Strategic Planning

Our Differential Advantage

Located in the vibrant Atlanta metropolitan area, Mercer University College of Pharmacy is one of the most diverse pharmacy schools in the nation. We offer students a robust educational experience through an expansive network of healthcare providers. With a legacy of caring for more than a century, we prepare our students to lead the pharmacy profession and face the future challenges of a dynamic healthcare environment. 


 

Vision and Mission

Vision

Empower ourselves and others to cultivate passion to enrich health and improve lives.

Indicators of Success

  • Graduates are preferentially sought after by employers.
  • Partnerships expand our influence in the health of our communities, both domestic and international.
  • The College is viewed as a resource to change the practice of pharmacy and improve health.
  • Our research solves problems, reaches commercial success and is cited in publications.
  • An active alumni network of professionally diverse leaders give back to the College in service and education.
  • Diverse faculty and students.
  • Leadership in healthcare innovation.
  • Distinguished faculty recognized as leaders in healthcare.
  • A high-quality applicant pool seek a Mercer education because of its reputation.
  • Students and faculty in leadership positions are recognized at national and international levels.
  • A culture of inclusiveness and caring that is emulated by other universities.
  • Students are empowered to address the gaps they see in the healthcare industry.

Mission

Mercer University College of Pharmacy advances health through innovations in teaching, research, patient-centered care and service.

Critical Factors for Success

  • Advocate for the optimal care of our patients.
  • Attract, recruit and retain the highest quality students, faculty and staff.
  • Establish partnerships, collaborations, and strategic alliances.
  • Create and deliver an engaging and relevant curriculum in accordance with best practices.
  • Acquire appropriate resources, support and state-of-the-art facilities and equipment.
  • Conduct and disseminate cutting edge research that addresses real-world problems.
  • Provide leadership and service to the community and the profession.
  • Grow student enrollment, progression, licensure and placement of choice.

 


 

Critical Issues

Critical Issue 1:  How do we attract, recruit, retain, and develop high-quality students, faculty and staff?

Objective 1.1.1: By 2019, create a distinctive Mercer University College of Pharmacy marketing campaign. Accountable: Director of Communications and Marketing

Objective 1.2.1: By 2019, identify and promote information on alternative mechanisms for mitigating the cost of a student’s education. Accountable: Director of Admissions

 

Objective 1.2.2: By 2019, conduct survey of current students to identify non-financial barriers to a Mercer pharmacy education in order to identify solutions and market to prospective students. Accountable: Assistant Dean for Student Affairs

 

Objective 1.2.3: By 2019, identify and implement non-traditional pathways for completion of prerequisites via Mercer University or other affiliated institutions. Accountable: Executive Associate Dean

 

Objective 1.2.4: By 2019, identify and pursue additional scholarship and grant opportunities. Accountable: Chair of Honors and Awards Scholarship Committe

 

Objective 1.2.5: By 2020, identify and implement strategies to strengthen relationships with undergraduate institutions, high schools and middle schools to increase awareness of the profession and Mercer University/College of Pharmacy. Accountable: Director of Admissions

Objective 1.3.1: By 2018, collect data via alumni survey and update the alumni database. Accountable: Director of Alumni Services

 

Objective 1.3.2: By 2019, design and implement a referral process to promote faculty and staff openings to alumni. Accountable: Director of Alumni Services

 

Objective 1.3.3: By 2019, disseminate information and materials to alumni to encourage and mentor potential students, including pharmacy technicians. Accountable: Director of Alumni Services

 

Objective 1.3.4: By 2021, increase alumni engagement in relevant courses in the curriculum, student organizations, PDN and experiential education to develop students and engage alumni (as measured by the observation of active participation). Accountable:  Director of Alumni Services              

Objective 1.4.1: By 2019, review application/admissions requirements to minimize barriers. Accountable: Chair of the Admissions Committee

 

Objective 1.4.2: By 2018, identify and implement additional tools and processes to decrease turnaround time between application verification and admissions decisions. Accountable: Director of Admissions

 

Objective 1.4.3: By 2018, examine every element of the application process to optimize the applicant experience. Accountable: Director of Admissions

 

Objective 1.4.4: By 2019, identify and implement strategies to incorporate leadership, faculty and alumni into outreach to prospective and accepted applicants in order to affect their ultimate enrollment decisions. Accountable: Chair of the Admissions Committee

 

Objective 1.4.5: By 2018, assess scope of student support services offered to ensure their comprehensiveness in meeting students’ needs both professionally and personally, including both professional degree program and graduate program students. Accountable: Assistant Dean for Student Affairs

 

Objective 1.4.6: By 2022, identify and implement targeted technical, human and conceptual development opportunities for students. Accountable: Assistant Dean for Student Affairs

 

Objective 1.4.7: By 2022, 75 percent of students will be engaged (i.e. committee membership, committee chair, elected leader, etc.) in a student organization. Accountable: Assistant Dean for Student Affairs

