TABLE OF CONTENTS GLOSSARY.i RESOURCE FILE INDEX...iv

Transcription

1 TABLE OF CONTENTS GLOSSARY.i RESOURCE FILE INDEX...iv CRITERION Mission Evaluation Institutional Environment Organization and Administration Governance Fiscal Resources Faculty and Other Resources Diversity CRITERION Degree Offerings Program Length Public Health Core Knowledge Practical Skills Culminating Experience Required Competencies Assessment Procedures Other Graduate Professional Degrees Bachelor s Degrees in Public Health Other Bachelor s Degrees Academic Degrees Doctoral Degrees Joint Degrees Distance Education or Executive Degree Programs CRITERION Research Service Workforce Development CRITERION Faculty Qualifications Faculty Policies and Procedures Student Recruitment and Admissions Advising and Career Counseling

2 Glossary Acronym AFR AFSCME ALANA APHA ARR ASPPH AuD BCC Bio/Epi BS CAA CCTR CEPH CERP CHC CHE CHES CHS CIHE COMM-DIS COTA CPE CPH CREWH CRF CTFD DDS DOSO DrPH DTA DVM ECFMG EdD EFNEP EHS EPA EXSPWG FNP Meaning Annual Faculty Reports American Federation of State, County and Municipal Employees African, Latino/Latina, Asian and Native American American Public Health Association Academic Requirements Report Associations of Schools and Programs of Public Health Doctor of Audiology Biostatistics Consulting Center Division of Biostatistics and Epidemiology Bachelor of Science Council on Academic Accreditation in Audiology and Speech-Language Pathology Center for Clinical and Translational Research Council on Education for Public Health Community Engaged Research Program Commonwealth Honors College Community Health Education Certified Health Education Specialists Division of Community Health Studies Commission on Institutions of Higher Education Communication Disorders College Outstanding Teacher Award Continuing Professional Education Certified in Public Health Center for Research and Education in Women s Health Center for Research on Families Center for Teaching and Faculty Development Doctor of Dental Surgery Dean of Students Office Doctor of Public Health Distinguished Teaching Award Doctor of Veterinary Medicine Educational Commission for Foreign Medical Graduates Doctor of Education Expanded Food and Nutrition Education Program Environmental Health Sciences Environmental Protection Agency Executive Council Strategic Planning Working Group Family Nutrition Program i

3 FREA FRG/HEG FTE FTEF GSGS GSS HANDS HC HCOP HPM HPP HRSA ICB3 IE IGH IRB ISSR KIN LAN LC LDN LICSW MA MA MAP MBTI MD MDPH MNDB MNP MPH MPH-PHP MPPA MS MSP MSPH NBPHE NCHEC NEASC NEP Faculty Research Enhancement Awards Faculty Research Grant/Healey Endowment Full Time Equivalent Full Time Equivalent Faculty Graduate Student Grant Service Graduate Student Senate Health and Nutrition Diversity Scholars Program Head Count Health Careers Opportunity Program Health Policy and Management Division of Health Promotion and Policy U.S. Department of Health and Human Services Health Resources and Services Administration Institution for Computational Biology, Biostatistics and Bioinformatics Integrative Experience Requirement Institute for Global Health Institutional Review Board Institute for Social Science Research Kinesiology Local Area Network Learning Commons Licensed Dietician-Nutritionist Licensed Independent Clinical Social Worker Master of Arts Master of Arts Midterm Assessment Process Myers Briggs Type Inventory Medical Doctor Massachusetts State Department of Public Health Massachusetts Nutrient Data Bank Maternal and Neonatal Health Master of Public Health Public Health Practice Program Master of Public Policy and Administration Master of Science Massachusetts Society of Professors Master of Science in Public Health The National Board of Public Health Examiners National Commission for Health Education Credentialing Inc. New England Association of Schools and Colleges Nutrition Education Program ii

4 NHLBI NIH NREPHC NUTR OGCA OIR OIT OPHPO PhD PHP PI PMYR PUBHLTH RA ResPECT RN ROTC RU/VH SFR SHHARE SNAP-Ed SOPHAS SPEC SPHHS SPIFFY SRTI TA TOEFL UMMC UPD USA/MTA USDA VA WHI-OS WMPHTC National Health Lung and Blood Institute National Institutes of Health Northeast Regional Environmental Public Health Center Nutrition Office of Grants and Contract Administration Office of Institutional Research Office of Information Technologies Office of Public Health Practice and Outreach Doctor of Philosophy Public Health Practice Principle Investigator Periodic Multi-Year Review Public Health Research Assistant The Respiratory Protection Effectiveness Clinical Trial Registered Nurse Reserve Officers Training Corps Research University with Very High Research Activity Student Faculty Ratio Springfield/Holyoke Health Alliance for Research and Engagement Supplemental Nutrition Assistance Education Program Schools of Public Health Application System Strategic Planning and Evaluation Committee School of Public Health and Health Sciences Strategic Planning Initiative for Family and Youth Student Response to Instruction Teaching Assistant Test of English as a Foreign Language University of Massachusetts School of Medicine Undergraduate Program Director University Staff Association/Massachusetts Teachers Association United States Department of Agriculture Veterans Affairs Women's Health Initiative Observational Study Western Massachusetts Public Health Training Center iii

