COLLEGE OF PUBLIC HEALTH
FINal SelF-STUDY rePorT
SUBMITTeD To: THe CoUNCIl oN eDUCaTIoN For PUBlIC HealTH (CePH)
DeCeMBer 18, 2014
SELF-STUDY REPORT AND RESOURCE FILES ARE AVAILABLE AT:
WWW.KENT.EDU/PUBLICHEALTH/ABOUT/ACCREDITATION.CFM
Table of Contents
Criteria Title Page Number
1.0 The College of Public Health
1.1 Mission ... 1
1.2 Evaluation ... 7
1.3 Institutional Environment ... 15
1.4 Organization and Administration... 19
1.5 Governance ... 25
1.6 Fiscal Resources ... 35
1.7 Faculty and Other Resources ... 41
1.8 Diversity ... 51
2.0 Instructional Programs 2.1 Degree Offerings ... 63
2.2 Program Length ... 71
2.3 Public Health Core Knowledge ... 73
2.4 Practical Skills ... 75
2.5 Culminating Experience ... 81
2.6 Required Competencies ... 83
2.7 Assessment Procedures ... 107
2.8 Other Graduate Professional Degrees ... 115
2.9 Bachelor of Science Degree in Public Health ... 117
2.10 Other Bachelors’ Degrees ... 123
2.11 Academic Degrees... 125
2.12 Doctoral Degrees ... 127
2.13 Joint Degrees ... 141
2.14 Distance Education or Executive Degrees Programs ... 143
3.0 Creation, Application, and Advancement of Knowledge 3.1 Research ... 147
3.2 Service ... 177
3.3 Workforce Development ... 199
RESOURCE FILES INDEX 1.1 Mission
1.1.e. Retreats College and Department
Department Chairs Retreat Minutes August 6, 2013
Faculty Retreat Enhancing Faculty Research Roundtable Fall 2014 Health Policy and Management Retreat August 2014
1.1.c. Our Voices, Our Vision- Academic Affairs Strategic Plan 1.3 Institutional Environment
1.3.a. Kent State University Accrediting Bodies
1.3.b. Kent State University Academic Leadership Organizational Chart 2014-2015 1.3.b. Kent State University Administrative Leadership Organizational Chart 2014-2015 1.4 Organization and Administration
1.4.a. Organizational Charts November 2014 1.5 Governance
1.5.a. Department Meeting Minutes
Biostatistics, Environmental Health Sci., & Epidemiology Faculty Meeting Minutes 2014 Health Policy and Management Faculty Meeting Minutes November 2013 August 2014 Social and Behavioral Sciences Faculty Meeting Minutes 2014
1.5.a. External Advisory Committee
External Advisory Committee Members List November 2014 External Advisory Committee Combined Curricula Vitae 1.5.a. Standing Committee Minutes
College Advisory Committee Meeting Minutes 2013 College Advisory Committee Meeting Minutes 2014
College Diversity and Inclusion Committee Meeting Minutes 2014 College Graduate Curriculum Committee Minutes 2013-2014 College Graduate Curriculum Committee Minutes December 2014 College of Public Health Executive Committee Minutes December 1, 2014
College of Public Health Executive Committee Minutes March 2014-November 2014 College Undergraduate Curriculum Committee Minutes 2013-2014
Professional Advisory Committee (PAC) Meeting Minutes October 22, 2014
Undergraduate Environmental Sci Professional Advisory Committee Minutes 2013-2014 1.5.c. College of Public Health Handbook
1.7 Faculty and Other Resources
1.7.b. Template 1.7.2 Faculty Students & Student Faculty Ratios Dept (11/19/14) 1.7.d. CPH Floor Plans Dedicated Space
1.7.e. Floor Plans Centennial Park & DeWeese Health Center 1.7.e. Lab Equipment Description & Site
1.8 Diversity
1.8.a. Diversity Scorecard
AY13-14 PH Historical Trends Kent Campus Feb 2014
AY 13-14 University-Wide Historical Trends Kent Campus Feb 2014 BSPH MPH Degrees Awarded AALANA Gender with Summer 2014 Update KSU Historical Trend Enrollment with Fall 2014 Update
PH Historical Trend Enrollment with Fall 2014 Update 1.8.f. Diveristy & Inclusion Committee
AALANA Diversity Symposium April 2015
Diversity and Inclusion Committee Meeting Minutes December 5, 2014 2.1 Degree Offerings
2.1.a. Course Schedules BST Course Schedules
BST 2011-2012, 2012-2013, 2013-2014, Fall 2014 EHS Course Schedules
EHS 2011-2012, 2012-2013, 2013-2014, Fall 2014 EPI Course Schedules
EPI 2011-2012, 2012-2013, 2013-2014, Fall 2014 HPM Course Schedules HPM 2011-2012, 2012-2013, 2013-2014, Fall 2014 PH Course Schedules PH 2011-2012, 2012-2013, 2013-2014, Fall 2014 SBS Course Schedules SBS 2011-2012, 2012-2013, 2013-2014, Fall 2014 2.1.a. Resource Files
BSPH Syllabi
BSPH Conc Syllabi
Environmental & Occupational Health Saftey Conc Syllabi
Environmental & Occupational Health Safety Conc Statement
Environmental Health Conc Syllabi
PH30009 Environmental Health & Safety Regs & Policy Spring15 PH30101 Solid & Haz Wast Mgmt HartFall14
PH30102 Air Quality & Pollution Control Lee Spring14 PH30103 Food Protection Spring15
PH30105 Water & Wastewater Mgmt Hart Spring14 PH30106 Environment Toxicology Eastly Fall14
PH41000 Environmental & Occupational Health & Safety Mngt PH42092 Environmental Occupational Health Safety Intern Course Desc
Global Health Conc Syllabi
Health Svcs Admin Conc Syllabi
PH30015 US Health Care System Online Spring14
PH44005 Legal Aspects Health Services Management Brewer Spring14
PH44010 PH Planning & Fin Online Spieler Spring14
PH44015 PH Management Tavallali Fall13
PH44020 Public Health Ethics Practice Policy Research
PH44025 Principles of Public Health Leadership
PreMedicine, Dental, Osteopathy Conc Syllabi
PreMedicine Dental Osteopathy Core Syllabi Statement
Prevention & Preparedness Conc Syllabi
PH30040 Public Health Safety Security& Emergency Prepared PH40020 Disaster Preparedness
PH40040 Forensic Epidemiology
PH40050 Public Health & First Resp Linkages BSPH Core Syllabi
PH10001 Introduction to Public Health Beechey Spring 2013
PH10001-003 Introduction to Public Health Online Ossai Spring 2014
PH10002 Intro to Global Health Allen Fall 2013
PH20001 Essentials of Epidemiology Beaird Spring 2014
PH20001 Essentials of Epidemiology Online Full Term Phillips Spring 2014
PH30002-001 Intro Biostatistics Eng Spring2014
PH30002-002 Introductory Biostatistics Online Full Term Eng Spring 2014
PH30004 Public Health Research Stephens Spring 2014
PH30004-002 Public Health Research Online Full Term Stephens Spring 2014
PH30005-001 SBS Theories in PH Budnik Fall2013
PH30005-004 Soc & Beh Science Theories Online Budnik Spring 2014
PH30006-001 Intro to Environmental Health & Safety Hart Spring 2014
PH30006-003 Intro to Env Health & Safety Online Stedman-Smith Spring 2014
PH30007 Prevention and Control of Disease Woolverton Spring 2014
PH30007-002 Prevention and Control of Disease Online Tillison Spring 2014
PH30012-001 Communicable Diseases Bhatta Fall 2013
PH30012-002 Communicable Diseases Online Kasim Spring 2014
PH30014-002 Strategies for Prevention in PH Online Bhargava Spring 2014
PH30033-001 PH Policy and Decision Making Brewer Spring 2014
PH30033-003 PH Policy and Decision Making Online Brewer Spring 2014
PH44000-002 Health Disparities Writing Intensive Online Bhargava Spring 2014
PH44000-003 Health Disparities Bhargava Spring 2014
PH 49000-002 Capstone Experience in PH Online Stedman-Smith Spring 2014
MPH Syllabi
BST Concentration Required Courses Syllabi
BST 63012-001 Survival Analysis in Public Health Syllabus Grey Spring 2013 BST 63013-001 Experimental Designs in PH Research Syllabus Grey Spr 2014 BST 63014-83014 Appl Regress Analysis of PH Data Syllabus Cheruvu Fall 2013 EPI 63016 Principles of Epidemiologic Research Syllabus Bhatta Spring 2014 EPI 63034 Longitudinal Analysis Syllabus Cheruvu Spring 2013
