Strategic Plan

Strategic PlanIn 2016, Samford University McWhorter School of Pharmacy implemented a new strategic plan that guides the School for the next three years (FY17-19). The plan was developed over the course of more than a year, and it included extensive input from faculty, staff, students, alumni, preceptors, practitioners, and other relevant constituents. Colin Coyne, University Chief Strategy Officer, served as facilitator of the process and helped ensure linkage of the School’s plan with the four University focus areas: 1) emphasize student success, 2) enhance our community, 3) extend our reach, and 4) ensure financial strength.

Based on feedback received through breakout sessions, interviews, survey results, and brain-steering sessions, the message was clear: embrace opportunities, challenge assumptions, and cultivate informed risk taking. To this end, the following strategic priorities articulate our method to ENRICH a culture of excellence.

McWhorter School of Pharmacy Strategic Plan

ENtrusted Pharmacy Graduates

EN1: Revolutionize how students are assessed and receive feedback
EN2: Cultivate and organize meaningful co-curricular activities
EN3: Expand interprofessional education
EN4: Strengthen experiential learning
EN5: Grow student research opportunities
EN6: Foster expansion of dual degrees
EN7: Expand global engagement opportunities

Robust Student Recruitment, Retention and Placement

R1: Enhance pre-pharmacy student enrollment
R2: Improve the number and quality of Pharm.D. applications
R3: Actively recruit students with diverse backgrounds
R4: Expand online pre-matriculation initiatives
R5: Strengthen student mentoring
R6: Enhance career and residency placement
R7: Increase school-sponsored pharmacy postgraduate opportunities

Innovative Teaching, Practice and Scholarship

I1: Transform teaching and learning across the curriculum
I2: Inspire progressive forms of pharmacy practice
I3: Unite and synergize research expertise across the School and College
I4: Support healthcare innovation and outcomes-based research
I5: Strengthen entrepreneurial partnerships between the School and Birmingham businesses
I6: Boost extramural funding (grants and contract work)
I7: Increase the number of articles submitted/published in high-impact, preferred journals

Comprehensive Faculty and Staff Development

C1: Reform the School’s faculty and staff development program
C2: Actively recruit faculty and staff with diverse backgrounds
C3: Heighten faculty leadership development opportunities
C4: Advance staff cross training

Holistic Stakeholder Engagement

H1: Enhance a deeper and continuous connection with School alumni
H2: Advocate within state, regional, national, and international professional organizations
H3: Promote new facilities as a convening place for pharmacy stakeholders and thought leaders