Faculty Impact
Faculty Planned Capacity
Effectively estimating and planning Faculty effort is a critical component of the sustainability and efficiency of the Eshelman School of Pharmacy. Carefully tracking and analyzing planned effort data at the School, Division and individual Faculty member level provides a deeper understanding of planned effort and helps to ensure the School is staffed appropriately to achieve its core mission.
as of Sep. 30, 2022
Each year as part of the Faculty Annual Review (FAR) process, Faculty and their Division Chairs agree on a planned level of effort across 5 mutually exclusive categories. This process takes place between January and March of each calendar year. The planning process is intended to align planned faculty effort with the divisions strategic plan, the individual Faculty members professional development goals and the overall needs of the Eshelman School of Pharmacy. The resulting level of effort is aggregated and analyzed for trends to ensure strategic alignment at the Division and School level. For ad-hoc data analysis please click on the Report Catalog and then choose the Faculty Planned Effort report.
| Calendar Year | Research / Scholarship | Teaching | Service | Patient Care | Administration* |
|---|---|---|---|---|---|
| 2022 | 49% | 20% | 13% | 2% | 16% |
| 2021 | 57% | 17% | 10% | 2% | 14% |
| 2020 | 56% | 17% | 10% | 2% | 15% |
| 2019 | 55% | 17% | 10% | 3% | 15% |
| 2018 | 56% | 17% | 10% | 2% | 15% |
* Note: Administration % planned effort is by formal HR appointment only.
Planned effort is for EHRA Faculty with any employment status.
Research (Externally Funded)
Externally funded research is core to the mission of the University of North Carolina and the Eshelman School of Pharmacy. The following metrics are analyzed and trended in terms of externally funded research proposals, awards and award dollars.
as of Sep. 30, 2022
The total proposals represents the number of unique proposals based on the proposal approved data in RAMSeS. For ad-hoc data analysis please click on the Report Catalog and then choose the Externally Funded Proposals and Awards report.
| Calendar Year | New | Non-Competing Continuation | Resubmission or Amendment | Other* | Total Proposals |
|---|---|---|---|---|---|
| 2022 | |||||
| 2021 | 222 | 34 | 31 | 13 | 300 |
| 2020 | 240 | 35 | 51 | 14 | 340 |
| 2019 | 204 | 36 | 30 | 11 | 281 |
| 2018 | 199 | 27 | 21 | 13 | 260 |
* Note: Other includes Recurring Contract, Renewal (competitive), Revision (competitive) and Supplement.
as of Sep. 30, 2022
The total awards represents the number of unique proposals that have been awarded and recorded as of the Official Award Date in RAMSeS. For ad-hoc data analysis please click on the Report Catalog and then choose the Externally Funded Proposals and Awards report.
| Calendar Year | Federal | Business and Industry | Education and Research Institutions | Other* | Total Awards |
|---|---|---|---|---|---|
| 2022 | |||||
| 2021 | 71 | 36 | 34 | 34 | 175 |
| 2020 | 60 | 29 | 39 | 27 | 155 |
| 2019 | 56 | 25 | 35 | 22 | 138 |
| 2018 | 57 | 28 | 27 | 18 | 130 |
* Note: Other includes Association, Federal non-US, Foundation, Local Government, Nonprofit Organization, State Government (NC) and Not Identified.
as of Sep. 30, 2022
The total award dollars represents the total value of the award as of the Official Award Date in RAMSeS. For ad-hoc data analysis please click on the Report Catalog and then choose the Externally Funded Proposals and Awards report.
| Calendar Year | Federal | Business and Industry | Education and Research Institutions | Other* | Total Awards Dollars |
|---|---|---|---|---|---|
| 2022 | |||||
| 2021 | $27,230,900 | $4,249,181 | $5,814,955 | $3,799,921 | $41,094,957 |
| 2020 | $23,655,340 | $4,830,443 | $7,211,709 | $3,170,695 | $38,868,187 |
| 2019 | $21,636,755 | $2,340,562 | $3,137,219 | $3,879,328 | $30,993,864 |
| 2018 | $21,743,718 | $1,856,748 | $3,405,250 | $1,506,533 | $28,512,249 |
* Note: Other includes Association, Federal (non-US, Foundation, Local Government, Nonprofit Organization, State Government (NC) and Null.
Research (Internally Funded)
Internally funded research is core to the mission of the University of North Carolina, the Eshelman School of Pharmacy and the Eshelman Institute for Innovation (EII). Output is analyzed in terms of internally funded research proposals, awards and award dollars.
as of Sep. 30, 2022
| Calendar Year | New Proposals | New Awards | Dollars Awarded |
|---|---|---|---|
| 2022 | |||
| 2021 | 34 | 15 | $2,857,188 |
| 2020 | 46 | 14 | $1,687,943 |
| 2019 | 68 | 27 | $4,240,108 |
| 2018 | 35 | 33 | $4,389,623 |
Note: Data represents NEW proposals, awards and award $ by calendar year as reported by the Eshelman Institute for Innovation (EII).