EHS Concentration Required Courses Syllabi
EHS 53009 Emerging Env Health Issues & Response Syllabus Spring 2013 EHS 53012-001 Enviro & Occupational Health Syllabus Stedman-Smith Fall 2013 EHS 63010 Applied Risk Assessment Syllabus Leber Spring 2014
EHS 63011 Application of Risk Analysis in Env Health Woolverton Spring 2014 EPI 63016 Principles of Epidemiologic Research Research Bhatta Spring 2014
EPI Concentration Required Courses Syllabi
BST 63014 Applied Regression Analysis of PH Data Syllabus Cheruvu Fall 2013 EPI 63014 Epidemiology of Chronic Diseases Zullo Spring 2014
EPI 63015-001 Epidemiology of Infectious Diseases Smith Spring 2014 EPI 63016 Principles of Epidemiologic Research Bhatta Spring 2014 EPI 63017 Epidemiological Analysis Phillips Fall 2013
HPM Concentration Required Courses Syllabi
HPM 53003 Health Care Systems Online Oglesby Fall 2013 HPM 53003 Health Care Systems Twinsburg Oglesby Spring 2014 HPM 53004 Public Health Policy, Law and Ethics Hoornbeek Fall 2013
HPM 53005-002 Financial Mgmt for PH Organ Twinsburg Weintraub Spr 2014 HPM 53005-003 Financial Mgmt for PH Organizational Weintraub Spring 2014 HPM 53006 Cost Benefit Analysis of PH Programs Oglesby Spring 2014 HPM 53007 PH Programs Planning, Implem, & Eval Kenne Spring 2014
MPH Core Course Syllabi
BST 52019 Biostatistics in Public Health Syllabus and Cheruvu Fall 2013 EHS 52018 Environmental Health Concepts in PH Syllabus Online Fall 2013
EPI 52017 Fundamentals of PH Epidemiology Syllabus Beaird Spring 2014
HPM 52015 Emerging Issues PH Policy Mngt Syllabus Kenne Spring 2014
HPM 52016 PH Administration Syllabus Brewer Slenkovich Fall 2013 HPM 52016 PH Administration Twinsburg Syllabus Alemagno Spring 2014 SBS 50020-002 Social & Behavioral Science Theories Syllabus Yang Spring 2014
SBS Concentration Required Courses Syllabi
HPM 53007 PH Programs Planning, Implem, & Eval Kenne Spring 2014 SBS 50002 Quantitative Methods in SBS Stephens Spring 2014 SBS 50030 Seminar in SBS Hallam Spring 2014
SBS 53008-001 Grant Writing in SBS Jefferis Fall 2013
SBS 54634-001 Social Determinants of Health Behaviors Stephens Fall 2013 PhD Syllabi
EPI-PhD Concentration Course Syllabi
BST 83012-001 Survival Analysis in Public Health Grey Spring 2013 BST 83013-001 Experimental Designs in PH Research Grey Spring 2014 EPI 73025 Emerging Issues Infectious Diseases Epi Woolverton Fall 2013 EPI 73026 Design & Implementation of Health Surveys Zullo Fall 2012 EPI 73034 Longitudinal Data Analysis Cheruvu Spring 2014
EPI 80191-001 Seminar in Epidemiology Phillips Fall 2013 EPI 83017 Epidemiological Analysis Phillips Fall 2013
HPM-PhD Concentration Courses Syllabi
EPI 73026 Design & Implementation of Health Surveys Zullo Fall 2012 EPI 83017 Epidemiological Analysis Phillips Fall 2013
HPM 72015 Emerging Issues in PH Policy & Management Kenne Fall 2013 HPM 73021 Health Care Finance R. Tavallali Fall 2012
PhD Core Courses Syllabi
BST 52019 Biostatics in Public Health Syllabus Cheruvu Fall 2013
BST 83014 Applied Regression Analysis of PH Data Syllabus Cheruvu Fall 13 EHS 52018 Environmental Health Concepts in PH Syllabus Online Fall 2013 EPI 52017 Fundamentals of PH Epidemiology Syllabus Beaird Spring 2014 EPI 72028 Methods of Evidence Based Public Health Phillips Spring 2014 HPM 52016 Public Health Administration Syllabus Brewer Slenkovich Fall 2013 HPM 72030 Grant Writing in Public Health Hoornbeek Spring 2014
SBS 50020-002 Social & Behavioral Science Theories Syllabus Yang Spring 2014
Prevention Science Concentration Courses Syllabi
BST 73010 Qualitative Methods for PH Research Stedman Smith Spring 2012 BST 83014 Applied Regression Analysis of PH Data Syllabus Cheruvu Fall 13 EPI 73026 Design & Implementation of Health Surveys Zullo Fall 2012 SBS 73018 Theories of Prevention Science I Jefferis Fall 2013
SBS 73019 Theories of Prevention Science II Jefferis Spring 2014 SBS 73020 Advanced Method in Prevention Science Yang Fall 2013 SBS 80100 Emerging Issues in Prevention Science Jefferis Spring 2012
BSPH Concentration Roadmaps
BSPH Program Requirements 2014-2015 KSU Catalog MPH Program Requirements 2014-2015 KSU Catalog PhD Program Requirements 2014-2015 KSU Catalog Undergraduate Global Health Program Report Fall 2013 2.1.a. BSPH Internship Manual
2.1.c. Resource Files
BS Environmental Health Science Program Plan 2.4 Practical Skills
2.4.a. Preceptor Curricula Vitae
2.4.a. Completed Preceptor Evaluation Forms (available on-site) 2.6 Required Competencies
2.6.d. Resource Files
Historical Development of Curricula
Recommendations for BSPH Core Competency Review Recommendations for MPH Core Curriculum May 2014 2.7 Assessment Procedures
2.7.a. Assessment Alumni Survey
Preceptor Evaluation of Student Form
Student Satisfaction with Instruction (SSI) Norming Group Summary Summary Summer 2011 through Spring 2014
Student Survey of Instruction SAMPLE Pre Spring 2014 Version Student Survey of Instruction SAMPLE Spring 2014 Later Version 2.7.b. MPH & PhD Program Detail
Resource Support Document to MPH Table 2.7.b.2 December 2014 Resource Support Document to PhD Table 2.7.b.3 December 2014
2.7.e. Employer Survey Employer Survey
Employer Survey Tallied Results
Accreditation Feedback Policy College of Public Health Flash Survey New End of Course Student Survey Process
Student Survey of Instruction Policy Provost Gaston October 20, 2005 2.11 PhD Comprehensive Exam Policies & Procedures
2.11.c. Comprehensive Exam & Dissertation Policies Dissertation Process
Doctoral Examination Procedures for All Concentrations
Doctoral Examination Procedures for Prevention Science Students Comprehensive Exams (available on-site)
Completed Dissertations (available on-site) 3.1 Research
3.1.e. Student Research Presentations Student Research Presentations Tossone Gang Poster
3.2 Service
3.2.a. Service Agreements
3.2.e. Public Health Student Alliance PHSA 4.1 Faculty Qualifications
Curricula Vitae Administrative
Curricula Vitae Doctoral Teaching Assistants Curricula Vitae Part Time Faculty
Curricula Vitae Primary Faculty
Biostatistics, Environmental Health Sciences, and Epidemiology Primary Faculty Health Policy and Management Primary Faculty
Social and Behavioral Sciences Primary Faculty 4.2 Faculty Policies and Procedures
4.2.a. College of Public Health Handbook 4.3 Student Recruitment and Admissions
4.3.c. Graduate Recruitment Promotional Materials
4.3.c. Recruitment Events Calendar Undergraduate and Graduate 2014-2015 Public Health 4.3.c. Recruitment Summary Spring 2014
December 18, 2014
INTRODUCTION
The Kent State University College of Public Health (KSUCPH) was founded in 2009 under the Pathways to Public Health model with a plan to provide public health education across the wide spectrum of Kent State University’s mission to discover, create, apply and share knowledge, as well as to foster ethical and humanitarian values in the service of Ohio and the global
