Strategic Plan 2012_2017

FOR THE FACULTY OF PHARMACY AND PHARMACEUTICAL SCIENCES

THE ACADEMIC PLAN

VISION:

Excellence and innovation in pharmacy education and research through learning, discovery and citizenship. [ APPROVED JUNE 2011 ]

THE FACULTY:

Fosters high quality education and ongoing development of students and post-doctoral fellows

Conducts world-class research in the basic and applied pharmaceutical sciences, clinical pharmacy sciences, and health services

Seeks advancements and excellence in practice, research and education

Partners with the profession, policy makers, other faculties and universities, and the public

[ APPROVED JUNE 2011 ]

MISSION:

To provide pharmacy and graduate education designed to meet societal needs for safe and effective use of medications and to cultivate research and pharmacy practice.

VALUES:

Partnerships, collaboration, and teamwork Professionalism and ethical behaviour Diversity Respect and compassion Communication

[ APPROVED JUNE 2011 ]

The Faculty of Pharmacy & Pharmaceutical Sciences is admired and respected for their cohesiveness

as a team, their energy and commitment in fostering a legacy of excellence.

2012 – 2017 THE ACADEMIC PLAN FOR THE FACULTY OF PHARMACY AND PHARMACEUTICAL SCIENCES i

TABLE OF CONTENTS

1 INTRODUCTION

2 DEAN’S MESSAGE

3 STRATEGIC PRIORITIES 2012-2017

7 GOALS AND STRATEGIES

7 Foster excellence in research and graduate studies.

8 Advance the profession through exemplary educational programs.

11 Support enhancements in teaching and learning.

12 Create an effective organization to support our mission.

14 Cultivate excellence in the student body.

OUR MISSIONOUR MISSION To meet societal needs for safe and effective use of medications.

OUR VALUESOUR VALUES

Respect and compassion.

2012 – 2017 THE ACADEMIC PLAN FOR THE FACULTY OF PHARMACY AND PHARMACEUTICAL SCIENCES 1

INTRODUCTION

The development of the strategic plan was signifi cantly infl uenced by unprecedented changes in pharmacists’ scope of practice in Alberta and across Canada, new space for the Faculty, as well as the University of Alberta’s Academic Plan, Dare to Deliver. The Strategic Planning Committee was formed in September 2010 chaired by Christine Hughes, and including representation from the Pharmacy Practice Division (Terri Schindel, Kevin Hall), Pharmaceutical Sciences Division (Raimar Loebenberg), undergraduate and graduate students (Anita Cumbleton, Tyler Watson, Anwar Mohammed), Director of Development and Alumni Relations (Lori Shockey), and two external representatives (Dale Cooney, Alberta College of Pharmacists; Jeremy Slobodan, Alberta Health Services). The committee was charged with developing the process for strategic planning as well as overseeing the development of the strategic plan. The planning process is summarized below.

September 2010 The Strategic Planning committee was formed with representation from Pharmacy Practice and Pharmaceutical Sciences Divisions, undergraduate and graduate students, Director of Development and Alumni Relations, and external representatives from Alberta Health Services and the Alberta College of Pharmacists.

December 2010 A consultant assisted in developing a process for strategic planning.

February 2011 The consultant met with Leadership Council to review the mission and vision and identify critical success factors.

March 2011 Two orientation sessions were held to engage faculty members in the strategic planning and the process.

March – April 2011 Small groups, led by members of the Strategic Planning committee, gathered input from the faculty and staff members on the Mission, Vision, Values, and conducted a SWOT analysis of the critical success factors.

May 2011 A one-day strategic planning session, held on May 16, 2011, included faculty members, graduate and undergraduate student representatives, support staff representatives, and external representatives. Following this session, the Mission and Vision were revised and the framework of strategic plan was developed.

June 2011 The Mission, Vision, and Values were approved at the Faculty retreat on June 10, 2011. The goals and objectives were reviewed and discussed.

