FY2014 Strategic Initiatives Work Plan and Outcomes Measures … · 2015-01-08 · 1 FY2014 Strategic Initiatives Work Plan and Outcomes Measures Progress Report SUSTAINING STRATEGIES

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FY2014 Strategic Initiatives Work Plan and Outcomes Measures Progress Report

SUSTAINING STRATEGIES – TO MAINTAIN OR GROW: Strategies FY2014 Objectives FY2014 Tactics FY2014 Annual Progress Report

1. Overall average of 50% salary offset for GEF-supported faculty

· Identify and implement faculty mentoring and work plans for GEF-supported faculty with levels of offset below 50%

· Track and evaluate mentoring plans and annual and 5-year review processes, with emphasis on follow-up plans for those who have or are anticipated to have sub-50% offset

· Annually review multi-year and year-to-date trends for faculty offset support

ü Satisfactory progress toward FY2014 objective □ Unsatisfactory progress toward FY2014 objective □ Completed FY2014 objective

FY2014 activities included: · Followed up with probationary faculty concerning status of their mentoring

plans. · Met with new faculty to discuss mentoring plan policy. · Provided template to DEO’s based on CBH mentoring plans. · Used post-tenure reviews (annual and 5-yr) to monitor funding status of

individual faculty members.

· Support faculty to identify grant opportunities with optimal probability for funding

· Support faculty to develop grant proposals

· Conduct monthly orientation for new faculty to facilitate development of their individual research programs

· Create opportunities for CPH investigators to work more closely with Office of Vice President for Research units (Human Subjects Office, Division of Sponsored Programs) in the establishment of grants and contracts

· Improve available information to match faculty with internal pilot and seed grant applications

· Support faculty in efforts to diversify funding portfolios

· Supervise the CPH New Faculty Award · Host a CPH visit from a funding agency


FY2014 activities included: · Hosted five new faculty orientation sessions. · Hosted a pilot project event and oversaw CPH New Faculty Award. · Coordinated meetings with the CPH, Iowa Department of Public Health, UI

Human Subjects Office, UI Department of Sponsored Programs, UI Research Foundation on topics such as contract, non-monetary agreements, data sharing, and reporting policies.

· Convened grant working teams with CPH faculty (e.g. foundation grant with Iowa Institute for Human Genetics).

· Sponsored and co-hosted visits from funding and advocacy agencies Lewis-Burke Associates - Federal Research Funding in a Challenging Fiscal Environment, 10/3/13 Des Runyan - executive director of the Kempe Center and the Jack and Viki Thompson Professor of Pediatrics at the University of Colorado School of

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Medicine, 3/27/14 Jeff Levi - Trust for America’s Health, 4/3/14 Adewale Troutman – APHA, 5/9/14 Paul Kuehnert – Robert Wood Johnson, 5/8/14 Divera Twisk – SWOV Institute for Road Safety Research, 6/26/14

· Organized working session with Office of the Vice President for Research to develop pitches for industry-funded projects.

2. Develop existing/potential external relationships with alumni, public health, health care, community, and industry partners

· Develop a plan to establish a collegiate advisory board to guide and support CPH alumni relations program

· Review alumni advisory structures at other UI colleges and ASPPH schools

· Work with CPH departments to identify charter members of a collegiate alumni advisory board


FY2014 activities included: · Met with CPH departmental leaders and developed a work plan for the

proposed college-wide alumni advisory council. · Identified a work group to lead development of council, with inaugural meeting

for April 2015.

· Engage external partners with collegiate education, research, service and stewardship programs

· Continue to develop CPH Business Leadership Network through community workshops, service learning initiatives, and a new pilot grant program

· Collaborate with the newly established Office of the Associate Provost for Outreach and Engagement

· Continue to develop partnerships with arts organizations


FY2014 activities included: · Held Business Leadership Network community forums in Osceola, Webster

City, Centerville, and Algona. To-date, have met with more than 300 business and community leaders. Created criteria and guidelines for pilot grant program to be announced in FY2015.

· Involved Associate Provost for Outreach and Engagement in community forum in Webster City; provided information about CPH outreach activities for use on the Associate Provost for Outreach and Engagement’s Discover Iowa web portal and in planning the 2014 Faculty Engagement Corps tour of NE Iowa. Coordinating with Associate Provost for Outreach and Engagement on themed semester opportunities.