community. Kent State offers a broad array of academic programs to engage students in diverse learning environments that educate them to think critically and to expand their intellectual horizons while attaining the knowledge and skills necessary for responsible citizenship and productive careers. Kent State is a traditional, selective, residential public research university of over 41,000 students; it is also a multi-campus university, with open access on its eight campuses to serve local communities in Northeast Ohio.
The Pathways to Public Health model creates numerous avenues for Kent State University prospective and enrolled students to obtain public health education, including:
Public Health Academy, which is a program offered to high school students to explore
careers in public health.
Open-enrollment courses and associate degrees in Arts and Sciences in the regional campus system that can lead to completion of the BSPH via online BSPH options without the requirement of taking courses on the Kent campus. An Undergraduate
Certificate in Public Health and a Public Health minor open to all majors in other
colleges.
The BSPH degree that is offered online and through hybrid and traditional in-person classes to offer the widest opportunity to students, particularly those who work and live off campus.
The MPH in five specializations: Biostatistics, Environmental Health, Epidemiology,
Health Policy and Management, and Social and Behavioral Sciences.
The PhD in three specializations: Epidemiology, Health Policy and Management, and
Prevention Science.
The founding faculty of KSUCPH included nine faculty members who moved their tenure to the new College. The first year of operation of the College was dedicated to recruiting additional faculty, developing College infrastructure, developing courses and degree programs, obtaining Ohio Board of Regents approvals and developing initial research strategies.
In its formative years, KSUCPH has experienced substantial growth in enrollment and resources. As of December 2014, KSUCPH student enrollment is 826 students: 615 BSPH, 160 MPH and 51 PhD.
This self-study provides detailed information regarding the KSUCPH as it is reviewed for school-level accreditation by the Council on Education for Public Health (CEPH). The self-study process began in summer of 2013, led by our CEPH accreditation committee comprised of administrators, faculty, staff and students. The initial document was sent out for review by internal stakeholders in April 2014 and again in September 2014 with updated information, The self-study was reviewed by both internal stakeholders and external stakeholders, including faculty, staff, students, alumni, University administration, external advisory committee and the extensive network of community organizations who are collaborating with the College. The public review was completed on December 1, 2014 and numerous comments were addressed. In only five years, the College of Public Health has had a significant impact on NE Ohio. This priority on improving the health of NE Ohio can be showcased in an overview of several KSUCPH services and impact:
DESCRIPTION OF KSUCPH SERVICE IMPACT OF SERVICE
1. Assisted local health departments and hospitals to conduct health needs assessments in Portage, Summit, Stark, Medina, Wayne, Trumbull, and
Mahoning counties.
As a result, the primary health organizations in these communities have adopted health priorities to improve the health status of their 1.9 million residents.
2. Analyzed immunization status data of children in Summit County.
As a result, an action plan has been developed by the local coalition to increase child immunization rates. 3. Analyzed birth outcome data for
Summit County.
As a result, an action plan has been developed by the local coalition to reduce infant mortality.
4. Volunteered to provide food, clothing, and hygiene packs at homeless shelters and community sites in Cleveland and East Cleveland.
As a result, over 800 adults and 100 youth received needed food and had other basic needs met.
5. Provided education on emergency preparedness, health literacy, and the
As a result, approximately 200 individuals each year have obtained
public health services in their communities.
organizational structure of their local health departments.
7. Reviewed research studies proposed by physicians and other researchers at local hospitals.
As a result, important clinical research was approved and conducted.
8. Developed an online reproductive health information and referral system for physicians and community
residents.
As a result, an important community resource was established to serve thousands of young adults. 9. Assisted local health departments and
hospitals develop health improvement plans in Portage, Summit, Stark, Medina, Wayne, Trumbull, and Mahoning counties.
As a result, the primary health organizations in these communities have developed action plans to address the health priorities for their communities.
10. Provided technical assistance to develop a strategic plan for Portage County to address drug use and mental health issues among incarcerated individuals.
As a result, the County received a plan for alternatives to jail to reduce the burden on the jails.
11. Managed family planning programs in five NE Ohio counties,
As a result, 30,000 low income women, men and teens received needed
reproductive health services.
This self-study has led to five areas of focus that are being strategically addressed by the College during this academic year which began with our College-wide retreat held on August 29, 2014. The College-wide retreat confirmed the following five areas of College-wide focus:
Enhancing research opportunities for faculty and students.
Developing new development opportunities for the NE Ohio public health workforce based on a recent community workforce needs assessment.
Meeting enrollment and revenue targets under the Kent State University Responsibility Centered Management (RCM) model to establish financial sustainability of our College.
Increasing faculty and staff diversity.
Meeting student career counseling and job placement needs.
In addition, at the department level, faculty conducted the annual review of competencies and curricula, with a focus on emerging thoughts regarding what constitutes a common core and
whether our core is preparing KSCUCPH students with the skills required in our changing public health landscape.
Above all, this self-study demonstrates that the KSUCPH is achieving virtually all of our goals and objectives. This self-study has provided an outstanding means of grounding our discussions moving beyond our formative years.
The KSUCPH is a vibrant College which is exemplified in our communication to stakeholders both within and outside of the University. To view the College of Public Health Newsletter including the most recent and past editions, please click here
CRITERION 1.0: THE COLLEGE OF PUBLIC HEALTH 1.1 MISSION
1.1.a. A clear and concise mission statement for the school as a whole. Mission
To develop public health leaders and promote sustainable public health innovations in collaboration with community partners in northeast Ohio through teaching, research, and service.
