STRATEGIC
PLAN AY 2018-2024
Transform • Innovate • Serve ROAR WITH US Idaho State University DeanStaf ytlucaF ecivreS/hcraeseR/gnihcaeT IREMDNAI POCATELLOANCHORAGE OPERATIONSACADEMIC AFFAIRS STUDENT AFFAIRS EXPERIENTIAL EDUCATION DEPARTMENTS Scan for the full version of the COP AY 2018-2024 Strategic Plan
THROUGHOUT the College
of Pharmacy’s 102-year history,
innovative thinkers and action oriented leaders have championed bold visions into lasting policy.
They have empowered students to become not just pharmacists, scientists, researchers and clinicians but to become GAME CHANGERS,
LIFE SAVERS, INVENTORS, DREAMERS and DOERS.
May we honor their legacy as we commit to a new era of critical thinking, action planning, and strategic forward momentum, now, and into the future.
organizational chart
VISION
To lead the nation in innovative pharmacotherapy discovery and practice, and inspire learners to be catalysts for change.
MISSION
Develop caring and collaborative pharmacists, psychopharmacologists, and scientists who improve health outcomes through transformative research and patient-centered care.
VALUES
INTEGRITY
ACCESS
INCLUSIVENESS
COLLABORATION
INTELLECTUAL CURIOSITY
Doing the right thing.
Creating opportunities for outreach and engagement of underserved populations.
Seeking diversity by valuing everyone. Nurturing a respectful community through mentorship, communication, and transparency.
Fostering an environment that encourages research, scholarship, and entrepreneurship.
ACCOUNTABILITY
Promoting a culture of patient and professional advocacy.
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Student Recruitment Research and Scholarship Programmatic Excellence PharmD Curriculum Evolution Expanding Influence and Opportunities PRIORITY OBJECTIVES 1 2 3 4 5
“There is a TIDE in the affairs of men. Which, taken at the flood, leads on to fortune;
Omitted, all the voyage of their life is bound in shallows and in miseries.
On such a full SEA are we now AFLOAT…”
—Shakespeare’s “Julius Caesar”
The ISU College of Pharmacy is a place where the “ TIDE IS IN.” Through the convergence of progressive healthcare policies, innovations in training, and resources for scientific research, we have an unprecedented opportunity to revolutionize the science and practice of pharmacy.
Now is the time to put out our boats and venture… while the tide is in our favor.
The progress this plan sets out is ambitious, dovetails with the ISU Strategic Plan, and builds on our historic commitment to engage students, transform healthcare, and improve our communities. We hope you will come to know this plan and take an active role in its implementation.
The strategic priorities spelled out in this plan should inform your activities and become the yardstick by which all our efforts are measured.
WHY STUDENT RECRUITMENT?
OBJECTIVE #1
A number of SWOT-identified challenges affect recruitment of sufficient number of competitive students for all programs.
GOAL: Meet target enrollment with quality applicants for all programs
OBJECTIVE: By the end of AY2025 the COP will create and implement a comprehensive recruitment plan that attracts high quality, diverse applicants and achieves strategic target enrollments.
INDICATORS 1. Target seats filled 2. Quality of applicants (Admission Score) 3. College of Pharmacy online engagement 4. Number of pre-pharmacy students from ISU and other feeder schools 5. Job placement (e.g., residency, type of jobs, etc…) 6. Student attrition
ACTION PLANS
1. Develop and implement a method of determining strategic and responsible enrollment targets for each program and frequency of reassessment 2. Update College of Pharmacy Recruitment and Marketing Plan to target high quality diverse applicants 3. Develop relevant marketing materials informed by resource constraints, audiences, alumni, and key differentiators 4. Create and engage a pipeline of high quality undergraduate pre-pharmacy students 5. Increase recruitment and admissions resources commensurate with recruitment plan 6. Improve student retention by strengthening students’ ISU experience OBJECTIVE #1
WHY RESEARCH AND SCHOLARSHIP?
OBJECTIVE #2
College of Pharmacy’s research and scholarship is at an insufficient level to establish the college’s leadership in advancing science and practice.
GOAL: Encourage a Culture of Collaborative Research and Scholarship
OBJECTIVE: The COP will strengthen the culture of collaborative research and scholarship leading to an increase in AACP research funding ranking to the median quartile and an increase in publications per faculty member per calendar year by the end of AY2025.
INDICATORS
the total number of
1. Funding ranking (funding dollar ranking) 2. Peer-reviewed publications per faculty per year 3. Increase number of peer-reviewed posters/presentations per faculty 4. Quantity of grant proposals per year 5. Increase
core research facilities in use with budgetary resources
ACTION PLANS
dedicated effort to research
with
1. Establish a collective faculty (Departmental)
2. Increase resource availability to faculty 3. Increase personnel support availability 4. Develop strategic partnerships
industry, associations, regulatory boards, and policy makers 5. Increase collaboration within the college, division, and university 6. Improve opportunities and funding to support graduate and professional student research OBJECTIVE #2
WHY PROGRAMMATIC EXCELLENCE?
