TSPR Texas Southern University

This chapter discusses on Texas Southern University's (TSU) educational service delivery and performance measures. The specific topics covered in this chapter include:

A. Organization, Staffing, and Management

B. School of Business

C. College of Education

D. College of Pharmacy and Health Sciences

E. School of Technology

F. School of Law

G. Graduate School

H. Library Services

I. General University Academic Center

CURRENT SITUATION
The College of Pharmacy and Health Science operates programs in Pharmacy Practice, Pharmaceutical Services, and Health Sciences. An assistant dean for Academic Affairs assists the dean and three directors in the areas of Planning, Evaluation and Research, Alumni Affairs, and Continuing Education. The college has responsibility for three centers: the Minority Center for Toxicology Research (MCTR), Research Center in Minority Institutions (RCMI), and the Center of Excellence (COE).
For fiscal 1999, the College of Pharmacy and Health Sciences' budget is a total of $2.7 million with 38.5 FTE faculty and 17.2 FTE non-faculty positions. Of the total budget, 69.3 percent is for faculty salaries.
FINDING
Since 1955, TSU has been assigned exclusive rights to offer a post baccalaureate doctoral program in Pharmacy (Pharm. D.) through a state and federal agreement. The program is in high demand and graduates many successful pharmacy students. Exhibit 3-16 displays the applications received and number of students enrolled for the past three years.
Exhibit 3-16
Texas Southern University
College of Pharmacy and Health Sciences
Profiles of Pharm.D. Graduates
1995-1998

1995 1996 1997 1998 Percent¹ of Total

Number of Graduates 14 15 14 21

Staff Pharmacists 14.3% 13.3% 7.1% ²na 11.6%

Staff/Clinical Pharmacists 21.4% 6.7% 14.3% ²na 14.0%

Clinical Pharmacists 14.3% 33.3% 50.0% ²na 32.6%

Administration Directors Asst. Directors Clinical Coordinators 42.9% 26.7% 21.4% ²na 30.2%

Academia 7.1% 6.7% -- ²na 4.7%

Industry -- 6.7% -- ²na 4.7%

Pharmacy Owners/Consultants -- 6.2% 7.1% ²na 4.7%

³Residency/Fellowships 21.4% 46.7% 28.6% 42.9% 36.0%
^{1 Based on number of graduates from 1995-1997.
2 Profiles of 1998 graduates pending.}
3 Total number of graduates completing post-graduate residencies/fellowships. Source: TSU College of Pharmacy and Health Sciences, 1998.
In June 1997, the American Council of Pharmaceutical Education officially approved the new accreditation standards for the Pharm. D. degree. The purpose of the Pharm. D. degree is to create pharmacy specialists who have expertise in the detection and therapeutic management of disease. These pharmacy specialists require extensive training in the areas of clinical pharmacokinetics, physical assessment, providing drug information, knowledge of clinical therapeutics, and drug management therapy. The Pharm. D. program serves a unique job market in the field of Pharmacy and is preparing students in a critical field for future employment.
COMMENDATION
TSU's College of Pharmacy and Health Sciences is very successful in its Pharm.D. program. Graduates from this program hold responsible positions in academia as well as industry.
FINDING
The College of Pharmacy and Health Sciences has had limited access to current technology to support students in their clinical studies. To acquire skills in clinical assessment, students must have comprehensive experience in analyzing case studies. Many case study training packages are now available in self-paced computer modules that allow students to practice their clinical skills independently. The College of Pharmacy and Health Sciences is exploring options to collaborate with the Baylor College of Medicine to obtain the modules necessary for case study training. The three-year project is one of the first collaborative efforts between a medical program and a pharmacy program. The three year grant will provide 60 training modules totaling $260,000.
Recommendation 26:
Fund the implementation of clinical training modules after the initial project with the Baylor College of Medicine.
IMPLEMENTATION STRATEGIES AND TIMELINE

1. The dean of the College of Pharmacy and Health Sciences develops a plan to support the clinical training modules after grant funds are no longer available. February 2000
2. The dean of the College of Pharmacy and Health Sciences, in conjunction with key faculty, submits budget requests to fund additional technology. February - March 2000
3. The dean of the College of Pharmacy and Health Sciences ensures that the clinical technology modules remain in place for student use. September 2001

FISCAL IMPACT
Establishing a lab of ten computers with the necessary software to run the clinical teaching modules will cost the university $100,000 annually. To reduce the impact on the instructional budget, the university should plan to phase in the implementation of the clinical teaching modules over two years.

Recommendation 1999-2000 2000-01 2001-02 2002-03 2003-04

Fund the implementation of clinical training modules. - 0 - - 0 - - 0 ($100,000) ($100,000)

	1995	1996	1997	1998	Percent¹ of Total
Number of Graduates	14	15	14	21
Staff Pharmacists	14.3%	13.3%	7.1%	²na	11.6%
Staff/Clinical Pharmacists	21.4%	6.7%	14.3%	²na	14.0%
Clinical Pharmacists	14.3%	33.3%	50.0%	²na	32.6%
Administration Directors Asst. Directors Clinical Coordinators	42.9%	26.7%	21.4%	²na	30.2%
Academia	7.1%	6.7%	--	²na	4.7%
Industry	--	6.7%	--	²na	4.7%
Pharmacy Owners/Consultants	--	6.2%	7.1%	²na	4.7%
³Residency/Fellowships	21.4%	46.7%	28.6%	42.9%	36.0%

1.	The dean of the College of Pharmacy and Health Sciences develops a plan to support the clinical training modules after grant funds are no longer available.	February 2000
2.	The dean of the College of Pharmacy and Health Sciences, in conjunction with key faculty, submits budget requests to fund additional technology.	February - March 2000
3.	The dean of the College of Pharmacy and Health Sciences ensures that the clinical technology modules remain in place for student use.	September 2001