1.1.b. A statement of values that guide the school.
The KSUCPH integrates six core values in all activities of the College:
STUDENT SUCCESS that prepares our students to become effective public health professionals, educated citizenry, and agents of change.
DIVERSITY in backgrounds, cultures, lifestyles and ideas among our students, faculty, staff, and partners.
COLLABORATION to promote productive interactions with our University and community partners.
PROFESSIONALISM & INTEGRITY at the highest levels for our students, faculty and staff.
RESEARCH & DISCOVERY that reduce health disparities and improve public health. FACULTY & STAFF DEVELOPMENT by providing resources and opportunities for
success.
1.1.c. One or more goal statements for each major function through which the school intends to attain its mission, including at a minimum, instruction, research and service.
To fulfill its mission, KSUCPH has developed College goals that relate to the Kent State University Strategic Plan goals of (1) Ensuring Student Success, (2) Enhancing Academic Excellence, (3) Expanding Breakthrough Research and Creative Endeavors, (4) Engaging the World Beyond our Campuses, (5) Securing our Financial Future, and (6) Developing and Recognizing our People. These University goals are further elaborated in the strategic plan of the Division of Academic Affairs at the Provost level, a plan titled “Our Voices, Our Vision - Academic Affairs Strategic Plan” and is available for review at
The primary goals of the KSUCPH are:
ENSURING STUDENT SUCCESS (INSTRUCTIONAL GOAL 1)
GOAL: To promote and maintain a competent public health workforce in northeast Ohio by educating students capable of preventing, identifying and resolving public health concerns.
ENHANCING ACADEMIC EXCELLENCE AND INNOVATION (INSTRUCTIONAL GOAL 2) GOAL: To promote innovative experiential and applied learning opportunities for our
students.
EXPANDING BREAKTHROUGH RESEARCH AND CREATIVE ENDEAVORS (RESEARCH GOAL 1) GOAL: To engage in rigorous scientific investigations and discoveries that can translate into
sustainable public health solutions.
ENGAGING THE WORLD BEYOND OUR CAMPUSES (SERVICE GOAL 1)
GOAL: To promote public health in northeast Ohio through leadership, partnerships, and innovation and promote successful models nationally.
SECURING OUR FINANCIAL FUTURE (ORGANIZATIONAL GOAL 1)
GOAL: To maintain a sustainable financial plan that provides resources to meet or exceed the strategic plan goals.
DEVELOPING AND RECOGNIZING OUR PEOPLE (ORGANIZATIONAL GOAL 2)
GOAL: To attract, develop, retain, and recognize faculty, staff, and students from all backgrounds and create a culture of inclusion.
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.
The KSUCPH has measurable objectives for tracking the College’s progress in achieving its mission and primary goals. The primary goals and objectives are found in Table 1.1.d. The goals and measurable objectives were discussed in faculty meetings and ratified by the College Advisory Committee and College External Advisory Committee. The progress toward
measureable objectives is monitored on a quarterly basis by the College Executive Committee, which provides feedback to departments. The plan is reviewed each semester at College-wide faculty and staff meeting.
TABLE 1.1.d. KSUCPH Goals and Objectives ENSURING STUDENT SUCCESS
(INSTRUCTIONAL GOAL 1) GOAL: To promote and maintain a competent public health workforce in northeast Ohio by educating students capable of preventing, identifying and resolving public health concerns.
I1.1. 90% of BSPH students will report on the exit survey that they are adequately prepared to perform tasks related to the BSPH competencies.
I1.2. 80% of BSPH students will earn a cumulative grade point average of 2.7 (B-) or better in the core BSPH courses.
I1.3. 80% of BSPH students will earn a grade of B- or higher in the BSPH Capstone course.
I1.4. 90% of MPH students will report their learning experience in public health courses as good, very good, or excellent.
I1.5. 90% of MPH students will pass the comprehensive exam on the first attempt. I1.6. 90% of PhD students will report their learning experience in public health courses as good, very good, or excellent.
I1.7. 90% of PhD students will pass the comprehensive exam on the first attempt. I1.8. 90% of graduate alumni will be employed in a public health career or pursuing additional higher education within one year of graduation.
ENHANCING ACADEMIC EXCELLENCE AND INNOVATION (INSTRUCTIONAL GOAL 2)
GOAL: To promote innovative experiential and applied learning opportunities for our students.
I2.1. 75% of funded research projects will involve one or more students. I2.2. 75% of funded community-based service projects will involve students. I2.3. 90% of MPH students will be rated by the practicum preceptor as very good or excellent on professional qualities.
EXPANDING BREAKTHROUGH
RESEARCH AND CREATIVE ENDEAVORS (RESEARCH GOAL 1)
GOAL: To engage in rigorous scientific investigations and discoveries that can translate into sustainable public health solutions.
R1.1. 75% of tenured and tenure-track faculty will be principal investigators on at least one grant or contract annually.
R1.2. Increase externally-funded research annually.
ENGAGING THE WORLD BEYOND OUR CAMPUSES (SERVICE GOAL 1) GOAL: To promote public health in northeast Ohio through leadership, partnerships, and innovation and promote successful models nationally.
S1.1. 80% of funded projects will be conducted in collaboration with a public health community-based organization.
S1.2. At least 200 community-based participants will participate in workforce development programs offered by the Office of Public Health Practice and Partnerships. Programs are based on a needs assessment conducted every two years.
S1.3. Increase externally-funded service activities annually. SECURING OUR FINANCIAL FUTURE
(ORGANIZATIONAL GOAL 1) GOAL: To maintain a sustainable financial plan that provides resources to meet or exceed the strategic plan goals.
O1.1. 90% of KSUCPH students will report that the classrooms and physical facilities support their learning activities.
O1.2. 90% of KSUCPH students will report that the equipment and technology support their learning activities.
O1.3. Meet enrollment targets annually (FY12 target=332; FY13=609; F14=768). O1.4. Meet revenue targets annually (FY12 target=$2,350,892; FY13=$4,901,291; FY14=$6,215,054; FY15=$8,236,342)
DEVELOPING AND RECOGNIZING OUR PEOPLE (ORGANIZATIONAL GOAL 2) GOAL: To attract, develop, retain and recognize faculty, staff and students from all backgrounds and create a culture of inclusion.
O2.1. KSUCPH will meet or exceed the University percentage of AALANA (African American, Latino American, and Native American) faculty.
O2.2. KSUCPH will meet or exceed the University percentage of AALANA students. O2.3. KSUCPH will meet or exceed the University percentage of bachelor degrees awarded to AALANA students.
O2.4. KSUCPH will meet or exceed the University percentage of masters’ degrees awarded to AALANA students.
O2.5. KSUCPH will participate in University activities honoring faculty who are tenured and promoted, faculty achievements in research and teaching, and staff achievements.
O2.6. KSUCPH will award an annual student achievement award at the BSPH, MPH, and PhD levels.
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 the development.
