHW website at www.mcw.edu/healthierwisconsin.htm.

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Program Development in Computational Medicine

A new center for Computational Medicine seeks to establish and nurture expertise in using computers to model and simulate cardiovascular function and disease to understand the complex interactions between patients’ physiological systems and genetic and environmental factors.

Daniel Beard, PhD, Physiology Award: $2,167,909 over five years

Anesthetic-Induced Neuroapoptosis: Is Anesthesia Bad for the Newborn Brain?

To improve the future safety of general anesthesia for children, the researcher on this award is working to develop methods for reducing anesthesia risk and identify non-toxic anesthetic substances.

Zeljko Bosnjak, PhD, Anesthesiology Award: $600,000 over three years

Program for the Study of Neuronal Synaptic Plasticity in Health and Illness

Synapses connect nerve cells and are known to change in shape and function. This program seeks to better understand the flexible, or plastic, nature of synapses and the role this trait plays in normal brain function and in cases of neurological and mental disease.

Cecilia Hillard, PhD, Neuroscience Research Center Award: $3,042,309 over five years

Clinical and Translational Science

Community Medical Education Program: Planning Phase

The Community Medical Education Program plans to develop regional medical education campuses to address the need for more primary care physicians in Wisconsin.

Joseph Kerschner, MD, Otolaryngology Award: $4,023,658 over three years

Healthy Wisconsin Leadership Institute (2011-2014)

The Healthy Wisconsin Leadership Institute will continue building public health skills and leadership in local communities throughout Wisconsin.

The project conducts a Community Teams Program, a ten-month training and applied learning model, and delivers educational programming at regional workshops.

Peter Layde, MD, MSc, Emergency Medicine Award: $731,467 over three years

Education

Genetics

Program in Genomics and Ethics

This award establishes a new research program focused on the ethical implications of emerging clinical techniques in genetics, including the informed consent process and sharing of information related to sequencing a patient’s entire genome.

Arthur Derse, MD, JD, Bioethics and Medical Humanities Award: $1,642,312 over five years

Neuroscience

Patient-Centered Outcomes Research Program

This award establishes a new program for investigating the needs and perspectives of patients so that physicians can better engage patients in treatment plans for common chronic diseases.

Ann Nattinger, MD, Internal Medicine Award: $4,023,658 over three years

Population Health

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SUMMARY OF COMPLETED AWARDS Eleven Research and Education awards concluded during the reporting period of July 2011 through June 2012 and are listed below. For more information on the completed awards, please see www.mcw.edu/healthierwisconsin.

EDUCATIONAL LEADERSHIP FOR THE HEALTH OF THE PUBLIC AWARDS (5)

The Healthy Wisconsin Leadership Institute (2008-2011)

An Electronic Learner's Portfolio

The Nutritional Disorders Tele-health Network

Quality Round Initiative Advancing a Healthier Wisconsin

through a New Model for Medical Student Education: Phase 2 of 3: Pilot

RESEARCH FOR A HEALTHIER TOMORROW AWARDS (6)

Cancer Center Faculty Co-Recruitment Funds

Program Development Support for Vera Tarakanova, PhD

Development of Selective Estrogen Receptor Down-Regulators as Novel Therapeutics in the Treatment of Prolactinomas

Gene Expression in HS Rats to Identify Novel Genes and Pathways Involved in Glucose Regulation

FMRI Abnormalities in Geriatric Depression, and Depressed and Non-Depressed MCI Elderly

Technology Development and Animal Models for the Analysis Photoreceptor Turnover

RESEARCH AND EDUCATION PROGRAM KEY FINDINGS The impact of research awards funded by the AHW endowment will be realized in future years through the availability of new knowledge and more effective diagnostics, prognostics, therapies, and treatments aimed at major causes of death and disability in Wisconsin. Equally as important are education awards aimed at enhancing the effectiveness of medical and public health professionals who serve the residents of Wisconsin.

The following findings were gathered from the 11 Research and Education awards that concluded during this reporting period. Although each award reports on all of the Principles of Stewardship, examples of awards that highlight the principles are described below.

COLLABORATION Supporting effective community and interdisciplinary collaborations to broaden program impact throughout the state of Wisconsin and to enhance the translation of knowledge into community practice.

BUILDING on ACADEMIC and COMMUNITY STRENGTHS Projects should build on community and

academic strengths by developing and sharing resources to teach and learn together.

Seventy-three percent of the completed Research and Education awards reported developing new collaborative relationships as a result of their AHW funding.

Seventy-three percent of completed awards involved inter-departmental collaborations (e.g., collaboration between the Department of Medicine and the Department of Pediatrics).

Sixty-four percent of the completed awards involved new collaborations with academic institutions, industry, government and community agencies.