5 Resource File Index Accrediting Bodies Career and Academic Advising Career Counseling Services SPHHS Events Satisfaction with Advising New Student Orientation Materials CEPH Templates Template Template Template Template Template Template Template Template Template Template 2.12 Template Template Template Template Template Template Template Sources of Funds* Primary Faculty by Core Knowledge Area* Faculty, Students and Student/Faculty Ratios by Department* Diversity Outcomes* Instructional Matrix* Core Public Health Knowledge* Course and activities which competencies are met Degree Completion Graduates; Employment* Doctoral Student Data (Note: listed as 2.10 in CEPH template examples)* Research Activity of Faculty for the last 3 years Service Activity of Faculty for the last 3 years Funded Service Activity of Faculty for the last 3 years Primary Faculty who support Degree Offerings Secondary Faculty who support Degree Offerings Admissions Process Data* Total Enrollment Data* Course Evaluations Faculty Course Evaluations Course Schedules Culminating Experience Blank Forms BS Capstone Projects Manuals and Guidelines MPH Projects MS Theses PhD Dissertations PHP Capstone Projects *Indicates templates that are also in the narrative of the report. iv

6 Curriculum Vitae Dual Degree Dual Degree information Faculty Evaluation Materials Other Documents related to faculty evaluation Promotion and Tenure Grievances Minutes Opportunity for 3 rd Party Comment Section Strategic Plan 1.3 Proposal for departmental changes 1.5 Academic Personnel Policy Bylaws (University and SPHHS) Union Contracts (MSP, USA/MTA, AFSCME) Faculty Handbook 1.8 Diversity Plan Reports Section Syllabi for Core Courses 2.4 Practicum Forms Table 2.4 Practicum placements for the last 3 years Waivers 2.5 Capstone Class syllabus for MPH-PHP Examples of Culminating Experiences see Culminating Experiences folder 2.6 Course Syllabi see Syllabi folder Competencies see CEPH Template folder Detailed Graduation Rate tables see CEPH Template folder Key Informant Survey Course Syllabi see Syllabi folder 2.8 Requirements for graduation (Communication Disorders) 2.9 Changes to BS in Public Health degree program 2.11 Seminar Speakers, Kinesiology v

7 Section Strategic Plan see folder 1.1 Faculty Handbook see folder 1.5 Faculty Research Projects see CEPH Template folder Teaching Buy Out Guidelines 3.2 Faculty Handbook see folder 1.5 Faculty Service see CEPH Template folder Section List of Primary Faculty see CEPH Template folder Academic Personnel Policy see folder 1.5 Center for Teaching and Faculty Development Faculty Handbook see folder Examples of Recruitment Materials Surveys Alumni surveys Current Student surveys Graduate Exit surveys Key Informant survey see folder 2.7 Syllabi Workforce Development Documentation of Needs Assessment Marketing Materials vi

8 1.0 THE SCHOOL OF PUBLIC HEALTH AND HEALTH SCIENCES 1.1 Mission. The School shall have a clearly formulated and publicly stated mission with supporting goals, objectives and values. The University of Massachusetts Amherst School of Public Health and Health Sciences (SPHHS) has successfully combined the traditional public health disciplines with the health sciences, specifically, nutrition, kinesiology, and communication disorders. Although specific foci differ, each of the disciplines in the SPHHS shares a common commitment to optimizing human health and wellbeing. 1.1.a A clear and concise mission statement for the School as a whole. The SPHHS mission, vision, and values statements were reviewed and approved at the Faculty Assembly meeting on November 8, Mission Statement The mission of the University of Massachusetts Amherst School of Public Health and Health Sciences is: To optimize the public s health and quality of life through education, research, outreach, and practice using innovative approaches that integrate the core areas of public health and health sciences. Vision Statement The vision for the University of Massachusetts Amherst School of Public Health and Health Sciences is as follows: The SPHHS will address the complex challenges of improving the public s health and wellbeing. 1.1.b A Statement of values that guide the School. The SPHHS is firmly committed to public health values, concepts, and ethics. Through its educational, research, service, and practice programs, the SPHHS dedicates itself to improving the public s health by embracing the explicit values listed below. These values, adopted by the faculty, are essential to carrying out the mission of the School. Values Pursuit of Knowledge Knowledge is gained through a scientific approach to research in health maintenance and promotion, disease prevention, basic mechanisms of human function, and population studies. University of Massachusetts Amherst, School of Public Health and Health Sciences 1

