for each of the last three years.
The School sets strategic goals for its service activities and measures progress toward these goals formally as part of the Strategic Plan implementation process. Table 3.2.D presents Strategic Plan Goal 3 with each of its three objectives, a set of measurable aims for each objective, and their respective outcome measures. Note that the School has now completed only the first two years (FY 2013 and FY 2014) of the current five-year Strategic Plan cycle; therefore, in order to provide three years of data for each outcome measure, this table includes a baseline year (FY 2012) which preceded the five-year cycle.
Table 3.2.D appears on the next page, followed by narrative with further details interpreting the outcome measures reported there.
Table 3.2.D. Objectives, Aims, Outcome Measures, and Implementation Years for Strategic Plan Service Goal: “to advance the health of populations across the lifespan through faculty service, in cooperation with partners at the regional, national, and global levels”
Objective Aims Outcome Measure Outcomes
FY 2012 FY 2013 FY 2014 1: Engage faculty in service that improves the health of populations
1: Provide services to local and international organizations that are dedicated to reducing health disparities
Itemized service activities at local
and international levels Met (see Table 3.2.1) 2: Advocate for the use of high quality research studies across the
lifespan to guide public policies Itemized advocacy activities Met (see Table 3.2.1)
3: Develop criteria to evaluate the quality and impact of scholarly service for use in faculty performance and promotion reviews
Criteria developed for and approved
by FAPTC Met (see Table 3.2.1)
4: Mentor faculty in the development of service portfolios and the documentation of impact for the service activities.
Mentoring advice developed from
approved criteria To be implemented in FY 2015
5: Train faculty for participation in technical assistance and
policy advocacy. Faculty workshop each year Done Unmet Unmet
2: Reduce premature mortality through service on local and regional policy- setting boards and advisory bodies.
1: Strengthen relationships with county and commonwealth
organizations that hold responsibility for public health Formal agreements; mutual personnel appointments Met (see Criterion 3.2.D narrative) 1. Reduce premature mortality through service on local
and regional policy-setting boards and advisory bodies. Faculty appointments to boards and advisory bodies Met (see Criterion 3.2.D narrative) 3: Assist nonprofit hospitals in channeling community benefit
funds towards targeted public health interventions
Training and consultation to hospital
organizations Planned
HAP webinars; consultation for UPMC hospitals
4: Collaborate with health care providers, governments, and communities to implement and monitor targeted [community benefit] interventions
Collaboration partners; collaboration
projects Pending, for action in FY 2015
3: Improve policies and practice for public health among professionals, agencies, and organizations
1: Build relationships with the medical and public health practice community to sustain monitoring, surveillance, and data collection for public health practice
Collaboration partners & projects Met (see Criterion 3.2.D narrative) 2: Provide technical assistance using methodologies grounded in
computation and simulation to advance public health policy and practice
Technical assistance beneficiaries &
projects Met (see Criterion 3.2.D narrative)
3: Train the public health workforce and agencies for performance improvement, professional certification, and organizational accreditation
Training audiences, agencies, &
programs Met (see Criterion 3.3 narrative)
4: Provide advice and technical assistance to codify, revise, and Reports from SR194 Project No report No report Report on 1 |
update Pennsylvania’s public health laws. DCPL
Strategic Plan Objective 3.1: Engage faculty in service that improves the health of populations. Aims 1, 2, 3 are met, as listed at Table 3.2.1. Many of the organizations receiving
faculty service are dedicated to reducing health disparities (Aim 1). There are numerous examples of research guiding public policies (Aim 2)—SUCH AS …. In pursuit of Aim 3, the former Associate Dean for Public Health Practice re-defined service activities for purposes of school-level monitoring and individual faculty performance evaluation, which were approved by the FAPTC in 2013 and incorporated into the standard curriculum vitae template and the Faculty Information System in 2014. Aim 4, to develop mentoring advice for faculty service, is reserved for implementation in FY 2015.
Implementation of Aim 5, to train faculty for participation in technical assistance and policy advocacy, has been problematic. A faculty workshop on this topic was held successfully in ADD DATE; however, scheduled workshops in FY 2013 and FY 2014 had no faculty registrants— despite re-scheduling and intensive marketing. This experience suggests that a different approach is needed to skill-building for “faculty service that improves the health of populations.” This problem will be addressed in in FY 2015 within the context of implementing Aim 4, so that as mentoring advice may be tied to hands-on experience with senior faculty members.
