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People and Place

Advancement of decolonization, EDI, and anti-racism throughout the Faculty

Ongoing review and renewal of the social justice curriculum throughout our programs deepening and extending from our initial focus on decolonization

Recruitment and pathways development for Indigenous and other equity-seeking students, faculty and staff working to ensure that these individuals feel both inspired to join and supported to stay and grow in the Faculty

Continued collaboration with the First Nations Health Authority and other health authorities and expanded partnerships with Indigenous communities to ensure that our activities are appropriately informed and channelled

Active support for wellbeing, collaboration, and professional development

More opportunities for interaction, both informal and formal, both within and across student, faculty, and staff communities

Enhanced onboarding of new faculty, staff, and postdoctoral trainees, together with better coordinated and supported training, including in the new professional currency of transferable skills

Recognition and celebration of current Faculty members and alumni in their respective successes, reinforcing positive momentum and encouraging participation in our shared endeavours, while also reflecting on what we can learn from all our experiences

Optimization of Faculty resources to underpin the academic mission, productivity, and fiscal sustainability

Enhancement in the effectiveness of our human resources support, ensuring that we facilitate Faculty leaders in their efforts to attract, develop, and retain key individuals and in their efforts to allocate workload appropriately and equitably

More efficient space allocation in the Pharmaceutical Sciences Building, creating areas for collaboration, capturing any savings made available through hybrid work, and balancing internal needs with the benefits of providing space to key Faculty partners

Continued prudence in fiscal management and strategic fundraising to enable and sustain emerging and existing Faculty priorities

Education

Sustained focus on recruitment and services to attract and support an outstanding and diverse student population

Continued focus on access and alignment with changing sector needs in outreach and recruitment processes, particularly the opportunities for Indigenous, rural, remote, and other equity-seeking students and to standardizing our admissions process

Consistent with UBC’s commitment to student experience, ongoing enhancement of student services and support, and efforts to create a cross-program culture of vibrant and connected student communities across the Faculty, including postdoctoral trainees

Mentoring of high school and other prospective students that supports them in successfully navigating pathways to our programs

Innovation and evolution in curriculum and instruction to enhance outcomes, equity, and flexibility

Evidence-based program and curriculum review and refinement, notably in the E2P PharmD and BPSc degrees, reflecting on the lessons learned through COVID-19 and seeking ways to expand inter-disciplinary education and practicums throughout our portfolio

Expansion of partnerships with health authorities, regulators, and other sector players to explore our role in the delivery of post-PharmD clinical training

Exploration of revenue generating offerings such as micro-credentials, certificates, diplomas, and other academic programs that align with growing market demand for upskilling, reskilling, and more modular credentials

Graduate and post-graduate program development and refinement aligned with areas of learner and industry and sector demand

Greater focus on career preparation and professionalism, both through curriculum and through introductions and networking, again leveraging our alumni and partners

Review and enhancement of our Master of Science and Doctor of Philosophy in Pharmaceutical Sciences: optimizing course study, teaching, and research responsibilities for trainees; and improving administrative structures and exploring new program options

Extension of experiential learning and internships for trainees, leveraging our alumni and partners, and greater focus on entrepreneurship in our courses, working with our Entrepreneur-In-Residence

Research

Collaborative research within the Faculty, across UBC, nationally, and with global peers

Creation of forums for topic-based networking, building upon the structures we put in place for more general interaction, and extending these also to colleagues beyond the Faculty

Continued development of our grant facilitation expertise to encompass support for and access to funding opportunities specific to team-based research

Seed support for new and existing research collaborations to help these initiatives get traction and provide a bridge to other funding sources

Industry and health sector engagement to drive impact and entrepreneurship and to enrich learner and faculty experience

Fostering and celebration of an entrepreneurial culture in the academic research enterprise

More active promotion of our research and researchers to amplify Faculty visibility and outreach and to support our trainees and faculty in their respective industry and community endeavours

Creation of an inventory of partnerships and adoption of a more integrated and deliberate approach to relationship management

Targeted infrastructure development to propel our research

Updating of our equipment replacement roadmap and progressive investment in facilities, including in collaboration with existing and new partners

Ensuring dedicated and productive space allocation for research as we realign space more broadly within our building and across the university

Mentorship of early-career researchers, graduate students, and postdoctoral fellows, guiding and effectively supporting these individuals to optimize their experience, outcomes, and contributions

Practice

Continued co-development of novel integrated models of care

Successful completion of our involvement in the Pharmacists in PCN Program, working with the BC Ministry of Health to ensure smooth transition to a longer-term model, including the appropriate role for the Faculty

Ongoing participation in the development of the Gateway clinic at Point Grey, with attention also to inter-professional clinical education possibilities as UBC considers programming options in its new space in Surrey

Sustained collaboration with the First Nations Health Authority to improve in-person and virtual health care delivery in Indigenous communities where pharmacists play a particularly important role

Leverage of the Pharmacists Clinic in our programming and through best practice sharing across the province

Expanding opportunities for clinical experience through new models of student engagement and greater integration of the Clinic across our educational programs

Greater support for research and translation in respect of the innovations in pharmacy that are trialled and refined through practical application at the Clinic

Consideration of how to extend the lessons learned in the Clinic to other models of health care across the province—both new and existing—leveraging the Pharmacists in PCN program experience

Strategic partnerships that sustain the ongoing evolution of pharmacy in step with that in health and education systems

Focus on stakeholder management with the government, health authorities, hospital and community pharmacy, other health care providers, and patients as the challenges of COVID recede, working with UBC—including Government Relations—where appropriate

Evidence-informed participation in advocacy for the expanded scope of pharmacy practice, probably one of the most critical areas of focus for the Faculty in the next three years

Expansion of our role in providing continuing professional education, helping ensure that practicing pharmacists—many of whom are Faculty alumni—stay current with advances in knowledge, approach, and technology

Progress Dashboard

Advancement of decolonization, EDI, and anti-racism throughout the Faculty

Active support for wellbeing, collaboration, and professional development

Optimization of Faculty resources to underpin the academic mission, productivity, and fiscal sustainability

Sustained focus on recruitment and services to attract and support an outstanding and diverse student population

Innovation and evolution in curriculum and instruction to enhance outcomes, equity, and flexibility

Graduate and post-graduate program development and refinement aligned with areas of learner and industry and sector demand

Collaborative research within the Faculty, across UBC, nationally, and with global peers

Industry and health sector engagement to drive impact and entrepreneurship and to enrich learner and faculty experience

Targeted infrastructure development to propel our research

Continued co-development of novel integrated models of care

Leverage of the Pharmacists Clinic in our programming and through best practice sharing across the province

Strategic partnerships that sustain the ongoing evolution of pharmacy in step with that in health and education systems

Faculty of Pharmaceutical Sciences

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