9 Encouraging Learning Lifelong learning is fundamental for the optimization of health and prevention of disease. Empowerment People in a community assume responsibility for their lives within the limits of their own knowledge and resources. Knowledge deficits, financial constraints, lack of access, and other barriers to optimal health must be identified and addressed. We empower individuals and communities to make sound health decisions. Ethical Practice This includes dedication to the highest standards of the profession; virtues of collegiality; sustained performance in teaching, scholarship, research, community service, and practice; and the integrity of public health and health science methods and practice. Equity and Justice These values promote health and wellbeing for all within a diverse society. Ecological Perspective Ecology frames the academic and practical generation of knowledge and service in an effort to protect the health of the public. 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. The SPHHS is committed to a strategic planning process that includes regular review of the mission, vision, and goals of the School. The most recent strategic planning process, completed in 2011, is described in section 1.1.e of this report. The strategic plan covers the time period The SPHHS has four specific and overarching goals that guide the School s activities and further the School s mission. These goals are aligned with the major functions through which the School intends to attain its mission, including research, teaching, service, and outreach. Goals and Objectives 1. Conduct innovative, high-impact basic and applied research. 1.1 Increase SPHHS faculty research productivity. 1.2 Demonstrate excellence in scholarship through an increase in quality and number of peer-reviewed publications. 1.3 Support excellence in research and scholarship through expanded resources, support services, and facilities. 1.4 Increase scholarship, research, and collaborations with external partners. University of Massachusetts Amherst, School of Public Health and Health Sciences 2

10 2. Strengthen and expand academic programs at the undergraduate and graduate levels to attract high-quality students and provide excellent learning experiences and a clear pathway to graduation. 2.1 Expand enrollments in the PhD, MPH, and other master s degree programs. 2.2 Retain high-quality doctoral students. 2.3 Increase recruitment and support for online MPH programs in Public Health Practice and Nutrition. 2.4 Recruit, support, and graduate a diverse student body in both graduate and undergraduate programs. 2.5 Enhance research and practice opportunities for undergraduate students. 3. Strengthen the engagement in service, partnerships, and workforce development at the University and in the larger community (local, regional, national, and international). 3.1 Provide professional development and continuing education opportunities in public health and health sciences to our local professional workforce. 3.2 Strengthen partnerships with agencies and organizations to promote effective community-based participatory research. 3.3 Provide leadership and service to health-related organizations at the regional, state, national, and global level. 3.4 Provide service to the University and to the profession. 4. Promote and support a diverse and highly qualified faculty and staff. 4.1 Develop and implement a plan to recruit and retain a diverse faculty and staff. 4.2 Strengthen communication and community within the SPHHS. 1.1.d A set of measureable 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 goals, objectives, and measurable indicators for each component of the strategic plan are found in Table 1.1.d. These indicators will be used to assess the School s progress toward achieving the major goals in the plan. The timeframe to accomplish each indicator is 2018 unless otherwise noted. The Strategic Planning and Evaluation Committee (SPEC) is responsible for overall monitoring of goals and objectives. Objectives primarily rely upon quantitative data. In some cases progress toward objectives will be assessed with qualitative indicators. The previous strategic plan ( ) and progress toward those objectives is included in the Resource File for reference. University of Massachusetts Amherst, School of Public Health and Health Sciences 3

11 Table 1.1.d SPHHS Strategic Plan, Goal 1: Conduct innovative, high-impact basic and applied research. 1.1 Increase SPHHS faculty research productivity. a. Increase the number of new research proposals submitted to federal agencies, major foundations, and other extramural funding sources by 50%. b. Increase in the total award amount submitted to federal agencies, major foundations, and other extramural funding sources by 50%. c. Increase in extramural funding award amounts from federal agencies, major foundations, and other extramural funding sources by 25%. d. Increase by 25% the expenditures of extramural funding received from federal agencies, major foundations, and other sources. e. Increase to 90% the proportion of faculty who submit proposals to federal agencies or major foundations. f. Increase to 60% the proportion of faculty who serve as PI on extramural research. g. Submit three large Center grants by the end of the five-year strategic planning period. 1.2 Demonstrate excellence in scholarship through an increase in quality and number of peer-reviewed publications. a. Increase by 50% the total number of peer-reviewed publications by faculty. b. Increase to 80% the proportion of faculty who publish in peer-reviewed journals annually. c. Increase by 30% the average number of publications per faculty member. 1.3 Support excellence in research and scholarship through expanded resources, support services, and facilities. a. Increase support for grant writing. b. Provide seed money for faculty SPHHS pilot grant projects. c. Provide quality research space for faculty. 1.4 Increase scholarship, research, and collaborations with external partners. a. Increase by 20% the number of research proposals awarded as grants with local, regional, state, national, or international partners. Goal 2: Strengthen and expand academic programs at the undergraduate and graduate levels to attract high-quality students and provide excellent learning experiences and a clear pathway to graduation. 2.1 Expand student enrollment in the PhD, MPH, and other master s degree programs. a. Increase by 30% the number of students newly enrolled in graduate degree programs. b. Increase by 30% the yield in student enrollment for graduate degree programs (# enrolled / # accepted). c. Achieve target graduation rate by degree type. d. Expand 4+1 (bachelor s degree + master s degree) program in Public Health to 3 5 core areas of public health. 2.2 Retain high-quality doctoral students. a. Implement and maintain a PhD Fellowship program providing funding for up to five PhD students per year. b. Improve monitoring and tracking system of doctoral students. c. Provide TA or RA opportunities for 50% of full-time doctoral students. 2.3 Increase recruitment and support for online MPH programs in Public Health Practice and Nutrition. a. Increase by 30% the number of students enrolled in the online MPH programs. b. Increase marketing of online MPH degree programs. c. Increase the infrastructure to support students in the online degree programs. University of Massachusetts Amherst, School of Public Health and Health Sciences 4

