Accreditation Self-Study of the MPH Program

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Accreditation Self-Study of the

MPH Program

Thomas R. Oliver, PhD

Director

Barbara Duerst, RN, MS

Deputy Director

February 2014

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Table of Contents

1.0 The Public Health Program ... 4

1.1 Mission ... 4

1.2 Evaluation ... 13

1.3 Institutional Environment ... 32

1.4 Organization and Administration ... 41

1.5 Governance ... 46

1.6 Fiscal Resources ... 59

1.7 Faculty and Other Resources ... 64

1.8 Diversity ... 71

2.0 Instructional Programs ... 80

2.1 Degree Offerings ... 80

2.2 Program Length ... 82

2.3 Public Health Core Knowledge ... 85

2.4 Practical Skills ... 90

2.5 Culminating Experience ... 102

2.6 Required Competencies ... 105

2.7 Assessment Procedures ... 121

2.8 Bachelor’s Degrees in Public Health ... 128

2.9 Academic Degrees ... 129

2.10 Doctoral Degrees ... 130

2.11 Joint Degrees ... 131

2.12 Distance Education or Executive Degree Programs ... 137

3.0 Creation, Application and Advancement of Knowledge ... 138

3.1 Research ... 138

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3.3 Workforce Development ... 192

4.0 Faculty, Staff and Students ... 204

4.1 Faculty Qualifications ... 204

4.2 Faculty Policies and Procedures ... 218

4.3 Student Recruitment and Admissions ... 221

4.4 Advising and Career Counseling ... 226

List of Abbreviations ... 230

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____________________________________________________________________________

Criterion I

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1.0 The Public Health Program

Founded in 2005, and first accredited by the Council on Education for Public Health (CEPH) in

2009, the University of Wisconsin-Madison (UW-Madison) Master of Public Health program is an interdisciplinary degree program that provides professional preparation in public health concepts and methods to health professionals and students. The degree provides a practice-oriented program for individuals to foster the expansion and enhancement of a competent public health workforce that is able to advance the well-being of the citizens of Wisconsin and persons beyond state borders.

The MPH program embraces an interdisciplinary educational philosophy and bridges the diverse schools and departments of the UW-Madison campus with faculty and students from disciplines such as medicine, pharmacy, veterinary medicine, law, business, social work, public affairs, urban planning, and nursing. With a focus on service learning, the MPH program builds on the

"Wisconsin Idea," a century-old aspiration that the benefits of the University extend not only to Wisconsin's residents, but beyond the state borders. The MPH program integrates public health practitioners and contemporary public health issues facing Wisconsin’s communities into its teaching, research, and service activities. Close connections with the community through the Wisconsin Department of Health Services, the City of Milwaukee Health Department, and other health care and not-for-profit agencies enable students to apply their skills in real world

settings. Graduates of the MPH program gain knowledge, skills, and insights that are responsive to the core functions of public health.

1.1 Mission. The program shall have a clearly formulated and publicly stated mission with supporting goals, objectives and values.

The vision of the University of Wisconsin Master of Public Health program is:

To improve health and social justice for the citizens of Wisconsin, the nation, and the globe through professional preparation of an inspired, dynamic, and sustainable public health workforce.

The vision statement was updated in 2013 through an iterative and consensus development process involving the MPH Program Steering Committee to reflect the ideals of public health professional preparation and practice, as well as the "Wisconsin Idea."

The mission of the University of Wisconsin Master of Public Health program is:

To contribute to the development of a sufficient, competent, and diverse public health workforce through excellence in interdisciplinary education, research, and community service.

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The original mission statement was derived from two initiatives: (1) from the Wisconsin Partnership Program, the initial funder of the MPH program, whose mission is to “advance

population health in Wisconsin by promoting community-academic partnerships and by supporting research and education, thereby influencing public policy;” and (2) from the University of

Wisconsin School of Medicine and Public Health (UW-SMPH), the school in which the MPH program is administratively located, whose mission is “meeting the health needs of Wisconsin and beyond through excellence in education, research, patient care and service.”

From these two mission statements, the MPH Program Steering Committee, the committee that oversees the program, developed the MPH program’s mission. The MPH Program Steering Committee solicited input for the mission statement from program faculty members and staff as well as other MPH committees, including ones with student representation

Since inception of the program, the MPH Steering Committee and other committees have regularly reviewed and revised the mission statement as necessary. The current iteration of the mission statement was amended and approved in September 2013 and serves as a segue to a newly crafted and contemporary statement of values and goals that guide the MPH program's strategic development.

“Faculty and students affiliated with the MPH program of the UW-Madison School of Medicine and Public Health value LEARNING through teaching and shared and interactive experiences,

SERVICE through contributions to university, community, and professional settings, DISCOVERY through interdisciplinary research, a healthy and supportive work ENVIRONMENT that recognizes achievement, and that cultivates professional development of its faculty, staff, and students, and DIVERSITY, through inclusiveness and respect for individuals and groups of diverse

backgrounds, interests, cultures, and practices. Moreover, they demonstrate a commitment to practice that is imbued with the highest professional ethics.”

• LEARNING: The MPH program will advance a teaching-learning community that leverages its interdisciplinary focus and nurtures research/discovery, leadership, and ethical practice for faculty and students to help build and maintain a competent, professionally-prepared public health workforce.

• SERVICE: Faculty, staff, and students affiliated with the MPH program will engage in service and partnerships with the University, the profession, and the world community. • DISCOVERY: Faculty and students affiliated with the MPH program will create and

disseminate new knowledge through interdisciplinary initiatives to inform public health practice applying the highest professional and ethical standards.

1.1b. A statement of values that guides the program.

1.1c. One or more goal statements for each major function through which the

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• ENVIRONMENT: The MPH program will enhance its overall capacity to build and sustain the public health workforce by providing an environment that facilitates faculty, staff, and student success.

• DIVERSITY: The MPH program will engage diverse faculty, staff, and students to work toward health equity and social justice, without discrimination, for the people of Wisconsin, the nation, and in the world community.

GOAL 1: The MPH program will advance a teaching-learning community that leverages its interdisciplinary focus and nurtures research/discovery, leadership, and ethical practice for faculty and students to help build and maintain a competent, professionally-prepared public health workforce.

