GRADUATE AND POSTDOCTORAL PROGRAMS
LISA GUBACINOVEMBER 1, 2011
UNDERSTANDING GRADUATE STUDENTS
WHY?What is so important about training Graduate Students and Postdoctoral Fellows?
What makes them worth the time and money?
ANSWERResearch and Reputationit is central to the overall University missionexpenditures for 2009-10 totaled $1.14 Billionexcellence is a crucial element in educational rankingscreates collaborative and interdisciplinary initiatives
STILL WHY?Graduate Students and Postdoctoral Fellows areThe reason some faculty choose UofMThe reason faculty continue to obtain research fundingThe reason some of our alumni giveOur next great generation that will continue teaching, life-saving research and mentoring
PURPOSE Graduate and Postdoctoral Programs (GAP) is the administrative home for Graduate Program in Biomedical Sciences (PIBS)Office of Postdoctoral Studies.Interdisciplinary graduate programsImmunology, Cellular & Molecular Biology, Neuroscience and Cancer Biology (with Cancer Center)Postdoctoral Research Training Program MTrain
PURPOSE CONTDProgram in Biomedical ScienceOperates as a confederation of very strong programs coming together for the purpose of recruiting, admissions, training and mentoring of graduate students prior to when a student selects a degree-granting program.
PURPOSE CONTDPIBS was established to:eliminate redundant activities and costscreate an environment for students to sample more than one program or have ability to switch programseliminate overly-compartmentalized training and establish interdisciplinary concepts.utilize strength of current individual departments
PURPOSE CONTDOutcomes:Became the gateway to 14 Ph.D. programs offering students the freedom to choose the areas of research that interests them most.Offers an active, research-rich environment with access to almost 500 top faculty and their labs from various departmentsSupports a funding level of more than $330 million in NIH and other funding; Michigan ranks among the top 10 schools year after year Passionate mentors that are well respected, well published researchers come to UofM to train and inspire the next generationDiversity in all its forms is valued for the rich contribution it brings to our students, faculty and research
PURPOSE CONTDOffice of Postdoctoral Studies:Established in 2008 to coordinate activities in the medical school centered on the issues and concerns of postdoctoral research fellows.History of postdocs not receiving the institutional support and services provided to students, faculty or staff.Mission is to enhance the experience of postdoctoral fellows while in training and to recruit outstanding postdoctoral fellows to UMMS.Currently there are over 700 postdoc fellows at UMMS; 1,400 campus wide.
PURPOSE CONTDPostdoctoral Research Training Program (for House Officers) :Initiated in 1986 to provide House Officers with a full-time, 10-week introduction to cell and molecular biology in both the classroom and lab. It is open to MDs throughout the Medical Center, and is a major component on many research training grants.House Officers are introduced to problem solving exercises in cell and molecular biology led by a group of top-tier faculty in basic and biomedical sciences.
PURPOSE CONTDMTrainProvides a unique workspace for proposed and active training grantsA repository to collect and manage information from the participating faculty and their traineesAbility to generate select, required tables for NIH training grant submissions
PRODUCTS AND SERVICES Program in Biomedical SciencesRecruitingAdmissions and application processing First-year fundingCoordination of core institutional requirements (orientation, radiation and lab safety, and training in Responsible Conduct of Research)Mentoring & Guidance (e.g., Individual Development Plan IDP)
PRODUCTS AND SERVICES CONTDOffice of Postdoctoral Studies:Recruiting postdoc scholars to the UMMSMonthly orientation for all newly appointed postdoc fellowsSeminars, expert panels and symposia focused on career options and career planningSupport to the UM-Postdoctoral Association (PDA)Networking events for postdoc fellows across campusSupport the training efforts of UMMS faculty
PRODUCTS AND SERVICES CONTDMTrain:Repository for training grant materialData collection siteTool for producing NIH training grant tables for submission
STAKEHOLDERSProgram in Biomedical SciencesStudentsFacultyPh.D. ProgramsMedical School and the University of Michigan
STAKEHOLDERS CONTDOffice of Postdoctoral Studies:Postdoctoral FellowsFacultyMedical School and the University of Michigan