Objective 1.5.1: By 2020, assess staff knowledge and skills, identify areas for development and implement programming to enable maximum effectiveness. Accountable: Chair of the Staff Advisory Council

 

Objective 1.5.2: By 2019, assess preceptors’ knowledge and skills, identify areas for development and implement programming to enable maximum effectiveness. Accountable: Vice Chair of Pharmacy Practice for Experiential Education

 

Objective 1.5.3: By 2019, create and implement a formalized staff recognition process at the College level. Accountable: Dean

 

Objective 1.5.4: By 2020, ensure staff, faculty, and preceptor development resources are available across the entire college. Accountable: Associate Dean for Strategic Initiatives

 

Objective 1.5.5: By 2019, develop and implement a comprehensive faculty mentorship program to enable academic, research and career success. Accountable: Chair of Pharmaceutical Sciences and Chair of Pharmacy Practice

 

Objective 1.5.6: By 2022, 25 percent of faculty will be engaged in national professional or organizations as committee members, committee chairs or elected leaders. Accountable: Chair of Pharmaceutical Sciences and Chair of Pharmacy Practice

Critical Issue 2:  How do we create and deliver our curricula to maximize student success for practice, research, and leadership?

Objective 2.1.1: By Fall 2019, the curriculum committee will conduct an analysis to evaluate the breadth and depth of content, co-curricular activities based on educational outcomes, accreditation standards, and practice and employment needs. Accountable: Director of Assessment
 

Objective 2.1.2: By 2019, complete an academic program review of the Ph.D. in pharmaceutical sciences. Accountable: Director of Graduate Programs

Objective 2.2.1: By 2018, the College of Pharmacy Center for the Advancement of Teaching and Learning (CATAL) will present evidence for improved student success outcomes with active learning pedagogies. Accountable: Director of the College of Pharmacy Center for Advancement of Teaching and Learning

 

Objective 2.2.2: By 2019, conduct faculty and student development for implementation of active learning delivery. Accountable: Director of the College of Pharmacy Center for Advancement of Teaching and Learning

 

Objective 2.2.3: By 2019, begin implementation of active learning delivery. Accountable: Chair of Curriculum Committee

 

Objective 2.2.4: By 2019, implement interprofessional education (IPE) throughout the professional degree program curriculum to include physicians and medical students. Accountable: Chair of Curriculum Committee

Objective 2.3.1: By 2019, formalize a process for compiling input from the National Association of Boards of Pharmacy (NABP) assessment blueprints, accreditation standards and practice partner stakeholders to ensure that curricula reflect emerging practice. Accountable: Chair of Curriculum Committee

 

Objective 2.3.2:  By 2021, establish and implement a model for strategic partnerships with the practice community to increase awareness of emerging trends in contemporary pharmacy and education. Accountable: Chair of Pharmacy Practice

Critical Issue 3:  How do we optimize future and existing facilities to achieve our strategic goals? 

Objective 3.1.1: By 2018, evaluate classrooms and public spaces to identify assets and needs for improvement. Accountable: Director of Finance and Administration

 

Objective 3.1.2: By 2018, evaluate research facilities to optimize productive use of space and identify assets and needed improvement. Accountable: Director of Finance and Administration

 

Objective 3.1.3: By 2019, recommend technology enhancements to enable educational best practices. Accountable: Director of Learning Technology 

Objective 3.2.1: By 2018, revise the case statement and architectural renderings for new facilities to ensure they addresses research, teaching, and service goals. Accountable: Dean

 

Objective 3.2.2: By 2020, establish a mechanism for assessment of facilities needs related to program growth and potential new revenue streams. Accountable: Dean

Critical Issue 4:  How do we strategically advance the practice model?  

Objective 4.1.1: By 2019, 100% of Mercer faculty and staff (as appropriate) will be able to articulate and explain a consistent definition and applications of the PPCP model. Accountable: Chair of Curriculum Committee

 

Objective 4.1.2: By 2020, 100% of Mercer students, residents, and preceptors will be able to articulate and explain a consistent definition and applications of the PPCP model. Accountable: Chair of the Pharmacy Practice

 

Objective 4.1.3: By 2020, identify value propositions of faculty members, students and residents as practice extenders for integration into care delivery models that advance mutual goals. Accountable: Chair of the Pharmacy Practice

 

Objective 4.1.4: By 2022, evaluate and document financial and health outcomes contributions of faculty and students in patient care settings. Accountable: Vice-chair of Pharmacy Practice for Experiential Education

 

Objective 4.1.5: By 2020, develop innovative, alternative practice models to address gaps in patient care. Accountable: Chair of the Pharmacy Practice

Objective 4.2.1: By 2020, conduct an experiential education assessment to identify best practices, opportunities to seize and priorities for student and faculty placement to advance mutual goals. Accountable: Vice Chair of Pharmacy Practice for Experiential Education

 

Objective 4.2.2: By 2019, develop a plan to strategically and judiciously use regional sites by optimizing the role of contact preceptor/faculty. Accountable: Vice Chair of Pharmacy Practice for Experiential Education

 

Objective 4.2.3: By 2020, identify innovative opportunities for collaboration to advance entrepreneurship and disseminate successes. Accountable: Dean

Objective 4.3.1: By 2021, identify opportunities that will translate discovery research to patient care in pharmacy practice. Accountable: Associate Dean for Research

 

Objective 4.3.2: By 2022 date, identify and create strategic partnerships to promote and disseminate discovery-based health outcomes research. Accountable: Associate Dean for Research

Critical Issue 5:  How do we promote and expand the research and scholarship enterprise?