Objective 1: By July 1, 2018, the MPH program will increase its interdisciplinary and community collaborations for teaching by 10% over its 2012-13 level.

Indicator

• Number of inter-college collaborations across disciplines for teaching (e.g., instructors, co-sponsorship of courses, dual-degree programs, etc.).

• Number and diversity of community collaborators for teaching.

Objective 2: By July 1, 2018, MPH program affiliated faculty members will increase opportunities for creation of research products with students by 10% over their 2012-13 level.

Indicators

• Number of peer-reviewed publications with students as a co-author.

• Number of presentations at state, regional, national, or international professional conferences with students as a co-author.

• Number of policy briefs, white papers, technical reports, etc. with student as a co-author. Objective 3: By July 1, 2018, the MPH program will increase opportunities for leadership development for students by 10% over its 2012-13 level.

Indicator

• Proportion of student field experiences in "elite" leadership settings such as public health-related professional organizations, legislative settings, or similar leadership venues that advocate for public health or influence policy creation and adoption.

1.1.d. A set of measurable objectives with quantifiable indicators related to each goal statement as provided in Criterion 1.1.c. In some cases, qualitative indicators may be used as appropriate.

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Objective 4: By July 1, 2018, MPH program will increase its sponsorship of and participation in continuing education and workforce development programs by 5% over 2012-13 levels.

Indicators

• Number of MPH program-sponsored continuing education and workforce development programs.

• Number of continuing education and workforce development programs in which MPH program affiliated faculty participate.

GOAL 2: Faculty members affiliated with the MPH program will engage in service and partnerships with the University, the profession, and the world community.

Objective 1: By July 1, 2018, all MPH program core faculty members will serve annually on at least one UW-SMPH or UW-Madison committee or task force.

Indicator

• Proportion of MPH program core faculty members on a UW-SMPH or UW-Madison committee or task force.

Objective 2: By July 1, 2018, all MPH program core faculty members will be engaged on an annual basis in leadership service to a professional organization with a public health mission – locally, nationally, or globally – through one or more of the following activities:

Indicators

• Serving as editor-in-chief, subordinate or specialty editor, or member of an editorial board for a professional, peer-reviewed journal.

• Holding a leadership position (e.g., officer, committee chair, etc.) as part of a professional organization with a public health mission.

• Carrying out one or more of the following roles: (a) participant of a review panel or study section for a government agency that presents grant awards; (b) member of a review panel that recommends fellowships or scholarships to students awarded by professional

organizations; (c) member of a scientific advisory board for a professional or governmental organization; (d) a committee or board whose actions influence discovery, policy, or practice; or (e) any activity that fulfills a similar conceptual role.

Objective 3: By July 1, 2018, all MPH program core faculty members will be engaged on an annual basis in community service locally, nationally, or globally.

Indicator

• Proportion of MPH program core faculty members participating in activities including, but not limited to, a committee or board at the local, national, and/or global community level.

• Proportion of MPH program core faculty members serving as the academic partner in a community-academic initiative for research, program development, or policy change for population health improvement

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GOAL 3: Faculty members affiliated with the MPH program will create and disseminate new knowledge through interdisciplinary initiatives to inform public health practice applying the highest professional and ethical standards.

Objective 1: By July 1, 2018, MPH program core faculty members will increase their engagement in promoting adoption of evidenced-based practices and policies by 10% over the 2012-13 level. Indicator

• Producing and disseminating policy briefs or white papers, providing testimony to federal, state, or community panels on actions for improvement of public health practice, and disseminating “toolkits” and other products for implementation-adoption at the community level.

Objective 2: By July 1, 2018, MPH program core faculty members will increase annual

dissemination product output in peer-reviewed journals and other specified venues by 5% over the 2012-13 level.

Indicators

• Number of manuscripts per person published in professional journals (peer-reviewed and invited publications), books (authored or edited works), and book chapters.

• Number of peer-reviewed and invited presentations at national or international professional meetings and conferences.

Objective 3: By July 1, 2018, MPH program affiliated faculty members will increase their intra-university collaborations for research by 10% over their 2012-13 level.

Indicator

• Number of internally-initiated (by MPH program affiliated faculty members) and externally-initiated (by persons elsewhere in the UW not affiliated with the MPH program) grant/contract applications.

Objective 4: By July 1, 2018, primary and secondary faculty members affiliated with the MPH program will strive to increase its total expenditures of extramural funds by 10% over its 2012-13 level.

Indicators

• Expenditures from federal extramural funds.

• Expenditures from other grants and contracts from all sources (other than federal funding). • Total reimbursed indirect costs

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GOAL 4: The MPH program will enhance its overall capacity to build and sustain the public health workforce by providing an environment that facilitates faculty, staff, and student success.

Objective 1: By July 1, 2018, the MPH program will recognize and support the professional development of faculty, staff and students through recurring, institutionalized mechanisms. Indicators

• Identification of at least three specific initiatives to identify the achievements of faculty, students, and staff.

• Implementation of specific and targeted initiatives that enable professional development and advancement for faculty, students, and staff respectively.

• Adoption of initiatives that foster pride and recognition among faculty, staff, and students. Objective 2: By July 1, 2018, the MPH program will increase its total endowment from private sources by 50% over its 2012-13 level.

Indicators

• Establishment of a Foundation-sponsored sub-account within the UW-SMPH to stimulate targeted fundraising initiatives specifically for the MPH program.

• Establishment of a funding mechanism to create an endowed faculty position for the MPH program.

• Designation of an individual affiliated with the MPH program to collaborate with the UW Foundation on identification of private donors to public health.

Objective 3: By July 1, 2018, the MPH program will increase its number of gross student credit hours generated annually by 20% over its 2012-13 level.

Indicator

• Total gross student credit hours.

• Total head count of MPH degree-seeking students.

Objective 4: By July 1, 2018, the MPH program will establish recurring and institutionalized mechanisms for ongoing contact with alumni.

Indicators

• Tracking participation of alumni as field site preceptors / supervisors. • Establishment of an alumni society of the UW-SMPH MPH program.

• Establishment of local events (e.g., Alumni Day, Homecoming, etc.) to host alumni.

• Establishment of student recruitment mechanisms using local alumni in strategic sites inside and outside of Wisconsin.

