COP Strategic Plan

STRATEGIC PLAN AY 2018-2024

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STUDENT AFFAIRS

Scan for the full version of the COP AY 2018-2024 Strategic Plan

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ROAR WITH US

Transform • Innovate • Serve

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. . . . . . . . . . . . . . . . . . . . . . . . . . . Doing the right thing.

ACCESS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Creating opportunities for outreach and

engagement of underserved populations.

INCLUSIVENESS. . . . . . . . . . . . . . . . . . . . . . Seeking diversity by valuing everyone.

COLLABORATION . . . . . . . . . . . . . . . . . . . . Nurturing a respectful community

through mentorship, communication, and transparency.

INTELLECTUAL CURIOSITY. . . . . . . . . . . . Fostering an environment that encourages

research, scholarship, and entrepreneurship.

ACCOUNTABILITY . . . . . . . . . . . . . . . . . . . . Promoting a culture of patient and professional advocacy.

PRIORITY OBJECTIVES

1 2 3 4 5

Student Recruitment Research and Scholarship Programmatic Excellence PharmD Curriculum Evolution Expanding Influence and Opportunities

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.

“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”

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 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 the total number of core

research facilities in use with budgetary resources

ACTION PLANS 1. Establish a collective faculty

(Departmental) dedicated effort to research 2. Increase resource availability to faculty 3. Increase personnel support availability 4. Develop strategic partnerships with

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 1. Staff and faculty job satisfaction 2. Faculty to staff ratio 3. Faculty retention for those

between 1-15 years of service

4. Staff retention for those

between 1-10 years of service 5. Curricular efficiency

(faculty hours per credit)

ACTION PLANS 1. Define and disseminate roles, responsibilities, stewardship of administration (e.g., deans, associate deans, assistant deans, directors, chairs, and coordinators) to staff and faculty 2. Identify critical gaps and operational inefficiencies in administrative support (staff workload) 3. Develop recommendations to address critical gaps in staffing and operational inefficiencies 4. Identify critical faculty workload gaps and programmatic inefficiencies 5. Develop recommendations to address critical faculty workload gaps and programmatic inefficiencies 6. Promote an organizational culture that fosters teamwork and values the contributions of every faculty member and staff 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 1. Comprehensive review of total curriculum every year 2. Annual assessment of longitudinal curricular components (e.g., law changes, problem-based learning series, IPE, EE)—contemporary

3. Faculty/staff hours per credit (for each class) 4. Student performance by educational outcome and ACPE standards (contemporary and 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 4. Update the COP Curricular Philosophy

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

3. Research collaborations

2. Number of pharmacy fair

4. Percentage of revenue from diverse streams

recruiter attendees

5. Alumni membership

ACTION PLANS 1. Create a Center of Practice Transformation and Research 2. Sustain and increase engagement with local, regional healthcare systems with interests relevant to the College of Pharmacy 3. Expand engagement with policymakers and related professional organizations involved in shaping practice and health care policy 4. Develop and maintain meaningful relationships and involvement with alumni 5. Increase research and scholarship collaborations with outside institutions and industry 6. Diversify sustainable revenue streams to support the college but not directly compete with partners/alumni (partners rather than competitors)

OBJECTIVE #5

CEO Dean • Administrator Oversight • University Liaison • Budget • Fundraising • Alumni Relations

Student Success • Recruitment • Admissions • Retention • Student Service • Events

Academic Affairs Associate Dean

• Accreditation • Registration/Catalog • Testing Coordination • Student Progression

Department

COORDINATED RESPONSIBILITY

Chairs

• Department Operations • Faculty Support • Teaching Coordination • Workload Coordination • Research Development and Support

Delivery Site

POCATELLO | MERIDIAN | ANCHORAGE

Experiential Ed • Human Resources • UBO • Sponsored Programs • Registrars • Financial Aid

• IPPE/APPE Coordination • Preceptor Relations/ Development • Site Development/Review • IPE Coordination

Operations

Executive Associate Dean • Site Operations • Facilities Management • Staff Coordination • External Relations

Faculty • Curriculum Development/Delivery • Student Advising/Mentoring • Research/Practice/Scholarship • Committee Service

PRIORITY OBJECTIVES

1 2 3 4 5

Student Recruitment Research and Scholarship Programmatic Excellence PharmD Curriculum Evolution Expanding Influence and Opportunities