Mission
Our mission is to advance health through innovative research, community engagement, and education of future pharmacists and scientists from diverse backgrounds.
Vision
We will be the program of choice for all Oregonians interested in pharmacy or pharmaceutical
sciences.
Our graduates will successfully gain employment and advance confidently in their careers.
We will be highly attractive to students, trainees and prospective employees regionally and
nationally due to the excellence of our educational programs, affordability, support and caring
for our students, and celebration of diversity.
Our research programs will be known nationally and internationally for addressing critical
health problems and elucidating innovative and effective solutions.
Our faculty and staff will feel valued and appreciated for their efforts in supporting our mis-
sion.
We will be recognized as a source of continuing knowledge and support for alumni and
pharmacy professionals and scientists.
1. Budget
1.1
Create transparent budget strategies that maximize useable information for
decision making.
1.2
Diversify and expand our revenue to advance priorities and missions.
2. Educational Programs
2.1
Optimize involvement in post-graduate training to support Oregon pharmacy and elevate the visibility of the College.
2.2
Improve APPE readiness.
2.3
Improve PharmD curricular efficiency and increase relevancy for practice-ready graduates with expanded
career opportunities.
2.4
Support the practice of pharmacy in Oregon and beyond through the continued provision of high-quality continuing education programs.
2.5
Investigate the creation and delivery of a new undergraduate major in Pharmaceutical Sciences to be housed in the College of Pharmacy.
3. Extended Education
3.1
Support the practice of pharmacy in Oregon and beyond through the continued provision of high-quality education programs.
3.2
Optimize involvement in post-graduate training to support Oregon pharmacy and elevate the visibility of the College.
4. External Stakeholder Engagement
4.1
Refine and maximize brand recognition across all external platforms and within all mission areas
4.2
Optimize sustainable strategies for meaningful engagement of alumni, donors, and healthcare partners/employers
4.3
Along with practice advancement opportunities across the State, create and maintain relationships to advance key priorities for the College with regulators, legislators, and professional organizations.
5. Graduate Studies Educational Programs/Recruitment & Retention
5.1
Ensure that GTA and GRA stipends are competitive to continue to enable recruitment of high quality of PhD students.
5.2
Improve access and availability of resources necessary for degree completion and professional success.
5.3
Increase diversity and quality of students in the graduate programs.
5.4
Establish and maintain a healthy size PhD program to support faculty research efforts and provide a critical mass of students for peer-to-peer support and professional offerings.
6. Infrastructure
6.1
Explore the feasibility of consolidation of our physical footprints across campuses.
6.2
Survey for ongoing needs to help plan a budget for teaching/research infrastructure to allow for maintenance, upgrades, and optimization of our current infrastructure.
6.3
Monitor student, faculty and staff use of spaces and consider redesigns when needed. 6.4 Identify resources to support maintenance and expansion of the College’s infrastructure.
7. Justice, Equity, Diversity & Inclusion
7.1
To increase recruitment and retention of personnel, students and trainees from underrepresented communities.
7.2
To enhance an inclusive and equitable college climate to support the retention and success of all personnel, students, and trainees.
7.3
Provide transformative learning experiences enabling all students, trainees, and personnel to advance JEDI.
7.4
To communicate CoP’s accomplishments, initiatives, and innovations as we advance JEDI excellence.
8. Personnel Success & Wellbeing
8.1
Competitive areas of excellence are facilitated and personnel are recognized within and beyond the College and University.
8.2
Expand and create a culture of all college mentorship.
8.3
Promote an inclusive environment and for timely and continued career advancement in all tracks and ranks. Training provides the skills to assemble the resources and execute the activities that empower personnel and ultimately bring success and well-being.
8.4
Communicate and celebrate CoP’s accomplishments, initiatives, and innovations.
9. Practice Advancement
9.1
Expand the number of faculty engaged in innovative and high-functioning pharmacy practice sites to ensure students are practice-ready and able to address the needs of the Oregon pharmacy community upon graduation.
9.2
Identify and incentivize external service efforts (e.g., pharmacy and nonpharmacy professional organization, governmental agencies) in strategic areas to help the College to advance pharmacy practice in Oregon and nationally.
9.3
Support continuing professional education (CPE) to facilitate practice transformation.
9.4
Oregon is a leader in pharmacy practice, and there is opportunity for the College to be a leader in practice transformation research.
10. Recruitment – Pharm.D.
10.1
Improve our effectiveness in converting prospective PharmD students to applicants through to matriculated students throughout each segment of the application cycle/process.
10.2
Increase visibility and awareness regarding the College and the field of pharmacy through digital and in person means.
10.3
Maintain and expand partnerships and recruitment at OSU, regionally, and nationally to increase enrollment.
10.4
Increase student diversity specifically in underrepresented groups.
10.5
Program of choice for all qualified Oregonians.
11. Retention – Pharm.D.
11.1
Develop an academic success roadmap for each student as they progress at each level from admission to graduation.
11.2
Create a safe, uplifting student-centered culture and environment that develops and fosters community, belonging, and success.
11.3
Cultivate meaningful and positive relationships with students by engaging early and often.
11.4
Develop systems and strategies for on time graduation.
12. Research
12.1
Develop a strategy to grow research expenditures by 25% by 2028 to better support the research enterprise (e.g., infrastructure, personnel) across the College by: 12.1.1 Increasing the percentage of faculty engaged in securing and supporting extramural awards.
12.1.2
Supporting faculty to assume leadership roles in the development of large, multi-investigator research grant applications.
12.1.3
Maintaining and expanding programs that foster research activity (e.g., faculty development funds) in a manner that reflects and supports the diversity of scholarly expectations and faculty needs across the College.
12.2
Increase efforts in innovation and entrepreneurship activities aligned with OSU priorities.
12.3
Develop a plan for faculty succession and strategic future hires to continue to support research.