Presbyterian College School of Pharmacy Three-Year Strategic Plan, 2015-2018

This page represents the current strategic plan for the School of Pharmacy.  Archived strategic plans may be found here.

 

Mission for PC School of Pharmacy:

Our mission is to provide a quality education that enables delivery of optimal team-based patient care, fosters leadership, and creates a culture of service.

 

Vision for PC School of Pharmacy:

Our vision is to be a national leader in pharmacy education, scholarship, and service. Our faculty and graduates will be recognized as servant leaders in their communities.

 

Values:

  • Quality education
  • Culture of service
  • Commitment to scholarship
  • Integrity
  • Teamwork

 

The four “Pillars for Success” for the Presbyterian College School of Pharmacy are, for the period from July 2018 to June 2021:

 

Pillar I – Strategic Growth: This includes enrollment, collaboration with other health care entities such as residency programs, and expansion of research efforts that have been ranked nationally for the past few years.

 

Pillar II – Assuring Student Success: This includes efforts inside and outside of the classroom to enhance learning opportunities through expanded interprofessional and pharmacy experience opportunities. This also involves assuring our graduates are successfully competing for employment opportunities.

 

Pillar III – Sharing Our Story: This includes highlighting the successes we have had and will have to local, regional, state and national audiences, especially the outstanding accomplishments of our people.

 

Pillar IV – Valuing Our People: This includes monetary and personal development opportunities.

Pillar I: Strategic Growth: Expanded Recruitment, Collaboration, and Scholarship

Objective A: Increase and expand digital marketing and recruitment efforts to assure achievement of application and matriculation goals.

  • Goals:
    • PC applications >/= 5 applications per seat
    • Matriculants = 95-105% of goal
    • % Matriculate when accepted non early decision = 40-50%
    • % Class accepted early decision = 30-50%
    • Use data collected to establish realistic goals related to lead generation activities, digital marketing, and outreach / recruitment efforts
  • Measurements:
    • WebAdMIT application numbers school report; WebAdMIT application status school report
    • Conversion rates for lead generation activities; Prospect, applicant, and matriculant participation in personal visits to PC and college visits/fairs
    • Outreach/recruitment efforts by state
    • WebAdMIT referral and marketing data (i.e. how did you hear about our school)
    • Digital marketing assessment (e.g. click throughs, SEOs, conversion rates)
  • Timeline to Have in Place: Spring 2020
  • Resources Needed: Admissions budget allocation
  • Responsible Party: Assistant Dean for Professional and Student Affairs; Director of Admissions; Admissions Coordinator

 

Objective B: Collaborate with faculty and students in other PC healthcare programs in teaching, scholarship, and service

  • Goals:
    • Offer at least one joint research development activity/event
    • Collaboratively offer at least one community health/wellness clinic or health fair
    • Collaboratively offer one IPE event/activity per year
    • Offer at least two shared class meetings per year
  • Measurement:
    • Number of joint research development activities/events
    • Number of collaborative research products
    • Number/list of collaborative clinical services provided
    • Number of patients reached via collaborative clinical services
    • Number/list of collaborative IPE activities and/or events
    • Number/list of shared class meetings
  • Timeline to Have in Place: Spring 2021
  • Resources Needed: Faculty workload
  • Responsible Party: Curriculum Committee; IPE Committee; Director of Research; Director(s) of other healthcare programs; Director of Wellness

 

Objective C: Collaborate with a partner institution to develop post graduate program(s).

  • Goals:
    • Identify partner institution(s)
    • Appoint an oversight committee
    • Memorandum of Understanding co-signed with partner institution
    • Collaborate with the partner institution to develop and implement the curriculum
    • Collaborate with the partner institution to gain ASHP Accreditation
    • Recruit and matriculate first residents to program
  • Measurement:
    • Progress toward development of post graduate program(s) with a partner institution
  • Timeline to Have in Place: Spring 2021
  • Resources Needed: Partnerships with other institutions
  • Responsible Party: Dean, Pharmacy Practice Department Chair, Post Graduate Education Coordinator

 

