Strategic Plan Accomplishments Report. Amarillo Abilene Dallas/Fort Worth Lubbock

Transcription

1 Strategic Plan Accomplishments Report Amarillo Abilene Dallas/Fort Worth Lubbock 2008

2 TTUHSC Mission Statement The mission of Texas Tech University Health Sciences Center is to improve the health of people by providing educational opportunities for students and health care professionals, advancing knowledge through scholarship and research, and providing patient care and service. TTUHSC Vision Statement Texas Tech University Health Sciences Center will be recognized nationally as a top-ranked health sciences university. Institutional Goals G-I Train competent health professionals and scientists G-II Increase externally funded, peer-reviewed research, especially NIH-funded research, and research focused on aging, cancer, and rural health G-III Improve access to quality health care for the TTUHSC s target populations G-IV Prepare health professions students for an increasingly diverse workforce and patient population G-V Provide leadership in the development of partnerships and collaborations to improve community health G-VI Operate the TTUHSC as an efficient and effective institution Mission Statement of the School of Pharmacy Our mission is to enhance the lives of the diverse people of Texas and beyond, through excellence and innovation in: educating health-care practitioners, researchers, and educators, providing pharmaceutical care and service, and advancing knowledge through scholarship and research. Vision Statement of the School of Pharmacy The vision of the TTUHSC School of Pharmacy is to become internationally recognized for expanding the pharmacist s role as a leader in health care by developing models of excellence in patient-centered care and collaborative drug therapy management through an innovative educational curriculum, while advancing healthcare through cutting-edge research. 1

3 Strategic Planning Process Development of the Strategic Plan was a year-long process. Beginning in January 2007 the SOP s Executive Committee met to review the current plan, approve a tentative timeline for the development of a new plan and identify strategies necessary to accomplish the planning process. The Executive Committee also recommended using the bottom up approach as opposed to the top down approach as done in previous years. In support of the Executive Committee s recommendations, in February and March the dean identified and recruited a diverse group of stakeholders with a broad range of perspectives to form an Ad hoc Strategic Planning Taskforce. Critical elements of the school were represented within the taskforce consisting of seven faculty member (four pharmaceutical sciences and three pharmacy practice), two alumni, four students (three Pharm.D. and one pharmaceutical sciences Ph.D. student) and three staff members. A committee chair was chosen and asked to provide leadership and guidance to the taskforce members. An organization meeting was held in March with the dean, taskforce chair and staff support member. In April, the taskforce met in Amarillo for orientation and to begin step-one of the major activities; the environmental scan. Prior to the meeting, a binder was sent to taskforce members with instructions to review the reference materials and document any personal perspectives relative to the environmental analysis worksheet questions. These worksheets, paired with input solicited from the SOP s Executive Committee during a working lunch session, provided a foundation for taskforce members to perform a SWOT analysis (strengths, weaknesses, opportunities and threats). Small group breakout sessions took place throughout the day. The taskforce was reconvened at the end of the day to share group reports, engage in active discussion, identify key points, prioritize issues and document any additional data and/or information needed to complete the environmental scan. At the conclusion of the workshop, a working draft SWOT analysis was developed for six key result areas within the school: Professional Programs, Students, Faculty and Staff, Health Care Practice of Pharmacy, Research and The Institution. SWOT analysis data collection and revision continued through July, at which time the taskforce met to reevaluate progress, draft goals and begin work in sub-unit groups. Throughout August and September taskforce sub-units worked independently on their respective key result area. Each sub-unit was charged with: finalizing the SWOT analysis, addressing ACPE recommendations identified in the 2005 ACPE Survey and 2007 Abilene Site Visit Report, developing and drafting goals and identifying objective strategies, including soliciting input from others (Deans, Chairs, Vice Chairs, Divisions Heads, Faculty Committees, etc.) as appropriate. In October, the individual sub-unit reports where consolidated into a working SOP Strategic Plan Draft. Final edits were made and the draft report was presented to Faculty Affairs Committee (FAC) and Executive Committee (EC) for comments. On October 19, the Ad hoc Strategic Planning Taskforce met to review and consider FAC and EC comments. Each comment was discussed at length and the plan was revised according to committee consensus. The revised working draft was presented to the dean for final review and revision at the end of October. The plan was adopted by the faculty at the full faculty meeting on December 17, A half-day Executive Committee retreat was held on March 26, 2008 to prioritize objectives and assign responsibilities. The retreat began with small group breakout sessions. Each group consisting of administrators, faculty and staff were given two key result areas to work on. The groups were charged with analyzing the impact and cost of each objective, followed by objective priority ranking using a scale of 100 points per key result area. The committee was then reconvened to discuss and concur with the individual group analysis. After the discussion, the committee re-assessed the original priorities set by the groups and assigned a new ranking based on the committee consensus. The committee then identified the responsible person for each of the objectives. Because of the time limitations the committee did not discuss the outcome measures for each of the goals and objectives. However, the committee recognized the Assistant Dean for Finance to provide the needed information for budget estimations and allocations in consultation with the Dean. 2

