AACP Annual Report 2024

Strategic Plan: An Important Key to AACP’s Success Pharmacists Help People Live Healthier, Better Lives.

annual report

2024

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From Our Leadership

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From the Executive Vice President and CEO Dear Colleagues, This 2024 AACP Annual Report provides an overview of many of our shared accomplishments from the previous association year. President Craig Cox has touched on several of the highlights from the report in his message, but I’d encourage all of you to read through the entire report – it clearly demonstrates how engaged our members are in AACP, and what an incredibly vibrant professional community we have together! Huge thanks to our Board of Directors, the leaders of our Councils, Sections and Special Interest Groups, and to the hundreds of members who volunteered their time and expertise to accomplish this work. Of course, our AACP staff should also be proud of the contributions they have made in helping our members achieve so much.

The coming year will remain as challenging as the last. We have a great deal of work to do, to reverse years of decline in enrollment in our colleges and schools of pharmacy, to regain the financial strength of our members and our association, and continue to provide leadership in the preparation of pharmacists and pharmaceutical scientists. One thing is clear from the results of our work this past year – we are all committed to achieving our goals, and our results in the past year give me confidence that we will continue to succeed, together.

Please enjoy reading through this report, take pride in our shared accomplishments, and remain focused on the challenges and opportunities to come!

With best regards,

Lee Vermeulen, BSPharm, MS, FCCP, FFIP Executive Vice President and CEO American Association of Colleges of Pharmacy

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From the 2023–2024 AACP President Dear AACP Members, Welcome to the 2024 Annual Report, highlighting the dynamic landscape of academic pharmacy and the pivotal roles AACP’s members play within it. As we reflect on the past year, we celebrate our achievements, milestones and contributions to advancing pharmacy education, research and practice. In a year marked by many challenges and transformative opportunities, our commitment to excellence in teaching, groundbreaking research endeavors, and impactful community engagement remains steadfast.

Below are some of the notable highlights from 2023–2024. I encourage you to read more about our Association’s accomplishments in the full report.

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The first AACP Environmental Scan conducted by the 2024 Argus Commission forecasts future trends that may affect the pharmacy Academy, drawing on the results of a member survey that captured opinions on future events from more than 450 AACP members. The goal is to provide members with information that will help guide their own strategic planning and will also help guide AACP as we maintain our association’s strategic plan.

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The American Journal of Pharmaceutical Education, AACP’s peer-reviewed journal, transitioned publication to Elsevier, joining the ScienceDirect collection of world-class scientific and medical publications. This gives AJPE and the papers published in it added visibility and raises the profile of pharmaceutical education within the healthcare and science research arenas.

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AACP bolstered its portfolio of educational offerings, adding new resources and programming for members, including the Artificial Intelligence (AI) Institute, Mid-Career Faculty Program, and the second installment of the Microlearning Miniseries. Existing offerings, including the 2024 Equity Diversity and Inclusion (EDI) Institute, continued to exceed expectations, drawing hundreds of participants from around the country.

From the 2023–2024 AACP President Ɂ

The Advocacy Guide for Pharmacy Practice and Education, developed by the 2023–24 Strategic Engagement Committee, provides member institutions and their Advocacy Champions with a resource guide of examples of strategies, resources, and tools that can be used to facilitate advocacy planning advocacy champions and academy members.

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The AACP Transformation Center and the ACT Pharmacy Collaborative launched three signature programs in 2023-24: the Community Pharmacy Student Scholar Leaders Program, the Community Pharmacy Practice Transformation Educators’ Badge, and the Community Pharmacy Practice Centers of Excellence.

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The new AACP Learning Management System, AACP Learn, will become the hub for our member-driven webinars, certificate programs, and additional professional development opportunities. With content developed

by AACP members for AACP members, the system holds promise in not only enriching the professional development landscape for our members, but also can reach individuals who are not currently members of our Association, including faculty, preceptors, and global partners.

These highlights, and the full catalog of accomplishments listed in this Annual Report, underscore the positive impact we can have in shaping the future of pharmacy education and practice when we work together to achieve our goals.

Then we can truly be Champions Together.

Sincerely, Craig D. Cox, Pharm.D. 2023–2024 AACP President Professor of Pharmacy Practice, Vice Chair for Experiential Programs Texas Tech University Health Sciences Center Jerry H. Hodge School of Pharmacy

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2021–2024 AACP Strategic Plan

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Strategic Plan: An Important Key to AACP’s Success The 2021–2024 AACP Strategic Plan has been the powerhouse document guiding and influencing the organization’s goals and objectives. The strategic plan is the roadmap to organizational effective performance and success, and Year 3 of the current strategic plan (2023–24) has been a strong one. Using the “continuous strategy process,” AACP’s strategic planning is ongoing through time cycles (and not tied to an episodic, time-based strategic plan model) that allow the association to be nimble, creative, proactive and responsive in an everchanging healthcare environment in which the pharmacy profession plays an essential role. Reflecting on the execution of the strategic plan during the 2023–24 year, the Framework for Strategic Plan Success and Effectiveness helps answer two important questions: “Did we do what we said we would do?” and “Are we doing things that matter and make a difference?” Starting with the strategic priority areas, AACP developed one set of goals and objectives. Our governance, leadership and affinity groups (Sections and SIGs) and staff then develop “strategic action plans,” outlining what actions and activities to execute, in alignment with and in support of the associationwide strategic plan. These actions and activities help AACP determine if the association actually followed through on stated goals; then we consider the outputs or results of those actions. Next, we determine and measure the outcomes and impacts from the execution of the strategic plan across all the action plans. We categorize our outcome highlights and impacts into issues or theme areas as follows: (1) pharmacy workforce; (2) pharmacy workplace; (3) practice advancement and transformation; (4) member success and effectiveness (individual and institutional); and (5) association operational and organizational effectiveness. With this framework as the basis, we operate under the idea that one strategic plan with multiple strategic action plans leads to major outcomes and impacts.