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GOAL 5: The MPH program will engage diverse faculty, staff, and students to work toward health equity and social justice, without discrimination, in the world community.

Objective 1: By July 1, 2018, the census of MPH program affiliated faculty who are members of underrepresented racial or ethnic minority groups (African American, Hispanic/Latino, American Indian) will be at least proportionally representative of the State of Wisconsin.

Indicator

• Actual race / ethnicity composition of MPH program affiliated faculty vs. State of Wisconsin census.

Objective 2: By July 1, 2018, the census of MPH program affiliated staff members who are members of underrepresented racial or ethnic minority groups (African American, Hispanic, American Indian) will be at least proportionally representative of the State of Wisconsin. Indicator

• Actual race / ethnicity composition of MPH program affiliated staff members vs. State of Wisconsin census.

Objective 3: By July 1, 2018, the census of MPH program degree-seeking students who are members of underrepresented racial or ethnic minority groups (African American, Hispanic, American Indian) will be at least proportionally representative of the State of Wisconsin. Indicator

• Actual race / ethnicity of MPH program degree-seeking students vs. State of Wisconsin census.

Objective 4: By July 1, 2018, at least 33% of new MPH program degree-seeking students will be non-residents of Wisconsin.

Indicators

• Proportion of new MPH program degree-seeking students from states other than Wisconsin. • Proportion of new MPH program degree-seeking students from countries other than the

United States.

Objective 5: By July 1, 2018, at least 80% of centers/institutes that contribute to the mission of the MPH program will be engaged in one or more research, teaching and/or training initiatives that address an area of health equity or justice in a population defined by race/ethnicity, gender, age, socio-economic status, or community.

Indicator

• Proportion of centers/institutes that contribute to the mission of the MPH Program that are so engaged.

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This original mission statement at the inception of the MPH program was derived by the MPH Program Steering Committee, the principal oversight committee for the MPH program, from the mission statements of the Wisconsin Partnership Initiative, the initial funder of the MPH program, and the University of Wisconsin School of Medicine (and Public Health). Since that time, the MPH Steering Committee and other committees have reviewed the mission statement on an annual basis, making its first major revision in 2008, following a yearlong assessment and planning process.

A second major revision of the mission statement occurred in 2013. Whereas review and revision of this and related entities are ongoing tasks within the MPH program, key individuals involved in their development or refinement included the Director and Deputy Director of the MPH program, members of the MPH Program Steering Committee (administrative leaders from the UW-SMPH, interdisciplinary representatives within the UW-Madison, community-based public health

practitioners, and students), and an external consultant. Whereas this writing group was relatively small and directive, the impetus for revision came from the ongoing and cumulative input by stakeholders such as community partners, field experience preceptors, and faculty members both from within the UW-SMPH, and the many affiliated faculty members outside of the UW-SMPH from whom the MPH program gains so much of its rich content diversity and

expertise. The process was an iterative one, relying initially on refinement of previous MPH program goals and objectives, review and adaptation of ones from other MPH programs around the country, and the “feed-forward” provided by the aforementioned groups of stakeholders. These iterations were examined for "fit" to the MPH program at the University of Wisconsin, by members of the MPH Program Steering Committee, through two-way electronic communication. Concurrently, the mission statement (as well as the vision statement, values, goals, and

objectives) was made available to both primary and secondary faculty members who teach in or have other significant affiliation with the MPH program for their recommendations or tacit

approval. Following incorporation of feedback into written draft statements, the modified entities were examined and discussed at two face-to-face meetings of the Steering Committee, and refined until consensus was reached that they had the properties of relevance, responsiveness, and challenge.

The original goals and objectives for the MPH Program were developed by an interdisciplinary faculty committee consisting of representatives from the health sciences schools and departments on campus. That committee later became the MPH Steering Committee. Subsequent

reassessments and revisions are completed through representation within the MPH committee structure, which includes faculty, staff and students. The MPH Steering Committee reviews the mission, values, goals and objectives at least annually and makes modifications as necessary. The MPH program’s mission and goals are shared in recruitment materials, student handbook,

1.1.e. Description of the manner through which the mission, values, goals and objectives were developed, including a description of how various specific stakeholder groups were involved in their development.

1.1.f. Description of how the mission, values, goals and objectives are made available to the program’s constituent groups, including the general public, and how they are routinely reviewed and revised to ensure relevance.

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the program’s website, and other print and electronic communications. Currently adopted vision, mission, values, and goals will be available for the next recruitment cycle.

The criterion is met.

Strengths: The guiding philosophy – i.e., "Wisconsin Idea" – fosters relevance between the program's mission and the needs of the people of Wisconsin and beyond. The

interdisciplinary nature of the program and the representativeness of its leadership guarantee a broad base of opinions and viewpoints in the creation of programmatic values and goals. The strong connection between "town and gown" is reflected in the MPH program's

commitment to service, education, and the development of a new generation of leaders in public health.

Weaknesses: Because the number of core faculty is relatively small, the MPH program must rely on a large and diverse set of university- and community-based faculty to carry out the professional preparation aspect of its overall mission. Whereas the broad base from which it draws brings a diverse set of backgrounds and skills, it is acknowledged that the "day-to-day" commitment of secondary faculty exists largely outside the control and financial support of the MPH program.

Plans: The expansion of the core faculty is under discussion. Given certain economic

challenges currently in higher education, recruitment of faculty members entirely dedicated to the MPH program is unlikely in the foreseeable future. However, the initiatives described above to seek funds for an endowed position in the MPH program, and to increase

extramural funding to increase "soft money" faculty, are consistent with the desire to expand the core faculty FTE.

1.1.g. Assessment of the extent to which this criterion is met and an analysis of the program’s strengths, weaknesses and plans relating to this criterion.

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1.2 Evaluation. The program shall have an explicit process for monitoring and evaluating its overall efforts against its mission, goals and objectives; for assessing the program’s effectiveness in serving its various constituencies; and for using evaluation results in ongoing planning and decision making to achieve its mission. As part of the evaluation process, the program must conduct an analytical self-study that analyzes performance against the accreditation criteria defined in this document.

The MPH program Deputy Director is the person primarily responsible for monitoring progress against all objectives, identification of data systems, and capture of specific, relevant pieces of information.