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· Developed arts-based partnerships with organizations including UI School of Music, M.C. Ginsberg, Iowa City schools and faith-based organizations, Landlocked Film Festival, Hancher and Working Group Theatre. Successful “Out of Bounds” collaboration involving UI Injury Prevention Research Center, Hancher and WGT, with plans to continue statewide programming.

3. Active fundraising to achieve CPH program and building philanthropy goals

· Expand approaches to fundraising

· Expand base of support from both traditional and non-traditional donors and prospects

· Expand outreach to Dean’s Club members

· Engage and steward the hospitals that supported the CPH building fund; and reach out to other hospitals

· Expand stewardship of donors who supported the CPH building fund and named scholarships

· Increase the college’s number of planned givers

· Engage DEO’s in donor/prospect correspondence and/or visits to strengthen affiliation


FY2014 activities included: · Carried out 123 face visits with alumni & non-alumni donors/prospects

(Wittneben 9/3/13 to 6/30/14). · Represented CPH and met with alumni/donors at numerous UI Foundation and

UI outreach & fundraising events (Curry & Wittneben). · Carried out successful Dean’s Club event in Spring 2014. · Met with numerous hospital executives; developing new hospital partnership

strategy. · Developed and implemented stewardship plans for top donors; carried out an

appreciation strategy for all donors who give over $500/year. · Identified over 100 new planned giving prospects and developed a plan to

reach out and engage them with CPH. · Met regularly with DEOs to discuss fundraising goals, strategy and prospects;

carried out fundraising visits & meetings with DEOs and other faculty/staff. · Carried out successful “We Are Phil” giving program which resulted in an

increase of CPH faculty/staff giving from 24% to over 40% in FY2014. · Developed and implemented fundraising strategies and proposals for public

health-arts collaboration (“Out of Bounds”) and global public health. · Working closely with CPH Campaign Chair, Steve Ummel, CPH Advisory Board,

and HMP Advisory Board on ways to deepen engagement with alumni and others.

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· Develop a targeted effort for foundation and corporate giving

· Explore corporation and foundation giving that aligns with the College’s research initiatives

· Submit proposals to Carver Trust for programmatic support


FY2014 activities included: · Carried out exploratory visits with several potential new corporate partners. · Submitted proposal and received challenge grant award from Carver Trust to

support the Dean’s Strategic Leadership Initiatives. · Worked with Cori Peek-Asa and UI Research Office on development of project

ideas and possible sources of funding.

4. Productive collegiate and departmental centers

· Enhance communication and collaboration among centers

· Continue to hold regular meetings with CPH Center leaders to identify opportunities for centers to leverage resources, share expertise, and reduce costs


FY2014 activities included: · Hosted regular meetings of the Center Leaders and Research Council. · Currently coordinating OVPR CPH Center visit.

· Identify and implement methods to assess Center activities

· Pilot test the protocol for center assessment


FY2014 activities included: · Pilot tested Center Assessment protocol with the following centers:

Environmental Health Science Research Center Injury Prevention Research Center RUPRI Center for Health Policy Analysis State Health Registry of Iowa

· Developed list of 2014-15 centers to assess.

5. Best practices in · Achieve improvement and consistency in the P&T and

· Develop collegiate guidelines and mechanisms for clinical and research

ü Satisfactory progress toward FY2014 objective

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collegiate governance

faculty review processes faculty annual and reappointment reviews

· Implement and observe new P&T procedures

· Modify the procedures of P&T and faculty reviews to improve efficiency

□ Unsatisfactory progress toward FY2014 objective □ Completed FY2014 objective

FY2014 activities included: · New P&T procedures for tenure track faculty implemented and reviewed. · Changes proposed (not yet voted on) for post-tenure reviews. · Began work on updating P&T guidelines for clinical track faculty (more work

needed in FY2015).