Preparing Pharmacists and the Academy to Thrive in Challenging Times

2021–2024 Strategic Plan Priorities, Goals and Objectives Adopted: July 2021 Updated: October 2023

Introduced in the 2023–24 year, the AACP Inaugural Argus Commission Forecast is an overarching feature of AACP’s strategic efforts. The American Society of Association Executives (ASAE, the professional organization representing association staff leaders) recommends that organizations have some mechanism in place to be forward-looking. This allows the association 7

Strategic Plan: An Important Key to AACP’s Success to consider, in a deliberate and systematic way, trends that may arise and how those factors will influence the organization and its members. Several healthcare-related associations, including the American Hospital Association and the American Society of Health-System Pharmacists, have used a forecasting method to identify future trends that will affect their sectors of the healthcare system. Recognizing the need for a similar process to assist its members, AACP enlisted the Argus Commission to conduct an environmental scan this year to forecast future trends that may affect the pharmacy Academy.

The goal is to provide AACP members with information that will help guide their own strategic planning and will also help guide AACP as we maintain our association’s strategic plan.

The AACP Argus Commission Forecast 2024 will be published in July 2024, drawing on the results of a member survey that captured opinions on future events from more than 450 AACP members. Using a model based on James Surowiecki’s book, The Wisdom of Crowds, the survey captured opinions on 51 scenarios regarding four key areas critical to the Academy: the overarching environment of the Academy, education, pharmacy practice and research.

Argus members reviewed the survey results and provided context and commentary in those areas. AACP expects this forecasting effort to be an annual process, providing members and association leaders with ongoing guidance to help strategically and tactically prepare for potential future events.

What has the Academy accomplished over the past three years?

To highlight AACP’s successful strategic initiatives and efforts, the first section of this 2024 Annual Report, organized by the 2021–24 Strategic Priority areas, captures the major activities and achievements for the 2023–24 year, followed by the accomplishments during the 2021–24 strategic plan cycle. The second section includes descriptions of the Major Academy Highlights for the 2021–24 strategic cycle.

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Strategic Priority 1: Leading the Transformation of Pharmacy Practice As the healthcare environment changes, it is essential that the pharmacy profession and academic pharmacy are prepared for and involved in leading those changes to improve patient care. Leading change in pharmacy means creating a culture and producing the capacity to seek, critically assess and selectively incorporate progressive, contemporary ideas and practices— inside as well as outside the organization. AACP will strategically lead the transformation of pharmacy education and practice to ensure that pharmacists’ contributions to medication optimization and health outcomes are evident. This strategic priority focuses on fostering and sustaining a culture of transformation within pharmacy education and practice that embraces the challenges and creates positive changes in the healthcare environment. This ongoing transformation requires expanding patientcentered pharmacy practice and will be further advanced through strategic engagement with other healthcare organizations and stakeholders.

Strategic Priority 1: Leading the Transformation of Pharmacy Practice

Key Activities and Achievements in 2023–2024 Ɂ

Academia-Community Transformation (ACT) Pharmacy Collaborative Signature Programs: The AACP Transformation Center and the ACT Collaborative co-managed Cohort 1 of the three signature programs in 2023–24: 1.

Community Pharmacy Student Scholar Leaders Program. Hosted four monthly sessions from January 2024 to April 2024, followed by a workshop in May 2024 to provide students with learning and networking opportunities. Each session included pre- and postsession assignments, a series of presentations, breakout group discussions and short chat dialogues. Students presented a graduation poster during the May workshop highlighting what they learned during the program and their vision for the future of communitybased pharmacy practice. The assignments were tracked and reviewed to determine that students completed the requirements. The student scholars will be recognized at the 2024 AACP Annual Meeting.

2. Community Pharmacy Practice Transformation Educators’ Badge. The Badge indicates attainment of competencies, including: recognizing opportunities and challenges for advanced pharmacy practice; demonstrating evidence-based change practices; designing 9

Strategic Priority 1: Leading the Transformation of Pharmacy Practice and implementing evaluation plans; and persuasively communicating the value of advanced pharmacy services. The faculty participants attended monthly ACT webinars and completed assignments to track their knowledge, training, engagement, implementation and dissemination of community pharmacy practice transformation topics to meet the competencies required to achieve the badge. Participants also had the opportunity to present a graduation poster highlighting their activities under each competency. The faculty participants will be recognized at the 2024 AACP Annual Meeting.

3. Community Pharmacy Practice Centers of Excellence. A workgroup consisting of community pharmacy faculty members created a “Community Pharmacy Centers of Excellence” framework to support selection and recognition of colleges and schools making a significant impact on community pharmacy practice advancement in the following areas: teaching, service, scholarship, leadership and partnerships. Applications for this distinction were peer reviewed. Selected Centers of Excellence will serve as ambassadors for pharmacy academia through quarterly convenings with pharmacy and healthcare industry leaders, uniting to mobilize and amplify community pharmacy practice transformation efforts.

These trailblazers will inspire and inform community pharmacy advancement across the Academy. Ɂ “Academia-Community-Based Pharmacy Partnerships: Building the

Future Together” session at Integrate 2024 Meeting. Engaged thought leaders across the Academy in discussions about how academia can better support community pharmacy practice transformation. Topics included: (1) Academia’s role in transformation, (2) Promoting and sharing opportunities with students, (3) Research opportunities, (4) Scale prescribing and medical billing knowledge, and (5) Advocacy opportunities. The results of these discussions continue to inform future directions for the AACP Transformation Center.

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Strategic Priority 1: Leading the Transformation of Pharmacy Practice Ɂ

Community Pharmacy Foundation (CPF) Grant-Funded Project. In March 2024, the AACP Transformation Center (ATC) received grant funding through the Community Pharmacy Foundation (CPF) for a project titled “Establishing Measures of Quality for Community-based Pharmacy Practice Experiential Education,” in partnership with the University of Missouri-Kansas City and the University of South Carolina. The project’s objectives are to define criteria for “high quality” community-based pharmacy experiential education sites, map best practice experiential activities for community-based pharmacy to Curriculum Outcomes and Entrustable Professional Activities (COEPA) standards, and create resources to implement adoption of “high quality” community-based pharmacy experiential education criteria for colleges and schools of pharmacy and community-based pharmacy experiential education sites.

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Advocacy Guide. The 2022–23 Strategic Engagement Committee (SEC) report highlighted innovative activities and partnerships outlined by colleges and schools of pharmacy. Expanding on this information and the Guide for Pharmacy Advocacy developed by 2022–23 Council of Deans (COD) Promoting the Advancement of Pharmacy Task Force, the 2023–24 SEC developed the Advocacy Guide for Pharmacy Practice and Education.

