y “Hazlo seguro”
PÚBLICO PROPAGANDA CALIFICACIÓN ACUERDO INE OBSERVACIONES vigencia del 1 de julio al
following: budgeting and resource allocation, including budget negotiations, indirect cost recoveries, distribution of tuition and fees, and support for fund-‐raising; personal
recruitment, selection, and advancement, including faculty and staff; academic standards and policies, including establishment and oversight of curricula.)
Lines of Accountability. Figures 1.3.a outlines the organizational administration of the
university. Figure 1.3.b portrays that the MPH Program Director Gordon Lindsay reports to the Chair of the Department of Health Science, Carl Hanson. The chair reports to James Porter, Dean of the College of Life Sciences. He reports to the Academic Vice President Brent Webb who reports to the BYU President Kevin J. Worthen. Thus, there is a clear line of accountability from the MPH Director up through the President. The program director has full access to the department chair. Open access to the college dean is also available although ideal communication and accountability is usually directed through the
department chair. The program’s access and accountability to the academic vice president and university president is also possible, but procedurally is made more efficient by working through the chair and the dean. This program benefits from administrators who are supportive of its work, from the chair through the president.
Prerogatives Extended. At the Department of Health Science level, the department chair
has the prerogative to establish organizational structures, committees, student associations or other department or program level changes as needed. The chair, often in consultation with the department faculty, determines the internal organization of the department. The chair and the director work closely together when any of those decisions impact the MPH program. The chair generally creates internal structures from intra-‐departmental strategic planning procedures on an annual basis, as informed by faculty input and program director input. This level of strategic planning process is generally shared with the college dean as an informational item. Yet the creation of intra-‐departmental procedures are the
prerogative of the chair so long as general university practices or principles are preserved. Name or title changes to the academic unit including curricular changes, however, must be approved at the college and university levels.
Budgeting and Resource Allocation. The university budget process begins in the fall. A
strategic resource planning process guides the development and allocation of budgets at BYU. This process is initiated in December when deans distribute resource-‐planning documents to departments. Department chairs are required to review performance for the previous year, modify the department’s three-‐year strategic plan, request resources, and estimate and submit the budget to the dean by mid-‐April. The dean has until the end of May to prioritize requests and prepare a college resource-‐planning summary wherein the dean evaluates performance of all college departments, estimates the budget to both the college, and submits the college budget to the supervisory vice president and to the Budget Office. Vice presidents meet with deans to review strategic plans and resource requests. Vice presidents submit final documents to the university’s Budget Office by the end of June. The Budget Office then prepares a budget summary by the end of July for the President’s Council. The President’s Council has until the end of August to meet with deans, determine
institutional strategies and funding priorities, and approve a final list of priorities and the budget. The Board of Trustees and the Church Education System then make final approval for the subsequent calendar year.
Program funding for the public health program is administered by department chair except for those accounts designated as MPH. MPH accounts are administered by the MPH
program director (see Criteria 1.6.a). The MPH allocation includes dollars directly from the Office of Graduate Studies as well as dollars directly from the university to be used for operations. Allocation from the Office of Graduate Studies is based on Graduate Studies
Baseline Funding Model (see Resource File 1.6). This model is a formula that provides
dollars to the program based on the amount of money needed to fully fund a graduate student in the program according to the best practices of the discipline. The program’s resources from the Office of Graduate Studies totaled $96,223 in 2015, up from $68,275 in 2014. Dollars that come from Graduate Studies are used exclusively for student support and scholarships. The increased budget allocation will alleviate financial constraints for students in the program. The MPH program operating budget had previously been approximately $20,000 a year since 2011 and the recent increase has been provided in response to budget and resource allocation negotiations conducted by the chair and in consultation with the program director. Refer to Criteria 1.6.a for additional details on budget and the resource allocation processes for the program. The MPH program budget is a significant portion of the Department of Health Science budget. Program resources are generally considered every year from the budget and resource allocation process as prompted by the chair as described in the paragraph above.
Each year, the university’s sponsor, The Church of Jesus Christ of Latter-‐day Saints, makes university-‐wide adjustments to Fund-‐11 account codes (e.g., salaries, supplies, travel, equipment, etc.) based on market conditions and inflationary factors. Once the university receives these percent allocations (level funding, increases or decreases), the office of the Academic Vice President may then distribute these allocations directly to colleges or make internal adjustments prior to establishing college budgets. Internal adjustments may include, but are not limited to student enrollments by college, program additions or reductions, salary survey adjustments, and so on. Once college budgets are established, deans may then adjust department budgets based on the same or similar criteria.
Departments and colleges can request budget increases or adjustments on an annual basis through the resource planning process.
Personnel Recruitment, Selection and Advancement. The department chair and faculty
continually collect data on prospective faculty members to meet the needs of both the MPH and undergraduate programs. National searches are conducted in health education and other public health forums to attract the most qualified candidates to join the faculty and excel in teaching, research and service. Recent position announcements have been placed in the following publications and internet job search services: Chronicle of Higher
Education; APHA Public Health CareerMart; HP Career.net; American Journal of Public Health; The Nation’s Health; Public Health Employment Connection-‐Career Action Center (Emory); and discipline-‐specific sources (e.g., American Professions in Infection Control
and Epidemiology, Society for HealthCare Epidemiology, American Industrial Hygiene Association). Samples of position announcements from the public health program are found in Resource File 1.3.
The stated policy of BYU provides equal employment opportunity to all qualified applicants without regard to race, color, sex, national origin, age, veteran status, or disability.
However, approximately 95% of all BYU faculty are members of The Church of Jesus Christ of Latter-‐day Saints with the remaining 5% representing more than 20 faiths. Latter-‐day Saint faculty must be active and faithful members of The Church. All faculty, regardless of religious affiliation, must adhere to the university’s honor code.
