IV



IV. RESOURCES

Criterion IV. The school shall have resources adequate to fulfill its stated mission and goals, its instructional, research and service objectives.

Documentation

1. A clearly formulated school 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.

2. A concise statement or chart concerning faculty resources, showing number and percent time of faculty by program area and computing a student-faculty ratio for each and for the school as a whole. (FTE faculty and FTE student numbers should be used and these should be consistent with FTE faculty and student numbers presented in sections VIII and IX.)

3. A concise statement or chart concerning the availability of other personnel (administration and staff).

4. A concise statement or chart concerning amount of space available to the school by purpose (offices, classrooms, common space for student use, etc.), by program and location.

5. A concise statement or floor plan concerning laboratory space, including kind, quantity and special features or special equipment.

6. A concise statement concerning the amount, location and types of computer facilities and resources for students, faculty, administration and staff.

7. A concise statement of library/information resources available for school use.

8. A concise statement identifying field experience sites used during the last three years.

9. A concise statement describing other community resources available for instruction, research and service, indicating those where formal agreements exist.

10. Identification of outcome measures by which the school may judge the adequacy of its resources, along with data regarding the school’s performance against those measures over the last three years. As a minimum, the school must provide data on student-to-faculty ratio by program, institutional expenditures per full-time-equivalent student, and research dollars per full-time equivalent faculty.

11. Assessment of the extent to which this criterion is met.

IV.1. A clearly formulated school 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.

Budget statement

The School’s revenues have grown dramatically over the past decade and are expected to break $100 million in the current fiscal year (Figure IV.1.a). This is the 3rd largest budget of all schools of public health in the country. Table IV.1.a provides a detailed history of the School’s sources and uses of funds since the last accreditation report, from 1994-1995 to 2001-2002. The total revenue budget has grown 285% (compounded rate of 15% per year) since 1994-1995. In fiscal year 1994-1995, the School’s revenues were less than $35 million. Four years later, the budget reached $57 million and in the most recently completed fiscal year, 2001-2002, the total budget was just under $100 million. During the last eight years, the School has consistently maintained a balanced budget while sustaining significant growth.

Financial trends

Sources of funds

Table IV.1.a provides information on the sources of funds for the School since the last accreditation in 1994. One significant change in that time is the School’s success in securing external sources of funds (Figure IV.1.b). In the current year, 2001-2002, sponsored projects revenue, which is comprised of government grants, non-government grants and indirect cost recovery, was approximately $73 million (74% of the School’s revenues, Figure IV.1.c). This is compared to $24 million, (68% of the School’s revenues) in 1994-1995 (Table IV.1.a). The School is the 3rd largest recipient of sponsored project support for all schools of public health, and the 2nd largest recipient of sponsored project support for all schools at Columbia University.

Government grants grew 243% from $14.7 million in 1994-1995 to over $35.7 million in 2001-2002 (13% compounded annual growth) while non-government grants have grown 420% from $5.4 million in 1994-1995 to $22.6 million in 2001-2002 (23% compounded annual growth). Growth of tuition and fees increased 170% from $7.2 million to $12.1 million (7% compounded annual growth). Tuition and fees account for 12.5% of the School’s budget today compared to 20.7% in 1994-1995. Indirect cost recovery grew 405% from $3.5 million to $14.3 million (22% compounded annual growth). As shown in Figure IV.1.d, when we control for guideline budget growth, indirect cost recovery surpassed tuition and fees in 1998-1999 as our major source of unrestricted funds.

Uses of funds

Table IV.1.a also presents the uses of funds from 1994-1995 to 2001-2002. Since 1994-1995, total expenditures increased at a compounded annual rate of 14.6%. The School’s uses of funds are broadly distributed among 11 different budget categories (Figure IV.1.e).

The largest uses of fund is direct spending on sponsored projects. Spending on government sponsored projects grew 243% (13% compounded annually) since 1994-1995, and spending on non-government sponsored projects grew 420% (23% compounded annually). Spending on departmental academic programs increased 265%, from $3.6 million in 1994-1995 to $9.4 million in 2001-2002 (14% compounded annual growth rate) and student financial aid increased 400%, from $0.4 million to $1.7 million (23% compounded annual growth rate). Spending on recruitment and program development, which goes to support departmental academic programs, increased 389% (18% compounded annually). During the same eight-year period, administrative costs increased 196%, from $2.1 million to $4.1 million (9% compounded annual growth).

Indirect cost recovery

As measured in total dollars, indirect cost recovery (ICR) has grown rapidly since our last accreditation. In 1994-1995, indirect cost recovery was $3.5 million and in the current year it is $14.3 million, an annual growth rate of 22%. Currently the School’s effective ICR rate (ICR as a percentage of total direct grants and contracts) is 24.5%.