KSUCPH has a mission, vision statement, values, goals, and objectives that were initially developed by the KSUCPH founding faculty in 2009, implemented in 2010, and revised and voted on by faculty within each academic department, followed by approval from the College Advisory Committee and the KSUCPH External Advisory Committee. The mission, vision statement goals, and objectives are shared annually with the CPH student organization, Public Health Student Alliance, and we incorporate student comments into the ongoing process and discuss how students play vital roles in our fulfillment of the mission, vision statement, values, and goals. Students are f members of the various committees at the department level that review the plans. As an example, if there are curricular goals and objectives, students are on the department and College level curriculum committees. Resource File 1.1.e. presents the minutes from annual retreats and College wide meetings where the mission, values, goals, and objectives have been discussed, revised, and approved.
1.1.f. Description of how the mission, values, goals and objectives are made available to the school’s constituent groups, including the general public, and how they are routinely reviewed and revised to ensure relevance.
The mission, values, goals, and objectives are available to the University community, the College’s constituents, and the public via the College’s website. The plan is highlighted in promotional materials and quarterly newsletters and in presentations to the President’s cabinet, the Provost’s staff, and Leadership Council, the Kent State Alumni Foundation, and in the College External Advisory Committee meetings. Evaluation within the KSUCPH is a formal process and progress is continuously monitored. The College’s overall plan and the individual degree and concentration plans are developed based on this ongoing evaluation process. These goals, objectives, and metrics are reviewed twice annually by the College Executive Committee and by each academic department and major administrative committees in the College: the College Advisory Committee, the College External Advisory Committee, the College Undergraduate Curriculum Committee, the College Graduate Curriculum Committee, and the College Diversity and Inclusion Committee. Please see Table 1.5.a.1: KSUCPH Standing
Committees for composition of these committees. When revisions to the mission or goals are recommended, those recommendations are placed before the faculty of KSUCPH for discussion, feedback, and approval at the annual meeting/retreat held each August.
Strengths
KSUCPH has an articulated mission, set of values, goals, and objectives, which have been developed by diverse stakeholders (faculty, staff, students, and members of existing committees).
The goals of the College are consistent with those of the Office of the President and the
academic affairs strategic plan developed at the Provost level “Our Voices, Our Vision.” This consistency aids the College in obtaining University-level resources.
A formal annual review process of the mission, vision, values, goals, and objectives has been followed since the start of the College.
The mission, vision, values, goals, and objectives of the College are reviewed and approved annually by the College External Advisory Committee, including community stakeholders and alumni.
There is a shared set of measureable objectives that relate to each goal. Challenges
Now that the College has transitioned to a department-level administrative structure, the role of the College Executive Committee will be especially critical in communicating resource challenges that relate to the overall plan. Departments are asked to continually review their contribution to the mission, goals, values, and objectives of the College in their regular faculty meetings.
Plans
Each unit in KSUCPH will develop unit-level goals and objectives that relate to College-level goals and objectives. As we receive greater feedback from growing constituency groups (i.e., students, alumni, employers), we will move from what began as a more informal discussion and planning process to a more formalized annual process that flows to the departments. This will include the development of a formal department dashboard approach. This will allow
departments to do targeted planning for B.S.P.H. concentrations and M.P.H. and Ph.D. specializations.
1.2 EVALUATION
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.
The KSUCPH evaluation plan ensures that objectives and overall quality are continuously monitored and revised. There are evaluation expectations at the University, College, and Department levels.
As a new College, evaluation is critical and is assigned for oversight to the Executive Committee. This committee includes the Dean, Associate Dean, Assistant Dean and the three department chairs. This committee has been charged to develop and implement the overall evaluation plan of the College, with specific objectives assigned to other committees at the College and
Department levels. The evaluation role of the Executive Committee is to: (1) coordinate evaluation activities across committees and staff members; (2) provide formal feedback to the College faculty, committees, staff and students regarding the evaluation processes; (3) ensure that data are collected, analyzed, and used in the decision making processes; (4) engage stakeholders in the processes (e.g., faculty, administrators, staff, students, alumni, employers, advisory committees); (5) monitor remedial activities developed in response to formal
evaluation processes; and (6) report progress on continuous quality improvement. Sources of data available to evaluate the College’s goals and objectives include:
Annual reports of faculty on activities related to teaching, research, and service
Records related to external funding and research activities
Records of student recruitment, admission, retention, progress toward degree, internships, practicums, and advising
Course evaluations and learning assessments
Student exit survey results
Alumni survey results
Employer survey results
Community continuing education needs assessment results
Committee meeting minutes
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.
The Executive Committee reviews all data quarterly and refers data to the established committee structure in the College. Once the data are reviewed for completeness and accuracy, the Executive Committee sends the information to the appropriate committee for review, discussion, recommendations, and an action plan, if required.
Evaluation related to instructional goals: College Undergraduate Curriculum Committee and/or College Graduate Curriculum Committee. These committees are comprised of faculty representatives from each department who take comments, recommendations for action, and questions to departmental curriculum committees. Instructional goal data are also discussed by the professional staff in the Office of Advising and Student Relations.
Evaluation related to research goals: Department Retention, Tenure and Promotion Committees and the Department Faculty Advisory Committees. Data are also reviewed within the research centers of the College.
Evaluation related to service goals: Office of Public Health Practice and Partnerships; Department Retention, Tenure and Promotion Committees; and Department Faculty Advisory Committees.
Evaluation related to organizational goals: College External Advisory Committee, College Advisory Committee, Department Faculty Advisory Committees, and College Diversity and Inclusion Committee.
Data, recommendations, and actions are discussed at the semi-annual College-wide meetings (once in the fall semester retreat and once in the spring semester College-wide meeting). The KSUCPH Executive Committee is responsible for oversight of the evaluation processes and ensuring that data are used in planning and decision-making.
1.2.c. Data regarding the school’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, the school should
TABLE 1.2.c. KSUCPH Goals and Objectives
GOAL OBJECTIVE AY11/12 AY12/13 AY13/14 FALL 2014
ENSURING STUDENT SUCCESS (INSTRUCTIONAL GOAL 1) GOAL: To promote and maintain a competent public health workforce in northeast Ohio by educating students capable of preventing, identifying and resolving public health concerns, I1.1. 90% of BSPH students will report on the exit survey that they are adequately prepared to perform tasks related to the BSPH competencies. No exit survey Low # =9 BSPH graduates 96% Adequately 82% Extremely/V ery Well 99% Adequately 84% Extremely/ Very Well Updated information for Fall 2014 will be provided by date of site visit I1.2. 80% of BSPH students
will earn a cumulative grade point average of 2.7 (B-) or better in the core BSPH courses. 88% 84% 81% Updated information for Fall 2014 will be provided by date of site visit I1.3. 80% of BSPH students
will earn a grade of B- or higher in the BSPH Capstone course. 80% 87% 84% Updated information for Fall 2014 will be provided by date of site visit I1.4. 90% of MPH students
will report their learning experience in public health courses as good, very good, or excellent. 88% 94% 88% Updated information for Fall 2014 will be provided by date of site visit I1.5. 90% of MPH students
will pass the comprehensive exam on the first attempt.
96% 96% 100% 93%
I1.6. 90% of PhD students will report their learning experience in public health courses as good, very good, or excellent. 97% 95% 96% Updated information for Fall 2014 will be provided by date of site visit I1.7. 90% of PhD students
will pass the comprehensive exam on the first attempt.
