James L. Winkle College of Pharmacy 2024 - 2029 Strategic Plan

To develop exceptional pharmacy practitioners and pharmaceutical scienists who advance their disciplines through collaboration and innovation, leading the way in research and patient care to promote health equity and improve wellness for individuals and society. 

To be a global leader in innovative and impactful pharmacy education and practice, patient care, and basic clinical research by realizing a culture of discovery and collaboration.

1. Ensure student academic and professional success through the provision of innovative education while optimizing the student experience.

2. Leverage the resources within the College and the broader community to attract and retain a diverse student population, leading to program growth and a thriving academic community.

3. Enhance and promote research visibility, quality, and productivity by leveraging the unique research strengths within the College.

4. Secure resources and engage in activities that enable the College to recruit and retain faculty and staff, fostering a collegial and supportive work environment that enhances quality educational programs and personnel satisfaction.

5. Cultivate relationships with new and existing stakeholders and establish collaborative partnerships that enhance opportunities to impact research, education, and practice.

6. Engage our past, present, and future stakeholders for a lifelong relationship with the College and inspire admiration within our programs and profession.

Objective: To ensure student success through efforts that enhance the support structure and optimize the student experience

Priority 1: Grow and Enhance the Student Support Structure

Enhance infrastructure to support graduate program growth (i.e., MS and PhD) program growth (e.g., hire graduate program manager, course facilitators, more adjunct faculty, review space and equipment)

• Hire a program manager
• Increase in number of adjuncts participating 
• Research committee conducts space & equipment audit (See Goal #3; Priority #5)

Enhance and evaluate post-graduate planning services across all programs

• Add to 4th year graduation survey
• Increase number of networking/mentoring opportunities for MS/PhD students

Support new staff member dedicated to recruiting for professional program 

• Develop an updated recruiting strategy
• Increase PharmD enrollment

Develop and evaluate the effectiveness of a structured mentorship program for graduate and online students

• Develop and implement a program guided by Fall 2025
• Monitor job placement rate
• Follow any guidance from the Graduate Program Review

Priority 2: Engage Students and Optimize the Student Experience

Hold career fairs for students across all programs (PharmD, MS, PhD)

• Number of fairs held
• Number of companies participating (live and virtually)

Create a process for promoting jobs, residencies, and internships for students and alumni

• Develop process
• Number of events

Increase engagement between Pre-Pharmacy, MS/PhD, and PharmD students

• Hold one or more annual events
• Increase number of mix and mingle events starting with Orientation
• Add shadowing experience for Pre-Pharm students

Lower the online student:faculty ratio via more course sections and instructors

• Achieve 25:1 or lower student:faculty ratio for online instruction

Create co-operative/internship agreements with prospective employers to increase graduate student opportunities

• 2 new co-operative/internship agreements by 2027

Revise curriculum to relevant pharmacy practice courses to include Standards 2025 language (cultural and structural humility 2.3) 

• Perform curricular mapping

Identify and execute opportunities to enhance cultural competency and sensitivity for faculty, staff, and preceptors

• Include culture competency as part of preceptor development programming
• Faculty, staff, and preceptors will demonstrate a greater level of competency/sensitivity as measured by relevant survey tools

Objective: To leverage the resources within the College and the broader community to attract and retain a diverse student population, leading to program growth and a thriving academic community

Priority 1: Grow PharmD Program

Visit schools in the tri-state area, including HBCUs and community colleges, followed by MOUs and discussions on credit transfer and access to PharmD prerequisite courses taught in the UC system

• Number of colleges/schools visited
• Number of high schools visited
• Number of MOUs/articulation agreements

Recruit pending College of Arts & Sciences (CAS) chemistry, biology and psychology BA/BS graduates and increased promotion of college to all undergrad students

• Number of students recruited
• Number of new recruitment events/outreach activities
• Re-establish Pre-Pharmacy Society

Grow the PharmD/MPH dual degree program

• Number of students

Investigate feasibility of new dual degree programs involving the PharmD

• Develop feasibility study/perform environmental scan
• Submit dual degree application for PharmD-MPHL