We recognize that the School’s effective ICR rate on grants and contracts remains low compared to other schools in the University and is a little lower than some of our peer institutions of public health. The low effective ICR rate at the School can be attributed to two issues. First, the School receives a large proportion of its funds from private foundations, which tend to provide little or no overhead. The second contributing factor is that the School receives many grants from federal and state agencies for service and training activities, which also carry a relatively low overhead.

Columbia University recently renegotiated its ICR rate with the federal government. The new rate is 63.5% of modified total direct costs on government research grants. In the past eight years, the negotiated rate was as high as 70.5%. Even with this decrease in the negotiated rate, the School has been able to increase the total dollars generated through indirect cost recovery and slightly increase its effective yield rate.

Common costs

The School is assessed charges by the University and Health Sciences for space, library, administration, financial, and student service costs. The School’s funds for these charges come from its unrestricted budget, which is comprised of tuition and fees, indirect cost recovery, endowment income, state aid, and miscellaneous income including gifts. A continuing financial burden for the School is the large proportion of the unrestricted budget that is required to cover the common cost charges. As shown in Table IV.1.b, University common costs in 2001-2002 consume $10.3 million, or 35%, of these unrestricted funds. Of that, $5.3 million goes to the Health Sciences campus central administration and $5 million to the University central administration. In comparison, the School’s central administrative costs are estimated to be $4.1 million in 2001-2002.

2001-2002 budget

For fiscal year 2001-2002, the School projects a balanced budget, with projected total revenues of approximately $98 million. The total expense budget is increasing due to the program growth of our departments and centers, as well as the cost of renovating the School’s new home at 722 West 168th Street with operating funds. In anticipation of renovation costs for the building at 722 West 168th Street, monies from prior years’ surpluses were set aside to offset these expenses.

The School’s expenditures by budget category are summarized in Table IV.1.c. Salaries and fringe benefits account for 50% of expenditures. Another 43% of expenditures are attributable to other direct expenses, a broad category that includes laboratory, medical, computer and other supplies, travel, communications, and subcontracts on research and service grants. Financial aid comprises 5% of expenditures and equipment comprises 2%.

The total unrestricted expense budget is expected to be $30 million, while our total unrestricted income is projected to be $30.1 million. We expect to generate approximately $12.1 million in tuition and fees, $14.3 million in indirect cost recovery, $2 million in endowment income, $1.6 million in miscellaneous revenue, and $110,000 in state aid.

The School generates its unrestricted revenue base from three major sources of income: tuition and fees, endowment interest, and indirect cost recovery on its sponsored government and non-government grants and contracts. These sources of income are subject to a number of external forces over which the School has limited direct control. Therefore, the management for the sources of funds budget is a combination of advanced strategic planning; financial forecasting based on academic priorities, historical trends, and incrementalism; program priorities of the School and its departments and centers, as well as priorities of government agencies and private foundations; availability of financial aid for students; aggressive and imaginative marketing and public relations; careful monitoring of the admissions and enrollment process; and the success of our development efforts.

Capital plan

During fiscal year 2001-2002, the School made major strides towards its longstanding goal of increasing and consolidating its physical plant. Negotiations continued between the Office of the Vice President for Health Sciences, the Dean’s Office of the Mailman School of Public Health, the New York State Office of Mental Health, and the New York State Psychiatric Institute to transfer the old Psychiatric Institute building located at 722 West 168th Street to the Mailman School of Public Health. The entire project is expected to cost $60 million. Of that amount, $23 million is in hand, leaving $37 million to be raised.

Development

The School’s development efforts have paid major dividends since the last accreditation (Table IV.1.d). A naming gift in 1998 by the Mailman Family Foundation elevated the School to the top tier of major public health schools. In addition to the total Mailman endowment, the School has been the recipient of a number of other significant gifts since 1994-1995. Two years ago, Harriet and Robert Heilbrunn made a $4 million gift to be used as permanent endowment to Population and Family Health, representing the latest and largest gift given by the Heilbrunns to support programs at the School. In 1995, the Heilbrunns gave $600,000 towards the construction of a new family planning clinic; in 1998, they gave an additional $1 million to establish the Harriett and Robert Heilbrunn Professor of Population and Family Health.

Other major development efforts at the School include an unrestricted gift in the amount of $4.6 million by Dr. Helen Edey for Population and Family Health; an endowment of $2 million from the estate of Dr. Rita Wyman to establish a financial aid scholarship fund; a $4 million endowment from The Ford Foundation to support the activities of the National Center for Children in Poverty; and $2 million in gifts to create the Rosenfield Scholars Program. In addition, in the past year, alumni and friends have contributed $750,000 in endowment funds to support student financial aid.

Support for the School’s annual campaign for student financial aid and general operations has grown by more than 250% since the last accreditation. In the year ending June 30, 2002, alumni, faculty, and friends contributed more than $350,000 to the School’s annual fund.

