Year 2 increasingly directed Faculty leadership toward sustainable growth while continuing to refine the structure needed to deliver it. Leadership responsibilities were redesigned, dedicated capacity was added for partnerships and revenue generation, fundraising continued through multiple active channels, and international relationships moved into concrete education and scholarly exchange discussions.
What advanced this year
Leadership capacity reshapedThe July 2026 structure separated Student Academic Affairs and Education, appointed new Research and Graduate Studies leadership, and continued role and organizational-chart revision. The Education role explicitly includes strategic oversight of both current and new academic offerings.
Revenue work gained dedicated capacityA temporary Strategic Initiatives role was created and filled for a two-year term to focus on partnerships and revenue generation. This creates dedicated capacity to advance existing enrolment, education, international and service-revenue opportunities.
Fundraising became a portfolio of channelsWork continued across donor stewardship, rural and preceptor engagement, research giving, class and milestone giving, endowment development, high-value donor engagement and planned giving.
International partnership activity advancedSummer 2026 engagement with Wenzhou Medical University advanced discussions in health education, scholarly exchange and a collaborative pharmaceutical-sciences program, moving the relationship beyond exploratory conversations.
The growth story is diversification. Sustainable finances are being pursued through enrolment, educational offerings, partnerships, philanthropy and international opportunities rather than depending on one solution.
For your slides
Dean
Year 2 increasingly directed Faculty leadership toward sustainable growth while continuing to refine the structure needed to deliver it. Leadership responsibilities were redesigned, dedicated capacity was added for partnerships and revenue generation, fundraising continued through multiple active channels, and international relationships moved into concrete education and scholarly exchange discussions.
- Leadership capacity reshaped: The July 2026 structure separated Student Academic Affairs and Education, appointed new Research and Graduate Studies leadership, and continued role and organizational-chart revision. The Education role explicitly includes strategic oversight of both current and new academic offerings.
- Revenue work gained dedicated capacity: A temporary Strategic Initiatives role was created and filled for a two-year term to focus on partnerships and revenue generation. This creates dedicated capacity to advance existing enrolment, education, international and service-revenue opportunities.
- Fundraising became a portfolio of channels: Work continued across donor stewardship, rural and preceptor engagement, research giving, class and milestone giving, endowment development, high-value donor engagement and planned giving.
- International partnership activity advanced: Summer 2026 engagement with Wenzhou Medical University advanced discussions in health education, scholarly exchange and a collaborative pharmaceutical-sciences program, moving the relationship beyond exploratory conversations.
Where this work is taking us
Foundations
Governance/role redesign
Strategic monitoring
Fundraising plans
Early growth concepts
Governance/role redesign
Strategic monitoring
Fundraising plans
Early growth concepts
→
Activating growth
Strategic Initiatives capacity
TEE modelling
Multiple giving channels
International discussions
Strategic Initiatives capacity
TEE modelling
Multiple giving channels
International discussions
→
Moving toward
Diversified revenue
Strategic partnerships
Expanded offerings
Sustainable support for mission
Diversified revenue
Strategic partnerships
Expanded offerings
Sustainable support for mission
What we heard from faculty and staff
Faculty and staff asked leadership to address financial sustainability through multiple revenue sources, partnerships, credentials and program growth, alongside transparent prioritization. That response is taking shape through dedicated Strategic Initiatives capacity, Targeted Enrolment Expansion work, Education leadership for new offerings and an active external-relations portfolio.
For your slides
Dean
Where this work is taking us
- Foundations: Governance/role redesign, Strategic monitoring, Fundraising plans, Early growth concepts
- Activating growth: Strategic Initiatives capacity, TEE modelling, Multiple giving channels, International discussions
- Moving toward: Diversified revenue, Strategic partnerships, Expanded offerings, Sustainable support for mission
What we heard: Faculty and staff asked leadership to address financial sustainability through multiple revenue sources, partnerships, credentials/program growth and transparent prioritization. That response is taking shape through dedicated Strategic Initiatives capacity, Targeted Enrolment Expansion work, Education leadership for new offerings and an active external-relations portfolio.
More detail behind this update
For strategic-lead review. The material below is provided to help you check the evidence and proposed updates to the Dean portfolio monitoring record behind the community-facing brief above. It is not intended as presentation content. The proposed record changes are working updates to be confirmed after September reporting.