· Improve CPH process for participation in faculty governance

· Broaden interest in university and collegiate committees such as the Faculty Senate, Faculty Council, Graduate College Council and Research Council. Identify candidates for positions and hold forum to allow candidates to discuss concepts. Require report from Senators and Councilors to be presented at the two faculty meetings each semester

· Modify faculty council governance procedures to provide more continuity across years


FY2014 activities included: · Consistent reports from Faculty Council chair at faculty meetings. · Increased communication among Faculty Affairs Office and Faculty Council. · Changed Faculty Council rules to no longer require three candidates for Faculty

Council chair. · Had many discussions regarding ways to improve continuity.

· Optimize faculty communication within and across departments and with CPH leadership

· Reorganize online information on CPH procedures (eg, faculty handbook, manual of procedures)

· Provide a mechanism for faculty to learn about the mission of the Research Council, Faculty Council, and collegiate committee and be aware of their activities

· Provide venues for more faculty interaction


FY2014 activities included: · Improvements were initiated to the section of the manual of procedures

related to Faculty Council. · Reports at the CPH faculty meetings and access to minutes of the Faculty

Council meetings provide a reasonable amount of information about this Council.

· All Faculty Council minutes have been accounted for and are available.

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· Water Cooler Lunches and Yoga classes have provided opportunities for more faculty interaction.

· Had brown bag lunches, rotating locations across departments. · Began work on revamping Faculty Handbook to make it more coherent and

complete.

· Achieve improvement and consistency of departmental and DEO reviews

· Develop guidelines for providing feedback to DEOs between their 5-year reviews

· Develop new template and guidelines for self-study and for internal and external review committee reports for departmental and DEO reviews


FY2014 activities included: · DEO review procedures (annual and multi-year/reappointment) have been

developed and will be implemented in Fall of 2014. · Survey regarding DEO performance has been developed. · Began work on templates and guidelines for Departmental Reviews.

· Improve engagement between the executive committee and governance councils

· The dean will attend a council meeting at least once per semester

· Council representatives will attend an executive committee meeting to discuss relevant issues to their governance at least once per semester


FY2014 activities included: · Dean Curry attended council meetings each term of the academic year. · The Faculty Council Chair attended Executive Committee Meetings/Retreats on

a regular basis.

6. Culture of collaboration and inclusion

· Increase diversity of students, staff and faculty

· Develop mechanisms to increase alumni involvement in CPH Diversity Committee

· Continue to identify philanthropic or governmental sources for designated scholarships or GRA opportunities for racial and ethnic minority students

· Increase visibility of Diversity


FY2014 activities included: · CPH Diversity Committee partnered with WRAC to show the film “Cracking the

Code: The System of Racial Inequity.” The film was broken into sections that allowed reflection time and discussion among attendees. There was also a

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Committee initiatives on CPH website · Review retention data for racial and

ethnic minority students and develop an action plan if needed

· Continue to implement strategies to enhance student recruitment activities, including collaboration with other health science colleges, UI Diversity Office, and Graduate College’s Office of Inclusion

· Convene an open forum or workshop on diversity related topics (eg, cultural competencies, disparities)

panel discussion following the screening. · Dr. Adewale Troutman provided a keynote presentation, “Health Equity:

Moving from Theory to Action, Taking it From the Textbook to the Street,” as part of the Region VII meeting. Diversity Committee members had the opportunity to meet with Dr. Troutman. Prior to Dr. Troutman’s visit the Diversity Committee sponsored a screening of the documentary, “Unnatural Causes,” which features Dr. Troutman.

· Created recruitment materials in collaboration with health science colleges. · Continue to participate in student recruitment activities for racial and ethnic

minority students—examples include: AUCC Graduate and Professional Fair; CDE Community of Color reception, Minority Association of Pre-Health Students (MAPS) panel, Sixth Annual Alumnae Chapter of Delta Sigma Theta Teen Summit, UC Davis recruitment fair, Field of Dreams conference (biostatistics), and McNair Scholarship Heartland Conference.

· Decision was made to fold Diversity Alumni Subcommittee into Collegiate Alumni Council which will be developed in FY2015.

· Highlight importance of collaboration and inclusion via collegiate activities and initiatives

· Continue to convene activities to develop an inclusive and respectful workplace, collaborating with other UI colleges as appropriate


FY2014 activities included: · 5th Annual Welcome Luncheon for Students of Color in the Health Sciences. · 5th Annual LGBTQ Community and Allies Welcome held for health sciences and

professional students. · Sponsored “CPH Tunes In” for Martin Luther King week activity.