In addition to the Harriet and Robert Heilbrunn chair noted above, the School has received two additional endowed chairs since the last accreditation. One is for an endowed professorship in Epidemiology given to the School by Professor Emerita Anna Gelman, a member of our faculty for over fifty years. The other is for a Professorship in Global Health. This professorship resulted from a $1 million challenge grant from the Andrew W. Mellon Foundation, which was matched by an individual donor, creating a chair funded at $2 million. The School now has four endowed chairs, and a fifth endowed chair committed through an irrevocable trust.

Figure IV.1.a

Total Budget 1994-1995 to 2001-2002

($ in 000s)

Table IV.1.a

|Sources and Uses of Fund from 1994-1995 to 2001-2002 |

| ($ in 000s) |

| | | | | | | | | | |

| | 1994-95 | 1995-96 | 1996-97 | 1997-98 | 1998-99 | 1999-00 | 2000-01 | 2001-02 | |

| Sources1 | | | | | | | | | |

| Tuition and Fees2 | 7,164 | 7,462 | 8,011 | 8,549 | 8,880 | 9,844 | 11,583 | 12,163 | |

| Government Grants | 14,695 | 15,712 | 18,573 | 20,682 | 22,562 | 27,908 |33,365 |35,744 | |

| Non-Government Grants | 5,355 | 4,765 | 4,868 | 4,985 | 8,137 | 15,616 |22,027 |22,542 | |

| Indirect Cost Recovery | 3,520 | 4,126 | 4,893 | 6,747 | 8,697 | 10,554 | 12,402 | 14,284 | |

| Other Sources3 | 1,763 | 2,031 | 2,538 | 2,493 | 1,858 | 768 | 1,302 | 3,028 | |

| Hospital Service Activity | - | - | 5,000 | 5,500 | 5,750 | 6,000 | 7,000 | 7,000 | |

| Gifts | 1,712 | 436 | 357 | 373 | 574 | 469 | 818 | 616 | |

| Endowment (Expended Income) | 382 | 423 | 438 | 446 | 500 | 1,336 |1,486 |2,234 | |

| Total Sources | 34,591 | 34,955 | 44,678 | 49,775 | 56,958 | 72,495 | 89,983 | 97,611 | |

| Uses | | | | | | | | | |

| Administration | 2,093 | 2,094 | 2,304 | 2,373 | 2,948 | 2,999 | 3,890 | 4,111 | |

| Academic Programs | 3,555 | 3,671 | 4,536 | 4,979 | 6,401 | 7,545 | 8,636 | 9,402 | |

| Financial Aid | 409 | 413 | 434 | 479 | 742 | 905 | 1,727 | 1,637 | |

| Research Government | 14,695 | 15,712 | 18,573 | 20,682 | 23,374 | 27,908 |33,365 |35,744 | |

| Research Non-Government | 5,355 | 4,765 | 4,868 | 4,985 | 8,137 | 15,616 | 22,027 | 22,542 | |

| Hospital Service Activity | - | - | 5,000 | 5,500 | 5,750 | 6,000 | 7,000 | 7,000 | |

| Recruitment/Program Development | 493 | 1,051 | 742 | 1,100 | 477 | 991 | 1,582 | 1,920 | |

| Renovations4 | - | - | - | - | - | 425 | 2,784 | 1,346 | |

| Debt Service4 | - | - | - | - | - | 740 | 590 | 616 | |

| University Common Costs5 | 5,191 | 5,288 | 5,536 | 5,885 | 6,170 | 6,443 | 7,334 | 10,267 | |

| Other Uses6 | 2,800 | 1,961 | 2,686 | 3,791 | 2,959 | 1,289 | 1,048 | 2,963 | |

| Total Uses | 34,591 | 34,955 | 44,679 | 49,774 | 56,958 | 70,861 | 89,983 | 97,548 | |

| | | | | | | | | | |

| Surplus (Deficit)7 | - | - | (1)| 1| - | 1,634 | - | 63 | |

| | | | | | | | | | |

| Notes | | | | | | | | | |

| 1 Data from 1994-1995 to 2000-2001 are taken from the School’s annual financial plans. Data from 2001-2002 are estimates as of June 2002. | |

| | | | | | |

| 2 Student financial aid accounting procedure changed in 2000-2001. Rather than reducing the tuition for waived tuition as in the past, it was | |

| expensed as financial aid. | | | | | | | | | |

| 3 Other sources include carryover from previous year, hospital reimbursement, clinical trials and cost sharing. | | | |

| 4 Prior to 1999-2000, debt service and renovations were lumped into other uses. | | | | | |

| 5 University common costs increased by $520k in 2001-2002 to account for common cost adjustment from 2000-2001. University common costs |

| lump Health Science administrative costs with University common costs. | | | | | | |

| 6 Other uses include cost sharing activities, support of academic journal editing, facilities expenses, recruitment startups, designated funds for |

| hospital services and external contracts. Renovations are included through 1998-1999. | | | | | |

| 7 $300k of 1999-2000 surplus carried over to 2000-2001 budget for renovations. Balance of $1.3 million held in reserve account. | | |