Objective D:  Increase research productivity and scholarly activity

  • Goals:
    • >30% faculty members sought external funding annually
    • >75% faculty members presented or submitted work for publication annually
  • Measurement:
    • Faculty workload analysis, including number of external applications for grants, number of publications, amount of external funding
  • Timeline to Have in Place: Spring 2021
  • Resources Needed: Faculty workload
  • Responsible Party: Dean, Department chairs, Director and Assistant Director of Research

Pillar II – Assuring Student Success

Graduate Success

 

Objective A: Graduates demonstrate success on the North American Pharmacist Licensure Examination (NAPLEX)

  • Goals:
    • Presbyterian College NAPLEX pass rate within 5% of national of national average
    • Presbyterian College area scores each within 1 standard deviation of national mean for each area score
  • Measurements:
    • Presbyterian College NAPLEX pass rate as compared with national average
    • Presbyterian College NAPLEX area scores as compared with national average
  • Timeline to Have in Place: Spring 2019
  • Resources Needed: Available
  • Responsible Party: Associate Dean for Academic Affairs, Faculty, Graduates

 

 

Objective B: Graduates demonstrate success on the Multistate Pharmacy Jurisprudence Examination (MPJE)

  • Goal:
    • Presbyterian College MPJE pass rate within 5% of national average
  • Measurement:
    • Presbyterian College MPJE pass rate as compared with national average
  • Timeline to Have in Place: Spring 2019
  • Resources Needed: Available
  • Responsible Party: Associate Dean for Academic Affairs, Faculty, Graduates

 

 

Objective C: Graduates demonstrate success in securing employment

  • Goal:
    • Presbyterian College PharmD graduate unemployment rate is </= 2% (of national pharmacist unemployment rate)
  • Measurement:
    • Unemployment rate of licensed graduates whose employment status can be identified as compared with national pharmacist unemployment rate (US News and World Report)
  • Timeline to Have in Place: Spring 2019
  • Resources Needed: Available
  • Responsible Party: Dean, Graduates

 

Objective D: Graduates demonstrate success in post-graduate program placement

  • Goal:
    • Presbyterian College PGY1 match rate is within 5% of national match rate
  • Measurement:
    • Presbyterian College post graduate year 1 (PGY1) program applicant match rate as compared with national match rate
  • Timeline to Have in Place: Spring 2019
  • Resources Needed: Available
  • Responsible Party: Coordinator of Postgraduate Education, Graduates

 

Student Success in the Didactic Curriculum

Objective E: Admissions Committee selects qualified applicants for admission to the professional program

  • Goal:
    • >/= 85% of admitted students meet qualified applicant criteria
  • Measurement:
    • Percent of admitted applicants with composite Pharmacy College Admission Test percentile >/=25 and cumulative pre-pharmacy grade point average >/= 2.8
  • Timeline to Have in Place: Spring 2020
  • Resources Needed: Admissions Committee and faculty workload
  • Responsible Party: Admissions Committee, Director of Admissions, Assistant Dean for Professional and Student Affairs

 

Objective F: Students will progress successfully through professional program

  • Goals:
    • Dismissal rate per cohort </= 6%
    • Withdrawal rate per cohort </= 6%
    • Delayed graduation rate per cohort </= 15%
    • Overall attrition rate per cohort </= 24%
  • Measurements:
    • Dismissal rate per cohort
    • Withdrawal rate per cohort
    • Delayed graduation rate per cohort
    • Overall attrition rate per cohort
  • Timeline to Have in Place: Spring 2021
  • Resources Needed: Faculty workload
  • Responsible Party: Academic Standards Committee, Admissions Committee, Associate Dean for Academic Affairs, Faculty, Students

 

Student Success in the Experiential Curriculum

Objective G: Introductory Pharmacy Practice Experience (IPPE) students will successfully complete the appropriate workbook each year which not only standardizes rotations over multiple experiential sites but also ties the activities to the Presbyterian Ten Competencies

  • Goal:
    • 95% of all students are able to fully complete the workbook
  • Measurement:
    • P1, P2, and P3 workbook completion rates
  • Timeline to Have in Place: Spring 2019
  • Resources Needed: Workload of Office of Experiential Education
  • Responsible Party: Executive Director of Experiential Education, Director of Experiential Education, and P1, P2, and P3 Students

 

