2015
STRATEGIC OBJECTIVES USF COLLEGE OF PHARMACY Strategic Plan 2015
About theUSF USF College Pharmacy About the Collegeofof Pharmacy The University of South Florida College of Pharmacy (USF COP) is boldly redefining pharmacy education with a passion to create the next generation of trusted healthcare advisors. By inspiring students with intellectual curiosity, USF COP leverages distinctive interprofessional teaching methods in a dynamic learning environment. As the medical landscape is changing, the USF COP is exposing students to the pharmacy profession beyond the confines of the retail counter. The highly enlightened graduates are encouraged to confidently empower patients to take an active role in their health. The USF COP program is a pacesetter in pharmacy curriculum and clinical experience. To face the unprecedented challenges of the future, USF COP must deliver a skilled, prepared, and innovative force of pharmacy professionals who will make their indelible mark on the industry. USF COP will create new pharmaceuticals through groundbreaking research, invent new treatment models, and lead the vision for the future of science in Tampa Bay and nationally. As members of the healthcare community, USF COP faculty and staff share a desire, passion, and deep conviction to provide students with the tools to bring their vision to life. Therefore, leadership in cutting-edge scientific research, drug discovery, clinical translational research and academic experiences are critical parts of the educational environment at USF COP. The new model for educating and training tomorrow’s pharmacy practitioners begins here. USF COP has developed an unprecedented academic model where interprofessional and interdisciplinary methodologies combine to create the modern pharmacist. The USF pharmacy program engages students who possess the true desire, intellectual curiosity, and emotional intelligence to lead the future. The USF COP creates an academic and clinical learning environment that will produce outstanding pharmacist clinicians trained in advanced healthcare principles to provide exceptional patient-centered care. Emphasis is placed on USF COP faculty to be actively involved in research endeavors throughout USF Health and will increase the opportunities for entrepreneurial research models currently not in existence.
A Message from the Dean For the past several years the United States has engaged in a very hearty debate about healthcare reform in this country. As our communities age, we must find ways to adequately and appropriately care for "baby boomers", the population cohort most responsible for building the wealth of this country. In the midst of rapid expansion of the Medicare-eligible population (10,000/ day for next 14 years), our country is facing a potential shortage of primary care practitioners, traditionally consisting of physicians and nurse practitioners. And this occurs at a time when medications offer one of our best solutions to manage most chronic health conditions. The USF College of Pharmacy had the foresight to address these future healthcare needs. We are creating an innovative clinical program that will lead the transformation of the pharmacy profession to address many of the future health concerns that we as a nation will encounter. We established four foundational pillars for our program: Geriatric Pharmacotherapy Translational Pharmacogenomics Health Informatics Leadership/Management We view our pharmacy program as being a clinical apprenticeship as much as it is a degree-producing program. We are training pharmacy health practitioners to graduate with a mindset to transform the healthcare arena, and not simply exist in it.
Kevin B. Sneed , PharmD Senior Associate Vice President, USF Health Dean and Professor, USF College of Pharmacy
Our Mission USF College of Pharmacy’s mission is to revolutionize health by: » Innovation of patient centered healthcare through education, research, and service » Empowerment of students, professionals, and patients as catalysts for change at all levels of health
Our Vision By 2019, the USF College of Pharmacy will achieve inter-professional excellence in: » Geriatrics » Personalized Medicine » Informatics » Leadership
Our Values » Innovation » Leadership » Diversity » Inter-professional collaboration » Inter-disciplinary research » Evidence-based applications » Teamwork » Life-long learning
Table of Contents Strategic Objective 01 Education and Student Success
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Strategic Objective 02 Research, Innovation, & Entrepreneurship
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Strategic Objective 03 Advanced Clinical Prowess
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Strategic Objective 04 Business & Infrastructure Optimization
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Strategic Objective 05 Culture, Community, & Global Outreach
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Strategic Objective 06 Inter-Professional
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STRATEGIC OBJECTIVE
01
Education & Student Success
Background Innovation and leadership is integral to the college in all areas, most importantly with teaching and educating our students. The College of Pharmacy (COP) believes in allowing faculty to utilize multiple pedagogies in both the clinical and pharmaceutical sciences to best convey the curriculum. Similarly, assessment strategies should align with the corresponding pedagogy. The COP is also passionate about postgraduate education, supporting the development of graduate education and residency / fellowship training programs. Analysis of the inaugural curriculum, considering societal and national needs, will lend towards ensuring the COP remains current, innovative and impactful. Lifelong learning is a requirement of the COP, as evident by the development of impactful continuing development programming and eventually of career enhancement programming for community practitioners and alumni respectively.