Research (Translation and Commercialization)
Research translation and commercialization is core to the mission of the University of North Carolina and the Eshelman School of Pharmacy. Output is analyzed in terms of new invention disclosures, new patent applications and new IP-based startups that have been recorded by the UNC Office of Technology Commercialization (OTC). Careful monitoring of these metrics ensures that the research enterprise is optimally supported and is growing based on strategic intent.
as of Sep. 30, 2022
The data for research translation and commercialization is provided annually by the UNC Office of Technology Commercialization. For ad-hoc data analysis please click on the Report Catalog and then choose the Translation and Commercialization report.
| Calendar Year | Invention Disclosures *(1) | Patent Applications *(2) | Intellectual Property (IP) Based Start-Ups | Total Activity |
|---|---|---|---|---|
| 2022 | ||||
| 2021 | 22 | 0 | 0 | 22 |
| 2020 | 24 | 4 | 1 | 29 |
| 2019 | 18 | 11 | 5 | 34 |
| 2018 | 13 | 24 | 2 | 39 |
* Note: All data represents new occurrences where at least one Eshelman School employee is recorded with the UNC Office of Technology Commercialization.
(1) Note: Invention Disclosures based on ROI submitted date and are new requests for invention (ROI) with a UNC Eshelman employee named and recorded by the UNC Office of Technology Commercialization.
(2) Note: Patent applications are counted based on unique patent numbers and “date filed”. They represent new provisional patents with a UNC Eshelman employee named and recorded by the UNC Office of Technology Commercialization for the US or outside the US.
Research (Scholarship)
Publishing peer reviewed scholarly works is core to the mission of the University of North Carolina and the Eshelman School of Pharmacy. Output is analyzed in terms of new peer reviewed published works and citations for those works as reported in SCOPUS. Careful monitoring of these metrics ensures that the research enterprise is optimally supported and is growing based on strategic intent.
as of Sep. 30, 2022
Peer reviewed publications are reported out of SCOPUS. Aggregate results for EHRA Faculty are used to understand Scholarship productivity and output at the individual, Division and School level. For ad-hoc data analysis please click on the Report Catalog and then choose the Publications and Citations report.
| Calendar Year | Article | Book Chapter | Conference Paper | Other* | Total Publications |
|---|---|---|---|---|---|
| 2022 | |||||
| 2021 | 298 | 9 | 7 | 97 | 411 |
| 2020 | 266 | 1 | 8 | 74 | 349 |
| 2019 | 365 | 14 | 6 | 74 | 459 |
| 2018 | 333 | 10 | 5 | 76 | 424 |
* Note: Other includes Article in Press, Data Paper, Editorial, Erratum, Letter, Note, Review, Short Survey and Not Applicable as categorized by SCOPUS. For a description of content type definitions please click here.
as of Sep. 30, 2022
Citations are reported out of SCOPUS. Aggregate results for EHRA Faculty are used to understand Scholarship productivity and impact at the individual, Division and School level. Citations are best analyzed after four or more years after the year of the official publication. Citations occur when scholars cite published works that were authored when an employee was affiliated with UNC and at the Eshelman School of Pharmacy. The numbers included below continue to grow based on the relevance / importance of the material published. For ad-hoc data analysis please click on the Report Catalog and then choose the Publications and Citations report.
| Calendar Year | Article | Book Chapter | Conference Paper | Other* | Total Publications |
|---|---|---|---|---|---|
| 2022 | |||||
| 2021 | 1,987 | 3 | 23 | 811 | 2,824 |
| 2020 | 4,061 | 0 | 30 | 1,517 | 5,608 |
| 2019 | 7,808 | 47 | 259 | 1,619 | 9,733 |
| 2018 | 11,557 | 24 | 32 | 2,809 | 14,422 |
* Note: Other includes Data Paper, Editorial, Erratum, Letter, Note, Review, Short Survey and Not Applicable as categorized by SCOPUS. For a description of content type definitions please click here.
