Department of Pharmacy Practice Strategic Plan 2026 - 2030
Department of Pharmacy Practice Strategic Plan
2026 - 2030
University of Illinois Chicago Retzky College of Pharmacy
Department of Pharmacy Practice
Strategic Plan 2026-2030
Contents: 1. Strategic Planning Terms 2. Mission, Vision, and Values 3. Strategic Priorities 4. Goals and Objectives 5. Appendix
Note: This strategic plan is a living document. 2
Department of Pharmacy Practice Strategic Plan
2026 - 2030
STRATEGIC PLANNING TERMS / DEFINITIONS Vision - Description of the idea, future state of the organization or program.
Mission - A statement of the organization’s purpose and reason for being.
Strategic Priority - A major internal or external opportunity or challenge related to the organization’s mission, direction, policies, way of doing business, or culture. Goal - Generalized, directional statement of an intended purpose (i.e., to improve, increase, maintain, decrease, provide). Goals are qualitative and usually not quantified; they may or may not be achievable. Objective - Concise statement of what will be accomplished. Objectives are an operational element of a goal. Objectives should not be qualitative, general, or vague, and should be achievable.
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Department of Pharmacy Practice Strategic Plan
2026 - 2030
MISSION The purpose of the UIC Retzky College of Pharmacy’s Department of Pharmacy Practice is to advance the pharmacy profession and optimize health outcomes by excelling in medication management; preparing and empowering the next generation of pharmacists to provide high-quality patient care; generating impactful scientific discoveries; and fostering strategic collaborations.
VISION Advancing patient care through exemplary pharmacy practice, education, and scholarship.
VALUES Excellence, Professionalism, Innovation, Collaboration (EPIC) Excellence: We uphold the highest standards in pharmacy practice, education, and scholarship. Professionalism: We act with honesty, respect, and integrity in all aspects of education, practice, scholarship, and service. Innovation: We pursue thoughtful, practice-driven innovation that improves patient care, education, and scholarship. Collaboration: We work together across disciplines, roles, and health systems to improve care and outcomes.
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Department of Pharmacy Practice Strategic Plan
2026 - 2030
STRATEGIC PRIORITIES STRATEGIC PRIORITY 1: Optimize patient outcomes, access to medications, pharmacy integration, and financial sustainability through excellence in patient care, innovative practice models, strategic collaborations, and technology advancement. STRATEGIC PRIORITY 2: Improve learner outcomes of our experiential learning and postgraduate training programs by attracting top applicants, delivering the highest quality education and training programs, leveraging technology advancements, and growing our training programs. STRATEGIC PRIORITY 3: Grow our research and scholarly impact in the delivery of pharmacy services, education, and translational science in a financially sustainable manner, leveraging strategic collaborations and technology advancement. STRATEGIC PRIORITY 4: Foster a culture of support, professional development, and advocacy for faculty, staff, students, and trainees to enhance their long-term success and well-being.
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Department of Pharmacy Practice Strategic Plan
2026 - 2030
STRATEGIC PRIORITY 1: Optimize patient outcomes, access to medications, pharmacy integration, and financial sustainability through excellence in patient care, innovative practice models, strategic collaborations, and technology advancement. Goal 1.A. Strengthen the department as a center for clinical excellence by building on existing programs and innovating new programs to improve patient outcomes. Objective 1.A.1. Demonstrate measurable improvement in patient outcomes by piloting a care model that leverages technology to maximize pharmacist-provided clinical services in collaboration with a payer or health-system partner. Objective 1.A.2. Improve access to care and strengthen patient outcomes by expanding or developing pharmacist-provided clinical services through new internal or external partnerships or collaborations. Objective 1.A.3. Improve patient outcomes across the care continuum by developing or expanding at least one program that utilizes pharmacist collaboration across multiple care settings. Objective 1.A.4. Achieve a reduction in time to therapy optimization or follow-up by exploring, identifying, and recommending new asynchronous pharmacist-led clinical services using existing or novel technology platforms. Goal 1.B. Drive sustainable growth by optimizing current and emerging revenue opportunities and leveraging strategic partnerships to expand revenue-generating pharmacy services. Objective 1.B.1. Optimize care coordination between onsite pharmacies and inpatient and ambulatory care teams to increase prescription capture rates. Objective 1.B.2. Increase revenue generating opportunities by enhancing referrals for pharmacist-provided services and strengthening pharmacy billing infrastructure and staff competency. Objective 1.B.3. Achieve performance targets by aligning inpatient and outpatient pharmacist-provided services with institutional quality measures. Objective 1.B.4. Ensure continuity of patient care and service sustainability through an ongoing financial planning process.