July – August 2011 The Committee further developed the strategic plan with input from faculty members.

September 2011 The Draft of the strategic plan was circulated to faculty and discussed at the Faculty council meeting.

November 2011 The fi nalized version of the strategic plan was circulated.

Strategic planning process

THE ACADEMIC PLAN FOR THE FACULTY OF PHARMACY AND PHARMACEUTICAL SCIENCES 2012 – 2017 2

DEAN’S MESSAGE

The Faculty of Pharmacy and Pharmaceutical Sciences is pleased to present this strategic plan to both our internal and external stakeholders. A tremendous amount of work has gone into this plan and I thank everyone for their efforts. Members of the Strategic Planning Committee are to be particularly commended for shepherding this document through its development and maturation stages. Through their guidance, and the efforts of all members of the Faculty, we have identifi ed key strategic priorities and set the stage for the next 5 years of growth in research, excellence in graduate and undergraduate education, support for student learning, advancement of the profession of pharmacy, and organizational effectiveness. Importantly, we have crafted a document that is aligned with University priorities and will guide our decision making in the coming years.

Strategic planning, while essential, is only the fi rst step. The Faculty must, and will, be diligent in monitoring our progress on this plan, and making any adjustments that our assessment activities reveal are necessary. I am confi dent that our committed faculty and staff members will continue to perform at the very highest level and our Faculty will be recognized as one of the very best in the world by the quality of our students, faculty, research, and innovations to pharmacy practice.

FACULTY RETREATFACULTY RETREAT June 2011


STRATEGIC PRIORITIES 2012-2017

Following an environmental scan and taking into consideration our future direction, the following fi ve strategic priorities were identifi ed.

Foster excellence in research and

graduate studies

Cultivate excellence in the

student body

Support enhancements in teaching and

learning

Create an effective organization to

support our mission

Advance the profession through

exemplary educational programs


Foster excellence in research and

graduate studies.

Advance the profession through

exemplary educational programs.

Support enhancements in teaching and

learning.

1. Enhance graduate training opportunities in pharmaceutical, clinical, and social sciences.

2. Increase interest in graduate studies within the undergraduate pharmacy student cohort.

3. Create a research infrastructure to support research excellence and increase the number of peer-reviewed publications as well as research grants obtained and renewed.

4. Achieve balance between the number of Canadian and international students admitted to the graduate program.

5. Develop appropriate assessment metrics and use the data to inform quality improvements in the graduate program.

6. Increase awareness of the Faculty’s research within university, public, funders and pharmacy organizations.

7. Promote inter-Division and inter-Faculty collaborations in research.

1. Maintain and enhance quality of the BscPharm program.

2. Engage our partners to develop and implement innovative experiential learning models.

3. Implement the Post-Professional PharmD degree program.

4. Develop and implement an entry-level PharmD program.

5. Implement a combined MBA/Pharmacy program.

6. Create vibrant and sustainable international experiences for student pharmacists and graduate students.

7. Engage practicing pharmacists with the Faculty in continuing and professional education programs.

1. Enhance inter-Division and inter-Faculty collaborations in teaching.

2. Effectively utilize technology to support best practices in teaching and learning.

3. Promote faculty development opportunities for teaching (e.g. faculty development seminars, peer teaching review).

4. Identify and take advantage of opportunities for student-centered learning.

STRATEGIC PRIORITY GOALS


Create an effective organization

to support our mission.

Cultivate excellence in the

student body.

1. Ensure adequate budgets for excellence in teaching, research, scholarly dissemination, and administration.

2. Enhance communication and collaboration with internal and external stakeholders.

3. Recruit and retain outstanding faculty members, staff, lab facilitators, and preceptors.

4. Actively promote the faculty mentoring program.

5. Review organizational structure and leadership strategies (administrative organization, Division structure, etc.).

6. Implement an assessment plan consistent with the Faculty’s program goals and strategies.

7. Promote the values and culture of the Faculty into service, teaching and research.

8. Improve the use of fund raising to advance the mission of the Faculty.

1. Increase awareness about the pharmacy profession among potential applicants to the undergraduate and graduate programs.