01
Education & Student Success
Strategic Initiative 1.1
Objective Reevaluate and modify the PharmD professional competencies and educational outcomes (PCEO)
Metric » Strategic plan (USF, USF Health, and COP), CAPE, End of year maps, End of year scores, student self assessment (P Skills), PCEOs on COP wesbite
Responsible Party » Curriculum Committee
Timeframe » August 2015
Performance Indicator » New PCEO that are reflective of the COP M/V/V and curricular plan
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01
Education & Student Success
Strategic Initiative 1.2
Objective Support lifelong learning through development of a continuing education program for community practitioners and faculty
Metric » Data regarding clinical and educational needs at the National, State and local level (literature review and possible survey – e.g. AACP SIG, ASHP, etc.)*; establishment and increase in continuing education programs
Responsible Party » Department Chairs, Chair of the Continuing Education Committee, and USF Health Continuing Professional Development Department
Timeframe » Initial report by August 2015, full implementation by January 2016
Performance Indicator » Complete listing of continuing education needs per audience; continuing education calendar for 2015-2016
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01
Education & Student Success
Strategic Initiative 1.3
Objective Develop and implement graduate programs (certificate, MS, and PhD programs)
Metric » Approval from USF and BOG, national benchmark data, needs assessment, infrastructure (policies, procedures, personnel, budget, facilities)*
Responsible Party » Office of Graduate Programs
Timeframe » January 2015 (certificate programs); September 2015 (MS); September 2016 (PhD)
Performance Indicator » Implementation as indicated by minimum student enrollment of 5
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01
Education & Student Success
Strategic Initiative 1.4
Objective Develop and implement post graduate training (residency and fellowship programs)
Metric » Accreditation through the American Society of Health-system Pharmacists (ASHP); fellowship funding, national benchmark data, needs assessment, infrastructure (policies, procedures, personnel, budget, facilities)*; USF COP residency program, fellowship in pharmacogenomics, and participation with the fellowship program in USF Health women’s health collaborative
Responsible Party » Office of Experiential Education and Residency Training, Department of Pharmacotherapeutics and Clinical Research (PCR)
Timeframe » July 2015 (residency), July 2016, (fellowship); anticipate enhanced enrollment to maximum by July 2017
Performance Indicator » Resident or fellowship enrollment of 1 position annually; management of up to 3 programs USF COLLEGE OF PHARMACY Strategic Plan 2015
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01
Education & Student Success
Strategic Initiative 1.5
Objective Reassess admissions requirements to ensure a qualified and diverse student body are in alignment with the COP Pillars
Metric » Longitudinal database (includes demographic data, current student data and admissions data, Semester and cumulative GPA, and Individual Course Grades), Early Alerts, ARPSAC Review meetings, retention rates, faculty input survey*, and strategic plan
Responsible Party » Admissions Committee, Curriculum Committee and ARPSAC (ad hoc committee composed of members from all three)
Timeframe » August 2015, annually thereafter
Performance Indicator » Prepare gap analysis in student enrollment statistics to be shared with Office of Academic Affairs and Curriculum Committee
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01
Education & Student Success
Strategic Initiative 1.6
Objective Reassess admissions requirements to ensure alignment with curriculum enhancements
Metric » New curricular plan, longitudinal database (includes demographic data, current student data and admissions data, Semester and Cumulative GPA, and Individual Course Grades), Early Alerts, ARPSAC Review meetings, retention rates, faculty input survey*, and strategic plan
Responsible Party » Admissions Committee, Curriculum Committee and ARPSAC (ad hoc committee composed of members from all three)
Timeframe » Determine new requirements by July 2016
Performance Indicator » Publish new admissions requirements on the COP website by July 2016; % change in applicant pool; % change in enrollment pool
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01
Education & Student Success
Strategic Initiative 1.7
Objective Total quality improvement of PharmD curriculum
Metric » Longitudinal database (includes demographic data, current student data and admissions data, Semester and Cumulative GPA, and Individual Course Grades), Early Alerts, ARPSAC Review meetings, retention rates, and strategic plan, alignment meetings, curricular mapping, trend analyses of course evaluations, and programmatic evaluations (AACP and COP)
Responsible Party » Office of Academic Affairs, Office of Student Affairs and Assessment, Curriculum Committee, Faculty Council, Assessment Committee
