304_Medicine
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University of Washington, Bothell *
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180
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Medicine
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Feb 20, 2024
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docx
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FY2023 Annual Review Narrative Survey
School of Medicine
Programmatic & Academic Vitality Narratives
1)
As a result of the global COVID-19 pandemic, have you had to make substantive changes to your unit’s/campus’s
strategic plan, budget/resourcing processes or programmatic offerings? Please briefly summarize and provide commentary on anticipated and/or realized impacts on the populations your unit/campus serves. Word Limit: 500
The SoM has worked constantly to adjust to the teaching environment to balance in-person and distance learning and to provide resources to make both environments safe and effective. In the research environment, similar to the teaching environment, the SoM has focused on adaptation to make the environment safe for the research community balancing scheduling to reduced density in research labs and areas and deploy evolving safety standards. The faculty have been highly engaged in COVID-19 research and have been highly successful in increasing funding for research related to COVID-19.
Clinically, the SoM (along with all of the other integrated parts of UW Medicine) have had to make significant changes in how we approach care including, addressing screening of patients for COVID-19, safely managing the COVID-19 populations within the hospitals and managing the impact in COVID-19 volumes through each surge, deploying several “suspensions” of elective surgeries, successfully shifting ambulatory care visits to telemedicine quickly and adapting to increased use of telemedicine over the last two years. UW Medicine has delayed or modified certain strategic clinical growth initiatives due to the constantly evolving healthcare environment.
2)
Please discuss your campus’s/unit’s ongoing work to support the themes and goals of the UW’s Diversity Blueprint. For example, you may wish to touch on (but are not limited to) areas such as: work stemming from the campus climate reports, education & training, outreach, etc. In your response, include a qualitative summary
of the resources your unit utilizes to support the Diversity Blueprint, how you assess impacts of your work, as well as your campus’s/unit’s future plans to continue resourcing this important work. Note, in future planning cycles, you will be asked to provide and reflect on quantifiable budgetary plans to further the UW’s DEI efforts. Word Limit: 750
The SoM has a long track record of focus on Diversity, Equity and Inclusion (DEI).
The SoM has embedded DEI efforts at the department level, large units and within major education, research and training programs in the SoM. Below is a brief overview of the historical and ongoing efforts within and across the SoM:
We have encouraged all departments and or large units to consider development of DEI committees to further embed and advance our DEI efforts throughout the SoM. The SoM has over 50 DEI committees functioning across the SoM’s 31 Departments, large educational programs, large graduate training programs, major research programs, and large administrative units.
The medical school accreditation process (LCME) has long embedded DEI components in its evaluation process with the goal to create a diverse physician workforce which reflects our community. This has pushed medical schools into evaluating DEI at all levels, recruitment of students, learning environment for students, and in faculty composition. These efforts are long standing and are ongoing.
The Graduate Medical Education (GME) programs have nationally pushed for similar initiatives as the LCME and our local GME programs have pushed to develop DEI focused efforts for recruitment, learning environment and faculty leadership for the programs.
FY2023 Annual Review Narrative Survey
School of Medicine
In FY19, our Basic Science chairs launched an initiative to review our recruitment and learning environment for graduate students and post-doctoral students in our educational and research environment. This has been well received and all the programs and departments have been working hard to address concerns and look to improve the recruitment process for both graduate students and faculty and to address the learning environments.
UW Medicine launched our Office of Healthcare Equity in FY20, which provides system-wide leadership in support of our mission to improve the health of the public and promote equity, diversity and inclusion across all of our hospitals and clinics,, research, and education and training programs. This office consolidated existing programs under a uniform office to more effectively advance this work across UW Medicine. UW Medicine aspires to be a national leader in healthcare equity for all patients; creating a diverse and inclusive workplace; and improving the learning environment in the classroom, clinical, and research settings. In FY20, the Healthcare Equity office launched a new extensive training program for DEI
which has been rolled out to all employees within UW Medicine, with a focus on leaders. To date in FY22, 1,000 hours of training has been delivered. In FY23, the goal is to enhance the reach of our training to all employees in UW Medicine by developing and deploying a cohort of peer trainers in all SoM departments as well as n our hospitals and clinics. In addition to the training, in FY22, UW Medicine launched a bias reporting tool and an equity impact review tool, which provides a structured way to put an equity lens on decision making.
