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Institutional funding for the MPH program comes in four general areas: • Core support from the SMPH for program administration and teaching

• Indirect UW institutional support for teaching/service of primary and secondary faculty • Extramural research grants

• Extramural service/teaching grants

Core support for the MPH program is provided by the School of Medicine and Public Health. The Senior Associate Dean for Finance for the SMPH requests a proposed operating budget for the upcoming fiscal year. The MPH Faculty Director and Deputy Director prepare and present a budget to the Senior Associate Dean for Finance and staff and negotiations ensue. Following the determination of the final budget, the MPH Faculty Director receives notification of the final

operating budget to begin on July 1. The budget provides support for the infrastructure of the MPH program, primarily for personnel and instructional costs.

Funding from the core MPH budget supports the administrative personnel and the faculty and staff who teach the six required core courses in the MPH curriculum. Approximately $12,000 is provided towards each of the six core courses, and is used by their respective departments towards salary and fringe benefits for the faculty/staff who teach the courses or towards teaching assistants.

Six tenure-track primary faculty members are supported by the UW-Madison for their teaching, service, and research responsibilities in the MPH program. The MPH program estimates that the support to the MPH program from the UW-Madison is approximately 50% of the salary, or approximately $450,000/year. Whereas the funding is indicated in the budget information, it is much like an in-kind contribution, rather than an actual contribution applied to the program. The estimated $450,000/year does not include the significant financial contributions of the secondary MPH program faculty, or the contributions from community-based faculty and preceptors. The UW-Madison is unique in that there is no direct tuition recovery for academic programs unless the University, School and MPH program have reached an agreement. The SMPH and MPH program have been in negotiations with the UW-Madison regarding tuition capture when the program reaches a goal for moderate growth. In the current AY, the MPH program did not meet its target for 50 students entering in the 2013 cohort (final enrollment figure = 42), and thus, is not indicated in the budget.

The MPH budget does not indicate grants, contracts, indirect cost recovery or taxes or levies, as these funds do not directly accrue to the MPH budget.

1.6.a. Description of the budgetary and allocation processes, including all sources of funding supportive of the instruction, research and service activities. This

description should include, as appropriate, discussion about legislative

appropriations, formula for funds distribution, tuition generation and retention, gifts, grants and contracts, indirect cost recovery, taxes or levies imposed by the university or other entity within the university, and other policies that impact the fiscal resources available to the program.

Ongoing budgetary planning and implementation is provided by the MPH program administration and staff with support through the SMPH Senior Associate Dean for Academic Affairs and the Associate Dean for Public Health and the Department of Population Health Sciences (PHS) and oversight by the MPH Steering Committee

Budgetary information for the MPH Program for the past five years can be found in Table 9 (Template 1.6.1). Initial funding for the MPH program came from the Wisconsin Partnership Program (WPP). The WPP represents a far-reaching commitment by UW School of Medicine and Public Health to greatly improve the health of people in Wisconsin for the future. The SMPH was provided with funds resulting from Blue Cross & Blue Shield United of Wisconsin’s conversion to a for-profit corporation. These funds (approximately $15 million/year from the $300 million

endowment) are assisting the SMPH to transform from simply a school of medicine to realize an expansive vision of becoming a school of medicine and public health.

After an initial three years of funding, the SMPH and WPP planned a gradual decrease of WPP funding and a move to total funding by the SMPH. The first year depicted in the table below shows 2/3 of the budget support by WPP and 1/3 by the SMPH. The following year, the WPP supported 1/3 of the MPH Program’s budget and the SMPH supported 2/3 of the budget. By the third year, depicted in the table, the MPH program was funded entirely by the SMPH.

A decrease in staffing can be noted after the second year of the budget. This is a result of the SMPH discontinuing the Health Professions Deans’ Program and the laying off of several personnel, supported partially through the MPH program. The Health Professions Dean’s Program duties were subsumed by MPH staff and other personnel in the SMPH.

As described above, the state appropriations listed in the table below for the current AY include funding for the five core faculty who provide teaching and support for the MPH program.

Whereas the funding is indicated in the table below, it is much like an in-kind contribution, rather than an actual contribution applied to the program. In addition, an endowment is listed, which includes scholarship funding for MD/MPH dual degree students. The scholarships are provided directly to the students. Scholarship amounts have varied over the years from $1,500 per student to $15,000 per student.

1.6.b. A clearly formulated program budget statement, showing sources of all

available funds and expenditures by major categories since the last accreditation visit or for the last five years, whichever is longer. If the program does not have a

separate budget, it must present an estimate of available funds and expenditures by major category and explain the basis of the estimate. This information must be presented in a table format as appropriate to the program. See CEPH Data Template 1.6.1.