Timeframe » Implementation by August 2018 (which will be carried over into the next strategic plan)
Performance Indicator » Successful implementation of new COP curriculum USF COLLEGE OF PHARMACY Strategic Plan 2015
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01
Education & Student Success
Strategic Initiative 1.8
Objective Develop formal professionalization plan to include curriculum, cocurricular activities, extra-curricular involvement, and career development utilizing an evidence based assessment plan for students
Metric » AACP evaluations, COP program evaluations, COP annual report, Early Alert, Academic Review and Professional Student Affairs Committee (ARPSAC) data, retention data, LPI data, Pow Wow minutes, Dean’s Bull Pen agendas, PDU database, student organization annual reports, student community service survey, preceptor evaluations, P Skills assessment, and other COP professionalism surveys and/or assessments*
Responsible Party » Director of Student Services, Office of Experiential Education and Residency Training, Academic Review and Professional Student Affairs Committee (ARPSAC), P Skills Faculty, Office of Academic Affairs– develop ad hoc committee*
Timeframe »
August 2016
Performance Indicator » Publish operations manual including assessment plan for professionalization USF COLLEGE OF PHARMACY Strategic Plan 2015
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01
Education & Student Success
Strategic Initiative 1.9
Objective Develop formal professionalization plan for faculty
Metric » AACP evaluations, COP program evaluations, COP annual report, faculty activity reports (professional development activities*), faculty evaluations, course evaluations onboarding procedures, exit interviews, and other COP professionalism surveys and/or assessments*
Responsible Party » Office of Faculty Affairs, Department Chairs, Office of Academic Affairs, Faculty Council
Timeframe »
August 2017
Performance Indicator » Update the Faculty Handbook to include plan and associated assessments toward professionalization expectations
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01
Education & Student Success
Strategic Initiative 1.10
Objective Develop formal professionalization plan for staff
Metric » COP program evaluations, COP annual report data, exit interviews, staff activity reports *, College Administrative Professional Services programming, staff evaluations, and other COP professionalism surveys and/or assessments*
Responsible Party » Manager of Fiscal and Business Administration, Office Academic Affairs, Office of Student Affairs and Assessment
Timeframe » August 2017
Performance Indicator » Publish Staff Handbook to include plan and
associated assessments towards professionalization expectations; publish definition and guidelines for professionalization
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01
Education & Student Success
Strategic Initiative 1.11
Objective Institute a“College for Life”program for a career partnership continuum (ability for graduates to take Pharmacy courses at a reduced rate)
Metric » Research national benchmark data, needs assessment,infrastructure (policies, procedures, personnel, budget, facilities)*
Responsible Party » Associate Director for Development , Office of Student Affairs and Assessment, Office of Academic Affairs
Timeframe » August 2017
Performance Indicator » Implementation as indicated by number of Pharmacy Alumni enrolled; increase in Pharmacy Alumni enrolled
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01
Education & Student Success
Strategic Initiative 1.12
Objective Ensure academic achievement is supported through holistic student development
Metric » Entrance survey, orientation agenda, tutoring data, Early Alert, Academic Review and Professional Student Affairs Committee (ARPSAC), retention data, use of counseling services, P Skills curriculum, longitudinal database, AACP surveys
Responsible Party » Associate Dean Student Affairs and Assessment, Office of Student Affairs and Assessment, Academic Review and Professional Student Affairs Committee (ARPSAC), Office of Academic Affairs, Department Chairs
Timeframe » May 2015, annually thereafter
Performance Indicator » Maintain retention rate; demonstrate an increase in harmonious relationships over the next three years (compared to baseline -2013); correlation data between tutoring and course grades; correlation data of academic success indicators (e.g. course failure, disciplinary suspension, etc.) USF COLLEGE OF PHARMACY Strategic Plan 2015
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STRATEGIC OBJECTIVE
02
Research, Innovation, & Entrepreneurship
Background In line with the mission of USF and USF Health, the COP Research, Innovation, and Entrepreneurship (RIE) are key components of the COP mission. Interprofessional, interdisciplinary, and global research at different levels including basic, translational, and clinical research will be conducted by faculty and students within and outside of the college. Research, innovation, and entrepreneurship will be incorporated into the curricular infrastructure of degree programs within the college and across USF and USF Health.
