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Education

Strategic Goal 1: Education

Our goal is to provide exemplary and innovative education programs for a competency-based, student-centered learning experience that promotes life-long learning behaviors through application of evidence-based practices.

Key Objectives

Complete a critical evaluation of the professional PharmD curriculum to identify gaps and enhance its structure to develop curriculum focused on longitudinal development (progressive curriculum)

Tactics:

  • Establish a partnership with TAMU Center for Teaching Excellence (CTE) to develop and implement a plan for curricular advancement
  • Form a curricular review team and orient members to the process and timeline
  • Collect data from stakeholders (i.e., employers, preceptors, graduates) and relevant literature regarding what our students need to be successful in the future
  • Review and analyze data from stakeholders to create aspirational curricular map: program learning outcomes
  • Create/revise curricular rubrics and strengthen current assessment plan
  • Update continuous quality assurance plan for curriculum
  • Complete a report with recommendations for curricular changes and have it approved by the faculty
  • Develop implementation plan
  • Begin curricular implementation process
  • Publish and present data from curricular review

Sub goal Interprofessional Education (IPE)-
Optimize IPE and team practice experience throughout the 4-year curriculum

Tactics:

  • Establish minimum IPE activity requirements within the didactic and experiential curriculum
  • Define minimum standards for an IPE activity (number of professions, IPE domains)
  • Identify courses and course learning outcomes (didactic and experiential) to include required IPE activities
  • Integrate evidence-based IPE assessment tools to measure student achievement on IPE competencies

Implement an early detection process to minimize student remediation and enhance faculty advising of students on their academic and professional performance

Tactics:

  • Review the current detection system (Problem Early Alert Network) and identify gaps
  • Train all faculty on using the NAVIGATE Student Success platform for student advising and early detection of student performance
  • Using NAVIGATE, develop an early detection system for academic and professional difficulties
  • Collect and analyze remediation, faculty user, and NAVIGATE data to evaluate impact of early detection system

Strengthen current remediation system to enhance student retention and optimize academic and professional success of students

Tactics:

  • Review the current remediation system - SWOT analysis
  • Update the current remediation policy after thorough review of best practices and SWOT analysis
  • see 1.2.d. for remediation data analysis related to remediation

Develop new educational offerings and pathways for students on career development (career advancement)

Subarea: Elective Tracks

  • Create new elective tracks in the professional PharmD program, possibly in partnership with employers, to increase marketability of graduates
  • Develop a plan to implement and measure effectiveness of elective tracks

Subarea: PPDP

  • Implement a longitudinal Professional and Personal Development Program (PPDP) for students aimed at cultivating career related skills in order to distinguish themselves for current, new, and emerging opportunities

Subarea: Career Advising / Faculty Advising

  • Develop a plan to implement and measure effectiveness of a robust career mentorship program for students
  • Create and implement individual career development plans (IDPs) to assist pharmacy students in career planning, and tracking their achievement
  • Create a mechanism for tracking and evaluating student career development (i.e., e-portfolio) that are digitally organized, archived, and regularly updated

Expand and support faculty development in promoting teaching excellence

(mentorship in pedagogy)

Tactics:

  • Establish and expand a strategic partnership with TAMU Center for Teaching Excellence (CTE) to aide in the development of a formal peer evaluation program
  • Develop mechanisms for disseminating and communicating faculty development resources that are digitally organized, archived, and regularly updated
  • Create a faculty mentoring program for all faculty that is aligned with strategic goals focused on education and scholarship of teaching & learning
  • Collect evidence of program outcomes to improve faculty development program design
  • Develop training programs and services that are responsive to expressed needs as defined by constituencies and are grounded in literature on teaching, learning, and educational development
  • Develop new mechanisms to reward or nominate faculty for teaching excellence, academic innovation, and scholarship