Planning InformationAntarctica. In September 2009 the Student Alliance for Global Health and International Studies & Programs will host a weekend Midwest Global Health Conference in

UNMC Planning Information

aND Quality Indicatorsa P r I l 2 0 0 9

Prepared for the Chancellor’s Strategic Planning Retreat

Office of Budget and Fiscal AnalysisUniversity of Nebraska Medical Center

Harold M. Maurer, M.D., Chancellor986605 Nebraska Medical Center

Omaha, Nebraska 68198-6605402-559-4200

UNMC Planning Information aNd Quality Indicators

april, 2009

This eleventh annual edition of UNMC Planning Information and Quality Indicators is organized into 14 sections. The first section summarizes the themes for this year’s retreat: the Personalized Medicine Research Program and the proposal for an Academy of Teaching Scholars. The second section highlights quality indicators, accreditations and national rankings. The next seven provide information relative to UNMC’s critical success factors for education, research, health care and community partnerships, international education and research, cultural competence, economic growth, and employee loyalty and satisfaction. The final five sections provide supporting information concerning finances, infrastructure, compliance strategies, Nebraska’s economic and political situation, and federal education and health issues. Those seeking more extensive historical information should consult the various UNMC offices and other sources referenced in this report.

Information regarding UNMC’s quality and institutional performance is included throughout this booklet. Twelve key quality indicators are listed on pages 4 and 5. Standards, desired outcomes, status, change from prior year and subjective performance ratings are included for all indicators.

The Office of Budget and Fiscal Analysis appreciates the cooperation and assistance of the Chancellor and his staff, the Vice Chancellors for Academic Affairs, Business & Finance, External Affairs and Research and their staffs, the Deans of the Colleges of Dentistry, Medicine, Nursing, Pharmacy, and Public Health and their staffs, Eppley Cancer Center, the Institutional Research Office, Sponsored Programs Administration, Public Relations, International Health and Medical Education, Asia Pacific Rim Development Program, International Studies and Programs, Human Resources, Student Services, the Equity Office, Faculty Development Programs, UNeMed, the Faculty Senate, Facilities Management and Planning, Information Technology Services, the McGoogan Library of Medicine, the Compliance Office, the Office of Government Relations, UN Central Administration, UNO Center for Public Affairs Research, The Nebraska Medical Center, UNMC Physicians Administration and Human Resources, and others who assisted in compiling this data.

Readers are invited to send comments and suggestions for next year’s edition to John Adams or Dorothy Panowicz.

i

Preface

UNMC Planning Information and Quality Indicators

Table of Contentsi Prefaceii Table of Contentsiv Mission, Vision and Valuesv Strategic Framework vi Executive Summary

Retreat Themes1 Personalized Medicine Research Program2 Academy of Teaching Scholars3 2008 Major Strategic Planning Retreat Themes Update

Quality Indicators4 Quality Indicators6 External Accreditations7 Educational and Health Care Ranking

Education 8 Admissions Statistics 9 GPA and MCAT or DAT of Matriculants10 Enrollment Statistics – Ethnicity and Age11 Degrees Awarded 12 Performance of Students on Licensure, Certification or Board Exams14 First Year Residencies15 Residency Pass Rates16 Post Doctoral Fellows and Research Associates

Research 17 Research Awards and Net Research Funding Categories 18 National Institutes of Health Funding and Rankings19 National Institutes of Health Funding and Percentile Rank20 Average Awards and Funded Investigators21 Research Strategy

Health Care and Community22 UNMC Physicians and The Nebraska Medical Center 23 Health Care Providers in Rural Nebraska 24 Community Engagement

International 25 Global Education and Research

Cultural Competence and Diversity28 UNMC and Comparative Diversity Data 29 Work Force Analysis Summary30 Diversification of the Student Body31 Diversification of Faculty and Staff

ii

Economic Growth32 Economic Impact33 UNeMed Strategy and Metrics

Employee Loyalty and Satisfaction35 Employee Turnover and Length of Service36 Faculty Turnover37 Employee Satisfaction Survey38 Employee Loyalty and Retention Strategies 40 Faculty Development

Financial Strength 41 Combined Financial Strength – University of Nebraska Medical Center, UNMC Physicians, and The Nebraska Medical Center 42 UNMC Summary Financial Indicators43 General Fund, State-Aided and Total Budget44 State and University Budgets 45 University of Nebraska Foundation Financial Highlights46 Comparison of Academic Year Tuition and Mandatory Fees

Infrastructure and Academic Support47 Facilities Development 49 Saddle Creek Relocation 50 Information Technology Services 52 McGoogan Library of Medicine

Compliance Strategies and Accomplishments 53 Compliance Strategy54 Compliance Program Structure

Nebraska Economy, Politics and Demographics 55 Economic Outlook 56 State Budget and Legislative Issues 57 Demographics

Public and Federal Relations58 Strategic Communication59 Federal Issues

Appendix60 Sources of Information

iii

iv

Mission, Vision and Values


Mission The mission of the University of Nebraska Medical Center is to improve the health of Nebraska through premier educational programs, innovative research, the highest quality patient care, and outreach to underserved populations.

Vision The partnership of UNMC and the Nebraska Medical Center will be a world-renowned health sciences center that: • Delivers state-of-the-art health care; • Prepares the best-educated health professionals and scientists; • Ranks among the leading research centers; • Advances our historic commitment to community health; • Embraces the richness of diversity to build unity; • Creates economic growth in Nebraska.

Values Faculty, staff and students of UNMC will: • Emphasize quality and have high expectations for performance; • Pursue excellence in an ethical manner; • Foster an environment of learning and communication; • Respect individuals for their cultures, contributions and points of view; • Support the mission and vision of UNMC in the best interests of our customers; • Promote individual accountability for organizational success.

Strategic Framework


v

University Strategic Framework and UNMC Strategic Plan

Investing in Nebraska UNMC’s three year rolling strategic plan expresses the University Strategic Framework, “Investing in Nebraska’s Future” within the context of the state’s sole public academic health center. The framework consists of six overarching goals emphasizing access and affordability, quality programs, workforce and economic development, research growth, engagement with the state, and accountability.

UNMC Strategic Plan Building on the foundation of UNMC’s mission, vision, and values, UNMC’s strategic plan is built around six critical success factors (CSF): • Be learning-centered in education. • Increase prominence as a research health science center. • Advance community/campus partnerships for health. • Create a culturally competent organization. • Advance biomedical technologies to improve health, to create economic growth in Nebraska, and to diversify UNMC revenues. • Build employee loyalty and satisfaction.

Goals, action steps, milestones, leaders, teams and measures are included for each CSF. Each quarter, CSF leaders assess progress with the Chancellor, and quarterly reports are posted on the UNMC Intranet to keep the campus informed about the plan and progress in achieving goals.

EFFECTIVE STRATEGIC PLANNING combines a vision for the future with an analysis of the present. This report highlights critical internal and external indicators that frame UNMC’s strategic opportunities in education, research, patient care and outreach. It explains major strategic initiatives and documents UNMC’s institutional performance and quality indicators. Key external information is provided regarding the University, UNMC Physicians, The Nebraska Medical Center, the NU Foundation, and the State. Relevant federal research and education policies are highlighted.

Retreat Themes:Development of a Personalized Medicine Research Program and creation of an Academy of Teaching Scholars are the key themes for this year’s retreat. Advances in genomics and genome-wide association studies provide the foundation for developing personalized plans for preventing and treating many diseases. Concentrated advances in faculty development and educational scholarship will strengthen UNMC’s ongoing commitment to prepare the best educated health professionals and scientists.

Quality Indicators:UNMC uses 12 summary indicators to highlight institutional performance and quality and to evaluate year-to-year improvements. These 12 indicators, and their components, are displayed in a grid that lists: the indicators, the pages for the supporting detail, UNMC’s standards of performance and desired outcomes, current quality status, changes from prior year and a subjective summary quality rating.

Positive changes in these indicators include growth in technology commercialization revenue, an improvement in Hospital operating margin, completion of the Sorrell Center, DRC II and Bennett Hall, and an increase in UNMC’s federal facilities and administrative rate from 47% to 48.5%.

vi

The College of Medicine’s primary care program tied for 20th, and its rural health medicine program tied for 11th out of 145 programs in the 2009 edition of U.S. News & World Report.

Executive Summary


Education:UNMC’s 2008 fall enrollment was 3,194, including 460 house officers. The total enrollment includes 2,114 women and 1,080 men. Budgeted net tuition amounts to $23.6 million, or 4.6% of the total revenue budget.

Research: During FY 2007-08, 220 investigators received a total of 392 research grants or contracts for a total of $63.8 million in net awards. After remaining essentially flat in 2006-07, net awards declined by 15% in 2007-08, partially due to delays in award notifications. The first six months indicate a reversal of this trend with new net awards having reached $44.3 million, 85% higher than the same period during the prior year.

vii

30%

21%8%

8%

11%

22%College of Medicine

College of Nursing

College of Pharmacy

College of Dentistry

School of Allied Health

Graduate College

Fall Enrollment, 2008

Fall 2008 Enrollment (head count) College of Medicine 483 House Officers 460College of Nursing 674College of Pharmacy 267College of dentistry 249School of allied Health 363Graduate College 698 3,194

0

10

20

30

40

50

60

70

80

86 88 90 92 94 96 98 00 02 04 06

Year Ending July

Mill

ions

of d

olla

rs

08 10

Net Research Funding and Projected 08-09 Gross Funding

Health Care and Community:UNMC and UNMC Physicians are committed to delivering state-of-the-art health care in partnership with The Nebraska Medical Center. This section summarizes the volume of services provided by UNMC Physicians and The Nebraska Medical Center and presents patient and physician satisfaction indicators.

As Nebraska’s public academic health center, UNMC works to improve community health through extensive involvement with the urban and rural communities of Nebraska. UNMC graduates make up the majority of rural Nebraska health care providers, and the Rural Health Opportunities Program (RHOP) recruits and supports college students interested in rural practice. UNMC is involved in numerous community partnerships and outreach activities including the well-established Mini-Medical School and the recently established Science Cafes.

International: UNMC continues to expand its global engagement through international education, research, and patient care. Global health participation at UNMC included clinical and pre-clinical experiences of up to four weeks for 111 students from five UNMC colleges and programs. These global health rotations and medical service trips took place from June 2007 through May 2008 with destinations throughout the Americas, the Caribbean, Africa, Asia, Europe, and Antarctica. In September 2009 the Student Alliance for Global Health and International Studies & Programs will host a weekend Midwest Global Health Conference in Omaha, expecting to draw over 100 attendees from the US, Canada, and other countries. Researchers, scholars, and students from over 60 countries comprised UNMC’s 518 international participants for FY 2007-08. UNMC has also partnered with Chinese institutions for joint research projects and expanded student and faculty exchanges.

viii

International Participation March 2009

29%

29%5%4%

30%

China

India

Japan

Russia

Other

The total economic impact of UNMC and the Nebraska Medical Center to Nebraska is $1.5 billion annually. UNMC and the Hospital support 17,000 jobs throughout the state.

Cultural Competence and Diversity: Cultural competence involves building an organization where all people feel good about being there. UNMC recognizes racial and ethnic disparities in health outcomes and works to address care delivery and educational barriers that contribute to those disparities. Several successful initiatives resulted in talented educationally underrepresented and socioeconomically disadvantaged students enrolling at UNMC. Faculty and staff worked to develop diverse applicant pools, and UNMC provided numerous programs to address health disparities and to expand the cultural competence of faculty, staff and students.

Economic Growth:UNMC’s broad approach to economic development includes: job creation through externally funded research and facilities construc-tion, technology commercialization, and most importantly, the education of health care professionals and scientists. UNMC’s $100 million of research expenditures supported 1,500 well-paying jobs across the state.

Multiple units within UNMC collaborate with each other and with outside industry and businesses to take UNMC’s cutting edge scientific discoveries from the bench to the marketplace. During 2008, UNeMed earned over $1 million in license revenue and filed 56 new patents.

Employees: UNMC employs 4,621 people with an FTE of 4,019. Personnel costs amounted to 65.2% of expenditures through February 28, 2009. Employee satisfaction remained high with a 28:1 ratio of employees who agreed or strongly agreed that UNMC fulfills its mission compared with those who disagreed or strongly disagreed.

UNMC and the Nebraska Medical Center employ a combined workforce of 9,000. Together, they would represent the third largest employer in the state.

Employment, January 31, 2009

23.0%

5.2%

36.4%

28.2%

7.2%

Faculty

Administrative

Managerial/Professional

Clerical/Service

Graduate Asst./Student/Other

ix

Employment, January 31, 2009(full- and part-time)

Faculty 1,062administrative 241Managerial/Professional 1,681Clerical/Service 1,302Graduate asst/Student/Other 335 4,621

Financial Strength: UNMC is 76.1% self-supporting. UNMC’s FY 2008-09 Operating Budget is $511.8 million, of which $293.4 million, or 57.3%, goes for Instruction and Research. The State provides $122.5 million, or 23.9%, of UNMC’s revenues, not including Nebraska Research Initiative funding which is included in the July 1 Central Administration budget. UNMC’s primary sources of self-support are clinical revenues generated by UNMC Physicians and The Nebraska Medical Center, research grants and contracts, gifts and NU Foundation support.

Together, UNMC, UNMC Physicians and The Nebraska Medical Center have an operating budget of $1.4 billion.

Infrastructure: (Facilities, Information Technology and Library)

Facilities:Facilities Management and Planning supports UNMC’s vision and strategic goals by constructing, renewing and maintaining UNMC’s buildings, grounds and infrastructure. New and updated facilities and improved campus infrastructure support research growth, expanding patient care, recruitment of quality faculty and enhanced student education. x

24%

16%

15%

27%

18%

State General

Cash Funds

Federal

Gifts, Grants, Contracts

Auxiliaries & Revolving

Revenue Budget FY 2008-09

Expense Budget FY 2008-09

Revenue Budget, FY 2008-09

State General $122,476,053Cash Funds 83,971,496Federal 77,360,400Gifts, Grants, Contracts 135,124,900auxiliaries & Revolving 92,856,500 $511,789,349

6%

4%

4%

15%Instruction & Research

Public Service

Academic/Student Support

Institutional Administration

Physical Plant Operations

Auxiliaries/Indep. Operations

Expense Budget, FY 2008-09

Instruction & Research $293,438,550Public Service 69,015,672academic/Student Support 30,861,093Institutional administration 22,074,363Physical Plant Operations 17,968,001auxiliaries/Indep. Operations 78,431,670 $511,789,34957%14%

LB 605 bond-financing was used to modernize Bennett Hall infra-structure while restoring its historical interior finishes, is being used to renew Wittson Hall and the College of Dentistry, and will be used to update Poynter Hall.

Information Technology:UNMC Information Technology Services (ITS) provides secure enterprise-wide data, voice, and video systems to support patient care, research, education, and outreach. The new Faculty Records System, initial modules of the Academic Department Information System, and installation of educational technology in the Michael F. Sorrell Center for Health Science Education were completed last year. This year, ITS is deploying new network infrastructure in preparation for the next generation of high speed applications. ITS is also partnering with Student Services in implementing the University’s new Oracle/People Soft student information system.

Library:The McGoogan Library of Medicine is critical to achieving UNMC’s vision of world class education, research, patient care and outreach to the underserved. The library’s highly effective interlibrary loan service fulfilled over 33,000 services requests during 2007-08.

Compliance Strategies and Accomplishments:UNMC continuously improves its compliance with an ever expanding set of federal and state laws and regulations. The UNMC Compliance Committee coordinates a broad range of specialized compliance committees that develop policy and provide training in specific functional areas. 2009-10 goals include: orienting new employees to the recently approved Code of Conduct, improving compliance with federal guidelines regarding administrative and clerical costs and implementing the Identity Theft Monitoring and Prevention Program.

xi

UNMC’s LB 605 ProjectsCollege of dentistry $8.5 M

Poynter, Bennett, Wittson 29.0 M

Total $37.5 M

xii

Nebraska Economy, Politics and Demographics: The 2009 global, national, regional and state economic outlooks are dismal as the world and the nation grapple with recession and dysfunctional financial systems. Nebraska continues to fare better than most states in terms of employment and economic growth but is seeing downturns across a wide range of economic indicators. The federal government has undertaken trillions of dollars of bailouts and stimulus programs that are expected to stabilize housing prices and the banking system and to restore economic growth in 2010.

In the near term, Nebraska is blessed with a large cash reserve, grappling with a projected $362 million downturn in tax receipts and expecting over $1 billion in federal stimulus funds. In the longer-run, Nebraska’s diversified economy should support moderate state budget growth. However, Nebraska’s population is relatively small, compared to its geographic size, and is projected to grow slowly, while aging and diversifying. UNMC strategy must account for these economic, demographic and political challenges. Important policy issues that affect UNMC include: embryonic stem cell research, funding for the Poison Center and new Lincoln College of Nursing construction, and verification of residency status for benefits eligibility.

