Strategic Plan


Preamble

The University of Oklahoma College of Pharmacy’s 2014-2019 strategic plan follows from the 2008-2013 strategic plan and focuses on priority areas for the college to address in the next five years. The strategic plan is divided into six sections that reflect the tripartite mission as well as the development of its members, structure of the organization, and growth of the enterprise. It is anticipated that this plan will resonate with all members of the college and that they will become conversant in the plan, as it is designed to guide faculty, departments, administration, and staff in their daily efforts as well as annual goal setting. Reading through the plan, individuals should note the intentional formatting.

Each of the six section’s primary outcome statements (indicated by the leftmost bullet) are written with a measurable action verb indicating the outcome assessment and measure. Underneath the primary outcome statements are bulleted secondary outcome statements that operationalize the primary outcome. The outcome statements for each section are approximately one page in length and highlight essential college initiatives and were written in the context of changing academic climate in the next five years. Key outcome areas are highlighted in each section and vital supporting terms are italicized. The plan indicates who is ultimately responsible for each outcome but they are not limited to that responsible individual as all college initiatives take a team effort. Individuals should anticipate seeing sentiments of the strategic plan in college committee charges. The language in the outcome statements encourage regular reflection on progress made toward each outcome and in some instances, specifically indicates when more frequent assessment and documentation should occur.

Overall the strategic plan articulates a strategy for supporting and developing its members and advancing the college so it can continue to realize its vision and mission.



Members of the Strategic Planning Committee 2013-2014

Melissa Medina, Strategic Planning Committee Chair 

Education: Nancy Letassy (Chair), Susan Conway, Michael Ihnat 

Research and Scholarship: Anne Pereira (Chair), Chris Rathbun, Michael Smith 

Pharmacy Practice and Professional Service: Tracy Hagemann (Chair), Jill Shadid, Vincent Dennis 

Advancement: Paula Meder (Chair), Rex Urice, Sandy Warner 

Administration and Infrastructure: Mark Britton (Chair), Eric Johnson, Jane Wilson 

Faculty and Staff Development: Eric Johnson (Chair), Kelly Standifer, Kevin Rinaldi


Student advisory committee for the strategic plan: 

P2 students: Matthew Stailey, P2 

P3 students: Aubrey Jones, P3 

P4 students: Ruby Oh, P4; Courtney Bishop, P4 

Graduate students: Tammy Lambert, PharmD alumnus, graduate student


  • Education – Doctor of Pharmacy program

    • Explore options to increase doctor of pharmacy student applicants and recruitment (Stud Affairs).
    • Assure coherence of curriculum with CAPE 2013 and ACPE Standards 2015 in the Pharm.D. curriculum.
    • Increase the amount of active learning and teaching innovation delivered in courses (Curr & Assess Comm., Assess Dean, Fac).
      • Select and use a variety of content delivery methods in each course that engage students in application of course content in a way that is visible to faculty and document amount and type of active learning used.
      • Evaluate if each lecture uses active learning ~ every 10-15 (or for ~ 30% of time) during the class period.
      • Incorporate use of primary literature throughout to reinforce evidence based problem solving.
      • Use PCMS etc. to revisit streams/stream teams to allow for better coordination across courses and years.
    • Utilize a variety of flexible assessment methods in the Pharm.D. program that offers students feedback about their learning that goes beyond test scores in courses (Curr. & Assess Comm., Assess Dean).
      • Implement an electronic portfolio system with menu driven options to track student’s artifacts and achievement of program and CAPE 2013 outcomes such as: (Exper. Ed, Stud Affairs):
        • Document approaches to practice and care including: patient care activities, problem solving, cultural sensitivity, communication, and interprofessional education.
        • Document co-curricular activities (leadership, advocacy, and educator such as P4 Seminar, APPE, IPPE, mentoring program, tutoring program, TBL and group discussion formats).
        • Document personal and professional development subdomains: self-awareness (professional development needs), innovation and entrepreneurship (reflection of ways to improve quality or overcome barriers), leadership (not just officer positions), and professionalism. Can include activity documentation or journaling/reflection.
    • Pilot a performance-based (OSCE) exam in fourth year (Exper. Educ, APPE fac).
      • Pilot an OSCE and written exam in acute and ambulatory care.
      • Expand hospital and community exams to include an OSCE component.
    • Implement ExamSoft in all four years of the curriculum (Assess Comm., Assess Dean)
      • Tag all test and quiz questions (e.g., course/lecture objectives, program/CAPE outcomes, level of learning and course content). Assess compliance during annual review (Fac., Dept chairs).
      • Use ExamSoft report cards to give students assessment feedback on tests and quizzes (Fac, Secrt).
      • Use ExamSoft to identify students’ weaknesses in program outcomes as indicated by integrated exam or other assessments and create remediation tools for those outcomes (Faculty, Acad Stand, Sr. Assoc Dean, Stud. Affairs).
      • Use ExamSoft for curriculum review. Evaluate that topics such as medication use systems management, health and wellness, population-based care, patient advocacy, cultural sensitivity, problem solving, and education of all audiences (patients, peers, and other health professionals) are taught at least at an application level, reinforced throughout the curriculum and assessed on course exams, P1-P3 integrated exams, and P4 hospital & community exams. (Curr.&Assess comm).
    • Expand interprofessional education (IPE) in the didactic and experiential setting (Exp. Educ., Sr. Assc Dean)
      • Expand pilot IPE, EPIC program, Silver Clinic IPE, P3 IPPE opportunities to all students.
      • Assess IPE on exams such as integrated exam and APPE exams such as community and hospital exams (Assess Comm).