Approximately 60 faculty, staff, students, children, and community members attended.

· CPH Diversity Committee in collaboration with the Carver College of Medicine hosted the traveling “Black Health Legends – Pioneers Who Dared to Care.” A public reception was held on March 4 where Dr. Raynard Kington, President of Grinnell College, gave a keynote address.

· Co-sponsored “Culturally Responsive Healthcare in Iowa” Conference.

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· Implement recommendations of Diversity Subcommittee Student Recruitment proposal

· Establish application and matriculation targets in each department and provide data to admissions committees


FY2014 activities included: · Continued to participate in student recruitment activities for racial and ethnic

minority students—examples include: AUCC Graduate and Professional Fair; CDE Community of Color reception, Minority Association of Pre-Health Students (MAPS) panel, Sixth Annual Alumnae Chapter of Delta Sigma Theta Teen Summit, UC Davis recruitment fair, Field of Dreams conference (biostatistics), and McNair Scholarship Heartland Conference.

· 11 diversity recruitment scholarships were offered, 5 students accepted awards. Two diversity recruitment GRAs were renewed for FY2015.

7. Maintain highest level of compliance with CEPH accreditation criteria

· Ensure all MS, PhD and MHA students receive a broad introduction to public health

· Continue to offer Essentials of Public Health course for MS, PhD, and MHA students to provide broad introduction to public health; review course evaluations and make revisions as needed; restructure course as required by CEPH

· Explore strategies for increasing broad introduction to public health to the equivalent of 3 sh


FY2014 activities included: · Essentials of Public Health course was offered for the second time in Fall 2013

with 58 students enrolled (MS, PhD, and MHA students). · Strategies for increasing broad introduction to public health to 3 SH equivalent

will be explored as part of the work of the Curricula Innovations Steering Committee.

· Continue to review new accreditation criteria to ensure college on-target to meet during next accreditation cycle

· Develop plan to track data for accreditation and electronic resource room

· Develop a mechanism to obtain information from employers about the ability of our graduates to perform competencies in an employment setting


FY2014 activities included: · CPH faculty/staff continue to review accreditation criteria to ensure on target

to meet accreditation criteria and monitor CEPH for any additional updates; data collection for CEPH self-study will begin in FY2015.

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· Ensure student enrollment in courses and programs remains in compliance with accreditation criteria

· Annually evaluate enrollment in courses and programs and make recommendations for improvement as needed

· Market and recruit students for the MPH in Quantitative Methods program


FY2014 activities included: · Each semester departments and the college review course enrollment to

ensure minimum class sizes are met. This was completed in both semesters. · 3+2 program and MPH in Quantitative Methods continued to be marketed.

· Initiate a curriculum review and revision to identify innovation opportunities

· Convene and charge a committee to: - Identify and review best teaching

and learning practices and model curricula

- Review curricula in light of lessons learned from best teaching and learning practices and model curricula

- Identify faculty development needs and plans to address them

- Determine timeline for implementation

- Make recommendations to the Executive Committee


FY2014 activities included: · Curricular Innovations Steering Committee was formed with membership

representing CPH faculty, staff, students, and a practitioner. · Guiding Principles and Overarching Goals were developed. · Student survey was conducted. · Plans are underway for Fall 2014 which include bringing in an outside expert

for consultation, continued data collection, and review of other schools of public health for best practices in teaching, learning, and model curricula.

INCREMENTAL STRATEGIES: Strategies FY2014 Objectives FY2014 Tactics FY2014 Annual Progress Report

1. Increase the number of GEF supported faculty positions to a minimum of 15 FTE in each

· Develop a business plan for generating revenues to meet faculty goals without shrinking the number of faculty in

· Create financial models which include increased funding and reassignment of funds for achieving strategy

· Seek philanthropic donations to endow


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department departments with >15 FTE faculty lines · Implement cluster hires in obesity and

sustainability · Seek consulting/contracting

opportunities for faculty salary support · Review faculty line commitments for

non-committed salary funds to create new faculty lines

FY2014 activities included: · Reassigned funds to ensure 50% funding for all cluster positions. · Completed second recruitment in sustainability cluster in OEH. · A new informatics cluster position was approved for the Department of

Biostatistics. · Continue to work with UI Foundation to identify funding.

