A Comprehensive Approach to Faculty Development.pdf

SPECIAL ARTICLES
A Comprehensive Approach to Faculty Development
Bradley A. Boucher, PharmD, Peter A. Chyka, PharmD, Walter L. Fitzgerald, Jr, JD PharmD*
Lawrence J. Hak, PharmD, Duane D. Miller, PhD, Robert B. Parker, PharmD
Stephanie J. Phelps, PharmD, George C. Wood, PhD, and Dick R. Gourley, PharmD
College of Pharmacy, University of Tennessee Health Science Center
Submitted May 11, 2005; accepted July 18, 2005; published April 17, 2006
The purpose of this report was to describe the development, implementation, and outcomes from
3 complementary programs to facilitate the development of faculty members. The Faculty Develop-
ment Committee (FDC) at the University of Tennessee developed 3 new complementary programs: the
Individual Faculty Development Program to encourage faculty members to assess and identify their
own specific developmental needs; the Seed Research Grant Program to fund scholarly activities by
faculty; and the Technology Support Program to foster financial support of technology upgrades
crucial for meeting the research, education, and service needs of faculty members. Eighteen faculty
members participated in the Individual Faculty Development Program during the first 2 academic years
and all provided positive feedback about their experiences. The Seed Research Grant Program funded
6 projects during its inaugural year. Limited outcome data from these 2 programs are extremely
favorable relative to grant submissions and publications, and enhanced educational offerings and
evaluations. The Technology Support Fund was initiated in the 2005-2006 academic year. The 3
faculty development programs initiated are offered as examples whereby faculty members are given
a high degree of self-determination relative to identifying programs that will effectively contribute to
their growth as academicians. Other colleges of pharmacy are encouraged to consider similar initiatives
to foster individual faculty development at this critical period of growth within academic pharmacy.
Keywords: faculty development, research, technology
INTRODUCTION
The most important resource that any institution of
higher education has is its faculty members.1
As such,
faculty development must be considered an essential
element in nurturing and supporting this invaluable
resource. By enabling faculty members to meet individual
goals as teachers, scholars, and leaders, the broader goals
and missions of the educational institution are also met.2
While the responsibility for such development falls
largely on the individual, institutional leaders also bear
the moral and professional responsibility to foster the
growth of those faculty members they have recruited
and hired.3
Establishment of faculty development pro-
grams is a particularly important issue within colleges
of pharmacy due to the rapid growth in the number of
institutions and a steady influx of junior faculty members
in recent years. Flexibility within such programs can also
fulfill the purpose of engaging and renewing seasoned
faculty members who wish to remain innovative and con-
tributing members of their profession.1,4
By facilitating
a supportive and invigorating environment for faculty
development, the daunting task of faculty recruitment
and retention also becomes less formidable.4
Faculty development programs vary widely from in-
stitution to institution, and encompass both formal and
informal offerings. Offerings in a comprehensive faculty
development program should include the following focus
areas: (1) professional, including individual scholarship;
(2) instructional; (3) leadership; and (4) organizational,
eg, time management.5
These focus areas may be ad-
dressed through workshops, seminars, teleconferences,
electronic media, mini-courses, mentoring programs,
sabbaticals, and directed publications (eg, ‘‘survival
guides’’ for junior faculty members). External resources
can also be effectively utilized for this purpose (eg, Amer-
ican Association of Colleges of Pharmacy (AACP) Edu-
cation Scholar modular program available via the
Internet2
). While knowledge and skill-based offerings
Corresponding Author: Bradley A. Boucher, PharmD.
Professor of Pharmacy, University of Tennessee Health
Science Center, 26 S. Dunlap, Room 210, Memphis, TN
38163. Telephone: 901-448-4924. FAX: 901-448-6064.
E-mail address: bboucher@utmem.edu
*Dr. Fitzgerald’s current affiliation is South
College-Knoxville.
American Journal of Pharmaceutical Education 2006; 70 (2) Article 27.