OBJECTIVE #3
Staff and faculty workload have increased to the point that is negatively affecting morale, retention, and program integrity. Additional internal and external teaching, reduced faculty numbers, diminishing or static budgets, increased competition for funding, and workload definition inconsistency with the university have all contributed to workload demand.
GOAL: Improve staff and faculty job satisfaction by addressing workload issues, fostering teamwork, and valuing the contributions of all.
OBJECTIVE: By the end of AY2025, the COP will optimize staff and faculty workloads by identifying operational/programmatic challenges, critical gaps in resources and personnel, and implementing mitigation and improvement strategies.
INDICATORS
Staff and faculty job satisfaction
Faculty to staff ratio
Faculty retention for those between 1-15 years of service
Staff retention for those between 1-10 years of service
Curricular efficiency (faculty hours per credit)
1.
2.
3.
4.
5.
ACTION PLANS
Define and disseminate roles, responsibilities, stewardship of administration (e.g., deans, associate deans, assistant deans, directors, chairs, and coordinators) to staff and faculty
Identify critical gaps and operational inefficiencies in administrative support (staff workload)
Develop recommendations to address critical gaps in staffing and operational inefficiencies
Identify critical faculty workload gaps and programmatic inefficiencies
to address critical faculty workload
Promote an organizational culture that fosters teamwork and values the contributions of every faculty member and staff
1.
2.
3.
4.
5. Develop recommendations
gaps and programmatic inefficiencies 6.
member OBJECTIVE #3
WHY PharmD CURRICULUM EVOLUTION?
OBJECTIVE #4
College of Pharmacy PharmD program is experiencing curriculum overload as a result of changes in ACPE accreditation, pharmacy practice, static or diminishing faculty and resources, and a lack of continual review of effectiveness without a clear, concise, and implemented curricular philosophy.
GOAL: Implement and deliver a curriculum that is contemporary, effective, efficient, innovative, and sustainable.
OBJECTIVE: The COP will continually streamline and revise the curriculum and implement content and models consistent with contemporary and innovative practice by the end of AY2025
INDICATORS
Comprehensive review of total curriculum every year
Annual assessment of longitudinal curricular components (e.g., law changes, problem-based learning series, IPE, EE)—contemporary
hours
performance by
(for each
(contemporary and
1.
2.
3. Faculty/staff
per credit
class) 4. Student
educational outcome and ACPE standards
effective) 5. NAPLEX pass rates 6. Residency match rate/job placement
ACTION PLANS
1. Develop a rolling process to comprehensively review the PharmD curriculum
2. Implement the adopted PharmD curriculum review process
3. Inform the curriculum with external point of views and align with community, regional, and national priorities
Update the COP Curricular Philosophy
4.
OBJECTIVE #4
WHY EXPANDING INFLUENCE AND OPPORTUNITIES
OBJECTIVE #5
Multiple factors have contributed to an internal environment that impedes external growth and influence; during an era of growing external and practice opportunities for the COP.
GOAL: COP Programs and ventures are sustained and valued partners with relevant health systems, regulatory boards, professional associations, industry, and healthcare education.
OBJECTIVE: By the end of AY2025, the COP will create organizational capacity within the college to allow partnerships and opportunities to thrive and ideas to develop.
INDICATORS 1. Number of external partnerships 2. Number of pharmacy fair recruiter attendees 3. Research collaborations 4. Percentage of revenue from diverse streams 5. Alumni membership
ACTION PLANS
Create a Center of Practice
Sustain and increase engagement with local, regional healthcare systems with interests relevant to the College of Pharmacy
Expand engagement with policymakers and related professional organizations involved in shaping practice and health care policy
Develop and maintain meaningful relationships and involvement with alumni
Increase research and scholarship collaborations with outside institutions and industry
Diversify sustainable revenue streams to support the college but not directly compete with partners/alumni (partners rather than competitors)
1.
Transformation and Research 2.
3.
4.
5.
6.
OBJECTIVE #5
POCATELLO | MERIDIAN | ANCHORAGE
CEO Dean
COORDINATED RESPONSIBILITY
• Administrator Oversight • University Liaison • Budget • Fundraising • Alumni Relations • Human Resources • UBO • Sponsored Programs • Registrars • Financial Aid Student Success • Recruitment • Admissions • Retention • Student Service • Events Delivery Site Faculty • Curriculum Development/Delivery • Student Advising/Mentoring • Research/Practice/Scholarship • Committee Service Academic A f airs Associate Dean • Accreditation • Registration/Catalog • Testing Coordination • Student Progression Experiential Ed • IPPE/APPE Coordination • Preceptor Relations/ Development • Site Development/Review • IPE Coordination Operations Executive Associate Dean • Site Operations • Facilities Management • Staff Coordination • External Relations Department Chairs • Department Operations • Faculty Support • Teaching Coordination • Workload Coordination • Research Development and Support
Student Recruitment Research and Scholarship Programmatic Excellence PharmD Curriculum Evolution Expanding Influence and Opportunities 1 2 3 4 5 PRIORITY OBJECTIVES