Federal Issues: Federal policy and funding for higher education and health care are critical concerns to academic health science centers. Decisions concerning Medicare and Medicaid affect clinical revenues. Federal regulations apply to everything from employment to hazardous waste. NIH and other federal research funding is vital to UNMC’s research enterprise, and student financial aid is essential for our students and the financial viability of our educational programs. This section summarizes key federal legislation regarding: NIH funding, embryonic stem cell legislation, cuts for Title VII funding health professions training, Medicare/Medicaid funding issues, and health care reform. UNMC’s federal funding priorities and strategies are also discussed.

Personalized Medicine Research Program

Advances in genomics research over the past decade, including completion of the Human Genome Project, the initial phases of the HapMap project, and the Encyclopedia of DNA Elements (ENCODE) project, have provided critical insights into the structure and function of the human genome as well as a vast array of research tools for medical research.

While complete sequencing of an individual’s genome has been possible for several years, the estimated cost of $350,000 per patient has limited application thus far to high priority research projects (e.g. NCI The Cancer Genome Atlas). However, rapid advances in technology will soon lead to full genome sequencing costs below $10 000, thus creating enormous opportunities for research on the correlation of individual genomics and the

development and personalized treatment of disease.

The recent explosion of genome-wide association studies (GWAS), which are based on the ability to search the genomes of large numbers of individuals in an unbiased way have already identified significant correlations between single nucleotide polymorphisms (SNPs) and disease. Although prohibitively expensive as recently as 2004, the ability to genotype individuals rapidly and accurately on miniaturized gene chips for less than $1,000 per person have yielded robust information on scores of new genetic markers for common chronic disorders including diabetes, heart disease, Crohn’s disease, and several common cancers. High throughput genotyping and sequencing technologies provide enormous potential for identifying new targets for drug development and the development of enhanced tests for screening, risk assessment, early diagnosis, and personalized plans for treatment and prevention of many diseases.

In order to position UNMC at the forefront of this new developing field, UNMC should:

1) Assess the need for a Personalized Medicine Program at UNMC

2) Identify the resources needed for a state-of the-art Personalized Medicine Program

3) Develop a strategic plan for establishing a Personalized Medicine Program

Recommended leaders for assessing and planning UNMC’s personalized medicine strategy include: Drs. James Shull, Hamid Band, Trish Levan, Courtney Fletcher, John Chan, Shinobu-Watanabe-Galloway, and Sara Thompson

Provided by Kenneth H. Cowan, MD, PhD, John L. Gollan, MD, PhD and James D. Shull, PhD

1 StrategicPlan/2009/PersonalizedMedicine.doc

The National Cancer Institute defines personalized medicine as:

"A form of medicine that uses information about a person’s genes, proteins, and environment to prevent, diagnose, and treat disease."

http://www.cancer.gov

Academy of Teaching Scholars Rationale:

Members of the Chancellor’s Council have put forward a proposal to establish a formal mechanism to advance faculty development and educational scholarship at the University of Nebraska Medical Center (UNMC). The unifying theme would be the implementation of an “Academy of Teaching Scholars.” Within this Academy there would be two formal centers, a Center for Faculty Development and a Center for Educational Research and Scholarly Activity. The Centers would be UNMC-wide and encourage interdisciplinary cooperation and scholarship. Establishment of the Centers would demonstrate that UNMC is committed to advancing educational research and achieving excellence in education. This “Academy of Teaching Scholars” would send a strong signal that UNMC will place more emphasis on developing faculty to their fullest potential and providing them with the skills to carry forward their careers in teaching and educational scholarship, as well as other areas of research.

Strategies:

1. New faculty would be oriented to UNMC and encouraged to participate in a formal mentoring program.

2. An office to assist faculty with writing grants for extramural funding would be established.

3. Faculty would be provided with essential tools and expertise to improve their teaching as well as help them design, conduct and analyze educational research projects.

4. Information on topics such as intellectual property, scientific misconduct, manuscript preparation, and communication would be presented.

Outcomes:

1. Annual selection of faculty who would receive awards for educational scholarship. 2. Improved faculty and student satisfaction. 3. Improved recruitment and retention of teaching scholars. 4. Publication of peer reviewed manuscripts and other products related to educational

research and scholarly activity. 5. Increased grant funding for educational projects. 6. Increased rates of promotion and tenure decisions for those faculty whose primary

mission is education.

Key Elements for Success:

1. Identify a leader for the Academy of Teaching Scholars. 2. Develop faculty who become associated with and contribute to the mission of the

Academy. 3. Secure support staff for administrative responsibilities.

Provided by Rubens J. Pamies, MD, James B. Turpen, PhD, and Myrna C. Newland, MD

StrategicPlan/2009/AcademyTeachingScholars

2

Summary Updates on

2008 Major Strategic Planning Retreat Themes

Regenerative Medicine The following steps have been taken toward meeting the key elements for success of the initiative for Regenerative Medicine:

Following an internal search, an interim program director was appointed effective January 1, 2009. The external search for a nationally recognized director is underway. The working group of UNMC investigators has been organized and held its first meeting on February 13, 2009. A steering committee, formed with representation from the major areas of stem cell research at UNMC has organized a campus retreat in May to bring together researchers to discuss their scientific programs. The retreat will be invaluable in assisting the steering committee in initiating discussions of the programmatic ideas and identifying a unique UNMC niche.

Space in the DRC II has been identified, and a nucleus of investigators will move into this space according to schedule. Efforts at fundraising continue. Efforts are underway to identify “peer” programs in regenerative medicine and to visit these programs to evaluate best practices and seek input into the development of a business plan appropriate to UNMC.

The Science Literacy Team has initiated a series of Science Cafes and is considering presenting the topic of Regenerative Medicine in one of these public cafes. This will be one of our first steps in advocating this program to the general public.

Bioinformatics Biomedical informatics encompasses a broad range of topics and initiatives. UNMC’s accomplishments over the last year are summarized below:

Established new Data Interoperability Council to evaluate all products, databases and programs and maximize shareability of data among UNMC, UNMC-P, the Hospital and the Private Practice Association.

The Advanced Clinical Applications Program, with Dr. Shaw as medical director, is developing products to streamline workflow in the hospital, clinics, and off-site.

Development of a Regional Health Information Organization (RHIO), called the Nebraska Health Information Initiative (NeHII), is progressing.

The Bioinformatics Shared Facility of the Eppley Cancer Center has expanded the number of disease specific registries, and other registries are also being enhanced.

The Bioinformatics Shared Facility of the Eppley Cancer Center has adopted the Cancer Central Clinical Database (C3D).

A master list of biobanks was initiated with the development of the CTSA grant and is being expanded to include regional institutions and more complete information to characterize the types and numbers of samples available and the means to access them.

Communications between UNO and UNMC concerning bioinformatics resources and capacities have been improved, including availability of the Holland Super Computer.

Bioinformatics Faculty recruitment is progressing to add additional expertise specific to genetics/genomics bioinformatics.

An Early Indicator Model for Pandemic Flu prototype model has been enhanced for the development and test of multiple approaches for early event detection and outbreak management.

A national search for a leader or director of bioinformatics to be focused on genetics and genomics was initiated late in 2008 with the formation of an interdepartmental search committee and placement of advertisements in Science and other appropriate professional publications.

Provided by James B. Turpen, PhD and Jennifer L. Larsen, MD

3 StrategicPlan/2009/2008RetreatThemeUpdates

Quality Indicators

Subjective

Change Perform-

from ance

Indicator Page(s) Standards Quality Status Prior Year Rating

Desired Outcomes

1. Certification/licensure 12-13 100% pass rate; above average scores Pass rates at 90% for MD Step 1, Mixed Very good

exams National rankings in top 1/3 99% for MD Step 2, 100% for DDS Part 2

and 96.8% for Pharmacy

2. Research funding 17-21 > 30% increase per year; improving NIH rankings Net research awards fell by 15% in Declined Fair

and NIH rankings Meet 5 and 10 year goals 07-08 partially due to late award notices

4 of 5 NIH rankings were lower Declined

3. Health care quality and 22 > 85% patient and physician satisfaction 78% to 95% patient satisfaction ratings; Stable Very good

patient satisfaction Increasing quality and market share 79% to 87% physician satisfaction Stable

Hospital market share Stable

4. Rural activities 23 > 60% rural practitioners from UNMC Over 65% UNMC graduates in four Stable Excellent

Rural education sites and outreach disciplines

5. Minority recruitment 28-31 > peer group diversity rates Minority (under-represented minority) Improved Good

and retention (several peers are in larger cities with percentages: slightly

larger minority populations) F/T Faculty -- 14.6% (3.4%)

Culturally competent environment All Employee -- 12.3% (6.6%)

Students -- 8.9% (4.8%)

6. Economic growth 32-34 Economic impact: UNMC, UNMC-P & Hospital

and technology combined direct and indirect employment Approximately 17,000 (10,000 direct) Stable Excellent

commercialization $2 M of UNeMed income by 6/30/2010 $1.1 M of FY 2008 revenue (30% increase) Improved

Omaha & Nebraska economic growth Three new building projects in process

Scientific and health care benefits

7. Employee loyalty 35-40 Agree/Disagree Ratios > 3.0 on 90% of employee Agree/Disagree Ratios > 3.3 on 100% of Improved Excellent

and satisfaction satisfaction survey questions questions

90% retention rates 90% employee retention Stable

Greater than 70% remain employed for 72% employed for 3 years or more Stable

3 years or more

4 stratpln/2009/QualityIndicatorsFY08.xlsx

Quality Indicators

Subjective

Change Perform-

from ance

Indicator Page(s) Standards Quality Status Prior Year Rating

Desired Outcomes

8. Financial strength 41-46 > 12% non-general fund growth and > 6% 4.9% growth in non-general fund revenue Declined Very Good

Hospital operating margin 7.1% Hospital operating margin Improved

Fund facilities and program goals 115 Hospital days cash on hand Stable

9. Infrastructure 47-52 Meet annual construction and technology objectives Sorrell Center opened; DRC II & Bennett Improved Excellent

Implement facilities and ITS master plans nearing completion; LB 605 projects

progressing; ITS & Library remain strong

10. Strategic objectives/ --- > 75% accomplishment of objectives See Strategic Plan progress report Stable Very good

leadership Campus participation and community on UNMC Intranet

support and involvement Community support remains very strong Stable

49 OPPD land swap and Saddle Creek Stable

relocation planning in progress

11. Compliance 53-54 Satisfactory external compliance reviews No significant exceptions Stable Very good

effectiveness Compliance processes that advance F&A rate increased from 47% to 48.5% Improved

UNMC's mission and vision Improved various compliance activities Improved

12. Comprehensive 7 National recognition for academic programs, Academic program ranked between Declined Very good

national rankings research activities and clinical services 11th (Rural Med.) and 33nd (MSN) slightly

High US News and World Report rankings

for academic programs and nationally

recognized clinical services

280 UNMC Physicians recognized by Best

Doctors in America; Hospital received

Magnet Designation for Nursing Excellence

Changes from Prior Year Overall Subjective Ratings:

Improved = higher indicator value Outstanding = far exceeds standards and desired outcome; maintain exceptional quality

Mixed = sub-indicators values moving Excellent = exceeds standards and desired outcome; maintain and improve excellent quality

both up and down Very Good = close to standard and desired outcome; minor improvement required

Stable = no significant change from prior year Good = somewhat below expectations; improvement required

Declined = lower indicator values Fair = clearly below expectations; major improvement required

5 stratpln/2009/QualityIndicatorsFY08.xlsx

External Accreditations

Following its site visit in January 2007, the peer evaluation team from the Higher Learning Commission of the North Central Association (HLC) recommended that the University of Nebraska Medical Center be reaccredited on an institution-wide basis for ten years, the maximum possible. On September 10, 2007, the Commission’s Board of Trustees completed the evaluation process by accrediting UNMC through 2017. The successful outcome of the evaluation was due to the work of over 100 faculty, staff, and students. UNMC’s Self-Study is available at http://www.unmc.edu/nca/. Improvements resulting from the HLC accreditation review were: a) ongoing work to prepare an HLC progress report on assessment of student learning and on effectiveness of programs and services (due to HLC by 7/1/09) and b) the implementation of a campus-wide electronic academic personnel system. In addition to institution-wide accreditation by the HLC, UNMC’s academic programs are accredited by numerous specialized accrediting agencies. Additionally, The Nebraska Medical Center and a number of UNMC service activities such as Comparative Medicine are separately accredited by their respective accrediting agencies. A comprehensive listing of institutional and program accreditations is available at http://www.unmc.edu. Recent accreditation results and processes include: The UNMC College of Dentistry was site visited on October 23-25, 2007 by a 13 member committee of the Commission on Dental Accreditation (CODA) of the American Dental Association (ADA). During the three day site visit, the committee evaluated the accreditation self-study document and interviewed faculty and students from all seven academic programs subject to ADA accreditation. The results of the site visit were evaluated and a formal report submitted to the ADA Commission on Dental Accreditation. In its February 22, 2008, letter the Commission fully accredited “without reporting requirements.” This means that no additional information was requested from the programs and that the next site visit for the programs is scheduled for 2014.

The Accreditation Council for Pharmaceutical Education (ACPE) conducted a focused site visit of the College of Pharmacy professional program (Pharm.D.) on November 5-6, 2008. Accreditation for the program was extended through January 2013, the maximum accreditation period achievable. After nearly two years of preparation, the College of Nursing submitted its self-study report in January to the Commission on Collegiate Nursing Education (CCNE), the national accrediting body. Members of CCNE site visited the College on March 2-4, 2009. Provided by UNMC Vice Chancellor for Academic Affairs, UNMC College of Dentistry, UNMC College of Pharmacy, UNMC College of Nursing, and Office of Budget and Fiscal Analysis

6

StrategicPlan/2009/ExternalAccreditations

http://www.unmc.edu/nca/

US News and World Report

America's Best Graduate Schools

2009 Ranking Ranking Factors

Medical Schools -- Rural Medicine

--2008 ranking

Nursing (Master's) -- 2008 ranking 32 250 395 3.7/5.0

Physical Therapy (Master's/

Doctorate) -- 2008 ranking

Physician Asst (Master's)

-- 2008 ranking14 (tie) 68 104 3.5/5.0

College of Pharmacy

--2008 ranking29 61 101 3.2/5.0 Based on academic quality of doctoral program.

College of Dentistry (a) 56 a) COD's not ranked since early 1990's; UNMC not ranked at that time.

Best Doctors in America 2007-08 Peer review survey of more than 35,000 doctors.

J.D. Power & Assoc. 2008 Report Survey of random sample of recently discharged patients.

Castle Connolly "America's Top

Doctors" 2009 ListSurvey of doctors and hospitals.

Consumer's Choice Award 2008 Survey of 200,000 households.

U.S. News & World Report 2008Teaching hospital, eligibility to be ranked in a particular specialty, reputation,

death rate, nursing staff and technology.

NeuStrategy 2008 Reviews programs, staff, facility, technology and business aspects.

Provided by UNMC Office of Budget and Fiscal Analysis

StrategicPlan/2009/NatlRank2009

85 199 3.1/5.0

Best Hospitals

Patient Care & Satisfaction Awards

Stroke Center Named

"Center of Excellence"

Chosen 5th Year in a Row

4th Year

Distinquished Hospital

"Outstanding Cardiovascular Experience"

280 UNMC Physicians recognized

Medical Schools -- Primary Care

--2008 ranking

16 UNMC/TNMC physicians included

20 (tie) 14562Peer assessment, residency directors' assessment; selectivity; avg undergrad GPA;

avg MCAT score; acceptance rate; faculty/student ratio.

National Educational and Health Care Ranking

No. Ranked

In

Publication

Number

Colleges/

Programs/

Hospitals

Overall/

Maximum

Score

For nursing (Master's), Physician Assistant and Physical Therapy programs, "rankings

are based solely on the results of peer assessment surveys sent to deans, other

administrators, and/or faculty at accredited degree programs or schools in each

discipline."

"Based solely on ratings by deans and senior faculty at peer schools."11 (tie) 16

33

7

Admissions Statistics 2005-08

Nebraska Non- Rural

Year Total Residents Residents Male Female Minority Nebraska

(a) (b) (c)

2008

Applications Filed 4,809 1,875 2,934 2,030 2,779 862 470

Accepted 1,265 961 324 337 948 83 271

% Accepted 26% 51% 11% 17% 34% 10% 58%

Entered 1,108 881 227 285 823 78 248

2007


Accepted 1,224 938 287 309 915 86 279

% Accepted 26% 47% 11% 16% 33% 11% 50%

Entered 1,052 844 208 251 790 69 254

2006


Accepted 1,198 918 280 302 896 110 265

% Accepted 27% 48% 11% 17% 33% 19% 49%

Entered 1,023 830 193 251 772 93 239

2005


Accepted 1,178 908 270 293 885 81 285

% Accepted 30% 49% 13% 19% 36% 17% 55%

Entered 1,025 818 207 248 777 70 258

b) Minority includes Asian, Black, Hispanic, and Native American.

c) Rural Nebraska indicates applicants/students from counties with population of 25,000 or less.