Candidate indicators for ongoing monitoring 10 candidates
This is a monitoring-development table, not a KPI scorecard. It brings together the evidence currently available for this portfolio and identifies where measures are strong enough to recur, where they are useful as context, and where new implementation or experience measures still need to be built. Final selections will be confirmed with the strategic lead for Year 3 monitoring.
| Indicator | Current evidence | What it measures | Evidence role | How to interpret it | Suggested use |
|---|---|---|---|---|---|
| PharmD applicant demand | 338 → 417 → 462 (2023-24 to 2025-26) | Distinct fall-cycle PharmD applicants | concurrent outcome / demand signal | Affected by external demand as well as recruitment | Strong recurring indicator annual |
| External research proposals | 38 → 46 → 70 | External proposals submitted | concurrent output / leading pipeline | Activity not impact | Strong recurring indicator annual from weekly source |
| External research awards | 11 → 18 → 25 | Count of external awards | concurrent output / leading pipeline | Count does not show award size | Strong recurring indicator annual |
| Tri-Council research revenue | $1.76M → $1.93M → $2.11M | CIHR+NSERC+SSHRC revenue categories | concurrent financial output | Revenue timing differs from awards | Strong recurring indicator annual from weekly source |
| Journal articles + reviews | 122 → 126 → 144 | Validated unique Faculty journal articles/reviews | concurrent scholarly output | Not causal strategic-plan impact | Strong recurring indicator annual |
| Faculty & staff job satisfaction | 87% in 2025 | Overall staff survey topline | historical baseline | No 2026 repeat | Baseline awaiting repeat survey cycle |
| Workforce complement | Annual staffing by academic/support group | Headcount by staff category | context / capacity | Capacity, not effectiveness | Supporting indicator annual |
| Recognition/accomplishment examples | Curated newsletter examples | Communicated recognition and accomplishments | concurrent recognition/output | Not a census | Supporting narrative indicator ongoing |
| External ranking/standing | Not yet added/validated in v0.4 | External subject/program standing | lagging external context | Methodologies can change | Indicator to develop/validate annual |
| Strategic revenue-generation pipeline | Project evidence exists; metric not yet governed | Status/value of new education, partnership and philanthropic opportunities | implementation / pipeline | Requires common definition of qualified opportunity | Indicator to develop quarterly/annual |
Full working inventory: download the candidate-indicator dataset →
Leadership and governance as enabling infrastructure
The July structure is itself strategic infrastructure: Student Academic Affairs and Education are now separate portfolios, with new Research and Graduate Studies leadership. Organizational charts and position descriptions therefore need another update rather than being treated as permanently complete.
Financial sustainability and opportunity development
TEE is supported by proposal development and DEC modelling. The Strategic Initiatives secondment gives existing partnership/revenue concepts dedicated implementation capacity; it should update those existing rows rather than become another project.
Fundraising and external relationships
The baseline sheet is more specific than the earlier brief: it tracks multiple giving and relationship channels. Summer donor/alumni/community meetings provide current implementation evidence, while Wenzhou provides a concrete example of international partnership development.
Proposed updates to the project monitoring record
These are proposed updates to the existing monitoring record, reconstructed from the full evidence review. They are not new assignments and remain pending lead confirmation after September reporting.
