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Theme 5: Framework for Success
Theme 5 in Leading Change: Strategic Plan 2015–2022 is:
Framework for success—ensuring the School has the framework needed to excel
Restating the success of the School with respect to extramural funding ($80 million the past year according to AACP), success with these grants has been mission critical. This current level of extramural funding represents a 30% increase over the time period immediately prior to the implementation of this Strategic Plan. While there was a temporary shortfall of revenue from the state due to the School’s decision to intentionally admit 30 fewer students in the first cohort of the new PharmD curriculum, the new steady state numbers of students (127 students per class) will strengthen our financial picture.
Other infrastructure achievements include the hiring of contract staff by the Office of Education and Instructional Services to facilitate the concomitant delivery of two curricula during the transition from the previous, 4-year pathways curriculum to the new, 3-year transformed curriculum; the recruitment of an Associate Dean of Experiential Education; and the previously mentioned hiring of an Assessment Manager. As stated previously, the entire SOP Leadership has been refreshed over the course of the Strategic Plan.
The goal of strengthening faculty connection, leadership, and visibility (5.3) is evidenced by numerous awards, top-tiered publications, and service to national organizations and governmental agencies. Lastly, efforts to increase the School’s visibility (5.4) are best evidenced through the development of the School of Pharmacy Positioning and Messaging Guide. This guide reinforces the uniqueness of the School among all others with respect to its science and scientific way of thinking.
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.
Expand other existing service lines to increase external customers … by developing clear, measureable business and marketing plans.
Develop new business models for service to external customers … by identifying potential services and products.
Increase total giving to the School … by focusing our philanthropic work in the support of strategic goals and objectives.
Upgrade the School’s information technology framework to meet strategic plan needs … by collaborating with central campus information technology leaders.
Increase the number of prestigious national and international faculty honors … by developing and implementing departmental nomination processes.
Increase faculty service on prestigious national and international committees … by developing and implementing department strategies.
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.
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.
Support the highest-level communications needs of the School’s 2015–2022 strategic plan … by developing and implementing a new five-year communications roadmap.
Added summary School progress to 2021 for this theme
Archived driver and collaborator assignments from objectives
Archived 2017 progress updates from objectives
Updated plan title to reflect extension to 2022