1

are essential to the growth of individual faculty members,
financial resources are also needed to facilitate faculty
development. Specifically, monies must be committed
for conducting innovative scholarly activities by junior
and senior faculty members, as well as for securing and/or
upgrading equipment, if optimal faculty growth and per-
formance is to be achieved. Thus, a multifaceted approach
to faculty development has been strongly advocated by
leaders within the academy.1
In keeping with the concept of a multifaceted ap-
proach to faculty development and the principle that
any development should be an individualized process,
the Faculty Development Committee of the University
of Tennessee College of Pharmacy established 3 com-
plementary programs to facilitate and support the
development of its full-time faculty members. These
3 programs are the Individual Faculty Development
Program (IFDP), the Research Seed Grant Program
(RSGP), and the Technology Support Program (TSP).
The purpose of this paper is to describe the de-
velopment, implementation, and outcomes of these
programs.
PROGRAM DESCRIPTION
The Faculty Development Committee is appointed by
the Dean of the College and is comprised of 8 full-time
faculty members, representing both of the College’s aca-
demic departments (ie, Pharmacy and Pharmaceutical Sci-
ences). Pursuant to a charge by the Dean in the 2002-2003
academic year, the Committee formally evaluated the ef-
fectiveness of existing College faculty development activ-
ities. Prior to this time, the majority of College faculty
development activitiescoordinated bythe Committee con-
sisted of seminars and short workshops presented to the
entire faculty by a variety of invited external and internal
speakers.Whiletopicareasweresolicitedfromthefaculty,
it was the opinion ofboth the Committee and faculty mem-
bers that, although these events were informative, they
often fell short of meeting the specific development needs
of the majority of the attendees. The Committee decided to
develop a new strategythat would place the onusto a much
larger extent on each faculty member to determine his or
her most pressing developmental need. This was based on
the assumption that each faculty member not only was in
an excellent position to identify this need, but also would
be motivated to find a program that would most effectively
satisfytheindividualdevelopmentalneed.Thecenterpiece
of this strategy was the development and launching of an
initiative known as the Individual Faculty Development
Program (Appendix 1). Highlights of this program are that
each full-time faculty member has the opportunity to
annually submit an IFDP proposal to support personal de-
velopment and growth in 1 of 4 categories: (1) personal
development, eg, leadership, communication, technology
skill; (2) research skill development; (3) clinical practice
skill development, or (4) educational skill development.
These categories are not mutually exclusive such that fac-
ulty members can submit proposals spanning more than
one category. However, only 1 proposal submission is
allowed per faculty member each academic year. Pro-
posals are submitted to the Committee, which evaluates
the proposals based on formal evaluation criteria (Appen-
dix I) and then recommends to the Dean which proposals
should be funded. At least 4 of the 8 Committee members
must give a proposal their highest score in order for the
proposal to be approved.
Flexibility was a key element in designing the IFDP,
and virtually any structured and focused program would
be considered if it contributed to the faculty member’s
developmental need. These included, but were not limited
to, skills development workshops, leadership conferen-
ces, mini-sabbaticals, writing courses, and instruction in
statistical applications and research techniques. The IFDP
was not designed to be a ‘‘travel fund’’ per se, although
attending workshops or seminars in conjunction with
more general professional or scientific meetings was per-
mitted. Furthermore, the monies could not be used as
research project ‘‘seed grants.’’ This need was addressed
through a separate program implemented in the 2004-
2005 academic year. Total funding for the IFDP was lim-
ited to $25,000 in 2002-2003, with $2,500 limits on
individual IFDP proposals. In 2004-2005, the total avail-
able funding was increased to $40,000, with $3,500 limits
on individual IFDP proposals.
While the IFDP provides support for individual fac-
ulty development and growth, other needs were deemed
important by the FDC relative to providing a more com-
prehensive approach to faculty development. As such,
a second initiative known as the Seed Research Grant
Program was created to focus on providing support for
seed research projects, and was implemented in the 2004-
2005 academic year. The purpose of this program is to
provide initial funding for small research projects so that
faculty members could generate preliminary data to sup-
port future applications for extramural funding. This pro-
gram complements the IFDP by assisting faculty members
in developing individual research programs and scholar-
ship (Appendix 2). The expectation of this program is that
it will stimulate the faculty members’ extramural funding
applications, as well as enhance the research skills of new,
mid-career, and senior faculty members. Total funding
for the Seed Research Grant Program was $35,000 in
2004-2005, with limits on individual grants of $10,000.