Figure IV.1.b

Sponsored Projects

1994-1995 to 2001-2002

($ in 000s)

Figure IV.1.c

Sources of Funds 2001-2002

(Total Sources: $97,611,000)

Figure IV.1.d

Real Growth of Tuition and ICR

($ in 000s)

Figure IV.1.e

Uses of Funds 2001-2002

(Total Sources: $97,548,000)

|[pic] |

| |

| |

|Table IV.1.b |

|Administrative Costs and Common Costs |

|($ in 000s) |

| Cost Category |2000-01 |2001-02 |

| School’s Central Administrative Costs |3,890 |4,111 |

| University Common Costs | | |

| Health Sciences |3,618 |5,279 |

| Morningside Heights |3,716 |4,988 |

| Total University Common Costs |7,334 |10,267 |

| |Table IV.1.c | |

| |Expenditures 2001-2002 | |

| |($ in 000s) | |

| |  |  |  | |

| | Expenditure |Amount |% | |

| | Salary |38,680 |39.7% | |

| | Fringe Benefits |9,806 |10.1% | |

| | Financial Aid * |4,604 |4.7% | |

| | Equipment |1,649 |1.7% | |

| | Other Direct Expenses |42,809 |43.8% | |

| | Total Expenditures |97,548 |100.0% | |

| |Note: Estimates as of June 2002 | | |

| | | | | |

| |* The financial aid amount includes restricted funds for students (training grants, GRA| |

| |stipends, and other grant and gift stipends for students) which are not included in the| |

| |financial aid category in Table IV.1.a. As a result, the financial aid amount in this | |

| |table is larger than that shown in Table IV.1.a | |

|Table IV.1.d |

|Major Endowment/Gifts 1995 - 2002 |

|Endowment/Gift |Purpose |Dollar Amount |

|Mailman Foundation |Endowment | 33 Million |

|Edey Gift |Endowment for Population and Family Health | 4.6 Million |

|Heilbrunn Family |Endowment of Population and Family Health | 4 Million |

|Ford Foundation |Endowment for NCCP | 4 Million |

|Wyman |Endowment for Financial Aid | 2 Million |

|Rosenfield Scholars |Endowment | 2 Million |

|Gelman Professorship in Epidemiology |Endowment | 1.5 Million |

|Heilbrunn Professorship in PFH |Endowment | 1 Million |

|Mellon Foundation Challenge Grant |Endowment of Chair in Global Health | 1 Million |

| |

|Note: The School has the 4th largest endowment of all schools of public health in the country |

IV.2. A concise statement or chart concerning faculty resources, showing number and percent time of faculty by program area and computing a student-faculty ratio for each and for the school as a whole. (FTE faculty and FTE student numbers should be used and these should be consistent with FTE faculty and student numbers presented in sections VIII and IX.)

Table IV.2 indicates the FTE students, FTE faculty, and the student-faculty ratio, for each department and for the School as a whole, in 2001-2002. The FTE student data are drawn from Tables IX.A.5.a-c. The faculty FTEs are based on the sum of the FTEs of the full-time University faculty (Table VIII.A.1.a) and a much smaller FTE contribution from the adjunct faculty and lecturers (A&L). The FTE faculty numbers from each source, by department, are as follows—Biostatistics: 18.3 full time, .2 A&L; Environmental Health Sciences: 27.5 full time, 1.6 A&L; Epidemiology: 32 full time, 1.3 A&L; Health Policy and Management: 16 full time, 4.2 A&L; Population and Family Health: 33.3 full time, 2 A&L; Sociomedical Sciences: 44.7 full time; 2.6 A&L; School total: 171.8 full time; 11.8 A&L. In sum, full-time University faculty account for approximately 94% of the School’s FTE faculty.

The School’s student-faculty ratio for the 2001-2002 academic year is 3.9 (Table IV.2). As discussed in a subsequent section (IV.10), the comparable ratios for the two prior years were: 3.8 in 2000-2001; and 3.9 in 1999-2000. Table IV.2 also indicates the ratio for each of the School’s departments. The ratio ranges from 9.1 in Health Policy and Management to 1.7 in Environmental Health Sciences. With only 3.9 students per faculty member and with no department having more than 10 students per faculty member, the School has more than sufficient faculty for teaching, mentoring, and the advisement of students.

|Table IV.2 |

|FTE Students and Faculty by Department |

|2001 - 2002 |

|Department |FTE |FTE |Ratio |

| |Students |Faculty | |

|Biostatistics |68.8 |18.45 |3.7 |

|Environmental Health Sciences |48.7 |29.1 |1.7 |

|Epidemiology |116.3 |33.3 |3.5 |

|Health Policy & Management * |184.1 |20.2 |9.1 |

|Population & Family Health |81.1 |35.3 |2.3 |

|Sociomedical Sciences |215.0 |47.3 |4.5 |

|School Total ** |724.9 |183.6 |3.9 |

|* Includes 36 FTE General Public Health Students who have faculty and advisors throughout the School, but are |

|administratively included with Health Policy & Management |

|** Includes 10.9 FTE Special (non-degree) Students who are not administered by specific Departments. |

IV.3. A concise statement or chart concerning the availability of other personnel (administration and staff).

