INSPIRE. INNOVATE. TRANSFORM - Harrison School of ...
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INSPIRE.
I N N OVAT E .
TRANSFORM.
H A R R I S O N S C H OO L O F P H A R M AC Y
2 01 9-20 23 S T R AT E G I C P L A N
S T R AT E G I C P R I O R I T Y
FROM THE DEAN AC A D E M I C P R OG R A M S
Create an innovative and inspiring learning environment
In the Harrison School of Pharmacy, we believe in work, hard
that establishes the School as the leading destination for
work. All of our hard work is focused on creating a better,
outstanding Doctor of Pharmacy and Graduate Students.
healthier life for the citizens of Alabama and beyond. Our
core values – inspiration, innovation, and transformation
- guide us in our important tasks of educating the next
generation of pharmacists, conducting research to benefit
human health, and improving the health care system.
The Strategic Plan described in this document outlines
a bold vision for the School’s future with four strategic
priorities. Our priorities are to become the leading S T R AT E G I C P R I O R I T Y
destination for outstanding Doctor of Pharmacy and RESEARCH
VISION Graduate Students, to engage in vital research that
addresses critical societal issues, to provide outstanding Engage in cutting-edge research that improves peoples’
pharmaceutical care to patients, and to create an lives, addresses critical societal issues, creates new
To be a global destination for pharmacy empowering culture of community and excellence within knowledge & products, and generates research funding.
education, a hub of educational our School.
innovation, a leader in impactful research
and scholarship, and a driver of new The Auburn Family is the foundation that makes Auburn
clinical practice models that transform University special. This is especially true in the Harrison
patient and health systems outcomes. School of Pharmacy where our Family includes amazing
students, faculty, staff, and alumni. Every member of our
HSOP family is changing the world in important ways every
day and I am so very excited to be a part of it. I hope you
S T R AT E G I C P R I O R I T Y
MISSION will join us as we commit to the priorities outlined in the
Strategic Plan. Working together as a Family of pharmacists, O U T R E AC H
researchers, educators, and business leaders, we can achieve
To serve the citizens of Alabama through the ambitious goals in our Strategic Plan and have an even Deliver outstanding pharmacy services and patient care
education, research, and patient care that more positive impact on our communities, state, and nation. and foster innovative practice models and partnerships to
have a direct, positive impact on human transform the Health Care System.
health and wellness. I believe in Auburn and love it.
WAR EAGLE!
Richard Hansen, PhD
S T R AT E G I C P R I O R I T Y
FAC U L T Y A F FA I R S A N D S T R AT E G I C I N I T I AT I V E S
Establish a culture of community that empowers
faculty and staff to become leaders, achieve
professional excellence, and attain personal fulfillment.
S T R AT E G I C P R I O R I T Y 1 diversity-focused 3+4 or early
AC A D E M I C P R OG R A M S assurance program; and fund at least
LEARNING 2 new diversity-focused scholarships
CULTURE
G OA L METRICS Shorten time to degree and overall cost By 2022, the school’s time to degree
Enhance student success through By 2022, there will be at least 95% of pharmacy education and overall cost of a PharmD will
a dynamic and positive learning agreement on every item in the be less than the means of our peer
experience annual AACP Graduating Student comparison schools, while the
Survey school’s retention rate will be higher
than peer schools
Create a culture of engagement for all Between 2019 and 2022, there
students that fosters active involvement will be a 25% increase in student
with other students, professional participation in selected activities
colleagues, and the community such as Legislative and advocacy
activities, student events, service S T R AT E G I C P R I O R I T Y
activities, and interprofessional RESEARCH
CURRICULUM
education activities EXTRAMURAL
FUNDING
G OA L METRICS
G OA L METRICS Improve National ranking by growing By 2023, be among top 30 Pharmacy
the School’s extramural funding Schools in the US in research funding
Implement and refine the Practice By 2024:
portfolio
Ready Curriculum as the leading • HSOP NAPLEX & MPJE pass rates By 2028, be among top 10 Pharmacy
approach to pharmacy education and mean scores will exceed State Schools in the US in research funding
and National results
• Applications per available seat
will exceed the ratio of our peer
comparison schools Increase the number of research-active By 2023, increase total faculty by 6
• Increases in Residency funded investigators and research-active funded faculty to
applications and match rates 31 (44% active)
By 2028, increase total faculty by 16
and research-active funded faculty to
Develop a formalized, data-driven, and By 2020, a data-driven comprehensive SCHOLARLY 43 (50% active)
continual process to revise the Practice- course review and revision process I M PAC T
Ready Curriculum including both will be developed
G R A D UAT E instructional and assessment activities
P R OG R A M S G OA L METRICS
Increase the number of high impact Between 2019 & 2022, the School will:
scholarly publications by HSOP faculty • Increase No. of publications by 15%
G OA L METRICS
• Increase average impact factor of
HSOP graduate programs will be From 2021, there will be at least journals published in by 0.5
a leading destination for graduate 95% agreement of all items on the • Increase the average h-index score
education in pharmacy Graduate Student Exit Survey of faculty by 0.5
Explore new graduate program degree By 2021, complete a market and Develop a “works in progress” forum In 2019, a regular works in progress
tracks, including an MS/PhD in clinical programmatic assessment to provide faculty with critical peer meeting will be convened
ADMISSIONS and translational research feedback that will improve the quality
TRAINING
of publications
& CAREER
DEVELOPMENT
G OA L METRICS G OA L METRICS
Develop and implement programs to By 2022, the School will implement
Establish externally funded institutional By 2023, secure at least one
facilitate recruitment of a qualified and at least 2 early assurance admission
career development programs institutional T grant, at least one
diverse student body programs; implement at least
CO N T ’ D. CO N T ’ D.