The SEC also identified key topics and advocacy activities to develop a series of educational webinars conducted in 2024. Additionally, the committee planned a focused education session for the 2024 AACP Annual Meeting along with conducting targeted focus groups to help assess an operational plan and to facilitate further engagement.

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Advocacy Champion Connect Community. The 2022–23 Strategic Engagement Committee (SEC) identified Advocacy Champions from each school and college of pharmacy and collected information about curricular efforts related to advocacy. In 2024, the AACP Advocacy Connect Community was established to foster continued growth, outreach and engagement related to pharmacy advocacy efforts.

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Strategic Priority 1: Leading the Transformation of Pharmacy Practice

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AACP/NABP/NASPA Advocacy Efforts. AACP partnered with NABP and NASPA to create programming at the NABP District 6/7/8 meeting to enhance collaboration among colleges of pharmacy, boards of pharmacy and pharmacy associations (referred to the three entities as “the Trifecta”) in each state to develop and implement an advocacy agenda. The long-term goal is for AACP to foster and support advocacy efforts at the state and regional levels by using portions of the AACP/NABP District meeting for interactive programs. At the meeting in Wyoming, attendees participated in the interactive workshops “Practice Transformation Trifecta” and “The Pharmacy Trifecta Working Together to Build the Pharmacy Pipeline.”

Major Accomplishments for Strategic Priority 1 during the 2021–2024 cycle: Ɂ Launched the AACP Transformation Center in November 2021. Ɂ Established the inaugural cohorts of the Academia-Community Transformation (ACT) Pharmacy Collaborative Signature Programs in September 2023. Ɂ Developed the document Key Elements of Practice Redesign in Community Pharmacies. Ɂ Launched the Advocacy Champions and the Advocacy Champions Connect Community.

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Strategic Priority 2: Optimizing Pharmacy Education and Training Across the Lifespan of Pharmacists and Pharmaceutical Scientists AACP and its members are responsible for educating and preparing pharmacists and faculty who are ready to lead or engage in the transformation of education, practice and research. To meet the needs of today’s students and patients, sustain a thriving workforce, and advance education, practice and research, AACP and its members will work together to develop and implement innovative professional and graduate curricula and professional development opportunities. This strategic priority focuses on initiatives that assess and evaluate current educational outcomes and their fitness for today’s pharmacy landscape (workforce readiness). This includes regional conferences in which pharmacy organizations, faculty and employers will come together around professional identity formation, competency-based education and workforce optimization to support lifelong learning. Emphasis will be on advancing interprofessional, person-based care and expanding the profession in a variety of practice and research areas.

Strategic Priority 2: Optimizing Pharmacy Education and Training Across the Lifespan of Pharmacists and Pharmaceutical Scientists

Key Activities and Achievements in 2023–2024 Ɂ

The AACP Curricular Outcomes and Entrustable Professional Activities (COEPA) and associated guidance document were completed, published and presented at the 2023 AACP Annual Meeting. New Interprofessional Education Collaborative (IPEC) Core Competencies were also completed, published and presented at the 2023 annual meeting. The Academic Affairs Committee has been working on advancing competency-based education, with a readiness to change instrument developed and scheduled to be piloted in 2024. Educational expansion efforts continue, including several microlearning sessions developed and made available to members in 2024, and a new Artificial Intelligence Institute offered in April 2024. The first Risk Management and Legal Issues in the Pharmacy Academy conference, developed in partnership with the University of Texas-Austin, incorporated innovative approaches to deliver educational content by employing short presentations followed by large group discussion of legal issues; attendees participated in person or online.

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Strategic Priority 2: Optimizing Pharmacy Education and Training Across the Lifespan of Pharmacists and Pharmaceutical Scientists

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The 2024 Annual Meeting will feature new educational programming sessions including World Conversation Cafes and Interactive Workshops.

A Mid-Career Faculty Recharge Program became available to members in 2023–24. Several microlearning sessions were developed and offered online to members in winter/spring 2024, including a series on good pedagogy. AACP developed new programming to support innovation in professional and graduate education, including additions to the Academic Leadership Fellows Program and planning for a Pharmacy Scholarship, Research and Graduate Education (Pharmacy SuRGE) meeting. Four certificate programs are being developed for the AACP learning management system (LMS) in leadership, educator/preceptor development, scholarship of teaching and learning and implementation science. The implementation science and SOTL programs are being developed from virtual and in-person training programs previously offered by AACP members and staff.

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The 2023 AACP Annual Meeting offered focused workforce programming, including an employer panel. Joint NABP/AACP District Meeting 6/7/8 programming occurred in fall 2023 and subsequent discussion led to specific recommendations for 2024-25. The AACP Board of Directors affirmed continuation of the Academic Transformation Center (ATC) with emphasis on community transformation into 2024, and an ATC/ACT Collaborative session occurred at the 2024 AACP interim meeting. A June 2024 webinar sponsored by the Experiential Education SIG, entitled “It’s all about Trust: A Preceptor’s Guide to EPA’s in Experiential Education,” drew more than 1,000 preceptors to the event.

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The IPEC Core Competency revisions were completed, published and distributed in 2023–24, and the IPEC Virtual Institute occurred in May 2024.

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AACP offered a new Institute in April 2024: The Use of Artificial Intelligence in Pharmacy Education (AI) Institute, registering 449 individuals from 97 pharmacy schools and some international members. The AI Institute focused on advancing AI knowledge and its integration in pharmacy academia and practice. The program covered AI basics; its importance

Strategic Priority 2: Optimizing Pharmacy Education and Training Across the Lifespan of Pharmacists and Pharmaceutical Scientists in pharmacy education; panel discussions on AI use by student pharmacists, faculty and staff and in practice; competencies needed for pharmacy graduates to practice in an AI world; and ethical considerations for AI use in education. Participants rated the Institute a 4.4 out of 5, with a majority saying it will impact their teaching, research or practice.

Major Accomplishments for Strategic Priority 2 during the 2021–2024 cycle: Ɂ COEPA, along with the guidance document, was completed, published and presented at the annual meeting in 2023. Ɂ Four certificate programs are in development, including leadership, educator/preceptor development, scholarship of teaching and learning and implementation science. Ɂ “The Bridging Education to Practice Summit” convened in 2022 at six different sites across the country, focusing on Competency-Based Education, Continuing Professional Development, Professional Identity Formation and Optimizing the Continuum of Learning. Ɂ The AACP Transformation Center continues to focus on community practice transformation and work with its Expert Advisory Council. Presentations will occur at the 2024 Annual Meeting. Ɂ AACP hosted The Use of Artificial Intelligence in Pharmacy Education Institute.