Strategic Plan Objective 3.2. Contribute to the reduction of premature mortality in local and regional populations as a means of realizing health equity. All outcome measures have
been met for Aims 1 through 3; Aim 4 is reserved for implementation in FY 2015 as hospitals implement their community health interventions. Highlights of accomplishments include:
• Aim 1: The Dean created and funded a liaison position at the Allegheny County Health Department for the CPHP Director/Associate Dean for Practice.
• Aim 1: The current Director of the Allegheny County Health Department, Dr. Karen Hacker, holds a faculty position and lectures in courses including HPM ???? “Public Health Management.” • Aims 1 and 2: The Dean and Associate Dean for Policy have assisted Pennsylvania in its proposal
for a State Innovation Model Plan, provided to the Centers for Medicare and Medicaid Services (see Electronic Resource File for the "Pennsylvania State Innovations Models Plan").
• Aim 2: The Dean accepted appointment to the Allegheny County Board of Health and has since chaired several of its key committees including strategic planning and air quality regulation. • Aim 3: Pitt Public Health faculty have conducted and analyzed the results of two iterations of the
Behavioral Health Risk Factor Surveillance Survey (in 2009 and again in 2012) for the Allegheny County Health Department and other local sponsors. (See Electronic Resource File, “Results from the 2009-2010 Allegheny County Health Survey (ACHS): Measuring the Health of Residents.”)
• Aim 3: As a part of the Affordable Care Act requirement for hospital community health needs assessment, GSPH has produced two one-hour webinars describing how public health expertise can be helpful to the process. The school’s PA Public Health Training Center developed and delivered these webinars for the Hospital. & Healthcare Association of Pennsylvania (see below, Criterion 3.3, for details).
• Aim 3: Members of the Department of Community and Behavioral Science consulted with leadership of UPMC to develop a community benefit needs assessment and plan and has assisted several community hospitals in accomplishing their community health needs assessments and in establishing community public health priorities.
Strategic Plan Objective 3.3. Improve policies and practice for public health among professionals, agencies, and organizations. All outcome measures have been met for Aims 1
through 4, as of FY 2014. Highlights include:
• Aim 1: Negotiation of the Master Agreement with the Commonwealth of Pennsylvania led to a series of special projects including Walk Works and others as specified in the publication titled (see Electronic Resource File for “Huber et al., “State Procurement Law” article in JPHMP”). • Aim 1: Through a data use agreement and access to the PaNEDDS data base, the School has
advised the Pennsylvania Department of Health with regard to policy involving communicable diseases.
• Aim 1: Through access to the Medicaid data base of, faculty from the Department of Health Policy and Management are able to advise the PA Department of Public Welfare concerning recipients’ drug utilization and other uses of health care provider resources.
• Aim 2: During the H1N1 pandemic Dean Burke, several faculty members, and a doctoral student used computational modeling to advise the U.S. Department of Health and Human Services, the Pennsylvania Department of Health, and the Allegheny County Health Department in support of decision making for controlling the spread of disease. This foundation of relationships has led to ongoing efforts to develop, field-test, and market prototype tools for monitoring, surveillance, and data collection, including FRED, Project Tycho, GAIA, ISAAC, LENA, and HAZEL [ADD WEBSITE URL]
• Aim 3: The CPHP’s Deputy Director, Gerald M. Barron, is a site visitor for the Public Health Accreditation Board (PHAB) and leads CPHP’s ongoing technical assistance and consultation services for state and local health departments seeking PHAB accreditation. The agencies currently receiving or under agreement to receive these services include the Pennsylvania Department of Health, the Erie County Health Department, and the Allegheny County Health Department.
• Aim 4: The former CPHP Director/Associate Dean for Practice chairs the Advisory Committee to the Task Force of the Pennsylvania Senate on revising public health laws. Involving many Pitt Public Health faculty and public health practitioners and experts from across the
Commonwealth, this is a long-term process for making recommendations to the General Assembly in the areas of public health infrastructure, data, disease prevention and control, preparedness, and behavioral health. Revisions to the Disease Prevention and Control Law (DCPL) were reported to the Senate Task Force in June 2014.
3.2.E. Description of student involvement in service, outside of those activities associated