DEPARTMENT OF PHARMACY PRACTICE
VISION
The Department of Pharmacy Practice measurably improves patient care through student and practitioner education by integration of emerging models of teaching, research, clinical practice and service.
Indicators that we are achieving our vision:
- All faculty who provide direct patient care and all graduating students can deliver, at a minimum, contemporary pharmacy services.
- Strong faculty participation to support the State's current diabetes management program and future disease management programs that the State targets.
- The number of faculty with credentials in board certification specialty areas will increase.
- Telepharmacy, Concept Pharmacy, and distance education are incorporated into provision of continuing education.
- We will have an integrated, interdisciplinary curriculum that links IPPE, APPE and Concept Pharmacy through use of technology and curriculum mapping
- Our students are diverse, nationally and internationally, and culturally competent self-learners.
- Interdisciplinary coursework with Nursing, Allied Sciences and Pharmaceutical Sciences has been implemented.
- Many indicators will be tracked through annual assessment reports and reports in E*value.
MISSION
The mission of the Department of Pharmacy Practice is to educate students and practitioners, advance research/scholarship, deliver quality patient care, and provide service to the profession.
We will accomplish this by:
- Providing quality and diversified, introductory and advanced pharmacy practice experiences.
- Implementing MTM and disease-state management training for students and practitioners using distance education and telepharmacy technology.
- Securing financial, physical, and human resources to engage in effective teaching, research, practice, and service.
- Providing a relevant, practical and integrated curriculum that has measurable ability-based outcomes.
- Providing an environment that positively impacts the recruitment, retention, engagement, and promotion of faculty/staff.
- Expanding distance and continuing education capabilities.
- Promoting collaboration in and among the Department, College, and University to enhance research and scholarship.
- Supporting the role of the pharmacist in rural and public health.
CRITICAL ISSUES
CRITICAL ISSUE 1: How do we successfully develop, implement and manage our IPPE program while maintaining the quality of our APPE and other current programs?
Strategic Directions:
SD1. Develop and maintain the quality of preceptors and sites.
Obj 1.1 By May 2008, initiate a biennial QA process for sites hosting more than two students per year. Accountable: accomplished
Strategies:
- Self-evaluation by the preceptor and site in written format
- Site visits by experiential directors
Obj 1.2 By May 2008, establish and implement a formal schedule for preceptor training. Accountable: accomplished
Strategies:
- Mandatory new preceptor training (online)
- Experienced preceptor development
SD2. Increase the number of preceptors/sites.
Obj 2.1 By September 2009, complete an assessment for addressing the shortage of preceptors and sites for IPPE and APPE. Accountable: Roden, Focken
Strategies:
- Approach underutilized sites for increased participation.
- Develop new preceptors and sites sufficient to accommodate enrollment.
Obj 2.2, Ongoing, capitalize on opportunities to expand international rotations through contact with the University's international office and other universities. Accountable: Miller, Roden
Obj 2.3 By September 2012, increase the number of IPPE and APPE rotations in ambulatory care sites to accommodate enrollment. Accountable: Roden, Focken
Strategies:
- Use PAs and NPs as co-preceptors assigned to work with faculty to expand the number of ambulatory care sites/rotations consistent with ACPE requirements.
- Define the qualifications and role of co-preceptors.
SD3. Ensure adequate faculty allocation to oversee IPPE/APPE.
Justification: An added ambulatory care faculty member can assist with developing ambulatory care and health screening experiential programs for IPPE. Meeting all ACPE requirements will require 300 hours of IPPE, including a 4-week IPPE community experience and a 2-week institutional pharmacy experience (beginning summer of 2009), plus additional short experiences during the school year in presenting posters, counseling patients by telepharmacy, etc. ACPE recommended additional resources be devoted to experiential site and preceptor development. Coordination of all these new experiences, adding new sites, plus performing quality assurance and preceptor training will require additional effort, based on our comparisons with other Colleges.
