CREIGHON UNIVERSITY SCHOOL OF PHARMACY AND HEALTH PROFESSIONS 2012-2015 STRATEGIC PLAN (Approved by Faculty 4/10/12) PREAMBLE The following goals, objectives and suggested action items associated with the 2012-2015 School of Pharmacy and Health professions (SPAHP) Strategic Plan were developed by the School s Executive Committee with significant input from School faculty. Strategic planning was initiated in 2011 after the adoption of revised Mission and Vision statements, and subsequent to a comprehensive review of the outcomes of the 2005 Strategic Plan. The crafting of strategic goals was informed through an analysis of the School s perceived strengths and weaknesses, as well as the opportunities and threats that could impact the success of future initiatives. Care was taken to ensure that all goals and objectives are consistent with University and School mission and vision statements. Achievement of all of the strategic goals and objectives identified below is dependent on the availability of valid and reliable data that can be used for planning, projections, and evaluation of progress. The timely completion of the School s Data Warehouse initiative is critical to the success of the 2012 Strategic Plan. The responsible parties identified for each objective will gather data related to objective/goal accomplishment and make a preliminary assessment of its meaning. The responsible parties will then forward a report to the School Assessment Committee for interpretation and evaluation of the extent to which the specific objective and overarching goal is being achieved. The Assessment Committee will then send recommendations to the Executive Committee for review and action. The Executive Committee, the body assigned responsibility for Strategic Planning by the School s Bylaws, will inform the Dean of needed resources needed for goal achievement. The Dean will report progress semiannually to the Administrative Committee and School community. Page 1
Strategic Goal I: SPAHP faculty and staff will be nationally recognized for excellence Recruit and retain faculty/staff capable of enhancing the School s reputation for excellence Develop faculty/staff in order to promote and support excellence Promote faculty and staff achievements locally and nationally Recruit nationally for all faculty positions Hire only faculty/staff who show evidence of being able to advance the School s mission and strategic goals related to excellence. Advocate to reinstate a competitive benefits package for faculty/staff Enhance faculty/staff salary structure and benchmark against appropriate national peers Promote faculty/staff camaraderie through informal meetings, establishment of lounges Collect data on reasons faculty/staff stay with SPAHP or leave Dedicate resources to advance the work of highly promising faculty/staff. Refine the job recruitment processes to assure input from all possible development sources Establish program- specific faculty/staff awards that recognize excellence at a nationally noteworthy level Support mechanisms that allow for the local and national dissemination of faculty/staff work that meets the strategic goal of excellence. Develop 3-4 quality criteria that would advance the national reputation of the School of excellence for faculty to use when recruiting positions. Utilize the above criteria when filling positions Integrate the above criteria into annual reviews. Benchmark benefits at peer institutions. School at or above average salaries for peer institutions. Biannual collegiality assessment Using an appropriate tool, conduct exit interviews to collect information on why people leave Annual report quantifying the resources expended and outcome. Awards exist with criteria and documented process for selection in place Annual report quantifying information disseminated through the media; Develop clearly communicated systems within the School for publicizing nationally noteworthy faculty/staff achievements Work directly with Public Relations to improve mechanisms by which the University publicizes faculty/staff achievements Electronic form posted online Written procedure to accompany electronic form. Faculty and staff educated on the procedure. Page 2
Strategic Goal II: SPAHP faculty and staff will be nationally recognized for innovation Promote creativity and innovation in teaching, service and clinical work Include creativity/innovation criteria in rank and tenure guidelines and performance evaluation considerations Presence of innovation encouragement in Rank & Tenure guidelines Capitalize on interdisciplinary innovations Expand cooperative innovation partnerships between SPAHP and community/clinical/ industrial/governmental agencies Conduct a feasibility study related to the establishment of an Innovations Center to capture and advance creative ideas and innovations Identify opportunities and expand uses of innovative technologies in clinical/ experiential education (e.g. virtual practice sites, tele- rehabilitation, assessment center) Develop marketable innovations and/or patents by SPAHP faculty and staff Develop marketing plan to highlight innovations and achievements of SPAHP faculty and staff Feasibility study is conducted. Feasibility study results disseminated elai established and functional Number of innovations / patents. Marketing plan developed and in use; Page 3
Strategic Goal III: SPAHP will become a nationally recognized leader in interprofessional education (IPE) Promote best IPE practices, focusing on public health, coordination of care and promotion of justice in a manner consistent with Ignatian values Engage all students in IPE initiatives Dedicate fiscal, time and space- related resources to advance and sustain the IPE initiative. Develop an interprofessional practice model consistent with the nationally evolving accountability model to promote faculty and student leadership in coordinated care initiatives Secure participation in the model from all health sciences programs Resource OISSE to allow coordination of IPE efforts. Develop a process to officially evaluate and designate courses as being interprofessional Promote IPE communication and collaboration in required didactic and clinical coursework Increase SPAHP student participation in the Patient Safety IPE offering Evaluate feasibility of requiring at least one IPE course of all SPAHP students Develop multiple IPE didactic and experiential elective courses and ensure the opportunity for SPAHP students to enroll Engage student government, classes, and professional organizations in IPE- related projects Ensure budgetary priority for activities and marketing initiatives that support the IPE strategic goal Develop and implement a system to prioritize IPE courses when scheduling classes Existence of an IP practice model Number of health sciences programs participating Resource report for gap analysis Established system of multiple levels of IPE with instructions on how faculty can apply and designate courses and extracurricular experiences as IPE Established tracking system for rating the extent of IPE in required coursework Percentage of School students who have participated in the Patient Safety elective each year. Decision on whether requiring at least one IPE course of all students is feasible Number of IPE electives available and enrollment information on each Report of percentage of students in the School who have participated in an officially designated IPE activity a year Budget documenting fiscal support for IPE initiatives. Listing of initiatives undertaken to market IPE OASA class scheduling process that takes IPE designation into account Page 4