2. Increase participation of undergraduates in degree programs and classes targeted at undergraduates

· Increase undergraduate course capacity in the college

· Increase visibility of public health program options on the UI campus and other regional campuses

· Develop undergraduate articulation agreement with Grinnell College

· Develop a public health undergraduate minor at UI

· Expand marketing through targeted mailings and campus-wide events


FY2014 activities included: · Offered 170:099 Fundamentals of Public Health on-campus in Fall 2013; 28

students enrolled. · 170:099 Fundamentals of Public Health offered via distance learning in Spring

2014 with increased enrollment of 30, seven of the students were from Grinnell College.

· Articulation agreement with Grinnell College signed by both UI and Grinnell College.

· Continued exploring an undergraduate minor and major in public health.

3. Develop innovative traditional and non-traditional academic programs

· Identify capacities and opportunities for growth

· Seek approval of Executive MHA program; with plans to launch in fall 2014 if approved Seek approval of MS in Health Policy with plans to launch in fall 2014 if approved


FY2014 activities included: · Executive MHA was approved by the Provost in November 2013; First cohort

to launch in August 2014 with 12 students. · MS in Health Policy approved by Graduate Council, awaiting final approval by

Board of Regents in Fall 2014.

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· Expand recruiting activities for new programs

· Evaluate enrollment in new courses and programs

· Target specific student groups for CPH student visit days

· Advertise courses through undergraduate departments

· Request that undergraduate courses be listed as general education requirements in related departments

· Monitor enrollment in current 3+2 programs and new undergraduate course


FY2014 activities included: · CPH undergraduate courses were advertised in psychology, biology, math and

engineering. “Fundamentals of Public Health” was also offered to students at Grinnell College.

· A proposal to include “Fundamentals of Public Health” as a general education requirement was submitted in January 2014. The request was denied and will be resubmitted in Fall 2014 with revisions.

· Interest in the undergraduate to graduate program continues to be recorded. UI students are now eligible to apply for admission (due to undergraduate status as juniors) in Spring 2015.

· Enrollment in “Fundamentals of Public Health” doubled from Fall 2013 to Fall 2014 following intensive interaction with undergraduate advisors.

· Develop interprofessional education opportunities for health sciences students

· Participate in Interprofessional Skills and Team Based Healthcare pilot course

· Present proposed Interprofessional Education (IPE) strategic plan to UI Health Science Policy Council

· Facilitate IPE activities as funding allows

□ Satisfactory progress toward FY2014 objective □ Unsatisfactory progress toward FY2014 objective üCompleted FY2014 objective

FY2014 activities included: · IPE strategic plan was presented to the Health Science Policy Council in

November 2013; budget and justification for IPE program sent to Provost and Vice President for Medical Affairs in January 2014.

· 55 CPH students participated in the Interprofessional Skills and Team Based Healthcare pilot course which included a total of 500 health science students. The pilot course included both in-person and online components. Several CPH faculty served as facilitators for the in-person course sessions.

· Dr. Uden-Holman continued to chair the IPE Steering Committee which held regular meetings during FY14. IPE supported activities included: Students for Professional Education (SIPE) events, presentation to UIHC Medical Council in January 2014, sponsored campus visit by Dr. Barbara Brandt, Director of the

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National Center for Interprofessional Practice and Education, convening of faculty development workgroup, collaboration with College of Nursing on submission of grant to establish a NIH Center of Excellence in Pain Education, submission of a letter of intent to Stemmler Foundation to examine using online scenario-based competency assessments.

4. Enhance collegiate infrastructure for career development, curricular innovation, research growth, and public health service and outreach

· Identify building use planning processes and procedures for events

· Develop and disseminate policies and procedures for building use for events


FY2014 activities included: · A CPHB Green Event Guide has been created and is available on the CPH web

site.

· Identify resources for the Iowa Institute for Public Health Research

· Review current staffing and collegiate resources


FY2014 activities included: · Non-recurring funds have been identified for the Institute. · Request for space on 5th floor of CPHB submitted and approved.