In 2007, the faculty adopted the following guidelines for faculty recruitment and selection of diverse candidates, which appear in the 2014—2015 MPH program policy and
procedures (Policy 3.2, Valuing of Diversity): First, diversity is defined as “Diversity
encompass[ing] the presence and participation of individuals who differ and are similar by characteristics such as, but not necessarily limited to race, age, color, ethnicity, gender, national origin, religion, disability status, health status, health disparities and community affiliation. Diversity also includes various socio-‐economic backgrounds, historically
underrepresented populations as well as ideas and beliefs” (Cornerstone of Excellence—The
Pennsylvania State System of Higher Education Diversity Strategic Plan; used by permission).
Second, position descriptions now include abbreviated forms of Clowney’s diversity criteria (used by permission): “Research or other work experience within diverse or minority populations (e.g., racial/ethnic, cultural, persons with disabilities, etc.) and interest in performing research or service among these populations is also desirable.” Third, position descriptions seek to promote the university and locale by emphasizing proximity to Salt Lake City and many out-‐of-‐door activities, such as mountain biking, skiing, hiking or other recreational experiences. Finally, search committees will include at least one ethnically diverse faculty. We believe these diversity-‐friendly policies and procedures will improve the program’s capacity to recruit competent, versatile and diverse candidates.
Prior to being hired, prospective faculty undergo a rigorous interview process with current faculty, the department chair, the college dean, university administration, and ecclesiastical leaders. Prospective faculty must demonstrate a proven record or high potential for
success in teaching, research, and service, a strong commitment to department programs, and interpersonal skills that will help ensure successful working relationships with faculty and students. The first six years after appointment in a tenure-‐track (CFS) position
represent a probationary period during which the department chair annually reviews a faculty member’s performance. To receive tenure, faculty members must pass two formal university reviews. An initial-‐ or third-‐year review assesses the faculty member’s
performance and promise in research, teaching and service. The final (six-‐year) review includes external reviews for both rank advancement and CFS.
The Rank and Status Policy, available for on-‐site review, establishes retention, granting of tenure, continuing status, and rank advancement of faculty. It establishes standards of performance in three areas of faculty responsibility (citizenship, teaching, and scholarship),
and criteria by which faculty performance is to be evaluated. The policy also establishes the procedures to be followed in evaluating faculty in the initial review, the final review, and for rank advancement, along with the timetable for the scheduled reviews. The policy also specifies the responsibilities of faculty members for preparing materials to be used as the basis of evaluation in the reviews, as well as the responsibilities of department rank and status committees, department chairs, department faculty, college rank and status committees, deans, and the university council on rank and status. Additionally, the
document identifies policies concerning academic freedom, graduate faculty status, and the faculty grievances policies. The department and program adheres to the policy document.
Academic Standards and Policies, including Establishment and Oversight of Curricula. Academic standards, available for on-‐site review, can be found in the BYU
Undergraduate Catalog (see Resource File 2.1 or http://registrar.byu.edu/catalog/2014-‐ 2015ucat/AcadStandards.php) and the BYU Graduate Studies Policies (see Resource File 1.5 or
https://graduatestudies.byu.edu/sites/default/files/graduatestudies.byu.edu/files/files/p olicies/b_section_ppm.pdf).
An overview of the establishment and oversight of academic standards is described below: The Church of Jesus Christ of Latter-‐day Saints sponsors BYU. The Board of Trustees,
composed of the president of the Church, his two counselors, and seven additional men and women, all prominent leaders of the Church, is the governing body of the university. The Board of Trustees entrusts general administration to the university president who is
assisted by other administrative officers known as the President’s Council. While the Board of Trustees largely entrusts authority for policies of the university to the university
president and his council, administrative authority of academic programs is shared with college deans and department chairs.
The Dean’s Council, which reports directly to the university president and academic vice president, is responsible to discuss and review academic matters as they affect and apply to the university. It is chaired by the academic vice president and composed of the five-‐
member Academic Vice President’s Council and the university’s deans. The dean of graduate studies publishes and establishes guidelines for academic standards whose stewardship is complementary to the academic colleges deans. The dean of each college is responsible to the academic vice president for the effective leadership and administration of the college. The dean provides vision and leadership for excellence in research, teaching, and professional service.
Department chairs serve as advocates for faculty and provide leadership in developing the collective vision of the department’s future and its role in the university. The department chair also provides leadership for research, teaching and service within the context of the department’s mission. Department chairs are responsible to seek out and employ high-‐ quality faculty members, support new faculty members, conduct performance evaluations (including those associated with promotion and CFS), and perform various administrative functions (e.g., managing the curriculum, writing various reports, overseeing department
reviews, performing program evaluations, managing budgets). The department chair
reports to the college dean and keeps the dean apprised of important department activities.
Collectively, the Academic Vice President’s Council and Dean’s Council have primary responsibility for the establishment of academic standards and policies at the university. The deans, department chairs, and faculty have primary responsibility to ensure that degree programs and curricula represent appropriate theory and practice for their respective disciplines.
The BYU Faculty Advisory Council (FAC), a 38-‐member organization that provides input directly to the academic vice president, is the official voice of the faculty to university administration. The FAC may raise issues, consider issues presented by faculty members, or respond to issues submitted to them by the administration. The standing committees of the FAC may create a liaison with other university committees as needed. FAC members are elected by their colleagues and serve on the council primarily as university citizens with a university viewpoint and secondarily as college representatives. In addition to the FAC, 68 university committees have been established to pursue the mission of the university and ensure the success of students, faculty, and staff.