Strategic Plan Summary
This past year, the College of Pharmacy engaged in a yearlong process of strategic planning, and the final product is our map for the future. Broad stakeholder input was gathered, and the strategic initiatives that were created represent big and bold ideas that will further shape our rich history. Our mission and vision were refocused to emphasize our passion to improve health, serve others, lead change and advance the profession.
MISSION | We prepare pharmacists who improve health, serve others, lead change and advance the profession.
VISION | To lead the nation in the preparation of practice-ready pharmacists who serve as primary care providers and team leaders.
VALUES | We value our family members, faculty, staff, students and alumni through collaboration, community, diversity, excellence, faith, integrity and service.
Strategic Initiative 1: Academics
Lead the region in innovative curriculum, leadership development, and integration of students into patient care delivery. To meets its mission, the College trains future pharmacists to be leaders, personally, and in our communities. ONU pharmacists are comprehensive care providers, who through extensive patient care experiences, are prepared to practice in a variety of healthcare settings.
1.1 Practice Ready Students: Graduates are Practice Ready upon graduation
- Through extensive experiential education ONU student pharmacists learn patient care through practice.
- ONU pharmacist graduates are highly sought for their practice-ready abilities, based on the extensive patient care experiences they gain through six years of education.
- Self-directed learning is a key feature of the curriculum.
- Competency assessments are utilized throughout the program to track practice readiness.
1.2 Leadership/Team Ready:
- ONU student pharmacists demonstrate personal leadership and capability to be leaders in advancing the profession and pharmacy practice.
- ONU student pharmacists exhibit collaborative, patient-centered care while they practice in interprofessional teams.
- Through ongoing simulated and experiential team-based and interprofessional patient care opportunities in the curriculum, ONU student pharmacists are prepared for contemporary practice.
1.3 Innovative Instruction/Assessment Methods:
- ONU student pharmacists are trained and empowered to be self-directed in learning, and responsible for their ongoing professional education.
- ONU student pharmacists use self-assessment of growth to identify their ongoing personal and professional development needs.
- Students learn through immersion into patient-care settings at an early stage that provide opportunities for longitudinal patient-care educational experiences.
- The curriculum undergoes ongoing enhancements with innovative pedagogical and technological methods to foster active and applied learning, critical thinking, and faculty-student engagement.
1.4 Pharmacists as primary care providers:
- Students are prepared to serve as entry points into the healthcare system, providing primary care to patients.
- Students are trained to provide health risk assessment, wellness and preventative education and services, disease management, and referral within the healthcare system.
- Students are trained to meet the needs of the underserved community, primarily through patient care experiences in the rural healthcare setting.
- Students are grounded in the core sciences, the pharmaceutical sciences, the clinical sciences, and in population-based healthcare.
- The provision of patient care is a continuous responsibility throughout the year.
1.5 Academic Program Growth:
- The ONU program is continually improved with programs and experiences to offer our students distinguishing credentials.
- Students choose ONU to diversify themselves, and establish credentials that increase their marketability.
- Students distinguish themselves in the marketplace in novel ways.
Strategic Initiative 2: Practice
Deliver positive health outcomes through pharmacy practice advances. Providing access to high quality healthcare for our community is at the heart of our mission. We practice pharmacy, and provide healthcare for our community, as a result of this mission. We train pharmacists as community leaders and comprehensive care providers to serve in an era of insufficient numbers of healthcare personnel to provide access to care for all.
A unique opportunity for pharmacist training at ONU is in underserved and rural healthcare, settings in which the pharmacist takes on primary care responsibilities for patients, in a team-based practice model as well addressing health needs of the community overall.
2.1 Primary Care Health Services:
- The College provides primary health care services for the underserved population of Hardin and surrounding counties.
- The health of Hardin County is improved through ONU primary care services.
2.2 Access to Medication:
- The College helps to provide access to medications for all Hardin County residents.
- University beneficiaries have access to the lowest cost, highest quality pharmacy services.
2.3 Drug and Health Information:
- The ONU Drug and Health Information Center (DHIC) provides a menu of fee-for-service and no-costs services.
- DHIC provides and increased service portfolio for public, patients, individual healthcare providers, hospitals and health systems, governments, and industry through contracting and improved reputation.
- Drug and health information is a distinctive feature of the curriculum - See SP 1.5
- ONU is regionally recognized as a center for drug and health information.
2.4 Political Advocacy:
- Faculty, students, and residents actively engage in political advocacy directed toward meeting our mission and expanding the practice of pharmacy.
- The college provides leadership across the profession to guide decisions and support for access to pharmacist services and high quality healthcare for all.
