Strategic Planning

Our Vision

The UWSOP will be internationally preeminent in research, education, outreach and practice, and train the next generation of pharmacists, scientists, educators and leaders in an inclusive, collaborative, and welcoming environment.

Our Mission

The mission of the UWSOP is to educate, train, and promote life-long learning opportunities for students, pharmacists and scientists, while creating, disseminating and applying new knowledge based on research and practice in the biomedical, pharmaceutical, social and clinical sciences to improve health.

Our Guiding Principles

Excellence: We strive for excellence in all we do.

Professionalism: We value and promote integrity, responsibility, and leadership for ethical decision-making in scholarship, practice and research.

Community: We support an environment of civility, diversity, and mutual respect by building a sense of community and caring among faculty, staff, students and trainees.

Students: We empower our students to achieve their fullest intellectual potential, develop a confident sense of self, and act on their ability to contribute to the world.

Collaboration: We foster the Wisconsin Idea by exploring creative partnerships both inside and outside the UWSOP and the University to advance research and education locally, and globally.

Innovation: We value innovation and provide resources, infrastructure, and knowledge to promote discoveries.

Leadership: We promote leadership and professional development that will provide the tools for faculty, preceptors, staff, students, and trainees to anticipate and prepare for the future.


Our Strategic Plan: 2019-2025

Pioneering minds at the heart of healthcare

Innovate

Position the School to advance the future of healthcare

  1. Double extramural funding and programmatic revenue by 2025.
    1. Identify investigator research needs including space needs, staff needs, infrastructure, and potential collaborations by 2021.
    2. Identify areas of research and build teams that have the potential for project and program grants from federal granting agencies (ongoing and yearly).
    3. Identify, track, and publicize all research-related activities within the School to appropriate audiences via multiple modes through a centralized mechanism by 2021.
    4. Identify three new potential sources of revenue from teaching activities (e.g., online courses, online certificates, online professional masters’ degrees, summer courses, activity-based revenue, etc.) by 2022.
  2. Double the investment in interdisciplinary and translational research and healthcare policy by 2025.
    1. Identify at least two translational research projects that integrate new ideas at the interface of chemistry, biology, engineering and clinical practice to drive the next generation of therapeutics by 2020.
    2. Identify at least two projects that improve patient safety and medication management through clinical-community care linkages by 2020.
    3. Identify at least two projects that improve delivery of care, clinical practice and health care systems by 2020.
    4. Identify at least one project that advances scholarship of teaching and learning by 2020.
  3. Identify and implement advances in five areas of clinical practice or healthcare systems to improve patient outcomes by 2025.
    1. Each division will champion at least two projects that incorporate interdisciplinary partnerships to improve patient outcomes and healthcare policies by 2020.
    2. Create new and enhance existing partnerships to better link the SOP with local and regional partners by 2025.
  4. Create research programs by 2025 in order to usher in a new era of personalized pharmacy.
    1. Position the School to participate with SMPH in the discussion and creation of the campus-wide efforts for a UW Center for Human Genomics and Precision Medicine in 2019.
    2. Support the development of one competitive research proposal in the area of ‘big data’ by 2022.
    3. Support the development of two technological innovations to support personalized care and self-management by 2023.

Cultivate

Foster spaces of inquiry, respect, diversity, and dedication to talent development

  1. Increase by 50% underrepresented faculty, staff, and students within the School by 2025.
    1. Develop comprehensive recruitment, retention, and mentoring strategies by 2020.
    2. Create programs and develop infrastructure to improve climate for underrepresented faculty, staff, and students by 2020.
    3. Create a pool of funds to increase the number of scholarship offerings by 25% by 2024.
    4. Create partnerships with the College of Letters & Sciences, School of Education, & College of Agricultural & Life Sciences by leveraging career readiness in order to increase the number of applications (PharmD, PharmTox) from UW–Madison students by 25% by 2024.
  2. Increase by 25% the professional development and training opportunities for faculty and staff in the UWSOP by supporting attendance at one opportunity per year by 2021.
    1. Inform faculty and staff of relevant, high quality training opportunities via a regularly updated list by 2020.
    2. Develop a pool of funds for professional development and training opportunities (toward a research professional development category) by 2020.
    3. Create pool of staff professional development funding by 2020.
  3. All faculty, staff, and students will demonstrate a growth mindset that promotes a learning orientation, strong effort, and malleable intelligence by 2023.
    1. Create feedback mechanisms that promote a culture of continuous improvement in the School by 2020.
    2. Each division will sponsor and promote across divisions at least one participatory event by 2020 in the area of continuous improvement and/or growth mindset.
    3. Staff will be given as least one day per semester for professional development by 2022.
  4. Reduce overlapping PharmD academic and experiential education scheduling to 25% by 2021.
    1. Convene a task force to examine opportunities and provide solutions to improve scheduling by 2020.
    2. Remove pharmacy from undergraduate calendar by successfully passing legislation by 2021.

Educate

Empower students and stakeholders to transform healthcare

  1. All students will be prepared to serve marginalized populations including at least both socioeconomic and diverse populations by 2025.
    1. Survey curriculum and identify all elements that prepare our students to serve marginalized populations by 2020.
    2. All students as part of their professional development will be involved with health care issues specific to marginalized populations by 2021.
    3. Require that every PharmD student will have a rural, underserved, or minority population experiential education opportunity by 2025.
  2. 80% of UW SOP students will be practicing in a position of influence 5 years after graduation by 2025.
    1. Survey and update curriculum to incorporate personalized pharmacy by 2020.
    2. Assess and evaluate the current professional development and engagement offerings and present report to faculty and staff by 2021.
    3. Increase by 50% the number of research opportunity matches for PharmD and PharmTox students by 2021.
    4. Create scholarships for students to take part in summer research by 2024.
    5. Identify, design, and develop and appropriately resource up to 6 named options or paths of distinction that encompass the breadth of student interest and career preparation options by 2023.
  3. Increase by 50% curriculum focused on the interconnected nature of healthcare by 2023.
    1. Develop partnerships with UW–Madison health science schools and colleges, specifically prescribers and their students, to create student-centric interprofessional education that values interdisciplinary collaboration by 2020.