Provided by UNMC Institutional Research Office

a) Information is for fall semester of each year listed, some numbers have been updated and may not match

prior years' reports.

57%22%

21%

Entering Students 2008

Nebraska Non-Rural

Nebraska Rural

Non-Resident

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

5,000

2005 2006 2007 2008

Entering Students 2005-08

Applications

Entered

8StrategicPlan/2009/AdmissionsStatistics08

Program 2006 2007 2008

School of Allied Health Professions

Clinical Perfusion GPA 2.99 3.44 3.29

Physician Assistant GPA 3.75 3.75 3.81

Physical Therapy GPA 3.70 3.71

Medical Technology GPA 3.38 3.43 3.23


Dentistry GPA 3.78 3.83 3.77

Dentistry DAT 18.6 (18.0) 19.0 (18.5) 19.0 (18.0)

Dental Hygiene GPA 3.52 3.50 3.50

College of Medicine

Medicine GPA 3.71 3.73 3.71

Medicine MCAT verbal 9.3 (9.8) 9.7 (9.9) 9.5 (9.9)

Medicine MCAT phys. 9.4 (10.1) 9.4 (10.3) 9.5 (10.3)

Medicine MCAT biol. 9.8 (10.5) 10.0 (10.6) 10.2 (10.7)

College of Nursing

Nursing GPA 3.44 3.36 3.54

College of Pharmacy

Pharmacy GPA 3.70 3.75 3.64

Graduate College

GPA 3.47 3.54 3.50

GRE - Verbal 493 501 480

GRE - Quantitative 677 696 730

GRE - Analytical Writing 4.27 4.05 3.50

GPA and MCAT or DAT (if applicable) of Matriculants

in UNMC Educational Programs - 2006-2008

(National Data for DAT and MCAT are in Parenthesis)


9 StrategicPlan/2009/GPA-MCAT.XLS

ENROLLMENT STATISTICS

FALL TOTAL MALE FEMALE ALIEN BLACK ASIAN HISPANIC NATIVE AM WHITE

(a) (b)

2008 3,194 1,080 2,114 167 61 132 67 24 2,743

33.8% 66.2% 5.2% 1.9% 4.1% 2.1% 0.8% 85.9%

2007 3,128 1,051 2,077 156 57 119 75 21 2,700

33.6% 66.4% 5.0% 1.8% 3.8% 2.4% 0.7% 86.3%

2006 3,067 1,007 2,060 153 65 110 68 16 2,655

32.8% 67.2% 5.0% 2.1% 3.6% 2.2% 0.5% 86.6%

ENROLLMENT BY AGE CATEGORY

AGE 2006 % 2007 % 2008 %

18-19 4 0.13% 1 0.03% 4 0.13%

20-21 298 9.72% 288 9.21% 288 9.02%

22-24 1061 34.59% 1083 34.62% 1031 32.28%

25-29 960 31.30% 978 31.27% 1078 33.75%

30-34 360 11.74% 385 12.31% 397 12.43%

35-39 167 5.45% 178 5.69% 174 5.45%

40-49 168 5.48% 145 4.64% 156 4.88%

50-64 49 1.60% 57 1.82% 66 2.07%

Unknown 0.00% 13 0.42% 0.00%

Total 3,067 3,128 3,194

a) Alien = foreign, non-immigrant

b) Hispanic = Puerto Rican, Mexican, Cuban, Central and South American and other Spanish Cultures


Enrollment Statistics - Ethnicity and AgeFor Selected Years

34%

66%

2008 UNMC Students

Male

Female

10 StrategicPlan/2009/Enrollment2008

Degrees Awarded

2004 - 2008

Post B.S. Post M.S.

Year B.S. Cert M.S. Cert Prof Ph.D. Total

(a) (b) (c) (d)

2008 538 (162) 10 581 (446) 4 265 31 1,429

2007 530 (116) 10 590 (473) 9 265 36 1,440

2006 496 (112) 10 571 (441) 4 269 20 1,370

2005 463 (146) 10 685 (554) 8 325(e)

28 1,519

2004 454 (142) 9 642 (517) 5 253 27 1,390

e) This group includes 110 students who graduated with a MPT then accepted the opportunity

for additional course work to receive their DPT.

b) BS Degrees include degrees awarded to military PA students, listed in ( ).

c) MS Degrees awarded to Distance Learning PA students, listed in ( ).

a) Year includes the May graduates plus graduates from the previous August and December.

d) The DPT is a professional degree, first awarded at UNMC in 2004. At this time, IPEDS does

not consider the DPT to be a professional degree, although that is how it is counted at UNMC.

0

200

400

600

800

1000

1200

1400

1600

2004 2005 2006 2007 2008

To

tal A

ward

ed

Year

Degrees Awarded 2004-2008

37.6%

0.7%

40.7%

0.3% 18.5%

2.2%

Degrees Awarded 2008

B.S.

Post BS Cert

M.S.

Post MS Cert

Professional

Ph.D.

Provided by UNMC Institutional Research Office 11 StrategicPlan/2009/DegreesAwarded08.xls

12

Fail % Fail %UNMC Nat'l UNMC Nat'l UNMC Nat'l UNMC Nat'l UNMC Nat'l UNMC Nat'l

Allied Health

Clinical Perfusion 0 13 132 132.2 16.5 43 133 130

Cytotechnology 0 6 639 551 0 9 622 530 0 17 622 530

Medical Nutrition 0 15 29.5 26.9 0 19 30.0 26.4 16.7 18 27.7 26.6

Clinical Laboratory Science** 3.5 16 567 495 0 20 553 484 0 18 541 491

Physician Assistant 2 8 573

Physical Therapy 2.4 11.9 662.9 649.2 0 9.3 671.5 651.8 0 13.5 674.6 647.2

Diagnostic Medical Sonography 0 28 0 28 0

Nuclear Medicine 0 12.1 87.1 79.1 0 13.3 85.67 79.19 0 93.5

Radiation Therapy 0 11.2 86.1 82.5 0 14.6 89 82.2 0 14.6 89.3 82.2

Radiography 0 9.5 91.4 84.8 5 10.0 83.4 84.7 0 89.0


DDS Part 1 0 11 89.4 86.9 0 8 86.2 82.0 2.3 7 83.9 82.0

DDS Part 2 0 5.1 85.6 82.2 2.3 6.4 84.9 80.8 0 6 83.9 80.9

Dental Hygiene 0 5.4 89.9 82.9 0 4.8 87.2 84.2 0 4.1 85.5 83.2

**Clinical Laboratory Science formerly reported as Medical Technology

Mean Score Mean Score

All fail percentages and mean scores are based on data available 02/28/09. Numbers for the most recent year likely will change as more students

locally and nationally complete the tests.

2007

Performance of Students on Licensure, Certification or Board Exams

20082006Mean ScoreFail %

13

Fail % Fail %UNMC Nat'l UNMC Nat'l UNMC Nat'l UNMC Nat'l UNMC Nat'l UNMC Nat'l

Mean Score Mean Score2007

Performance of Students on Licensure, Certification or Board Exams

20082006Mean ScoreFail %

College of Medicine

MD Step 1 5 6 215 219 4 6 221 222 10 7 213 222

MD Step 2 4 6 229 221 3 5 229 225 1 4 232 226

College of Nursing BSN 11 12.1 17 16

Nurse Practitioner*** 0 11 7.5 13.5

College of Pharmacy 1.5 5.5 112.8 110.3 1.7 2.8 117.3 116.0 3.2 2.6 119.4 114.1

*** Nurse Practitioner results based on average national results and weighted average UNMC results for several different licensure exams.

Provided by UNMC Institutional Research Office StrategicPlan/2009/Perform08

All fail percentages and mean scores are based on data available 02/28/09. Numbers for the most recent year likely will change as more students

locally and nationally complete the tests.

70

75

80

85

90

95

100

2000 2001 2002 2003 2004 2005 2006 2007 2008

Pass Rates on MD Step 1

UNMC

Nat'l

70

75

80

85

90

95

100

2000 2001 2002 2003 2004 2005 2006 2007 2008

Pass Rates on MD Step 2

UNMC

Nat'l

First Year Residencies - Class of 2008

Location of First Year Residency Positions First Year Specialties

Arizona 6 ANES 1

California 4 ERMD 2

Colorado 4 *FMED 10

Florida 1 *FMED/PRCA 5

Georgia 1 *IMED 13

Hawaii 2 *IMED PRE 9

Iowa 4 *IMED/PRCA 5

Illinois 2 *MED PEDS 3

Indiana 1 NEUR 2

Kansas 4 *OBGY 11

Louisiana 1 ORTH 5

Michigan 2 OTOL 2

Minnesota 3 PATH 4

Missouri 4 *PEDS 14

Nebraska 42 37.5% staying in Nebraska PSUR 1

Nevada 1 PSYC 5

New York 1 RADI-DX 1

Ohio 2 SURG 3

Oklahoma 3 SURG PRE 13

Oregon 2 TRANS 3

South Carolina 2 Year Off 2South Dakota 1 Total 114

Tennessee 1

Texas 5 *Primary Care 70

Utah 3 % of class 61.4%

Vermont 2

Virginia 1

Wisconsin 7

Year Off 2

Total 114

Provided by UNMC Institutional Research Office 14 StrategicPlan/2009/Residencies2008.xls

Average Reporting

% Pass* Period

Anesthesiology 100% 3 years

Family Practice - Omaha 96% 5 years

Family Practice - Rural 100% 5 years

Family Practice - Lincoln 90% 5 years

Internal Medicine 100% 11 years

Neurology 100% 4 years

Neurosurgery 100% 4 years

OB/GYN written 100% 7 years

OB/GYN oral 90% 7 years

Ophthalmology 90% 5 years

Oral Surgery 92% 10 years

Orthopedics Part I 87% 10 years

Orthopedics Part II 97% 10 years

Otolaryngology 95% 10 years

Pathology 100% 5 years

Pediatrics 94% 3 years

Plastic Surgery 100% 4 years

Radiology 92% 5 years

Surgery 86% 5 years

Urology 100% 5 years


Note: The pass rate percentages do not necessarily reflect the total residents that

completed the program. There may be some residents who elect to not take boards.

January, 2009

American Board of Medical Specialties

Pass Rates for UNMC Residency Programs

*Average % pass rates are over the reporting periods

15 StrategicPlan/2009/BoardExamResults.xls

2005 2006 2007 2008

# PostDocs

who Left in

2006

# PostDocs

who Left in

2007

# PostDocs

who Left in

2008

PostDocs by Department

Biochemistry and Molecular Biology 9 16 7 13 1 13 3

Cellular & Integrative Physiology 4 1 4 5 4 1

COD-Oral Biology/Surgical Specialties 4 7 3 3 1 4 1

Eppley 22 17 19 12 10 5 11

ER Medicine 2

Genetics, Cell Biology & Anatomy 6 5 3 3 1 4 1

Internal Medicine 1 3 4 3 2

Munroe-Meyer Institute 5 10 7 10 3 8 5

Nursing 1 1

Obstetric/Gynecology 1 2 1 1

Ophthalmology 2 1 3 1

Orthopedic Surgery 1

Pathology/Microbiology 8 7 6 8 4 5 3

Pharmaceutical Sciences 15 19 18 16 4 8 11

Pharmacology & Experimental Neuroscience 13 11 18 17 8 3 9

Radiation Oncology 3 1 1 2 1 1

Surgery 4 6 1 3

UNeMed 1 1

Total PostDocs 97 105 92 98 40 55 50

Senior Research Associates 4 5

Research Associates 57 50 59 69

Total PostDocs/Research Associates 154 155 155 172

# of Citizens 33 33 36 40

# of Immigrants 8 7 11 16

# of Non-resident Aliens 113 115 108 116

154 155 155 172

Placement

Academic 9 17 13

Government 1 2

Industry 1 5 3

UNMC Faculty 4 4 5

Accepted Another Post-Doctoral Position 15 7

Other 18 11 16

No Information 8 2 4

40 55 50

Post Doctoral Fellows and Research Associates

154 155 155

172

120

130

140

150

160

170

180

2005 2006 2007 2008

Post Doctoral Fellows and Research Associates

Provided by UNMC Institutional Research Office16 StrategicPlan/2009/PostDocStats08.xls

Total Research Awards

1994-2008

Per Regents Report

Fiscal Year Amount Increase/Decrease # Investigators # Research Grants

Net Awards

1994-95 $24,485,799 1% 178 362

1995-96 $24,898,609 2% 183 392

1996-97 $27,197,835 9% 172 373

1997-98 $34,169,413 26% 197 400

1998-99 $30,930,623 -9% 184 360

1999-00 $40,051,252 29% 176 327

2000-01 $41,328,292 3% 179 379

2001-02 $50,775,191 23% 195 395

2002-03 $55,896,392 10% 208 362

2003-04 $68,068,921 22% 205 404

2004-05 $72,764,843 7% 227 427

2005-06 $74,951,631 3% 226 399

2006-07 $75,199,879 0% 238 428

2007-08 $63,819,775 -15% 220 392Gross Awards*

08-09 (proj.) $89,500,000 (Actual gross awards through December - $44,323,944)

Net Research Funding Categories

FY 06-07 FY 07-08 Percent Change

Federal $52,116,143 $43,054,035 -17%

State $3,376,661 $4,194,251 24%

Industry $6,982,269 $8,795,780 26%

Foundations &

Other $12,724,806 $7,775,710 -39%

Total $75,199,879 $63,819,776 -15%

Provided by UNMC Sponsored Programs Administration

* Gross awards include all awards received during the year. Net awards includes gross awards less award adjustments completed

during the fiscal year. Gross awards are not reported to the Regents.

0

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

80,000,000

90,000,000

100,000,000

UNMC Net Research AwardsProjected 08-09 Gross Awards

67%7%

14%

12%

Net Research Funding Categories FY 2007-08

Federal

State

Industry

Foundations & Other

17 StrategicPlan/2009/Awards.xlsx

National Institutes of Health Funding and RankingsFiscal Year Ended September 30, 2007 (a)

Domestic

Higher

College Dentistry Medicine Nursing Pharmacy Education

(b) (c)

UNMC Total Funding 3,104,517 33,495,476 1,018,542 3,300,445 41,100,105

UNMC Ranking 24th 76th 40th 28th 115th

NIH Percentile Rank (d) 51% 58% 48% 43% N/A

Minimum Desired Ranking 23rd 62nd 15th 30th N/A

Total Colleges 56 130 556 113 N/A

FY ended 9/30/06 3,942,156 35,462,476 1,586,428 3,046,249 44,037,309

Increase (Decrease) -837,639 -1,967,000 -567,886 254,196 -2,937,204

% Change -21.2% -5.5% -35.8% 8.3% -6.7%

Prior year ranking 21st 76th 28th 26th 87th

Notes:

a) FY 2007 is the most recent year available.

b) College of Medicine includes Allied Health and Eppley Institute.

d) For NIH percentile ranks, lower numbers indicate better scores, in contrast to usual mathematical practice.

N/A = Not Applicable

Provided by UNMC Office of Vice Chancellor for Research

c) COP was ranked 6th out of 40 in NIH funding per FTE PhD for federal FY 2008 by American Association of

Colleges of Pharmacy.

0%

20%

40%

60%

80%

100%0%

20%

40%

60%

80%

100%

Dentistry Medicine Nursing Pharmacy

Perc

en

tile

Ran

k

UNMC College Rankings

51%58%

48% 43%

18 StrategicPlan/2009/NIHRANK08.XLS

Colleges Year Rank

Total Colleges

Reported

Percentile

Rank

College of Medicine 2007 76 130 58.50

College of Dentistry 2007 24 47 51.10

College of Nursing 2007 40 83 48.20

College of Pharmacy 2007 28 65 43.10

Department Year Rank

Total

Departments

Reported

Percentile

Rank

Biochemistry 2007 85 130 65.38

Genetics 2007 27 130 20.77

Internal Medicine 2007 66 130 50.77

Obstetrics & Gynecology 2007 61 130 46.92

Ophthalmology 2007 61 130 46.92

Other Health Professions 2007 10 130 7.69

Otolaryngology 2007 39 130 30.00

Pathology 2007 40 130 30.77

Pediatrics 2007 47 130 36.15

Pharmacology 2007 70 130 53.85

Physiology 2007 60 130 46.15

Psychiatry 2007 77 130 59.23

Radiation-Diagnostic/Oncology 2007 58 130 44.62

Surgery 2007 53 130 40.77

(a) CON and COP colleges reported exclude those that do not have research in both the CON and COP.

. (b) For 2004 and before, UNMC was ranked in both Cell Biology and Anatomy and Genetics.