  • Education – Postgraduate Education and Training

    • Evaluate factors related to pursuit of and acceptance to postgraduate education (residencies, fellowships, and graduate school) (Stud Affairs, RRC, Dir. Grad Prog).
      • Track the number of P4 students accepted into postgraduate programs with a goal of 20% of each class accepted.
      • Track the number of students who apply/or are accepted as Walmart scholars each year and correlate with residency or graduate school pursuit.
      • Evaluate impact of 5 program tracks in pediatrics, leadership, neuropsych, ambulatory care, nuclear pharmacy on residency and graduate school pursuit. If correlation exists, explore additional tracks in other specialty areas (Curr. & Assess Comm.).
      • Track number of faculty offering student research opportunities and impact on residency and graduate school pursuit.
      • Track and evaluate the number of students who do not successfully secure a residency position; use results to better assist future applicants.
      • Identify qualities and experiences that contribute to securing postgraduate education and foster in students.
    • Expand residency and employment opportunities in the state for graduates of residencies and fellowship programs (RRC, RPDs, Sr. Assoc. Dean).
      • Engage health care partners in a dialogue about the value of residency programs provide consultation to those seeking to implement residency programs.
      • Work with stakeholders to identify common interest areas regarding advanced pharmacy practice.
      • Work with these organizations to promote advanced pharmacy practice and recruitment.
    • Expand the Graduate program by increasing the number of graduate faculty, students, and postdoctoral fellows in the program (Dir. Grad Prog).
      • Complete Graduate Program Review within next five years in conjunction with campus GPiBS program review.
      • Create and implement a live and/or online (in D2L) graduate student orientation program to supplement the Graduate College orientation.
      • Track graduation rates, time to graduation rates, graduate student awards, publications, graduate student career placement, number who completed Preparing Future Faculty program.
      • Track length of service (3 year cap) and time to and place/title of promotion for postdoctoral fellows.
      • Evaluate all graduate courses each semester during last 4 weeks of semester (Assess Dean).
      • Partner with foreign institutions for graduate training.
      • Create a ‘metrics’ graduate track (such as oncometrics) within the COP’s existing graduate program, which would include coursework in engineering, regulatory affairs, and clinical pharmacology and summer internship opportunities in FDA and pharmaceutical/biotech companies for graduate students and postdoctoral fellows.