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Strategic Priority 3: Leading Diversity, Equity, Inclusion and Anti-racism (DEIA) Efforts AACP and its members are committed to the principles of diversity, equity, inclusion, accessibility, justice and anti-racism. The association recognizes that to help diminish health disparities and promote health equity, it must work intentionally and courageously to eradicate structural and systemic racism that may be found in academic pharmacy. The initiatives outlined in this priority provide an initial, multipronged approach for AACP and its members to continue efforts to create academic environments that are welcoming to all.

Strategic Priority 3: Leading Diversity, Equity, Inclusion, and Anti-racism (DEIA) Efforts

Key Activities and Achievements in 2023-2024

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The 2024 Equity, Diversity and Inclusion (EDI) Institute focused on helping members incorporate and enhance EDI efforts within their policies and professional development. Session offerings included student and faculty discussions on the impact of EDI; reimagining EDI work after the Supreme Court affirmative action ruling; self-care for EDI practitioners; inclusive recruitment and retention strategies; and EDI professional development. This 4th EDI Institute had 287 registrants from 45 pharmacy schools.

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The Pharmacy Advances Clinical Trials (PACT) Network project (funded

by FDA and Genentech) received attention at two significant conferences in 2024 as poster presentations. “The Pharmacy Advances Clinical Trials (PACT) Network to Achieve Diversity in Clinical Trials: A Strategic Framework” poster was presented at the Xavier University 17th Annual Health Disparities Conference in April 2024. “The PACT Network: A Prescription for Addressing Diversity in Clinical Trials” poster was presented at the Health Equity in Clinical Trials Congress in May 2024. Year 1 (2023–24) of the Genentech project involved primary research via community-based focus groups to obtain more insight into barriers to clinical trials participation and how community pharmacists can address this problem. The educational program for pharmacists participating in the PACT Network was developed and beta-tested in 2024 (and will be further implemented in the 2024-25 project year).

Strategic Priority 3: Leading Diversity, Equity, Inclusion and Anti-racism (DEIA) Efforts Ɂ

The project “Eliminating Generational Racial Health Disparities” with Year 3 funding from the U.S. Department of Health and Human Services, Office of Minority Health, continued the analysis and recommended actions for targeted policies (e.g., admissions, recruitment, loan repayment programs, curricular content) impacting the need to increase the Black population in the health professions.

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AACP staff contributed a presentation on “Building Diversity in the Pharmacy Workforce” as part of the National Association of Boards of Pharmacy (NABP) continuing education video, “The Significance of Race and Ethnicity in Person-Centered Pharmacy Care.”

Major Accomplishments for Strategic Priority 3 during the 2021–2024 cycle: Ɂ Established AACP’s DEIA Connect community that currently has 234 members, 90 discussion posts and 34 library entries. Ɂ Obtained more than $1 million for three major health disparities and health equity projects. Ɂ Developed the Belonging Guide: Diverse Student Recruitment.

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Strategic Priority 4: Achieving Well-being for All AACP is committed to promoting a culture of well-being for all through meaningful partnerships, programming, activities and evidence-based resources. Well-being is vitally important to the future of the profession and is defined not merely by the absence of disease, but as a state of physical, mental, social, intellectual, environmental, vocational, financial and spiritual health. By adopting a comprehensive and holistic approach to support wellbeing, AACP will enhance the lives of learners, educators, staff, pharmacists, other healthcare professionals and patients.

Strategic Priority 4: Achieving Well-being for All

Key Activities and Achievements in 2023-2024

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AACP continues to be engaged with the National Academies of Medicine (NAM) Clinician Well-Being Initiatives as an Accelerator for Change Maker campaign. The association is also involved with other health professions organizations that continue to contribute to and learn best practices regarding clinician well-being. Two in-person meetings were held this year and as well as monthly virtual check-ins for sharing best practices. AACP attended the NAM Clinician Well-Being Conference and contributed to the NAM Well-Being PhotoVoice.

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AACP advocated for revisions to health profession accreditation standards to include well-being of health professionals, educators, learners and personnel as a critical factor to well-being, resiliency skills and confidence throughout their careers.

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Planning is underway for the fall 2024 Student Success Virtual Institute to focus one of its five themes on well-being: Promoting holistic well-being for students, faculty and staff. Sessions will provide a brief overview of holistic well-being as well as improvements of policies and workforce practices to support holistic well-being and strategies for actively and passively promoting and modeling well-being practices to improve a student’s ability to thrive.

Strategic Priority 4: Achieving Well-being for All Major Accomplishments for Strategic Priority 4 during the 2021–2024 cycle: Ɂ AACP staff serves on the FASHP Wellbeing Group, which shares association resources and ideas in support of well-being. The group explores common domains/fields to assess the well-being of faculty and students across professions. Ɂ The development of The Creating a Culture of Well-Being: A Resource Guide for Colleges and Schools of Pharmacy: https://www.aacp.org/resource/wellness-and-resilience-pharmacy-education Ɂ An all-staff event resulted in a better understanding of the roles, responsibilities and mindsets of staff. Staff subsequently met in small groups to further discuss the aggregate MBI/AWS results and potential strategies to enhance engagement and well-being. Moving forward, staff will be cognizant of the different approaches and challenges to completing work. Ɂ AACP will serve as a “Pilot Change Maker” for the NAM Clinician Well-Being Collaborative and continues to explore joint programming with FASHP and the NAM National Plan. Ɂ More than 20 webinars focused on well-being and Equity, Diversity, and Inclusion (EDI).

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Strategic Priority 5: Strengthening the Financial Health of AACP and Our Members The financial health of AACP and its members contributes to the development and management of products, programs and services as well as organizational sustainability. AACP will continue to identify and diversify revenue sources to contribute to the sustainable success and growth of the organization and its members.

Strategic Priority 5: Strengthening the Financial Health of AACP and Our Members

Most of the activities for Strategic Priority 5 for the 2023–24 academic year concentrated on continued information gathering, environmental scanning, creating operational infrastructures and establishing timelines for executing activities that will lead to the maturation of the strategic goals. In addition, many activities and plans for this strategic priority are interconnected to the plans for Strategic Priorities 1, 2, 3 and 4.