UNMC Rankings

National Institutes of Health Funding and Percentile Rank

19 StrategicPlan/2009/NIHFundRank.xls

Provided by Office of the Vice Chancellor for Research

StrategicPlan/2009/AwardInvest

20

Average Awards and Funded Investigators

250,000

300,000

350,000

400,000

450,000

500,000

550,000

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

Year

Do

llars

Average Dollars per NIH Award

# o

f In

ve

stiga

tors

# o

f In

ve

stiga

tors

Funded Investigators

NIH All Sources

Year Year

Research Strategy

Background:

The overall goals for UNMC research funding include the following:

Increase annual research funding total to $100M by the end of 2009.

Each UNMC college should be ranked at the 50th percentile or higher among all of its US counterparts, in both total research support and in NIH support.

Strategies:

A number of strategies have been adopted to achieve these goals including the following key initiatives:

Each department in every college is asked to increase research funding in all categories of grants and contracts with emphasis on NIH funding, to increase the number of its faculty members who are funded, and to obtain larger grants and contracts.

All UNMC research resources are distributed according to a merit-based peer-reviewed system that rewards success in obtaining research support.

These strategies have been refined at the Strategic Planning Retreats of 2001 through 2008. Implementation is on-going and has resulted in a number of significant advances in the UNMC research program:

UNMC received about $82M of annual external research awards during 2007-08, more than 300% of the level at the beginning of the research initiative. In addition, UNMC spent a total of $104M on the research enterprise, a new high.

UNMC researchers continue to beat the odds presented by the recent downturn in NIH funding. While the availability of NIH grants has fallen about 20% over a four-year interval, UNMC investigator average awards are close to 2004 levels.

A strategy to diversify the UNMC research portfolio has resulted in continuous and increasing funding from the Department of Defense, industry, and private foundations.

The strategy to seek larger program-type grants has succeeded. There was one such grant at the beginning of the research initiative. There are now 14. A recent renewal of one of these large scale NIH grants will be the largest in the history of UNMC, totaling about $17.5M over 5 years.

Overall, the Research Strategic Plan has been more effective than anticipated.

Future Directions:

One of the major initiatives for the near and mid-term continues to be the strategic recruitment plan that emphasizes recruitment of NIH-funded investigators, with special emphasis upon clinical and population-based research. This effort will continue to be supported by the Nebraska Tobacco Settlement Biomedical Research Development Fund. Other sources currently are being identified.


21

StrategicPlan/2009/ResearchStrategy

UNMC Physicians and The Nebraska Medical Center

Health Care Volume, Patient/Physician Satisfaction and Quality

FY 2008 FY 2009

UNMC Physicians Clinic Visits Actual Budgeted

Primary Care 162,492 172,973

Specialty Care 228,632 278,338

The Nebraska Medical Center Volume and Market Share FY 2009

FY 2008 1st Qtr

Actual Annualized

Discharges 23,645 24,388

Patient Days 134,233 137,268

Outpatient Visits 404,075 417,924

FY 2008 FY 2009

Actual 1st Qtr

Market Share for Local Market 23.8% 25.0%

Market Share for Regional Special Care Market 34.5% 35.3%

UNMC Physicians Patient Satisfaction FY 2008

Measures: Percent of patients expressing satisfaction % Score

and/or likely to recommend services. UNMC Comparative

Physicians Data

Overall Impression of UNMC Physicians Clinics 95.2% 93.8%

Would Recommend UNMC Physicians Clinics 77.9% 76.0%

The Nebraska Medical Center Patient & Physician Satisfaction and Clinical Quality

Measures: Percent of patients who would recommend TNMC and

physician satisfaction compared to National Healthcare Safety Network

(some questions revised in 2007)

FY 2007 FY 2008

Actual Actual

Likelihood of Recommending this Hospital

to Family/Friends (Inpatient) 89.6% 90.3%

Physicians Who Would Recommend Hospital 87% 86%

Physician Satisfaction Score Card Index 79% 77%

Provided by UNMC Physicians Administration and The Nebraska Medical Center Planning and Business

Development Department

22 StrategicPlan/2009/HealthCareVolumeQuality.xls

<45 yrs 46-55 yrs 56+ yrs

Physicians 40% 33% 26%

Nurse Practitioners 44% 35% 21%

Physician Assistants 69% 22% 9%

Dentists 35% 28% 37%

Pharmacists 55% 22% 23%

Medicine 61 54% 58%Pharmacy 49 41% 41%Dentistry 60 40% 52%Allied Health (SAHP) 123 57% 70%Nursing 5 60% 60%Total 298 52% 61%

<45 yrs 46-55 yrs 56+ yrs

Physicians 39% 34% 28%

Nurse Practitioners 43% 36% 21%

Physican Assistants 68% 21% 10%

Dentists 31% 26% 43%

Pharmacists 49% 21% 30%

• recruiting participants from small rural communities,

• selecting applicants who are committed to returning to rural communities,

• emphasizing the “rural” commitment throughout the program, and

• providing clinical educational experiences in rural settings.

The Rural Health Opportunities Program (RHOP) was

established in 1989, with the first participating students

graduating from UNMC in 1992. As of November 1, 2008, a total

of 536 students have enrolled through RHOP. Of these, 315

have graduated from UNMC and completed their residencies.

There are 203 students currently in the RHOP pipeline at Wayne

State, Chadron State and UNMC. Since the program began,

71% of all practicing graduates have worked in a rural

community at some point in their career. The following RHOP

characteristics account for this success:

Health Care Providers in Rural NebraskaTraining Health Care Professionals to Meet

Nebraska's NeedsUNMC is the principal source of trained health care professionals

in Nebraska, especially in rural areas (counties with fewer than

25,000 persons). The need for professionals will grow more acute

within the next 10 years as high percentages of currently practicing

professionals retire.

All Nebraska

Rural Health Opportunities Program

Rural

Nebraska (%)

Rural

Area (%)

Less than 1.4% of practitioners not included due to missing age classification

Definitions of "rural" vary by program. In general, for Nebraska, rural would be

considered non-urban communities not in the Omaha, Lincoln, or South Sioux City

metropolitan areas.

Physicians = MDs and DOs, residents and house officers excluded

Rural Practitioners

RHOP Graduates by

College

Practicing

Graduates

52%

20%

9%

19%

Practice Locations of RHOP Graduates

Rural Nebraska

Urban Nebraska

Other Rural

Other Urban

0%

20%

40%

60%

80%

Physicians Nurse Practitioners Physician Assistants Dentists Pharmacists

All Nebraska - 2008

<45 yrs

46-55 yrs

56+ yrs

0%

20%

40%

60%

80%

Physicians Nurse Practitioners Physican Assistants Dentists Pharmacists

Rural Nebraska - 2008

<45 yrs

46-55 yrs

56+ yrs

Provided by UNMC College of Public Health 23 StrategicPlan\2009\RuralPractice09.xlsx

Community Engagement

UNMC engages the community through several different avenues. Community engagement permeates the missions of all UNMC colleges and units, but it is a focus of the Department of Public Relations at UNMC. Through Adopt-A-School Programs, Mini-Medical School, Science Cafes, the Speakers Bureau and other efforts, the Department of Public Relations reaches thousands of Nebraska citizens each year.

UNMC’s goal is to improve the health and welfare of the community by providing health care services to underserved populations, offering resources, enhancing the educational opportunities of UNMC students, expanding opportunities for diverse students to become health professionals, and working collaboratively with other agencies and organizations to provide programs and services to residents of the community. UNMC’s outreach extends across the state of Nebraska and beyond.

UNMC engages the community through several ongoing initiatives.

The following is a sampling of UNMC’s ongoing Community Engagement activities. The list is far from comprehensive and is limited by space available. Science Cafes – Begun in February 2009, the UNMC Science Cafes involve a face-to-face conversation with a scientist about current science topics. They are open to everyone, and take place in casual settings like pubs and coffeehouses. A science cafe's casual meeting place, plain language, and inclusive conversation create a welcoming and comfortable atmosphere for people with no science background. Each meeting is organized around an interesting topic of conversation. For more information, visit www.unmc.edu/sciencecafe. Mini-Medical School - Mini-Medical School is designed for anyone who wants to learn more about advances in health, research and patient care. UNMC’s Mini-Medical School began in 1995 and is the largest annual public educational event sponsored by the University of Nebraska Medical Center. The program, which takes place over a span of two to three weeks, is broadcast to more than 30 sites across the state and is free to the public.

Adopt-A-School Program - The Adopt-A-School program is a working partnership between the Omaha Public Schools and Omaha businesses and organizations. It is designed to reward both partners through the exchange of resources, expertise and training. UNMC has three Adopt-A-School partners: Fontenelle Elementary School, Monroe Middle School and Benson High School.

North Omaha and South Omaha Community Care Councils - UNMC and a group of university-employed physicians created a partnership with an advisory group that became the North Omaha Community Care Council. A new facility, Baker Place, was built in the community based upon advice of the 21-member council on how best to deliver health care services to the underserved. Following the success of the North Omaha Community Care Council, UNMC and The Nebraska Medical Center approached leaders in South Omaha about forming a similar council to address health care needs unique to their community. Health care providers at the UNMC Community Health Center serve the health care needs in the South Omaha Community and provide training for medical, nursing and allied health students. Respecting patient diversity and promoting cultural understanding are essential to fulfilling the mission of this partnership with UNMC/Nebraska Medical Center. Provided by UNMC Public Relations

24 StrategicPlan/2009/CommunityEngagement

http://www.unmc.edu/sciencecafe

25

Global Education and Research 2008 International Student Research Forum In June 2008, UNMC was honored to be the first United States host for the fourth consecutive International Student Research Forum. A total of 44 graduate students representing UNMC and institutions in Australia, China, India, Japan, and Russia shared their research with each other.

Past forums were held in China and Japan. The nominated location for the 2009 ISRF is Australia. Student Exchanges UNMC sent two M4 medical students and four nursing students to study for one month at Shanghai Jiao Tong University School of Medicine (SJTUSM). In March of 2009, UNMC

will send five additional M4 students to study at SJTUSM. In exchange, SJTUSM sent four nursing students to UNMC for one month and six medical students for three months. The APRDP Friendship House located at 3901 Dewey Avenue welcomed its first guests in March of 2008. It provides comfortable, temporary living for the APRDP students and other visiting guests from the Asia Pacific Rim region, creating a pleasant and welcoming

transition from their home countries to UNMC. Collaboration with the China Scholarship Council The China Scholarship Council (CSC) is a non-profit institution affiliated with the Chinese Ministry of Education that provides financial assistance to Chinese citizens wishing to study abroad and to foreign citizens wishing to study in China. UNMC is one of a select group of U.S. universities chosen by the CSC due to the solid partnerships UNMC has built with three prominent Chinese institutions. For the 2008-09 academic year, UNMC accepted 10 graduate students from the top 15 Chinese institutions. Three students are enrolled in the APRDP’ s Joint-Training Program, spending 1-2 years training at UNMC before returning home to China for their PhD award. Six students are enrolled in APRDP’s Degree-Seeking program, attending as regular graduate students who will obtain a PhD from UNMC. The remaining student is enrolled in the APRDP’s Physician Scientist Graduate Training Program, a new joint MD/PhD program between SJTUSM and UNMC, one of the first ever of its kind.

26

Collaborative Visits In addition to students and postdoctoral scholars, UNMC welcomed twelve visiting Chinese delegates and four Chinese faculty members for training this past year. Furthermore, UNMC sent 50 UNMC faculty members and administrators to China for collaboration in research and education. In August, Chancellor Maurer led a delegation to China to establish the “China-U.S. Joint Research Center for Life Science”, founded in 2007 by UNMC and Chinese Academy of Sciences (CAS), which will support joint research projects between the two institutions. He also signed an official agreement with SJTUSM to initiate what is now the Physician Scientist Graduate Training Program under the APRDP.

In October, four scientists from the National Institutes of Health and the University of Washington accompanied twenty-one UNMC faculty and staff to China for further collaboration. Symposiums were held at the newly established China-U.S. Joint Research Center for Life Science as well as at SJTUSM. Among the UNMC delegation was a group from the Department of Family Medicine, who helped to establish the “Sino-U.S. Training Center for General Practitioners”, designed to provide continuing

medical education for general practitioners and medical students, training for teachers, and research for general medicine in China. The first training course was held during this trip, where over 300 general practitioners attended. Medical Spanish/Global Health Course, León, Nicaragua UNMC’s well-known Medical Spanish programs, previously offered in Guatemala for eight years, will now be offered in Nicaragua, with the expected launch of the first course to be in June 2009. UNMC will be partnering with its sister university, the National Autonomous University of Nicaragua-León (UNAN-León) to sponsor the new program. Sara Pirtle, Coordinator of UNMC’s International Studies & Programs, directed the course, with on-site assistance from the medical faculty of UNAN-León. Hallmarks of UNMC’s famous four-week course include one-on-one Spanish instruction, homestay with a Nicaraguan family, didactic instruction from Nicaraguan professors, weekend field trips, and a final week of volunteer medical experience.

27

Omaha/Xalapa Medical Exchanges CON professor Dr. Polly Hulme participated in the Omaha delegation that visited Omaha’s sister city of Xalapa, Mexico in Spring 2007. Resulting from this visit was the invitation to Mexican medical student Armando de Alba to participate in a clinical elective at UNMC. Armando spent three and one-half months during Fall 2007 gaining clinical experience in cardiology, family medicine, and pediatric infectious diseases. Future exchanges between Xalapa and UNMC students in medical and health programs are planned.

Academy for Educational Development/Saudi Arabia Medical Residency Program The Academy for Educational Development’s direct medical residency placement service for eligible international medical doctors provides strong clinical experience at university teaching hospitals across the United States. Through AED, UNMC’s departments of Family Medicine, Pediatrics, and Nuclear Medicine agreed to review applications of qualified Saudi physicians. Currently one applicant is under consideration for a residency position in Nuclear Medicine. Medical Education Reform in Afghanistan Our partnership continues with Kabul Medical University (KMU) in Kabul, Afghanistan. Since October of 2005, 13 KMU faculty members have visited UNMC for training and 10 UNMC faculty/staff members have visited KMU to provide education, training and conference presentations. Another group of six faculty members from KMU will arrive here in late spring to begin eight-weeks of training and education. They will receive extensive instruction in student education, faculty development and new advances in education technologies. They will also observe clinical work in their individual area of expertise. Preliminary work has begun on a partnership with the Nebraska National Guard as it works in Afghanistan through the National Guard Bureau’s State Partnership Program. UNMC personnel will travel with the Guard to Afghanistan in March as efforts begin to provide medical training to the Afghan National Army. Provided by UNMC Asia Pacific Rim Development Program and International Health and Medical Education

StrategicPlan/2009/GlobalEdRes

Under-

Nonres. Asian or Native Minority Minority

Alien Pac. Is. Black Hispanic American White Total (note a) (note b) Women

UNMC

Full-time Faculty (inc. Admins. who 54 102 18 12 1 723 910 368

hold academic rank, 10/01/08) 5.9% 11.2% 2.0% 1.3% 0.1% 79.5% 100.0% 14.6% 3.4% 40.4%

Asst Prof & Above (no Admin or NRA, 71 10 9 0 486 576 198

only tenured/HP Appt-LB 389, 10/01/08) 12.3% 1.7% 1.6% 0.0% 84.4% 100.0% 15.6% 3.3% 34.4%

All Employees (Workforce Analysis - 182 131 75 9 2,837 3,234 1999

see exclusions on next pg, 12/31/08) 5.6% 4.1% 2.3% 0.3% 87.7% 100.0% 12.3% 6.6% 61.8%

Students (Fall, 2008) 167 132 61 67 24 2743 3194 2114

(see Education section) 5.2% 4.1% 1.9% 2.1% 0.8% 85.9% 100.0% 8.9% 4.8% 66.2%

Peer Comparisons

Faculty - LB 389 peers, 2007 (note c) 15.8% 6.4% 31.9%

Students at peer institutions (IPEDS, 11,997 14,690 9,334 8,392 1,306 128,248 173,967 97,493

Fall, 2007) (note d) 6.5% 8.0% 5.1% 4.6% 0.7% 69.8% 94.7% 18.4% 10.4% 53.1%

All NE higher education students 3,355 3,002 5,808 4,843 995 103,913 121,916 69,846

(IPEDS, Fall, 2007) (note e) 2.6% 2.4% 4.6% 3.8% 0.8% 81.6% 95.8% 11.5% 9.1% 54.9%

US Census (notes f & g) More than Black or Native

one or African Hispanic Am Indian Hawaiian/

other race Asian American or Latino Alaska Nat White Pac Island Total

Omaha (379,851)

Race (only) 7.2% 2.2% 13.2% ---- 0.5% 76.7% 0.1% 100.0% ---- ---- 50.8%

Hispanic or Latino (of any race) 11.0%

Nebraska (1,764,131)

Race (only) 4.5% 1.6% 4.0% ---- 0.8% 88.9% 0.1% 100.0% ---- ---- 50.5%


United States (298,757,310)

Race (only) 8.3% 4.3% 12.4% ---- 0.8% 74.1% 0.1% 100.0% ---- ---- 50.8%


Notes: a) Asian and Pacific Islander, Black, Hispanic and Native American.

b) Black, Hispanic and Native American.

c) Latest IPEDS data available (includes full- and part-time faculty).

d) Students at peer institutions total student number excludes 9,760 students (5.3%) of unknown race. Univ Tenn Health Sci Cntr and Univ Kans Med Cntr data not available.

e) All Nebraska Higher Education students at degree-granting institutions, total student number excludes 5,386 students (4.2%) of unknown race.

f) Differences in UNMC and Census categories preclude direct comparisons. Census populations shown in parenthesis. Percent women not updated in 2004.