Other personnel

The School has 201 officers of administration staff (not including those who also hold faculty appointments) to fulfill its mission and goals. Of these, 62 are senior officers (grades 105, 106, 107, and ungraded) and 139 are more junior officers (grades 103 and 104). Officers of administration are responsible for various levels of financial management, human resources, and operational functions for the School. Titles include departmental administrator, administrative coordinator, director of central administrative unit (space, human resources, etc.), and administrative assistant. There are, in addition, 120 support and technical staff, of which 105 are full time and 15 are part time. Titles include bookkeeper, laboratory technician, and secretary. To keep pace with the growth of its academic, research and service programs, the School will be placing greater emphasis on investing more in its administrative infrastructure, both at the departmental and Schoolwide levels.

IV.4. A concise statement or chart concerning amount of space available to the school by purpose (offices, classrooms, common space for student use, etc.), by program and location.

Space

The School’s physical space is undergoing a radical transformation. The School has made great strides towards its long-term goal of increasing and consolidating its physical plant, expanding its space portfolio by 250% since the last accreditation. In 1994-1995, the School had approximately 120,000 square feet of space. Currently, the School has approximately 300,000 square feet. Table IV.4 lists the ten sites the School currently occupies, along with a new 26,000 square foot site under negotiation in Harlem.

The most significant change since our last accreditation is that the School has successfully negotiated the transfer and acquisition of the old New York State Psychiatric Institute building to the Mailman School of Public Health.

We are creating a primary home for the first time in the School’s history, which will provide students and faculty with essential facilities for research, teaching, and learning and create a strong community and vibrant academic environment critical to the School’s future growth, excellence, and impact. Central to our plans is a highly visible and customer-oriented student services area and a Schoolwide “Commons” area to promote collaboration and integration of Schoolwide activities.

The new building

The School is in the process of renovating its new home at 722 West 168th Street. The goal is to consolidate as much of the School as possible into one building. Emphasis will be given to creating a central student services presence as well as the central Commons area. The 19-story building has approximately 247,000 gross square feet of space. The estimated cost of the renovation is $60 million of which the School, with the help of Health Sciences, has raised approximately $19 million. The School has also contributed approximately $4 million from its operating budget over the last two years to build out office space.

At the beginning of the project, the School contracted the services of an architectural firm to assist in the planning of the consolidation of the School into its new location. The consultant provided programmatic and space planning for the entire Mailman School of Public Health. The scope of work included a plan to identify adjacencies and assign space for as many of the 6 departments, 15 centers, 4 administrative units, and several independent programs as possible in the School’s new home.

The building occupancy will include 5 departments and 12 centers and house approximately 650 faculty and staff. It will provide 15 educational spaces, including 12 seminar rooms with 15-18 seats each, a state of the art auditorium on the 8th floor with 75 seats, a learning center on the 12th floor with 70 seats, and a biostatistics computer lab on the 6th floor with 25 seats.

The building will also be the home to our new Center for Immunopathogenesis and Infectious Disease located in the Department of Epidemiology. The Center has an “in vitro” Biosafety Level 3 (BSL-3) laboratory, one of a small number located in academic institutions nationwide. This state of the art laboratory, located on the 18th and 19th floors, will focus on emerging infectious diseases in the developing world and will create a vast network to track and identify viral pathogens. The Center laboratory is the first BSL-3 laboratory on the Columbia University Health Sciences campus. It is built to USDA standard, a more exacting standard than that required by the CDC.

In designing the building, our goal is to create an environment conducive to learning and supportive of student needs. Among the building amenities are an attractive entrance to the School, with the Office of Student Services located adjacent to the entranceway. The lobby will include a back-lit display of current School projects and the Health and Human Rights declaration. The Commons area, the focal point of the Mailman School’s community life, will be located right off the lobby. The Commons will be a natural meeting area for fostering collaboration and group study. It will be subdividable for multiple or varied functions. Food and beverage service will be available within the Commons.

Renovations

During 2000, an interim occupancy agreement between the School and New York State allowed the School to partially renovate and occupy the 10th, 11th, and 14th floors of the new building. In 2001, the School completed partial renovations on the 8th and 9th floors. The total cost of these projects (including the 8th, 9th, 10th, 11th, and 14th floors) was approximately $3.4 million, $2.5 million of which came from the School’s current operating budget and $850,000 through long-term debt. To accommodate the transition to the new building, the School renovated “swing space” on the 5th and 12th floors of the new building at a cost of $600,000 paid for out of the School’s operating budget.