Key Activities and Achievements in 2023-2024

Choose Your Own Adventure:

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AACP hired a Senior Director of Development in February 2024. This staff member is a primary point of contact for the association’s strategic partnerships and sponsorships.

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The AACP Corporate Partnership Program is in development and will be launched in the third quarter 2024.

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AACP secured 42 partners for Pharmacy Education 2023 representing all available sponsorship and exhibitor categories. The meeting yielded gross revenue of more than $306,000 in sponsorships and exhibit sales.

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AACP secured eight partners for the 2024 Interim Meeting representing all available sponsorship categories. The meeting yielded gross revenue of more than $62,000 in sponsorships and exhibit sales.

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The AACP Learning Management System (LMS), AACP Learn, will launch in July 2024. The LMS will provide continuing professional development opportunities for AACP members and other stakeholders.

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Four certificate programs are being developed for AACP Learn. Two of them, the AACP Certificate in Leadership Excellence for Academic Pharmacy (CLEAR) Program and Choose Your Own Adventure: A Reflective Journey in Personal and Professional Development, are expected to launch in July 2024.

A Reflective Journey in Personal and Professional Development

Part 1 Certificate Program Modules:

Introduction to the Curriculum Part 2 Certificate Program Modules:

Approaches to Development

Part 3 Certificate Program Modules:

Opportunities for Development Part 4 Certificate Program Modules:

Application

Pharmacists Help People Live Healthier, Better Lives.

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Strategic Priority 5: Strengthening the Financial Health of AACP and Our Members Ɂ

AACP expanded a two-year complimentary individual membership to International (non-U.S.) faculty members to facilitate increased collaboration between U.S. and international faculty. This has yielded approximately 500 new international members since 2021.

Major Accomplishments for Strategic Priority 4 during the 2021–2024 cycle: Ɂ The association generated more than $850,000 in sponsorships and exhibit sales. Ɂ The new AACP staff position of Senior Director of Development will assist the association in generating and sustaining strategic partnerships as well as sponsorships and exhibit sales. The senior director is collaborating with the AACP CEO/EVP and staff to launch the AACP Corporate Partnership Program. Ɂ Non-dues revenue from grants: The association generated more than $1.25 million in non-dues revenues. The association will continue to pursue additional grants that will advance and operationalize the association’s strategic priorities. Ɂ Growth of international individual membership category: 512 international individual members have taken advantage of the two-year AACP complimentary global membership. Thus far, 81 (16%) opted to continue their AACP individual membership as paid members. AACP looks forward to providing programs, products and services that will address the needs of all members, including those outside of the U.S. Ɂ Learning Management System (LMS) and expansion of educational offerings: AACP will launch a Learning Management System (LMS) in July 2024. Previous and future recorded meeting and webinar information will be available on the LMS along with new certificate training programs focused on Educator/Preceptor Development, Leadership Development, the Scholarship of Teaching and Learning and Implementation Science.

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Additional Academy Highlights

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Additional Academy Highlights 2024 Professional Affairs Committee: Key Elements of Practice Redesign in Community Pharmacies Document The 2024 AACP Professional Affairs Committee was charged with creating an action plan in response to the urgent need for transformation of community pharmacy practice. The committee developed the document Key Elements of Practice Redesign in Community Pharmacies to: Ɂ

Impart education and knowledge to colleges and schools of pharmacy and their partners regarding areas of community pharmacy practice that continue to evolve in the current healthcare environment to serve the public.

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Inspire the pharmacy profession to envision the near future of community pharmacy practice, its critical contributions to appropriate medication use and safety and overall public health.

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Invoke topics for discussion, guidance and collaboration regarding the critical areas needed for optimal patient healthcare for all community pharmacies and their significant partners.

The document contains information on community pharmacy practice setting characteristics, patient care services, workflow, payment for patient care services and pharmacy staff career development. The 2025 Professional Affairs Committee will solicit feedback on this document from various pharmacy groups regarding how to disseminate and use the document to benefit the profession.

Patient Scenarios: Key Elements of Pharmacist Patient Care Practice in Community Pharmacy Practice

Patient A: 8-year-old child with no chronic health conditions

Patient B: 16-year-old adolescent with a chronic condition (mild asthma)

Patient C: 22-year-old adult with no chronic conditions

• Fill new prescription for

controller/rescue inhaler for asthma; demonstrate use.

Patient D: 42-year-old adult with hypertension and tobacco use

Patient E: 75-year-old adult with diabetes, hyperlipidemia, hospitalization for myocardial infarction with stent placement in February

• Check blood pressure; refill medication;

• Check blood pressure and review patient’s blood sugar logs. Refill medications

• Prescribe “quit smoking” medications; refer pa-

• Meet with patient’s caregiver following hospital discharge after heart attack;

administer pneumococcal vaccine.

• Fill antibiotic prescription

for strep throat.

tient to telephone quitline for additional support.

• Telephone follow-up 3 days later and

“quit smoking” medication doses adjusted.

• Prescribe birth control medication.

• Refill “quit smoking” medications; provide

additional encouragement.

(blood pressure, cholesterol, and diabetes); give pneumonia and shingles vaccines; contact doctor to change diabetes medications and schedule follow-up appointment. conduct medication reconciliation, provide counseling and fill new prescriptions.

• Conduct medication review by phone and address “forgetting to take” blood

pressure medication.

• Conduct medication review at appointment in pharmacy with caregiver; check

and record blood pressure control; review patient’s blood sugar logs, check use of injectable diabetes medication and contact doctor to increase dose; enroll in coordinated (90-day refill) of all chronic medications; provide home blood pressure monitor. Follow-up telephone call to check diabetes and blood pressure control.

• Refill birth control; prescribe

HIV-prevention medications.

• Check blood pressure, refill medications,

and discuss plan for stopping “quit smoking” medications.

• Refill asthma inhaler;

• Conduct medication review at appointment in pharmacy; check and record blood

pressure control; review patient’s blood sugar logs; check use of injectable diabetes medication and contact doctor to increase dose; give second shingles vaccine.

• Follow-up telephone call to check diabetes and blood pressure control.

give meningitis vaccine.