12 2.4 Recruit, support, and graduate a diverse student body in both graduate and undergraduate programs. a. Increase the proportion of SPHHS undergraduate students who are members of underrepresented racial or ethnic minority groups to a level that equals or exceeds the proportion of underrepresented groups in the state of Massachusetts. b. Increase the proportion of SPHHS graduate students who are members of underrepresented racial or ethnic minority groups to a level that equals or exceeds the proportion of underrepresented groups in the state of Massachusetts. c. Increase the number of international graduate students (new enrollment) by 20%. d. Increase services available to undergraduate and graduate students to support success. e. Provide diversity training to faculty to better support a diverse student body. 2.5 Enhance research and practice opportunities for undergraduate students. a. Increase by 10% the proportion of undergraduate students involved in research. b. Increase to 75% the proportion of undergraduate students involved in internships. c. Increase to 25% the proportion of undergraduate students who take part in study abroad programs. Goal 3: Strengthen the engagement in service, partnerships, and workforce development at the University and in the larger community (local, regional, national, and international). 3.1 Provide professional development and continuing education opportunities in public health and health sciences to our local professional workforce. a. Increase by 20% the number of trainings offered annually to the local professional workforce. b. Increase by 50% the number of community members trained through workforce development efforts. c. Develop an online certificate program in Global Health. d. Develop a certificate program in Women s Health. e. Expand the activities of the Office of Public Health Practice and Outreach. 3.2: Strengthen partnerships with agencies and organizations to promote effective community-based participatory research. a. Increase by 50% the number of funded community-based projects. 3.3 Provide leadership and service to health-related organizations at the regional, state, national, and global level. a. Increase to 45% the proportion of faculty engaged in community service at the local, regional, state, federal, or international level. 3.4 Provide service to the University and to the profession. a. Increase to 75% the proportion of faculty engaged in service to a professional organization with a public health mission. b. Increase to 75% the proportion of faculty who serve as a reviewer or a member of a review board for one or more professional peer-reviewed journals. c. Increase to 40% the proportion of faculty who serve as editor in chief, specialty editor, or member of an editorial board for a professional peer-reviewed journal. d. Increase to 75% the proportion of faculty involved in service to the SPHHS. e. Increase to 50% the proportion of faculty involved in service to the larger University. University of Massachusetts Amherst, School of Public Health and Health Sciences 5

13 Goal 4: Promote and support a diverse and highly qualified faculty and staff. 4.1 Develop and implement a plan to recruit and retain a diverse faculty and staff. a. Increase to 25% the number of new hires who come from racially/ethnically underrepresented communities. b. Increase the proportion of SPHHS staff who are members of underrepresented racial or ethnic minority groups to a level that equals or exceeds the proportion of underrepresented groups in the state of Massachusetts. c. Provide diversity training to all faculty and staff. d. Build a culture of support for diverse faculty and staff by providing mentoring and professional development opportunities. 4.2 Strengthen communication and community within the SPHHS. a. Achieve 90% satisfaction with academic programs among undergraduate students (as measured by exit surveys). b. Achieve 90% satisfaction with academic programs among graduate students (as measured by exit surveys). c. Increase to seven the number of annual events for students, faculty, and staff participation. University of Massachusetts Amherst, School of Public Health and Health Sciences 6