In addition to the renovations at 722 West 168th Street, the School renovated 8,500 square feet of space in the 600 West 168th Street building at a cost of $440,000. At 21 Audubon Avenue, the School renovated another 1,500 square feet of space to temporarily house the School’s Harlem Health Promotion Center at a cost of $22,500. These projects were financed from the School’s central fund renovation account.

For fiscal year 2002-2003, the School plans to renovate the 6th, 7th, 8th, 15th, 16th, and 17th floors of the new building at a projected cost of $7.5 million. The financing will come from $3 million of University debt, $2 million from operating funds from fiscal year 2002-03, $1.3 million from a bridge loan from Health Sciences, and $1.2 million from operating funds from 2003-04. The financing to cover the debt service will come from multiple sources, including, but not limited to, increased ICR, fundraising, and more efficient utilization of facilities. The School is renovating laboratory space on the 18th and 19th floors of the new building at a cost of $4.2 million. This project will be completed by the end of 2002.

Classroom space

The new building will contain 15 seminar/classroom spaces to help alleviate some of the classroom space shortage in the School. This includes 12 seminar rooms with 15-18 seats each, an auditorium with 75 seats, a learning center with 70 seats and a biostatistics computer lab with 25 seats. Despite these improvements, adequate classroom space remains a challenge at the School and for the entire Health Science campus. Currently there are 38 classrooms for the entire Health Sciences campus, 7 at the College of Physicians and Surgeons building, 2 at the Russ Berrie Pavilion, 16 in the Hammer Health Sciences building, and 13 in the old Presbyterian Hospital building. These rooms range in capacity from 10 to 650 and scheduling is based on the timing of the room reservation and class size.

|Table IV.4 |

|Space |

|(square feet) |

|  |  |

| Site |Size (SF) |

|722 West 168th Street | 200,000 |

|60 Haven Avenue | 25,000 |

|100 Haven Avenue | 21,000 |

|Hammer Health Sciences Center | 15,000 |

|600 West 168th Street | 12,500 |

|154 Haven Avenue | 8,300 |

|Kolb Annex | 6,300 |

|622 West 168th Street | 5,000 |

|601 West 168th Street | 5,000 |

|21 Audubon Avenue | 1,500 |

|Subtotal | 299,600 |

|215 West 125th Street (under negotiation) | 26,000 |

| Total | 325,600 |

| |

IV.5. A concise statement or floor plan concerning laboratory space, including kind, quantity and special features or special equipment.

Laboratory space

The Department of Environmental Health Sciences requires laboratory space for their basic and clinical research. The Department currently occupies 10,000 gross square feet of laboratory space in the Hammer Health Science Building and Kolb Annex. As described in the previous section, the School is building a BSL-3 laboratory for its Center for Immunopathogenesis and Infectious Diseases (Department of Epidemiology). This 7,000 square foot laboratory will be housed at 722 West 168th Street. It will be state of the art and will focus on emerging infectious disease. As the only BSL-3 laboratory at Columbia’s Health Sciences campus, and only the second functioning BSL-3 laboratory in New York City, the School is proud to have this laboratory as part of its physical plant inventory. The laboratory is expected to be operational by the end of 2002.

IV.6. A concise statement concerning the amount, location and types of computer facilities and resources for students, faculty, administration and staff.

Health Sciences campus computer labs, classrooms and resources

The Center for Academic Information Technology (CAIT) provides computing and media support and services for the School of Public Health as well as the Schools of Medicine, Dentistry, and Nursing, the Graduate School of Arts and Sciences, the New York Presbyterian Hospital and other programs in the Columbia Presbyterian Medical Center. CAIT’s 6 staff members manage the computer labs, classrooms and computer clusters in the Hammer Health Sciences Library, the Student Learning Center on the 17th floor of Presbyterian Hospital, the HSL Mobile Classroom, and kiosks in the residence halls. CAIT supports 250 computer workstations, 10 network servers and 6 wireless access points, and a wide range of instructional media and equipment. Service areas in support of academic computing and information technology include:

• Help Desk Support - offering walk-in and phone support for the library and computer labs on the Health Sciences campus

• Residence Hall Support - assisting students living on campus with networking and computing problems

• Desktop and Systems Support - supporting hardware and software in the computer labs and classrooms

• User Service Support - providing one-on-one instruction in software applications, laptop and desktop configuration, networking, curriculum materials, and media resources

CAIT operates student computer labs and classrooms on the Health Sciences campus, which are available to students at the School. Macintosh and Windows computers with Microsoft Office, SAS, SPSS, and email and Internet access are available at all sites. The sites are:

• Computer and Media Center on the 2nd floor of the Hammer Health Sciences Library;

• Computer rooms on the 17th floor of the Presbyterian Hospital building in the Health Sciences Student Learning Center;

• 24-hr Computer room in the lobby of the Hammer Health Sciences Library;

• Public workstations for email, database searches, and research on the Lobby Level, Lower Level I and Lower Level II of the Hammer Health Sciences Library;

• Computer kiosks for email and database searches in the Commons area of 722 West 168th Street.

