Diversity and Community Engagement
The University of Mississippi

School of Pharmacy

School of Pharmacy
Five-Year Equity-in-Action Plan
INTRODUCTION

MESSAGE FROM DEAN

The School of Pharmacy is dedicated to equity, diversity and inclusion throughout pharmacy education, research and the profession. As dean of the School of Pharmacy, I am deeply committed to ensure the collective and ongoing initiatives that are outlined in this action plan are woven into the school’s mission. We want our school to continue supporting a welcoming and inclusive environment for everyone. The school, university, profession and public health as a whole will benefit from a thriving diverse community and the elimination of health disparities.

MESSAGE FROM DIVERSITY LIAISON

The mission of the University of Mississippi School of Pharmacy is to improve health, well-being and quality of life of individuals and communities by educating students, practitioners and scientists, conducting research, and engaging in service.

This mission can only be accomplished if all members of the School of Pharmacy community are able to learn and work in an inclusive environment. It is my belief that diversity, equity and inclusion are best accomplished and embraced when it is a part of what we all do. The School of Pharmacy Equity-in-Action plan will help guide the SOP as our Diversity and Inclusion Committee begins its work, but will also provide the framework for other parts of the SOP to include DEI in their efforts. One of our core values is social responsibility – “We value respect for the diversity of people with whom we work and those we serve; the importance we place on our local, state, national and global communities; and our concern for the welfare of humanity and the environment, as evidenced in the way we serve others.” Implementation of this plan will allow us to truly live out our values.

GUIDING STATEMENT

The School of Pharmacy Equity-in-Action plan is a dynamic and living document; it will also be connected to the next SOP strategic plan so the two plans will be in alignment. This Equity-in-Action plan addresses pre-professional, professional (Pharm.D.) and graduate students, as well as staff and faculty (including preceptors).

PATHWAYS TO EQUITY: University of Mississippi Institutional Diversity, Equity and Inclusion Strategic Plan

The University of Mississippi continues its commitment to excellence and making a positive difference in society through higher education. Pathways to Equity stands as our institutional guidepost for addressing and advancing our institutional mission through centering on diversity, equity and inclusion. Our complex institutional history coupled with our rich culture of students, faculty and staff striving for inclusive change has led us to the solidification of this institutional plan. Pathways to Equity works in concert with the university’s strategic plan to leverage university-wide, college/school-level and departmental transformative initiatives that cultivate a more diverse, equitable and inclusive campus.

With Pathways to Equity, the University of Mississippi aspires to achieve the following statements by the conclusion of this plan.

  1. The University of Mississippi consistently and comprehensively articulates diversity, equity and inclusion as essential in fulfilling the mission, vision and values of the institution.
  2. The University of Mississippi is organizationally and culturally equipped with the knowledge, skills and awareness to continue advancing diversity, equity and inclusion.
  3. A campus climate is fostered that ensures all individuals are valued, supported and feel a sense of belonging at the University of Mississippi.
  4. The University of Mississippi has decreases in disparities across underrepresented groups in the enrollment, retention and graduation rate at undergraduate and graduate levels.
  5. The number of underrepresented groups employed at the University of Mississippi is increased to reflect a talented and diverse workforce at all organizational levels, especially tenure-track faculty, managerial positions and executive leadership positions.

Guiding Principles

The development of this plan requires us to address individual, social, organizational and systemic factors that create and sustain inequities that prevent all members of our community from fully participating and thriving. We view this as central to the mission of the University of Mississippi. As we embark on this journey together, we must commit to the following shared principles:

  1. Equity-mindedness[1] – We embrace the institutional responsibility and agency to actively address the challenges and disparate outcomes at all levels of our community. This requires us to be data informed and connect best and promising practices to generate high-impact change for underserved groups in our community.
  2. Institutional Accountability – We must ensure efforts outlined throughout Pathways to Equity are acknowledged in the established systems of recognition, performance and accountability. It is vital that we work to account for the advancement of these goals in our ideas of success, merit and reward. Further, we must account for, honor and recognize faculty, staff, administrators and students in their commitment to diversity, equity and inclusion.
  3. Transparency – In our execution of Pathways to Equity, our success is predicated on a highly accessible and collaborative process that actively involves university stakeholders to work as virtuous partners. To that end, we will consistently, publicly and broadly share our intended actions, goals and measurable impacts of this plan.
  4. Innovation – Actualizing diversity, equity and inclusion will require us to deeply examine and rethink our policies, practices and procedures at the University of Mississippi. Each unit and individual across campus is invited to offer new thoughts, ideas and perspectives as we thoughtfully consider ways to make our institution more equitable and inclusive through an intersectional lens. This disposition will create a community of learning, growth and development as we collectively engage in this complex work.
  5. Alignment of Critical Resources – During this planning process, we have navigated a global health pandemic that has shown the vulnerabilities in our systems that disparately affect underserved and under-resourced communities. As we continue to navigate these unprecedented times, we must not falter in our commitment to creating a more diverse, equitable and inclusive community. Instead, we must recognize that our commitment to equity is even more important today than ever.