4 Key Areas of Accomplishment Professional Programs Curricular Delivery Assess and enhance the curriculum and curricular delivery systems The School of Pharmacy provided a mandatory new faculty orientation and training retreat to all new SOP faculty VCS video-conferencing system faculty enhancement training was provided to support Abilene and Amarillo P1 and P2 course delivery Case Studies 1 was revised to the structure for problem-based learning outcomes Multiple faculty enhancement workshop sessions were provided by the Center for Teaching and Learning with Technology (CTLT) Core P3/P4 clerkships were standardized across campuses for full-time and part-time preceptors by divisions The electronic clerkship management system was enhanced Curricular Modification Implement targeted approaches to strengthen and renew the curriculum Terminal outcomes of the curriculum (Graduate Knowledge, Abilities and Attitudes) were developed and approved by the faculty Course structure and learning objectives were revised Residency Programs Expand and enhance post-graduate residency programs A new psychiatric residency partnership was developed with Parkland Hospital in Dallas 3

5 Key Areas of Accomplishment Students Admissions Process Refine the admissions process to admit a diverse Pharm.D. student body who reflect both the academic and professional characteristics to become an outstanding pharmacist Behavioral interviewing strategies were implemented All faculty and students who interviewed applicants were trained on behavioral interviewing strategies All faculty, including residents, participated in student applicant interviews Retention and Progression Develop, communicate and enforce sound mechanisms for student retention and progression Designed a student retention program All graduates were approved by the faculty for graduation Operation Grade Watch program was implemented Professionalism Enhance student professionalism across all campuses Mentoring sessions were implemented on Fridays The Professional Code of Conduct was published in the Student Handbook A Common Student Handbook was published for all schools in the Texas Tech University Health Sciences Center 4

6 Key Areas of Accomplishment Faculty and Staff Morale and Performance Identify strategies to enhance faculty and staff satisfaction and performance Informal faculty discussions, using American Association of Colleges of Pharmacy (AACP) Surveys and Texas Tech University Health Sciences Center (TTUHSC) Satisfaction Surveys, were held on each campus The TTUHSC School of Pharmacy Office of Accreditation and Planning was established The Pharmacy Practice Department provided monthly new faculty orientation sessions Substantial funding was allocated to faculty development including professional travel funds for all faculty and seed grant funds for educational and scientific (basic and clinical) research New teaching, research and office facilities were established in Dallas Equity and merit pay raises were awarded to faculty Effectiveness and Productivity Promote effectiveness and productivity of both faculty and staff through enhanced efficiency within our processes, communication and reporting systems WEAVE Online was developed to support enhanced planning and assessment of major programmatic areas planning, assessment, and reporting (operations and accreditation) The School of Pharmacy held a school-wide curriculum renewal and teaching retreat Additional Center for Teaching and Learning with Technology (CTLT) staff were added to campuses to assist with classroom videoconference sessions Established the School of Pharmacy Deans Council to communicate and monitor school-wide programs and initiatives Incentive for Excellence Create an environment of excellence that rewards contribution to the programmatic goals of the institution Continued the merit raise system for faculty and staff Kept faculty turnover rate below 5% Continued the funding for faculty recruitment without loss of positions due to economy or multiple years of not filling positions Enhanced startup funding for new hires funding from University for National Institutes of Health (NIH) funded recruits Automated e-raider system Established presidential awards for excellence in teaching, service, research, community engagement Appointment of Distinguished University Professors and Murray Professors Continued School of Pharmacy Awards for excellence in teaching Continued the Pharmacy Income Plan (PIP) to provide salary augmentation for faculty Provided upward mobility through promotions and additional administrative levels in The Department of Pharmacy Practice Enhanced mentoring for sciences faculty members with the establishment of research centers with experienced research directors 5

7 Recruitment / Retention - Recruit and retain high-quality faculty and staff Increased the amount of startup funding for National Institutes of Health (NIH) funded investigators Shared indirect funding and grant/contract salary savings as salary augmentation with existing faculty as a continued investments in faculty programs Continued the Bridge Program to help long-time funded excellence in research maintain laboratories and staff when competing for renewals Development Provide effective initial and ongoing development opportunities for faculty and staff The School of Pharmacy provided a mandatory two-day new faculty orientation and training retreat to all new SOP faculty Required faculty development plans for Department of Pharmacy Practice faculty Provided school support for Clinical Scholars Program with University of Texas Southwest Medical School Provided school support for Research Days to help faculty, graduate students and residents enhance research knowledge and abilities Provided professional travel funds for all faculty to attend national meetings in their areas of research, patient care and teaching The Department of Pharmacy Practice supported national certification examinations Conducted an annual assessment of continuing professional development activities reviewed by each respective head and the chairs in the Department of Pharmacy Practice 6