institutional K grant, and at least two Develop, implement, and evaluate By 2020, develop and implement
individual K grants innovative, integrated, and patient care services at the Boykin
interprofessional practice sites Center
Create formal infrastructure for faculty By 2020, implement a mentored By 2023, facilitate implementation
research development and grant writing research and grant writing sequence of financially sustainable practice
for faculty models with key partners
CRITICAL
INFRASTRUCTURE
Enhance collaborative programs with key By 2020, incorporate pharmacy
G OA L METRICS health care partners in the region students and residents into
interprofessional community
Develop a 5 and 10-year infrastructure By 2021, the school will complete a outreach programs
plan that fuels innovative research Research Needs Assessment to define
required equipment, facilities, and
personnel Implement and disseminate innovative By 2023, assist stakeholders with
use of technology in patient care the evaluation and integration of
healthcare technology such as
Dynamically respond to pre-award and By 2020, 100% of respondents will telemedicine into their practice sites
post-award needs of investigators report they are satisfied with the
School’s response on an annual survey
of investigators Embrace Pharmacy Health Services as By 2023, expand the reach and impact
the flagship HSOP model for patient of programs offered by Pharmacy
care, education, reimbursement Health Services; increase the capacity
models, education, and research in the and number of funded studies
Grow the number of graduate students By 2023, HSOP will have more than 80
IPE & ambulatory setting conducted within PHS
and post docs to support research MS and PhD students and more than TRAINING
funding 10 post docs
G OA L METRICS
Strategically develop strong relationships By 2023, offer a broad range of IPE
with healthcare colleges and schools didactic and experiential activities
S T R AT E G I C P R I O R I T Y with which HSOP may partner to and ensure these are adequately
O U T R E AC H develop and implement exemplary tracked throughout the curriculum
CLINICAL interprofessional education (IPE) models
A F FA I R S By 2020, expand current HSOP
student organizations to include
G OA L METRICS interprofessional membership, events,
Enhance relationships with HSOP alumni By 2023, develop shared faculty or experiences (as appropriate).
and stakeholders through development positions with strategic partners
By 2023, develop and implement
of innovative practice models and demonstrate critical support for
interprofessional certificate programs,
growing stakeholder residencies
elective courses, and other IPE
opportunities
CO - C U R R I C U L A R
E D U C AT I O N By 2023, integrate technology into
the IPE core in order to provide
G OA L METRICS opportunities for students in various
regions to take advantage of distant
Develop and implement an innovative By 2021, fully implement the co-
IPE experiences (such as transplant,
and flexible co-curricular education curricular plan; student participation
oncology, etc.)
that supports development of the in organizations and community ALUMNI
affective domain in all HSOP student service; ACPE compliance with co- A F FA I R S
pharmacists curricular standard
P R AC T I C E
I N N O VAT I O N
G OA L METRICS
Increase alumni participation and Increase participation and promote
G OA L METRICS engagement in didactic coursework, the visibility of alumni engagement
experiential education, student in guest lectures, presentations, and
mentoring, and research mentoring opportunities
CO N T ’ D.