STAKEHOLDERS CONTDMTrain:Training grant directors and administratorsMedical School and the University of Michigan
STAFFING TRENDS BEFORE1 Director2 Associate Directors4 Staff FTEsSeveral temporary staff during peak recruitment and admissionsAFTER1 Associate Dean1 Assistant Dean2 DirectorsPostdoctoral StudiesPost-baccalaureate Academic Enrichment6 Staff FTEs (.5 funded by NIH grant)
CURRENT TACTICAL INITIATIVESGraduate and Postdoctoral StudiesDeveloping business plan for new post-baccalaureate program For students that want to apply to Medical School, but lack the basic science courses required
CURRENT TACTICAL INITIATIVES CONTDProgram in Biomedical SciencesMajor efforts are recruitment and admissionsCurrent and future endeavors is to find a way to survey results and create better efficiencies, training needs and capacities.Stretch first-year support from 10 months to 12 14 months Sync better with training grants Ultimate goal is to get students to candidacy Working on business plan to become a pre-candidacy program
CURRENT TACTICAL INITIATIVES CONTDOffice of Postdoctoral StudiesExpand pool of training grant-eligible applicants and underrepresented minorities
Postdoc Preview weekendFirst year of three-year experiment
Postdoc Preview weekendFirst year of three-year experimentCurrent Tactical Initiatives contd
CURRENT TACTICAL INITIATIVES CONTDMtrainConcept is a great one, but we are not using it to its fullest advantage yet.Create process to remind mentors and trainees to update data on a yearly basisUsable data depends upon them for data input and updatesGood system for graduate training grants, but not good for postdoc training grantsWork to find a way to better utilize system for postdoc fellows
OPPORTUNITIES FOR COLLABORATION & SYNERGYWHAT CAN YOU DO FOR ME?
OPPORTUNITIES FOR COLLABORATION & SYNERGYProgram in Biomedical SciencesNeed for collaboration with tenure homeGraduate students may be a new concept-training of staff may be neededStudent financial commitments can become a source of contention Need for direct contacts for collaboration on issues and solutions.Often the issues relate to students getting paid on time
OPPORTUNITIES FOR COLLABORATION & SYNERGY CONTDOffice of Postdoctoral StudiesCloser collaborations with departmentsFaculty member within each department to serve as a liaisonRole would include research and career trajectory and health and well-beingDo departments currently assign this role to a faculty member; if not, how can we help?International postdocs make up half (about 350 out the 700 at UMHS). Underserved; can this be rectified with a faculty liaison position?
OPPORTUNITIES FOR COLLABORATION & SYNERGY CONTDCreate a process to integrate the Individual Development Plan (IDP)Create process for it to be done during the yearly reappointment and salary increase process.Staff member within each department to serve as a liaisonDo not currently have an easy way to identify newly hired postdocsDo not currently understand departmental processesDo not currently have a mechanism for problem solvingAre postdocs receiving notice of varied funding opportunitiesAre postdocs applying for funding of their own?If not, why not?How successful are they?We have no way to track this information
Excellence in Teaching & Service: Lev Prasov Human Genetics
Award for Excellence in Research: J. Chad Brenner CMB John Prensner - MCP
ORGANIZATIONAL STRUCTURE (Org Charts/FTEs)
KEY PERFORMANCE INDICATORSProgram in Biomedical ScienceIndicators are:Number of domestic applications/number of underrepresented minorities within applicant poolQuality of cohort (research experiences, GPA, letters of recommendation)Diversity of cohort (demographics and research interests)How widespread the geographic distribution (nationally)Ratio of offers made to acceptancesWhere did our students get other offers (what other schools did they have to choose from)?
KEY PERFORMANCE INDICATORSMeasures Performance:
We are successful when:Our students reachcandidacy.
Being successful in PIBS means departmental andInterdepartmentaltraining grants aresuccessful.
Data Reviewed: Success rate in getting our students through the program (our mentoring, using IDPs, and attrition rate).
KEY PERFORMANCE INDICATORSOffice of Postdoctoral Studies:Indicators are:The number of new postdocs at orientation are we getting everyone? If not, why not?Level of participation in career development events
Measures performance by asking, Did we enhance their training and guide them without directing them?
Data reviewed on a regular basis is exit interview comments. Only data available and is it not reliable because most postdocs do not complete the survey.