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Department of Pharmacy Practice Strategic Plan
2026 - 2030
Goal 1.C. Leverage existing technology and emerging advanced data science to measure and improve patient outcomes and streamline workflows for improved efficiency. Objective 1.C.1. Report pharmacist and team-driven clinical outcomes, medication access metrics, and cost avoidance by designing and launching enterprise-level dashboards. Objective 1.C.2. Optimize workflows, reduce manual documentation time, and improve access to pharmacist-provided services by exploring integration of technology-enabled workflows and advanced data science. Objective 1.C.3. Optimize targeted clinical outcomes by piloting the use of digital health tools. Objective 1.C.4. Inform workload distribution, productivity, and reimbursement by exploring data collection using a relative value unit (RVU) framework for pharmacist clinical activities.
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Department of Pharmacy Practice Strategic Plan
2026 - 2030
STRATEGIC PRIORITY 2: Improve learner outcomes of our experiential learning and postgraduate training programs by attracting top applicants, delivering the highest quality education and training programs, leveraging technology advancements, and growing our training programs. Goal 2.A. Assess, enhance, and strategically grow the Department’s postgraduate training programs to ensure excellence and innovation. Objective 2.A.1. Address unmet needs in postgraduate training by conducting a comprehensive program review for the PGY1, PGY2, and fellowship programs, implementing recruitment strategies, and identifying areas for program expansion and engagement. Objective 2.A.2. Support residency and fellowship training, clinical decision-making, drug therapy management, and interprofessional collaboration by identifying and leveraging technology advancements. Goal 2.B. Advance experiential student learner outcomes by delivering focused and highquality teaching programs, cultivating strategic partnerships, and leveraging technology advancements. Objective 2.B.1. Enhance and strengthen experiential learning programs by increasing the variety of learning experiences, exploring new structure models, and fostering alumni relations and strategic partnerships. Objective 2.B.2. Improve efficiencies and best practices in precepting by leveraging technology advancements and by educating and supporting preceptors to optimize their learning experiences and meet learner needs.
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Department of Pharmacy Practice Strategic Plan
2026 - 2030
STRATEGIC PRIORITY 3: Grow our research and scholarly impact in the delivery of pharmacy services, education, and translational science in a financially sustainable manner, leveraging strategic collaborations and technology advancement. Goal 3.A. Enhance the quality, rigor, and volume of research to promote sustained growth in scholarly productivity and research excellence. Objective 3.A.1. Increase departmental research funding to advance impactful research and innovation. Objective 3.A.2. Expand our research productivity by increasing the number of researchfocused faculty through strategic recruitment, retention, and collaborations. Objective 3.A.3. Foster enhanced participation in research by clinical faculty by strengthening research development, mentorship, and infrastructure. Objective 3.A.4. Improve research innovation while ensuring equitable access to tools, training, and support by expanding the responsible and effective use of new technologies and artificial intelligence. Goal 3.B. Strengthen the scholarly impact of our research to advance patient care and improve educational outcomes. Objective 3.B.1. Strengthen the Department’s academic profile by increasing scholarly dissemination. Objective 3.B.2. Expand the department’s influence on clinical guidelines and scope-ofpractice decisions through high-quality, practice-based scholarship. Objective 3.B.3. Promote interdisciplinary collaborations internally and externally among faculty to enhance the quality, impact, and visibility of the department’s scholarly output.