OVERARCHING GOALS

The following goals represent the University of Mississippi’s commitment to the advancement of diversity, equity and inclusion (DEI). These overarching goals represent interconnected priorities that are applicable to UM broadly, from our comprehensive divisions, down to individual teams. We aim to have all units see meaningful alignment of these goals with their work. We will ensure UM embraces the transformative nature of diversity, equity and inclusion across all levels of the institution, addressing challenges to DEI at every corner of our institution by combining contextual understanding with internal and external expertise.

  1. Advance Institutional Capacity for Equity
    Infrastructure, Information, Systems, Education and Processes
  2. Cultivate a Diverse and Equitable Community
    Recruiting, Retaining, Advancing and Succeeding
  3. Foster an Inclusive Campus Climate
    Support, Value and Belonging

SCHOOL OF PHARMACY FIVE-YEAR EQUITY-IN-ACTION PLAN
OVERVIEW

The School of Pharmacy Equity-in-Action plan is designed to guide our new initiatives over the next five years in the areas of diversity, equity and inclusion (DEI). Metrics targeted in the next one-to-two years are noted as “short-term” metrics, whereas those that will be completed in three-to-five years are noted as “long-term.” Other metrics will need to be consistently done throughout the five years and are be noted as “continuous.”

DIVERSITY PLANNING COMMITTEE

The planning committee comprises the members of the 2022-23 SOP Diversity & Inclusion Committee and the 2023 UM SOP/AACP Equity, Diversity and Inclusion Institute team.

DEI Committee Members

  • Paul Boudreau
  • Meagan Brown
  • Billy Brown
  • Alexcia Carr
  • Sherrie Gussow
  • Katie McClendon
  • Joh’nis Randall
  • Leigh Ann Ross
  • Jameika Stuckey
  • Yi Yang
  • Ryan Yates

EDI Institute Team

  • Meagan Brown
  • Alexcia Carr
  • Crystal Chancellor
  • Laurie Fleming
  • Kris Harrell
  • Jameika Stuckey
  • Noa Valcarcel

STRATEGIC ACTIVITIES

The School of Pharmacy Equity-in-Action plan will address recruitment of faculty, staff and students, the preparation of student pharmacists to provide care for patients and populations of diverse backgrounds, optimal student learning in experiential education, and SOP climate to ensure support for all members of the SOP “Phamily.” The plan also will formalize systems so that these and other efforts around DEI are included in our governance and administrative structures. Some of these efforts will align with and/or depend on implementation of the University of Mississippi Pathways to Equity efforts.

STRATEGIC ACTIVITY I: Improve recruitment of members of underrepresented groups among faculty, staff and students.

The University of Mississippi School of Pharmacy will improve recruitment efforts to increase the number of members of underrepresented groups in the school. We will implement required training for members of search committees and admissions committees. We will evaluate and revise recruiting materials and methods (including social media) used in our pre-professional, professional and graduate programs so they better represent the SOP and support other recruitment efforts. Given the need to strengthen the pharmacy profession pipeline, especially among underrepresented groups, we will build on current partnerships and develop new partnerships to host recruiting activities that expose prospective students and their parents to pharmacy and pharmaceutical sciences. Given our research enterprise, we will also evaluate, implement and enhance opportunities for prospective students to participate in summer activities and other high-impact experiences. To further attract students to our programs, we will also assess current scholarship offerings to recruit underrepresented Mississippi students.

Areas Responsible: Assistant dean for student services – Oxford, associate dean for administration, associate dean for research and graduate affairs, director of development, manager of marketing and communications, department chairs

Resources Statement: Some funds are available from a partnership with Walgreens, which may be able to be used for some activities and efforts. Additional fundraising and/or internal financial resources will likely be necessary.