14 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. The SPHHS Dean, faculty, and staff engaged with a larger University strategic planning process that began in The new strategic plan ( ) was developed in alignment with both the University process and the Association of Schools and Programs of Public Health (ASPPH) guidelines for Schools of Public Health. The process was undertaken in several stages that took into account feedback provided by students, faculty, staff, and community members. The Executive Council Strategic Planning Working Group (EXSPWG), convened by the Dean in the fall of 2010, crafted the vision, mission, and goals of the SPHHS. The group consists of the Executive Council (Division Directors, Chairs, Heads, and Associate Deans), one associate professor who was instrumental in the SPHHS Council on Education for Public Health (CEPH) reaccreditation process in 2007, one undergraduate student and one graduate student. The Dean and one member of the EXSPWG were designated as co-chairs of the EXSPWG. The development of the School s vision, mission, and goals drew upon the previously approved 2006 SPHHS strategic plan, the University of Massachusetts 2010 Chancellor s Framework for Excellence, and selected strategic plans for peer Schools of Public Health. The School s SPEC provided input to the writing of the vision, mission, and goals. Department Chairs were asked to discuss the process and materials with faculty and staff when appropriate. The Dean discussed the strategic planning process and the process for faculty input at an SPHHS all-school faculty and staff meeting and in departmental and division faculty meetings. The EXSPWG approved the draft of the vision, mission, and goals for faculty, staff, and student review. The draft vision, mission, and goals were then posted on the homepage of the SPHHS website. Faculty and staff received an with instructions for providing comments to the vision, mission, and goals. Comments were collected via online forms posted on the SPHHS homepage and a blog designed specifically for the receipt of feedback. The co-chairs of the EXSPWG revised the draft based on comments and ed it to the SPEC. After the committee review, the co-chairs of the EXSPWG completed a final draft of the vision, mission, and goals. 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. Availability to the Public The mission, goals, and objectives are available to the public through the SPHHS website. The web link to the goals and objectives has also been published in SPHHS alumni newsletters. Monitoring The monitoring of the mission, goals, and objectives occurs systematically at several levels. The Dean has invested resources in a part-time data manager who compiles data on the various indicators at least annually. The Dean periodically shares data on indicators with several constituencies including, but not limited to, faculty and staff at School-wide meetings twice per University of Massachusetts Amherst, School of Public Health and Health Sciences 7

15 year, the Provost, and the Dean s Advisory Board. Several other groups and offices are involved in the regular monitoring of data: Division Directors/Department Chairs. Directors/Chairs oversee the status of those objectives most relevant to their division/department. The Strategic Planning and Evaluation Committee (SPEC). The SPEC consists of six faculty members one from each of the Public Health divisions (Biostatistics/ Epidemiology, Environmental Health Science, Community Health Studies) and one each from the Departments of Nutrition, Kinesiology, and Communication Disorders. A graduate student and an undergraduate student are ex officio and non-voting members of the committee. This committee serves as the primary self-study committee for the CEPH accreditation activities and provides leadership for long-range strategic planning and evaluation activities of the academic mission of the School. The SPEC monitors the achievement of the School mission, goals, and objectives by reviewing summary data related to their implementation. Data are collected and monitored from several sources, including admissions, exit interviews, the Office of Institutional Research (OIR), Annual Faculty Reports (AFRs), course evaluations, and the Office of Grants and Contract Administration (OGCA). The Dean and Executive Council. The Dean and Executive Council regularly monitor and review the SPHHS data at their monthly meetings and make recommendations for improvements, changes, and efficiencies. The Dean s Advisory Board. The mission of the Dean s Advisory Board is to provide opportunities for supportive alumni and friends to utilize their influence and resources to promote the future success of the School. Members are high-level professionals and community leaders who provide regular input to the School s strategic plans, accomplishments, and future directions. The Advisory Board meets twice per year. Periodic Revision The Dean s Executive Council leads the process for the periodic revision of the mission, goals, and objectives based on the results of the assessment and evaluation described above. This includes input from the Dean s Advisory Council, key informants, and alumni, as well as continuous review of the data as described above. University of Massachusetts Amherst, School of Public Health and Health Sciences 8

16 1.1.g Assessment of the extent to which this criterion is met and an analyses of the School s strengths, weaknesses and plans relating to this criterion. This criterion is met. The SPHHS has a clearly formulated and publicly stated mission with supporting goals and objectives. The Dean, faculty, and staff are committed to fostering an environment consistent with the stated mission, vision, and values. Strengths The SPHHS engaged in a strategic planning process that aligned with the University process. The strategic planning process engaged stakeholders at multiple levels including faculty, students, and community members. The Dean has committed funds for a part-time data manager so that data are more easily accessible and available for monitoring. The data manager works closely with the Office of Institutional Research (OIR) to ensure smooth processes for data collection. Weaknesses While data are collected regularly, the SPHHS can work toward institutionalizing data monitoring at the department level. Plans In order to strengthen data monitoring, the self-study coordinator is working more closely with the Associate Dean for Academic Affairs, the Associate Dean for Research and Administration and the SPEC to accomplish stronger data monitoring and regular review of objectives and indicators at all levels. University of Massachusetts Amherst, School of Public Health and Health Sciences 9