Dedicate new staff member to recruiting for professional program

• 10% increase in PharmD enrollment

Expand community outreach and public health research/learning opportunities

• Number of community outreach efforts
• Number of public health research/learning opportunities

Develop partnership with College of Allied Health Sciences (CAHS) and promote recruitment strategies. Engage undecided “pre-health” students to encourage pursuit of pharmacy as a profession

• Number of CAHS “undecided” students matriculating into PharmD program

Recruit and admit students from underrepresented communities for all programs

• Increase in number of historically underrepresented minorities in Doctor of Pharmacy program

Priority 2: Recruit MS, PhD, and Certificate Students

Build and continue relationships with career-tech high schools in greater Cincinnati region

• Expand existing relationships

Facilitate the entry of senior undergraduate students from other UC colleges and universities nationwide into our MS and PhD programs via credit transfers or “advanced standing”

• Number of students recruited

Develop specialty tracks within MS Cosmetic Science program (e.g., new intensive on-campus specialty laboratory mini-courses; explore creation of 3-year BS Cosmetic Science degree in collaboration with CAS and the College of Engineering and Applied Sciences (CEAS))

• 1 new track or program created

Expand BS/MS dual degrees across UC colleges (beyond BS ChemE-MS Cosmetic Science option)

• 1 new BS/MS dual degree option created

Priority 3: Retain Students

Retain students at a rate greater than or equal to the national average 

• Attrition rate at or below national average

Administer Student Wellness, Wellbeing, and Resilience survey

• Action items from the survey

Objective: To enhance and promote research visibility, quality, and productivity by leveraging the unique research strengths within the College

Priority 1: Enhance Quality and Productivity of Research Conducted at the College

Identify new funding sources for recruitment of research faculty and staff across both divisions

• Two new funding sources identified within 3 years (AY26-27)
• $500K secured from at least one new source within 5 years (AY28-29)

Recruit promising research-active faculty within core research areas (cancer, neuroscience, skin care, health outcomes) to build the critical mass needed for NIH student/postdoc training grants and a Top 25 AACP national ranking in research funding

• At least two new faculty recruited (AY26-27)
• Achieve Top 25 AACP national ranking in research funding (AY28-29)

Establish publication fund through the research committee to aid in the publication of worthy manuscripts

• Establish fund (AY26-27)
• $10K distributed annually (AY28-29) 

Facilitate faculty success in obtaining external funding by providing College-funded honoraria to researchers outside of the College with excellent research funding history to thoroughly review and critique College faculty grant applications prior to agency submission. Processes developed and implemented

• Recruit qualified reviewers (AY24-25)
• Identify and obtain funding for providing honoraria (AY26-27)

Maintain small research grant programs available at the College Form committee charged with identifying potential points of overlap

• Develop and implement a sustainable internal funding mechanism (AY26-27)
• The proportion of extramural indirect costs generated by external grants that can be attributed to successful seed grant projects (AY29-30)
• A higher ratio indicates that internal seed grants are effective in stimulating external funding and indirectly contributing to the College's revenue

Priority 2: Cultivate Collaborative Opportunities Locally, Regionally, Globally

Ensure representation of the College within the pursuit of an NCI-designated comprehensive cancer center

• Participation by college faculty within NCI-designated comprehensive cancer center

Create the medicinal chemistry core facility to support the planned Cancer Drug Development Institute (CDDI) that will serve all UC cancer researchers. Co-fund with COM the CDDI’s Director of Medicinal Chemistry faculty hire, sharing associated intellectual property, royalties and NIH funding

• CDDI facility created (AY28-29)
• CDDI Director of Medicinal Chemistry hired (AY26-27)
• Increase in IP, royalties and NIH funding via the CDDI (AY28-29)

Enhance College recognition within the UC Academic Health Center – CAHS, Medicine (COM), and Nursing (CON) – via research seminars and interprofessional education proposals

• Number of research seminars within the college
• Number of interprofessional education proposals