Provided by UNMC Office of Budget and Fiscal Analysis, UNMC Institutional Research Office and UN Central Administration

UNMC and Comparative Diversity Data

represented

g) Census estimates are from U.S. Census Bureau 2005-2007 Community Survey 3-year estimates, collected between January 2005 and December 2007.

28 StrategicPlan/2009/DiversitySummary

Work Force Analysis Summary

Female Male

Department TotalTotal

MinTotal

Wh

ite

-No

n

His

pa

nic

Bla

ck

-No

n

His

pa

nic

His

pa

nic

As

ian

or

Pa

cif

ic

Isla

nd

er

Na

tiv

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/

Ala

sk

an

Total

Wh

ite

-No

n

His

pa

nic

Bla

ck

-No

n

His

pa

nic

His

pa

nic

As

ian

or

Pa

cif

ic

Isla

nd

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Na

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16 83 70 8 0 4 1 28 25 3 0 0 0

14.4% 74.8% 63.1% 7.2% 0.0% 3.6% 0.9% 25.2% 22.5% 2.7% 0.0% 0.0% 0.0%

1 47 46 0 0 1 0 14 14 0 0 0 0

1.6% 77.0% 75.4% 0.0% 0.0% 1.6% 0.0% 23.0% 23.0% 0.0% 0.0% 0.0% 0.0%

52 164 142 17 4 0 1 250 220 21 9 0 0

12.6% 39.6% 34.3% 4.1% 1.0% 0.0% 0.2% 60.4% 53.1% 5.1% 2.2% 0.0% 0.0%

2 22 20 1 1 0 0 6 6 0 0 0 0

7.1% 78.6% 71.4% 3.6% 3.6% 0.0% 0.0% 21.4% 21.4% 0.0% 0.0% 0.0% 0.0%

20 144 132 2 6 3 1 97 89 0 0 8 0

8.3% 59.8% 54.8% 0.8% 2.5% 1.2% 0.4% 40.2% 36.9% 0.0% 0.0% 3.3% 0.0%

192 909 802 39 16 48 4 559 474 7 11 65 2

13.1% 61.9% 54.6% 2.7% 1.1% 3.3% 0.3% 38.1% 32.3% 0.5% 0.7% 4.4% 0.1%

10 175 166 5 4 0 0 17 16 0 1 0 0

5.2% 91.1% 86.5% 2.6% 2.1% 0.0% 0.0% 8.9% 8.3% 0.0% 0.5% 0.0% 0.0%

16 26 18 2 1 5 0 30 22 0 1 7 0

28.6% 46.4% 32.1% 3.6% 1.8% 8.9% 0.0% 53.6% 39.3% 0.0% 1.8% 12.5% 0.0%

27 86 68 5 7 6 0 29 20 4 2 3 0

23.5% 74.8% 59.1% 4.3% 6.1% 5.2% 0.0% 25.2% 17.4% 3.5% 1.7% 2.6% 0.0%

26 59 49 2 1 7 0 61 45 0 0 16 0

21.7% 49.2% 40.8% 1.7% 0.8% 5.8% 0.0% 50.8% 37.5% 0.0% 0.0% 13.3% 0.0%

14 31 29 1 1 0 0 85 73 6 3 3 0

12.1% 26.7% 25.0% 0.9% 0.9% 0.0% 0.0% 73.3% 62.9% 5.2% 2.6% 2.6% 0.0%

15 211 198 5 5 3 0 40 38 2 0 0 0

6.0% 84.1% 78.9% 2.0% 2.0% 1.2% 0.0% 15.9% 15.1% 0.8% 0.0% 0.0% 0.0%

6 42 39 0 1 2 0 19 16 1 1 1 0

9.8% 68.9% 63.9% 0.0% 1.6% 3.3% 0.0% 31.1% 26.2% 1.6% 1.6% 1.6% 0.0%

UNMC Total 397 1999 1779 87 47 79 7 1235 1058 44 28 103 2

% of Total 12.3% 61.8% 55.0% 2.7% 1.5% 2.4% 0.2% 38.2% 32.7% 1.4% 0.9% 3.2% 0.1%

Female Male

TotalTotal

MinTotal

Wh

ite

-No

n

His

pa

nic

Bla

ck

-No

n

His

pa

nic

His

pa

nic

As

ian

or

Pa

cif

ic

Isla

nd

er

Na

tiv

e A

me

ric

an

/

Ala

sk

an

Total

Wh

ite

-No

n

His

pa

nic

Bla

ck

-No

n

His

pa

nic

His

pa

nic

As

ian

or

Pa

cif

ic

Isla

nd

er

Na

tiv

e A

me

ric

an

/

Ala

sk

an

UNMC Physicians* 191 837 714 59 47 15 2 392 324 14 18 36 0

% of Total 15.5% 68.1% 58.1% 4.8% 3.8% 1.2% 0.2% 31.9% 26.4% 1.1% 1.5% 2.9% 0.0%

*514 employees are counted both as UNMC and UNMC Physicians employees.

Provided by UNMC Human Resources and UNMC Physicians Human Resources

251Munroe-Meyer

Report includes regular full-time and part-time employees. Report does not include temporary employees, non-resident aliens, or individuals in

the following employee subgroups: House Officers, Graduate Assistants, Student Workers, Volunteers W/O Pay, or Retirees.

As of 1/31/2009

3234

1229

Research 61

Information Technology

College of Pharmacy 56

120Eppley Institute

College of Public Health 115

116

241

1468

192

Chancellor's Office


College of Medicine

28

College of Nursing

As of 12/31/2008

Academic Affairs

Allied Health Sciences

Business & Finance

111

61

414

29 StrategicPlan/2009/Workforce Analysis2009.xls

30 StrategicPlan/2009/StudentBody

Diversification of the Student Body

Goal: UNMC is committed to increasing the diversity of its faculty, staff and students. Key Strategies

Establish new, and expand existing, affiliations with academic institutions and professional organizations that attract significant numbers of educationally underrepresented and socioeconomically disadvantaged students.

Network with sister campuses, state colleges, and community colleges to identify prospective underrepresented and disadvantaged students for recruitment initiatives (SMDEP, NU-PATHS, RHOP, summer research, etc.)

Partner with UNMC units to coordinate activities focused on recruitment of underrepresented and disadvantaged students.

Continue to identify potential future students through UNMC Youth Learning Center early identification programs (Jesuit Middle School, grades 4-6, and Community Academy, grades 8-12).

Continue to work with community agencies and professional organizations (Urban AHEC, Girl’s Inc., Educare, etc.) to promote and enhance academic and outreach programs.

Successes

Admitted 45 (increase of 41%) underrepresented and disadvantaged students in 9 UNMC programs in 2008: 6 in Allied Health, 3 in College of Dentistry, 6 in College of Medicine, 14 in College of Nursing, 2 in College of Pharmacy, 13 in Graduate Studies, and 3 Visiting.

Admitted 11 NU-PATHS students to sister campuses: 6 in UNL ( 2 from College of Medicine, 2 from College of Dentistry, 1 from College of Pharmacy, 1 from Dental Hygiene). Transitioned 6 NU-PATHS students to UNMC College of Medicine (4), and College of Nursing (2).

Admitted first student from Virginia-Nebraska Alliance pipeline to UNMC new Pre-Medical Post-Baccalaureate Certificate Program in fall 2008.

Completed third year of RWJ Foundation Summer Medical Dental Education Program (SMDEP) for underrepresented and disadvantaged students. Two former participants were admitted to UNMC this fall (1 each in Colleges of Medicine and Dentistry). Eleven former participants have received pre-admission to the College of Dentistry and four were pre-admitted to the College of Medicine upon satisfactory timely completion of their undergraduate programs.

Completed fourth year of Health Careers Exploration Program with South High School families.

Hosted 10 undergraduates and the first 2 graduate students from Virginia-Nebraska Alliance Schools for summer research experiences.

The UNMC Youth Learning Center has moved to a new larger location and now provides learning experiences for over 400 area elementary and secondary students each month.

This UNMC Youth Learning Center added three programs this year: Benson AP Biology class, Louisville Junior High School, and Girl Scouts.

The UNMC Community Academy has doubled in size this year with 110 students attending monthly.

Provided by UNMC Academic Affairs and Student Services

31

Diversification of Faculty and Staff

Goal: UNMC is committed to improving the diversity of its faculty, staff and students. Key Strategies:

Diversify the applicant pool for all staff positions with an emphasis on managerial-professional positions

o Educate managers and supervisors on the value and dynamics of diversity and change

o Identify and utilize diverse media marketing and community partners

o Develop strategies, methods and best practices to assess the effectiveness of staff recruitment and selection processes and efforts

Communicate and reinforce to employees and departments the UNMC Strategic Plan commitment that values the importance of a diverse workforce

o Continue to provide education in diversity management and professional development to managers and departments

o Continue to provide cultural appreciation and exposure opportunities to faculty, staff and students

Develop a campus climate of inclusivity. Enhance retention efforts

o Continue to offer employee development programs, such as The Management Series, Foundations for Success, and the Lunch and Learn Series as well as develop additional programs

o Provide cultural education and informational programs and forums for faculty, staff and students such as the Diversity Lectures and Cultural Arts Series

o Utilize members of the Employee Diversity Network, an employee development group that provides educational and networking opportunities as well as multicultural activities for the entire campus, as campus ambassadors

o Continue to work for competitive pay/benefits/advancement opportunities (NU Values)

Employee Relations and Strategic Staffing will collaborate with department managers to provide education on valuing and managing diversity with a goal to improve capacity by recognizing and capitalizing on opportunities to advance workforce diversity

Continue to monitor progress and establish accountability for increasing campus diversity through collaboration with the campus diversity council, the Diversity Advisory Steering Committee

Develop departmental feedback of diversity efforts; provide peer institution comparison and benchmarks and propose on-going measures and strategies to create a more diverse workforce

Provided by UNMC Human Resources Strategic Planning/2009/StaffDiversification

Provided by the Office of Budget and Fiscal Analysis

StrategicPlan/2009/EconomicImpact

32

Economic Impact

UNMC is an economic engine for Omaha and Nebraska. Job Creation: In the five year period from December 2003 through December 2008, UNMC added 619 individuals to its payroll and grew by 589 full-time equivalent employees. These were well-paying jobs with average salaries of $45,000 that supported the growth of the local and state economies. Over the next five years, UNMC expects to add several hundred new faculty and staff jobs. Construction Activity: Having recently completed the Sorrell Center for Health Science Education and the Durham Research Center II at a combined project cost of $129

million, UNMC is embarking on the construction of the Maurer College of Public Health, an addition to the College of Nursing, the Center for Successful Aging and the Student Plaza at a combined project cost of $45 million and is planning future construction of a comprehensive cancer center at a cost of $150 million. Additional projects are listed on pages 48-49. These construction projects benefit the local economy through payroll for construction workers and sales of construction goods and services.

Research Enterprise: The research enterprise has grown significantly and is poised for further growth. UNMC 2007-08 research expenditures exceeded $100 million, much of which was funded by the federal government and other non-Nebraska sources. Research related activities at UNMC support a total of 1,500 positions across the state. Healthcare and Health Science Workforce: As the state’s only public academic health science center, UNMC graduated 850 new health care providers and scientists, most of who elected to continue their professional training or to begin their professional careers in Nebraska. UNMC-trained health professions meet critical needs by replacing providers who retire or leave Nebraska and by expanding the state’s health care workforce. UNMC graduates are essential to sustaining the viability of many smaller communities and to serving the state’s rural population.

UNMC welcomes new employees at February, 2009 New Employee Orientation

33

Background UNeMed Corporation is a for-profit corporation owned by the Board of Regents of the University of Nebraska that is responsible for protecting, marketing and commercializing UNMC inventions. The UNeMed staff work with the UNMC community to advance research and healthcare for the economic benefit of the University of Nebraska. Mission UNeMed’s mission is to foster and commercialize innovation arising at UNMC. We also encourage faculty to partner with colleagues at other NU campuses or at other universities. We accomplish our mission by educating the UNMC community about technology transfer, by a focus on service, through dedicated marketing and by embracing technology to optimize our support systems. Our mission is closely aligned with the UNMC research mission, and thus, is supported by campus leaders. Goal UNeMed’s goal is to achieve financial returns to the University that will benefit the research enterprise in the same fashion as have the tobacco settlement funds. In doing so, we believe that we can enhance the public good, and have a positive effect on Nebraska-based businesses. UNeMed’s Activities 1) New invention Notifications- UNeMed advocates a culture of innovation at UNMC. Our goal is to increase the number and novelty of inventions. Licensing Associates, with special expertise, will meet with inventors to develop and market the invention. 2) Evaluation- Patentability and marketability of the inventions is determined using internal and external resources. 3) Protection- Confidential Disclosure Agreements (CDA’s) and Material Transfer Agreements (MTA’s) are developed. Patents, copyright or trademarks are filed to protect intellectual property rights. 4) Marketing- Web-based marketing, direct marketing, or other resources are used to identify commercial partners. 5) Commercialization- UNeMed will commercialize technologies through exclusive or non-exclusive licenses to new or existing companies and pursue joint ventures when appropriate. Metrics UNeMed follows an annual goal-setting process that sets targets for licensing revenue, sponsored research support tied to licenses, new licenses, processing of new inventions for faculty, development of SBIR and STTR grants, and outreach activities to faculty and the community through seminars and our activities with the Nebraska Department of Economic Development and the Greater Omaha Chamber of Commerce. The quantitative parameters that are followed in meeting our revenue and service goals are shown in the table on the following page.

34

UNeMed Metrics

Year License Revenue

Sponsored Research Revenue

Licenses issued

Inventions Received

SBIR/STTR Apps

New Patents

Filed

2004 194,282 0 6 41 2 21

2005 105,968 0 6 41 9 12

2006 513,872 0 7 34 10 11

2007 825,450 128,800 13 68 5 27

2008 1,073,968 316,600 12 69 3 56 During recent years, license revenue and new inventions received have grown steadily. The number of inventions received from UNMC faculty has doubled since 2006, and the number of inventors has increased by 30%. This creates a pipeline of future licensing opportunities. UNeMed has identified many new inventors among the faculty. In 2008, over 60 of first time inventors submitted new invention notifications to UNeMed as shown below.

Increased involvement of our faculty and staff in the commercializing their research bodes well for future growth in UNeMed license revenue. The licenses that UNeMed has signed in the last 3 years give us access to markets that exceed over $2 billion in annual expenditures. Readers of this report are encouraged to visit www.unemed.com for more information, and are encouraged to become future UNMC inventors.

Provided by UNeMed Corporation

StrategicPlanning/2009/UNeMed

http://www.unemed.com/

Employee Turnover and Length of Service

*Turnovers include resignations, retirements, appointment expirations, terminations and deaths

**House officers not included.

The first graph compares turnover* rates by year for all employees**, and for employees grouped

by gender and by minority status. The second graph displays length of service at UNMC for all

employees**, and for employees grouped by faculty and by nonfaculty.

0

3

5

8

11

13

16

19

UNMC Female Male Minority Non-Minority

Tu

rno

ver

%

Employee Category

Turnover Rates by Category

2004 2005

2006 2007

2008

0

5

10

15

20

25

30

35

40

Under 3 3 to 5 6 to 10 11 to 15 Over 15

% o

f E

mp

loye

es

Number of Years

Average Length of Employment

Total

Faculty

NonFaculty

Provided by UNMC Human Resources 35 StrategicPlan/2009/Turnover-LOS.xls

Faculty Turnover

Faculty Turnover Percentages by Academic Unit

College/Institute 2006-07 2007-08 2003-04 2004-05 2005-06

Chancellor/Library of Medicine 7% 7% 15% 9% 0%

College of Dentistry 7% 11% 9% 5% 7%

College of Nursing 4% 9% 6% 10% 9%

College of Pharmacy 15% 9% - 6% 9%

College of Public Health - - - 0% 4%

Eppley Institute - 6% 3% 8% 0%

College of Medicine (includes SAHP) 7% 6% 6% 6% 6%

Munroe Meyer Institute* - - - - 0%

Total UNMC Campus 6.30% 6.90% 5.80% 6.70% 5.70%

*Munroe Meyer was included in College of Medicine through FY 2006-07

Resignations include all separations

(resignations, retirements, appointment expirations, terminations and deaths).

