Theme 5: Framework for Success

Theme 5 in Leading Change: Strategic Course 2015–2020 is:

Framework for success: ensuring the School has the framework needed to excel

Goals

  1. Expand and diversify our revenues

  2. Provide the infrastructure needed for the School to implement its plans

  3. Strengthen faculty connections, leadership, and visibility nationally

  4. Increase the School’s visibility


Goal 1: Expand and diversify our revenues

5.1.1

Establish strong, sustained financial support for the nuclear magnetic resonance, mass spectrometry, small molecule discovery, and antibiome enabling technology centers … by developing and implementing strategic grant, business, and marketing plans for their utilization and development.

Drivers: Michelle Arkin, PhD; Al Burlingame, PhD; John Gross, PhD; Matthew Jacobson, PhD

With: James Joves, MBA, EdD; Michael Nordberg, MPA/HSA

Progress to 2017

We put forward a proposal for matching funds for a new Nuclear Magnetic Resonance console, which was accepted and funded by the chancellor for $276K. Our technology centers have been submitting grants and working on marketing plans.

5.1.2

Expand other existing service lines to increase external customers … by developing clear, measureable business and marketing plans.

Drivers: James Joves, MBA, EdD; Michael Nordberg, MPA/HSA

With: Department managers; service line directors

Progress to 2017

This goal has been difficult to address due to the decision to shut down some of the major service lines such as the Drug Product Services Laboratory and the Drug Studies Unit due to ongoing financial losses.

5.1.3

Develop new business models for service to external customers … by identifying potential services and products.

Drivers: James Joves, MBA, EdD; Michael Nordberg, MPA/HSA

With: Department managers

Progress to 2017

No progress has been made on this goal largely to the increasing workload connected to the development of our new doctor of pharmacy curriculum.

5.1.4

Increase total giving to the School … by focusing our philanthropic work in the support of strategic goals and objectives.

Drivers: School Development Team and their Development Office colleagues

With: B. Joseph Guglielmo, PharmD, and Dean’s Leadership Group

Progress to 2017

From January 2015 to January 2017, the number of total gifts to the School increased each year compared to 2014. Two new endowed faculty positions were realized due the generosity of alumni. And, important development planning in support of the School’s strategic plan moved forward steadily.

Goal 2: Provide the infrastructure needed for the School to implement its plans

5.2.1

Upgrade the School’s information technology framework to meet strategic plan needs … by collaborating with central campus information technology leaders.

Driver: Michael Nordberg, MPA/HSA

With: B. Joseph Guglielmo, PharmD; Dean’s Leadership Group

Progress to 2017

With the School of Dentistry and School of Nursing, we are developing a new Student Educational Data System using the School of Medicine’s MEDISIS system as a basis for development.

Goal 3: Strengthen faculty connections, leadership, and visibility nationally

5.3.1

Increase the number of prestigious national and international faculty honors … by developing and implementing departmental nomination processes.

Drivers: Tejal Desai, PhD; Lisa Kroon, PharmD; Matthew Jacobson, PhD

With: Dean’s Leadership Group

Progress to 2017

Department of Clinical Pharmacy:

The Chair’s Council now reviews opportunities for faculty honors.

Department of Bioengineering and Therapeutic Sciences:

We have formed a joint awards committee with the Department of Pharmaceutical Chemistry to identify suitable candidates for national and international awards.

Department of Pharmaceutical Chemistry:

See above reference to the collaboration with the Department of Bioengineering and Therapeutic Sciences.

William DeGrado, PhD, oversees the awards committee. Early successes include the winning by Brian Shoichet, PhD, of the DeLano Award of the American Society for Biochemistry and Molecular Biology, and the induction of Charles Craik, PhD, into the National Academy of Inventors (joining with James Wells, PhD) and his receipt of the Kaiser Award of the Protein Society.

5.3.2

Increase faculty service on prestigious national and international committees … by developing and implementing department strategies.

Drivers: Tejal Desai, PhD; Lisa Kroon, PharmD; Matthew Jacobson, PhD

With: Dean’s Leadership Group

Progress to 2017

Department of Clinical Pharmacy:

The department works to identify faculty candidates for potential service primarily to the American Association of Colleges of Pharmacy.

Department of Bioengineering and Therapeutic Sciences:

The department works at actively nominating faculty members to sit on national committees, including National Institutes of Health study sections, National Academy of Sciences committees, and National Precision Medicine Initiative work

Department of Pharmaceutical Chemistry:

This is not a priority for the department.

Goal 4: Increase the School’s visibility

5.4.1

Represent the breadth of the School’s work online … by creating and launching a technically and editorially complete and integrated web presence for the School and updating it continually.

Driver: Susan Levings, MS

With: Office of Planning and Communications, Web Communicators Working Group

Progress to 2017

In November 2014 the Planning and Communications team, in close partnership with the School’s three departments, launched an integrated School web presence on the Drupal content management system platform. Five distinct sites were developed—one for the main School site, one for each of the School’s three departments, and one for the PharmD program. The new presence represents a massive technical move forward and served as a leader for the campus adoption of Drupal. It is also a tremendous editorial move forward in capturing the work and value of the School. Prior to the launch, the Planning and Communication team piloted the Drupal platform in partnership with program directors of the five PhD programs administered by the School, creating four new PhD degree program microsites and an umbrella site. As well, more than 40 microsites have been developed since launch through January 2017.

5.4.2

Enable website owners Schoolwide to keep current web content updated and to add new content, including local news, events, and faculty profiles … by developing and offering self-publishing technical and editorial training programs.

Driver: Susan Levings, MS

With: Office of Planning and Communications; Web Communicators Working Group

Progress to 2017

A key to the success of the School’s new integrated web presence was a successful training program for the web content owners and editors responsible for content post launch. Our team developed a comprehensive training plan that included multiple units of instructional content; five rounds of this training were held between January 2015 and January 2017, providing instruction to approximately 50 web editors. Topics covered included the basic use of the Drupal content management system platform, syndication of content, stewardship of microsites, and editorial style and branding. The training program iterated over this period based on feedback. Work is now beginning to use video as a training tool.

5.4.3

Support the highest-level communications needs of the School’s 2015–2020 strategic plan ... by developing and implementing a new five-year communications roadmap.

Driver: Susan Levings, MS

With: Dean’s Leadership Group, Office of Planning and Communications

Progress to 2017

A comprehensive, 2015-2020 communications roadmap, was created at the School level, is being applied and evaluated, and is evolving to meet new needs. The plan is guided by these themes: 1) directed, data-driven content 2) expanded reach and visibility 3) efficient and effective systems 4) robust web platform 5) skillsets and resources required for success 6) campus connections.


Go to: Leading Change: Strategic Course 2015–2020