  • Research and Scholarship

    • Document faculty scholarly work products (Fac, Dept. Chair).
      • Document primary scholarly work products in Activity Insight: peer-reviewed publications, presentations/ invited talks, grant/contract submissions and awards, and active clinical trials on a quarterly basis.
      • Document secondary scholarly work products in AI: editorial board appointments, study section service, number of citations, and patentable inventions disclosures, copyright, or trademarks on an annual basis.
      • Annually report % of faculty at goal (publications, grant applications and grants funded) based on annual individual faculty goals set with chair.
      • Establish primary place to document the results in order to ensure consistent number reporting.
    • Grow our future research enterprise.
      • Involve students and post-doctoral fellows in research (Fac, Stud Affairs, Exp Educ).
      • Expand independent study research electives in all departments for P1-P3 students and advertise faculty interests on web.
      • Expand APPE P4 research rotations with department and college faculty and include a curriculum module on IRB training requirements, defining research questions, and research procedures.
      • Involve undergraduate students in summer research programs or align with other programs on campus including OSCTR summer scholar program, SURE, NARCH and INBRE.
      • Mentor and train postdoctoral research fellows.
      • Increase COP grant funding by 50% to 100% by the end of the 5 year strategic plan timeframe.
      • Plan and apply for advertised multidisciplinary award or training grant initiatives.
      • Obtain cGMP designation for production of radionuclide biomarkers.
    • Build an effective research culture (Dean Research, Fac, Dept Chairs).
      • Increase research collaborations within the college and across campus (Dean Research).
      • Engage faculty of different backgrounds to engage in cross and multidisciplinary areas of research.
      • Facilitate research collaborations among COP departments and faculty (e.g., targeted focus groups, targeted faculty connections, brown bags, online profiles) for maximizing resources and obtaining collaborative research grants.
      • Participate in campus-wide initiatives such as the OSCTR initiative and multi-PI COBRE grants.
    • Continue to support a strong research infrastructure (Dean Research).
      • Establish clarity of College of Pharmacy mission statement with regard to research.
      • Encourage collaboration with the College’s biostatistician during all phases of a research study including study design, data collection, data analysis and manuscript writing.
      • Provide support for pre-award grants preparation and submission.
      • Provide support for post award grants administration, fiscal management, contract negotiations.
      • Continue to fund the college seed grant program and bridge money programs and document outcomes for future grants, research publications, and presentations.
      • Maintain and build College Fee for Service or Core Facilities including replacement and updating of aging equipment.


Pharmacy Practice and Professional Service

  • Secure an average of 20% faculty salary support for total full-time faculty equivalent (from sponsored programs, contracts, or clinical service revenue) in the CAS departments (Dept. Chairs, Sr. Assoc Dean, Assoc Dean Fin).
  • Continue to develop research, teaching and/or clinical service relationships with entities and individuals responsible for diabetes, cancer, and infectious disease targeted initiatives at OUHSC. (Dept. Chairs, Sr. Assoc. Dean, Assoc Dean Fin, Assoc Dean Research, Dir Clinical Affairs).
    • Work within existing hospital and clinic system for further clinical service development and implementation of service opportunities.
    • Continue to work within the Hamm Diabetes Center and Stephenson Cancer Center to define relationships and prioritize areas of need.
  • Further develop the Poison Control Center (Assoc Dean Finance, PCC Manager, COP Business Manager).
    • Work with the University Hospitals Authority and Trust to secure stable funding.
    • Change the name of the Poison Control Center to the Oklahoma Center for Poison and Drug Information to increase public utilization and awareness of the services provided across the state.
      • Create a mission statement that aligns with the campus and college and reflects the services provided including: providing treatment recommendations, poison prevention, patient and health care professionals’ education, and research.
      • Maintain a current organizational chart that reflects staff service roles and responsibilities in the 4 areas of treatment recommendations, poison prevention, patient and health care professionals’ education, and research.
    • Expand outreach of services (beyond the population of infants and children and urban communities) to include the geriatric and young adult populations and rural communities.
      • Train pharmacy students to provide community outreach and patient education to expanded populations (geriatric, young adults, and rural communities) (PCC Manager, PCC Educator).
  • Increase awareness of OU Clinic Pharmacies and Nuclear Pharmacies services (Assoc. Dean Finance, Dir Outpatient Pharm).
    • Increase patient utilization of the 4 outpatient clinic pharmacy sites (OU Physicians, Family Medicine, and Children’s Hospital, Tulsa) by establishing relationships with key hospital or clinical staff who can promote the availability of the pharmacies to their patients.
      • Establish the 4 outpatient pharmacies as the pharmacy of choice for the immediate campus patient base (e.g., OU Physician patients choose OU Physicians Pharmacy).
      • Evaluate patient and health care provider satisfaction with the 4 outpatient clinic pharmacy sites at least 2 times during the five year period (Biostatistician).
    • Increase the number of hospitals purchasing PET products from the nuclear pharmacy (Dir Nuc Phar)
      • Obtain customer service feedback from those utilizing nuclear pharmacy services and explore areas of customer need and their perceived strengths and weaknesses of the services provided at least 2 times during the five year period (Dir Nuclear Med, Biostatistician).
  • Expand Pharmacy Management Consultants initiatives (Assoc Dean Finance, PMC Manager).
    • Apply for RFPs and grant contracts/public service agreements from other state organizations and the Pharmaceutical Industry (e.g., services such as drug dispensing cost analyses and drug adherence and readmission rate reduction analyses) in order to expand the PMC business beyond the OHCA contract.