Objective H: Students will be assigned to at least 5 direct patient care (DPC) opportunities (as defined by the Accreditation Council for Pharmacy Education) in their P4 year

  • Goals:
    • Review all APPEs for DPC opportunities
    • 95% of students will have a minimum of 5 DPC APPE assignments
  • Measurement:
    • Advanced Pharmacy Practice Experience (APPE) schedule mapped to DPC for each P4 student
  • Timeline to Have in Place: Summer 2019
  • Resources Needed: Workload of Office of Experiential Education
  • Responsible Party:Executive Director of Experiential Education

 

Student Success in Co-Curricular Components

Objective I: Implement an interprofessional experiential rotation during the P3 or P4 year

  • Goals:
    • Assess inclusion of IPE activities during I/APPEs
    • Solicit and secure interprofessional partner(s) and/or site(s)
    • Creation of syllabus and development of course materials, rubrics, etc.
  • Measurement:
    • Progress toward implementation of interprofessional I/APPE
  • Timeline to Have in Place: Spring 2021
  • Resources Needed: Workload of Interprofessional Education Director
  • Responsible Party: Director of Interprofessional Education and Executive Director of Experiential Education

 

Objective J: Implement a research certificate program

  • Goals:
    • Solicit partners, participants and/or funding, as needed, for program
    • Creation of requirements and development of program materials, rubrics, etc.
  • Measurement:
    • Progress toward implementation of a research certificate program
  • Timeline to Have in Place: Spring 2021
  • Resources Needed: Workload of Director of Research
  • Responsible Party: Director of Research, Assistant Director of Research, Executive Director of Experiential Education

 

Pillar III: Sharing Our Story

Objective A:  Hire Admissions Coordinator

  • Goals:
    • Create job description and selection criteria for staff position (to include recruitment, alumni relations, creation and implementation of marketing plan) in the School of Pharmacy
    • Advertise staff position and solicit applications
    • Create selection committee who will review applications and interview candidates.
    • Hire staff person
  • Measurement:
    • Progress toward hiring a staff person in recruitment and alumni relations
  • Timeline to Have in Place: Fall 2018
  • Resources Needed: Allocation of budget for 1 FTE
  • Responsible Party: Dean; Assistant Dean for Professional and Student Affairs; Director of Admissions

 

Objective B: Create infrastructure to promote accomplishments of students, faculty, staff and alumni

  • Goals:
    • Determine who receives what types of announcements; coordinate with Office of Alumni Relations and Alumni Association
    • Determine who reports what types of announcements; coordinate with Office of Alumni Relations and Alumni Association
    • Determine media for announcements (e.g. electronic/print newsletters, emails, annual reports, website/social media posts, etc.)
    • Set timeline for receipt and reporting
  • Measurement:
    • Progress toward creation of infrastructure to promote accomplishments
  • Timeline to Have in Place: Spring 2020
  • Resources Needed: Workload of Professional and Student Affairs
  • Responsible Party: Admissions; Assistant Dean for Professional and Student Affairs; Dean

 

 

 

Objective C: Create an Alumni Ambassadors program (to participate in campus fairs, pharmacy profession promotion, and referral program)

  • Goals:
    • Prepare resources
    • Solicitation of partners
    • At least 20% of alumni participation in program
    • At least 5 regional grad school/career fairs held with Alumni Ambassadors
    • At least 5 pharmacy profession promotion events (can be online or in person; includes career fairs for high/middle/elementary schools) with Alumni Ambassadors
    • At least 10 prospective student referrals by Alumni Ambassadors
  • Measurement:
    • Progress toward creation of the program
  • Timeline to Have in Place: Spring 2020
  • Resources Needed: Workload; Office of Student and Professional Affairs budget allocation
  • Responsible Party: Admissions Coordinator; Dean; Assistant Dean for Professional and Students Affairs; Alumni Association Steering Committee

 

Objective D: Market the pharmacy profession and Presbyterian College School of Pharmacy to new audiences