Faculty Turnover Comparison

03-04 04-05 05-06 06-07 07-08

Resigned 49 54 47 56 50

Hired 69 68 81 86 100

Increase in number of female faculty for

5-year period:

Increase in number of male faculty for 5-year period:

Increase in number of minority faculty for

5-year period:

New hires 184 New hires 220 2003 63

Resignation 101 Resignation 155 2008 90

Net Gain 83 Net Gain 65 Net Gain 27

Provided by UNMC Faculty Senate StrategicPlan/2009/FacultyTurnover

36

37

StrategicPlan/2009/EmplSatisfaction

Employee Satisfaction Survey

Results from the 2008 Survey

The satisfaction and loyalty of faculty and staff is a “Critical Success Factor” in the UNMC Strategic Plan. The UNMC Employee Satisfaction Survey is conducted every two years to measure current satisfaction and engagement and to track changes in satisfaction levels. The 2008 Survey was distributed in September to 3,722 employees with 1,796 (48.2%) of those surveyed responding.

Areas of strength

In the campus aggregate,

Employees understand the mission and vision of UNMC (27:1) and believe that UNMC is fulfilling that mission (28:1).

Employees feel safe both on the campus (34:1) and at their worksites (34:1) and feel UNMC is concerned for their safety (25:1).

Employees would recommend UNMC to potential employees (17:1), patients and students (30:1).

Supervisors received favorable responses on encouraging the development of new skills (10:1) and on demonstration of respect (8:1).

Employees like their jobs (16:1) and feel that they have the resources and equipment they need (8:1).

Most employees feel that their job is a good fit for their skills and talents (12:1). 3

Comparison of the 2006 vs. 2008 Results

The comparison of campus aggregate responses for 2006 and 2008 demonstrated little or no change in employee attitudes; however, based on raw scores, responses were more favorable for all but one question in 2008, compared to 2006. When campus aggregate responses were sorted by demographics, there were only minimal changes between surveys.

Participants and Methodology

Participation rates were higher for 2008 (48.2%), compared to 42.6% in 2006.

In both years, the survey instrument used a 5-point Likert scale, (1= strongly disagree; 5= strongly agree) and the individual questions were similar to those in satisfaction and retention surveys used nationwide. “Favorable responses” were ranked “4” or “5” on the Likert scale.

Ratios in Areas of Strength section were calculated by comparing the strongly agree and agree responses to the disagree and strongly disagree responses. For example when the ratio is 27:1, it means that those employees who strongly agree or agree with the statement number 27 times more employees than those who disagree or strongly disagree.

Comments Section

In the comments section for the 2008 survey 584 respondents added comments to their response. Comments by 356 pertained to management/supervision, while 156 pertained to pay/benefits.

Provided by UNMC Human Resources

HUMAN RESOURCES

EMPLOYEE LOYALTY AND RETENTION STRATEGIES

38

Goal: UNMC is committed to creating a culture that builds employee loyalty and satisfaction. Challenges: To improve employee retention and diversity during a period when market pressures for compensation exceed proposed state funding increases and UNMC continues to grow. Key Strategies:

Graduated 46 office service employees from the Foundation for Success program in May 2008. The current session began in February 2009. This four month series provides an opportunity to acquire knowledge and s kills that will enhance job performance, maximize career potential and bring value to UNMC.

Graduated 44 Managerial Professional staff from the Management Series development program in May 2008. The current class started in October 2008 with 50 Managerial Professional staff enrolled. This eight month series provides supervisors, managers and administrators the tools necessary to become highly effective leaders.

A total of 379 new employees participated in the New Employee Orientation program in 2008.

Strategic Staffing and Compensation (SS&C): o On an annual basis UNMC compiles and analyzes salary survey data for the

NU Values compensation program to assure market-relevant pay structures are maintained.

o Offered several management training sessions throughout the year covering the topics of performance management, employment/interview techniques, and Jobs@ system user skills.

StrategicPlan/2009/LoyaltyRetention 39

o Maintained an on-line employment application system that makes it easy for applicants to apply for positions at UNMC regardless of location or time of day. Automated communications from the system were implemented and enhanced to keep applicants updated as to their status in the employment process.

o A new webpage was created to display career path information for UNMC employees and applicants.

o Provided special assistance and job search counseling to individuals whose positions have been eliminated due to a reduction in force or grant expiration.

o Revitalized the “I Work Here, You Should Too” campaign to showcase the diversity of people and jobs at UNMC.

Human Resources continues to promote and administer the following Reward and Recognition programs: Service Award Dinner, “Gold U" Award, "Silver U" Award, and "Thank U" Medallions. In 2008, 6 employees received the "Gold U" Award; 104 employees received the "Silver U" Award; 10,711 “Thank U” Medallions were mailed; and 293 Employees were recognized at the Service Award Dinner for their loyalty and tenure at UNMC.

Launched Two Lunch and Learn series: o “Bermuda Triangle + 1” in February 2008 with four sessions: FMLA, ADA,

Harassment, and Workers Compensation. On an average 65 employees participated in each session

o The Art of Communications in September 2008 with three sessions. On average 125 employees participated in each session.

The Faculty/Employee Assistance Program continues to provide confidential services to assist faculty, employees and their families address personal or work related problems.

The UNMC Child Development Center, under the management of Human Resources, continues to provide a program that not only meets UNMC employees' children physical needs, but also encourages their emotional and intellectual development through stimulating activities in a loving and accepting atmosphere.

Human Resources continues to promote and administer the Employee and Dependent Scholarship Program. All eligible Full Time employees may take up to 15 credit hours per academic year at any University campus. This program promotes career development and reduces educational expenses for employees and their dependents, thus increasing retention and loyalty rates.

Provided by UNMC Human Resources

Chancellor Maurer with Karen Dulany and Edward Salinas, 40 year Employees, at Service Award Dinner

Faculty Development

Goals Provide learning opportunities for faculty

Develop tools for professional growth and development

Enhance leadership skills

Improve teaching skills

Support educational scholarship

Programs and Activities The Faculty Development 2008-2009 Lunch Lecture Series was developed in response to the

expressed interests and needs of UNMC faculty. This series of nine programs explores issues related to the education of health professionals and seeks to enhance teaching, research, and administrative skills.

A Day Long Program for Faculty New to UNMC was held Thursday, September 25, 2008 at the Thompson Alumni Center on the UNO Campus. The Essential Guide for New Faculty Success introduced faculty new to UNMC to policies, programs, and resources to assist them in planning their careers at UNMC.

An Instructional Technology Scholars Program began in the fall of 2007. The program is designed for UNMC faculty innovators to undertake a project involving use of educational technology to more effectively and efficiently teach across the UNMC health sciences curricula. Faculty Development supports this effort with some administrative and financial resources. A total of 10 Instructional Technology Scholars from all Colleges of UNMC were chosen to participate in this program, led by Thomas Birk, PhD. Consultants to the program are William Henee, PhD, Distinguished Professor of Radiology, Radiation Oncology, Biophysics, and Community and Public Health at the Medical College of Wisconsin, and William Anderson, PhD, Professor, Office of Medical Education Research and Development at Michigan State University.

The 2009 UNMC Organizational Leadership Series is in the fourth year of offering short programs designed to develop leaders from where they are to where they will need to be as roles emerge in the institution. Three programs are planned for 2009. Topics that will be covered are conflict management and resolution, strategic performance management: more than just a piece of paper, and investing in outcomes based performance management.

The Administrative Colloquium is a year-long commitment on the part of selected faculty to gain new administrative and leadership skills through didactic sessions, small group exercises, and completion of a project of their choice. This program is held every two years and is led by Pascale Lane, MD, and Timothy Durham, DDS. A group of 20 participants began the 2008-2009 session with a two-day workshop on September 18-19, 2008. A Quarterly Meeting was held on November 13, 2008 and the second two-day workshop took place January 15-16, 2009. A second Quarterly Meeting will be March 19, 2009 with Graduation planned for May 14, 2009. Participants will present their research projects in either oral or poster format at the graduation event.

Provided by UNMC Faculty Development Programs

40 Strategic Planning/2009/FacultyDevelopment

UNMC & UNMC (thousands)

Physicians TNMC Combined

(a) (b) (c)

Assets and Liabilities, June 30, 2008

Current Assets 214,786 262,468 477,254

Restricted, Capital and Other Assets 733,394 422,329 1,155,723

Total Assets 948,180 684,797 1,632,977

Liabilities 95,933 229,778 325,711

Net Assets 852,247 455,019 1,307,266

2008 Operating Highlights

Total Revenues and Transfers 603,091 707,892 1,310,983

Total Expenses 511,999 645,785 1,157,784

Excess of Revenues over Expenses 91,092 62,107 153,199

Other changes in Net Assets (22,175) (22,175)

Increase in Net Assets 91,092 39,932 131,024

Net Assets at Beginning of Year 761,155 415,084 1,176,239

Net Assets at End of Year 852,247 455,016 1,307,263

UNMC

UNMC Physicians TNMC Combined

2009 Operating Budgets (d) (e) (f)

State General Fund 122,476 122,476

Grants, Contracts and Gifts 212,485 212,485

Patient Revenue 26,921 154,673 657,860 839,454

Tuition, Auxiliaries and Other Income 149,907 21,760 9,982 181,649

Total Revenue Budget 511,789 176,433 667,842 1,356,064

Personal Services 284,991 110,331 268,249 663,571

Operating Expenses & Anticipated Awards 226,798 59,863 356,282 642,943

Total Operating Expense 511,789 170,194 624,531 1,306,514

Revenue Over Expense 0 6,239 43,311 49,550

Notes:

a) UNMC & UNMC Physicians 2007-08 per blended audit report, including UNMC, UNMC Physicians,

UDA and UNeMed.

b) The Nebraska Medical Center 2007-08 is per audit excluding Clarkson College & Bellevue Medical Center.

c) Operating amounts combined without eliminating interorganizational transfers.

d) UNMC budget per 2008-09 University General Operating Budget.

e) UNMC Physicians Operating Budget per UNMC Physicians Chief Financial Officer.

f) TNMC budget per FY 2009 Budget Executive Summary.


Combined Financial Strength

UNMC Physicians and The Nebraska Medical Center

University of Nebraska Medical Center,

41 StrategicPlan/2009/CombinedFinancials.xls

FY 2007 FY 2008 FY 2009

Growth in state general fund appropriation 7.2% 5.9% 6.5%(State support underpins key instructional and operational activities.)

Growth in non-state general fund revenues 6.7% 10.3% 4.9%(Non-state support includes gifts, grants, contracts, professional fees, transfers from

The Nebraska Medical Center, and auxiliary operations. These funds support the

majority of UNMC's research and service activities.)

Ratio of non-state general fund revenues to total revenues 75.6% 76.3% 76.1%(As with most public research institutions, UNMC is "state-assisted" not "state-

funded." While UNMC seeks to increase its state funding, an increasing ratio

of non-state funding demonstrates entrepreneurial success. It may also indicate

increasing level of risk, depending on the stability of the non-state funding sources.)

Beginning of year ratio of current assets to current liabilities 3.7 3.5 3.2(This ratio measures liquidity or the ability to meet short-term financial obligations.

A ratio of 2.0 or above is generally considered to be reasonable.) The change

Prior year growth in net assets 5.9% 4.1% 12.0%(This ratio measures total economic return and growth in UNMC financial capacity

to achieve its mission; positive growth is expected.)

University credit ratings

Moody's Aa2 Aa2 Aa2

Standard and Poor's AA- AA- AA-

from FY 2006 to FY 2007 is due to an increase in the provision for "accrued

compensated absences." UNMC's ratio remains well above the industry

benchmark.

UNMC Summary Financial Indicators


42 StrategicPlan/2009/FINSTH09

General Fund, State-Aided and Total Budget

1996-97 through 2008-09

General Fund as

Year General Fund State-Aided Budget Total Budget % of Total Budget

1996-97 $76,288,764 $323,158,801 $432,333,978 17.65%

1997-98 $77,824,875 $335,707,125 $448,407,125 17.36%

1998-99 $79,940,219 $124,631,277 $259,829,746 30.77%

1999-00 $83,369,052 $118,493,487 $259,093,487 32.18%

2000-01 $87,414,459 $122,952,534 $272,052,534 32.13%

2001-02 $93,690,463 $148,549,053 $328,049,053 28.56%

2002-03 $99,196,841 $153,762,045 $345,262,045 28.73%

2003-04 $95,089,086 $156,450,262 $359,617,262 26.44%

2004-05 $97,923,813 $164,705,961 $382,366,211 25.61%

2005-06 $101,365,977 $175,237,576 $416,461,246 24.34%

2006-07 $108,619,726 $186,653,338 $444,853,338 24.42%

2007-08 $114,982,346 $200,188,464 $485,943,464 23.66%

2008-09 $122,476,053 $213,461,149 $511,789,349 23.93%


State-aided funds include state general fund, tuition, investment income, indirect cost reimbursement,

patient revenue, state cigarette tax, and state tobacco settlement funds.

Effective October 1, 1997, the University of Nebraska Hospital merged with Clarkson Hospital to form the

Nebraska Health System (now The Nebraska Medical Center). Hospital revenues and budgets are no

longer displayed in the University Operating Budget beginning in 1998-99.

Total Budget is as of July 1 and does not include Nebraska Research Initiative funding or Legislative

budget reductions.

0

100,000,000

200,000,000

300,000,000

400,000,000

500,000,000

600,000,000

Do

lla

rs

Total UNMC Budget

23.93%

17.78%58.29%

UNMC Budget by Funding,FY 2008-09

General Fund

Other State-Aided

Non State-Aided

43 StrategicPlan/2009/History.xls

96-97 17.6% 100%

97-98 17.3% 98%

98-99 16.0% 91%

99-00 16.0% 91%

00-01 15.9% 90%

01-02 15.6% 89%

02-03 15.7% 89%

03-04 14.7% 84%

04-05 14.4% 82%

05-06 14.3% 81%

06-07 14.3% 81%

07-08 14.3% 81%

08-09 14.1% 80%

General Funds

Cash Funds

Federal Funds

Revolving Funds

Trust Funds

Total

UNL

UNMC

UNO

UNK

Central Admin

Total


246,906,454

$1,799,328,670

$959,861,679

State and University Budgets

$489,480,936

313,218,830

292,862,174

University General Funds as

Share of State General Funds

$1,799,328,670

University Revenue Budget by Source

July 1, 2008

University Expense Budget by Campus

July 1, 2008

87,433,385

60,671,011

511,789,349

179,573,246

456,860,276

27%

18%

16%

25%

14%

University Revenue Budget by SourceFY 2008-09

General Funds

Cash Funds

Federal Funds

Revolving Funds

Trust Funds

53%29%

10%

5% 3%

University Expense Budget by CampusFY 2008-09

UNL

UNMC

UNO

UNK

Central Admin

80%

20%

Share of State Funding Lost From FY 97 to FY 09

FY 09 State Funding as % of FY 97 funding

% Funding Lost Since FY 97

44 StrategicPlan/2009/U-wide.xls

Fiscal Years Ended June 30

2005-06 2006-07 2007-08

Activities (millions) (millions) (millions)

Support and Revenues

Gifts, Bequests and Life Insurance Proceeds 127.3$ 104.7$ 166.5$

Investment Income 28.7 35.7 39.2

Realized Gain (Loss) on Sale of Assets 72.6 78.1 60.3

Unrealized Gain (Loss) on Assets 15.6 13.7 (91.5)

Total 244.2 232.2 174.5

Expenses -- Benefits Transferred to the University

Student Assistance 18.8 15.4 19.2

Faculty and Other Assistance 4.2 5.1 5.0

Research 3.9 6.8 3.8

Academic Programs, Museums, Libraries & Arts 27.5 26.5 37.3

Campus and Building Improvements 32.2 35.7 64.8

Total 86.6 89.5 130.1

Management, Fundraising and Other Expenses 23.2 23.7 27.9

Total Expenses 109.8 113.2 158.0

Increase (Decrease) in Net Assets 134.4$ $119.0 $16.5

Total Assets 1,374.5$ $1,590.8 $1,605.6

Investments

CDs, Savings and Money Funds 29.6$ $30.0 $35.1

US, Municipal and Other Bonds 52.8 83.8 76.6

Common Stock 404.4 478.1 373.0

Mutual Funds (stocks and bonds) 313.6 395.0 398.9

Limited Partnerships 244.1 239.9 301.3

Real Estate and Other Investments 59.1 62.9 58.9

Total 1,103.6$ 1,289.7$ 1,243.8$

Donor Mix

Individuals 67.6% 56.1% 71.5%

Foundations 20.3% 31.1% 14.5%

Corporations and Other Organizations 12.1% 12.8% 14.0%

Total 100.0% 100.0% 100.0%


Mission: The University of Nebraska Foundation, an independent 501c(3) corporation,

encourages private financial support of the University of Nebraska from individuals,

corporations and other foundations. It oversees the distribution of these gifts and of the

interest earned on its endowed funds. Gifts to the foundation add a margin of excellence

over and above the appropriate level of state support and are not intended to replace state

funds.