Example:

Advancing a Healthier Wisconsin through a New Model for Medical Student Education (2010 Award) This project brought about numerous positive changes to the curriculum, including an earlier, robust clinical experience, use of system/organ-based modules for improved discussion, and improved coverage of topics in cancer, health care policy and bioethics.

The support of this grant enabled the development of a new curriculum for incoming medical students,

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which will better prepare physicians to deliver excellent patient care.

The development of this new curriculum sparked 28 new collaborative relationships.

PRIORITIZATION Aiming to have maximum impact on the health of the people of Wisconsin by deliberately focusing on disease and conditions that most affect people’s health, longevity and quality of life.

Research and Education Program funds support research and education initiatives that are consistent with the Healthiest Wisconsin 2020 (State Health Plan), AHW Five-Year Plan, and the goals of the Medical College of Wisconsin’s Strategic Plan.

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Investigators are able to select more than one emphasis area, resulting in an overlapping of indicators. The data below reflects identification of emphasis areas for the awards that concluded during this annual reporting period.

Twenty-seven percent of the Research and Education Program awards emphasized investigations in cancer, a leading cause of death and disability in Wisconsin.

Eighteen percent of the Research and Education Program awards emphasized investigations in clinical and translational research.

Twenty-seven percent of the Research and Education Program awards were committed to educational initiatives that focused on clinical skills and learning.

Example:

MCW Cancer Center Faculty Co-Recruitment (2006 Award) This award prioritized the study of cancer by building the research expertise of the Cancer Center. Guan Chen, PhD, was successfully recruited into the Department of Pharmacology and Toxicology. He has added to the critical mass of investigators working on molecular mechanisms of cell signaling in cancer.

Andrew Chan, PhD, was successfully recruited into the Department of Pediatrics. His focus is on the molecular basis of cancer, especially how cancer cells spread throughout the body, a process called tumor metastasis.

Childhood cancers of the peripheral nervous system, called neuroblastoma, frequently metastasize to the bone. Tumors that resist standard chemotherapy and radiation therapy have few treatment options. Dr. Chan’s lab discovered a factor that may change this outlook because it appears to mediate bone metastasis. This finding will lead to new avenues of research in this pediatric cancer, and may lead to new diagnostics and targeted therapies to treat this disease.

LEVERAGING Seeking opportunities to leverage funding, with an emphasis on pooling existing resources, attracting additional resources and encouraging sustainability.

The 11 completed awards, totaling $6.9M in AHW funding, leveraged more than $5M in additional funding from philanthropic organizations, such as the Alzheimer’s Association, the National Institute of Allergy and Infectious Diseases, the American Cancer Society, the Concern Foundation, and the National Institutes for Health.

Example:

Technology Development and Animal Models for the Analysis Photoreceptor Turnover (2009 Award) This project developed new technology and new animal models to support research on photoreceptors and human blinding diseases.

Advancing a Healthier Wisconsin's $0.2M investment in this project resulted in a $2.2M award from the National Eye Institute.

ACCOUNTABILITY Measuring and accounting for outcomes through effective oversight and rigorous evaluation by including comprehensive involvement of affected communities. AHW funding will result in outcomes that are identifiable, transparent and reported to AHW and the greater community through regular and annual reports.

One-hundred percent of the Research and Education Program awards completed during this reporting period have disseminated information to professional colleagues and the public.

AHW investment in the 11 completed Research and Education Program awards resulted in 159 presentations at regional, state, national and international conferences and 46 manuscripts published or accepted for publication in peer reviewed journals.

Example:

Quality Rounds Initiative (2008 Award) This project was the first to identify and describe specific behaviors performed by senior residents and faculty during patient and family-centered rounds that empower the role of the senior resident as a leader and teacher. This is very important because the final step of becoming a competent physician involves proactively earning the autonomy to make patient care decisions. The investigators identified, taught and promoted ways this can be done effectively.

The team developed two evaluation tools regarding senior resident empowerment actions. Team members disseminated their findings at 15 local and national presentations, and won a prestigious national award for educational innovation.

TRANSFORMATION Effecting systemic change by emphasizing prevention, innovation and capacity-building. Identifying initiatives that will enhance the health of our community through research, education, and service, locally, statewide and, indirectly, nationally and internationally.

Two of the 11 Research and Education Program awards completed during this annual reporting period addressed clinical and translational science. The translation of biomedical research findings from the laboratory to the bedside is critical to improving the health of Wisconsin residents. Investments in translational research support the conversion of scientific discoveries from laboratories into practical medical advances for the patients and communities that need them most.

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The investment in research and education provides the necessary infrastructure for multi-disciplinary, interdisciplinary, and clinical and translational research programs and has cultivated an environment that fosters continuous improvement, organizational renewal and exceptional service to members of the community.