17 University of Massachusetts Amherst, School of Public Health and Health Sciences 10

18 1.2 Evaluation. The School shall have an explicit process for monitoring and evaluating the overall efforts against its mission, goals and objectives; for assessing the School 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 School must conduct an analytical self-study that analyzes performance against the accreditation criteria defined in this document. 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 to be described only once. If systems and responsible parties vary by objective or topic area, sufficient information must be provided to identify systems and responsible party for each. The UMass Amherst SPHHS process for evaluating, planning, and monitoring its overall effectiveness in meeting its mission, goals, and objectives is a multifaceted process. The Self- Study Coordinator, along with the Data Manager collects data related to the objectives, analyzes those data, and disseminates findings to the SPEC and Executive Council. Evaluation, planning, implementation, and reassessment occur in a systematic fashion and are the responsibility of the Strategic Planning Committee in conjunction with the Executive Council. The process includes frequent monitoring of enrollment and graduation trends, student achievements, faculty accomplishments, budget, revenue, and other administrative matters. Evaluation mechanisms include: Annual Faculty Reports (AFRs). All tenure and non-tenure-track faculty with.5fte or more complete the AFR each fall. Faculty members submit a report listing professional accomplishments for the preceding academic year in the areas of teaching, research, and service. AFRs are reviewed by each division/department s Personnel Committee and are used to assess the performance of the faculty member. AFRs are also reviewed by the Department Chair and the Dean. AFRs form the basis of personnel decisions and merit. Data from AFRs are directly related to objectives 1.2, 1.4, and Periodic multi-year review (PMYR). The PMYR is a mandatory University-wide program for evaluating faculty performance in teaching, research, and outreach/service conducted every seven years for tenured faculty members. The PMYR involves assessment by Department Personnel Committees, the Department Chairs, and the Dean; assessments are then forwarded to the Provost s Office. The PMYR is intended to serve as a checkpoint for faculty assessment. Reviews of Department Chairs and Dean. Guidelines from the Faculty Senate are used to evaluate Division Directors/Department Chairs every third year and the Dean every five years. Faculty, staff, and students participate in the process. Assessments are compiled by University of Massachusetts Amherst, School of Public Health and Health Sciences 11

19 the Division/Departmental Personnel Committee and forwarded to the Dean and to the Provost. These evaluations include input from campus-wide constituencies, in particular other administrators at the University. Comments on performance and recommendations for or against reappointment for the Division Directors/Department Chairs are reviewed by the Department Personnel Committee and the Dean. Teaching evaluations. Students are asked to complete teaching evaluations at the end of each term to assess the quality and effectiveness of classroom instruction. Faculty are provided with summary data for the courses they teach along with comparable university data. Division Directors/Department Chairs are provided with summary data for each course within their Division/Department. Teaching evaluations are used in faculty promotion and tenure reviews and are included in the AFRs. Departmental summary data are collected by the Self-Study Coordinator and provided to the Associate Dean for Academic Affairs. These data are directly related to monitoring the quality of teaching. Exit evaluations. Each spring, just prior to graduation, all undergraduate and graduate students are asked to complete questionnaires soliciting information about their experiences in the School and suggestions for improvement. Results of the exit surveys are reviewed by the Division Directors/Department Chairs with a summary provided to the Associate Dean. Results are shared at Faculty Assembly meetings. Concerns directly related to divisions/departments are discussed with respective faculty. The Associate Dean for Academic Affairs is charged with responding to relevant concerns. These data are used for monitoring objectives Student evaluation of field experience. Both undergraduate and graduate students participate in field learning experiences (i.e. internships/practica). To assure the appropriateness of field experience sites, each student completes an evaluation of the field site, supervisor, and the experience itself. This information is collected by the practicum coordinator or Undergraduate Program Director. These data are used for monitoring objectives Field experience site supervisor s evaluation of students. At the end of the field experience, the site supervisor completes an evaluation for each student. The Practicum coordinator or Undergraduate Program Director review these data. These evaluations are directly related to monitoring objective 2.5. Alumni surveys. Beginning in 2012, alumni are surveyed one year after graduation. Prior to this, alumni were surveyed every two years. The Associate Dean for Academic Affairs disseminates these results. The Dean and Executive Council review survey results, which are then shared with the Faculty Assembly. When relevant the Curriculum Committee and the Strategic Planning Committee are charged with creating a plan to address the concerns/suggestions. Results of alumni surveys have been used to modify course content and availability of learning resources. University of Massachusetts Amherst, School of Public Health and Health Sciences 12

20 Key informant surveys. The Strategic Planning Committee and Curriculum Committee review results from key informant surveys conducted at least every three years at their regular meetings. These data are directly related to monitoring the objective 3.1. Enrollment data. UMass Amherst makes enrollment data and student degree data available through the Office of the Registrar and the Office of Institutional Research. Data available include applicants, acceptances, admittance, student headcounts, years to graduation, and course enrollment. These data are used to track future enrollment estimates and progress toward admission objectives. Department Chairs use these data to determine future course offerings and faculty assignments and to track teaching productivity. These data are directly related to monitoring objectives Office of Grants and Contracts (OGCA) data. Data are available from the UMass Amherst OGCA regarding the proposals submitted and awards received. These data are tracked and utilized by the Dean, Executive Council, and SPEC to monitor faculty scholarship. The data are also shared by the Dean at all faculty meetings twice per year. These data are directly related to monitoring objectives 1.1. Dean s Advisory Board. The Dean s Advisory Board provides regular input to the School s strategic plans, accomplishments, and future directions. The Board works to advance the School as a whole as well as its individual departments, and is an important resource for keeping the School in touch with outside interests. 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. As indicated above, the SPHHS uses the results of its evaluation and planning in a variety of manners. The SPHHS has a centralized data management office where data are gathered and aggregated from campus offices (e.g., OIR, Registrar s Office, OGCA). For example, data on grant award submissions, grant awards received, and grant expenditures are collected from the OGCA. These data are triangulated with data from the SPHHS grants manager to develop a complete picture of external funding. This centralized data management office also administers exit surveys for graduate and undergraduate students, key informant surveys, and internship preceptor surveys. Data are shared and discussed at meetings of the Dean and Associate Deans, Executive Council, the SPEC, all-school faculty and staff, and departments. As one example, the Public Health Undergraduate Student Exit Survey indicated lower satisfaction scores with academic advising and the capstone course. These data were used to justify a full-time undergraduate advisor position within the Department as well as the need for a peer-advising program. Additionally, the public health capstone course was redeveloped to address the concerns of students. Data are also routinely utilized to improve systems and work toward the goals and objectives of the strategic plan. For example, recent data from the OIR indicated a doctoral student graduation rate below the benchmark of 60%. These data were shared with the Associate Dean for Academic Affairs and Department Chairs. As a result, the Associate Dean for Academic Affairs University of Massachusetts Amherst, School of Public Health and Health Sciences 13