Priority 3: Foster and Enrich Opportunities and Experiences for Trainees

Investigate establishing a requirement for PharmD students to participate in either basic or clinical research to provide a deeper education experience (different from capstone projects)

• Investigate adding a requirement to PharmD curriculum (AY26-27)
• Increased % of PharmD students choosing a postdoctoral or other position with a basic or clinical research component (AY28-29)

Increase travel funds for students and faculty presenting original research at national conferences

• Identify funding source for increased travel funds (AY26-27)
• Number of students and faculty supported through travel funds
• % of recipients that publish conference- reporting findings in peer-reviewed journals

Secure NIH and NSF training grants that augment graduate student stipends

• Submittal of competitive NIH and/or NSF training grants (AY28-29)

Facilitate student off-campus research experiences with prospective employers

• Number of students participating in off-campus research with prospective employers

Priority 4: Streamline Processes

Streamline grant submissions (e.g., revisit guidelines, limit submission requirements)

• New streamlined procedures developed and implemented by end of AY24-25

Streamline reimbursements for students

• New streamlined procedures developed and implemented by end of AY24-25

Share equipment/database purchases that benefit the research-active faculty within the College from both Divisions

• Number of faculty and students utilizing equipment across Divisions
• Student satisfaction with equipment availability

Streamline purchasing in collaboration with faculty and staff

• New streamlined procedures developed and implemented by end of AY24-25

Priority 5: Invest in Necessary Infrastructure and Equipment to Maintain and Enhance Research Efforts

Identify equipment, database, and software needs that would enhance the quality of the research conducted at the College; determine budget necessary

• Conduct audit / needs assessment in AY24-25
• Develop and implement infrastructure planning beginning AY25-26

Identify money that could potentially be used for equipment/database purchases

• Bi-annually compile lists of desired equipment to serve the needs of college faculty
• Identify monetary sources (AY26-27)

Identify deficits in UC core facilities and laboratory space (and equipment) that could be filled by the College and that lead to enhanced collaborative opportunities for faculty

• Conduct audit / needs assessment in AY24-25
• Develop and implement infrastructure planning beginning AY25-26Sss
• Secure additional laboratory and research space

Objective:  To build culture capacity to include and engage in activities that enable the College to recruit and retain faculty and staff, fostering a collegial and supportive work environment that enhances satisfaction and impact

Priority 1: Enhance Quality of Work Life

Submit UC Strategic Sizing proposals for new faculty and staff hires to reduce per capita workload

• Funded proposals that translate into new hires
• Improvements in climate as indicated by results of annual AACP Faculty Survey
• Measurement of climate/satisfaction 

Restructure committees to minimize redundancy and overall faculty/staff workloads in order to reduce burnout and stress reported on annual College Climate Survey

• Reductions in average service load and # of committees at college
• Reduced burnout and stress reported on annual College Climate Survey
• Identify core committees to report out key activities at faculty meetings

Evaluate staff and faculty support as the size of programs continues to increase; provide resources to support non-teaching activities of course management (e.g., “facilitators”, instructional design)

• Increased perceptions of support reported on annual College Climate Survey
• Number of facilitators and instructional designers supporting faculty
• Satisfaction with facilitators and ID staff
• Redistribution of workload

Develop process for gathering/compiling data (e.g., annual faculty/staff climate survey, University-level annual climate survey; AACP survey) and implement changes/improvements to retain faculty and staff

• Processes developed and implemented
• Documentation of positive changes made in response to climate data collection

Develop enough overlap in areas of faculty teaching, practice, and scholarly activity to allow sabbaticals and time for investigational research projects

• Form committee charged with identifying potential points of overlap
• Implement plan to develop intentional points of overlap to achieve synergies/ efficiencies
• Number of faculty applying for sabbaticals
• Number of investigational research projects

Monitor and rectify salary compression, inadequate laboratory space/facilities, and workload imbalances

• Conduct salary, space, and workload audit in AY24-25 to identify salary gaps/inequities
• Develop and implement strategies to reduce inequities based on audit
• Fewer reports of inequities on annual climate survey

Assess why staff and faculty leave the College, and whether or not the situation was preventable

• Identify or develop exit survey; emphasis on conducting exit interviews
• Develop and implement process to collect and remedy issues identified with exit data
• Reduction in faculty and staff turnover

Priority 2: Engage and Develop Faculty and Staff

Identify ways for adjuncts to engage with full-time (FT) faculty and staff and to optimize adjunct teaching (content quality assurance, mentorship, promotion, etc.)