Objective 5.1.1: By 2020, identify a research agenda to prioritize resource allocation. Accountable: Associate Dean for Research

 

Objective 5.1.2: By 2018, increase awareness and use of the internal grant review mechanism for constructive review of all grants pre-submission. Accountable: Associate Dean for Research

 

Objective 5.1.3: By 2020, collaborate with other stakeholders to develop an institutional review board for the Atlanta campus. Accountable: Dean

 

Objective 5.1.4: By 2021, hire and train at least one research technician to support shared laboratory facilities. Accountable: Chair of Pharmaceutical Sciences and Chair of Pharmacy Practice

 

Objective 5.1.5: By 2023, submit one or more federal capital-equipment grants. Accountable: Associate Dean for Research

Objective 5.2.1: By 2021, increase external engagement to yield at least one collaborative project with Georgia Clinical & Translation Science Alliance members. Accountable: Associate Dean for Research

 

Objective 5.2.2: By 2019, increase external engagement to yield at least one collaborative project within the Mercer Health Sciences Center. Accountable: Associate Dean for Research

             

Objective 5.2.3: By 2023, submit at least one application with external collaborators as multiple principal investigators. Accountable: Associate Dean for Research

 

Objective 5.2.4: By 2020, appoint an external scientific advisory board in order to advance our research agenda. Accountable: Dean

Objective 5.3.1: By 2019 create and by 2020 deliver a curriculum of research training, enrichment and professional development modules on research design, data analysis, grant-writing, protocol development, manuscript-writing, publication/dissemination strategies and safety training. Accountable: Associate Dean for Research

Objective 5.4.1: By 2023, increase faculty and student engagement in the summer research program to 10 Pharm.D. students per summer. Accountable: Associate Dean for Research

 

Objective 5.4.2: By 2021, increase faculty participation in research elective courses to 10 faculty per year. Accountable: Chair of Pharmaceutical Sciences and Chair of Pharmacy Practice

 

Objective 5.4.3: By 2021, conduct a feasibility analysis for starting a graduate program in Pharmacoeconomics and Health Outcomes. Accountable: Director of Center for Clinical Outcomes, Research and Education

 

Objective 5.4.4: By 2021, conduct a feasibility analysis of self-funded M.S. programs, such as in the pharmaceutical sciences. Accountable: Executive Associate Dean

Objective 5.5.1: By 2019, complete evaluation of the current guidelines for research centers to assess their viability and effectiveness in alignment with broader Mercer University objectives and guidelines. Accountable: Associate Dean for Research

 

Objective 5.5.2: By 2021, submit one competitive external grant in support of a research center. Accountable: Director of the Center for Outcomes Research and Education and Director of the Center for Drug Delivery Research  

 

Objective 5.5.3: By 2019, increase brand recognition of the research centers through interdisciplinary, cross-campus collaborations and dissemination of findings. Accountable: Director of the Center for Outcomes Research and Education and Director of the Center for Drug Delivery Research 

 

 

Objective 5.6.1: By 2023, total competitive extramural funding will be at least $2 million. Accountable: Associate Dean for Research 

 

Objective 5.6.2: By 2021, internal support from College and University seed grants will exceed $50,000 per year. Accountable: Associate Dean for Research 

 

Objective 5.6.3: By 2020, if not currently funded by external research grants, all research-intensive faculty will submit at least two grant applications per year, one of which should be as a principal investigator. Accountable: Chair of Pharmaceutical Sciences and Chair of Pharmacy Practice

Objective 5.7.1: By 2021, each non-tenure track faculty member will publish on average at least one peer reviewed paper per year as first or senior author. Accountable: Chair of Pharmacy Practice

 

Objective 5.7.2: By 2021, each research-intensive faculty member will publish on average at least two peer reviewed papers per year as first or senior author, at least one of which shall be based on original data. Accountable: Chair of Pharmaceutical Sciences and Chair of Pharmacy Practice

 

Objective 5.7.3: By 2021, develop a method to assess the contribution of collaborative, co-authored peer reviewed publications in order to support collaborative research and scholarship. Accountable: Dean

 

Objective 5.7.4: By 2019 develop and by 2020 implement a comprehensive communication plan to increase local and national awareness of College research. Accountable: Director of Communications and Marketing