Diverse and Equitable Community

  • Presence of 100% participation (within the past two years) in UM diversity and inclusion search committee training among faculty and staff search committee members (Baseline: N/A; short-term)
  • Presence of 100% participation (within the past two years) in UM diversity and inclusion search committee training among Student Admissions Committee members (Baseline: N/A; short-term)
  • Evaluation of recruiting materials for faculty, staff and students (pre-pharm/Early Entry, Pharm.D. and graduate) (Baseline: N/A; short-term)
  • Adoption of revised recruiting materials and practices for faculty, staff and students (pre-pharm/Early Entry, Pharm.D. and graduate) (Baseline: N/A; long-term)
  • Number of recruiting events and activities targeting underrepresented groups (Baseline: N/A; continuous)
  • Diversity of student (Early Entry, Pharm.D., M.S., Ph.D.) applicant pool (Baseline: N/A; continuous)
  • Evaluation of current opportunities and feasibility of additional or revised high-impact experiences offered to prospective students (Baseline: N/A; short-term)
  • Draft pilot of new/revised high-impact programs, including budgetary resources (Baseline: N/A; long-term).
  • Implementation of high-impact programs offered to prospective and/or current students as feasible (Baseline: N/A; long-term)

Strategic Activity II: Prepare students to provide care for diverse populations.

The SOP Curriculum Committee conducts course reviews of required courses in the SOP curriculum. We will include questions in the course reviews to further understand what topics and issues are addressed, then close any gaps identified. Additionally, we will offer DEI trainings and development to students, faculty (including preceptors) and staff with an overall aim to reduce health disparities in patient care and research.

Areas Responsible: Curriculum Committee, CE, Lecture, and Alumni Affairs Committee

Resources Statement: The School of Pharmacy hosts multiple invited speakers throughout the year. It is not expected to change the number of speakers but instead the topics of presentations.

Institutional Capacity

  • Presence of questions related to DEI topics on course review rubric (Baseline: none; short-term)
  • Number of new or revised curricular offerings that expand student knowledge, skills or attitudes related to DEI topics in Pharm.D. curriculum (Baseline: N/A; short-term)
  • Number of internal and external presentations (including named lecturers and continuing education programming) and trainings offered, hosted or promoted to students, faculty and staff on DEI topics (Baseline: N/A; continuous)
  • Number of attendees (students, faculty [including preceptors] and staff) at internal and external presentations and trainings offered, hosted or promoted by SOP (Baseline: N/A; continuous)

Strategic Activity III: Ensure pharmacy practice experiences provide optimal environments for student learning and support.

As part of Strategic Activity II, some DEI trainings and development activities will be open to preceptors, but we will also offer DEI training specifically for preceptors regarding learning environment, climate and bias in health care and experiential education. We will also make sure preceptors are aware of SOP policies and procedures for issues that arise in the clinical learning environment and that both sites and preceptors are committed to an inclusive environment. Should students have issues in the clinical learning environment, we will make sure the incidents are investigated and resolved when possible. We will also evaluate and revise required learning activities in introductory and advanced pharmacy practice experiences so as to promote student learning with regards to caring for diverse populations.

Areas Responsible: director of experiential programs and experiential affairs

Institutional Capacity

  • Number of DEI trainings offered for preceptors (Baseline: N/A; continuous)
  • Percent of preceptors who participate in DEI trainings (Baseline: N/A; continuous)
  • Presence of new DEI/cultural competence activities in introductory and advanced pharmacy practice experiences (Baseline: current activity in APPE needs updating/refining; none in IPPE; short-term)

Inclusive Campus Climate

  • Presence of system to collect reports from students (direct report from student or via other complaint mechanism) with concerns and then resolve issues and communicate (Baseline: N/A; short-term)
  • Student education of system(s) to report concerns on rotations (Baseline: N/A; long-term)

Strategic Activity IV: Assess and address SOP climate to support members of the SOP “Phamily.”

UM conducted a campus climate study in fall 2019. Upon receipt of SOP results, we will review SOP-specific findings from the UM Campus Climate Study, as well as develop a plan for additional climate assessments among SOP students, faculty and staff. Depending on these findings, we will develop further plans to address concerns identified.

Areas Responsible: associate dean of outcomes assessment and learning advancement and SOP Diversity and Inclusion Committee

Inclusive Campus Climate

  • Comments, feedback and scores from students, faculty and staff on climate assessments (Baseline: N/A; continuous)
  • Number of additional assessments, including focus groups, to gather feedback (Baseline: N/A; short-term)
  • Presence of additional efforts to improve SOP climate (Baseline: N/A; long-term)

Strategic Activity V: Align SOP processes to promote and integrate DEI efforts.