A prominent and somewhat unique feature of the UW-Madison’s MPH program is the large number of disciplines with which it has dual degrees (MD-MPH, DVM-MPH, MPA-MPH, PharmD-MPH, JD-PharmD-MPH, DPT-PharmD-MPH, BSN-to-MPH option). Consequently, systems are in place to track instruction, sponsorship, and course credit. Moreover, representatives of leadership from these specific programs are participants in the MPH Program Steering Committee (Table 3), enabling the monitoring and auditing of these inter-college collaborations at a high administrative level. Whereas monitoring community collaborations are somewhat more challenging, most of these collaborations are captured as a result of two data reporting mechanisms: (1) the participation of members of the Community Advisory Committee (Table 6) and participation of preceptors in the field experience component of the MPH degree (Table 21 and Table 22); and (2) the participation of primary and secondary faculty members in community outreach activities as captured on the faculty annual reports that result in reciprocal collaborations in the classroom by community partners in the form of guest lectures.

Students are encouraged, as well as mentored, to participate in the preparation of written products generated by faculty research and service activity. Most of these products are

identifiable through faculty annual reports, a synopsis of which can be found in Appendix 2. The numerous centers, institutes, and sponsored projects in which MPH students may work further enable this creation of scholarly products. Thus, center reports are a further source of this information. Whereas the MPH program has not made a practice of monitoring and counting student publications and other scholarly products, such enumeration is readily captured in the future from the aforementioned sources. As a further illustration of the MPH program’s

commitment to encouraging scholarly writing, a course is offered at least biennially as part of the summer institute that fosters students’ honing of their writing abilities (PHS 650 – Writing for Scholarly Publication).

Because the field experience is an intimately integrated feature of the MPH program, usually coordinated with the capstone project, the identification of high profile or “elite” settings is already monitored. These settings and corresponding capstone reports are presented formally at least

1.2.a. Description of the evaluation processes used to monitor progress against objectives defined in Criterion 1.1.d, including identification of the data systems and responsible parties associated with each objective and with the evaluation process as a whole. If these are common across all objectives, they need be described only once. If systems and responsible parties vary by objective or topic area, sufficient information must be provided to identify the systems and

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twice per year as the MPH Symposium for which there are published programs that are printed and archived.

Whereas MPH program primary and secondary faculty members are engaged formally and informally in continuing education and workforce development initiatives (Table 43), there has not been a mechanism in place at the UW-Madison for capturing these activities with a high degree of specificity with respect to the MPH program. The activities of secondary program faculty members are especially challenging to track inasmuch as their primary role may be in another (oftentimes, non-public health) discipline. However, a greater awareness of this faculty role has been created for primary faculty members and a performance expectation communicated; moreover, we anticipate that identification of critical workforce development opportunities will be made aware to us by way of the MPH program’s Community Advisory Committee to which MPH program faculty can be responsive.

The deployment of MPH program core faculty members on a UW-SMPH or UW-Madison committee or task force is captured through three existing mechanisms: (1) the faculty annual reports; (2) the faculty annual assignment that is determined by the head of the faculty member’s academic unit; and (3) the minutes of standing and ad hoc committees and task forces that are distributed electronically or posted online. Table 8 illustrates that a tracking mechanism already reports faculty deployment in work groups around the University.

Tracking and monitoring the deployment of faculty members in editorial positions with respect to the professional literature, in leadership positions in local, state, national, or international

organizations, or in highly placed boards, review committees, or expert panels is captured in faculty annual reports and occasionally reported in such publications as Quarterly, the magazine for alumni, friends, faculty, and students of the University of Wisconsin School of Medicine and Public Health

Faculty members’ production of scholarly publications, scholarly presentations, white papers, invited speeches, and so on is provided through an existing mechanism, the annual faculty report. Such reporting is demonstrated for the MPH program core faculty members in Appendix 2.

Consequently, the capturing of a baseline figure and tracking is readily part of the MPH program’s performance procedures already.

The scope, nature, funding level, and source for all grants and contracts are monitored routinely as part of the MPH program’s operation. Some of this monitoring may occur outside of the MPH program’s host department, but is available as demonstrated by current figures reported in Table 43.

To date there is no established mechanism for tracking improvements in the work environment. As a strategic five-year goal that has been set for the MPH program only in recent months (September 2013) these monitoring and charting activities are still under discussion.

Inasmuch as we keep a detailed record of our field site supervisors, preceptors, and student mentors, the identification of alumni will be a natural and relatively easy task to initiate. From increasing contact with the alumni by the MPH Program Director or Deputy Director, the establishment of a formal alumni group and coordinating activities is expected to follow.

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Gross student credit hours are monitored at the level of Department and School. An increase in the size of the MPH cohort, presently at ~40 students per year (head count), but expected to rise to 50 or more, will increase student credit hours and these will be tracked centrally.

Whereas having a diverse faculty and student body is a challenge for a relatively young program that resides in a state that has smaller ethnic and racial minorities that many other states, the MPH program is committed to tracking the representativeness of its student body, faculty, and staff versus the campus, the community, the state, and the nation. An illustration of its current monitoring/tracking is seen in Table 16. Human Resources personnel approve and monitor faculty recruitment procedures to enhance the likelihood of attracting a diverse candidate pool.

Following is a table which includes the objectives defined in Criterion 1.1.d, the indicators that have been identified and the data systems associated with each objective.

Table 1. Evaluation of Strategic Goals and Objectives - Indicators, Data Sources, and Methods

Objective Indicators Data Source Method(s) of Collection

Additional Information Goal 1: The MPH Program will advance a teaching-learning community that leverages its interdisciplinary focus and nurtures research/discovery, leadership and ethical practice for faculty and students to help build and maintain a competent, professionally-prepared public health workforce.

Objective 1: By July 1, 2018, the MPH program will increase its interdisciplinary and community collaborations for teaching by 10% over its 2012-13 level. Number of inter-college collaborations across disciplines for teaching (e.g., instructors, co-sponsorship of courses, dual-degree programs, etc.). Student Handbook, Approved Electives List, Course Guide, Course Syllabi, Faculty CVs

Staff Review Faculty Self-report

Number and diversity of community collaborators for teaching.