2. Review and modify the admissions requirements and processes for the undergraduate program.

3. Expand fi nancial support for undergraduate and graduate students.

4. Enhance Student Support services to optimize the student experience.

5. Promote student mentorship opportunities.

STRATEGIC PRIORITY GOALS

OUR MISSIONOUR MISSION To provide pharmacy and graduate education.

OUR FACULTYOUR FACULTY

Fosters high quality education and ongoing development of students

and post-doctoral fellows.


GOALS AND STRATEGIES

STRATEGIC PRIORITY Foster excellence in research and graduate studies.

Enhance graduate training opportunities in pharmaceutical, clinical, and social sciences.

Increase interest in graduate studies within the undergraduate pharmacy student cohort.

Create a research infrastructure to support research excellence and increase the number of peer-reviewed publications as well as research grants obtained and renewed.

Achieve balance between the number of Canadian and international students admitted to the graduate program.

Develop appropriate assessment metrics and use the data to inform quality improvements in the graduate program.

Increase awareness of the Faculty’s research within university, public, funders and pharmacy organizations.

Promote inter-Division and inter-Faculty collaborations in research.

Identify priorities for graduate program development in both Divisions. Create opportunities and identify resources for a pharmacy practice MSc program.

Integrate exposure to research within the curriculum in all years of the undergraduate pharmacy program.

Invite undergraduate students (GPA ≥3.3) to apply to graduate studies via a letter from the Dean’s offi ce.

Increase the number of summer research opportunities. Develop dual degree programs.

Engage Research Service Offi ce facilitators to identify and promote new funding initiatives early.

Utilize a grant writer for major initiatives. Establish a budget for internal funding to support research. Defi ne research themes to help guide recruitments and investments in both Divisions.

Re-evaluate the allocation of funding associated with the graduate program (e.g. Teaching Assistant opportunities, recruitment scholarships for Canadian students).

Communicate to practicing pharmacists/alumni regarding opportunities in graduate studies.

Complete a self assessment of the graduate program. Articulate an overarching philosophy for the graduate program and teaching approaches.

Conduct a review of policies and procedures, including promotion/candidacy requirements.

Identify new courses required based on research areas of excellence.

Update the Faculty website on a regular basis and ensure research foci, inter-faculty research, and awards are prominently communicated.

Invite other Faculties/research groups to participate in Research Day (present research or as speaker).

Communicate research being conducted/achievements within the Faculty for inclusion in external stakeholder newsletters.

Highlight research at the annual reunion weekend event and other appropriate events.

Highlight one or more research accomplishments in each annual report.

Use the newsletter, annual report, and other suitable communication methods to highlight initiatives where collaborative research is being undertaken by our faculty members.

GOALS STRATEGIES



STRATEGIC PRIORITY Advance the profession through exemplary educational programs.

Maintain and enhance quality of the BScPharm program.

Engage our partners to develop and implement innovative experiential learning models.

Implement the Post-Professional PharmD degree program.

Develop and implement an entry-level PharmD degree program.

Implement a combined MBA/Pharmacy program.

Recruit a Lead for the pharmacy practice skills labs by 2012. Identify opportunities for engagement with other Faculties for interprofessional education.

Implement learning assessment strategies that align with the Association of Faculties of Pharmacy of Canada Educational Outcomes.

Evaluate the effectiveness of recent changes to the curriculum including implementation of patient care process and implementation of revised practice lab courses.

Research and implement new experiential learning models and adapt site and preceptor requirements as required to attract and retain preceptors as well as expose students to best practice models.

Increase capacity for clinical rotations in interprofessional and specialty areas including community health and opportunities prior to the fourth year.

Develop preceptor professional development programs. Implement strategies to recognize preceptor contributions. Implement processes and techniques for student remediation in collaboration with preceptors.