  • Goals:
    • Identify 2 new audiences (previously unreached) to marketing/outreach plan per year
    • 50% of faculty and staff participate in marketing of pharmacy profession to these new audiences
    • 10% of student participate in marketing of pharmacy profession to these new audiences
    • 10% of alumni participate in marketing of pharmacy profession to these new audiences
  • Measurements:
    • Progress toward marketing the pharmacy profession to new audiences
    • Progress toward marketing PCSP to new audiences
    • Number of new audiences reached
  • Timeline to Have in Place: Spring 2021
  • Resources Needed: Workload; admissions budget allocation
  • Responsible Party: Admissions Coordinator; Director of Admissions; Assistant Dean for Professional and Student Affairs; Faculty and Staff; Student Ambassadors; Alumni Ambassadors

Pillar IV: Valuing Our People

Compensation

Objective A: Increase compensation for faculty and staff

  • Goals:
    • Increase faculty salaries
    • Increase staff salaries
  • Measurement:
    • Longitudinal trends in faculty and staff salaries
  • Timeline to Have in Place: Spring 2021
  • Resources Needed: Budget allocation (when available)
  • Responsible party: Dean

 

Objective B: Employees feel valued by the institution and leadership

  • Goals:
    • Create or identify available survey to measure employee feelings of appreciation
    • Define satisfactory employee feelings of appreciation
    • Survey employees regarding feelings of appreciation
    • 90% of employees surveyed feel valued by the institution and leadership
  • Measurement:
    • Survey measuring employee perceptions
  • Timeline to Have in Place: Spring 2021
  • Resources Needed: Administrative workload
  • Responsible Party: Dean; Department Chairs; Senior Administrative Assistant to the Dean

 

Objective C: Develop additional award(s) to reward faculty and staff accomplishments

  • Goals:
    • Determine additional awards to appropriately recognize excellence in faculty and staff
    • Develop selection criteria, application or nomination process, selection committee, item awarded in recognition, award delivery, etc.
    • Selection and delivery of additional award(s) to recognize faculty and staff excellence
  • Measurement:
    • Progress toward development of additional award(s) to reward faculty and staff accomplishments
  • Timeline to Have in Place: Spring 2020
  • Resources Needed: Awards Committee charge
  • Responsible Party: Executive Committee

 

Professional Development

Objective D: Provide on-site professional development programming for faculty/staff

  • Goals:
    • At least 3 offered development sessions per semester with one external presenter per semester
    • 90-95% faculty attend at least 1 session AND 65-85% faculty attend 50% or more of development sessions offered per year
    • 50% staff attend at least 1 development session per year
  • Measurement:
    • Number of faculty/staff development sessions; Attendance at faculty/staff development sessions
  • Timeline to Have in Place: Spring 2019
  • Resources Needed: Faculty/staff development reallocation of budget
  • Responsible Party: Faculty Development committee; Director of Research; Senior Administrative Assistant; Faculty; Staff; Department Chairs

 

Objective E: Encourage dissemination of scholarly activity and professional service through travel funding for faculty and staff

  • Goals:
    • Budget faculty travel funding annually contingent on presenting work or professional service
    • Budget staff travel funding annually for in-state professional development opportunities
  • Measurement:
    • Longitudinal trends of travel funding; Faculty workload analysis, including presentations, publications, and professional service
  • Timeline to Have in Place: Fall 2018
  • Resources Needed: Travel Budget reallocation
  • Responsible Party: Dean; Department chairs; Senior Administrative Assistant

 

Objective F:  Implement a faculty mentorship program

  • Goals:
    • Conduct mentorship needs assessment
    • Solicit program participants
    • Create program structure, components, materials, etc.
  • Measurement:
    • Progress toward implementation of a faculty mentorship program
  • Timeline to Have in Place: Spring 2021
  • Resources Needed: Faculty workload
  • Responsible Party: Department chairs

 

Improving the Workplace Environment

 

Objective G:  Replace faculty and staff in a timely manner when turnover occurs

  • Goals:
    • All staff vacancies filled within 60 days of vacancy
    • All faculty vacancies filled within 1 year of vacancy
  • Measurement:
    • Time from resignation to job posting; time from vacancy to filled
  • Timeline to Have in Place: Spring 2020
  • Resources Needed: Faculty workload
  • Responsible Party: Dean; Senior Administrative Assistant to the Dean; VP for Human Resources and Title IX; Department Chairs