Advancement

  • Increase development and philanthropy (Dir Dev).
    • Expand the national advisory board from 16 to 20 members who have diverse backgrounds and geographic locations (Dean).
    • Acknowledge all donors in a timely manner (put timeframe).
    • Expand RX5K race and track the number of alumni, faculty, staff, and students who attend the RX5K race.
    • Strengthen relationships with other development officers on the OU and OUHSC campus.
    • Track giving to the college in 5 year increments – 2002-2007 (5-years prior to Dean’s arrival); 2008-2013 (5-year post Dean’s arrival); 2014-2019 (10-years post Dean’s arrival).
  • Increase communication with college stakeholders (Comm. Spec., Web Spec., Dean Fin.).
    • Continue highlighting faculty, staff, student, and alumni achievement and awards in the annual College magazine, college and university website and Facebook page.
    • Develop guidelines for posting to college website.
    • Refine and enhance the College website, Alumni and Friends webpage, and College Facebook page.
  • Maintain an Office of Alumni Affairs consisting of a staff coordinator and faculty advisor (Off Alum Affairs, Dean Fin.)
    • Establish an executive committee to also include Alumni Association Officers.
    • Explore the feasibility of the ACPE CPD programming and survey alumni about CPD programming preferences/needs.
  • Plan and deliver the College’s 125th anniversary celebration and college campaign. (Comm Spec, Dir Dev, Office Alum Affairs, Dean. Dean Fin.).
    • Implement a plan to directly communicate with alumni and friends regarding inclusion of the college within OU’s 125th campaign.
      • Measure increased awareness of event as evidenced by the amount of materials distributed to alumni, faculty and staff.
    • Secure donations for a $5-10 million building expansion in coordination with the Campus Campaign.


Administration and Infrastructure

  • Maintain full accreditation of professional programs by a pharmacy accreditation agency recognized by the US Department of Education or the responsible pharmacy accreditation agency (Assess Dean, Sr. Assoc. Dean).
    • Maintain full accreditation of the Doctor of Pharmacy program with the standards of the Accreditation Council for Pharmacy Education; the next self-study begins in the summer of 2018.
      • Align PharmD program outcomes with CAPE 2013 outcomes in PCMS and ExamSoft in order to comply with accreditation standards.
      • Review and implement new ACPE accreditation standards (release date 2015), utilizing updated AAMS software.
    • Maintain full accreditation of all residency programs with the standards of the American Society of Health-Systems Pharmacists (ASHP), the next reaccreditation cycles begins in 2017.
  • Maintain and revise as needed collaborations and agreements with the university, campus administrators, and/or campus partners to support and sustain the college’s mission and goals (Dean’s Office).
  • Maintain and modify as needed a College organizational structure that unifies the program, delineates defined lines of authority and responsibility and outlines assessable duties (Dean’s Office).
  • Maintain and update a policy and procedure manual that is available to all through the college website (Associate Dean for Administration and Finance).
  • Maintain and continually modify a structure supporting student recruitment and professional development (Associate Dean for Student Affairs).
  • Ensure financial resources are sufficient to support existing and developing programs (Dean’s Office).
  • Assure an adequate teaching, learning, and research environment that includes exploration of a building/classroom addition (Dean’s Office).
  • Maintain and enhance educational technology systems as needed (Dean’s Office).