Student Handbook, Approved Electives List, Course Guide, Course Syllabi Staff Review Objective 2: By July 1, 2018, MPH program primary faculty members will increase opportunities for creation of research products with students by 10% over their 2012-13 level. Number of peer-reviewed publications with students as a co-author. Faculty CV’s, Annual Activity Reports Faculty Self-report Number of presentations at state, regional, national, or international professional conferences with students as a co-author. Faculty CVs, Annual Activity Reports Faculty Self-report Number of policy briefs, white papers, technical reports, etc. with student as a co-author.

Faculty CVs, Annual Activity Reports

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Table 1 Continued. Evaluation of Strategic Goals and Objectives - Indicators, Data Sources, and Methods

Additional Information Goal 1 Continued: The MPH Program will advance a teaching-learning community that leverages its interdisciplinary focus and nurtures research/discovery, leadership and ethical practice for faculty and students to help build and maintain a competent, professionally-prepared public health workforce.

Objective 3: By July 1, 2018, the MPH program will increase opportunities for leadership development for students by 10% over its 2012-13 level. Proportion of student field experiences in "elite" leadership settings such as public health-related professional organizations, legislative settings, or similar leadership venues that advocate for public health or influence policy creation and adoption.

Field Experience Database

Staff Review “Elite” leadership settings include the Centers for Disease Control and Prevention (CDC), National Centers such as the USGS Wildlife Center, the World Health Organization, and the Wisconsin Department of Health Services Objective 4: By July 1, 2018, MPH program will increase its sponsorship of and participation in continuing education and workforce development programs by 5% over 2012-13 levels. Number of MPH program-sponsored continuing education and workforce development programs. MPH Program Fliers, Weekly Update, other promotional materials Number of continuing education and workforce development programs in which MPH program primary faculty participate Faculty CVs and Annual Activity Reports Faculty Self-Report

Objective Indicators Data Source Method(s) of

Collection

Additional Information Goal 2: Faculty Members affiliated with the MPH Program will engage in service and partnerships with the University, the profession, and the world.

Objective 1: By July 1, 2018, all core MPH program faculty members will serve annually on at least one SMPH or UW-Madison committee or task force.

Proportion of MPH program core faculty members on a SMPH or UW-Madison committee or task force. Faculty CVs and Annual Activity Reports

Faculty Self-Report Currently the program captures the information related to this objective for Primary PH Faculty only, but will expand to include PH Program Faculty in future years.

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Additional Information

Goal 2 Continued: Faculty Members affiliated with the MPH Program will engage in service and partnerships with the University, the profession, and the world.

Objective 2: By July 1, 2018, all MPH program core faculty members will be engaged on an annual basis in leadership service to a professional organization with a public health mission – locally, nationally, or globally – through one or more of the following activities:

Serving as editor-in-chief, subordinate or specialty editor, or member of an editorial board for a professional, peer-reviewed journal. Faculty CVs and Annual Activity Reports Faculty Self-Report Holding a leadership position (e.g., officer, committee chair, etc.) as part of a

professional organization with a public health mission.

Faculty CVs and Annual Activity Reports

Faculty Self-Report

Carrying out one or more of the following roles: (a) participant of a review panel or study section for a government agency that presents grant awards; (b) member of a review panel that recommends fellowships or scholarships to students awarded by professional organizations; (c) member of a scientific advisory board for a professional or governmental organization; (d) a committee or board whose actions influence discovery, policy, or practice; or (e) any activity that fulfills a similar conceptual role. Faculty CVs and Annual Activity Reports Faculty Self-Report Objective 3: By July 1, 2018, all MPH program core faculty members will be engaged on an annual basis in community service locally, nationally, or globally. Proportion of MPH program core faculty members

participating in activities including, but not limited to, a committee or board at the local, national, and/or global community level. Faculty CVs and Annual Activity Reports Faculty Self-Report

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Additional Information Goal 3: Faculty members affiliated with the MPH Program will create and disseminate new knowledge through interdisciplinary initiatives to inform public health practice.

Objective 1: By July 1, 2018, the MPH program affiliated faculty members will increase their engagement in promoting adoption of evidenced-based practices and policies by 10% over the 2012-13 level. Producing and disseminating policy briefs or white papers, providing testimony to federal, state, or community panels on actions for improvement of public health practice, and disseminating “toolkits” and other products for implementation-adoption at the community level. Faculty CVs and Annual Activity Reports

Faculty Self-Report Currently the program captures the information related to this objective for Primary PH Faculty only, but will expand to include PH Program Faculty in future years. Objective 2: By July 1, 2018, MPH program affiliated faculty members will increase annual dissemination product output in peer-reviewed journals and other specified venues by 5% over the 2012-13 level. Number of manuscripts per person published in professional journals (peer-reviewed and invited publications), books (authored or edited works), and book chapters. Faculty CVs and Annual Activity Reports Faculty Self-Report Number of peer-reviewed and invited presentations at national or international professional meetings and conferences. Faculty CVs and Annual Activity Reports Faculty Self-Report Objective 3: By July 1, 2018, MPH program affiliated faculty members will increase their intra-university collaborations for research by 10% over their 2012-13 level. Number of internally-initiated (by MPH program affiliated faculty members) and externally-initiated (by persons elsewhere in the UW not affiliated with the MPH program) grant/contract applications. Faculty CVs and Annual Activity Reports Faculty Self-Report

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Collection

Additional Information Goal 3 Continued: Faculty members affiliated with the MPH Program will create and disseminate new knowledge through interdisciplinary initiatives to inform public health practice.

Objective 4: By July 1, 2018, the MPH program will strive to increase its total expenditures of extramural funds by 10% over its 2012-13 level. Expenditures from federal extramural funds. Faculty CVs and Annual Activity Reports Faculty Self-Report Expenditures from other grants and contracts from all sources (other than federal funding). Faculty CVs and Annual Activity Reports Faculty Self-Report Total reimbursed indirect costs Departmental grants databases Staff Review

Collection

Additional Information Goal 4: The MPH program will enhance its overall capacity to build and sustain the public health workforce by providing an environment that facilitates faculty, staff, and student success

Objective 1: By July 1, 2018, the MPH program will recognize and support the professional development of faculty, staff and students through recurring, institutionalized mechanisms.