Obj 3.1 By September 2009, increase the current number of ten-week rotation blocks from ten blocks to thirty blocks to promote/accommodate hospital advanced, acute care, and ambulatory care rotations within the same site. Accountable: Roden
Obj 3.2 By July 2009, one additional faculty member in ambulatory care/community practice will be hired. Accountable: Miller
Strategies:
- Duties will include providing MTM services on a regular basis to North Dakota patients through CCRX and others, and further developing IPPE and APPE ambulatory care sites to meet ACPE standards.
Obj 3.3 By July 2010, implement a PGY1 ambulatory residency program and/or community pharmacy residency program. Accountable: new hire
Obj 3.4 By July 2011, implement a PGY2 ambulatory residency program. Accountable: new hire
Strategies:
- Residents in ambulatory care may have an option of pursuing graduate courses in public health and pharmacoeconomics simultaneously.
SD4. Implement and continuously develop an electronic student portfolio system for assessment of student learning.
Obj 4.1 By December 2008, identify and purchase an individual electronic portfolio system to assess student longitudinal learning. Accountable: accomplished
Obj 4.2 By January 2009, allocate student funding to support e-portfolios. Accountable: accomplished
SD5. Implement new rotation software.
Obj 5.1 By September 2009, the College will have more technology support. Accountable: Miller
Strategies:
- A full time College IT support person is now available to support Concept Pharmacy computers/servers, software, and PDAs; Baker cell and ScriptPro maintenance. However instructional design/software support is still needed to support WIMBA and other distance education for the public health program and other course work.
Obj 5.2 By 2010, fully implement new rotation software (E*value). Accountable: Roden
Strategies
- Keep RMS viable for two years through full implementation of this system.
SD6. Utilize experiential program students to provide patient care services throughout the state.
Obj 2.1 By December 2008, coordinate with NDPhA and NDPERS to deliver DSM/MTM to eligible patients. Accomplished
Obj 2.2 By fall 2011, complete training to utilize students as a resource for Medicare Part D re-enrollment. Accountable: Focken
CRITICAL ISSUE 2: How do we successfully manage and enhance the Concept Pharmacy while maintaining the quality of our other current programs?
Strategic Directions:
SD1. Secure sufficient physical and human resources based on current enrollment.
Obj 1.1 By July 1 2008, fill the current faculty opening. Accountable: Miller
Obj 1.2 By summer 2009, determine feasibility of coordinating use of nursing assessment and skills labs. Accountable: Frenzel
SD2. Utilize technology to develop innovative methods of instruction and assessment.
Obj 2.1 By 2009, enhance the Concept Pharmacy curriculum to include hospital-based information systems. Accountable: Frenzel
Strategies
- Utilize the technology staff to accomplish this objective.
- Medication error reporting software
Obj 2.2 By 2009, secure faculty and equipment to support telepharmacy capabilities for outreach. Accountable: Chris Simon, Dean
SD3. Evaluate the curriculum structure to ensure longitudinal learning.
Obj 3.1 By August 2008, reevaluate the Pharm care series, Pharm care labs and IPPE to ensure they are integrated within the curriculum. Accountable: accomplished
Obj 3.2 By fall 2009, work collaboratively with Nursing faculty to develop integrated coursework (e.g. cross-using Concept Pharmacy and nursing skills lab) to promote interdisciplinary/interprofessional curriculum. Accountable: Naughton, Frenzel
Obj 3.3 By fall 2010, implement curriculum changes developed above. Accountable: Naughton, Frenzel
CRITICAL ISSUE 3: How do we leverage distance and continuing education to expand and maximize the quality of our programs?
Strategic Directions:
SD1. Increase CE offerings and coordinate programs throughout Pharmacy Practice.
Obj 1.1 By August 2008, establish a standard CE contract through the legal counsel that outlines expectations on both sides. Accountable: accomplished
Obj 1.2 By fall 2009, complete a needs assessment with alumni and other healthcare professionals to determine what kind of CE offerings are needed. Accountable: Schmitz, Howard Anderson
Considerations:
- Professional development
- Certification courses
- Methods of delivery to obtain the credits
- Other disease-state management courses (asthma, smoking cessation, etc.) in addition to diabetes
Strategies:
- Survey (Pharmaceutical care survey done)
Obj 1.3 By 2010, based on the outcomes of the needs assessment, identify faculty to develop and deliver additional offerings, methods and programs. Accountable: Schmitz
Strategies:
- Recruit other practicing pharmacists/practitioners from off-campus sites to assist in teaching.