2.5 Community Service to Improve Life:
- ONU students, faculty, and staff engage in service to Hardin County and surrounding communities, to improve the quality of life of the people who live here.
- Students, staff, and faculty demonstrate a spirit of volunteerism and commitment to community service for the improvement of others.
Strategic Initiative 3: Research/Discovery/Scholarship
To meet its mission, the College is engaged in the understanding of and means to improve health in our community, and the instructional methods that underpin this effort. Innovative research and knowledge may be translated into practice and broadly applicable across populations. The College will emphasize sharing knowledge learned as widely as possible to impact as many as possible.
3.1 Research/Discovery/Scholarship Capacity & Capability:
- Elements of discovery are evident in everything we do as a college.
- The facilities and support for discovery allow for innovation and creativeness to flourish among faculty and students.
- Indirect funds (F&A) are used to support and grow the discovery enterprise, and reinvest in successful endeavors.
3.2 Foster Collaboration around Research Themes:
- Distinctive research themes foster collaboration and synergy among faculty and students.
- Collaboration across departments, disciplines, college, and with external partners defines our vision of research success.
3.3 National Recognition for Research/Discovery/Scholarship:
- Collaborative themes of research garner the institution recognition and reputation.
- Extramural funding supports collaboration around each research theme.
- Faculty and students share discovery findings nationally and internationally.
Strategic Initiative 4: Culture & Quality
The College is a student-centered environment in which collaboration among students, faculty, staff, and the larger University community is among our core values. The value of each person in our College is recognized, and the development of each person (student, faculty, staff) is championed. The most important asset the College has to execute our mission and vision, and achieve our goals is our people.
4.1 Student Centeredness:
- All efforts in the College are mission based, and student centered.
- Student centered teaching methods focus the activity to the learners.
- Our culture supports participation and inclusion of students with voice and representation for input.
4.2 Faculty and Staff Excellence:
- The College fosters professional growth opportunities for faculty and staff, to create a culture where they are recruited and retained into career opportunities, not just jobs.
- All faculty and staff reach their full potential, and faculty and staff are guided by an annual, individualized career development plan.
- Faculty and staff members grow in knowledge, skills, abilities, and value each year.
- Faculty and staff member annual goals are aligned with the College’s strategic plan.
4.3 University Relationships and Engagement:
- Students, faculty, and staff from the College are leaders on campus.
- Collegial and collaborative relationships are developed and cultivated across campus.
Strategic Initiative 5: Finance Sustainability & Excellence in Operations
In alignment with our values and goals, advance excellence in all that we do, while building and maintaining long-term financial sustainability. Fundraising strategies of the college are aligned with the University’s fundraising priorities and strategic plan.
- The College’s philanthropic enterprise is robust and engages our alumni and other external constituents.
- College stakeholders engage in the life of the College through multiple avenues.
- The College has ample discretionary funds to pursue opportunities and advance its mission.
- All students have increasing benefit from scholarships and activities funded through the College’s advancement efforts.
5.2 Diversified Revenue Sources:
- The College has multiple revenue streams that support its programs, and those of the University.
- The practice of pharmacy, in all its facets, provides revenue for enhancement of learning and the advancement of health.
- The College is an incubator for health-related business and discovery for the region.
5.3 Operational Efficiencies & Sustainability:
- The College is committed to ongoing improvements in efficient operations and environmental sustainability.
- The College is committed to a healthcare practice environment that is efficient, sustainable, and scalable.
5.4 Facilities & Technology:
- College facilities meet the needs of the learners and the teachers in an efficient manner.
- College research facilities and resources meet the needs of the program in an efficient manner.
- Technology is used throughout the College programs in a manner that enhances the learning and discovery experiences.
Strategic Initiative 6: Stakeholder Engagement & Communications
A continuous process of relationship building occurs with our family of stakeholders, including current students and families, alumni, corporate stakeholders and other partners. The College demonstrates best practices in communications with our various stakeholders aligned with University communications strategy.
6.1 Constituent Engagement:
- The College routinely engages stakeholders in a meaningful and goal-directed manner.
- The College is a resource for stakeholders for drug and health information, discovery opportunities, practice innovation, and other educational needs.
6.2 Constituent Communications:
- The College demonstrates best practices in communications with our various stakeholders.
- Communication with stakeholders is a key metric for everything we do.
6.3 Student Recruitment:
- All seats are filled each year with qualified candidates for the PharmD program.
- A purposefully diverse population of students is admitted to reflect the characteristics and traits that bring about acceptance and respect throughout the College, and champion the value of the individual.
6.4 Branding/Marketing/Public Relations:
- The Raabe College of Pharmacy is a nationally known brand and recognized for quality.
- College students value their premium Raabe educational experience.