Strategic Plan 2021-2026
Submitted Final Draft: March 1, 2021
Executive Summary
The University has empowered units on campus to develop strategic plans based on the University’s four target areas: Student Success; Research and Discovery; Diversity, Equity and Inclusion; and, Engagement. The confluence of these four areas are critical to the long-term success of the University and vital to the success of the University’s students, staff and faculty. Goals at the intersection of these areas will contribute to an institution of distinction.
University of Iowa College of Pharmacy 2021-2026 Strategic Plan
| Goal 1 | Increase and diversify funding sources |
|---|---|
| Strategy 1 | Enhance recruitment efforts while maintaining enrollment standards, recognizing the changing landscape of pharmacy admissions. |
| Strategy 2 | Identify and advance educational opportunities beyond traditional offerings to generate new sources of revenue. |
| Strategy 3 | Increase the extramural grant and contract funding of faculty research and total indirect (F&A) cost recovery return to the College. |
| Strategy 4 | Engage successful alumni, foundations, and other friends of the College in philanthropic efforts. |
| Strategy 5 | Increase return on investment of entrepreneurial efforts through critical evaluation of opportunities and improved business acumen. |
| Strategy 6 | Maximize the UI Utility Public Private Partnership (P3) support to the College with successful applications that match the strategic goals of the College and University |
| Goal 2 | Foster student success by providing a high-quality education in a supportive environment |
| Strategy 1 | Attract and retain a diverse and high-quality student body. |
| Strategy 2 | Transform teaching and learning utilizing modern pedagogy and technology in the professional program through faculty development and mentorship |
| Strategy 3 | Enhance student support services and career development opportunities to enable students to reach their maximum potential |
| Strategy 4 | Create additional dual-degree and certificate programs to prepare graduates for dynamic career opportunities |
| Strategy 5 | Critically evaluate the structure, support, and curricula of the College’s graduate programs to best align with current and future needs in educational outcomes, faculty expertise, and research areas |
| Strategy 6 | Better prepare our students academically and reduce their overall cost of education by either becoming a larger health sciences college or expanding offerings within the College and/or other partnerships that cover their entire higher education experience |
| Goal 3 | Cultivate a culture centered around diversity, equity, inclusion, leadership, and transparency |
| Strategy 1 | Implement a Dean level office for Diversity, Equity and Inclusion. |
| Strategy 2 | Recruit and retain diverse and inclusive faculty and staff. |
| Strategy 3 | Develop future leaders. |
| Strategy 4 | Cultivate a culture of respect and appreciation to improve employee engagement. |
| Strategy 5 | Distribute faculty and staff workload equitably and communicate transparently. |
| Strategy 6 | Critically evaluate and optimize organizational structure to improve workforce efficiency and create clear roles for decision-making and accountability. |
| Strategy 7 | Embrace communication, transparency, and openness to feedback. |
| Goal 4 | Achieve increased distinction in research and discovery |
| Strategy 1 | Increase external funding for innovative research. |
| Strategy 2 | Increase collaboration between UI Pharmaceuticals (UIP) and departmental research and education to maximize expertise in drug discovery and development. |
| Strategy 3 | Develop a support model to enable organization and coordination of large multi-project center grants and/or multi-site clinical pharmacy studies based in the College. |
| Strategy 4 | Achieve broad dissemination of research results to create greater impact on science and health. |
| Goal 5 | Increase awareness and recognition of the positive impact the College has both locally and globally |
| Strategy 1 | Engage in highly impactful and visible service projects within the community and state. |
| Strategy 2 | Increase highly visible involvement in professional associations and engagement opportunities. |
| Strategy 3 | Comprehensive communication and marketing to elevate collegiate prestige. |