8 Key Areas of Accomplishment Practice of Pharmacy Identify and develop new practice partnerships where appropriate Developed Pharmacy Income Plan contracts in Abilene Provided community outreach through health fairs on each of the four campuses Strengthen existing practice partnerships Revised the North Texas Veterans Administration (VA) operations of the existing contract Continued practice partnerships for education and service in Abilene with Hendrick Medical Center, Sear s Methodist Retirement System and Abilene Medical Care Mission Stabilize the long-term delivery of experiential education Developed P3 and P4 rotation sites in Abilene Identify and enhance practice and experiential education offerings in new or developing areas of pharmacy practice Identified the importance of Medication Therapeutic Management Services as a core component of the curriculum Standardized core clerkships across all campuses and institutions Implemented clerkship management software to better manage the clerkship program and student records 7

9 Key Areas of Accomplishment Research Increase the level of extramural funding and the number of externally funded faculty Continued support for University of Texas Southwest Medical Center Clinical Scholars Program to train existing faculty to conduct extramurally funded clinical research Added non-tenure track sciences faculty lines to both sciences departments to reduce tenure-track faculty teaching loads Received President Baldwin s endorsement to add tenure-track Biomedical and Pharmaceutical Sciences faculty to achieve a critical mass primary strategy from expanded Amarillo class size with the new Pharmacy Academic Center building Received President Baldwin s approval for a re-organization plan for the leadership of the School of Pharmacy to enhance faculty research mentorship through an Office of the Senior Associate Dean for Sciences to focus on research centers, school-wide research infrastructure and operations (e.g. grant writer, support common equipment, manage the Bridge Funding program, allocate School of Pharmacy funds to support common use equipment, etc.) Received President Baldwin s approval of re-organization plan for the leadership of the SOP Pharmaceutical Sciences faculty to two departments to enhance senior leadership positions for external recruitment of senior scientists as chairs and greater focus, collaboration and mentorship of sciences faculty Continued recruitment of vacant tenure-track positions in all three School of Pharmacy academic departments Enhance supportive infrastructure to promote efficiency President Baldwin enhanced focus on research infrastructure and operations with the appointment of an executive vice president for research Established new Abilene and Dallas laboratory facilities Established Center for Immunotherapeutic Research in Abilene Continued the Amarillo Campus and School of Pharmacy policy on laboratory space assignment Continued partnership with University of Texas Southwest Medical Center for Dallas campus Clinical Scholars Program for Department of Pharmacy Practice faculty Continued School of Pharmacy Research Center funding Established School of Pharmacy Research Center director stipends, annual research plans, and annual research reports Establish a system (task force) to prioritize ongoing and future research programs Re-established the Research Advisory Committee as a standing committee of the School of Pharmacy Required plans and reports from Research Center directors Established first Pharmaceutical Sciences/Pharmacy Practice collaborative extramurally funded research project Develop and expand clinical and translational research endeavors Participation in University of Texas Southwest Medical Center Clinical Translational Sciences Award Grant by Amarillo School of Pharmacy Pharmaceutical Sciences faculty member 8

10 Increase interdepartmental collaboration The Office of Associate Dean for Research established the CATALYST newsletter and seminar program Held a Research Days Retreat Established the Research Advisory Committee as a School of Pharmacy standing committee Increase opportunities for student exposure to clinical research Participated in the Amarillo Biomedical Research Internship (ABRI) Program Added P4 research elective rotations in Dallas, Lubbock and Amarillo Provide new opportunities for faculty to increase breadth of involvement in research activities Enhanced activities of research centers Participated in the Laura Bush Women s Health Research Grants Program 9

11 Key Areas of Accomplishment Institution/Operations Ensure equitable staff support for all campuses Enhanced staff development programs provided to all campuses by Texas Tech University Health Sciences Center training department Expanded staff positions on all campuses commensurate with campus enrollment and complexity of programs Ensure adequate facilities for conduct of practice, teaching, and scholarship at all campuses Occupied new building in Dallas Medical Center Establish and implement a plan for balanced, coordinated infrastructure development at all campuses New Dallas facilities were planned, funded and occupied Secured Regents official designation of Abilene as a Regional Academic Health Center Amarillo Biomedical Sciences Research Building and Pharmacy Academic Center were planned, approved and funded 10

12 Amarillo Abilene Dallas/Fort Worth Lubbock