Strategic 2005-2008 Plan FINAL REPORT
U N I V E R S I T Y
M A R Y L A N D
S C H O O L
P H A R M A C Y
Strategic Initiative 1 Educate the highest caliber pharmacists and pharmaceutical scientists to meet societal needs and market demands
Goal 1.1: Revitalize curriculum, pathways, and methodologies to ensure relevance and quality Current achievements: PharmD curriculum revitalization is targeted for phased-in implementation beginning in the fall of 2009. The restructured curriculum will present foundational science principles earlier in the curriculum, emphasize case-based application of both basic science and clinical science principles, and increase skills-based assessments. The experiential learning portion of the curriculum has been redesigned to meet accreditation standards. PharmD pathways are being restructured to formalize focused learning; successful completion will result in the awarding of a credential that aids the student in pursuing or fulfilling a specific career role or further training immediately upon graduation. Objective Structured Clinical Examination (OSCE) activities and assessments were implemented throughout the curriculum to evaluate students’ abilities to meet terminal outcomes.
Future: The graduate program curricula will be examined along with the role of specialization tracks. Graduate students, and how to enhance the teaching assistant experience, will be evaluated.
Goal 1.2: Revamp student recruitment, selection, and progression processes and develop new methods for early and continuous evaluation Current achievements: A recruitment coordinator was hired, and alumni are more involved in recruitment activities. Recruitment materials were revamped and sent to all School contacts in the state and surrounding areas. The admissions selection tool has been in place for three years now, and its effectiveness in predicting student success is being assessed. Orientation has been restructured to better educate students on available resources for personal issues, financial needs, and academic help. The plan of study was redesigned to aid in the advising process. OSCEs that assess students’ clinical skills were developed and implemented for early and continuous evaluation of students in the second through fourth years of the curriculum.
Future: Advising materials for curricular pathways, training for faculty advisors, and a plan for assessment of the redesigned advising process will be developed. The role of OSCEs in the new curriculum will be assessed.
Goal 1.3: Optimize student enrollment with a sustainable infrastructure of technology, facilities, preceptors, and faculty and staff resources Current achievements: A distance learning program for PharmD students was implemented at the Universities at Shady Grove with a first class of 40 students and curriculum delivered primarily asynchronously and synchronously. The School’s computer infrastructure was enhanced with expanded storage needs for faculty and staff. Upgrades were made to the School’s connection to the campus network and the School’s Web-based portal. The MediaSite system was installed to provide support for asynchronous lecture recording and distribution using video streaming technology. Facilities were upgraded for expanded use of videoconferencing. A 37 percent increase in faculty positions was accomplished and several staff positions were added. Preceptors from the University of Maryland Medical System and Johns Hopkins Hospital were hired as adjunct faculty to coordinate experiential learning courses and serve as liaisons for the School. 1
Future: An online experiential learning rotation management system is under development. An external project is being betatested to electronically track students’ competencies in Advanced Pharmacy Practice Experiences (APPEs). Preceptors are being surveyed for their data and information needs through the portal. A coordinated approach among the Dean’s Office and the Experiential Learning Program has been put in place to focus on the strategic recruitment of corporate preceptors. Renovations are planned at Pharmacy Hall and Shady Grove for OSCE laboratories. Pharmacy Hall Addition will provide 30,000 square feet of academic spaces (lecture halls, small classrooms) as well as 52 faculty and staff offices.
Goal 1.4: Become a national leader in advancing academic careers in pharmacy Current achievements: An Elective Teaching Experience was established for PharmD students assisting in the Pharmacy Practice Laboratory. The residency program includes a strong teaching component with the opportunity to take a course in educational theory and practice, and an instructional design fellowship has been established.
Future: The PharmD/PhD dual degree program will be formalized in coordination with PharmD curriculum pathways and in conjunction with a strengthening of the clinical pharmaceutical sciences and other translational research programs. A teaching certificate will be provided to residents and fellows who complete a formalized teaching program.
