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Theme 4: People
Theme 4 in Leading Change: Strategic Plan 2015–2022 is:
People—supporting our agents of change: our faculty, staff, and alumni
The School has experienced appropriate turnover in faculty and staff over the life of the Strategic Plan. With respect to the first two goals, focused on recruiting faculty (4.1) and retaining faculty and staff (4.2), the School has been successful on both fronts—all three of the School's departments have recruited new faculty members. Since the creation of this Strategic Plan, numerous leaders have been recruited (Assistant Deans, Associate Deans, Department Chairs, Chief Administrative Officers, Directors), providing a necessary stimulus for change and improved teamwork.
Increasing alumni involvement (4.3) has been achieved through their ongoing participation in the Pharmacy Alumni Association (PAA) Board of Directors. In addition, the contributions of alumni toward the development of the new curriculum and PAA support of scholarships and stipends for students seeking post-PharmD residencies and fellowships have also fulfilled this goal.
The last goal, to advocate for diversity, equity and inclusion (4.4), has been the driver of a number of timely efforts across the School. Examples include the highly successful Post-Baccalaureate Program, which has resulted in significant diversification of our PharmD student body, as well as modest success in the recruitment of a more diverse faculty body, particularly in the Department of Clinical Pharmacy. Ongoing SOP programs in DEI include the creation of an Antiracist PharmD Curriculum Task Force intended to identify challenges and opportunities for grounding the PharmD curriculum in DEI, and active participation and support of campus-wide DEI initiatives.
Strengthen and expand the faculty expertise required to meet our strategic plan goals … by recruiting faculty members who are leaders in the areas of mass spectrometry, chemical biology, enabling technologies, bioengineering (medical devices and/or drug delivery), systems pharmacology, health outcomes research (pharmacoeconomics, medication outcomes, formulary management), health services expertise (innovative practice modeling), and medication therapy management (specialty pharmacy).
Advocate for additional faculty housing assistance and child care important for recruitment … by uniting the efforts of all four schools and the Graduate Division to make this a budgetary and operational goal.
Create an exceptional faculty orientation … by working with UCSF Human Resources and the School’s three departments to apply contemporary management principles to this process.
Ensure that volunteer faculty preceptors of advanced pharmacy practice experiences are in agreement with the goals of the new PharmD curriculum … by implementing a revised preceptor training program.
Support staff development at the local level … by making annual professional development integral to the performance evaluation process.
Make leadership development programs available to faculty and staff members with leadership potential and interest … by identifying appropriate programs and funding.
Engage staff at the School level … by holding regular dean’s town hall staff meetings.
Share the expertise of the faculty directly with the staff … by offering every staff member and/or member of his/her family a confidential MedList consultation.
Personally connect our alumni with the everyday work of the School … by working with the Pharmacy Alumni Association to identify and pilot best approaches.
Sharpen outreach to alumni … by alumni engagement in new activities, such as regional events, and increasing engagement in existing events, such as Alumni Weekend.
Strengthen the diversity of our student body … by continuing our holistic PharmD admissions process, which considers all of an applicant’s background and experiences.
Ensure equitable pay among faculty members … by conducting an annual faculty equity analysis and adjusting any inequities as needed.
Champion inclusion … by participating in campus initiatives that increase awareness of unconscious biases and build a welcoming and supportive workplace environment.
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
Reassigned objectives to new drivers in light of appointments, hires, departures.