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Department of Pharmacy Practice Strategic Plan
2026 - 2030
STRATEGIC PRIORITY 4: Foster a culture of support, professional development, and advocacy for faculty, staff, students, and trainees to enhance their long-term success and well-being. Goal 4.A. Foster a collaborative departmental culture that values a sense of belonging, collegiality, mutual respect, individual professional fulfillment, and professional support. Objective 4.A.1. Establish and sustain an ongoing program for recognizing the roles and contributions of department faculty and staff. Objective 4.A.2. Enhance faculty and staff well-being, trust, and belonging by advancing work–life balance and burnout mitigation initiatives, fostering a strong sense of belonging, and systematically capturing and using comprehensive cultural feedback across all employee groups to inform continuous improvement. Objective 4.A.3. Strengthen faculty and staff agency by providing structures, resources, and opportunities that support self-initiated leadership and informed decision-making. Goal 4.B. Establish a comprehensive and sustainable professional development infrastructure that advances the clinical activities, teaching excellence, scholarly productivity, leadership capacity, and career progression of pharmacy practice faculty and staff. Objective 4.B.1. Strengthen faculty and staff professional growth across career stages by establishing centralized access to professional development resources, aligning structured career development processes with individual goals, and expanding effective mentorship programs. Objective 4.B.2. Prepare faculty and staff across all career stages for leadership opportunities, including internal and external roles in academic administration, research leadership, clinical program management, and professional organizations. Goal 4.C. Prioritize and pursue opportunities for engagement, collaboration, and advocacy from local to global levels. Objective 4.C.1. Determine the process and structure needed to support community engagement. Objective 4.C.2. Build faculty and staff capacity for effective advocacy by leveraging educational opportunities offered through external collaborative partnerships.
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2026 - 2030
Department of Pharmacy Practice Strategic Plan
APPENDIX TO THE STRATEGIC PLAN
Contents: 1. Strategic Planning Committee and Work Groups 2. Overview of the Planning Process 3. The Assessment Activities 4. The Planning Meetings 5. Implementation and Monitoring STRATEGIC PLANNING COMMITTEE Department Head
Edith Nutescu
Chair
Robert DiDomenico
Staff
Craig Conrad, Elizabeth Modrzyk
Members
Departmental Advisory Committee
STRATEGIC PLANNING WORK GROUPS
(Developed the Mission, Vision, Values, Goals, and Objectives for each strategic priority) Mission, Vision, and Values Co-Leads
Robert DiDomenico (Lead) Jen Phillips (Co-Lead)
Members
Adam Bursua Larry Danziger Tara Driscoll Mary Moody Jeffrey Mucksavage Vinh Thai Karen Thomas
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Department of Pharmacy Practice Strategic Plan
2026 - 2030
Strategic Priority 1: Optimize patient outcomes, access to medications, pharmacy integration, and financial sustainability through excellence in patient care, innovative practice models, strategic collaborations, and technology advancement. Co-Leads Melissa Badowski (Lead) Mia Schmiedeskamp-Rahe (Co-Lead) Members
Maya Campara Christina Cortez Andy Donnelly Noor Falahat John Garofalo Jen Halsey Sheryl Mathew
Vince Oluwaleke Renee Petzel Gimbar Ellen Uppuluri Liz Van Dril Lori Wilken Beatrice Drambarean
Strategic Priority 2: Improve learner outcomes of our experiential learning and postgraduate training programs by attracting top applicants, delivering the highest quality education and training programs, leveraging technology advancements, and growing our training programs. Co-Leads Nancy Shapiro (Lead) Kirsten Ohler (Co-Lead) Members
Sheila Allen Mark Biagi Alexis Coffee Sandra Cuellar Marlowe Djuric Kachlic
Emily Hanners Heather Ipema Elizabeth Modrzyk Lauren Oliveri Eva Stachler
Strategic Priority 3: Grow our research and scholarly impact in the delivery of pharmacy services, education, and translational science in a financially sustainable manner, leveraging strategic collaborations and technology advancement. Co-Leads Zackery Bulman (Lead) Jeremy Johnson (Co-Lead) Members