Goal 1.5: Support practicing pharmacists in learning and maintaining relevant skills Current achievements: The School, in partnership with the Maryland Pharmacists Association and the Maryland chapter of the American Society of Consultant Pharmacists, is offering Medication Therapy Management (MTM) services certificate training programs to help community preceptors and others provide and seek compensation for MTM. The School has licensed three different certificate programs from the American Pharmacists Association on diabetes, immunizations, and hyperlipidemia. Hundreds of pharmacists and students have been trained in Maryland and nationwide in patient-centered cognitive services. The Maryland P3 (Patients Pharmacists Partnership) Program has implemented training for pharmacists participating in the program in the areas of diabetes, hyperlipidemia, and hypertension. A CD/DVD-based training program for preceptors was developed and implemented. The Academy of Preceptors has continued to develop and expand offerings to recent graduates.
Future: A pharmacist education/training needs assessment and a resources assessment to facilitate a programmatic and economically viable approach to the School’s continuing education development activities will be conducted. A continuing education program marketing strategy to increase visibility of the School’s Office of Continuing Pharmacist Education throughout Maryland will be developed. At least one new Web-based continuing education program for preceptors, alumni, and pharmacists practicing within Maryland will be developed.
Strategic Initiative 2 Define the future role of pharmacists in health care
Goal 2.1: Demonstrate the benefits and sustainability of novel practice models by establishing viable examples in a variety of practice settings Current achievements: A Center for Innovative Pharmacy Solutions has been established. The Maryland P3 Program has been established where pharmacists counsel patients on chronic disease management (e.g., diabetes, cardiovascular disease) and are reimbursed for their cognitive services. This program has expanded across the state to Alleghany, Washington, and Harford Counties and Baltimore City. A partnership was developed with Peoples Health, a Federally Qualified Health Center, to provide services through collaborative practice.
Future: A faculty member will be recruited or designated to conduct evaluation research that documents, evaluates, and disseminates novel pharmacy practices in a variety of settings.
Goal 2.2: Convene and cultivate forums that bring together a variety of pharmacy interest groups to advocate for the profession and practice of pharmacy Current achievements: Statewide programs were presented to pharmacists and employers to explore new roles for pharmacists (Maryland P3 Program, Collaborative Practice). School administrators provided testimony to the state legislature to advocate for the pharmacistâ€™s role.
Future: A continuing education training program on legislative advocacy for preceptors, alumni, and pharmacists practicing in Maryland will be implemented. Additional forums and conferences will be organized to promote the role of pharmacists as patient care providers and patient coaches for chronic diseases.
Goal 2.3: Advance compensation for cognitive services through education, advocacy, and sustainable financial models Current achievements: A financial model was developed for the Maryland P3 Program that works for reimbursement of the pharmacist. Continuing education programs were provided for pharmacists in disease self-management and immunization. Advocacy for the expanding role of the pharmacist was conducted in the legislature, most notably to renew the collaborative practice legislation and recognize the potential contributions of pharmacists as transitions in health care provision occur.
Future: A pilot program for the expansion of the Maryland P3 Program to state employees as a sustainable patient care service reimbursed by government sources will be developed.
Strategic Initiative 3 Advance the viability and impact of research and scholarship throughout the School
Goal 3.1: Implement a translational research program in drug therapy that incorporates basic sciences, clinical research, population-based outcomes, policy development, and pharmaceutical care Current achievements: The Clinical Pharmacology Unit was established to support clinical translational research infrastructure. The School was closely involved in the campus’ Clinical Translational Science Awards (CTSA) proposal development process with faculty representatives in every working group; 11 faculty and two staff were included as key personnel and one faculty member was named to chair a core CTSA group/section. The School participated in the development of a National Institutes of Health cross-graduate program training grant proposal (T32) with the potential to enhance clinical translational research initiatives.
Future: Collaborative efforts will be instituted among the three departments in the area of translational research, such as drug abuse, pharmacogenomics, and adverse drug reactions (post-marketing surveillance).