The National Institutes of Health (NIH) grant scoring
2

method was used for selection of grants within the Seed
Research Grant Program (Appendix 2).
The Technology Support Program was the third fac-
ulty development program designed by the FDC and was
launched in the 2005-2006 academic year. The TSP es-
sentially recognizes the important role that technology
plays in supporting faculty members in carrying out the
traditional academic triad of education, research, and ser-
vice. Prior to the development of this program, no College
or departmental funds for computers or other technologic
needs were available to individual faculty members (with
the exception of startup funds for newly employed faculty
members). The central thrust of the TSP is that each full-
time faculty member will receive $1,000 every 3 years for
technology needs that include, but are not limited to,
computer hardware and software, printers, scanners, or
any other miscellaneous technology that will improve
productivity and performance. This allocation can be sup-
plemented with other funds that may be available to an
individual faculty member. Flexibility is again consid-
ered to be an important feature of the TSP. Every third
year, each faculty member can assess individual technol-
ogy needs and use the TSP to assist in purchasing tech-
nologies that best contribute to meeting those needs.
During the 2005-2006 academic year, one third of the
57 full-time faculty members (19 faculty members) will
receive TSP funding, for a total cost of $19,000.
PROGRAM ASSESSMENT
The inaugural offering of the IFDP program in 2003-
2004 resulted in 9 full-time faculty members receiving
funding totaling $14,443. Proposals ranged from atten-
danceatfocusedseminarstocompletionofamini-sabbatical
to self-directed computer skill development (Table 1). No
proposals were deemed unacceptable in the 2003-2004
academic year. In the 2004-2005 academic year, the num-
ber of proposals granted remained at 9 with funding to-
taling $21,775. A tenth proposal was submitted but not
funded because the budget is exclusively for research
support and it was determined the project fell outside
the program guidelines. Overall, the sophistication of
the programs the faculty members outlined in IFDP pro-
posals in the second year of the program increased. This is
likely associated with the increase in the IFDP budget
limit from $2,500 to $3,500 per proposal. Projects in the
second year included attendance at conferences, semi-
nars, workshops, and off-campus courses, as well as com-
pletion of a mini-sabbatical.
A requirement of the IFDP was that the faculty mem-
ber submit a formal report to the Committee following
completion of the development program. These reports
have universally praised the value of the IFDP program,
and particularly the feature that allows participating fac-
ulty members to complete programs of their choosing.
In the 2004-2005 academic year, $35,000 was pro-
vided within the Seed Research Grant Program and 6 of 8
submitted proposals were funded. Four of the 6 funded
proposals involved animal or translational research tech-
niques (Table 2). One of the other funded proposals was
a basic science study, while the remaining proposal was
a clinical investigation.
Direct outcomes (ie, ‘‘cause and effect’’) from the 2
offerings of the IFDP and the single offering of the Seed
Research Grant Program are difficult to quantify. None-
theless, a survey of all faculty recipients of grants from the
2 respective faculty development programs revealed the
following self-declared scholarly outcomes: 10 grant sub-
missions(7NIH grants,1 industry grant),1 paper accepted
for publication, 5 papers for publication in preparation,
and 6 abstracts accepted for publication. Funding received
from the grant submissions totaled $1,020,000, with addi-
tional funding in excess of $4 million pending. Relative to
educational outcomes, there has been an expansion of ed-
ucational content in 2 graduate courses taught within the
College as a result of IFDP grants. The dissertation of at
least one graduate student has also been impacted by an
IFDP grant. Furthermore, 1 faculty member indicated that
lessons learned from her IFDP experience resulted in sig-
nificant improvements in coordinating a didactic course
within the College curriculum. She attributes the positive
student evaluations of both the course and her individual
lectures on the course enhancements, particularly those
related to improved clarity in constructing lecture objec-
tives and examination questions more closely matching
the stated objectives. Lastly, one faculty member de-
scribed his clinical practice being affected by improve-
ment and streamlining of the coding for 3 personal
digital assistant programs used daily within his practice.