02
Research, Innovation, & Entrepreneurship
Strategic Initiative 2.1
Objective Strategically position the college to be nationally regarded in core research areas
Metric » AACP Annual Ranking (which relies on external funding); Recognition on nationwide benchmark data sets and publications
Responsible Party » Office of the Dean, Department of Pharmaceutical Sciences (DPS), Associate Dean for Research and Innovation
Timeframe » August 2018
Performance Indicator » Increased activity in core research areas; increased appearances on national benchmark data sets, including NIH rankings, AACP rankings
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02
Research, Innovation, & Entrepreneurship
Strategic Initiative 2.2
Objective Establish new research centers in the college with a high impact in the key defined research areas
Metric » Numbers of centers, publications, & funding
Responsible Party » Office of the Dean and USF Health VP Office
Timeframe » August 2017
Performance Indicator » Functioning research centers within the college with defined objectives, vision, and goals; increase in activity to build infrastructure/support for the center
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02
Research, Innovation, & Entrepreneurship
Strategic Initiative 2.3
Objective Establish and/or promote research partnerships within USF, USF Health, and external entities including universities, institutions, industries, and agencies
Metric » Number of formal partnerships/collaborations, number of consortia proposals
Responsible Party » Office of Research and Business, Department of Pharmaceutical Sciences
Timeframe » Collect baseline data for November 2015; May 2017
Performance Indicator » Increased research collaborations
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02
Research, Innovation, & Entrepreneurship
Strategic Initiative 2.4
Objective Continue to promote translational research within the college to revolutionize health and healthcare outcomes
Metric » Number of patents and licenses, number of grants, number of clinical trials, number of industry collaborations, number of company start ups
Responsible Party » Department of Pharmaceutical Sciences, Office of the Dean, Office of Research and Business
Timeframe » Collect baseline for January 2016; August 2017, evaluate annually
Performance Indicator » Published patents and product licensure, grants submitted and awarded, inclusion of new application of research in translational clinical research or clinical settings, submission and award of funding for clincal research, number of FHTC grants and industry partnerships USF COLLEGE OF PHARMACY Strategic Plan 2015
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02
Research, Innovation, & Entrepreneurship
Strategic Initiative 2.5
Objective Establish researchfocused graduate education and doctoral programs
Metric » Students in the USF COP graduate program
Responsible Party » USF COP Office for Graduate Programs
Timeframe » Spring 2016 for graduate programs, Fall 2017 for PhD program, Fall 2018 for postdoctoral programs
Performance Indicator » Number of enrollment of graduate students, established postdoctoral scholars in graduate programs in the COP
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02
Research, Innovation, & Entrepreneurship
Strategic Initiative 2.6
Objective Increase the visibility of the college via organization and partcipation in local and global research and educational events
Metric » Collaborative events involving USF COP
Responsible Party » Office of the Dean, Associate Deans
Timeframe » May 2016 through May 2018
Performance Indicator » Increased participation and collaboration with local, national, global research, and education entities
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STRATEGIC OBJECTIVE
03
Advanced Clinical Prowess
Background It is necessary to develop outstanding pharmacist clinicians because they are expected to be an integral part of the healthcare team. Hospital Medicare (Health System) reimbursement is expected to decrease if patients are required to return to the hospital for recurrent chief complaints. This leads to an increased need for primary care services. New health initiatives, in addition to reformed reimbursement, leads to an increased need in primary care services. Clinical pharmacists are well equipped to fill these roles. There are increasing needs in the geriatric setting, including home health, hospitals, and skilled nursing facilities with a focus on medication therapy management and adherence. IPE: A pharmacist's role with the healthcare professional (what they can do).