Teaching
Instructional excellence is at that core of the mission of the Eshelman School of Pharmacy. The following section provides a longitudinal assessment of the instructional activity and impact of our Faculty.
as of Sep. 30, 2022
Immediately following each Academic Term (Spring and Fall), all assigned Educators are asked to report their actual teaching hours per course and activity performed. The resulting level of effort across all Educator types is aggregated and analyzed for trends to ensure strategic alignment and resource optimization at the School level. For ad-hoc data analysis please click on the Report Catalog and then choose the Course Enrollments and Efficiency report.
| Calendar Year | Teaching Hours | Student Enrollments | Student Credit Hours (SCH)* | SCH per Teaching Hour |
|---|---|---|---|---|
| 2022 | ||||
| 2021 | 33,276 | 7,611 | 21,992 | 0.66 |
| 2020 | Not Available | Not Available | Not Available | Not Available |
| 2019 | Not Available | Not Available | Not Available | Not Available |
| 2018 | Not Available | Not Available | Not Available | Not Available |
* Note: Student Credit Hours (SCH) is defined as the number of students enrolled in the course at the end of the term multiplied by the credit hours earned for course completion.
as of Sep. 30, 2022
Instructor evaluations provide insight into our ability to serve the learning and professional needs of our students and is an important component to assess overall student well-being and adherence to School values. For ad-hoc data analysis please click on the Report Catalog and then choose the Educator Evaluations report.
| Calendar Year | Professional Program | MS Program | PhD Program | Overall |
|---|---|---|---|---|
| 2022 | ||||
| 2021 | 4.81 | 5.00 | 4.84 | 4.82 |
| 2020 | 4.77 | 5.00 | 4.66 | 4.75 |
| 2019 | 4.68 | 4.86 | 4.56 | 4.66 |
| 2018 | 4.60 | 4.50 | 4.87 | 4.65 |
* Note: The evaluation scale is from 1 – 5 with 5 being the highest rating possible. The score is aggregated across all completed student evaluations and is a measure of overall teaching effectiveness.
as of Sep. 30, 2022
Instructor evaluations are coordinated by Course Directors at the completion of each academic term. For ad-hoc data analysis please click on the Report Catalog and then choose the Educator Evaluations report.
| Calendar Year | Professional Program | MS Program | PhD Program | Overall |
|---|---|---|---|---|
| 2022 | ||||
| 2021 | 51% | 72% | 72% | 52% |
| 2020 | 57% | 82% | 84% | 58% |
| 2019 | 59% | 86% | 82% | 59% |
| 2018 | 51% | 69% | 87% | 52% |
Service
Service is an essential part of the role of a Faculty member. Service helps connect the research and teaching mission of the School to the larger community and directly aligns to our WE CARE values and the core objectives of the University of North Carolina.
as of Sep. 30, 2022
Starting in 2024, service effort will be assessed after the completion of each academic term via an updated Faculty Activity Survey (FAS).
| Calendar Year | Service to UNC | Service to State | Service to Nation | Service to World | Total Hours |
|---|---|---|---|---|---|
| 2023 | Not Available | Not Available | Not Available | Not Available | Not Available |
| 2022 | Not Available | Not Available | Not Available | Not Available | Not Available |
| 2021 | Not Available | Not Available | Not Available | Not Available | Not Available |
Patient Care
Patient Care helps connect the research and teaching mission of the School to the larger community and directly aligns to our WE CARE values and the core objectives of the University of North Carolina.
as of Sep. 30, 2022
Starting in 2024, patient care effort will be assessed after the completion of each academic term via an updated Faculty Activity Survey (FAS).
| Calendar Year | Patient Care to UNC | Patient Care to State | Patient Care to Nation | Patient Care to World | Total Hours |
|---|---|---|---|---|---|
| 2023 | Not Available | Not Available | Not Available | Not Available | Not Available |
| 2022 | Not Available | Not Available | Not Available | Not Available | Not Available |
| 2021 | Not Available | Not Available | Not Available | Not Available | Not Available |
Administration
Faculty that assume additional formal roles in administration are a critical success factor to the effective operation of the Eshelman School of Pharmacy. Faculty with administrative roles ensure a diversity of view that brings alignment to bridge the mission of the School with the responsibility to operate in the most effective and efficient way possible.
as of Sep. 30, 2022
Dual Faculty and administrative appointment are analyzed each year to ensure alignment with School, individual professional development and succession planning needs.
| Calendar Year | Executive Leadership | Division Leadership | Program or Office Leadership | Lab or Center Leadership | Total |
|---|---|---|---|---|---|
| 2023 | TO BE ASSESSED IN 2023 | TO BE ASSESSED IN 2023 | TO BE ASSESSED IN 2023 | TO BE ASSESSED IN 2023 | TO BE ASSESSED IN 2023 |
| 2022 | Not Available | Not Available | Not Available | Not Available | Not Available |
| 2021 | Not Available | Not Available | Not Available | Not Available | Not Available |
Note: This metric is assessed at the end of each calendar year and is determined by employees coded as EHRA-Faculty in our HR systems that have an additional administrative appointment recorded within the ESOP