The UW central offices have begun to gather data and develop reporting related to faculty and staff composition. A “draft” staff report was shared with the SoM in FY22, however it was noted it was not ready to be shared more broadly. The SoM is supportive of this work and looks forward to future reports that will be ready to be shared across the SoM and hopefully will include granular information to better inform departments and units on their local DEI efforts to measure and monitor the positive impacts of their efforts over time. Financial Commitments related to DEI
The financial commitment to the UW Medicine Healthcare Equity is over $2.8M for FY22 which benefits all units within UW Medicine including the SoM.
The majority of the SoM financial commitment to DEI is distributed throughout the SoM and embedded in the units and departments and reflected in their decisions to support DEI via local DEI committees as well as captured in the recruitment, career and professional development and retention decisions made to improve DEI in the overall staffing for each unit as well as the learning and working environment.
The SoM requested central DEI resources in FY21 which assisted in several recruitments and would anticipate future requests for central funding resources.
FY2023 Annual Review Narrative Survey
School of Medicine
Tuition Based Program Rate Recommendations - Narrative Section
Responses to the questions below are required for each
tuition category that your unit/campus recommends adjusting. In addition, a new question (#7) is required for any programs for which no tuition increase is requested.
If you are recommending changes for multiple tuition categories, please differentiate your responses within each question.
1)
Please explain why each proposed change is needed and how your unit/campus will use new incremental tuition
revenue increases or absorb incremental tuition revenue losses. Word Limit: 500
The SoM tuition under ABB is split into the following categories (FY21)
Category -- ABB Tuition
2021 actual
% of Total
Undergrad
8,826,269
27%
Grad
4,426,612
14%
MD
19,407,516
59%
Total tuition revenue
32,660,397
100%
This is ABB revenue (Autumn to Spring) – excludes Summer Tuition for the SoM. SoM is requesting a 0% tuition increase for the medical student education program (as discussed above) for residents and 2% for non-residents. SoM is supportive of a 2% increase for graduate Tier II which is 60% School
activity. The tuition increases are requested to cover inflation in program costs and under ABB to partially fund merit, promotion and benefit changes for the state funded positions. Additionally, with the new medical student education program summer tuition for Year 1 and Year 2, there will be new programmatic costs estimated at $400k that will need to be covered by the increased tuition. Based on our financial modeling, assuming a 2% merit increase and assuming a .5% benefit rate increase, under ABB, the SoM should be able to fund our ABB merit, promotion and benefit increase estimated at $1.5M
in FY23 due to the addition of summer tuition in the medical student education program, as the requested tuition increases across all ABB categories should yield approximately $1.7M in incremental revenue.
2)
Explain whether and how each proposed change will affect peer comparisons and/or whether a market analysis was conducted. Word Limit: 500
As noted above – the medical student education program is at 110% of peer institutions and we anticipate the 0% will keep us at roughly the same level. We have been at 110% for the last 2 years and at 107% the prior 5 years, while annually increasing tuition 3%.
3)
Tuition and fee increases have a disproportionate impact on low-income students. Please comment on how each fee change will affect student debt loads, and specifically how the program will offset this impact. Word Limit: 550
Any increase in tuition will increase student debt load, accordingly we are cautious in our tuition increases. Our medical school graduates are experiencing an annual increase in the average debt of approximately $7k/year for the last five years (debt was $35k higher on average for FY21 graduates vs. FY16 graduates). It
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FY2023 Annual Review Narrative Survey
School of Medicine
should be noted, we have added a 3
rd
year of medical student summer tuition in FY16 (it was summer session B before year 2 and tuition was set at $6k/year) which increased student tuition over the last 5 years and increased the debt.