5. Target collegiate growth and innovation in research, academics, and outreach for public health impact around a core set of CPH-wide collective areas of excellence

· Integrate our collective areas of excellence, rural health, comparative effectiveness research, and community engagement, into the culture of the college

· Conduct activities identified with collective areas of excellence

· Showcase collective areas of excellence in CPHB

· Organize two visiting distinguished lectures in the spring semester

· Invite one funding agency leader to visit in the spring semester


FY2014 activities included: · A conference with Martín Sepúlveda as the keynote speaker and 2013 Hansen

Award recipient was held in September of 2013. · Jeff Levi, Trust for America’s Health, visited the CPH on April 3, 2014 and

presented a seminar titled Prevention and Health System Change: New Opportunities to Advance Public Health.

· In April 2014, the CPH Board of Advisors Student Award was presented to Elizabeth Swanton. Two honorable mention awards were also presented. This

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award recognizes a student whose research or practice experience demonstrates one or more of the College’s Collective Areas of Excellence.

· Faculty and students participated in BLN forums in Osceola, Webster City, Centerville and Algona.

6. Implement a strategic marketing/public relations plan

· Implement strategic initiatives to enhance collegiate communication, culture, and engagement

· Develop and implement a marketing plan to support the undergrad to grad program


FY2014 activities included: · Developed U2G marketing materials and distributed to campus partners,

undergraduate students, and parents of current and admitted students; created online resources to support U2G programs; hosted events to highlight U2G opportunities.

· Continue to develop innovative programming to integrate Collective Areas of Excellence into collegiate culture


FY2014 activities included: · Hosted Hansen Leadership Award event highlighting comparative

effectiveness. · Hosted Jeff Levi visit and seminar. · Modified and presented CPH Board of Advisors Student Award to recognize

student research or practice experiences related to Collective Areas of Excellence.

· Developed expanded Community Engagement section as part of new CPH website.

7. Create a nationally visible Iowa Institute for Public Health Research

· Obtain BOR approval for establishment of an Institute as an entity within UI CPH

· Create précis for Institute that builds from: - Other successful proposals (e.g.,

Genetics Institute) - Initiatives at other universities


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- Existing research initiatives with natural affinity to an institute model and relevance to Collective Areas of Excellence

· Obtain approval from UI leadership for Regents’ application based on précis

· Submit application before end of FY2014

FY2014 activities included: · Completion of précis. · Support secured from UI Leadership. · Presentation to Council of Provosts scheduled for Fall 2014. · Presentation to Board of Regents for approval scheduled for Fall 2014.

8. Create collegiate-wide initiatives in global public health

· Develop international practicum placements for MPH students

· Initiate practicum partnership with Deere


FY2014 activities included: · An Educational Support Services Coordinator was hired to assist in the

development of the global public health program in the college. · A review of global public health programs in other schools of public health was

completed and the subgroup developed a plan to further the global public health program in the college.

· The subgroup is actively engaged with the college’s development officer to find ways to fund more student practicum and internship experiences.

· A new CPH Faculty Development Grant for Global Public Health Research was developed and will be implemented in FY2015. The goal of this award is to establish new, long term research partnerships in international settings that will foster collaborative research opportunities for faculty and students.

· Faculty survey was conducted in spring 2014 to begin the review of global public health courses.

· Identify models for faculty leadership in global public health

· Develop a plan for a new faculty hire to lead global public health initiatives

· Identify strengths and gaps in current global public health curricular content

· Evaluate the suitability of existing courses to provide global public health content and identify additional course needs

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Outcome Measures Target FY2014 FY2013 FY2012 FY2011

EDUCATION

The quality of the academic students we attract

Yield Rate (number of enrollees to the number of acceptances)

Track 52.6% 68% 73% 72%

MHA GRE* 1100/305 306 1163/305 1141 1120

MHA GPA 3.25 3.49 3.25 3.42 3.36

MPH GRE* 1100/305 1151/307 1235/312 1183 1180

MPH GPA 3.25 3.51 3.41 3.44 3.5

MS GRE* 1100/305 1302/313 1128/314 1160 1200

MS GPA 3.25 3.43 3.32 3.55 3.6

PhD GRE* 1200/305 1219/313 1259/319 1171 1210

PhD GPA 3.33 3.75 3.8 3.59 3.87

* GRE scoring was changed in FY13 so old and new GRE scores are reported for FY13: old GRE/new GRE