| Existing project/activity | Current record | Evidence found | Proposed updated description/status/note | Treatment |
|---|---|---|---|---|
| Update organizational structure charts Governance and Organizational Structure Update | ongoing Maximize operational efficiency and effectivess and foster ACB. | The leadership structure changed again in July 2026, separating Student Academic Affairs and Education and appointing new Research and Graduate Studies leadership. | Update the organizational/position-description record for the July 2026 structure and retain role/reporting clarification as an active governance task. | Update existing row |
| Revise Associate/Assistant Dean/Director position descriptions to align with operational, strategic, and governance roles and responsibilities Governance and Organizational Structure Update | complete | The leadership structure changed again in July 2026, separating Student Academic Affairs and Education and appointing new Research and Graduate Studies leadership. | Update the organizational/position-description record for the July 2026 structure and retain role/reporting clarification as an active governance task. | Update existing row |
| Establish Faculty Affairs Committee to oversee governance of issues related to annual performance reviews, workload equity, inclusive hiring practices, and mentorship Governance and Organizational Structure Update | complete | The leadership structure changed again in July 2026, separating Student Academic Affairs and Education and appointing new Research and Graduate Studies leadership. | Update the organizational/position-description record for the July 2026 structure and retain role/reporting clarification as an active governance task. | Update existing row |
| Establish Vice Dean position to lead operational and strategic priorities with faculty affairs Governance and Organizational Structure Update | complete | The leadership structure changed again in July 2026, separating Student Academic Affairs and Education and appointing new Research and Graduate Studies leadership. | Update the organizational/position-description record for the July 2026 structure and retain role/reporting clarification as an active governance task. | Update existing row |
| Create a Dean's Executive Council to advise on governance and strategic priorities and support operational and budget decision making Governance and Organizational Structure Update | complete | The leadership structure changed again in July 2026, separating Student Academic Affairs and Education and appointing new Research and Graduate Studies leadership. | Update the organizational/position-description record for the July 2026 structure and retain role/reporting clarification as an active governance task. | Update existing row |
| Establish systems and process to support strategic plan monitoring, quarterly reporting, and annual reports Governance and Organizational Structure Update | complete - regular systems and a calendar for reporting have been established and implemented - an annual report has been created and published | The leadership structure changed again in July 2026, separating Student Academic Affairs and Education and appointing new Research and Graduate Studies leadership. | Update the organizational/position-description record for the July 2026 structure and retain role/reporting clarification as an active governance task. | Update existing row |
| Develop Selection Advisory Committee terms of reference including inclusive guidelines to ensure consistent and fair search processes for Academic Faculty and Academic Teaching Staff hires Governance and Organizational Structure Update | in progress | The leadership structure changed again in July 2026, separating Student Academic Affairs and Education and appointing new Research and Graduate Studies leadership. | Update the organizational/position-description record for the July 2026 structure and retain role/reporting clarification as an active governance task. | Update existing row |
| Establish Dean's Advisory Council (including terms of reference) Enhancing Community Engagement | in progress | Faculty/staff engagement sessions were completed in spring 2026 and follow-up actions were gathered from leadership for communication back to the community. | Record the engagement cycle as completed and note the transition from idea generation to portfolio-level follow-up/action. | Update existing row |
| Develop fundraising plan for FY 2025-26 and into FY 2026-27 Fundraising Plan | complete | Fundraising was being pursued through multiple active channels—donor stewardship, rural/preceptor and hospital-foundation engagement, research giving, class/milestone giving, endowment work, high-value donor engagement and planned giving. Summer communications also record continued donor/alumni/community meetings. | Keep the existing fundraising row and update its current implementation/status from the specific active channel; avoid creating a new umbrella project. | Update existing row |
| FrontLine Health Foundation Outreach Fundraising Plan | in progress Use FrontLine magazine as a targeted engagement tool with health and hospital foundations across Alberta (~300 identified). Tailor outreach with stories relevant to each foundation’s focus. | Fundraising was being pursued through multiple active channels—donor stewardship, rural/preceptor and hospital-foundation engagement, research giving, class/milestone giving, endowment work, high-value donor engagement and planned giving. Summer communications also record continued donor/alumni/community meetings. | Keep the existing fundraising row and update its current implementation/status from the specific active channel; avoid creating a new umbrella project. | Update existing row |
| Past Preceptors Rural Engagement Plan Fundraising Plan | in progress Plan for how to engage past preceptors and rural hospital foundations to support students on rural experiential placements. Leverage community-based affinity to strengthen student funding. | Fundraising was being pursued through multiple active channels—donor stewardship, rural/preceptor and hospital-foundation engagement, research giving, class/milestone giving, endowment work, high-value donor engagement and planned giving. Summer communications also record continued donor/alumni/community meetings. | Keep the existing fundraising row and update its current implementation/status from the specific active channel; avoid creating a new umbrella project. | Update existing row |