Table 9. Sources of Funds and Expenditures by Major Category – 2009-2014

Sources of Funds and Expenditures by Major Category, 2009 - 2014 Year1 2009-2010 Year 2 2010-2011 Year 3 2011 - 2012 Year 4 2012-2013 Year 5 2013-2014 Source of Funds

Tuition & Fees State Appropriation (in- kind) $400,000 $400,000 $450,000 $450,000 $450,000 University Funds $186,687 $341,366 $457,479 $449,834 $460,119 Grants/Contracts (WPP) $401,826 $190,388 Endowment (Farrell MD- MPH Scholarships) $15,000 $5,000 $12,500 $5,000 $2,500 Total $1,003,513 $936,754 $919,979 $904,834 $912,619 Expenditures Faculty Salaries & Benefits

$123,356 $123,356 $111,039 $115,132 $113,908

Staff Salaries & Benefits $394,984 $341,302 $307,407 $309,702 $307,661

Operations $61,536 $58,096 $27,033 $20,000 $29,550 Travel $8,627 $9,000 $12,000 $5,000 $9,000 Student Support University Tax Total $588,513 $531,754 $457,479 $449,834 $460,119 Budget Narrative

The UW-Madison, MPH program is somewhat unique in that tuition and fees provided by the students, is not captured by the program. Instead, the School of Medicine and Public Health allocates university funds to the MPH program. This dollar figure has been in the range of $457,479 to $460,119 for the past three years. This is direct funding that is provided for the operation of the MPH program, such as faculty and staff salaries and benefits, operations and travel.

As an interprofessional program that engages and depends upon a cadre of faculty and staff from across the University, State appropriations are noted in the budget above. These funds are technically in-kind contributions and are not directly administered by the program. The State Appropriations pay the balance of the core course faculty salaries.

Since the inception of the MPH program, Dr. Phil Farrell has provided a small amount of scholarship funding to students pursuing the MD-MPH dual degree. These scholarships,

typically in the amount of $2500 each are from an endowment. These are not a part of the direct funds administered by the MPH program.

Faculty salaries and benefits include the support of 30% of the MPH Program Director, along with approximately 10% of salary support for the six core course faculty members.

Staff salary and benefits provide support for the Deputy Director, the Community Engagement Coordinator, the Student Services Coordinator, and a student hourly worker. A small percentage of some of the Department’s administrative support team is also provided in this line item. The operations line item includes funding for supplies, including marketing materials, telephone costs, postage, printing costs, office supplies, computer services and other associated supplies.

Other costs included expenses related to the MPH program’s annual graduation reception, public health symposia, meeting expenses, and accreditation costs.

The travel portion of the budget has been used to fund travel for the MPH program staff for the purpose of education, outreach, recruitment and training. Travel costs included travel and expenses related to attending the annual American Public Health Association Meeting and in- state public health meetings.

The Student Services Coordinator travels to several Midwestern recruitment fairs, primarily ones located in Illinois and Minnesota, to recruit students from diverse academic and demographic backgrounds. In addition to several out-of-state recruitment fairs, she also participates in many recruitment fairs throughout Wisconsin.

Because some of the funding sources are in-kind and some are provided directly to students, the actual amount of funding provided is directly spent by the program. If there is an excess of funds, the School of Medicine and Public Health allows the program to carry it over and use it in the next fiscal year.

N/A

Two target objectives comprise measures for assessing the adequacy of fiscal resources for the MPH program: (1) The allocation of funds to the MPH program permit program expenditures per student of at least $5,000 per annum; and (2) The assignment of MPH program primary (core) faculty members does not exceed a student-to-faculty ratio of 10:1. An interpretation of the data suggests that whereas the fiscal resources are adequate, the target figures have not yet been met; however, the UW-Madison MPH program has moved incrementally over the past three years toward achievement of these fiscal objectives despite the persistent economic challenges faced by state universities since approximately 2008-2009.

1.6.c. If the program is a collaborative one sponsored by two or more

universities, the budget statement must make clear the financial contributions of each sponsoring university to the overall program budget. This should be

accompanied by a description of how tuition and other income is shared, including indirect cost returns for research generated by public health program faculty who may have their primary appointment elsewhere.

1.6.d. Identification of measurable objectives by which the program assesses the adequacy of its fiscal resources, along with data regarding the program’s

performance against those measures for each of the last three years. See CEPH Outcome Measures Template.

Table 10. Outcome Measures with Respect to Fiscal Resources

Outcome Measure Target 2011-2012 2012-2013 2013-2014

Program expenditures per student

≥ $5,000 $4,400 $4,690 $4,845

Primary faculty to

student ratio ≤ 10:1 17:1 16:1 15:1

The criterion is met.

Strengths: The MPH program has adequate funding to fulfill its mission. Contributions by the institution, school, and department provide evidence that the MPH program is sufficiently supported. The MPH program also enjoys broad support from public health agencies and organizations across the state.

Weaknesses: In 2013, the enrollment target was not met. Additional growth and enhancement is dependent upon additional funding.

Plans: Plans are underway for the MPH program to be able to capture tuition based upon sufficient growth in the student cohort to reach an annual target of 50 students.

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