• Conduct travel medicine

• Conduct medication review at appointment in pharmacy; check and record

consultation and prescribe needed medications.

• Refill birth control and

HIV-prevention medications.

blood pressure control; review patient’s blood sugar log; fill 90-day supply of all chronic medications.

• Check blood pressure and refill medication.

• Test for strep throat infection and

prescribe antibiotic treatment.

• Give flu and COVID-19 vaccines.

• Give flu and COVID-19 vaccines.

• Give flu and COVID-19 vaccines.

• Refill birth control and HIV-

prevention medication; administer flu and COVID-19 vaccines.

• Conduct medication review at appointment in pharmacy; check and record

blood pressure control; review patient’s blood sugar log; fill 90-day supply of all chronic medications; give flu and COVID-19 vaccines; recommend RSV vaccine (patient declines; doesn’t want three vaccines at once).

• Check blood pressure and refill medication.

• Refill asthma inhaler.

Provision of all enhanced services should be documented and transmitted via the Electronic Health Record consistent with best practices and state regulations.

The patient scenarios were developed for illustrative purposes only to demonstrate the potential for community pharmacy services across the lifespan. There is individual patient variability and uniqueness that should be addressed as they interact with community pharmacies.

• Conduct medication review at appointment in pharmacy; check and record

blood pressure control; review patient’s blood sugar log; fill 90-day supply of all chronic medications; give RSV vaccine.

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Additional Academy Highlights AACP Transformation Center The AACP Transformation Center (ATC) created the ATC Charter, which states the purpose, goals, value proposition, scope of responsibility and structure. The AACP Board of Directors endorsed this document in November 2023. The ATC’s purpose is to accelerate innovation and transformation at the intersection of pharmacy education and pharmacy practice by leveraging the untapped potential of colleges and schools of pharmacy and collaborators to be a catalyst for change.

Community-based Pharmacy Practice was established as the first programmatic focus area. Other programmatic focus areas will be identified in the future. The ATC Expert Advisory Council continued to provide valuable advice as subject matter experts to guide the direction of ATC programs.

In March 2024, the ATC received its first grant funding through the Community Pharmacy Foundation (CPF) for a project titled “Establishing Measures of Quality for Community-based Pharmacy Practice Experiential Education,” in partnership with the University of Missouri-Kansas City and the University of South Carolina.

From August 2023 to May 2024, the ATC and the Academia-Community Transformation (ACT) Pharmacy Collaborative co-managed Cohort 1 of three signature programs: (1) Community Pharmacy Student Scholar Leaders Program; (2) Community Pharmacy Practice Transformation Badge; and (3) Community Pharmacy Centers of Excellence Program.

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Additional Academy Highlights AJPE/Elsevier Transition In May 2023, AACP began a new partnership with Elsevier, a global leader in information and analytics, to publish the American Journal of Pharmaceutical Education (AJPE). The Journal is hosted on Elsevier’s industryleading online platform of peer-reviewed literature, ScienceDirect, joining a collection of world-class scientific and medical publications. This gives AJPE and the papers published in it added visibility and raises the profile of pharmaceutical education within the healthcare and science research arenas.

This partnership also provides new and exciting tools for authors, reviewers and the Editorial Team and Board. Enhanced publication features, including the ability to publish graphics, tables and figures in color, have greatly improved the clarity of published papers and enhanced the reader experience. In June 2023, AJPE achieved its highest-ever Impact Factor for the second consecutive year.

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Additional Academy Highlights Microlearning Miniseries AACP’s Microlearning Miniseries provides learners with educational content in brief (ranging from 1 to 10 minutes), accessible and engaging modalities.

The content, initially sent via email, is currently archived on the AACP website along with additional references for each topic. The first Microlearning Miniseries emails were sent between May and June 2023 as a trial. Content areas, identified from a 2023 needs assessment, included Good Pedagogy, Inclusive Leadership and Educational Research. Following the success of the first series, a second series was developed and sent to members between January and May 2024.

The second series included staffdeveloped content and also several “Microlearning from a Member” offerings, which gave members the opportunity to participate in the development process. The second series continued in the same subject areas but also expanded to areas such as critical thinking and professional identity formation. The response to the Microlearning Miniseries has been incredibly positive. Analysis suggests that most who access the microlearning content do so from the emails they receive. The number of emails opened, the number of clicks or views from each email and the number of times the microlearning is shared suggest strong engagement with the content.

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Additional Academy Highlights Mid-Career Recharge Program AACP offered a new Mid-Career Recharge program for faculty and staff at member institutions this year due to a call to action regarding the development needs of mid-career professionals, which represent more than a third of the Academy. Forty-five individuals were selected to participate in the yearlong hybrid program. The program’s goal is for faculty and staff to reflect, refocus and recharge with a plan and support to thrive in their next career stage. Program highlights include an in-person retreat, virtual programming, synergy support groups, and group and 1:1 coaching. More than 95 percent of participants agreed that completing the program enhanced their professional development. Their well-being, as measured by the PERMAH instrument, significantly improved. At the baseline, 4.9 percent of participants reported consistently thriving and 17.1 percent reported consistently struggling. At the program’s conclusion, 20 percent reported consistently thriving and zero participants reported really struggling.

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Additional Academy Highlights Aspiring Academics Program AACP rolled out a new Aspiring Academics program, aiming to strengthen pharmacy students’ understanding and commitment to pursuing a career in academic pharmacy. From the more than 100 applications, 20 student pharmacists were selected to participate in the yearlong program. The program is expected to increase to 28 students for the upcoming year.

Students received guidance from a faculty mentor from their school and were part of a small group of students from across the country guided by an AACP mentor. Students completed online modules about academic pharmacy, participated in interactive discussions and online networking events, observed an AACP committee meeting or other association activities and completed a group project. The program culminates with in-person attendance at the AACP Annual Meeting where they will present a poster of their project, attend sessions including the Teachers Seminar and celebrate with a recognition and networking event.

Meet the 2023 Aspiring Academics:

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Additional Academy Highlights Student Belonging Guide The You Belong Here: A Diverse Student Recruitment Guide is an initiative of the AACP Diverse Student Recruitment and Retention Advisory Committee (DSRR AC). The guide provides recruitment strategies through the lens of creating belonging. While a sense of belonging has largely been studied in the context of retention, research shows that belonging also plays a crucial role in recruitment, as it is an important factor in the college decision-making process for students. The sections provide insight into different perspectives on belonging, including the importance of uncovering the hidden curriculum; building relationships; building inclusive environments; using inclusive language; normalizing difficulties; highlighting support resources; sending an authentic message; and continuous commitment to foster belonging.