N/A 100% 80% 100%
I1.8. 90% of graduate alumni will be employed in a public health career or pursuing higher education within one year of graduation. No data No data 91% First Alumni Survey Next Alumni Survey scheduled for April, 2015
GOAL OBJECTIVE AY11/12 AY12/13 AY13/14 FALL 2014 ENHANCING ACADEMIC EXCELLENCE AND INNOVATION (INSTRUCTIONAL GOAL 2) GOAL: To promote innovative experiential and applied learning opportunities for our students. I2.1. 75% of funded
research projects will involve one or more students.
44% 66% 75% 89%
I2.2. 75% of funded community-based service projects will involve students.
91% 56% 79% 71%
I2.3. 90% of MPH students will be rated by the
practicum preceptor as very good or excellent on professional qualities. 100% 100% 93% 97% EXPANDING BREAKTHROUGH RESEARCH AND CREATIVE ENDEAVORS (RESEARCH GOAL 1) GOAL: To engage in rigorous scientific investigations and discoveries that can translate into sustainable public health solutions.
R1.1. 75% of tenured and tenure-track faculty will be principal investigators on at least one grant or contract annually.
85% 86% 68% 66%
R1.2. Increase
externally-funded research annually. $575,405 $668,239 $1,092,730
NA (calculated annually) ENGAGING THE WORLD BEYOND OUR CAMPUSES (SERVICE GOAL 1) GOAL: To promote public health in northeast Ohio through leadership, partnerships, and innovation and promote successful S1.1. 80% of funded research projects will be conducted in collaboration with a public health community-based organization.
94% 100% 87% 83%
S1.2. At least 200
community-based participants will participate in workforce development programs offered by the Office of Public Health Practice and Partnerships. Programs are based on a needs assessment conducted every
400 232 229 7* *The majority of our workforce development programs are offered in the Spring and
GOAL OBJECTIVE AY11/12 AY12/13 AY13/14 FALL 2014 SECURING OUR FINANCIAL FUTURE (ORGANIZATIONAL GOAL 1) GOAL: To maintain a sustainable financial plan that provides resources to meet or exceed the strategic plan goals.
O1.1. 90% of KSUCPH students will report that the classrooms and physical facilities support their learning activities. 84% 88% 92% Updated information for Fall 2014 will be provided by date of site visit O1.2. 90% of KSUCPH
students will report that the equipment and technology support their learning activities. 83% 90% 92% Updated information for Fall 2014 will be provided by date of site visit O1.3. Meet enrollment
targets annually. UG Met Target: 250 Actual: 334 GR Met Target: 82 Actual: 90 UG Met Target: 488 Actual: 500 GR Met Target: 121 Actual: 129 UG Not met Target: 618 Actual: 587 GR Met Target: 150 Actual: 155 UG Not met Target: 628 Actual: 615 GR Met Target: 186 Actual: 211 O1.4. Meet revenue targets
annually. Met Target: $2,350,892 Actual: $2,995,265 Met Target: $4,901,291 Actual: $5,172,667 Not Met Target: $6,215,054 Actual: $5,902,546 NA Target: $8,236,342 Projected: $8,236,342
GOAL OBJECTIVE AY11/12 AY12/13 AY13/14 FALL 2014 DEVELOPING AND RECOGNIZING OUR PEOPLE (ORGANIZATIONAL GOAL 2) GOAL: To attract, develop, retain and recognize faculty, staff and students from all
backgrounds and create a culture of inclusion.
O2.1. KSUCPH will meet or exceed the University percentage of AALANA (African American, Latino American, and Native American) faculty. CPH: 0% KSU Goal: 7% CPH: 2.4% KSU Goal: 7% CPH: 2.4% KSU Goal: 7% CPH: 2.4% KSU Goal: 7%
O2.2. KSUCPH will meet or exceed the University percentage of AALANA students. CPH: 25.3% KSU: 11.4% CPH: 24.7% KSU: 11.9% CPH: 23.7% KSU: 11.8% CPH: 23.2% KSU: 12.3% O2.3. KSUCPH will meet or
exceed the University percentage of bachelor degrees awarded to AALANA students. CPH: 25.0% KSU: 8.7% CPH: 20.1% KSU: 9.0% CPH: 16.9% KSU: 10.0% CPH: 11.1% (Sum 2014) KSU: 11.2% (Sum 2014) O2.4. KSUCPH will meet or
exceed the University percentage of masters’ degrees awarded to AALANA students. CPH: 10.0% KSU: 6.0% CPH: 19.0% KSU: 6.1% CPH: 10.3% KSU: 7% CPH: 20% (Sum 2014) KSU: 8% (Sum 2014) O2.5. KSUCPH will
participate in University activities honoring faculty who are tenured and promoted, faculty achievements in research and teaching, and staff achievements.
Met Met Met These
events are held in the spring semester.
O2.6. KSUCPH will award an annual student achievement award at the BSPH, MPH, and PhD levels.
Met Met Met These
awards are made in the spring semester.
1.2.d. Description of the manner in which the self-study document was developed, including effective opportunities for input by important school constituents, including
institutional officers, administrative staff, faculty, students, alumni and representatives from the public health community.
The overall self-study process was developed and approved by the Executive Committee. The tasks related to the self-study were assigned to the appropriate shared governance committee
external stakeholders in August 2014. Comments were addressed through December 15, 2014. The CEPH website has been continuously updated throughout the fall semester. External stakeholders included the External Advisory Committee (see Table 1.5.a.2) and community-based practitioners who have served on CEPH site visit committees. The preparation for accreditation has been a shared process since the start of the College as the measurable objectives are monitored by multiple administrators, faculty and staff within the College. Numerous meetings have occurred at the department-, College-, and advisory-levels. Thus, this self-study document will become an ongoing quality improvement process in the College to strive for excellence in all areas.
1.2.e. Assessment of the extent to which this criterion is met and an analysis of the school’s strengths, weaknesses and plans relating to this criterion.
This criterion is met. Strengths
The KSUCPH has goals and objectives that have been developed via a formal on-going process involving faculty, staff, students, alumni, University administration, and external
stakeholders. There is an extensive on-going data collection process that provides quantitative and qualitative data to monitor the performance related to measurable
objectives. The mission, vision statement, goals, and objectives are evaluated annually and monitored on a semester-by-semester basis.
Challenges
Currently, there are some metrics that require extensive time and effort of staff to generate. We will seek to improve efficiency in data collection as we move forward.
Plans
1.3 INSTITUTIONAL ENVIRONMENT
1.3.a. A brief description of the institution in which the school is located, and the names of accrediting bodies (other than CEPH) to which the institution responds.
Founded in 1910, Kent State University's eight-campus system, among the largest regional systems in the country, serves both the development of a true living/learning approach at the Kent Campus and the regional needs on seven other campuses throughout Northeast Ohio. The Kent Campus provides the resources and facilities of a large, diverse Ohio University, while the Regional Campuses – Kent State University at Ashtabula, Kent State University at East Liverpool, Kent State University at Geauga, Kent State University at Salem, Kent State University at Stark, Kent State University at Trumbull, and Kent State University at Tuscarawas - offer associate degrees and some bachelor degrees.
Kent State University has over 41,000 students, with over 27,000 on the Kent campus. There are 37,588 undergraduate students and 6,233 graduate students. Approximately 76% of undergraduates are full-time students, while 52% of graduate students are full-time. The University is comprised of 9 colleges, the most recent being the College of Public Health and the College of Podiatric Medicine (formerly the Ohio College of Podiatric Medicine).