Hire a Director of the PharmD Program by 2012. Implement the PharmD program by 2013. Identify areas of staffi ng needs and opportunities for addressing those needs. Promote the PharmD program to practicing pharmacists. Adapt appropriate PharmD courses for distance delivery by 2014.

Articulate an overarching philosophy and framework for the program. Identify goals and outcomes of the program based on based on the Association of Faculties of Pharmacy Educational Outcomes Educational Outcomes.

Implement a new program by 2015.

Introduce the combined MBA/Pharmacy program by 2013. Build scholarships to support students in the MBA/Pharmacy program.

GOALS STRATEGIES



Create vibrant and sustainable international experiences for student pharmacists and graduate students.

Engage practicing pharmacists with the Faculty in continuing and professional education programs.

Set goals and priorities for international activities. Assess achievement of goals through international initiatives and partnerships over the past 5 years.

Explore the role of global citizenship education in pharmacy and prioritize educational outcomes for the curriculum.

Involve University of Alberta pharmacy and graduate students in international initiatives.

Investigate pharmacists’ needs for professional development and demand for post-graduate programs.

Implement strategies to align Continuing Professional Development with Faculty programs such as alternate delivery of PharmD courses with teaching contributions recognized by the Faculty Evaluation Committee.

Develop university-based professional development leading to the post-professional PharmD, in credit and non-credit options.

Identify partnerships to deliver professional development to pharmacists.

GOALS STRATEGIES

OUR FACULTYOUR FACULTY Seeks advancements and excellence in practice, research and education.

would need high res photo

OUR MISSIONOUR MISSION Partnerships, collaboration, and teamwork.


Partners with the profession, policy makers, other faculties and

universities, and the public.



STRATEGIC PRIORITY Support enhancements in teaching and learning.

Enhance inter-Division and inter-Faculty collaborations in teaching.

Effectively utilize technology to support best practices in teaching and learning.

Promote faculty development opportunities for teaching (e.g. faculty development seminars, peer teaching review).

Identify and take advantage of opportunities for student-centered learning,

Use the newsletter and other suitable communication methods to highlight initiatives where collaborative teaching is being undertaken by our faculty members.

Recognize collaborations in teaching in annual reports and evaluation. Highlight one or more innovative or collaborative teaching accomplishments in each Faculty annual report.

Identify opportunities to use of technology to support and enhance teaching. Establish a technology committee, develop its terms of reference, and support its role within the Faculty.

Link the use of technology in teaching with faculty mentoring and faculty development sessions.

Complete migration to Moodle during 2012.

Establish a faculty development committee to support innovations in teaching for curriculum development.

Liaise with other university units to identify opportunities for faculty development.

Defi ne student-centered learning in the pharmacy programs. Utilize curriculum and program evaluation data to identify areas to enhance student-centered learning.

Implement teaching approaches to support student-centered learning. Implement peer teaching in the entry-level PharmD program.

GOALS STRATEGIES



STRATEGIC PRIORITY Create an effective organization to support our mission.

Ensure adequate budgets for excellence in teaching, research, scholarly dissemination, and administration.

Enhance communication and collaboration with internal and external stakeholders.

Recruit and retain outstanding faculty members, staff, lab facilitators, and preceptors.

Actively promote the faculty mentoring program.

Establish course budgets which include all expenses and Teaching Assistant funding.

Adjust budgets annually based on growth, priorities, and documented need. Implement processes to reconcile budget and expenditures for courses and for course coordinators to review.

Develop and implement a communication strategy for faculty, staff, and other contributors to the Faculty’s programs.

Explore and implement opportunities for faculty and staff members to interact informally at least every 2-3 months.

Hold monthly staff and quarterly faculty meetings to increase engagement and communication.

Improve communication with potential students via the Faculty website and University of Alberta calendar.

Use the Faculty website to inform external stakeholders including potential applicants, donors, and faculty and staff members, about Faculty activities and goals.

Use the Faculty website to provide opportunities for stakeholder input thereby enhancing engagement with the Faculty.