Each contributing author shares a unique set of experiences. The DSRR AC presented three webinars and will host a session on the guide at the 2024 AACP Annual Meeting. This guide is designed to be consistently updated based on feedback from AACP members.

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Additional Academy Highlights 2023–24 COD/COF Addressing Burnout Taskforce The Council of Deans and Council of Faculties Faculty Affairs Committee collaborated to create programming and a white paper addressing systemic influential factors contributing to faculty well-being and professional satisfaction. The Task Force presented “Well-Being Centered Leadership to Build an Organizational Culture of Support” at the 2024 AACP Interim Meeting, which introduced the concepts of psychosocial hazards that can impact faculty work-life. Session participants engaged in formulating strategies that protect mental health, respond to burnout and promote wellbeing at their institutions. The Task Force will host a session at the 2024 AACP Annual Meeting entitled “Institutional Strategies to Build a Culture of Well-Being – A 3H Approach (Head, Hands and Heart).” The presentation will include the results of their yearlong qualitative and quantitative work on addressing psychosocial factors to equip leaders to build cultures of care. The Task Force also plans to produce two narrative papers aimed at academic pharmacy leaders that will provide recommendations for organizational changes to improve well-being for faculty and staff.

2/7/2024

Well-Being Centered Leadership to Build an Organizational Culture of Support

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COF Faculty Affairs Task Force: Co-Chairs - Seena Haines (Univ of MS) & Kelly Gable (SIU) Ashley Crowl, University of Kansas ·Elias Chahine, Palm Beach Atlantic ·Caitlin Gibson, VCU ·Daniel Canney, Temple University Council of Deans Task Force ·Cathy Oliphant., Idaho State University Chair - Kelly Lee (UCSD) ·Maria Mantione, St. Johns University ·Kathy Komperda, Midwestern University ·Susan Bruce, Wingate University ·Hyma Gogineni, Western University ·Michelle Hilaire, University of Wyoming ·Sara Richter, UHSP St. Louis ·Kam Nola, Lipscomb University ·Susan Morley, Oregon State University ·Heather Petrelli, University of South Florida ·Audrey Kostrzewa, Concordia University ·Doreen Szollosi, University of Saint Joseph ·Jonathan Thigpen, Samford University

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Program Speakers

Seena Haines, University of Mississippi Director for Professional Well-Being and Belonging Kelly Gable, Southern Illinois University Director of Well-Being and Resilience

Kelly Lee, UC San Diego, Skaggs School of Pharmacy Associate Dean for Assessment and Accreditation

Roundtable Facilitators - Susan Bruce, Dean Wingate University - Kam Nola, Assoc. Dean Academic Affairs, Lipscomb University - Heather Wende Petrelli, Founding Chief Student Affairs & Assessment, Univ. of South Florida - Susan Morley, Senior Instructor, Oregon State University

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Learning Objectives

Informal Attendee Polling

Upon conclusion of this session, participants should be able to: Compare and contrast Maslach and Leiter work life areas with the psychosocial workforce hazards.

Discuss how psychosocial risks are heightened when the demands of work exceed resources due to design, organization and management of work or a poor social context.

Institution integrates a culture of well-being in school mission & vision/organizational values?

Formulate strategies to protect mental health, respond to burnout and promote wellbeing with stakeholders across the organization.

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Institution integrates a culture of well-being in strategic plan?

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Additional Academy Highlights Learning Management System (LMS) Preparation and Launch AACP has made significant progress toward launching the new Learning Management System (LMS, learn.aaap.org). Existing content will be transferred to the LMS and new content development is underway, with a launch at the 2024 Annual Meeting.

AACP

A Presidential Task Force was convened to assist in crafting LMS policies and serve in a leadership capacity for the development of four certificate programs that focus on Leadership Development, Scholarship of Teaching and Learning, Implementation Science and Educator/Preceptor Development. Task force members worked with groups of subject matter experts in each area to establish certificate programs to meet ACPE certificate program guidelines.

The result will be four certificate programs (8–12 hours each) that will be available for purchase through the LMS. Existing content has been migrated onto the LMS including archived Annual Meeting posters, 2022 Digital Health Institute, 2023 EDI Institute, 2024 EDI Institute, 2024 AI Institute, Microlearning Miniseries and archived webinars. Staff have integrated the LMS with the current AMS system to allow for a single sign on. The LMS will be integrated with Credly for digital badges and with CPE Monitor to streamline the processing of continuing education credits.

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Additional Academy Highlights ALFP 20-Year Anniversary The Academic Leadership Fellows Program (ALFP) is celebrating its 20th anniversary. During those 20 years, the program has cultivated 589 leaders in the Academy. Each year a cohort of 30–35 fellows are selected to participate in the yearlong program, along with five dean facilitators. An ALFP alumni survey assessed the program’s impact and legacy. Over 83 percent of respondents said the impact on their careers was significant, and 94 percent indicated that the program increased their confidence in their leadership abilities. Many had been promoted at either their sponsoring institution and/or another college or school of pharmacy. Almost 100 percent recommended participation to colleagues.

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Additional Academy Highlights Launch of new Development Program AACP is fortunate to have sufficient financial reserves to sustain the association through difficult economic conditions, but the current period is marked by financial instability. The Board of Directors and senior AACP staff have been working to cut costs without reducing member benefits and have been seeking new revenue sources. To achieve new revenue streams, AACP recently created a new Senior Director of Development position whose primary responsibility is to foster relationships with current and new sponsors and corporate partners and identify new non-dues revenue opportunities.

Working with the CEO and senior staff, the senior director is implementing strategies to broaden AACP’s network of companies and individuals in the pharmaceutical, education, digital technology and similar industries. A new Corporate Partnership Program will give partners the opportunity to participate in an expansive range of activities (for example, AACP events and exclusive access to AACP leadership) with a fixed yearly financial support commitment. Various other new business development programs are being planned and will be documented in future reports.

THE AACP CORPORATE PARTNERSHIP PROGRAM Partnering with AACP means: Aligning in our common interest of supporting pharmacy education, pharmaceutical sciences and research, and pharmacy workforce development.