Unless a faculty member made a specific request for
funding in the first year, faculty members were randomly
assigned to receive the $1,000 allocation in either the first,
second, or third year of the TSP program. Before the TSP
was developed, the College expended $27,720 for the
purchase of Palm Tungsten C personal digital assistants
for all full-time faculty members in 2004-2005. This
Table 1. Individual Faculty Development Program (IFDP)
Award Summary, 2003-2005
IFDP Category No. of Recipients
Personal development 3
Research skill development 12
Clinical skill development 1
Educational skill development 2
3

technology upgrade was made so that faculty members
could utilize the wireless technology available on the UT
Health Science Center campus in support of delivery of
the PharmD curriculum.
DISCUSSION
A taskforce of the AACP identified 3 major charac-
teristics of effective faculty development programs more
than a decade ago. These elements were faculty commit-
ment to the program, flexibility of the program to meet the
needs of junior and senior faculty members, and institu-
tional resource commitment. The College has embraced
these 3 characteristics by developing and launching the 3
programs described above. Based on the formal feedback
from faculty members who received IFDP grants and the
number ofproposalssubmitted duringthe first 2 academic
years of its existence, the program has been extremely
successful and universally endorsed by the faculty. All
requests for IFDP funding meeting the stated criteria of
the program were funded. Informal feedback from other
College faculty members has been equally supportive. The
Seed Research Grant Program was also well received by
faculty members in its first offering. Initial response to the
TSP has been equally positive. The faculty’s enthusiasm
for the strategic blend of development programs offered
by the College has led toward attainment of the first char-
acteristic identified by AACP: faculty commitment. The
characteristicofflexibilitywithintheprogramswasafoun-
dational element in designing each program. Thus, this
second characteristic has certainly been cultivated as well.
Lastly, through dedicating monies to support these pro-
grams overthe past 3 yearsand into the foreseeable future,
the College leadership has clearly met the third charac-
teristic outlined by the AACP task force: institutional re-
source commitment. The success of the initial 2 faculty
developmentprograms, and the thirdprogramlaunched in
the 2005-2006 academic year, would not have been re-
alized without strong institutional support and leadership.
While the IFDP, RSGP, and TSP offer a rich blend of
opportunities for the development of full-time faculty
members, these programs have limitations. Most notably,
as currently designed, the faculty development needs of
the College’s part-time faculty members are not being
met. Given the importance of part-time faculty members
in both didactic and experiential teaching programs, the
development of programs to meet the unique needs of this
group of faculty members should also be targeted. Fur-
thermore, the ongoing success of these or similar pro-
grams will require a sustained financial commitment
from each respective institution. This may limit the ability
of other colleges of pharmacy to replicate these initiatives
in whole or in part. The need for an objective and ongoing
longitudinal assessment of outcomes from the programs
described is also needed. Such an assessment would un-
doubtedly entail regularly surveying faculty recipients of
the various grants to determine the direct and indirect
outcomes on teaching performance, research productiv-
ity, leadership opportunities, and patient care activities.1
While the outcome data presented appears to be ex-
tremely promising, no baseline data are available to
fully evaluate the impact of the IFDP and RSGP com-
pared with the previous approach to faculty develop-
ment. Plans for further follow-up assessment of the
contribution of all 3 programs to achieving the Col-
lege’s mission and goals are currently underway. Lastly,
although the successes of the programs at the College
have been highlighted, other areas within the realm of
faculty development should not be overlooked or ig-
nored. For example, informal and/or formal mentoring
of junior faculty members should be an integral compo-
nent of any faculty development effort within a given
institution.1,6
Faculty development has been deemed a priority
within the University of Tennessee College of Pharmacy.
The development and implementation of 3 complemen-
tary faculty development programs (IFDP, RSGP, and
TSP) are strong evidence of this institutional commit-
ment. Other colleges of pharmacy are encouraged to
consider establishment of these programs or similar ini-
tiatives to foster faculty development.