Student enrollment—note that .5 represents combined degree students

MPH student enrollment Track 172.5 188 182.5 192

MHA student enrollment Track 56.5 65 66.5 59

MS student enrollment Track 70 74 71 70

PhD student enrollment Track 91 86 99 107

Minority student enrollment 10.9% 16.9% 16% 13% 13%

International student enrollment 9.0% 9% 8% 11% 12%

Undergraduates taught in CPH classes Track 331 227 263 269

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Student funding

Funding support for PhD students 90% 93% 94% 100% 95%

Student outcomes

% of FT MPH students graduating within 3 years 80% 82% 85% 82% 85%

% of PT and joint degree MPH students graduating within 5 years

80% 80% 78% 86% 75%

% of FT MHA students graduating within 2 years 80% 100% 100% 95% 95%

% of joint degree MHA students graduating within 4 years

80% 89% 100% 85% 89%

% of MS students graduating within 3 years 80% 89% 88% 81% 93%

% of PhD students graduating within 7 years 70% 73% 43% 75% 63%

% of graduates with job placement (including internships & fellowships) at 12 months post-graduation or pursuing further education.

90% 93% (including unknown)

99% (not including unknown)

95% 97% 96%

# of publications with students and graduates less than 2 years out

Track Begin FY14 Begin FY14 Begin FY14

Faculty

Minimum of 15 GEF supported tenure-track, primary faculty positions per department (# GEF supported tenure track/# total tenure track)

75 (15 ea) BIO: 13/14 CBH: 9/9

EPI: 12/12 HMP: 11/11 OEH: 17/17

TOTAL: 62/63

BIO: 12/12 CBH: 9/9

EPI: 13/14 HMP: 11/11 OEH: 16/18

TOTAL: 61/64

BIO: 14/14 CBH: 8/8

EPI: 11/12 HMP: 11/11 OEH: 15/17

TOTAL: 59/62

BIO: 15/16 CBH: 7/8

EPI: 12/17 HMP: 12/13 OEH: 16/17

TOTAL: 62/71

Number of teaching adjunct, secondary, or other as Track 25 24 49 24

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Outcome Measures Target FY2014 FY2013 FY2012 FY2011 of fall semester

Minority tenured and tenure-track faculty 16% 18.7% 20% 17% 15%

Female tenured and tenure-track faculty 32% 42% 42% 33% 39%

Primary faculty leadership activities Track 569 559 572 540

# of nominations of faculty for appropriate national awards

Track 3 10 9 6

# of nominations of faculty for fellow status in professional or scientific societies

Track 5 1 1 2

RESEARCH Tracking began in FY12

Applications

Total Track 232 243 265

Direct Track $52,234,468 $44,414,887 $48,722,001

F&A Track $16,225,204 $14,326,415 $14,746,472

Total Funding Track $68,459,673 $58,741,302 $63,468,473

Applications by source

NIH Track 48 39 52

Direct Track $24,170,607 $20,901,864 $19,439,066

F&A Track $8,334,992 $7,830,190 $7,718,789


Other Federal Track 46 34 55

Direct Track $13,009,982 $8,988,289 $17,818,326

F&A Track $3,862,461 $2,696,848 $3,741,788

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Non-Federal Track 138 170 158

Direct Track $15,053,879 $14,524,734 $11,464,609

F&A Track $4,027,751 $3,799,377 $3,285,895


Applications by type

New and Competing Track 125 145 128

Direct Track $22,596,564 $15,440,439 $20,629,919

F&A Track $7,234,045 $4,839,481 $5,715,595


Non-Competing Renewal Track 71 98 137

Direct Track $23,190,115 $28,974,448 $28,092,082

F&A Track $7,172,402 $9,486,934 $9,030,877


Awards

Total Track 143 165 172

Direct Track $39,378,620 $29,602,641 $39,021,083

F&A Track $12,329,464 $9,316,439 $12,117,210


Awards by source

NIH Track 23 27 34

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Direct Track $17,919,473 $10,621,283 $20,263,538