Faculty Development

  • Fully implement Activity Insight (Activity Insight Comm, Dept. Chairs).
    • Evaluate, revise, and add data entry fields in Activity Insight (AI).
      • Create administration evaluation report in AI that allows Deans and Chairs to enter their annual report and goals.
      • Ensure all annual review requirements (including annual goals) have input fields in AI.
      • Ensure all relevant strategic plan data fields are in AI.
      • Document public/community service activities in AI for annual review and formalize methods to systematically measure faculty contributions.
      • Establish a policy for faculty quarterly data entry of publications and presentations
      • Identify staff member to send reminders for data entry and create quarterly publication and presentation reports for the Dean.
    • Document expectations of scholarly activity for each faculty member during annual review (Dept. Chair, Fac).
      • Evaluate each faculty member’s teaching, research, and service load and document research time allocation in annual goals (i.e., balance of responsibilities, noting expected time spent per job description and actual time spent in research). Negotiate protected time as needed.
      • Document faculty needs (training, mentoring, biostatistics assistance, collaborators) in annual goals.
      • Document funding expectations for each faculty member during annual review.
      • Document faculty research plan in consultation with the Department Chair and consider OUHSC research strategic plan, OUHSC priority areas and other viable funding sources.
      • Document faculty involvement in collaborative research efforts in annual report.
    • Evaluate, revise, and add aggregated data reports in Activity Insight.
      • Use clinical, professional and public/community service data from Activity Insight to aggregate faculty activities as well as faculty research and professional collaborations.
      • Generate reports from activity insight to provide evidence related to teaching, research, and service that can be used to facilitate annual department and individual faculty goal setting.
  • Create an online faculty orientation program available in D2L that supplements the College and University faculty orientation programs (Dept. Chairs).
    • Document 100% faculty participation within 6 months of hire in the orientation programs.
    • Evaluate faculty satisfaction with and knowledge gained from the orientation programs for quality improvement initiatives.
  • Promote the research mentoring focus of the faculty mentoring program (Dept. Chairs).
    • Assign all junior faculty members to a research mentor.
    • Encourage participation in faculty development of research related to grant and manuscript writing and best strategies for working with a biostatistician at least 1 time in five years.
    • Develop a training program for faculty interested in the scholarship of teaching and learning (SOTL) that would include completion of literature reviews and participation on the assessment and curriculum committees where the committees each would produce 1 collaborative committee article related to the committee’s work once every 3 years.
  • Engage in faculty development of teaching (Assess Dean, Dept. Chairs).
    • Complete at least 2 hours of teaching-related CE each year and document in the faculty annual report.
      • Faculty can choose from local training programs: e.g., college workshops offered twice a year, college online teaching modules, annual college book clubs, annual college preceptor conference, college residency workshops, selected online teaching tool training (e.g., ExamSoft or D2L), monthly Education Grand Rounds, monthly Ed Tech Tuesdays on campus, or Academy of Teaching Scholars workshops on campus.
      • Faculty can also choose from national training programs: e.g., AACP teacher’s seminar, AACP annual meeting workshops, or other organization teaching and preceptor related workshops offered at meetings sponsored by ACCP, ASHP and other disciplines.
    • Receive peer evaluation of teaching and active learning delivery as scheduled through the peer evaluation program (1 observation every 2 years for Assistant Professors, 1 observation every 3 years for Associate Professors, 1 every 4 years for Full Professors). Review of results and subsequent goal setting should be completed with Department Chair during annual review.
  • Increase college faculty and staff visibility on campus and nationally by continuing to serve a major role in campus committees, relevant professional societies, peer review, and advisory committees (Dept. Chairs, Comm Spec.).
    • Implement an annual college teaching award to be given in the spring and use that award as a spring board for identifying candidates for campus and national awards (Assess Dean).
    • Annually convene a small committee to meet each spring to outline faculty and college awards, list potential candidates, and nominate qualifying individuals for campus and professional society awards (Dept. chairs).
    • Apply for local and national awards aimed at faculty, students, and college service initiatives (Student Affairs, Senior Assoc Dean, Experiential Educ, Dept. Chairs)


Staff Development

  • Engage in staff development.
    • Delineate roles and responsibilities of staff related to academic technology.
    • Complete training in tools and procedures related to the academic programs (D2L, exam soft and activity insight, and exam proctoring, or other campus academic technology workshops).
    • Complete training in tools and procedures related to college and job operations (PeopleSoft, etc).
    • Complete at least 1 hour of staff development each year and document during annual review.
      • Staff can choose from yearly college book club, annual college workshop on personal/professional development, campus staff workshops, or national meeting workshops as deemed appropriate.
  • Set at least 1 professional development goal during annual review with supervisor.

Year President President-Elect Secretary Treasurer