SD2. Establish and maximize technology capability to develop and implement CE offerings for techs and RPh's (e.g. podcasts, IVN lectures for CE, Captivate, online home study, telepharmacy for patient service).
Obj 2.1 Ongoing, utilize the College technology person for technology support. Accountable: Schmitz
Obj 2.2 By September 2009, add instructional design/software support to support WIMBA and other distance education approaches. Accountable: Miller
Obj 2.3 By fall 2008, establish an advisory continuing education/distance learning committee to assist in topic development and program delivery (e.g. grants and program promotions). Accountable: Schmitz
Membership:
- 2 from the College (Amy W, Tara)
- 2 from the Board of Pharmacy
- 2 from pharmacy associations
- 1 technician
SD3. Increase revenues generated by grants to expand CE offerings outside of North Dakota.
Obj 3.1 By 2010, develop and implement a strategy for increasing the number of CE grant submissions by faculty and staff. Accountable: Schmitz
SD 4. Identify and implement new methods of delivering education. Integrate best practices into the PharmD curriculum.
Obj 4.1 By December 2008, identify and pilot an opportunity for distance education and evaluate the return on investment. Accountable: Schmitz
Obj 4.2 Ongoing, train faculty to be able to provide quality distance education. Accountable: Schmitz, Miller
Obj 4.3 By 2009, hire 1 FTE staff or faculty devoted to distance education to increase CE offerings to regional pharmacists. Accountable: Miller
Strategies:
- If we add staffing devoted to DCE, we will increase CE offerings to regional pharmacists and preceptors through podcasts, Wimba-based programs, etc.
- From the experience learned through these trials, we can then leverage distance education into the classroom to create efficiencies for faculty and potentially expand PharmD enrollment.
CRITICAL ISSUE 4: How do we successfully develop and implement a graduate program in social and administrative sciences to advance the research and scholarship mission of the entire department and increase enrollment?
Justification: If we add three more tenure-track FTE in public health to already approved positions, we can begin a graduate program that would offer the MPH, and eventually M.S. and PhD degrees. Up to 5 graduate students could be accommodated initially in a traditional graduate program; up to 30 in a Masters of Public Health. Additional students could be added as part of an interdisciplinary graduate program in conjunction with nursing. Benefits include adding new graduate students at NDSU, and substantial research output by the faculty in the program.
Strategic Directions:
SD1. Establish and build a graduate program in social and administrative sciences.
Obj 1.1 By 2011, have 30 students enrolled in a MPH. Accountable: Miller
Obj 1.2 By the end of 2008, complete a Phase 2 proposal to develop an interdisciplinary master's program in public health by partnering with other departments and Colleges. Accountable: Miller
Obj 1.3 By end of 2008, examine and establish coursework in social/administrative sciences by benchmarking outstanding programs locally and nationally. Accountable: Friesner, Scott, Albano
Obj 1.4 By end of 2008, establish an adequate start-up package for faculty including a graduate assistant and resources to begin the program. Accountable: Miller
Strategies:
- Coordinate with benchmarking under Obj 1.3.
Obj 1.5 By 2010, recruit and hire a minimum of three FTE tenure track faculty from SAS, public health, management or equivalent programs. Accountable: Miller
Obj 1.6 By 2009, explore opportunities to share course offerings and faculty at outstanding institutions (e.g. University of Minnesota). Accountable: Miller
Examples:
- Public health coursework
- Peters Institute of pharmaceutical care
SD2. Partner with the College of Business to enhance and build the PharmD/MBA program.