Example:

The Healthy Wisconsin Leadership Institute (2008 Award) This award is a strong example of collaboration between the Medical College of Wisconsin and the University of Wisconsin School of Medicine and Public Health. It has strengthened Wisconsin's public health infrastructure and has been identified as one of fifteen public health achievements of the past decade in Wisconsin’s state health plan, Healthiest Wisconsin 2020.

Members of community-based teams that participated in the program reported significant improvements in their leadership and public health skills

46 manuscripts were published in peer-reviewed scientific journals.

Example:

Program Development Support for Vera Tarakanova, PhD (2008 Award) Researchers in this award concentrated on understanding how viruses manipulate host cells to promote cancer development.

The researchers sought to determine whether genetic alterations caused by viruses affect chronic infection and the development of lymphomas. Over time, this research may lead to the development of genetic screens that would detect those at risk for the development of Hodgkin’s lymphoma and other virus-associated cancers.

Five manuscripts detailing the results of this study were published in Virology and the Journal of Virology.

and new or expanded public health responsibilities. Teams also engaged community leadership in their efforts, leveraged media coverage, strengthened their coalitions and partnerships, accessed additional resources through grant funding, and increased delivery of programs and services.

These positive outcomes have the potential to improve the health of Wisconsin communities.

NEW KNOWLEDGE New knowledge will be discovered and promoted.

One-hundred percent of the 11 Research and Education Program awards that were completed during this annual reporting period disseminated information to colleagues and the public, including manuscripts in peer-reviewed journals and presentations to local, national, and international audiences.

159 presentations were made to regional, state, national, and international audiences.

FUND MANAGEMENT

The Advancing a Healthier Wisconsin (AHW) endowment funds are invested with the Medical College of Wisconsin (MCW) Endowment Funds using a diversified asset allocation strategy that includes money market funds held by external investment managers, marketable debt and equity securities, bond and equity mutual funds, commingled bond and equity funds, other equity securities, and accrued interest and dividends thereon and are reported at fair value.

The investment goal for the AHW funds, as approved by the MCW Board of Trustees, is to preserve the purchasing power of its investment, while providing a level of investment return and liquidity that funds its purposes within a reasonable and

the Endowment Fund pool is fully preserved, and each fund’s share in the income and gains and losses of the pool is assured.

The AHW funds are segregated within the Endowment Fund. With respect to the 35% allocation of the funds for the Healthier Wisconsin Partnership Program (HWPP) and the 65% allocation of the funds for the Research for a Healthier Tomorrow and Educational Leadership for the Health of the Public programs, separate accounts for the endowed

prudent level of risk. MCW has a long-term investment objective for the endowment assets to earn on average a real (inflation adjusted) annual rate of return and to provide a return for appropriation of not less than the total annual appropriation rate under the endowment fund spending policy.

All Endowment Funds, including the AHW funds, are invested in a unitized pool. Pooling of funds allows an individual participating fund to benefit from diversification and economies of scale in the investment process. Income is also unitized and allocated based on relative value on the first of the month. Realized capital gains are reinvested in the pool. The separate identity of each fund participating in

INVESTMENT SUMMARY

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Vera Tarakanova, PhD, Department of Microbiology and Molecular Genetics

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FINANCIAL STATEMENTS A financial audit of The Medical College of Wisconsin, Inc. Advancing a Healthier Wisconsin program was conducted by an external audit firm for the fiscal years ending June 30, 2012 and 2011.

The following pages reflect the financial position for the fiscal years ended June 30, 2012 and 2011 and the activities and changes in net assets for the fiscal year ended June 30, 2012.

Assets:

Investments, at fair value:

Spendable income funds

Endowed funds

Total investments

Total assets

Liabilities and Net Assets:

Liabilities

Due to The Medical College of Wisconsin, Inc.

Total liabilities

Net Assets

Temporarily Restricted

Permanently Restricted

Total net assets

Total liabilities and net assets

2012

$ 52,560

310,121

362,681

$ 362,681

$ 38

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$ 73,954

288,689

362,643

$ 362,681

2011

$ 54,352

325,493

379,845

$ 379,845

$ 179

179

$ 90,977

288,689

379,666

$ 379,845

Advancing a Healthier Wisconsin Statements of Financial Position

As of June 30, 2012 and 2011

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funds and the spendable income funds available for current and future program distribution are maintained.

Distributions are based on the MCW Endowment Fund Spending Policy. Investment earnings that are not distributed are temporarily restricted under the terms of the Grant Agreement.