Kent State University is an affiliate of the National Association of State Universities and Land Grant Colleges and the American Association of State Colleges and Universities. The University is accredited by The Higher Learning Commission and is a member of the North Central
Association. The accreditation is through the 2014-2015 academic year:
http://www.kent.edu/aqip/upload/reaffirmation-of-accreditation-2008.pdf.
The specialized accrediting bodies for the other colleges/units at Kent State University are found in Resource File 1.3.a. Kent State University Accrediting Bodies.
1.3.b. One or more organizational charts of the University indicating the school’s
relationship to the other components of the institution, including reporting lines.
Kent State University is governed by the Ohio Board of Regents (OBR), which is the governing body of Ohio’s public University system of 14 universities.
Kent State University’s Administrative Organizational Chart presents its leadership and shows the role of the deans in the reporting structure and can be viewed at
https://www.kent.edu/sites/default/files/KentState-Org-Chart-August2014.pdf.
The Dean of the KSUCPH reports to the Senior Vice President for Academic Affairs and Provost. The KSUCPH has equal level of independence and status afforded to other colleges, and the KSUCPH Dean is an administrative equal among other deans at Kent State University. Kent State’s Academics Organizational Chart can be viewed at
https://www.kent.edu/sites/default/files/kentstate-provost.pdf. This information is also found
1.3.c. Description of the school’s level of autonomy and authority regarding the following:
budgetary authority and decisions related to resource allocation
lines of accountability, including access to higher-level University officials personnel recruitment, selection and advancement, including faculty and staff academic standards and policies, including establishment and oversight of
curricula
Budget Authority and Decisions Relating to Resource Allocation
As a college within a distributed University structure, KSUCPH is responsible for its own financial affairs. The establishment of the KSUCPH coincided with the University adopting the Responsibility Center Management (RCM) methodology of fiscally managing academic units. This method of fiscal management makes the College responsible for its revenue production, expense management, and ultimately its financial bottom line. The Dean, as the chief academic and administrative officer of KSUCPH, oversees the College budget and establishes priorities of expenditures in collaboration with the College Executive Committee. The annual College budget is also reviewed and approved by the College Advisory Committee, a committee mandated by the College Bargaining Agreement, which is comprised of senior, tenured faculty within the College. The budget is also discussed in departmental faculty meetings and at
College-wide meetings. At the University level, there are quarterly meetings of the RCM Budget Review Committee, a subcommittee of Faculty Senate. Information regarding the University process can be found at:
http://www2.kent.edu/about/administration/business/rcm/brc.cfm.
Lines of Accountability, Including Access to Higher-Level University Officials
The Dean of the KSUCPH reports to the Senior Vice President for Academic Affairs and Provost, who reports directly to the University President. In addition, the Dean of the KSUCPH has quarterly meetings with the Vice President for Research. The Dean meets twice monthly with the Provost and other college deans and regional campus deans in the Provost’s Leadership Council.
The lines of accountability and access to higher-level University officials for the KSUCPH are the same as all other colleges within the University.
University and by the Collective Bargaining Agreements. These handbooks are in the process of being completed and approved. In the meantime, the College Faculty Handbook is in force (see
Resource File 1.5.c.). Generally, faculty search committees within the KSUCPH are comprised of
faculty within the department, a faculty representative from the College, graduate student(s), and a staff member. Guidelines for promoting diversity and inclusion of faculty are governed by the Office of the President and the Division of Diversity, Equity and Inclusion. Faculty recruitment, appointments, and the retention, promotion and tenure process are more fully discussed under Criterion 4.0. Staff recruitment is determined by the appropriate unit, and oversight comes from the Dean’s office.
6-02 University policy regarding equal opportunity
6-02.1 Administrative policy and plan regarding affirmative action
These policies and procedures are implemented when recruiting all non-faculty personnel. Hiring and termination decisions are made within the College, subject to University policies. The College is dedicated to promoting staff from within when possible; as a new College, there have been four staff promotions since the founding of the College in 2009. Staff also have significant resources at the University to engage in staff development.
Academic standards and policies, including establishment and oversight of curricula. All curricular processes are driven by the faculty, who propose curricular changes to the department Faculty Advisory Committee via the department curriculum committees. Actions are then recommended to the College Undergraduate Curriculum Committee or the College Graduate Committee. With approval at the College level, curricular actions are sent forth to the University Education Policies Committee (EPC), a subcommittee of the Faculty Senate. All major and minor curricular action must be approved at all of these levels before
implementation. New degree programs require the approval of the Board of Trustees and the advising bodies of the Ohio Board of Regents. Detailed information on the EPC process, including minutes of all meetings, can be found on this link:
http://www2.kent.edu/provost/curriculum/epc/index.cfm
1.3.d. Identification of any of the above processes that are different for the school of public health than for other professional schools, with an explanation.
The processes followed by KSUCPH are the same as for other colleges at Kent State University including the professional schools (e.g., Nursing, Podiatric Medicine, and Business
Administration).
1.3.e. If a collaborative school, descriptions of all participating institutions and delineation of their relationship to the school.
1.3.f. Assessment of the extent to which this criterion is met and an analysis of the school’s strengths, weaknesses and plans relating to this criterion.
This criterion is met. Strengths
The KSUCPH is an integral part of Kent State University, an accredited institution of higher education, and has the same level of independence and status accorded to other professional colleges at Kent State University. The reporting structure of the KSUCPH is the same as all other colleges within Kent State University.
Challenges None. Plans
1.4 ORGANIZATION AND ADMINISTRATION
1.4.a. One or more organizational charts showing the administrative organization of the school, indicating relationships among its component office, departments, divisions or other administrative units.
Figure 1.4.a shows the direct reports to the Dean of KSUCPH. The Associate Dean; Assistant
Dean; Chair of the Department of Biostatistics, Environmental Health Sciences, and Epidemiology; Chair of the Department of Social and Behavioral Sciences; and Chair of the Department of Health Policy and Management report to the Dean. The Dean also oversees the professional staff directing the Office of Student Services, Advising, Retention, and Recruitment; the Director of Instructional Design and Distance Learning; the Director of Budget and Finance; and the Director of Advancement. There is also an administrative assistant reporting to the Dean. This figure is included in Resource File 1.4.a. along with detailed organizational charts of the three academic departments.
1.4.b. Description of the roles and responsibilities of major units in the organizational chart. DEAN: Resolves problems, provide instructions, guidance and counsel to faculty, students,
staff and administrators in the College in matters of University procedure, policy, interpersonal relations, development, and public relations; Evaluates faculty for reappointment, tenure, promotion, development leaves, and merit salary increases; Provides leadership for strategic planning; Develops, monitors and advises sub-units on budgets and fiscal management;
allocates current expenses, capital equipment, and personnel budgets; Evaluates and approves all curricular changes, advising functions, student recruitment and retention actions and
initiatives; Engages in development through cultivation and solicitation of individual donors, foundations, and corporations; Fosters development activities and provide assistance to individual school directors in development initiatives, proposals, and case studies; Serves on various University boards and committees including: University Foundation Board, EPC, AAC, and Faculty Senate, etc.; Represents the College to the University Administration on all curricular, fiscal, personnel and administrative issues; Makes recommendations to the University on behalf of the College; Serves as a spokesperson for the College on a variety of issues related to institutional mission; Fulfills responsibilities of human resource management including equal employment opportunity, affirmative action, and employee development; Coordinates and oversees a number of special projects.