Goal 3.2: Define and promote a culture of scholarship across the school Current achievements: Faculty worked together on the CTSA proposal to assure the School’s role in the campus’ future clinical translational research agenda. A research administrator was hired to support research infrastructure with expertise in identifying potential funding sources for individual faculty and to assist in the identification of potential collaborations. The School earned $17 million in contracts and grants, its highest total to date, at a time when extramural funding is declining for many schools. The School’s NIH ranking for award dollars among other schools of pharmacy increased to 17 in 2007. Pharmacy Showcase (the annual student research day) was initiated incorporating presentations from PharmD students, residents, graduate students, and postdoctoral fellows, highlighting scholarship across the School. Vice chairs of research were appointed in all three departments to promote scholarship, interdepartmental collaborations, and mentoring. Faculty development activities covering research skills were implemented and faculty interest groups in scholarly areas were formed.
Goal 3.3: Implement career development and incentive programs for all faculty that are designed to fit individual needs and align to the strategic direction of the school Current achievements: Department mentoring programs are in place or in the process of being developed. An intramural seed grant initiative was implemented that fosters multidisciplinary research collaborations and mentoring.
Future: An external advisory committee through the associate dean for research and graduate studies, made up of academic disciplines targeted toward strategies for translational research will be established. Scholarship within the PharmD curriculum to encourage careers in academic pharmacy and create pathways to track potential academic PharmD/PhD students will be promoted.
Strategic Initiative 4 Enhance relationships with external stakeholders
Goal 4.1: Strengthen relations with alumni, city and state officials, community groups, and other current and prospective partners Current achievements: Professional organizations were enlisted to help collect information on alumni for the Schoolâ€™s database, and e-mail addresses were collected at all alumni events. The alumni e-mail list has grown to over 650 addresses, a 20 percent increase. The Alumni Association and the School applied for a grant for an alumni survey and analysis. A class reunion program was created and implemented. A communications plan was implemented to advertise Alumni Association events to professional organizations and the pharmacy community. Personal visits and outreach to selected alumni increased significantly, to encourage involvement at various levels.
Goal 4.2: Develop a comprehensive marketing strategy Current achievements: A visual identity for the School and its centers was created that allows for recognition in the marketplaceâ€”this includes the branding of recruitment and admissions materials, departmental brochures, stationery, presentation templates, Capsule, etc. A Visual Brand Identity Style Guide was developed with information on logos, typography, color palettes, and key messages to ensure conformity/adherence to visual identity standards that project a positive, coherent, and consistent manner in all communication outlets and eliminate proliferation of logos and fonts.
Strategic Initiative 5 Create a culture of trust, appreciation, and continuous learning within the School
The Schoolâ€™s Web site was redesigned to incorporate new branding and visual standards, improve structure/architecture, and eliminate old content.
Goal 5.1: Create a climate of inclusion and belonging among all individuals and groups Current achievements: Faculty and staff appreciation events and Town Hall Meetings were established. Civility training was required for all employees.
Goal 5.2: Implement a process of open communication and decision-making Current achievements: A deanâ€™s weekly e-mail memo was instituted to communicate School-related activities and an open-door session for staff to meet with the dean was created. The dean met with new faculty and staff on a regular basis, and a strategic plan for communication was developed. The Faculty Assembly president attends budget meetings and contingency planning group meetings.
Goal 5.3: Enhance interpersonal, professional, and supervisory skills of faculty and staff Current achievements: E-learning resources were established at the campus level. Training was mandated on the following topics to enhance professional skills: civility (everyone), sexual harassment, collective bargaining MOU (supervisors), and one-on-one training for supervisors. All staff employees are required to set at least one professional goal in their annual performance reviews.
Goal 5.4: Design sustainable advancement programs for staff that include professional development, career advancement, financial rewards, and other types of recognition Current achievements: A Leadership Program was developed and implemented to build leadership in faculty and staff members at the School of Pharmacy.
Produced by the Office of External Affairs, 2009