Strategic Agenda

The Strategic Agenda is a focused application of our existing strategic plan. It is not meant to supplant or bypass the plan, but rather to refine it and set priorities.

The five goals of the Strategic Agenda are as follows:

1. PharmD+
We need to ask how we can make the Pharm.D. program the best, most distinctive program it can be. The expansion of pharmacy schools across the country has resulted in a more competitive landscape, not only for attracting students, but also for our graduates gaining employment. We must explore curricular, pedagogical, and programmatic approaches to enhance the competitiveness of our students in the workplace and to make our program stand out from others. In short, we need to define the "+" in PharmD+.

2. Enhancing Academic Programs, Existing and New
We need to think strategically about which programs in addition to pharmacy we want to emphasize, i.e., which ones will attract students and provide the greatest opportunities for our graduates. To be a sustainable, vibrant institution, we need at least two large undergraduate degree programs (with 100 students or more) and one large graduate program (50 students or more). These programs need to be aligned with our core strengths and the pharmacy program. Our conversation will define the best prospects for programmatic enhancement and growth.

3. Centers of Excellence
Centers of Excellence provide a focus for faculty scholarship, research, and pedagogical innovation. They also provide a focus for fundraising opportunities. A Center of Excellence will consist of a cluster of faculty working on a common problem or thematic approach. Centers can house endowed chairs, professorships, lecture series, core facilities, grant opportunities, and student research opportunities. Centers will foster interactions that allow faculty and students to work in interdisciplinary collaborative teams. Our strategic conversation will explore the themes and sustainable models for these Centers. We anticipate developing 2-4 Centers of Excellence.

4. The Student Experience
We need to continue our work on developing a vibrant campus community. We need to build activities that create a strong interface between academic affairs and student affairs. Co-curricular and extra-curricular activities must link what happens in the classroom with what happens outside the classroom, providing a holistic student experience. Our conversation will explore how we can build this type of experience and how we can enhance our campus life. We will explore the human, physical, and technological infrastructure requirements to develop such a student experience.

5. Corporate Relations and the Teacher-Consultant Model
ACPHS has had strong historical ties to various sectors of pharmacy and the pharmaceutical industry. We need to institutionalize these ties in more formal ways and provide greater experiential learning access to industry for our students. Our practices involving rotations, internships, fellowships, and residencies need to be aligned. Strategic partnerships with specific organizations and corporations need to be developed in an intentional manner. As these partnerships grow, there will be opportunities for faculty and student consulting projects, and we need to build the business development infrastructure to support this activity. Our strategic conversation will center on how we build these corporate relations and the sectors on which we will focus.