Our Process and Consultation History

When was the plan launched?

Catalyst for Change was launched in July 2017. Following on from three recent achievements – establishing the Faculty in the Pharmaceutical Sciences building, developing and opening the Pharmacists Clinic, and launching the new Entry-to-Practice Doctor of Pharmacy (E2P PharmD) program – the plan serves as a roadmap to guide the Faculty’s direction and focus in the coming years. 

How long will the new strategic plan be in place?

The plan is scheduled to be in place for a five-year period, from 2017–2022. Significant change is occurring in the various sectors with which the Faculty interacts, which had an impact on shaping the Faculty’s direction and priorities. During the period, the Faculty will focus on consolidation, growth and development to support the Faculty in heading towards the future. Progress will be tracked against the actions outlined in the plan.

Where does the new plan apply?

A large number of Faculty activities occur in Vancouver at the new Pharmaceutical Sciences Building on Point Grey campus. However, many faculty and practice educators affiliated with UBC Faculty of Pharmaceutical Sciences live and work across British Columbia at distributed sites in hospital, primary care, and community settings. Several strategies look further afield than just the local area, to BC or even further, to global partnerships. Catalyst for Change will guide activity throughout the entire Faculty and beyond.

Who decided what should go into the strategic plan?

Over the latter part of 2016 and the first half of 2017, consultations happened across the Faculty of Pharmaceutical Sciences, engaging students, graduate students, postdocs, staff and faculty. Additionally, an external summit was held to gather input from alumni and representatives from across the spectrum: BC Pharmacists Association, College of Pharmacists of BC, the Ministry of Health, Canadian Society of Hospital Pharmacists, health authorities across the province, Innovative Medicines Canada, as well as co-located ventures and UBC representatives.

These discussions helped the authors to understand the major environmental issues and to shape the direction in which the Faculty needs to go.

Consultation included surveys, open house events, an external summit, interviews and discussion groups.

The Dean and Faculty would like to recognise all those who provided their support and perspectives in the development of a concrete plan.

How does the plan address systemic and professional changes?

The plan considers the multiple forces in play that affect the professional context in which the Faculty operates. For example, the changing natures of healthcare and pharmacy, academia, the research funding environment, and the stakeholder landscape.

For example, across the healthcare system, current changes such as new models of patient-centred, community-based and team-oriented care, a growing focus on underserved communities, increased attention on drug therapies and medication management, and an evolution of the role and scope of practice of pharmacists into focusing more on patient care.

Across academia, there is a need to restructure, diversify and adapt to meet the needs of the modern world, with increased focus on collaboration and external focus. The current research funding climate necessitates greater levels of collaboration within and outside the Faculty.