21 has taken a more active role in working with the Department Chairs to increase doctoral student retention. The Associate Dean for Academic Affairs asked Chairs and Advisors to complete an annual review of individual students including progress toward completion. 1.2.c Data regarding the School s performance on each measureable 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 parenthetically identify the criteria where the data also appear. The SPHHS engaged in a strategic planning process in alignment with the University s process for strategic planning. This resulted in significant changes to the SPHHS goals and objectives for the period. The objectives and indicators for the new strategic plan are included in Section 1.1.d. Quantitative measures indicating progress toward each goal are included in Table 1.2.c. Each objective listed includes a target date of The baseline year for the strategic plan is FY 2013, AY , or CY 2012 depending on how data are collected. Progress toward objectives that rely on qualitative data are described throughout the report and referenced in the appropriate section. A brief description of each qualitative measure is also included in this section. University of Massachusetts Amherst, School of Public Health and Health Sciences 14

22 Table 1.2.c Quantitative Outcome Measures toward Each Objective Goal 1: Conduct innovative, high-impact basic and applied research. 1.1 Increase SPHHS faculty research productivity. Indicator 2018 Goal * (FY 2012) (FY 2013) (FY 2014) a. Increase the number of new research proposals 50% increase submitted to federal agencies, major foundations, and other extramural funding sources by 50%. b. Increase in the total award amount submitted to 50% increase 21,252,169 26,224,038 22,759,134 federal agencies, major foundations, and other extramural funding sources by 50%. c. Increase in extramural funding award amounts 25% increase 9,306,397 16,164,526 10,352,602 received from federal agencies, major foundations, and other extramural funding sources by 25%. d. Increase by 25% the expenditures of extramural 25% increase 7,076,135 8,293,269 10,005,449 funding received from federal agencies, major foundations, and other sources. e. Increase to 90% the proportion of faculty who 90% 73% 72% 72% submit proposals to federal agencies or major foundations. f. Increase to 60% the proportion of faculty who 60% 56% 53% 55% serve as PI on extramural research projects. g. Submit three large Center grants by the end of the 3 grants five-year strategic planning period. 1.2 Demonstrate excellence in scholarship through an increase in quality and number of peer-reviewed publications. Indicator 2018 Goal CY 2011 CY 2012 CY 2013 a. Increase by 50% the total number of peerreviewed 50% increase publications by faculty. b. Increase to 80% the proportion of faculty who 100% 72.5% 66.2% 63.8% publish in peer-reviewed journals annually. c. Increase by 30% the average number of 30% increase publications per faculty member. * FY 2013 serves as the baseline for the strategic plan. University of Massachusetts Amherst, School of Public Health and Health Sciences 15

23 1.3 Support excellence in research and scholarship through expanded resources, support services, and facilities. Qualitative measure (described below). 1.4 Increase scholarship, research, and collaborations with external partners. a. Increase by 20% the number of research proposals 20% 65% 50% 41% awarded as grants with local, regional, state, national, or international partners. Goal 2: Strengthen and expand academic programs at the undergraduate and graduate levels to attract high-quality students and provide excellent learning experiences and a clear pathway to graduation. 2.1 Expand student enrollment in the PhD, MPH, and other master s degree programs. Indicator 2018 Goal * ** a. Increase by 30% the number of students newly 30% increase enrolled in graduate degree programs. PhD MPH Other Master s b. Increase by 30% yield in student enrollment for 30% increase graduate degree programs (# enrolled/# accepted). PhD 63% 52% 52% 67% 70% MPH 63% 51% 52% 52% 61% Other Master s 50% 34% 38% 38% 35% c. Achieve target graduation rate by degree type. Undergraduate (assume 6 years) 70% 92% 92% pending Other Master s (assume 3 years) 70% 86% 87% 84% MPH (assume 5 years) 70% 66% 81% 76% PhD (assume 7 years) 60% 69% 56% 45% d. Expand 4+1 (bachelor s degree + master s degree) program in Public Health to 3 5 core areas of public health. 4 areas * FY 2013 serves as the baseline for the strategic plan. ** Enrollment data is preliminary. Final data is not yet available. University of Massachusetts Amherst, School of Public Health and Health Sciences 16