F&A Track $6,709,848 $4,291,909 $7,771,535


Other Federal Track 32 38 39

Direct Track $10,208,341 $9,128,668 $13,188,178

F&A Track $2,902,325 $2,737,601 $3,105,404


Non-Federal Track 88 100 99

Direct Track $11,250,806 $9,852,690 $5,569,367

F&A Track $2,717,290 $2,286,928 $1,240,271


Awards by type

New and Competing Track 51 68 59

Direct Track $15,107,051 $11,765,012 $8,675,596

F&A Track $5,160,380 $3,429,937 $3,248,879

Total Funds Track $20,267,431 $15,194,949 $11,924,475

Non-Competing Renewal Track 92 97 113

Renewal Direct Track $24,271,570 $17,837,629 $30,345,487

F&A Track $7,169,084 $5,886,502 $8,868,331

Total Funds Track $31,440,653 $23,724,131 $39,213,818

Collaborations

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Cross-Departmental

25% of grants will have this type of

activity

# of Grants 45 32 42

% of All Grants 31% 19% 24%

Total Dollars $35,695,919 $13,992,695 $29,720,035

% of All Dollars 69% 36% 58%

Cross-Collegiate

25% of grants will have this type of

activity

# of Grants 29 34% 36%

% of All Grants 20% 21% 21%

Total Dollars $31,760,082 $19,807,694 $28,936,953

% of All Dollars 61% 51% 57%

External Track 23 23 28

% of All Grants Track 16% 14% 16%

Total Dollars Track $23,272,353 $15,016,644 $30,060,617

% of All Dollars Track 45% 39% 59%

Collaborative Grants with CPH PI Number Track 64 60 62

Collaborative Grants with CPH PI % of All Grants Track 45% 36% 39%

Primary faculty as PI on funded grant

Number Track 46 49 64

% Track 59% 62% 89%

Success rate (includes non-competing, competing and new submissions)

21


Submitted 2007 and funded by 6/30/2010 Track 70%



Submitted 2010 and funded by 6/30/2013 Track 73% NA

Submitted 2011 and funded by 6/30/2014 Track 71% NA NA

NIH (% of funded) 62% 56%* 53%**

Other Federal (% of funded) 71% 78%* 80%**

Non-Federal (% of funded) 76% 82%* 78%**

PUBLIC HEALTH IMPACT

Certificate program enrollment Track 37 40 49 41

Non-degree/continuing education activities Track 15,189 12,604 9534 13,042

# of faculty presenting at CE/professional development activities

Track 16 9 9 8

Publications

# of publications where authors are from different departments/colleges

Track 307 191 157 332

# of publications in peer reviewed journals Track 593 363 274 346

During FY number of times CPH-based publications referenced (using ISI Web of Knowledge reference tracking database)

Track 739 527 598 722

Alumni

Conduct alumni survey every 3 years Every third year Alumni Survey Completed

Conducting in early FY14

Due in FY13 Due in FY13

22


Cross-Cutting

Fund raising campaign $25 M $25.6 M $17 M N/A N/A

Minority staff 7.5% 10% 11% 10% 11%

Females in executive, administrative, and managerial positions

37% 48% 50% 51% 49%

Minorities in executive, administrative, and managerial positions

8% 2% 2% 2% 2%

Primary faculty salary offset through external funding 50% 54% 55% 62% 61%

List of University committees on which primary faculty serve

Track 145 130 107 74

Research dollars per full-time-equivalent faculty $500,000 $546,286 $618,150 $624,542 $666,899

Employee climate survey conducted every 2 years by the UI (Working@Iowa); CPH results reviewed and recommendations implemented during following FY

UI WAI survey conducted/survey results reviewed

WAI survey completed

WAI survey review

completed

WAI survey completed

N/A

Conduct diversity climate surveys every 2 years Conduct in odd years

Due in FY15 Completed Due in FY13 N/A

Documents

FY2014 Strategic Initiatives Work Plan and Outcomes Measures … · 2015-01-08 · 1 FY2014 Strategic Initiatives Work Plan and Outcomes Measures Progress Report SUSTAINING STRATEGIES