03
Advanced Clinical Prowess
Strategic Initiative 3.1
Objective Use of innovation, simulation, and interprofessional experiences
Metric » Practice site placement; simulation activities; active learning activities; courses that include emerging medical devices
Responsible Party » Curriculum Committee, Office of Experiential Education and Residency Training, Pharmaceutical Skills, PCR Chair or Designee
Timeframe » Fall 2016
Performance Indicator » Incorporate at least 10 internal faculty into sites where the pharmacist is an integral part of the healthcare team; incorporate simulation in curriculum including CAMLs and CACLS; incorporate active learning into at least 10 courses; incorporate emerging medical devices into at least 6 courses USF COLLEGE OF PHARMACY Strategic Plan 2015
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03
Advanced Clinical Prowess
Strategic Initiative 3.2
Objective Empower pharmacists and patients to be catalysts for change at all levels of healthcare
Metric » Participation by IPPE and APPE sites, Health Service Corps, CIN, PCMH, or ACO
Responsible Party » Office of Experiential Education and Residency Training
Timeframe » Fall 2018, annually thereafter
Performance Indicator » Introduction and increased inclusion of PharmD students at IPPE and APPE sites and Health Services Corps; 5 practice sites incorporating pharmacists as an integral part of the healthcare team
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03
Advanced Clinical Prowess
Strategic Initiative 3.3
Objective Foster evidence based-decision making to improve healthcare
Metric » Pharmacy Longitudinal Research Project (PLRP) reports, assessments on didactic classes; successful completion of evidenced based medicine classes and the PLRP project
Responsible Party » Pharmacy Longitudinal Research Project Committee, Curriculum Committee
Timeframe » Spring 2015
Performance Indicator » Grades in PLRP experience and didactic classes
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03
Advanced Clinical Prowess
Strategic Initiative 3.4
Objective
Metric
Student placement in residency and fellowship programs
» Application and acceptance into residencies/ fellowships
Responsible Party » Office of Experiential Education and Residency Training, Department of Pharmacotheraputics and Clinical Research
Timeframe » Fall 2015, annually thereafter
Performance Indicator » Fellowship in pharmacogenomics; at least 30% of students applying for residency and 15% obtaining residency
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03
Advanced Clinical Prowess
Strategic Initiative 3.5
Objective Advocate philanthropy through domestic and international service initiatives
Metric » Clinician inclusion into health reform models including clinicians and provider status; involvement with health clinics serving communities in need
Responsible Party » Office of the Dean; Faculty
Timeframe » Fall 2018, annually thereafter
Performance Indicator » Advocate inclusion of clinicians into health reform models through advocacy; increased student participation in health clinics and medical mission trips
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STRATEGIC OBJECTIVE
04
Business & Infrastructure Optimization
Background Business and Infrastructure are fundamental components of USF COP and are necessary for the operations of the college. USF COP intends to create efficiency in the day-to-day operations by using cost effective methods to ensure that members of the College of Pharmacy are accountable and responsible stewards of their resources.
04
Business & Infrastructure Optimization
Strategic Initiative 4.1
Objective Increase Academic Entrepreneurial Activities
Metric » Number of entrepreneurial actitives created by the USF COP
Responsible Party » Office of Research and Business
Timeframe » Fall 2015, annually thereafter
Performance Indicator » Increase of Academic Entrepreneurial Activity and attendance of training for Academic Entrepreneurial Activity
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04
Business & Infrastructure Optimization
Strategic Initiative 4.2
Objective Development of procedures and guidelines for business practices
Metric » USF COP Business Procedures and Guidelines Manual
Responsible Party » Office of Research and Business
Timeframe » Fall 2016
Performance Indicator » Four approved business guidelines or procedures successfully implemented
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04
Business & Infrastructure Optimization
Strategic Initiative 4.3
Objective
Metric
Support responsible stewardship of fiscal resources
» Business Education Training for members of USF COP
Responsible Party » Office of Research and Business
Timeframe » Continuous
Performance Indicator » At least two completed business education opportunities a year; increase in training attendance; number of suggestions for new training classes, number of training material available
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04
Business & Infrastructure Optimization
Strategic Initiative 4.4
Objective Increase communication of fiscal and business information between the members of COP
Metric » College of Pharmacy Magazine; Newsletter; Email; Shared warehousing databases; Website
Responsible Party » Office of Research and Business
Timeframe » Continuous
Performance Indicator » Regularly published magazine; contribution to COP newsletter; relevant communication sent/shared
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04
Business & Infrastructure Optimization
Strategic Initiative 4.5
Objective Improvement, facilitation, and communication of adequate and equitable distribution of resources including space and financial support
Metric » Biannual budget meetings with each office/ department; USF Health Space Committee; produce a faculty/staff survey to assess business operational efficiencies and satisfaction with business services
Responsible Party » Office of Faculty Affairs; Office of Research and Business
Timeframe » Biannual budget meetings, annual assessment of space; annual survey
Performance Indicator » Annual completion of budget projection; annual assessment of space allocation
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04
Business & Infrastructure Optimization
Strategic Initiative 4.6
Objective
Metric
Professional Development Opportunities
» Number of professional development opportunities available for USF COP
Responsible Party » Various offices in USF COP
Timeframe » Biannually
Performance Indicator » Two completed USF led trainings; increase in attendance of tranings; increase in number of emails delivered promoting professional development opportunities; provide COP professional development credit for COP members
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STRATEGIC OBJECTIVE
05
Culture, Community, & Global Outreach
Background Culture, community and global outreach are an integral to the college in all areas. The college believes that a diverse, harmonious and engaged faculty, student body and staff will lead to innovations in education, research, and patient centered healthcare.