Identification of at least three specific initiatives to identify the achievements of faculty, students, and staff. Program announcements, weekly update, and website

Staff Review Existing initiatives: PH Program Faculty/Instructor of the Year Award, Patrick Remington Distinguished Capstone Paper Award, Delta Omega Chapter Implementation of specific and targeted initiatives that enable professional development and advancement for faculty, students, and staff respectively. Program announcements, weekly update, and website

Staff Review Existing initiative(s): Student travel stipend

Adoption of

initiatives that foster pride and

recognition among faculty, staff, and students.

Program announcements, weekly update, and website

Staff Review Existing initiative(s): Semi-annual Public Health Symposia

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Collection

Additional Information Goal 4 Continued: The MPH program will enhance its overall capacity to build and sustain the public health workforce by providing an environment that facilitates faculty, staff, and student success

Objective 2: By July 1, 2018, the MPH program will increase its total endowment from private sources by 50% over its 2012-13 level. Establishment of a Foundation-sponsored sub-account within the UW-SMPH to stimulate targeted fundraising initiatives

specifically for the MPH program.

This objective is a new strategic initiative within the Program and is a result of the self-study process.

Designation of an individual affiliated with the MPH program to

collaborate with the UW Foundation on identification of private donors to public health. Objective 3: By July 1, 2018, the MPH program will increase its number of gross student credit hours generated annually by 20% over its 2012-13 level.

Total gross student credit hours.

Student database Staff review

Total head count of MPH degree-seeking students.

Student database Staff review

Objective 4: By July 1, 2018, the MPH program will establish recurring and institutionalized mechanisms for ongoing contact with alumni. Tracking participation of alumni in annual giving to the MPH program.

Alumni database Student Services Coordinator/staff

This objective is a new strategic initiative within the Program and is a result of the self-study process. Tracking

participation of alumni as field site preceptors / supervisors.

Alumni database Community Engagement Coordinator

Establishment of an alumni society of the UW-SMPH MPH program.

Establishment of local events (e.g., Alumni Day, Homecoming, etc.) to host alumni.

Establishment of student recruitment mechanisms using local alumni in strategic sites inside and outside of Wisconsin.

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Collection

Additional Information Goal 5: The MPH program will engage diverse faculty, staff and students to work toward health equity and social justice, without discrimination in the world community.

Objective 1: By July 1, 2018, the census of MPH program affiliated faculty who are members of underrepresented racial or ethnic minority groups (African American, Hispanic, American Indian) will be at least proportionally representative of the State of Wisconsin.

Actual race / ethnicity composition of MPH program affiliated faculty vs. State of Wisconsin census.

Faculty Database Staff Review

Objective 2: By July 1, 2018, the census of MPH program affiliated staff members who are members of underrepresented racial or ethnic minority groups (African American, Hispanic, American Indian) will be at least proportionally representative of the State of Wisconsin.

Actual race / ethnicity composition of MPH program affiliated staff members vs. State of Wisconsin census.

Staff database Staff review

Objective 3: By July 1, 2018, the census of MPH program degree-seeking students who are members of underrepresented racial or ethnic minority groups (African American, Hispanic, American Indian) will be at least proportionally representative of the State of Wisconsin.

Actual race / ethnicity of MPH program degree-seeking students vs. State of Wisconsin census.

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Collection

Additional Information Goal 5 Continued: The MPH program will engage diverse faculty, staff and students to work toward health equity and social justice, without discrimination in the world community.

Objective 4: By July 1, 2018, at least 33% of new MPH program degree-seeking students will be non-residents of Wisconsin. Proportion of new MPH program degree-seeking students from states other than Wisconsin.

Student Database Staff Review Efforts are underway to establish an “identity” or “brand” for the MPH program that demonstrates its uniqueness and strengths relative to other programs Proportion of new MPH program degree-seeking students from countries other than the United States.

Student Database Staff Review

Objective 5: By July 1, 2018, at least 80% of centers/institutes that contribute to the mission of the MPH program will be engaged in one or more research, teaching and/or training initiatives that address an area of health equity or justice in a population defined by race/ethnicity, gender, age, socio-economic status, or community. Proportion of centers/institutes that contribute to the mission of the MPH Program that are so engaged. Field Work Database, Capstone papers, community proceedings, teaching, service, research Staff Review

New goals and objectives for the MPH program were recently established by faculty and the MPH program leadership team and approved by the MPH Steering Committee (September 2013). Consequently, reports concerning data collection and analysis and subsequent specific actions are limited at this time. That point notwithstanding, comments, evaluation, feedback, and other quantitative data are collected from a variety of sources to gauge the level of successful achievement of the program’s mission, goals, and objectives. Whereas the current goals,

objectives, and indicators have been derived only recently, as Table 1 shows in columns 3 and 4, we have put some thought into relying as much as possible on existing data sources and data

1.2.b. Description of how the results of the evaluation processes described in Criterion 1.2.a are monitored, analyzed, communicated and regularly used by managers responsible for enhancing the quality of programs and activities.

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collection methods. Historically, feedback is first reviewed by the MPH program’s Director and Deputy Director, discussed at one of the regularly scheduled staff meetings, and then assigned to the appropriate committee for detailed examination. This process occurs at least annually

although action requiring greater urgency is possible. If programmatic or policy changes are deemed necessary, the MPH program staff creates a plan for the change in policy or procedure and the proposed change is presented to the appropriate committee(s) for review, and

subsequently, to the MPH Steering Committee for action. Once it is approved, the MPH program enacts the change in process and policy. The committee process is a time-honored approach to faculty governance at the University of Wisconsin-Madison that offers both opportunity and inclusiveness. Following are several examples of how the systematic approach to evaluation has been implemented to improve MPH program performance.

• Strategic Planning: In 2010, the MPH Steering Committee appointed a group of stakeholders to engage in a strategic planning process taking into consideration the quantitative and qualitative data that are collected. This ad hoc Strategic Planning

Committee identified strengths and weaknesses of the program, and as a result, identified two overarching aims: (1) to increase the annual cohort size by 50%, for enhancing the on-campus curriculum and student life; and (2) to expand to a new audience through distance-based and blended technology. As a result of this vital analysis, the MPH program has increased the resources and emphasis towards student recruitment, has modified the curriculum to require all students to complete at least one 3-credit methods course, and has begun to develop a 12-credit hour certificate program in leadership for the public health workforce.