Offer continuing education that is timely By 2023, provide training relevant Align incentives with expectations and By 2021 a comprehensive plan to align
and focused on advancing innovative to board or disease certification, objective productivity measures incentives with objective productivity
practice among alumni billing and reimbursement, as well as measures will be developed and
implementation of advanced practice implemented
models
PROFESSIONAL
DEVELOPMENT Modify the workload process (workload By 2020, the school’s workload
document) to provide a better, clearer, document will be revised and
G OA L METRICS and more accurate representation of implemented
actual tasks
Expand and increase professional By 2023, increase the quantity, quality,
development opportunities for and reach of CE provided by HSOP
pharmacists, other healthcare providers, Develop a process for collecting and dis- By 2020, HSOP will develop and
and lay audiences provided through By 2023, demonstrate a positive seminating faculty activities and accom- implement a program to collect and
HSOP and/or by HSOP faculty and staff financial impact through plishments on a weekly (or bi-weekly) disseminate faculty activities and
SERVICE
TO T H E
diversification of HSOP CE programs basis accomplishments on a regular basis
PROFESSION
Provide ongoing training and mentoring By 2021, a school-wide training and
G OA L METRICS and a clear career path for all faculty and mentoring plan and a career planning
staff program will be developed and
Provide support for professional advocacy By 2023, provide support from HSOP implemented
within the state and the nation faculty, staff, and students for the
passage of collaborative practice act
(CPA) legislation. Create a diverse and inclusive workplace By 2021, update and implement the
that fosters dialog, understanding, unity, School’s Diversity Plan and ensure
and growth its alignment with the University’s
Develop and implement reimbursement By 2023, increase the amount of LEADERSHIP Strategic Diversity Plan
models for clinical services to serve as a clinical revenue generated by HSOP
practice foundation for HSOP graduates faculty, residents, and fellows
INCREASE and to generate clinical revenue
O U T R E AC H G OA L METRICS
VISIBILITY
Provide leadership training for By 2023, all HSOP personnel with
all personnel with administrative administrative appointments will have
G OA L METRICS appointments participated in at least 2 internal or
external leadership training activities
Increase HSOP branding and public By 2023, increase OCM publications,
awareness of outreach provided through social media posts, television
HSOP interviews, and other communications Provide formal leadership development By 2023, all HSOP personnel with
pathways for faculty and staff with lead- administrative aspirations will have
By 2023, increase the number ership aspirations a leadership development pathway
of outreach posters, podium FAC I L I T I E S developed
presentations, and other scholarly
avenues of sharing work
G OA L METRICS
Develop a plan and fundraising goals to By 2020, a development plan and
support the infrastructure in facilities fundraising goals to support upgraded
infrastructure and new facilities will
S T R AT E G I C P R I O R I T Y be developed and implemented
FAC U L T Y A F FA I R S A N D S T R AT E G I C I N I T I AT I V E S
FAC U L T Y &
S TA F F Create a flexible, unique, and engaging By 2023, the Harrison School of
student learning environment that posi- Pharmacy will have developed a
G OA L METRICS tions the Harrison School of Pharmacy as comprehensive Learning Environment
Recruit, retain, reward, and recognize the By 2021 a comprehensive plan to THE destination for pharmacy education Plan and created at least 3 specific
best faculty and staff for every position recruit, retain, reward, and recognize spaces that make up part of the plan
within the School faculty and staff will be developed
and implemented
Renovate existing space for By 2023, the renovations to the Walker
programmatic needs while still building necessary for programmatic
occupying the Walker Building needs will be complete
CO N T ’ D.
Create flexible and sharable workspaces, By 2022, at least one flexible and
including informal meeting areas, within sharable workspace or informal
the Walker Building to foster innovative meeting area within the Walker
faculty work models and enable in- Building will be completed
creased interaction and collaboration
I N T E R N AT I O N A L
P R OG R A M S
G OA L METRICS
Expand and promote international By 2022, the School will implement at
opportunities least 1 new international program and
sponsor at least 4 international faculty
exchanges
TELL OUR
S TO R Y
G OA L METRICS
Enhance communication and marketing By 2022, a School-Wide marketing
around all HSOP programs and communication strategy will be
developed and implemented
INSPIRE.
Increase the number of contact points By 2022, a School-Wide strategy
with alumni and key stakeholders to for increasing awareness of and
increase awareness of and engagement engagement with programmatic
with programmatic activities activities by alumni and key
I N N O VAT E .
stakeholders will be developed and
HEALTHY
WORK-LIFE
implemented
BALANCE
G OA L METRICS
TRANSFORM.
Explicitly identify and reward changes By 2022, a School-Wide Work-Life
that improve operational efficiencies, Balance plan will be developed and
foster flexibility, reduce burnout, and implemented
encourage active and healthy lifestyles
For more info, contact:
PharmacyPlan@auburn.edu
334.844.8388
pharmacy.auburn.edu AuburnHSOP AuburnHSOP @AUHSOP
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