The grant agreement placed a temporary restriction on $30,000,000 of the funds for the initial planning and implementation of programs (defined in the grant agreement as immediate funds) and a permanent restriction on the balance of the funds. After five years, any unexpended balance of the immediate funds was to be

added to the endowed funds. In accordance with this provision, approximately $113,000 of the Research for a Healthier Tomorrow and Educational Leadership for the Health of the Public remaining immediate funds were transferred to permanently restricted net assets in fiscal year 2009.

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Advancing a Healthier Wisconsin Statements of Activities and Changes in Net Assets

For the Fiscal Year Ended June 30, 2012 (in thousands)

HWPP*

Research and Total

Changes in unrestricted net assets:

Expenditures

Faculty salaries $ 236 $ 3,442 $ 3,678

Staff salaries 658 2,484 3,142

Fringe benefits 260 1,684 1,944

Services, supplies, and other 193 2,286 2,479

Subcontracts 1,623 93 1,716

Equipment - 890 890

Total expenditures 2,970 10,879 13,849

Net assets released from restrictions (2,970) (10,879) (13,849)

Change in unrestricted net assets - - -

Unrestricted net assets, beginning of year $ - - -

Unrestricted net assets, end of year $ - - -

Changes in temporarily restricted net assets:

Investment income $ 2,660 $ 5,218 $ 7,878

Realized gains on investments 3,623 7,097 10,720

Unrealized losses on investments (7,316) (14,456) (21,772)

Net assets released from restrictions (2,970) (10,879) (13,849)

Change in temporarily restricted net assets (4,003) (13,020) (17,023)

Temporarily restricted net assets, beginning of year $ 26,393 $ 64,584 $ 90,977

Temporarily restricted net assets, end of year $ 22,390 $ 51,564 $ 73,954

Changes in permanently restricted net assets:

Change in permanently restricted net assets $ - $ - $ -

Permanently restricted net assets, beginning of year $ 101,001 $ 187,688 $ 288,689

Permanently restricted net assets, end of year $ 101,001 $ 187,688 $ 288,689

*Healthier Wisconsin Partnership Program **Research for a Healthier Tomorrow and Educational Leadership for the Health of the Public program

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HWPP*

Research and Total

COMMITMENTS:

Inception to June 30, 2011

Authorized funding $ 42,376 $ 82,560 $ 127,936

Budget reductions (2,334) (5,231) (7,565)

Expenditures (26,463) (36,713) (63,176)

Unused funds released from commitment (1,958) (6,946) (8,904)

Outstanding commitments, June 30, 2011 $ 11,621 $ 33,670 $ 48,291

July 1, 2011—June 30, 2012

Authorized funding 5,263 35,316 40,579

Expenditures (2,970) (10,879) (13,849)

Unused funds released from commitment (331) (503) (834)

Outstanding commitments, June 30, 2012 $ 13,583 $ 60,604 $ 74,187

*Healthier Wisconsin Partnership Program **Research for a Healthier Tomorrow and Educational Leadership for the Health of the Public program

The MCW Consortium authorized the following changes in outstanding commitments for the Advancing a Healthier Wisconsin Program (in thousands):

These outstanding commitments will be funded on a reimbursement basis and recognized as expenditures after the amounts have been expended by MCW and the community partners.

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GENERAL

OPEN MEETINGS AND PUBLIC RECORD LAWS STATEMENT

DIVERSITY STATEMENT

The MCW Consortium conducts its operations and processes in accordance with the State of Wisconsin’s Open Meetings and

approved by the MCW Consortium are posted online at: www.mcw.edu/healthierwisconsin.

Public Records laws. Meetings of the MCW Consortium are open to the public, in accordance with the law. Agendas, minutes and documents

The AHW Program and the MCW Consortium are subject to, comply with and affirm the Equal Employment Opportunity and Affirmative Action policy of the Medical College of Wisconsin, Inc. The MCW Consortium is committed to optimizing the talents of people of different backgrounds, experiences and perspectives as a

and arrest or conviction record. This policy represents the AHW endowment and MCW’s commitment to nondiscriminatory practices and affirms its value for fair treatment of all qualified applicants and employees.

means of improving the health of the residents of Wisconsin. The AHW endowment will continue to be equally accessible to all qualified persons without regard to their race, religion, color, age, disability, sex, national origin, sexual orientation, marital status, membership in the military reserves, creed, ancestry

Thank you for reading the 2011-2012 Annual Report for Advancing a Healthier Wisconsin.

Documents referred to in this Annual Report can be found on the Advancing a Healthier Wisconsin website: www.mcw.edu/healthierwisconsin.

Any questions or comments regarding this Annual Report may be directed to Advancing a Healthier Wisconsin by calling (414) 955-8075 or e-mailing healthierwisconsin@mcw.edu.

Advancing a Healthier Wisconsin Medical College of Wisconsin 8701 Watertown Plank Road PO Box 26509 Milwaukee, WI 53226-0509

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