Obj 2.1 By fall 2009, examine MBA program curriculum to meet requirements of both programs. Accountable: Miller, Naughton
Obj 2.2 By fall 2009, review leading PharmD/MBA programs for what are the successful aspects of their programs and integrate relevant changes into our program. Accountable: Albano, Miller, Froelich (business)
Obj 2.3 By 2009, partner with College of Business and College of Agribusiness and Applied Economics faculty to increase scholarship in common interest areas (e.g. telepharmacy project, economic impact studies, pharmacoeconomics). Accountable: Miller
SD3. Expand the number of current faculty who conduct research in social and administrative sciences, clinical sciences and educational assessment.
Obj 3.1 By 2010, recruit faculty with background and experience in research. Accountable: Miller
Obj 3.2 By 2010, develop social/administrative sciences and practice faculty through mentoring/partnering in scholarship. Accountable: Miller
Obj 3.3 By 2009, implement a seminar series on research skills/topics (e.g. IRB process). Accountable: Miller, Friesner
Potential topics:
- Survey
- Clinical trials
- Educational assessment
- Data analysis
- Prep of PTE portfolios
Strategies:
- Coordinate seminar series with similar activity in Critical Issue 5, SD3.
SD4. In support of the University's strategic plan, recruit international students to the Graduate Program.
Obj 4.1 By 2013, there will be at least 2 international graduate students. Accountable: Miller
CRITICAL ISSUE 5: How do we recruit, develop and retain a faculty with diverse cultural and educational backgrounds for our professional and graduate programs?
Strategic Directions:
SD1. Target recruitment efforts toward senior level and diverse faculty.
Obj 1.1 By 2011, recruit or develop a senior-level faculty member who will serve as Vice Chair to support the anticipated level in the department's growth, advance promotion and tenure, and support increased level of activity. Accountable: Miller
Responsibilities may include:
- Develop a department mentoring program for faculty
- Develop their own research program
- Continuing Ed or preceptor development
- Succession planning
- Faculty development for all department faculty
- Assist with scholarship across the department
- Coordinate a research seminar series
- Help maintain faculty expertise in emerging areas such as MTM
- Be committed to the goal of achieving 40% of all department faculty promoted or on tenure track by 2012.
Obj 1.2 By fall 2008, identify a salary/benefits package that is within the top 50% of AACP published data on faculty salary and benefits. Accountable: Miller
Strategies:
- Look at University peer institutions for comparison
SD2. Increase faculty and resources to support the growth of our programs and the increase in enrollment.
Obj 2.1 By fall 2008, identify a salary/benefits package that is within the top 50% of AACP published data on faculty salary and benefits. Accountable: Miller
Obj 2.2 Ongoing, any growth in the pharmacy program will be accompanied by resources to maintain optimal faculty/student ratio of 8:1. Accountable: Miller
Obj 2.3 Ongoing, secure office, classroom and lab space needs for increased faculty. Accountable: Miller
SD3. Retain and develop faculty to advance promotion of faculty rank.
Obj 3.1 By 2012, 40% of all department faculty will be promoted or on tenure track. Accountable:
Obj 3.2 By spring 2009, implement a mentoring program for all faculty at all levels.
Strategies:
- Supports faculty development to ensure promotion and tenure.
Obj 3.3 By fall 2008, publicize guidelines, and discuss with faculty the purpose and benefit for developmental leave. Accountable: Miller
E.g. mini-sabbaticals (e.g. one semester, on-campus, development focused)
Obj 3.4 By 2009, use senior faculty to conduct a seminar on developing research programs and/or conducting research projects. Accountable: Miller, Friesner
Obj 3.5 By fall 2008, identify clinical expertise needs to direct recruitment of additional faculty. Accountable: Miller
Obj 3.6 By 2009, temporarily decrease experiential commitments as needed to allow for completion of identified scholarship activity that impacts ROI to the College. Accountable: Miller
Strategies:
- Establish expectations of ROI from scholarship relative to faculty who participate in this opportunity.
- Increase the number of rotations without students from one to two to allow time for scholarship.
SD4. Utilize part-time faculty to balance teaching demands and support faculty development.
Obj 4.1 By December 2009, hire two additional part-time faculty. Accountable: Miller
Strategies:
- Examine the feasibility of using part-time faculty for IPPE/APPE preceptors.
- Examine the feasibility of using part-time faculty for CE, distance learning, and preceptor development.