05
Culture, Community, & Global Outreach
Strategic Initiative 5.1
Objective Advance the college's efforts in fostering a culture of diversity and inclusiveness
Metric » Number of diversity training sessions, number of social diversity pride events
Responsible Party » Office of Faculty Affairs
Timeframe » Continuous
Performance Indicator » Increase number of college diversity training sessions by one per semester; increase the social diversity pride events by one per semester (presently it is one per year)
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05
Culture, Community, & Global Outreach
Strategic Initiative 5.2
Objective Reassess admissions requirements to evaluate culturally diverse student body
Metric » Enrollment data, Admissions Committee minutes
Responsible Party » Director of Admissions
Timeframe » Summer annually
Performance Indicator » Maintain matriculating student gender rate of 40 percent per year; maintain ethnicity rate of 40% per year
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05
Culture, Community, & Global Outreach
Strategic Initiative 5.3
Objective Assess faculty and staff recruitment efforts to ensure excellence in the recruitment and development of outstanding faculty and staff
Metric » Faculty and staff hiring data, search committee meeting minutes
Responsible Party » Office of Faculty Affairs
Timeframe » Continuous
Performance Indicator » Organize periodic workshops (at least one per semester) for faculty and staff search committee to improve recruitment and ensure excellence
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05
Culture, Community, & Global Outreach
Strategic Initiative 5.4
Objective Promote lifelong learning through the establishment of professional development and technology training within the college
Metric » Number of training sessions
Responsible Party » Office of Faculty Affairs
Timeframe » Continuous
Performance Indicator » Increase professional development training by 50%
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05
Culture, Community, & Global Outreach
Strategic Initiative 5.5
Objective Continue to host all college meetings with a focus on social and team-building activities
Metric » Number of all college meetings
Responsible Party » Office of the Dean
Timeframe » Continuous
Performance Indicator » Organize at least one college-wide meeting per semester
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05
Culture, Community, & Global Outreach
Strategic Initiative 5.6
Objective Provide networking opportunities for faculty and staff to learn from each other and meet colleagues from different departments
Metric » Number of sessions hosted
Responsible Party » Office of Faculty Affairs
Timeframe » Continuous
Performance Indicator » Presently departmental faculty meet once a month, organize college level faculty meetings at least twice per semester to provide opportunities for interdepartmental interactions
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05
Culture, Community, & Global Outreach
Strategic Initiative 5.7
Objective Create opportunities for students to have local and globally clinical, research, and service experiences
Metric » Number of clinical activities, number of research activities, number of service activities
Responsible Party » Committee on International affairs; Department of Pharmacotherapeutics and Clinical Research, Department of Pharmaceutical Sciences
Timeframe » Fall 2018
Performance Indicator » Annual report and evaluations will reflect students have engaged in local and global clinical, research, and service experiences
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05 Culture, Community, & Global Outreach
Strategic Initiative 5.8
Objective Encourage collaborative and interprofessional educational and research partnerships between internal and external entities
Metric » Number of collaborative partnerships/projects with internal and external entities
Responsible Party » Department of Pharmacotherapeutics and Clinical Research, Department of Pharmaceutical Sciences
Timeframe » Continuous
Performance Indicator » Achieve output of joint teaching and research projects between faculty from different departments and external entities; measure and track increase in educational and research projects between faculty, internal and external entities
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05
Culture, Community, & Global Outreach
Strategic Initiative 5.9
Objective Sustain global partnerships with universities, healthcare providers and health care institutions
Metric » Number of global partnerships with universities, healthcare providers, and healthcare institutions Responsible Party » Committee on International Affairs; Department of Pharmacotherapeutics and Clinical Research, Department of Pharmaceutical Sciences
Timeframe » Continuous
Performance Indicator » Increase in number of global partnerships with universities, health care providers, and healthcare institutions
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STRATEGIC OBJECTIVE
06
Inter-Professional
Background USF Health has an interdisciplinary mission. Having access to MCOM, CON, COPH, and Allied Health Sciences, a Health Science Center, and resources such as CACLS, CAMLS creates unique training and patient care opportunities. The Tampa Bay area has eight major medical centers which further enhance and support the USF Health mission. The healthcare delivery system now demands patient centered medical care that involves multiple health disciplines, and this has created new opportunities for pharmacists. Patient centered healthcare has taken the forefront for dictating reimbursement.