The SoM has for several years approved tuition waivers to support recruitment of medical students which is to
assist those from backgrounds with limited resources and to assist in EDI recruitment efforts. The SoM has approved 5 full waivers annually since the waiver program was started. To maximize recruitment and to extend the benefits to maximum number of students, the SoM has awarded ten 50% waivers annually to incoming students (10 of the 160 new students in Washington state cohort annually). The tuition waivers are applied over all four years of medical school.
4)
Describe whether you expect the proposed tuition rate(s) to result in any substantial changes to enrollment (including a change in the resident/nonresident composition) or to the volume of waivers awarded. Word Limit: 250
Proposed tuition increase will not impact enrollment.
5)
For each proposed change, please explain what would happen if the change were not implemented (e.g. deficit, loss of staff positions, etc.). If a proposed change is part of a plan to eliminate a current deficit, please indicate that. Word Limit: 250
If the tuition increase was not implemented, we would need to offset the estimated ABB cost increase for merit and benefit rate increases of $1.5M. That would be the equivalent of eliminating 4-5 faculty positions or 15 staff positions to offset the lost revenue to support merit/inflationary costs.
6)
For each tuition category that you have proposed changing, please discuss your unit/campus's overall tuition rate strategy for the next 3-5 years. In your response, please explain whether and how your long-term strategy connects to "market" rates (e.g. where do you want to be, rate wise, compared to peers?) Word Limit: 250
We will continue to monitor our tuition rates vs peer institutions as well as the student debt. At this time, we believe we will need to increase tuition at 2-3% annually over the long-term to offset some of the increased costs for merit and promotion under the ABB funding model. We do not believe we have capacity to increase above inflation as our tuition is already at 110% of our peer averages and we are concerned about the increasing burden of student debt.
7)
If you are not planning to increase tuition for any program, please respond to the following: Generally, small, inflationary increases (1-2% annually) are preferred over no increase or large increases every few years. Please answer the following questions for each program where no increase is requested. Word Limit: 250
a)
Please explain why this program's rate does not warrant an increase by describing the program's financial position, structure, peer comparisons, or other relevant information.
b)
What do you currently anticipate annual rate change requests will be for the next two years?
FY2023 Annual Review Narrative Survey
School of Medicine
See above discussion of plan to not increase medical student tuition for FY23, however we are restructuring tuition by adding new summer B session prior to year 1.
FY2023 Annual Review Narrative Survey
School of Medicine
Communication with Faculty & Student Stakeholders
Communication of your unit's annual review materials, including fiscal vitality data, narrative responses and tuition rate recommendations is an important and necessary component of the University of Washington's Annual Review process. Your responses to the questions below will be documented and included as part of the annual review materials provided
to Executive Leadership of the UW. If the meeting schedules of faculty and student leadership groups present a challenge, please make accommodations to get approval within the necessary time frame. If necessary, you may submit an update to OPB at a later date, after faculty and students have had an opportunity to review. 1)
Please select the date that FACULTY leadership within your unit/campus was consulted and provided the opportunity to provide input as part of this budget planning exercise. If, due to scheduling difficulty, you are unable to consult with faculty leadership before the February 1, 2022 submission deadline, please select the date you are scheduled to consult with FACULTY leadership and, immediately after that date, please provide an update to Jed Bradley.
Tuesday, January 25, 2022
2)
Please list a point of contact for your FACULTY leadership (name and UW email address).
Jeremy Hess, Professor, Department of Emergency Medicine jjhess@uw.edu
3)
Please select the date that STUDENT leadership within your unit/campus was consulted and provided the opportunity to provide input as part of this budget planning exercise. If, due to scheduling difficulty, you are unable to consult with student leadership before the February 1, 2022 submission deadline, please select the date you are scheduled to consult with STUDENT leadership and, immediately after that date, please provide an update to Jed Bradley.
Click or tap to enter a date.
4)
Please list a point of contact for your STUDENT leadership (name and UW email address).
Dr. Allen met with Medical Student Association Co-Chairs.
Bart Grabman and Blake Hopkin
bgrabman@uw.edu
behopkin@uw.edu
5)
Enrolled students affected by tuition rate increases should be consulted on proposed increases before proposals
are finalized. Please describe when and how students were consulted and summarize the feedback they provided regarding EACH of your tuition recommendations.
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