Strategic Goal IV: SPAHP will be nationally recognized for graduate and post- graduate education Explore the feasibility of initiating new SPAHP- based graduate programs Enhance residency and fellowship opportunities for all disciplines in the School Conduct a feasibility study (with pro forma and marketing analysis) for implementing graduate program(s) identified as high priority Identify the resources required to initiate one or more research- focused, thesis/dissertation- requiring graduate programs Identify potential online and on- ground graduate- level certificate programs that can be offered to health care professionals Identify and prioritize areas of opportunity and societal needs related to residency/fellowship education Investigate organizational partnerships for residency/fellowship funding Assure current residency and fellowship programs are in alignment with University and School missions and strategic objectives (e.g. include interprofessional rotations, novel practice initiatives) Completed feasibility study. Resources identified for priority programs List of viable certificate programs Prioritized list of residency opportunities Number of new residency programs developed; Number of students successfully matched to any residency program Annual report on continued relevance of School residencies & fellowships to University & School missions and strategic plans Page 5
Strategic Goal V: SPAHP will recruit and retain a high quality and diverse student body Recruit highly qualified students. Augment student recruitment efforts in accordance with the School s stated priorities (underrepresented minorities, educationally disadvantaged, health professions shortage areas, top scholars) Retain qualified students Develop program- specific marketing plans that incorporate a strong online presence Develop a plan to increase yield rates of highly qualified students in all programs Identify new revenue sources to provide scholarship support for students in targeted populations Tap logical target applicant populations (Catholic/Jesuit programs, HBCU and other minority- focused institutions, technicians & assistants, high school students) Utilize alumni and exemplary students in recruitment efforts Promote student leadership, research and career development programs Engage students in innovative activities Establish mechanisms to advance outstanding students into graduate and post- graduate education programs Promote student accomplishments Meet changing technology needs to optimize teaching and learning Promote School- wide community- building programs Production of a document that defines what the School means by diverse and highly quality students.. Articulation of a 3 year marketing plan for each program Determine target numbers according to the above definition. Dollar amount of new scholarship resources. Success analysis; Graduation rates of diverse students as defined above. Number of events / efforts and number of alumni and exemplary students involved. Report of participation in leadership initiatives. Report of participation in research initiatives Report on type of innovative activities and number of students involved Number of students who apply and match for residencies or post- graduate programs (including identification of current baseline). Single concerted collection mechanism for reporting student post- graduate data. Procedure / process identified for promoting student accomplishment. Number of news reports, web postings, press releases Report on technology changes and new initiatives in School Evaluation of current efforts (number, effectiveness). Proposal of how to strengthen current programs and/or initiate new ones. Enhance diversity within the School Establish measurable goals for faculty and staff diversity Production of a document that defines what the School means by diverse as it relates to faculty and staff. Determine target numbers according to the above definition. Identify mechanisms to augment faculty and staff diversity consistent with established goals Faculty and staff diversity recruitment and retention action plan. Conduct a comprehensive physical and cultural environment climate inventory related to factors required to attract, support and retain a diverse, high quality School community Use the results of the cultural climate survey to design an action plan Report of survey results. Report of efforts to optimize cultural competence of the Page 6
to optimize cultural competence in the School community and accomplish diversity goals. Strengthen collaboration with HS- MACA to achieve faculty and staff defined diversity goals. School Community and outcomes of such efforts. Action plan for strengthened collaboration. Page 7
Strategic Goal VI: The SPAHP will have the space needed to support achievement of all strategic goals Identify space needs. Secure new and/or renovated space needed to achieve strategic goals Conduct a thorough space utilization assessment to identify space deficiencies and mission- central space needs Submit a space renovation and re- assignment plan that supports achievement of strategic goals to the Vice President for Health Sciences Develop an ongoing space evaluation and planning process to support current and future strategic initiatives of the School. Analytical report of space utilization Prioritization report Established process in place. Strategic Goal VII: The SPAHP will explore strategic opportunities to advance a global presence Connect with local international communities within the greater Omaha metropolitan area (people, needs, health literacy) Generate an inventory of current global activities in the School Identify city documentation, CCSJ, OISSE and other resources to identify local community partners with international ties Prioritize Community partners Report of the inventory results. Report of resources Report to Administrative Committee Connect with local organizations (schools, churches, ESL, etc) to become informed about needs of priority populations Report of interests / needs Educate the school community on global issues to enhance awareness using interprofessional mechanisms Determine the desired scope, focus and feasibility of the School s global presence Offer interprofessional seminars, classes, conferences, etc. on global issues Develop interprofessional opportunities for student organization(s) involvement in global awareness activities Identify international collaboration(s) that extend our educational, scholarship and/or service mission Annual report of offerings and attendance in School sponsored activities Report of student activities and number of students involved. Report of identified international collaborations. Page 8