06
Inter-Professional
Strategic Initiative 6.1
Objective Development and dissemination of interdisciplinary healthcare teams to medical centers within the Tampa Bay area for patient care delivery and student training
Metric » List of sites where we have USF Health Interdisciplinary faculty teams assigned
Responsible Party » Department of Pharmacotherapeutics and Clinical Research; Office of Experiential Education and Residency Training, Faculty
Timeframe » Spring 2015
Performance Indicator » USF Health faculty interdisciplinary teams placed in the Tampa Bay area by 2018
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06
Inter-Professional
Strategic Initiative 6.2
Objective Collaboration with medical entities that are providing patient centered healthcare services, commercial insurance plans
Metric » Number of collaborations with medical entities
Responsible Party » Office of Experiential Education and Residency Training, PCR Chair and/or designee
Timeframe » Spring 2015, annually thereafter
Performance Indicator » Collaborations with 3-5 medical entities in the Tampa Bay area by 2018
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06
Inter-professional
Strategic Initiative 6.3
Objective Placing students in clinical environment where interdisciplinary patient care delivery already exists (hospitals, medical centers, etc.)
Metric » Reports from experiential coordinator; student evaluations
Responsible Party » Experiential Coordinators, PCR Chair and/or designee; Assessment Committee
Timeframe » Spring 2015, continuously thereafter
Performance Indicator » At least 60% of students placed in interdisciplinary clinical environments by 2018
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06
Inter-professional
Strategic Initiative 6.4
Objective Expand interdisciplinary didactic experiences
Metric » Reports from curriculum committee; Course Evaluations; Faculty feedback and evaluations
Responsible Party » Curriculum committee chair or designee, PCR chair and/or designee, Office of Academic Affairs; Assessment Office, Departmental Chairs and/ or designees
Timeframe » Spring 2015, continuously thereafter
Performance Indicator » At least 5 interdisciplinary courses in collaboration with USF Health disciplines by 2018
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06
Inter-professional
Strategic Initiative 6.5
Objective Expand interdisciplinary simulation activities to enhance student skills and competencies
Metric » Reports from interprofessional education coordinator; from faculty involved in didactic processes; Reports from simulation coordinator; interdisciplinary sessions where students and faculty work on a case; Simulation activities at CACLS, CAMLS
Responsible Party » IPE coordinator, PCR Chair and/or designee; Faculty, Departmental Chair and/or designees; Simulation Coordinator
Timeframe » Spring 2015, continuously thereafter
Performance Indicator » At least 10 didactic courses will have virtual or simulated activities by 2018 USF COLLEGE OF PHARMACY Strategic Plan 2015
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Designed by: The Center for Transformation and Innovation
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For More Information WWW.CTILEADERSHIP.COM Center for Transformation and Innovation 3802 Spectrum Blvd., Ste. 116A Tampa, FL 33612 813-333-1401 ctileadership@ctileadership.com
Dean's Office, College of Pharmacy University of South Florida, 12901 Bruce B Downs Blvd., Tampa, FL 33612 Tel: 813-974-5699 | Fax: 813-905-9890 | www.pharmacy.health.usf.edu