The SOP will soon begin to develop its next strategic plan. The Diversity and Inclusion Committee and strategic planning committees will work together to ensure that Equity-in-Action goals are incorporated in the SOP strategic plan. The Diversity and Inclusion Committee will also work with the dean to develop charges for each SOP committee that will accomplish the above strategies to ensure success of the Equity-in-Action plan.

Areas Responsible: Diversity and Inclusion Committee, associate dean of outcomes assessment and learning advancement, and dean

Institutional Capacity

  • Presence of DEI efforts in SOP strategic plan (Baseline: current strategic plan; continuous)
  • Presence of DEI charges in SOP committees (Baseline: N/A; continuous)
  • Completion of DEI annual charges in SOP committees (Baseline: continuous)

 

STRATEGIC ACTIVITIES SUMMARY

Administrative Divisions Equity-in-Action Plans
ACTIVITY METRICS
Institutional Capacity Diverse and Equitable Community Campus Climate
Improve recruitment of members of underrepresented groups among faculty, staff and students. Presence of 100% participation (within the past two years) in UM diversity and inclusion search committee training among faculty and staff search committee members (Baseline: N/A; short-term)

Presence of 100% participation (within the past two years) in UM diversity and inclusion search committee training among Student Admissions Committee members (Baseline: N/A; short-term)

Evaluation of recruiting materials for faculty, staff and students (pre-pharm/Early Entry, Pharm.D. and graduate) (Baseline: N/A; short-term)

Adoption of revised recruiting materials and practices for faculty, staff and students (pre-pharm/Early Entry, Pharm.D. and graduate) (Baseline: N/A; long-term)

Number of recruiting events and activities targeting underrepresented groups (Baseline: N/A; continuous)

Diversity of student (early entry, Pharm.D., M.S., Ph.D.) applicant pool (Baseline: N/A; continuous)

Evaluation of opportunities and feasibility of additional or revised high-impact experiences offered to prospective students (Baseline: N/A; short-term)

Draft pilot of new/revised high-impact programs, including budgetary resources (Baseline: N/A; long-term)

Implementation of high-impact programs offered to prospective and/or current students as feasible (Baseline: N/A; long-term)
Prepare students to provide care for diverse populations. Presence of questions related to DEI topics on course review rubric (Baseline: none; short-term)

Number of new or revised curricular offerings that expand student knowledge, skills or attitudes related to DEI topics in Pharm.D. curriculum (Baseline: N/A; short-term)

Number of internal and external presentations (including named lecturers and continuing education programming) and trainings offered, hosted or promoted to students, faculty and staff on DEI topics (Baseline: N/A; continuous)

Number of attendees (students, faculty [including preceptors] and staff) at internal and external presentations and trainings offered, hosted or promoted by SOP (Baseline: N/A; continuous)
Ensure pharmacy practice experiences provide optimal environments for student learning and support. Number of DEI trainings offered for preceptors (Baseline: N/A; continuous)

Percent of preceptors who participate in DEI trainings (Baseline: N/A; continuous)

Presence of new DEI/cultural competence activities in introductory and advanced pharmacy practice experiences (Baseline: current activity in APPE needs updating/refining; none in IPPE; short-term)

 Presence of system to collect reports from students (direct report from student or via other complaint mechanism) with concerns and then resolve issues and communicate (Baseline: N/A; short-term)

Student education of system(s) to report concerns on rotations (Baseline: N/A; long-term)

 
Assess and address SOP climate to support members of the SOP “Phamily.” Comments, feedback and scores from students, faculty and staff on climate assessments (Baseline: N/A; continuous)

Number of additional assessments, including focus groups, to gather feedback (Baseline: N/A; short-term)

Presence of additional efforts to improve SOP climate (Baseline: N/A; long-term)
Align SOP processes to promote and integrate DEI efforts.

 

 Presence of DEI efforts in SOP strategic plan (Baseline: current strategic plan; continuous)

Presence of DEI charges in SOP committees (Baseline: N/A; continuous)

Completion of DEI annual charges in SOP committees (Baseline: continuous)

 

[1] Bensimon, E.M., Dowd, A.C., Witham, K. (2016). Five principles for enacting equity by design. Diversity and Democracy, The Equity Imperative. Winter 2016, Volume 19, No. 1.