Table 2. Seed Research Grant Titles and Award Amounts, 2004-2005
Title of Grant Amount
‘‘Small Interfering RNA (SiRNA)-based Silencing of Inducible Nitric Oxide Synthase (iNOS) Gene for the
Improvement of Syngenic Islet Transplantation’’
$6,000
‘‘Transcriptone Analysis of Listeria Monocytogens During Infections’’ $7,000
‘‘Racial Disparity Trends in Emergency Department Care for Elderly Patients with Femur or Hip Fractures,
1998-2002’’
$3,000
‘‘Evaluation of Cannabinoid Receptor Agonist KM-233 in a Rat Model of LPS-Induced Acute Lung Injury’’ $6,000
‘‘Ontogeny of Hepatic Drug Transporters in Pediatric Liver Biopsies’’ $6,000
‘‘PDR1-Mediated Transcriptional Regulation of Azole Antifungal Resistance in Candida glabrata’’ $7,000
4

REFERENCES
1. Kabat HF, Hunter T, Kroboth P, Stennett DJ, White SJ
Report of the council of faculties academic affairs faculty
development committee. Am J Pharm Educ. 1989;53:423-9.
2. MacKinnon GE III. Administrator and dean perceptions toward
faculty development in academic pharmacy. Am J Pharm Educ.
2003;67:Article 97.
3. Chalmers RK. Faculty development: the nature and benefits of
mentoring. Am J Pharm Educ. 1992;56:71-4.
4. Narducci WA, Abate MA, Boucher BA, Chalmers RK,
Lin AYF, Nappi JM. Report of the section of teachers of pharmacy
practice task force on faculty resource development and
renewal. Am J Pharm Educ. 1994;58:228-35.
5. Wilkerson L, Irby DM. Strategies for improving teaching
practices: a comprehensive approach to faculty
development. Acad Med. 1998;73:387-96.
6. Schrubbe KF. Mentorship: a critical component for professional
growth and academic success. J Dent Educ. 2004;68:324-8.
Appendix 1. Proposal Format and Evaluation Criteria
I. Proposal Format
A. Faculty member’s Name, Title, and Department
B. Title(s) and date(s) ofDevelopment Program (attach any publishedpromotionalmaterial related to the program)
C. Proposal
1. Rationale for selecting particular program or activity
2. Statement of the specific faculty development need(s) and how the program will satisfy the stated need(s).
These statements should be explicitly related to the IFDP development categories.
D. Expected outcome(s) from participation in the program (eg, self, department, College of Pharmacy, University,
students).
E. Itemized Budget
1. Typical categories of expenses include registration, lodging, car or air fare, meal per diem, minor supplies
2. Maximum amount of the award is $3,500.
3. Identify the source of additional funding if the amount exceeds $3,500. Documentation of availability of
additional funding should be provided.
4. All funds must be expended within the academic year.
F. Letter of Support from Departmental Chair (submit as an attachment). This letter should contain an explicit
statement that adequate professional leave time is available to complete outlined program or activity.
II. Evaluation Criteria
IFDP Grant Criteria Rubric* Score
1. Program focuses on skill development (versus knowledge review) 0 1 2 3 4 5
2. Extent that the program focuses on the stated need(s) 0 1 2 3 4 5
3. Rationale for selecting the program 0 1 2 3 4 5
4. Relevance to academic interests 0 1 2 3 4 5
5. Expected outcome from participation in the program or activity 0 1 2 3 4 5
6. Appropriateness of the budget categories 0 3 5
7. Recipient of an IFDP grant in the past year 10 N/A
8. Recipient of an IFDP grant in the past 2 years 5 N/A
9. Non-conformance to proposal length 5 N/A
Total Score (maximum of 30)
10. Does the program address 1 of the 4 allowable areas of development? Yes No
11. If the program’s cost exceeds $3,500, is the source of additional funding
described and available?
Yes No N/A
*Key: 0 5 unable to assess, 5 5 highest score, n/a 5 not applicable
5

Appendix 2. Seed Research Grant Program Proposal Format and Evaluation Criteria
II. Proposal format
1. Title
2. Proposal summary
3. Major funding possibility (These new initiatives should ideally lead to extramural grants.)
4. Timeline for schedule to possible future funding
5. NIH bio-sketch (including other support)
6. Budget ($10,000 limit)
7. Budget justification (Funds can be used for items such as supplies, animals, service fees,
attendance at research meetings, i.e. there are few restrictions on the categories)
III. Evaluation Criteria (Note: NIH scoring will be used for evaluation of proposals).
1. Scientific merit
2. Likelihood of future funding
3. Investigator productivity
4. Encouragement of new investigators
5. Encouragement of new areas of investigation
6

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