Computer infrastructure at the School

All full-time employees at the School have their own individual workstation. The School maintains a service contract with the University systems support service. A systems administrator provides support for the Dean’s Office and oversees a Novell 3.1 server that is used by the Dean’s Office, Student Affairs, and some of the departments. The School is adding a new Microsoft Windows 2000 server that will be available for use by all the departments of the School. Approximately 20 file and printer sharing servers are located throughout the School. A program in the Department of Sociomedical Sciences has a Novell 5 server with 50 users. Several centers and programs within departments have their own web servers, which are funded by grants or program fees. Finally, the School has a full-time web coordinator responsible for managing the School’s website in consultation with the departments, centers, and the Health Sciences Center for Academic Information Technology. Plans are underway to expand this function in order to be more timely in disseminating information to our constituents.

Medical informatics

Located on the Health Sciences campus of Columbia University, the Department of Medical Informatics is both an academic department within Columbia University and a provider of information services to the New York Presbyterian Healthcare Network. The Department serves as a valuable resource to the School and other units of the University. In addition, the group is actively involved in the transfer of information technology to industry through the Center for Advanced Technology.

Medical informatics is the scientific field that deals with the storage, retrieval, sharing, and optimal use of biomedical information, data, and knowledge for problem solving and decision making. It touches on all basic and applied fields in biomedical science and is closely tied to modern information technologies, notably in the areas of computing and communication. The emergence of medical informatics as a new discipline is due in large part to rapid advances in computing and communications technology, to an increasing awareness that the knowledge base of biomedicine is essentially unmanageable by traditional paper-based methods, and to a growing conviction that the process of informed decision making is as important to modern biomedicine as is the collection of facts on which clinical decisions or research plans are made.

The Department is dedicated to achieving the finest basic and applied work in medical informatics and excellent educational programs in the field. The faculty’s work includes the development and evaluation of innovative information technologies for a variety of biomedical purposes: improve health care in clinical settings and in patient homes; facilitate new discoveries and the interpretation of complex data being generated in the basic biomedical sciences, with an emphasis on molecular biology and genomics; enhance the quality of imaging modalities, plus the generation and use of virtual environments; and improve our understanding of public health and the ways in which new knowledge can be derived from information regarding populations of patients.

IV.7. A concise statement of library/information resources available for school use.

Library and information services

The Augustus C. Long Health Sciences Library serves Columbia University’s Schools of Medicine, Dental and Oral Surgery, Nursing, and Public Health, the Presbyterian Hospital, and other healthcare, instructional and research programs in the Columbia-Presbyterian Medical Center. The Library is one of the largest academic health sciences libraries in the country, with a collection that includes over 500,000 volumes, 4,400 current periodical subscriptions, 848 electronic periodicals, and extensive holdings of media, electronic resources, rare books, and archival materials. The library employs 5 librarians, 3 special collections/archives librarians, 22 support staff, and 6 student assistants.

IV.8. A concise statement identifying field experience sites used during the last three years.

Field experience sites

Students in the School meet the practical experience requirement through service in placements that permit them to utilize, in a field setting, knowledge and skills learned in the classroom. A number of field placements are available within the School’s research and service programs. In addition, the School maintains a working relationship with a large number of organizations in which students meet this requirement, as described in Criterion V.3. These include hospitals and medical centers, academic institutions, state, city, and local health departments, regulatory agencies, research, and community-based, international health and technical assistance, non-profit, health education, and advocacy organizations. Appendix V.B.3 lists the most recent 166 field practicum sites, by department.

IV.9. A concise statement describing other community resources available for instruction, research and service, indicating those where formal agreements exist.

Community resources

The School’s affiliated health and academic resources provide a wide variety of opportunities for instruction, research, and service. The chapter on Resources for Students in the School Bulletin (Appendix IX.A.3) lists 11 affiliations on the Health Sciences campus, 7 in other parts of the University, 3 primary hospital affiliations, 7 departments of health, and more than 100 other agencies with which the School maintains a working relationship. Table VII.1 lists 42 agencies with which the School has formal contracts or agreements for service activities.

IV.10. Identification of outcome measures by which the school may judge the adequacy of its resources, along with data regarding the school’s performance against those measures over the last three years. As a minimum, the school must provide data on student-to-faculty ratio by program, institutional expenditures per full-time-equivalent student, and research dollars per full-time equivalent faculty.

There are five major outcome measures that the School believes are sound indicators of its adequacy of resources. They are financial growth, sponsored research, student-faculty ratios, space, and growth in endowment.

Financial growth

The School has experienced unprecedented financial growth in the last several years, doubling in size since fiscal year 1997-1998. Since our last accreditation, the revenue budget has grown 285%, making the Mailman School the third largest school of public health in the country in terms of annual budget. The School’s annual budget figures, since the last accreditation, were presented on Table IV.1.a.

