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Demand for a Master's Degree in Public Health in the New York Area

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Demand for a Master's Degree in Public Health in the New York Area Education Consulting Services Report February 2008 Prepared for Long Island University (LIU) Demand for a Masters Degree in Public Health in the New York Area Data Type Key Sources Key Questions Interviews with employers, Is there local employer demand for this degree? thought leaders, and graduates Which industry verticals may pose the best Market Demand Government Web sites opportunity? Association Web sites National career Web sites Employer Web sites What opportunities or challenges are posed by the competitive landscape? Interviews with employers, thought leaders, and graduates Competitive Association Web sites Landscape Higher education institution Web sites Council on Education for Public Health Table of Contents Key Objectives 1 Key Objectives Long Island University seeks to conduct toe in the water research Methodology 1 to evaluate, at a high level, demand for an MPH degree in the local Executive Summary 2 region. Specifically, LIU seeks an understanding of demand and regional competition. Recommendations 4 Initial Market Sizing Methodology Model 5 Eduventures gathered insight related to demand via secondary research and interviews with employers, thought leaders, and Bibliography 18 program graduates. Eduventures gathered competitive data via a secondary scan of existing programs at a regional level as well as Appendices 20 interviews with employers, thought leaders, and MPH graduates. Key steps in this research included: Step 1 Step 2 Step 3 Step 4 Step 5 Define scope Conduct initial Conduct Conduct Summarize key and objectives secondary and primary secondary findings, of project primary research in research in recommend specific research; priority target priority target actions, and identify narrow scope to market market additional research a target market steps if possible Throughout the course of this engagement, LIU and Eduventures partnered to refine the implementation plan as informed by the results of each step of the research. Key refinements and decisions made include: o Focus on the MPH degree vs. any other program (such as MS in public health or non- degree programs), with the exception of including Sarah Lawrence Colleges MS in public health in the analysis. o Focus on markets that offer relatively high compensation to MPH graduates: the government, hospital, pharmaceutical and insurance verticals. Based on findings from interviews, secondary research targeted the hospital market only. o Develop competitor profiles for ten local competitors: Columbia, CUNY Brooklyn College, CUNY Hunter College, Mount Sinai School of Medicine, New York Medical College, New York University, Sarah Lawrence College, Stony Brook University, SUNY Downstate Medical Center, and Yale University. Executive Summary Demand in the New York region is urgent in the health care and government sectors. Employer demand for MPH graduates is generally growing across the board, and the government and health care verticals indicate urgency in demand. Pending baby boomer retirements and the expansion of the public health field into such areas as disaster recovery are driving employer demand for MPH graduates. The insurance and pharmaceutical verticals express growing demand for MPH graduates but no sense of urgency or competition for graduates. Student enrollment in MPH programs is growing. The number of MPH degrees conferred nationally and by institutions in New York State increased by about 8% between 2004- 2005 and 2005-2006 according to National Center of Education Statistics. Interview sources perceive a growing interest in dual degrees, especially MPH degrees combined with an allied health degree. The fairly crowded competitive landscape requires that LIU develop an effective program differentiation strategy. Nineteen institutions in New York City, Long Island, Lower Hudson Region and Connecticut offer public health programs. (Of these, Eduventures profiled 10 institutions in detail using secondary research.) 2 of 42 Columbia University and Yale University conferred the most degrees in 2005-2006 at 260 and 124, respectively. Interview sources view Columbia as best in class and praise state and city school programs for providing affordable access to quality programs. Accreditation is becoming a competitive requisite. Of the 19 regional competitors four are accredited at the public health school level; eight are accredited at the program level; six appear to be unaccredited; one is in the process of obtaining accreditation. An upswing in accreditation of public health programs has occurred nationally; more than 30% of accredited programs obtained their accreditation within the past five years. The most common program concentrations among local competitors are environmental/occupational health sciences and global/international health, both offered by five of 10 institutions profiled. Just under half offer concentrations in epidemiology and health policy and management. MPH program concentrations focused on the needs of allied health professionals are not among the most common competitive offerings, indicating a possible niche market for LIU. The majority of competitors offer dual degrees, with MPH/MD being the most common (offered by six of 10 institutions profiled). The MPH/MSN is offered by only three of 10. Columbia University, New York University and Yale University appear to have extensive corporate/community partnerships (placement or internship), with 10, 29, and 14 private or public partnerships identified on their Web sites respectively. The cost of programs in the local market ranges from approximately $7,100 at SUNY Downstate to $51,975 at Columbia. LIU compares to other private schools such as Mount Sinai ($32,500), New York Medical ($32,000), and Sarah Lawrence ($36,320). LIU is less expensive than New York University ($51,000). LIU can differentiate by preparing graduates to meet priority employer needs. Employers in all verticals indicate that the top skill sets they seek from MPH graduates include: Data driven decision-making; ability to analyze and apply data Understanding the use of technology in public health Effectively working with diverse populations, whether in management, consensus building among community partners, or in serving the population Employers in all verticals indicate that MPH programs today fail to prepare graduates for real life and local needs Employers seek a program that focuses on practical skill and experience development vs. theory. Employers seek a program that focuses on local issues. Certainly, staying informed the national trends impact or alignment with the local market is important, but focusing solely on national trends is less valuable. Tuition discounts achieved through corporate donors, scholarships, and tuition reimbursement programs will help increase enrollment. Tuition reimbursement programs are commonly offered by all employers interviewed. The health care market appears most interested in partnering to support LIUs program at a corporate level, based on interview findings. The government market, while expressing an acute need for public health professionals, currently relies on placement partnerships with SUNY programs. Eduventures research 3 of 42 has found that it is common for local level government to develop placement partnerships with state school systems for public service positions. Recommendations Growing demand on the student and employer side for MPH programs in the New York City metropolitan area and on a state level creates a viable opportunity for LIU. Although, developing a successful program requires awareness of market challenges. Prospective students can choose from 19 programs in the New York area at a variety of price points and prestige levels. LIUs price point is in the relatively high range when considering the entire competitor set. LIU should consider opportunities to differentiate the value proposition. The value proposition could be effectively articulated if the program is focused on a single audience, and the best opportunity in this case is the health care market. Hospitals and community clinics in particular have an urgent need for MPH graduates and appear the most willing to partner with LIU at a corporate level, out of all industry verticals evaluated in this project. Focusing on the health care market leverages LIUs strengths in allied health and pharmacy and few local competitors appear to be targeting the health care market specifically, with the exception of New York University. New York University offers a community health concentration within its MPH program and several health management concentrations within its MS program. The university lists internship or placement partnerships with 18 hospitals. Its success in the market is unclear as no MPH completions are reported in the National Center for Education Statistics database, which may indicate that few completions have occurred or that NYU failed to report data. NYUs $51,000 price point offers LIU a competitive advantage. Eduventures recommends that LIU evaluate NYUs success and profile the program and strategy in greater detail to inform LIU strategy. LIU can further differentiate the offering by addressing weaknesses employers identify in current programs. Specifically, LIU can partner with community leaders and the target market (proposed to be health care) to develop curriculum that is local market oriented. LIU can also develop strong internship and mentorship programs to effectively provide students with the real world experience employers see graduates to be lacking. LIU should
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