• Environmental Health Core Course: Student evaluations of the core courses are

completed on an annual basis. Students regularly expressed concerns about the required Environmental Health course. A number of options were attempted, but achieved only modest success. During spring 2012, two faculty members and the MPH program’s Deputy Director worked with an MPH graduate student to develop the new core course. An extensive evaluation of the existing environmental health courses on campus, a scan of the required courses at top Schools of Public Health, student focus groups, a literature review, and careful analysis of the syllabus by the MPH Curriculum Committee throughout its development led to a new course which was first delivered in spring 2013. Student and faculty review of the course continues and the course has been modified for spring 2014. This new option provides students with the opportunity for a smaller class size, more interaction and analysis, and a more student directed approach to this topic area. • Capstone Experience and Committee: In 2008, based on feedback from faculty and

students, the MPH program modified the requirements for the culminating experience to include all students to complete a capstone presentation, capstone paper, and oral defense. Each student is required to have a capstone committee, consisting of three members. Through faculty feedback received in discussions at Public Health Program Faculty meetings and from preceptors, program leaders were concerned about the consistency in quality of the capstone papers. The MPH program implemented a systematic review of 25 randomly selected papers over a three-year period by an independent consultant identified as a leader in academic public health who concluded that overall, the capstone papers were of high quality. However, the consultant

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• UW Joint Review: The UW-Madison requires a University-based internal review of all new programs after five years. The MPH program was due for review in 2010; however during that academic year the UW was making changes to the review process. Therefore, the MPH program was reviewed during the academic year 2012-13. The process requires a self-study and a systematic review of the program by three tenured University faculty members and a representative of the MPH program. Upon the completion of the review, the team recommended to the University’s Academic Planning Council that the program was of high quality and should be continued. The review team suggested that the MPH program continue to address the need for a more diverse faculty or staff.

• A recent specific example (also identified in Table 1) of the data collection-feedback and self-study processes was the need to establish a dedicated account under the auspices of the University of Wisconsin Foundation that was specific to the MPH program. Foundation monies are the most “flexible” funds within the University of Wisconsin System in that they can support scholarships, travel, and new initiatives that may benefit faculty, staff, or students. Prior to the time of preparing this report, the principal Foundation-related account was centralized in the UW-SMPH and MPH program personnel did not have unilateral access to its funds.

• A further example of using data, specifically, our enrollment and student profile data, has inspired an undertaking to “brand” the MPH program based on its uniqueness and

program strengths (e.g.,numerous joint degree options) to attract a more diverse group of students from outside of Wisconsin, and potentially, outside of the United States (Goal 4, Objective 4, Table 1).

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Table 2. MPH Program Performance on Measureable Objectives for the Past Three Years

*Shading indicates new objective/target for which indicators have not been collected

GOAL 1: The MPH program will advance a teaching-learning community that leverages its interdisciplinary focus and nurtures research/discovery, leadership, and ethical practice for faculty and students to help build and maintain a competent, professionally-prepared public health workforce.

Outcome Measure Target Indicator 2010 2011 2012 2013

Objective 1: By July 1, 2018, the MPH program will increase its interdisciplinary and community

collaborations for teaching by 10% over its 2012-13 level.

18 Number of inter-college

collaborations across disciplines for teaching (e.g., co-instructors, co-sponsorship of courses, dual-degree programs, etc.).

Dual Degrees = DD, Cross-listed Courses = CR Courses, Co-Instructed = CI 5 DD 9 CR Courses 2 CI 5 DD 9 CR Courses 2 CI 6 DD 9 CR Courses 2 CI 6 DD 9 CR Courses 1 CI

3 Number and diversity of community collaborators for teaching.

Obesity Prevention – Fall 2010, 2011, 2012 (Meinen)

Monitoring Population Health – Fall 2010,2011, 2013 (Beck 2010, Rohan 2011, 2013) Communicating PH Effectively – 2010, 2011, 2012, 2013 (Bussalachi) 3 3 2 2 Objective 2: By July 1, 2018, MPH program primary faculty members will increase opportunities for creation of research products with students by 10% over their 2012-13 level.

6 Number of peer-reviewed publications with students as a co-author.

2 3 6 5

15 Number of presentations at state, regional, national, or international professional conferences with students as a co-author.

12 14 12 4

4 Number of policy briefs, white papers, technical reports, etc. with student as a co-author.

1 2 7 3

1.2.c. Data regarding the program’s performance on each measurable objective described in Criterion 1.1.d must be provided for each of the last three years. To the extent that these data duplicate those required under other criteria (eg, 1.6, 2.7, 3.1, 3.2, 3.3, 4.1, 4.3, or 4.4), the program should

parenthetically identify the criteria where the data also appear. See CEPH Outcome Measures Template.

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Table 2 Continued. MPH Program Performance on Measureable Objectives for the Past Three Years

*

GOAL 1 Continued: The MPH program will advance a teaching-learning community that leverages its

interdisciplinary focus and nurtures research/discovery, leadership, and ethical practice for faculty and students to help build and maintain a competent, professionally-prepared public health workforce.

Objective 3: By July 1, 2018, the MPH program will increase opportunities for leadership development for students by 10% over its 2012-13 level.

10 Proportion of student field experiences in "elite" leadership settings such as public health-related professional

organizations, legislative settings, or similar leadership venues that advocate for public health or influence policy creation and adoption.

13 8 9 8

Objective 4: By July 1, 2018, MPH program will increase its sponsorship of and participation in continuing education and workforce development programs by 5% over 2012-13 levels.

6 Number of MPH program-sponsored continuing education and workforce development programs.

4 3 6

5 Number of continuing education and workforce development programs in which MPH program primary faculty participate

24 21 10 5

GOAL 2: Faculty members affiliated with the MPH program will engage in service and partnerships with the University, the profession, and the world community.

Objective 1: By July 1, 2018, all core MPH program faculty members will serve annually on at least one UW-SMPH or UW-Madison committee or task force.

5 Proportion of MPH program core faculty members on a UW-SMPH or UW-Madison committee or task force.

5/5 5/5 5/5 5/5

Objective 2: By July 1, 2018, all MPH program core faculty members will be engaged on an annual basis in leadership service to a professional organization with a public health mission – locally, nationally, or globally – through one or more of the following activities:

5 Serving as editor-in-chief, subordinate or specialty editor, or member of an editorial board for a professional, peer-reviewed journal.