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Bharath Chelluboina Emily Drwiega Jin Han Keri Kim Erika Magallanes
Gail Mahady Dana Pierce Paola Rosas Karen Sweiss
2026 - 2030
Department of Pharmacy Practice Strategic Plan
Strategic Priority 4: Foster a culture of support, professional development, and advocacy for faculty, staff, students, and trainees to enhance their long-term success and well-being. Co-Leads
Scott Benken (Lead) Marianne Pop (Co-Lead)
Members
Angeo Belen Alan Gross Alice Hemenway Karen Juco Kathryn Sawyer
Allison Schriever Daphne Smith Marsh Jessica Tilton Kay Yamamoto Kimberly White
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Department of Pharmacy Practice Strategic Plan
2026 - 2030
OVERVIEW OF THE STRATEGIC PLANNING PROCESS In consultation with Department Head, Edith Nutescu, a strategic planning process was designed that would garner a high-level of input from faculty and staff. Participants in the planning process included faculty, instructors, staff, trainees, preceptors, and leaders from the Department of Pharmacy Practice (PMPR). The strategic planning process referenced the University of Illinois Chicago Retzky College of Pharmacy’s (RCOP) Strategic Plan 2025-2029. The PMPR Strategic Plan is in alignment with the RCOP’s Strategic Plan. The planning process consisted of an Assessment Phase and a Planning Phase. The Assessment Phase consisted of an Environmental Scan and a survey of faculty, instructors, trainees, and staff. The Planning Phase consisted of multiple planning meetings with Departmental faculty and staff to develop a five-year strategic plan that includes these sections: • • • • • •
Vision Statement Mission Statement Values Strategic Priorities Goals Objectives
THE ASSESSMENT ACTIVITIES Beginning in February 2025, and concluding in October 2025, the Department completed an Environmental Scan and a Survey of Department faculty, instructors, staff, and trainees. The Environmental Scan consisted of a description of the RCOP’s Strategic Plan evolution from 20202024 to 2025-2029, its comparison to the Strategic Plan 2020-2025, and a description of strategic plans from UI Health, ACCP, ASHP, AACP and twelve peer colleges of pharmacy and their pharmacy practice departments, if available. In July and August 2025, a Qualtrics survey of faculty, instructors, trainees, and staff was performed to assist the Department of Pharmacy Practice in preparing for its 2026-2030 Strategic Plan. The survey asked for input on the current mission and vision statements, guiding values, strategic initiatives, and a SOAR analysis (strengths, opportunities, aspirations, and results). A final report of the results of the Environmental Scan and the Survey was delivered to the Departmental Advisory Committee in October, 2025.
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Department of Pharmacy Practice Strategic Plan
2026 - 2030
THE PLANNING MEETINGS Between October and December 2025, the Strategic Planning Committee convened to review the Assessment Report and develop the general framework of the Strategic Plan. The Departmental Advisory Committee approved the draft strategic priorities in December 2025. Faculty and staff were surveyed to identify volunteers to help draft the mission, vision, goals, and objectives of the Strategic Plan. There were sixty volunteers who were assigned to five different Work Groups as leads, co-leads, and members. The Work Groups were provided with training manuals that summarized the Environmental Scan and Survey of faculty, instructors, trainees, and staff to help inform their work. They met frequently from January 2026 – March 2026 and submitted a draft Strategic Plan in March 2026. A final Strategic Plan was submitted to the Departmental Advisory Committee for review and approval in May 2026. Upon approval by the Advisory Committee, the Strategic Plan was presented at a Department-wide meeting in June 2026, and a copy was emailed to all Department members. They were provided several weeks to review and comment on the plan. The final Strategic Plan was approved by the Departmental Advisory Committee in August 2026.
IMPLEMENTATION AND MONITORING The Strategic Plan went into effect in August 2026. Progress on the strategic priorities, goals, and objectives will be evaluated periodically. An annual progress report and dashboard will be shared with the Department, starting in 2027.
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