ASSOCIATE DEAN: Provides oversight of all aspects of the graduate curriculum (i.e., working
with the Graduate Curriculum); Oversees recruitment, placement and support of faculty; Serves as liaison between the College of Public Health and the regional campuses, particularly as it relates to the undergraduate program; Develops and implements standards and practices related to student admission to the College, dismissal, grievances and judicial matters such as plagiarism; Serves on department, division and University committees; represents College at appropriate University bodies, committees, councils, etc.
ASSISTANT DEAN: Directs the Office of Public Health Practice and Partnerships; Cultivates,
builds and sustains support for the College from a variety of key constituents including: local health departments, Ohio Department of Health, Ohio Colleges and Universities, Ohio’s public health associations, Ohio legislators, public and private social service organizations in NE Ohio, healthcare institutions, substance abuse prevention and treatment organizations, etc.;
including: developing a plan, implementing the initiative, scheduling/arranging/conducting meetings and presentations and the design and production of communication pieces (e.g., press releases, letters, interview, etc.); Develops partnerships with key organizations (i.e., joint grant applications between faculty and other Ohio universities; Develops agreements and projects with appropriate state and local agencies; Develops community health projects with The Center for Community Solutions/Community Health Advisory Council; Develops program components for the College (cultural competence plan; Assists with the development of a research center; develop a student placement program); Assists in planning, monitoring, and maintaining College budget; Approves expenditures; Works collaboratively with the Dean on strategic planning initiatives, projects, and governance; May respond to and resolve
complaints.
CHAIRS, ACADEMIC DEPARTMENTS: Develop, update, implement, and coordinate teaching,
research, and service missions of the department; Oversee budgetary, personnel, and program activities of the department; Coordinate faculty promotion, tenure, and reappointment
reviews and make recommendations to College Dean; Oversee development, implementation, and revision of new and existing academic programs; Oversee curriculum development; coordinate faculty workloads; Develop course schedules; Represent and promote department within the University and external community; Oversee student advising; may advise graduate and undergraduate students; May oversee internship, scholarship, or grant programs; May serve as building curator; Serve on various department, division, and University committees.
DIRECTOR, RCM AND BUSINESS OPERATIONS: Develops and maintain budgeting systems;
prepares cost projections for budget increases and additions; Identifies funding sources; review budget proposals; Distributes budget information for the College; Prepares and reviews
forecast worksheets; Consults with Dean’s and Executive Management officers on methodology and reasonableness of forecast projections; Develops, maintains, and supports the College in the formulation of three to five year forecasts; Maintains financial records; review financial reports; respond to requests for financial data; Advises Dean and Executive Management on various personnel matters involving recruitment, selection, retention, compensation, and performance evaluation; Ensures compliance with division and University personnel policies and procedures; Compiles and reports financial information for management analysis and decision making needs; Serves on various University committees; Works with the Dean and Executive Management team to develop the long and short term strategic financial plans; Manages the general accounting functions involving revenue, expenditure, asset, liability, fund balance, and development accounts; Prepares budget revisions and other various financial
DIRECTOR OF ADVANCEMENT: Develops and implements cultivation strategies in consultation
with other professional development staff for generating private financial support based on assigned area’s goals and objectives; Identifies, cultivates, and solicits prospects for major and special gifts and larger annual gifts; Assists in the University’s capital campaign; cultivates and solicits individuals within Ohio and in nationally assigned regions; Recruits and trains volunteers to assist with fund raising efforts at the special gifts and annual giving levels; Serves as liaison between assigned area and Institutional Advancement regarding prospect activity; Manages major donor prospects including individuals, corporations, and foundations; Works with the Annual Fund to execute the annual giving program, concentrating on donor upgrading; May assist in planning and developing special projects relative to interests of prospects.
DIRECTOR OF STUDENT SERVICES: Coordinates the schedule of undergraduate and graduate
classes with department chairs; Directs the activities of undergraduate academic advising; Assists departments with the activities of graduate student orientation; Coordinates the efforts of undergraduate/graduate recruitment between dean’s office staff and departments;
Coordinates the evaluation process for student exit surveys, advising surveys, employer
surveys, and alumni surveys; Works with our Public Health Ambassadors to ensure students are receiving valuable job placement and mentoring opportunities; Advises the Dean concerning issues related to the Students Services mission; Coordinates the CEPH accreditation data collection process; Serves on various departmental, divisional, and University committees.
DIRECTOR OF DISTANCE LEARNING (INSTRUCTIONAL DESIGNER): Coordinates the school’s
online course offerings and implement the Quality Matters quality control process; Supervises the College educational technologists and support resources; Works directly with faculty on delivering on-line course sections.
1.4.c. Description of the manner in which interdisciplinary coordination, cooperation and collaboration occur and support public health training, research and service.
KSUCPH integrates interdisciplinary coordination, cooperation, and collaboration into all teaching, research and service activities.
Public Health, as an academic discipline, requires an interdisciplinary approach to degree programs, beginning with the interdisciplinary core courses at all academic levels. The academic core courses within the undergraduate and graduate programs are led by a faculty course coordinator, who facilitates interaction across the disciplines when developing,
reviewing, and creating new course opportunities for our students. Faculty members are highly collaborative across disciplines and departments in research activities.
The College has interdisciplinary initiatives across numerous colleges, including jointly-funded research programs with the Department of Geography (College of Arts and Sciences), a joint Graduate Certificate in Health Care Facilities with the College of Architecture and
Environmental Design and the College of Nursing, and shared courses with the College of Nursing, including global immersion experiences in Geneva at the World Health Organization
and Colombia. There is a funded inter-professional education program between the College of Public Health, the College of Nursing, the College of Podiatric Medicine, and the Northeast Ohio Medical University (NEOMED) College of Pharmacy ($50,000 pilot grant funded by the Kent State University Foundation). KSUCPH also has a joint teaching arrangement with the Cleveland Clinic to provide educational opportunities to medical residents and fellows in this very large hospital system and for Cleveland Clinic faculty to teach our graduate students in Biostatistics. These activities are more fully described under Criterion 3.3.
There is considerable interdisciplinary coordination across the colleges to implement the BSPH degree. Examples include coordination between the KSUCPH Department of Social and
Behavioral Sciences with the Department of Health Education and Promotion within the College of Education, Health and Human Services to implement the Health Education and Promotion concentration within the BSPH; coordination between the KSUCPH Department of Health Policy and Management with the College of Business Administration to implement the Health Services Administration concentration within the BSPH; and coordination between the KSUCPH
Department of Biostatistics, Environmental Health Sciences, and Epidemiology with the College of Arts and Sciences (Departments of Chemistry, Biology, Geology, Geography, Physics) to implement the pre-clinical concentration and the Environmental Health Sciences concentration within the BSPH.
1.4.d. Assessment of the extent to which this criterion is met and an analysis of the school’s strengths, weaknesses and plans relating to this criterion.
This criterion is met. Strengths
The organization and administration of the College meets the needs of KSUCPH. The College originally began as a College of whole, but transitioned to having academic departments in the second year to meet the needs for the Collective Bargaining structure.
Challenges
There are no significant challenges. The organizational structure meets University and American Association of University Professors (AAUP) requirements.
Plans