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Fostering deeper relationships with colleges and schools of pharmacy.

CONTACT US

Unique opportunities to participate in discussions with deans and other leaders of AACP member institutions regarding initiatives, trends and other issues impacting pharmacy education and the pharmacy profession.

For more information or to become a Partner, please contact:

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Further reinforcing your recognition as a company that is committed to advancing and advocating pharmacy and pharmacy education for healthier communities.

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Increasing your visibility and expertise in pharmacy and pharmacy education.

We welcome an initial discussion about the Corporate Partnership Program.

Elissa Brooks, Senior Director of Development, at ebrooks@aacp.org Lee Vermeulen, Executive Vice President and CEO, at lvermeulen@aacp.org

AACP Corporate Partnership Program

OUR MISSION Our mission is to advance pharmacy education, research, scholarship, practice and service, in partnership with members and stakeholders, to improve health for all.

WHO WE ARE Founded in 1900, the American Association of Colleges of Pharmacy (AACP) is the only national organization representing pharmacy education institutions in the United States.

AACP is comprised of 142 colleges and schools with pharmacy degree programs, including more than 6,400 faculty, 62,500 students enrolled in professional programs, and 5,100 individuals pursuing graduate study. With more than 300,000 clinicians practicing in communitybased practices, hospitals/health systems and many other healthcare settings, pharmacy is the third largest health profession after nursing and medicine.

OUR KEY STRATEGIC PRIORITIES LEAD the transformation of pharmacy practice.

OPTIMIZE pharmacy education and training.

Pharmacists Help People Live Healthier, Better Lives.

CULTIVATE and support a more diverse faculty and population of learners.

1400 Crystal Drive, Suite 300 P Arlington, VA 22202 703-739-2330 P www.aacp.org

ENSURE financial sustainability and growth.

Pharmacists Help People Live Healthier, Better Lives.

www.aacp.org

AACP provides member services, including meetings and events, webinars, continuing education, publications, reports and searchable directories for faculty, speakers and grants.

AACP also works to promote the profession of pharmacy and the value of pharmacy education to audiences beyond the academic community.

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Additional Academy Highlights AACP Leadership Forum: Change in Format and Focus The AACP Leadership Forum provides an opportunity for the association’s elected leaders to connect and set the course for the coming year of AACP activities. This year, several changes allowed for expanded member engagement in the event, with a heightened emphasis on leadership development.

In February 2024, the Leadership Forum took place immediately before the AACP Interim Meeting in Phoenix. Board members were invited to participate, along with all Chair Elects from all Sections and Special Interest Groups.

Members of both the Section and SIG Administrative Boards were also invited to attend.

The agenda for the Leadership Forum was intentionally designed to allow AACP volunteer leaders to provide input on the future direction and priorities of the association, including the upcoming 2024-26 AACP Strategic Plan. The Forum began with an introductory session on best practices in contemporary strategic planning, led by Josh Mintz, a consultant to many health-related associations and organizations. Participants “practiced” several planning techniques introduced by Josh, as they contributed ideas to the new AACP Strategic Plan. The Forum concluded with a discussion focused on techniques for leading in the current highly politically and ideologically polarized environment.

The hope is that future Leadership Forum sessions will continue to elicit critical guidance from our elected leaders, but also provide members with greater leadership skills that will benefit the association and all colleges and schools of pharmacy.

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Additional Academy Highlights Student Recruitment and Support Efforts Significant work continues to occur to enhance student support as well as recruit the next generation of pharmacists and pharmaceutical scientists:

The Pharmacy is Right for Me (Pharm4Me) recruitment campaign continues with its four pillars of outreach, messaging, resources and partnerships. Ɂ

AACP launched the monthly Pharm4Me newsletter in January 2023 and the subscriber number continues to increase, with more than 1,400 subscribers and counting.

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AACP partnered with Walgreens and the Board of Pharmacy Specialties to highlight a wide variety of pharmacists on the Pharm4Me Blog, illustrating the myriad opportunities available within pharmacy to prospective students.

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The association celebrated National Pharmacy Week in October with a social media campaign, including a video for which over 30 pharmacy schools submitted clips wishing the Pharm4Me audience a happy national pharmacy week.

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The Pharm4Me website will undergo a refresh featuring updated resources with a launch in late summer 2024.

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Additional Academy Highlights AACP participated in virtual and in-person events: Ɂ

The Annual Biomedical Research Conference for Minoritized Scientists (ABRCMS).

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The Summer Health Professions Education Program Virtual Fair.

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A webinar on pediatric care co-hosted with Health Professions Week that drew more than 90 student attendees.

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The annual Virtual Pharmacy School Fair had 107 participating schools, with more than 580 students registered.

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The HOSA-Future Health Professionals Leadership conference. At this event, 25 schools participated in the Pharmacy Island where 12,000 high school students and their advisors from across the U.S. attended and could learn about careers in pharmacy.

Through AACP’s partnerships with CVS Health and Walmart, scholarship funds continue to grow to assist students with the cost of pharmacy school.

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In 2023, AACP received more than 850 applications and provided $75,000 in scholarships to 15 student pharmacists.

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Through a more robust partnership with CVS Health, AACP plans to award more than $450,000 in scholarships to student pharmacists in 2024.

Additional Academy Highlights AACP Webinars AACP manages a robust webinar program that address a range of topics. As of late May 2024, AACP has hosted 60 webinars this fiscal year (FY24), with a registration to attendance ratio of 9,035 to 5,062. At this time last year, AACP held 48 webinars, with a registration to attendance ratio of 7,114 to 3,848. With webinars on the calendar through June 2024, AACP will host 70+ sessions in FY24, surpassing the numbers in FY22 and FY23. This year’s topics included Artificial Intelligence, Well-being, Leadership Development, Pharmacy Practice and much more.

In fall 2024, the AACP Webinar Program will transition to the AACP Learning Management System (LMS), AACP Learn. In addition to a more interactive experience for live sessions, members will have access to the vast, 200+ session, categorized webinar library, which extends back to 2021. Webinars hosted before 2021 are still accessible on AACP Connect.

As the webinar program expands, AACP looks forward to the continued opportunities and benefits it generates for the Academy.

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Strategic Plan: An Important Key to AACP’s Success Pharmacists Help People Live Healthier, Better Lives.

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