• Engagement and retention (intentions to stay) of adjunct faculty as indicated on annual climate survey
• Identification and implementation of 1-2 strategies to connect adjunct and FT faculty
• Participation rate of adjunct and FT faculty in connection efforts

Foster collegiality and teambuilding with socialization opportunities during normal working hours

• Greater satisfaction among faculty and staff regarding the climate of the College as measured by an annual decrease in the number of areas of concern identified on the College Climate Survey & the American Association of Colleges of Pharmacy (AACP) Faculty Survey
• Achieve a ≥90% response rate annually for Part II of the College Climate Survey- Faculty and staff are encouraged to complete College Climate Survey

Enhance professional development opportunities by promoting UC workshops and allocating funds for off-campus workshops, conferences, professional meetings

• Increased funds available for professional development
• Number of faculty and staff engaging in professional development opportunities
• Number of professional development opportunities (workshops, conferences, meetings) led or organized

Encourage, fund, and expand innovative pedagogy

• Establish a Faculty Pedagogical Innovation Award

Create co-operative/internship agreements with prospective employers to increase graduate student opportunities

• 2 new co-operative/internship agreements by 2027

Create more faculty and staff-level discussion opportunities to promote a safe space environment

• Reserve time at faculty meetings for exchange of ideas and opportunities to enhance activities (scholarly, social, etc.) between two divisions
• Increased perceptions of psychological safety as indicated on annual College Climate Survey

Invest in ongoing opportunities to enhance wellness and wellbeing for faculty and staff 

• Report on progress of survey action items annually by the Executive Committee
• Charges added to committees as appropriate
• Annual progress report submitted to the College Executive Team

Priroity 3: Recruit Faculty and Staff

Work with other UC colleges to create joint appointment faculty positions for interdisciplinary education and research

• 1 new joint appointment in the College (either with new or existing faculty)
• Formation of 1 new interdisciplinary teaching or research projects

Incorporation of endowed chair positions in strategic areas to actively increase collaboration opportunities across the College/University

• 1 new endowed chair (AY 26-27)
• Convene an advisory committee of corporate partners/leaders to identify endowment funders and/or candidates

Provide resources/funding for engagement and leadership opportunities for faculty and staff

• Increased funding available for leadership development and promotion opportunities within the College
• Increased number of staff promotions from within the College
• Responses to College Climate Survey do not vary as a function of identity status

Objective: To cultivate relationships with new and existing stakeholders and establish collaborative partnerships that enhance opportunities for impacting research, teaching, practice and revenue

Priority 1: Engage Current and Prospective Practice, Industry, and Corporate Partners

Define the types of partnership opportunities desired/needed (e.g., clinical sites, shared faculty positions, research, faculty relationships, CE support, grants and sponsorship), identify potential partnerships, and capitalize on these connections

• Identify and engage in one new partnership per year.

Invite other UC colleges and local institutions for a designated seminar series and the Annual Research Day

• Number of participants from other UC colleges and local institutions attending seminar series and the Annual Research Day

Work with Ohio Board of Pharmacy to buildCE/trainings/certifications for new/top of scope of practice activities (e.g., billing, LAI's)

• Number of new CE/trainings/certifications provided by the College

Priority 2: Engage Alumni

Increase student-alumni interactions and engagement through promotion of networking/social student-alumni specific activities

• Hold at least one student-alumni networking event per year
• Number of alumni attending each event
• Number of students placed with or hired by alumni