24 2.2 Retain high-quality doctoral students a. Implement and maintain a PhD Fellowship program providing funding for up to five PhD students per year. students b. Improve monitoring and tracking system of doctoral Qualitative measure (described below). students. c. Provide TA or RA opportunities for 50% of full-time 50% 54% 55% 55% graduate students. 2.3 Increase recruitment and support for online MPH programs in Public Health Practice and Nutrition. Indicator 2018 Goal a. Increase by 30% the number of students enrolled in the 30% online MPH programs. increase b. Increase marketing of online MPH degree programs. Qualitative measure (described below). c. Increase the infrastructure to support students in the Qualitative measure (described below). online degree programs. 2.4 Recruit, support, and graduate a diverse student body in both graduate and undergraduate programs. Indicator 2018 Goal a. Increase the proportion of SPHHS undergraduate 18% 11.4% 12.2% 21.5% pending students who are members of underrepresented racial or ethnic minority groups to a level that equals or exceeds the proportion of underrepresented groups in the state of Massachusetts. b. Increase the proportion of SPHHS graduate students who 18% 15% 14% 17.8% 16.8% are members of underrepresented racial or ethnic minority groups to a level that equals or exceeds the proportion of underrepresented groups in the state of Massachusetts. c. Increase the number of international graduate students 20% (new enrollment) by 20%. d. Increase services available to undergraduate and graduate Qualitative measure (described below). students to support success. e. Provide diversity training to faculty to better support a diverse student body. Qualitative measure. This is a new objective in the FY 2013 strategic plan. University of Massachusetts Amherst, School of Public Health and Health Sciences 17

25 2.5 Enhance research and practice opportunities for undergraduate students. Indicator 2018 Goal a. Increase by 10% the proportion of undergraduate 10% 41% 34% 34% students involved in research. b. Increase to 75% the proportion of undergraduate students 75% 53% 66% 68% involved in internships. c. Increase to 25% the proportion of undergraduate students 25% 18% 19% 13% who take part in study abroad programs. Goal 3: Strengthen the engagement in service, partnerships, and workforce development at the University and in the larger community (local, regional, national, and international). 3.1 Provide professional development and continuing education opportunities in public health and health sciences to our local professional workforce. Indicator 2018 Goal a. Increase by 20% the number of trainings offered annually 20% to the local professional workforce. b. Increase by 50% the number of community members 50% 308 1, trained through workforce development efforts. c. Develop an online certificate program in Global Health in process program d. Develop a certificate program in Women s Health e. Expand the activities of the Office of Public Health Qualitative measure (described below). Practice and Outreach. 3.2 Strengthen partnerships with agencies and organizations to promote effective community-based participatory research. Indicator 2018 Goal a. Increase by 50% the number of funded community-based 50% projects. 3.3 Provide leadership and service to health-related organizations at the regional, state, national, and global level * Goal a. Increase to 45% the proportion of faculty engaged in community service at the local, regional, state, federal, or international level. 45% 30% 25% 24% University of Massachusetts Amherst, School of Public Health and Health Sciences 18

26 3.4 Provide service to the University and to the profession * Goal a. Increase to 75% the proportion of faculty engaged in service to a 75% 29% 36% 28% professional organization with a public health mission. b. Increase to 75% the proportion of faculty who serve as a 75% 73% 73% 69% reviewer or member of a review board for one or more professional peer-reviewed journals. c. Increase to 40% the proportion of faculty who serve as editor in 40% 28% 34% 35% chief, specialty editor, or member of an editorial board for a professional peer-reviewed journal. d. Increase to 75% the proportion of faculty involved in service to 75% 50% 55% 53% the SPHHS. e. Increase to 50% the proportion of faculty involved in service to 50% 37% 35% 36% the larger University. Goal 4: Promote and support a diverse and highly qualified faculty and staff. 4.1 Develop and implement a plan to recruit and retain a diverse faculty and staff. Indicator 2018 Goal * a. Increase to 25% the number of new tenure track faculty hires 25% 50% 33% 20% who come from racially/ethnically underrepresented communities. b. Increase the proportion of SPHHS staff who are members of underrepresented racial or ethnic minority groups to a level that equals or exceeds the proportion of underrepresented groups in the state of Massachusetts. 15% 12% 13.8% 15.5% c. Provide diversity training to all faculty and staff. Qualitative measure (described below). d. Build a culture of support for diverse faculty and staff by Qualitative measure (described below). providing mentoring and professional development opportunities. * FY 2013 serves as the baseline for the strategic plan University of Massachusetts Amherst, School of Public Health and Health Sciences 19