Actively recruit high quality candidates for each new faculty or staff position that becomes available.

Actively recruit high quality lab facilitators and preceptors. Implement a new faculty/staff orientation program. Establish an annual Welcome Event for new faculty or staff members. Identify areas of need for support staff. Support retention packages when appropriate.

Acquire and distribute resource materials that will help interested faculty/staff to better understand the attributes of a successful mentorship program.

Establish and distribute the criteria for serving as a mentor for new faculty/staff members.

Invite interested faculty/staff members to volunteer to serve as a mentor for new faculty/staff members.

Develop an evaluation process, involving both mentors and mentees, that will enable the program to be reviewed and improved.

Recognize mentoring activities within the annual review process.

GOALS STRATEGIES


Review organizational structure and leadership strategies (administrative organization, Division structure, etc.)

Implement an assessment plan consistent with the Faculty’s program goals and strategies.

Promote the values and culture of Faculty into service, teaching and research.

Improve the use of fund raising to advance the mission of the Faculty.

Conduct an annual review of the Faculty’s strategic plan and effectiveness of its organizational structure.

Provide an annual presentation and discussion of the assessment results to faculty and staff members.

Incorporate assessment strategies, required to evaluate the strategic plan, into the overall assessment plan and distribute the updated assessment plan to all faculty/staff members.

Develop and implement global and programmatic assessment strategies. Identify leads and timelines for all assessment activities. Establish a forum for annual updates by leads on their assessment activities, analyses and plans for use of the data to improve our programs.

Articulate the Faculty’s culture, and implement strategies that help establish and maintain the desired culture within the faculty/staff, and within the student body.

Implement activities that build awareness of what the Faculty’s organizational culture is, and why it is important.

Organize a series of presentations on the culture of organizations.

Develop a strategic plan for Advancement that defi nes Faculty priorities in alumni relations and fund raising.

GOALS STRATEGIES




STRATEGIC PRIORITY Cultivate excellence in the student body.

Increase awareness about the pharmacy profession among potential applicants to the undergraduate and graduate programs.

Review and modify the admissions requirements and process for the undergraduate program.

Expand fi nancial support for undergraduate and graduate students.

Enhance Student Support services to optimize the student experience.

Promote student mentorship opportunities.

Create a pre-pharmacy curriculum that coordinates with other health professions.

Link with Campus Alberta to create “pre-pharmacy” streams. Increase visibility of the Faculty, for example through participation at University of Alberta Open House and Discovery Days in Health Sciences.

Establish admission policies and processes for the Post-Professional PharmD program.

Modify existing admissions criteria to the undergraduate program to better assess leadership, critical thinking, collaboration and communication skills.

Create an inventory of scholarships for graduate and undergraduate students to identify needs and gaps in funding.

Collect benchmark data from other faculties, in Canada and the US, for graduate education funding.

Reallocate existing resources and generate new resources that will more effectively support graduate students.

Identify the needs of undergraduate and graduate students to enhance their experiences at the University of Alberta, Faculty of Pharmacy and Pharmaceutical Sciences.

Identify new student services that may be needed, then implement and assess their value.

Enhance the faculty advisor program by creating an annual faculty advisor/student “meet and greet” session.

Create an Alberta Pharmacy Students’ Association/faculty journal club, or other series, to provide forums for student-faculty member interactions in a professional context.

Increase funding for student participation in professional meetings. Increase student involvement in mentoring junior students (experiential rotations, practice lab activities).

GOALS STRATEGIES

OUR MISSIONOUR MISSION To cultivate research and pharmacy practice.


Conducts world-class research in the basic and applied pharmaceutical sciences, clinical

pharmacy sciences, and health services.

FOR THE FACULTY OF PHARMACY AND PHARMACEUTICAL SCIENCES

THE ACADEMIC PLAN

2012 – 2017

Strategic Plan 2012_2017

Documents

Transcript of Strategic Plan 2012_2017