University of Nebraska Foundation

Financial Highlights

45 StrategicPlan/2009/UNFND09.XLS

2006-07 2006-07 2007-08 2007-08 2008-09 2008-09

PEER PEER 2006-07 UNMC PEER PEER 2007-08 UNMC PEER PEER 2008-09 UNMC

PROGRAM GROUP AVERAGE UNMC RANK GROUP AVERAGE UNMC RANK GROUP AVERAGE UNMC RANK

AVERAGE INCREASE AVERAGE INCREASE AVERAGE INCREASE

Undergraduate $7,233 6.0% $5,165 7-8 $7,519 4.0% $5,450 7-8 $8,092 7.6% $5,788 7-8

Graduate $7,451 8.5% $5,441 6-8 $8,145 9.3% $5,729 6-8 $9,059 11.2% $6,077 8-9

Nursing Undergraduate $7,075 7.5% $6,440 6-10 $7,465 5.5% $6,808 6-10 $7,915 6.0% $7,228 5-10

Nursing Graduate $9,024 7.0% $5,860 8-10 $9,520 5.5% $6,190 8-10 $10,051 5.6% $6,563 8-10

Medicine $21,745 5.8% $21,132 6-10 $23,309 7.2% $22,378 7-10 $25,572 9.7% $23,739 8-10

Dentistry (a) $19,726 6.2% $15,633 8-9 $21,827 10.7% $16,308 9-9 $25,388 16.3% $17,295 9-9

Pharmacy $14,428 7.5% $10,402 9-9 $15,795 9.5% $11,004 9-9 $17,193 8.9% $15,669 7-9

UNMC Tuition Increase Rate 6% 6% 6%

(dollar amounts in table also include mandatory fees, which increased by fixed dollar amounts)

Source: Budget Request Supplemental Forms

UNMC rank is UNMC's position relative to total number of peer programs with 1 being the most expensive.

Comparison of Academic Year (Resident) Tuition and Mandatory Fees

UNMC vs. Peer Group Average (Excluding UNMC)

Peer Group includes: U of Colorado Health Science Center, U of Minnesota, U of Tennessee--Memphis, Ohio State U, U of Iowa, U of Kansas Medical Center, U of Illinois--

Chicago, U of Oklahoma Health Science Center and U of Kentucky

Note a: UNMC Dentistry includes fall and spring tuition, registration fees, library fees, and student fees, but does not include summer tuition and books and instruments. Peer data

may not be entirely comparable.

Provided by UNMC Office of Budget Fiscal Analysis

46 StrategicPlan/2009/TUICMP08.xls

2006-2015 UNMC Facilities Development Plan Goals

Size

(Sq Ft)

Strategic

Alignment Status

Provide Facilities to Achieve Campus Vision and Strategic Goals

Grow Research

Research Center of Excellence II 252,179 $76.5 Basic Science Research Project in commissioning and move-in phase

cGMP Transplant Production Facility 19,000 $16.0 Translational research focused on preparing and developing treatments for

cancer, diabetes and other diseases

Project under construction

UNMC Cancer Research Center TBD $152.0 Basic and Translational research focused on preparing and developing

treatments for cancer and related diseases

Capital queue/Project in planning phase

UNMC Drug Discovery in Infectious Diseases TBD $16.0 Project in planning phase

Expand Patient Care

Medical Office Building 132,000 $63.2 Clinical outpatient services Capital queue

Home Instead Center for Successful Aging 25,300 $10.2 Education programs, clinical care services and a Community Education and

Outreach Center

Project in design; bids 2/12/09

Poynter Hall Renovation 42,494 $8.5 LB-605 Building renewal for Psychiatry Project in planning

UNMC Eye Institute 43,000 $20.0 Education programs, clinical care services Capital queue/Project in planning phase

Renew Education Space

Sorrell Center, Wittson Hall Renovation,

Student Plaza

134,183 $57.7 Facilities to house College of Medicine and School of Allied Health Professions Building in service; WH & plaza construction

continues

College of Dentistry Renovation 113,000 $9.0 LB-605 Building renewal Project under construction

Bennett Hall Renovation 66,494 $8.9 LB-605 Building renewal Project in service

College of Nursing Omaha Building Addition 42,550 $14.0 Building expansion to increase faculty, education and research space to address

shortage of nurses

Project in design; bids Spring 2009

Maurer Center for Public Health 47,000 $15.0 Facilities to house faculty, staff administration and space relative for College of

Public Health relative to it's vision

Project in design; bids Spring 2009

College of Nursing - Norfolk Division 42,880 $12.9 Facilities to house new College of Nursing Division education space, faculty,

staff and administration to address shortage of nurses

Project bids late January 2009

College of Nursing - Lincoln Division 45,525 $17.5 Facilities to replace leased space and to increase space for faculty, students and

research to address shortage of nurses

Project approved by BOR; Design and construction

pending funding

Funding

(Millions)

47 StrategicPlan/2009/FMAPPlan.xls

2006-2015 UNMC Facilities Development Plan Goals

Size

(Sq Ft)

Strategic

Alignment Status

Funding

(Millions)

Develop Future Campus ConfigurationOmaha Public Power District "Omaha

Center" Exchange Agreement

na $0.0 Provides contiguous property for research expansion Exchange property purchased

Improve Campus Quality and Effectiveness

Campus Infrastructure Improvements

Electrical Infrastructure and Generator

Upgrades

na $4.6 Enhanced utility reliability on campus Project in construction

Chiller #8 Installation East Utility Plant na $4.0 Provides utility growth for research expansion Project is complete

Chiller #3 Replacement Central Utilities Plant na $2.1 Provides utility growth for education expansion Project is complete

Wittson Hall Infrastructure Renovation LB

605

na $13.6 Renews infrastructure to extend building service life Project in design

Central Utility Plant - Emergency Power

Upgrade

na $3.0 Enhanced utility reliability on campus Project in design

DRC II Heat Recovery Chillers na $1.8 Provides significant energy savings for DRC and DRC II Project in design

Support Recruitment Through Community DevelopmentSaddle Creek Relocation Feasibility Study na $1.0 Recommendation concluded it is feasible to relocate Saddle Creek Road Final draft submitted 12/15/08

Saddle Creek Environmental Assessment

and Preliminary Design

na $1.3 Received funding to move forward with selection and design Scheduled to begin 1Q09

Provided by UNMC Facilities Management and Planning

2006-2015 Facilities Development Plan

48 StrategicPlan/2009/FMAPPlan.xls

Saddle Creek Relocation Feasibility Study The Destination Midtown report completed in 2004 recommended relocating Saddle Creek Road, a major city arterial roadway on the western edge of the UNMC campus, as a catalyst to make the area more attractive to redevelopment. The corridor west of Saddle Creek Road presents an opportunity for future growth as well. UNMC received a federal grant to study the feasibility of relocating Saddle Creek Road more closely. The study, in joint cooperation with the City of Omaha, included the participation of the Missouri-Papio Natural Resource District (NRD), The Nebraska Medical Center, Destination Midtown and the Nebraska Department of Roads. In November 2007, the study team concluded that the relocation of Saddle Creek Road was feasible and that alternatives outlined in the final report should proceed with environmental assessment and preliminary design. Additional federal grant dollars made available in January, 2009 have been allocated to initiate environmental assessment and preliminary design. The relocation of Saddle Creek Road is a once-in-a-century opportunity to redevelop the UNMC Campus and surrounding community into a vibrant urban destination, complementary to research and attractive to the best and the brightest future recruits to the Medical Center. Other benefits include improvements to the intersections at Saddle Creek Road with Leavenworth, Farnam Street, and Dodge Street to smooth traffic flow and reduce flooding in the area. Below is a futuristic look of the relocated Saddle Creek Road.

Provided by UNMC Facilities Management and Planning

49 StrategicPlan/2009/SaddleCreek

UNMC Information Technology Services

50

2009-2010

Planning

Indicators

… implementing technology for

UNMC’s Future.

January 30, 2009

ITS Mission Design and deploy innovative technology solutions for UNMC and its healthcare partners.

2009-2010 ITS Major Initiatives Define and implement technology solutions and services for partnerships such as the Pediatric

Practice Plan and Bellevue Medical Center.

In conjunction with the State of Nebraska and University system, implement reciprocal disaster recovery sites.

Deploy green technology/sustainability initiatives to reduce energy/resource consumption.

Implement access anywhere, anytime, any device solutions for a mobile workforce.

Develop and deploy additional modules for the web-based Academic Department Information System (ADIS).

Design and implement enhanced enterprise storage and backup solutions to meet the exponential growth of research and campus storage needs.

Assist in deploying UNMC’s new brand identity throughout the campus web presence.

Support UNMC’s educational research and scholarly activities.

Deploy significant network infrastructure upgrades to support UNMC’s rapidly expanding physical space and to prepare for next generation high speed applications.

Actively participate in and provide technical resources for the NESIS (Nebraska Student Information System) project.

ITS

Challenges Rapidly Changing Technology, Unprecedented Campus Expansion,

Life Cycle Replacements, Resource Constraints

UNMC Information Technology Services

51

Network Stats 13,000 devices connected to the campus network

Technology Enhanced Spaces 130+ technology enhanced spaces

Voice Services 14,448 Telephones 6,800 Voice mail boxes 340 Smart phones w/email access 475 Wireless phones

Security Industry best practices to protect UNMC’s technology resources and meet regulatory compliance.

Mission Critical Infrastructure Data

Powerful and redundant network infrastructure for UNMC and its healthcare partners.

Wireless infrastructure for education, healthcare and clinics, with both secured and guest access capabilities.

State-of-the-art data center.

Voice

Consolidated local and long distance phone service to UNMC, The Nebraska Medical Center, UNMC Physicians, UNO main campus and UNO Peter Kiewit Institute.

Consolidated service to remote clinics for The Nebraska Medical Center and UNMC Physicians

Video

Two-way, multi-point, broadcast and IP streaming video services.

IP, ISDN, satellite and leased line video connections for distance education, telemedicine, video conferencing and research collaboration.

Hub site for the Nebraska Telehealth Network.

Provided by UNMC Information Technology Services StrategicPlan/2009/ITS

0

50

100

150

High Tech Classrooms

517

89

139

1997 2000 2005 2009

2009

The McGoogan Library of Medicine spends over $1,000,000 a year to provide journal subscriptions for UNMC students, faculty, and staff. However, even with 5,400 electronic and 290 print journals, the library still cannot meet some information requests. Effective in-terlibrary loan (ILL) service is essential to serving UNMC’s academic, clinical, and research communities.

33,423 ILL Requests Processed 2007-08:• 2,720 for Nebraska health professionals• 4,337 for UNMC faculty & staff• 6,837 for UNMC students• 19,529 for other libraries

Partners and Providers:• 3,200+ medical libraries via the National Library of Medicine re-quest routing and referral system. The McGoogan Library played a key role in the development of the NLM prototype.

• 69,000 academic and public libraries, nationally and internation-ally, through the OCLC routing and referral system.

Transaction Management: ILLiad software integrates all aspects of the request process into one paperless transaction using an account-based web interface called McGoogan Docs. The request routing process is table-based and entirely automatic. Articles received are saved to a server and made available to customers through their accounts. Customer notification and article delivery are also fully automated, decreasing wait time for requestors.

Cost: The McGoogan Library can obtain some articles at no cost through reciprocal agreements and never charges users for articles it receives free. However, some degree of cost recovery is still neces-sary. In a typical year, the library subsizes $50,000 or more in costs. 2007-08 ILL expenses totaled $107,694; costs recovered totaled $59,370.

Copyright Royalties: The same software that provides efficient cus-tomer service also makes fair use violations highly visible to regula-tors. Royalty fees range from $3 to over $100 per article; McGoo-gan’s average royalty payment is $30 per article. In 2007-08, the McGoogan Library absorbed $26,000 in royalty fees that were not passed on to users.

ILL Service Enhancements: The McGoogan Library participates in numerous reciprocal agreements and is working to expand the number of partners it has. Under reciprocity, ILL partners waive reim-bursement for documents exchanged. When equitable agreements can be established, they produce significant savings for UNMC ILL users.

“I recently requested several articles through McGoogan Docs and it was great! I still can’t get over the fact that all I have to do is ask for an article and someone will go find it, copy it and put it on the web where I can access it from anywhere! It is really easy to use and makes the whole process of writing a pa-per much less stressful. Thanks for your help!” - COM Student

Total collection assets$59,673,000

Resource expenditures$1,383,239

Bound journals156,492

Electronic journals5,584

Printed books87,444

Electronic books453

Databases40

Database searches285,780

Online catalog searches244,140

Database-catalog connect hours

50,828

Home page visits367,947

Pages viewed804,277

Interlibrary loan transactions 33,423

McGOOGAN LIBRARY OF MEDICINE

FAST FACTS 2007-2008

Provided by the McGoogan Library of Medicine StrategicPlan/2009/Library52

McGoogan Library of Medicine

Information from Across the Country and Around the World

Compliance Strategy UNMC is committed to assuring compliance with applicable federal and state laws and University policies. Federal audits and investigations of academic health science center activities in the areas of research financial management and conflict of interest increased in FY 2008-09 and are expected to continue in FY 2009-10.

2008-09 Accomplishments Revised and approved UNMC Code of Conduct

In July successfully negotiated a new F&A rate of 48.5% on federal research (increase from prior rate of 47.0%) based on the cost proposal submitted to the federal government

Completed nine financial compliance projects that improved compliance with both federal cost accounting standards and prepared for the next federal F&A cost proposal preparation

Implemented sub-recipient policy and procedure for monitoring and for complying with federal requirements

Monitored and reported on cost share activity to assure compliance with federal requirements

Provided quarterly reports of research expenditures summarizing federal, state, industry sponsored awards, and also by non-sponsored (departmental) research

Continued monitoring and reporting of faculty and staff on-line effort certification

Continued to implement Payment Card Industry (PCI) data security standards

Reorganized the safety committee structure to include an Employee Safety Committee and a Safety Leadership Team; implemented electronic process to track safety deficiencies and corrective action; and revised content and format for electronic safety training, adding a laboratory safety component

Implemented cross-organizational approach to meeting new E-discovery requirements

Updated academic affiliation agreement templates to include new regulatory requirements

Developed more robust research conflict of interest management system including reporting of intellectual property interests through UNeMED and development of sub-recipient COI monitoring

Continued to improve clinical research billing processes; completed cross-organizational assessment of clinical research billing operations; recommended oversight structure; added clinical research education component to position description for new clinical research coordinator hires; and developed procedure for Medicare review of device trials

Implemented system to comply with E-Verify regulations for federal contracts

2009-10 Goals Present Code of Conduct to new hires on-line and during new employee orientation

Review federal awards that are treated as “Major Projects” (charging administrative and clerical costs directly to awards) to ensure compliance with federal guidelines

Complete six projects aimed at improving compliance with both federal cost accounting standards and to prepare for the next federal F&A Cost Proposal that begins in 2010

Implement process improvements in the treatment of retroactive payroll funding changes (“retros”) to enhance compliance with federal cost transfers guidelines

Implement electronic outside employment reporting system

Implement FTC Red Flag Rule Identity Theft Monitoring and Prevention Program

Implement on-line responsible conduct of research education modules

Implement a system of management key controls

Enhance SAP training with relevant compliance requirements and university policy

Implement pediatric Institutional Review Board (IRB) in conjunction with Children’s Hospital affiliation

Provided by UNMC Office of the Vice Chancellor for Academic Affairs

StrategicPlan/2009/ComplianceStrategy

53

54

StrategicPlan/2009/CompliancePgmStructure

UNMC Compliance Program Structure The UNMC compliance program structure incorporates the seven elements of an effective compliance program specified in the Federal Sentencing Guidelines and the DHHS Office of the Inspector General Model Compliance Program Guidelines to ensure that UNMC meets regulatory requirements related to its teaching, research, patient care and outreach mission.

These seven elements are:

Implementing written policies and procedures;

Designating a compliance officer and compliance committee;

Conducting effective training and education;

Developing effective lines of communication;

Conducting internal monitoring and auditing;

Enforcing standards through well-publicized disciplinary guidelines; and

Responding promptly to detected problems and undertaking corrective action.

UNMC Compliance Committee

The UNMC compliance committee oversees and monitors regulatory activities related to the research, patient care, outreach and teaching mission. The committee is composed of representatives from each College, Institute and support area.

Particular attention is focused on regulatory matters with strong governmental oversight, such as grant management, human and animal research subject protection, privacy and information security, and conflict of interest. Subject matter experts in these areas develop education and tools to assist the campus community in meeting requirements. Through monitoring and enforcement of regulations and university policies, UNMC demonstrates ethical and legal use of resources entrusted to it to improve the health of Nebraska.