Prepare and implement a new alumni outreach plan with the Alumni Association

• Plan created (AY24-25)
• Number of alumni engagements / connections

Priority 3: Develop Inter-College Partnerships

Maximize resources by aligning College strategic goals with those of the University’s “Next, Now” Strategic Plan

Define desired or needed types of inter-college partnership opportunities at the University and Academic Health Center and establish 1-2 new partnerships based on need

• Conduct needs analysis relative to inter- college partnerships
• 1-2 new partnerships forged in response to needs analysis
• Increase in grants, research products, or innovations associated with inter-college partnerships

Work with leadership in COM, CON and CAHS to create novel interprofessional education opportunities

• Identify and implement at least one new interprofessional education opportunity
• Increased student satisfaction with interprofessional opportunities/training

Recognize and reward/incentivize interdisciplinary practices and research

• Give annual awards in recognition of interdisciplinary (teaching, service, or scholarly) impact
• Increased interdisciplinary collaborations

Priority 4: Increase and improve outreach communications for all stakeholder partners

Initiate monthly seminar series of cosmetic science industry leaders; continue for Pharmacy Leadership and Experimental Therapeutics degree program

• Identify at least one new outreach opportunity for industry stakeholders
• Number of seminars provided
• Number of industry leaders attending
• Increased # of applications and enrollment of Pharmacy Leadership and Experimental Therapeutics degree programs

Priority 5: Obtain philanthropic support and prioritize

Collaborate and partner with UC Foundation and the Alumni Association

• Increased number and value of charitable gifts generated through the UC Foundation and Alumni Association

Objective: To engage our past, present, and future stakeholders for a lifelong relationship with the college and inspire admiration within our programs and profession

Priority 1: Create Pipeline to Marketing

In collaboration with UC Online, highlight unique aspects of the College (e.g., premier cosmetic science program, unique certificates) to attract students (inter)nationally

• Develop and implement at least one new campaign highlighting unique aspects of the College
• Amount of traffic on College website, click throughs, and other engagements via social media accounts
• Number of applicants and enrollments in Cosmetic Science and other unique certificates

Create marketing materials (videos, testimonials, brochures) that can be regularly updated and sent to leads once contact has been made

• Number of new or updated materials produced and maintained for each program
• Lead success rate

Secure dedicated space for marketing content

• Space allocated for content creation

Establish budget for marketing content creation

• Dollars allocated

Establish a reservation plan for space

• Process established

Increase content creation

• Pieces of content created

Develop up-to-date repository of contacts, including alumni, practice partners, high schools, other colleges, etc.

• Increase personalized touchpoints with all stakeholders using the repository
• Number of engagements of alumni, practice partners, high schools, and colleges as a result of touchpoints/contacts

Identify process to regularly update repository

• Process identified

Priority 2: Identify and Highlight College Achievements

Publicize student, alumni, and faculty achievements, including past achievements

• Number of students, alumni, and faculty achievements highlighted
• Number of opportunities created for students, alumni, and faculty as a result of increased visibility of achievements
• UC news media report

Enhance the visibility of research conducted at the College, both regionally and (inter)nationally through social media, website

• Number of research projects highlighted
• Number of engagements via website and social media (e.g., likes, click-throughs)
• Number of opportunities created for faculty and students as a result of increased research visibility
• Increased applications to PhD program

Publicize our unique practice, research, and education programs

• Number of practice, research, and education programs publicized
• Number of engagements via website and social media (e.g., likes, click-throughs)
• Number of opportunities created for faculty and students as a result of increased research visibility
• Increased applications across all programs

Priority 3: Improve Global Program Discoverability Online and Be Viewed as One of the Best and Most

Communicate College NAPLEX and MPJE pass rates, and other student achievement successes (residency match, employment, etc.)

• Increased number of applications and enrollment in programs

Ensure marketing efforts for online programs highlight new areas within those programs to avoid perception of dated programs 

• Number of new areas publicized
• Increased enrollments in online programs

Incentivize and mentor faculty and administrators to take leadership roles in (inter)national societies, toward extending the College’s national presence

• Increased number of faculty and administrators in national or international leadership roles