2 2 2 2

Holding a leadership position (e.g., officer, committee chair, etc.) as part of a professional organization with a public health mission.

8 8 9 9

Carrying out one or more of the following roles: (a) participant of a review panel or study section for a government agency that presents grant awards; (b) member of a review panel that recommends fellowships or scholarships to students awarded by professional organizations; (c) member of a scientific advisory board for a professional or governmental organization; (d) a committee or board whose actions influence discovery, policy, or practice; or (e) any activity that fulfills a similar conceptual role.

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GOAL 3: Faculty members affiliated with the MPH program will create and disseminate new knowledge through interdisciplinary initiatives to inform public health practice applying the highest professional and ethical standards.

Objective 1: By July 1, 2018, the MPH program affiliated faculty members will increase their engagement in promoting adoption of evidenced-based practices and policies by 10% over the 2012-13 level.

3 Producing and

disseminating policy briefs or white papers, providing testimony to federal, state, or community panels on actions for improvement of public health practice, and disseminating “toolkits” and other products for

implementation-adoption at the community level.

2 4 1 2

Objective 2: By July 1, 2018, MPH program affiliated faculty members will increase annual dissemination product output in peer-reviewed journals and other specified venues by 5% over the 2012-13 level.

4 Number of manuscripts per person published in professional journals (peer-reviewed and invited publications), books (authored or edited works), and book chapters.

3 3 3 3

Number of peer-reviewed and invited presentations at national or international professional meetings and conferences.

4 4 4 4

Objective 3: By July 1, 2018, MPH program affiliated faculty members will increase their intra-university collaborations for research by 10% over their 2012-13 level.

Number of internally-initiated (by MPH program affiliated faculty members) and externally-initiated (by persons elsewhere in the UW not affiliated with the MPH program)

grant/contract applications.

GOAL 2 Continued: Faculty members affiliated with the MPH program will engage in service and partnerships with the University, the profession, and the world community.

Objective 3: By July 1, 2018, all MPH program core faculty members will be engaged on an annual basis in community service locally, nationally, or globally.

5 Proportion of MPH program core faculty members participating in activities including, but not limited to, a committee or board at the local, national, and/or global community level.

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GOAL 3 Continued: Faculty members affiliated with the MPH program will create and disseminate new knowledge through interdisciplinary initiatives to inform public health practice applying the highest professional and ethical standards.

Objective 4: By July 1, 2018, the MPH program will strive to increase its total expenditures of extramural funds by 10% over its 2012-13 level.

$26,000,000 Expenditures from federal extramural funds.

$23,832,784 $18,027,085 $16,788,224

$2,500,000 Expenditures from other grants and contracts from all sources (other than federal funding).

$2,283,805 $2,003,009 $1,660,374

$28,500,000 Total reimbursed indirect costs

$26,116,589 $20,030,094 18,448,598

GOAL 4: The MPH program will enhance its overall capacity to build and sustain the public health workforce by providing an environment that facilitates faculty, staff, and student success.

Objective 1: By July 1, 2018, the MPH program will recognize and support the professional development of faculty, staff and students through recurring, institutionalized mechanisms.

3 Identification of at least three specific initiatives to identify the achievements of faculty, students, and staff.

PH Faculty of the Year – 2009; Patrick Remington Distinguished Capstone Paper Award – 2012; Delta Omega Chapter - 2013

1 1 2 3

Implementation of specific and targeted initiatives that enable professional development and advancement for faculty, students, and staff respectively.

3 3 3 3

Adoption of initiatives that foster pride and recognition among faculty, staff, and students. Public Health Symposia – 2006, PH Faculty of the Year – 2009; Patrick Remington Distinguished Capstone Paper Award – 2012; Delta Omega Chapter - 2013

1 2 3 4

Objective 2: By July 1, 2018, the MPH program will increase its total endowment from private sources by 50% over its 2012-13 level.

Establishment of a Foundation-sponsored sub-account within the UW-SMPH to stimulate targeted fundraising initiatives specifically for the MPH program.

Designation of an individual affiliated with the MPH program to collaborate with the UW Foundation on identification of private donors to public health.

Objective 3: By July 1, 2018, the MPH program will increase its number of gross student credit hours

generated annually by 20% over its 2012-13 level.

1200 Total gross student credit hours. 1039 1024 981 970

115 Total head count of MPH degree-seeking students.

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GOAL 4 Continued: The MPH program will enhance its overall capacity to build and sustain the public health workforce by providing an environment that facilitates faculty, staff, and student success.

Objective 4: By July 1, 2018, the MPH program will establish recurring and institutionalized mechanisms for ongoing contact with alumni.

Tracking participation of alumni in annual giving to the MPH

program.

Tracking participation of alumni as field site preceptors / supervisors.

Establishment of an alumni society of the UW-SMPH MPH program.

Establishment of local events (e.g., Alumni Day, Homecoming, etc.) to host alumni.

Establishment of student recruitment mechanisms using local alumni in strategic sites inside and outside of Wisconsin.

GOAL 5: The MPH program will engage diverse faculty, staff, and students to work toward health equity and social justice, without discrimination, in the world community.

Objective 1: By July 1, 2018, the census of MPH program affiliated faculty who are members of

underrepresented racial or ethnic minority groups (African American, Hispanic, American Indian) will be at least proportionally representative of the State of Wisconsin.

8% Actual race / ethnicity composition of MPH program affiliated faculty vs. State of Wisconsin census.

2.89% 2.89% 4.34% 5.79%

Objective 2: By July 1, 2018, the census of MPH program affiliated staff members who are members of

underrepresented racial or ethnic minority groups (African American, Hispanic, American Indian) will be at least proportionally representative of the State of Wisconsin.

8% Actual race / ethnicity composition of MPH program affiliated staff members vs. State of Wisconsin census.

0% 0% 0% 0%

Objective 3: By July 1, 2018, the census of MPH program degree-seeking students who are members of underrepresented racial or ethnic minority groups (African American, Hispanic, American Indian) will be at least proportionally

representative of the State of Wisconsin.

8%

Actual race / ethnicity of MPH program degree-seeking students vs. State of Wisconsin census.

Accreditation Self-Study of the MPH Program