Functional Compliance Committees

Conflict of Interest

Institutional Review Board

Institutional Animal Care and Use Committee

Safety Committees o Safety Committee o Institutional Biosafety Committee o Radiation Safety Committee o Chemical Safety Committee

Eppley Cancer Center Scientific Review Committee

Provided by UNMC Office of the Vice Chancellor for Academic Affairs

Economic Outlook

GLOBAL

World growth is projected to fall to ½ percent in 2009, its lowest rate since World War II. Despite wide-ranging policy actions, financial strains remain acute, pulling down the real economy. A sustained economic recovery will not be possible until the financial sector's functionality is restored and credit markets are unclogged. International Monetary Fund, “World Economic Outlook Update,” January 28, 2009

UNITED STATES

Unemployment will reach 8.8% by December 2009 with further increases in early 2010

During 2009 the economy will contract at a rate ranging between -0.5% & -1.3% Federal Reserve Chairman Ben Bernanke, Omaha World Herald, February 19, 2009, p. 4A.

MIDWEST

The Rural Mainstreet economy continues to experience significant economic weakness with job losses across the region according to the February survey of bank CEOs in an 11-state region. The Rural Mainstreet Index (RMI), which ranges between 0 and 100, slumped to 16.9, the lowest reading for the index since the survey began in 2005, and down from January’s 24.5. Creighton University, “Economic Outlook,” February 19, 2009

NEBRASKA

For a fifth consecutive month, Nebraska’s leading economic indicators moved below growth neutral. The January Business Conditions Index, a leading economic indicator based on a survey of supply managers in the state, slumped to 35.9 from December’s 37.1, up from November’s record low of 33.5;…the state’s jobless rate, seasonally adjusted, [is expected] to grow to 5 percent by the end of the second quarter of 2009. Creighton University, “Economic Outlook,” February 2, 2009

The…[Nebraska Business Forecast Council] expects that Nebraska will fully participate in the national economic recession in 2009. Nebraska will lose about 1% of its employment in 2009. Employment and income growth will return only in 2010.

Year Nonfarm

Employment Nonfarm

Personal Income Net Farm Income

2009 -1.1% 2.60% -26.10%

2010 1.5% 4.80% 3.40% UNL Bureau of Economic Research, “Business in Nebraska,” January 2009

BAILOUTS AND STIMULUS

The benefits of the Stimulus Plan, Federal Reserve liquidity initiatives and Troubled Assets Relief Program on economic recovery and their long-term consequences are to be determined. Provided by Office of Budget and Fiscal Analysis

55

StrategicPlan/2009/EconomicOutlook.doc

56

State Budget and University Legislative Issues The first session of the 101

th Legislature convened on January 7 and will adjourn June 4, 2009. Long

sessions (90 working days) are historically spent on setting the biennium budget and introducing new legislation. This particular session is unique with the completion of the mandated senatorial term limits. Sixteen new members make up the freshman class of this Legislature. Nine standing committees and the Legislature’s executive board selected new leaders. The Nebraska Economic Forecasting Advisory Board, which sets the revenue projections that are used in building our State budget, met February 27 and lowered its forecast by $362 million for the next two year budget cycle. It meets again on Thursday, April 23 for their final projections. The Legislature’s rules state that the Appropriations Committee must deliver their budget recommendations to the full legislature by the 70

th working day (April 29). The rules also state that the budget must be passed by

the 80th working day (May 18).

The University budget hearing was held on March 3. Salaries and efficiencies were the primary discussion points. The preliminary Appropriations Committee recommendation for the University is for a 1.5% general fund increase for 2009-10. This compares to the governor’s general fund recommendation of a 1.0% increase. If this holds, the University system would be $45 M short for essential needs, pay raises, health care costs, utilities, and new building opening. The State’s major budget concerns are state aid to schools, water expense, property and/or income tax reduction, aid to individuals (Medicaid), and the Beatrice State Home. In addition to the budget, UNMC’s priorities include one nursing bill (LB 37), one rural health bill (LB 489) and two clinical reimbursement measures (LB27 and LB 342). LB 37 appropriates operational funds for a new division of the College of Nursing in Norfolk – specifically $814,609 from the General Fund for FY 2010 and an additional $646,115 FY 2011 to fund ongoing operations. Speaker Senator Mike Flood introduced the bill. As of March 30, the bill is being held in the Appropriations Committee. LB 489 creates the Area Health Education Centers Act. An AHEC is a private, nonprofit organization, with a cooperative agreement with UNMC, for the purpose of planning, developing, and operating an area health education center program. The fiscal note proposes $400,000 General Funds for FY 2010 and $500,000 General Funds for FY 2011. The principal introducer, Senator Kate Sullivan, selected LB 489 as her priority bill. As of March 30, the bill is on General File. LB 27, as amended (AM321), provides for administration of the autism treatment program by the Department of Health and Human Services and requires that the Nebraska Health Care Cash Fund be used as the state’s matching share for the Medicaid waiver and for expenses incurred in the administration of the program. The date for the submission of the Medicaid waiver and implementation is delayed to allow for a new waiver to be submitted and consequently an extension of the state funds allocation to this program to ensure a full five year trial period. The principal introducer is Senator Rich Pahls. As of March 30, the bill is on General File. LB342 provides a mechanism to allow for the State of Nebraska’s Medicaid program to authorize the utilization of MMI’s pediatric feeding disorder program based on behavioral principles for children suffering from feeding disorders. The principal introducer was Senator Tim Gay. As of March 30, the bill is on General File. Provided by UNMC Office of Budget and Fiscal Analysis

StrategicPlan/2009/LegislativeIssues

57 StrategicPlan/2009/Population

Projected Nebraska Population Change

0%

10%

20%

30%

40%

50%

60%

70%

2000 2005 2010 2015 2020 2025 2030

0-17

18-64

65+

Percent foreign-born

0.0

2.0

4.0

6.0

8.0

10.0

1990 1.8 2.8

2000 4.1 7.0

2005 5.6 9.0

Nebraska City of Omaha

Population Trends in Nebraska

Nebraska’s population is expected to increase about 4.5-5% per decade until 2030 (0.50% per year)

The trend of Nebraska’s population becoming concentrated in its most populous counties is expected to continue o Micropolitan counties (those nonmetro counties with

a town of 10,000 persons) are expected to continue their growth

o Together Douglas, Sarpy and Lancaster Counties account for slightly more than half of the state’s population, and this proportion will gradually increase

Since 2000, the state has experienced a slight outmigration, and it is projected to continue at about 1% per decade

Births will continue to increase in the 2000s as the baby boom echo pass through their peak childbearing years and as the number of young Latino women increase

The state’s racial and ethnic diversity will increase o Most of the growth in the state’s population will be in

its minority populations as the white-non-Latino will grow slowly if at all

The minority population will continue to be much younger

From Nebraska’s Demographic Future, Presentation to Nebraska Chamber of Commerce and Industry, January 24, 2008, by Jerry Deichert, UNO Center for Public Affairs Research

Population Estimates and Projections

Projected Nebraska Population by Age (in thousands)

2000 2005 2010 2015 2020 2025 2030

Total Population 1,711 1,744 1,769 1,789 1,803 1,813 1,820

20-24 (% of total) 7.0% 7.3% 6.7% 6.4% 6.2% 6.5% 6.5%

65 and up (% of total) 13.6% 13.4% 13.8% 15.2% 17.1% 19.2% 20.6%

Median Age 35.3 36.0 36.7 37.2 37.9 38.3 38.4

Percentage Change in Nebraska Population:

2000-2030

1.4

(4.0)

61.9

-10 0 10 20 30 40 50 60 70

0-17

18-64

65+

58

Public Relations mission …We advance UNMC as a world-class academic health sciences center through communication and advocacy.

Who we are: The Department of Public Relations expresses the vitality of UNMC through several avenues: informing the public, building relationships, and generating support and advo-cacy for the university. We create awareness and promote UNMC’s academic, research and community service missions. Our department also is a comprehensive source of health information for Nebraska and beyond. As part of this mission, we respond to media requests for experts, educated opinions and local angles to national news.

Public Relations works in four teams. Together, members of these teams work to generate enthusiasm for UNMC and its relevancy to the world.

Media

Publications

Advancement (Image/Brand, Events, Community Relations)

Web/New Media Communications

FY 2010 major initiatives‘Live’ the UNMC brand, to promote UNMC’s vibrancy and to connect with audiences •on an emotional level.

Plan, promote and celebrate the groundbreakings and dedications for several new •buildings on campus, including the Home Instead Center for Successful Aging, the Harold M. and Beverly Maurer Center for Public Health and the Center for College of Nursing Sciences.

Refinethenavigationandarchitectureofourmostimportanttouchpoint—the•UNMCWebsite—toalignwiththebrand.

Explore new Internet and electronic communication technology.•

Sharethestoriesofthestate’sonlyacademichealthsciencescenter—bothon•campusandinthecommunity—throughavarietyofprintandonlineresources.

Build relationships with more regional and national media to ensure our continued •growthasahealthsourceinspecificareasofhealthcare.

To learn more about the UNMC Public Relations Department or its team members, please see our Web page at: www.unmc.edu/publicrelations

Public Relations Strategic Communications

Provided by UNMC Public Relations StrategicPlan/2009/PublicRelations

2009 Federal Relations Issues I. Important Federal Issues for the 111th Congress: National Institutes of Health Funding As the primary federal agency for conducting and supporting medical research, the NIH (National Institutes of Health) was the source of more than 75% of UNMC’s total federal funding in the 2008 calendar year. Recent NIH annual funding has declined and failed to match biomedical inflation, resulting in fewer research proposals being funded. As a result, the project funding has fallen to one in ten submissions. Approval of the American Recovery & Reinvestment Act and the FY2009 Omnibus Appropriations bills will begin to reverse that trend. NIH’s Institutional Development Award Program (IDeA) provides opportunities for higher education institutions in states that generally receive less funding, including Nebraska, to develop their infrastructure and better compete for NIH funds. UNMC Government Relations advocates for increasing NIH research funding and the IDeA program. American Recovery & Reinvestment Act In February 2009, the Congress passed legislation to create jobs, to stimulate economic activity through infrastructure investment and to assist state and local government respond to the recession. More than $15 billion is going toward research, including $10 billion for NIH for research. Additional funds will be available on a competitive basis for research construction and equipment. UNMC is pursuing as much of the one-time funding as possible. Embryonic Stem Cell Legislation On March 9, 2009, President Obama signed an executive order lifting restrictions on federal funding of embryonic stem cell research. Obama's order allows use of federal funds to access stem cell lines created after August 9, 2001, the date President Bush limited use of federal funds for embryonic stem cell research. Health Professions Education and Training (Title VII and VIII) UNMC relies on Title VII (health professionals) and Title VIII (nursing) funding from the Public Health Service Act to support educational programs that train professionals in health fields with shortages and to provide quality cost-effective care in areas of Nebraska most in need of health care services. For FY2009, the Omnibus Appropriations Act provided $222 million for Title VII, a $48 million, 14.3% increase over FY2008. Title VIII, which supports nursing grant programs, was increased $15 million (9.6%) in FY2009 to $171 million. UNMC will advocate for adequate funding Title VII and VIII funding in FY2010. Medicare and Medicaid In the summer of 2008, Congress passed legislation that prevented a scheduled 10.6% cut in Medicare reimbursement payments to physicians and replaced it with a one-half percent increase through December 31, 2008. For calendar year 2009, the rate will increase 1.1%. This temporary fix provides time for Congress to develop a permanent payment system that reimburses physicians fairly for their costs to treat Medicare patients and does not lead to reductions or eliminations of services for Medicare patients. UNMC will monitor this issue and encourage an equitable reimbursement as a permanent fix. Health Care Reform The Administration has identified comprehensive health care reform as a key issue to make families healthier and companies more competitive. Focus areas include creation and implementation of health electronic medical records and new efforts to seek a cure for cancer. The largest investment ever in preventive health care will be proposed as one of the best ways to keep people healthy and control costs. UNMC will actively analyze the proposals and promote reforms that improve health care and reduce disease. II. Federal Funding Strategies: In addition to focusing on identifying non-peer review funding opportunities, such as federal earmarks, discretionary agency funds, and collaboration opportunities for UNMC investigators, Federal Relations will emphasize: Developing ideas and talent, identify and synchronize research to complement federal funding trends. Identifying opportunities for UNMC professionals to participate in federal appointments to help shape

federal regulation and legislation. Promoting networking ideas, such as identifying key agency people and cultivating relationships. Identifying and develop partnership opportunities with private and public entities and other universities. Broadening UNMC’s network of supporters willing to advocate for UNMC.

Provided by UNMC Government Relations

59

StrategicPlan/2009/FederalRelations

60

Sources of Information

Education and Health Care Rankings America's Best Graduate Schools. UNMC Today, 04/07/08, http://app1.unmc.edu/publicaffairs/todaysite/sitefiles/today_full.cfm?match=4408 Best Doctors in America 2007-2008. UNMC Today on 1/31/08, http://app1.unmc.edu/publicaffairs/todaysite/sitefiles/today_full.cfm?match=4189 J.D. Power & Assoc. Report, TNMC news release on 3/3/09 http://www.nebraskamed.com/newsroom/pdf/03-03%20JD%20Power2008release.pdf Castle Connolly Top Doctors List, UNMC Today, 03/03/09, http://app1.unmc.edu/publicaffairs/todaysite/sitefiles/today_full.cfm?match=5467 Consumer’s Choice Awards, TNMC news release on 09/29/08, http://www.nebraskamed.com/newsroom/pdf/09-29%20Consumer%20Choice-release.pdf Best Hospitals. US News & World Report, TNMC news release on 07/11/08, http://www.nebraskamed.com/newsroom/pdf/0711USNewsrelease.pdf NeuStrategy 2008, http://www.neustrategy.com/Centers_Of_Excellence/neuroscience_coe_programs.html

UNMC and Comparative Diversity Data Integrated Postsecondary Education Data System, http://nces.ed.gov/ipedspas/ US Census website, http://factfinder.census.gov/home/saff/main.html?_lang=en

UN Foundation Financial Highlights University of Nebraska Foundation, 2006, 2007, 2008 Annual Reports, Source: UN Foundation, published annual reports, www.nufoundation.org

Economic Outlook International Monetary Fund, “World Economic Outlook Update,” January 28, 2009 http://www.imf.org/external/pubs/ft/weo/2009/update/01/, retrieved 2/22/09 Federal Reserve Chairman Ben Bernanke, Omaha World Herald, February 19, 2009, p. 4A

Creighton University, “Economic Outlook,” February 19, 2009 http://www2.creighton.edu/business/economicoutlook/mainstreet/index.php, retrieved 2/22/09

Creighton University, “Economic Outlook,” February 2, 2009 http://www2.creighton.edu/business/economicoutlook/regional/mid-mericanstates/index.php, retrieved 2/22/09

UNL Bureau of Economic Research, “Business in Nebraska,” January 2009 retrieved 2/22/09, http://www.bbr.unl.edu/documents/January2009BIN.pdf University and State General Fund Budgets FY 2008-09 General Operating Budget, University of Nebraska

Population Projections U.S.Census Bureau, Population Division, Interim State Population Projections, 2005, http://www.census.gov/population/projections/SummaryTabB1.xls Nebraska’s Demographic Future, presentation by Jerry Deichert, UNO Center for Public Affairs Research to Nebraska Chamber of Commerce and Industry, January 24, 2008. Face of Nebraska is changing rapidly, information taken from 8/15/06 Omaha World Herald.

StrategicPlan/2009/Sources09

http://app1.unmc.edu/publicaffairs/todaysite/sitefiles/today_full.cfm?match=4408


http://www.nebraskamed.com/newsroom/pdf/03-03%20JD%20Power2008release.pdf


http://www.nebraskamed.com/newsroom/pdf/09-29%20Consumer%20Choice-release.pdf

http://www.nebraskamed.com/newsroom/pdf/0711USNewsrelease.pdf_

http://www.neustrategy.com/Centers_Of_Excellence/neuroscience_coe_programs.html

http://nces.ed.gov/ipedspas/

http://www.imf.org/external/pubs/ft/weo/2009/update/01/

http://www2.creighton.edu/business/economicoutlook/mainstreet/index.php

http://www2.creighton.edu/business/economicoutlook/regional/mid-mericanstates/index.php

http://www.bbr.unl.edu/documents/January2009BIN.pdf

http://www.census.gov/population/projections/SummaryTabB1.xls

University of Nebraska Medical Center Harold M. Maurer, M.D., Chancellor 986605 Nebraska Medical Center

Omaha, Nebraska 68198-6605 402-559-4200

Planning InformationAntarctica. In September 2009 the Student Alliance for Global Health and International Studies & Programs will host a weekend Midwest Global Health Conference in

Documents