Sponsored research per full-time equivalent faculty

As was shown in Figure IV.1.b, the School’s sponsored research has increased dramatically, from $23.57 million in 1994-1995 to $72.57 million in 2001-2002. The growth is also evident when viewed on a per faculty basis. Focusing on the past three years, the sponsored research dollars per FTE faculty were as follows: 1999-2000, $335,056 ($54.078 million/161.4 FTEs); 2000-2001, $379,585 ($67.794 million/178.6 FTEs); 2001-2002, $395,261 ($72.570 million/183.6 FTEs).

Student-to-faculty ratio

The School and departmental FTE student-faculty ratios, for each of the past three years, are presented in Table IV.10.a. (Detailed data on FTE students, FTE faculty, and the student-faculty ratios for 2001-2002 were presented in Table IV.2.) For the School, student-faculty ratios ranged between 3.8 and 3.9 and there was little variation within departments during the three-year period. In no department were there ever more than 10 students per faculty FTE.

Institutional expenditures per FTE student

Table IV.10.b presents data on institutional expenditures per FTE student. This is a very difficult amount to estimate and the ratio can only be viewed as a crude approximation of actual expenditures. We included the following categories of support: Office of Student Affairs, financial aid/School supported scholarships; 15% of School administrative costs (e.g., academic affairs) excluding the Office of Student Affairs; 15% of University common costs (e.g., libraries, classroom space, registrar’s office, etc.). The amount does not include GRA and TA stipends and funds expended by the departments to support teaching, advising, and student services. The Table indicates a major jump from $4,936 in 1999-2000 to $6,277 in 2000-2001, primarily attributable to a change in the accounting for financial aid and scholarship support. However, the institutional expenditures continued to increase to $6,734 per student FTE in 2001-2002, when the accounting for financial aid and scholarship support remained constant with that of the prior year.

Space

As was noted above (IV.4) the School’s space has increased 250% since the last accreditation. The acquisition of a new building is a major accomplishment and a concrete recognition of the School’s position within the Health Sciences campus and the University. For the first time in the School’s eighty-year history, we will have a building to house most of our academic, research, and student services activities. The building is a tremendous resource for the School as it moves forward into the new century, enabling the School to consolidate most of its academic programs into one location, thereby enhancing collaboration and fostering communication among faculty, students, and staff. The build-out of the state of the art BSL-3 laboratory for our Center for Immunopathogenesis and Infectious Disease is an excellent example of the impact that the acquisition of the building has had on the School’s strategic planning, facilitating the growth of a new, high-priority program.

Endowment

The final outcome measure that demonstrates the adequacy of resources is the growth of the School’s endowment since our last accreditation. Through our development efforts, the School has brought in over $53 million in new endowments in that period. We now have the fourth largest endowment of all schools of public health in the country.

IV.11. Assessment of the extent to which this criterion is met.

The School perceives that this criterion is met.

|Table IV.10.a |

|Student/Faculty Ratios, Full-Time Equivalents |

|Department |Ratios |

| |1999-2000 |2000-2001 |2001-2002 |

|Biostatistics |3.7 |3.6 |3.7 |

|Environmental Health Sciences |1.7 |1.8 |1.7 |

|Epidemiology |3.4 |3.5 |3.5 |

|Health Policy & Management * |8.9 |8.9 |9.1 |

|Population & Family Health |2.4 |2.3 |2.3 |

|Sociomedical Sciences |4.6 |4.5 |4.5 |

|School Total ** |3.9 |3.8 |3.9 |

|* Includes General Public Health Students who have faculty and advisors throughout the School, but are |

|administratively included with Health Policy & Management |

| |

|** Includes Special (non-degree) Students who are not administered by specific Departments |

|Table IV.10.b |

|Institutional Expenditures per Student FTE1 |

|Categories of Support |1999 - 2000 |2000 - 2001 |2001 - 2002 |

|Office of Student Affairs |$938,911 |$1,062,463 |$1,279,433 |

|Financial Aid/School Supported |905,0002 |1,727,000 |1,637,000 |

|Scholarships | | | |

|Portion of School Administrative |309,013 |424,131 |424,735 |

|Costs Allocated for Student Services3 | | | |

|Portion of University Common Costs |966,450 |1,100,100 |1,540,050 |

|Allocated for Student Services4 | | | |

| Total Expenditures |$3,119,374 |$4,313,694 |$4,881,218 |

|FTE Students |632.0 |687.2 |724.9 |

|$ per Student FTE |$4,936 |$6,277 |$6,734 |

|1 Does not include GRA or TA stipends, Phoenix Fellows Program or funds used by the Departments to support teaching, advising, or |

|student services |

|2 Amount does not include a broader set of student scholarships that are included in subsequent years |

|3 Estimated as 15% of School administrative costs (e.g. Academic Affairs) excluding expenses of the Office of Student Affairs |

|4 Estimated as 15% of University common costs (e.g., libraries, classroom space, registrar’s office, etc.) |

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