| Past Preceptors Rural Engagement Outreach Fundraising Plan | in progress Engage past preceptors and rural hospital foundations to support students on rural experiential placements. Leverage community-based affinity to strengthen student funding. | Fundraising was being pursued through multiple active channels—donor stewardship, rural/preceptor and hospital-foundation engagement, research giving, class/milestone giving, endowment work, high-value donor engagement and planned giving. Summer communications also record continued donor/alumni/community meetings. | Keep the existing fundraising row and update its current implementation/status from the specific active channel; avoid creating a new umbrella project. | Update existing row |
| Faculty Donor Stewardship Letters Fundraising Plan | in progress Create a “letter library” aligned with allocation codes, enabling personalized thank-you letters from the Dean (or appropriate leader) for each gift. | Fundraising was being pursued through multiple active channels—donor stewardship, rural/preceptor and hospital-foundation engagement, research giving, class/milestone giving, endowment work, high-value donor engagement and planned giving. Summer communications also record continued donor/alumni/community meetings. | Keep the existing fundraising row and update its current implementation/status from the specific active channel; avoid creating a new umbrella project. | Update existing row |
| Pharma Research Giving Strategy Fundraising Plan | in progress Contribute to a university/college-wide strategy to strengthen research fundraising. Focus on re-engaging past donors to research. | Fundraising was being pursued through multiple active channels—donor stewardship, rural/preceptor and hospital-foundation engagement, research giving, class/milestone giving, endowment work, high-value donor engagement and planned giving. Summer communications also record continued donor/alumni/community meetings. | Keep the existing fundraising row and update its current implementation/status from the specific active channel; avoid creating a new umbrella project. | Update existing row |
| Bachynsky Lectureship Endowment Fundraising Plan | in progress Secure long-term sustainable funding for the Bachynsky Lectureship through targeted class giving (starting with Class of 1985). Increase alumni participation by inviting graduates from Dean Bachynsky’s era. | Fundraising was being pursued through multiple active channels—donor stewardship, rural/preceptor and hospital-foundation engagement, research giving, class/milestone giving, endowment work, high-value donor engagement and planned giving. Summer communications also record continued donor/alumni/community meetings. | Keep the existing fundraising row and update its current implementation/status from the specific active channel; avoid creating a new umbrella project. | Update existing row |
| Class Giving & Milestone Engagement Roll Out Fundraising Plan | in progress Develop structured alumni class engagement, focusing on milestone reunion years (30th, 40th, 50th, etc.). Includes supporting the Class of 1985 endowment for the Bachynsky Lectureship and assessing underfunded class endowments. | Fundraising was being pursued through multiple active channels—donor stewardship, rural/preceptor and hospital-foundation engagement, research giving, class/milestone giving, endowment work, high-value donor engagement and planned giving. Summer communications also record continued donor/alumni/community meetings. | Keep the existing fundraising row and update its current implementation/status from the specific active channel; avoid creating a new umbrella project. | Update existing row |
| Calgary Stampede Alumni Engagement Scope and Pilot Event Fundraising Plan | in progress Explore Calgary Stampede–linked events to engage alumni in Calgary and Southern Alberta, potentially coordinated at the College level. | Fundraising was being pursued through multiple active channels—donor stewardship, rural/preceptor and hospital-foundation engagement, research giving, class/milestone giving, endowment work, high-value donor engagement and planned giving. Summer communications also record continued donor/alumni/community meetings. | Keep the existing fundraising row and update its current implementation/status from the specific active channel; avoid creating a new umbrella project. | Update existing row |
| High-Value Donor Engagement Plans Fundraising Plan | in progress Create tailored engagement plans for all donors rated at $1M+ to strengthen relationships and prepare for major gift asks. | Fundraising was being pursued through multiple active channels—donor stewardship, rural/preceptor and hospital-foundation engagement, research giving, class/milestone giving, endowment work, high-value donor engagement and planned giving. Summer communications also record continued donor/alumni/community meetings. | Keep the existing fundraising row and update its current implementation/status from the specific active channel; avoid creating a new umbrella project. | Update existing row |
| Planned Giving Program Expansion Fundraising Plan | in progress Increase the number of estate/will commitments (“planned gifts”) to strengthen long-term giving pipeline. | Fundraising was being pursued through multiple active channels—donor stewardship, rural/preceptor and hospital-foundation engagement, research giving, class/milestone giving, endowment work, high-value donor engagement and planned giving. Summer communications also record continued donor/alumni/community meetings. | Keep the existing fundraising row and update its current implementation/status from the specific active channel; avoid creating a new umbrella project. | Update existing row |
| Create processes for monitoring and planning for faculty and staff turnover and renewal Faculty Renewal | in progress | Faculty Renewal | Create processes for monitoring and planning for faculty and staff turnover and renewal | "1.2 Being recognized provincially, nationally, and internationally for quality and innovative graduate and post-professional learning opportunities.… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Execute inclusive searches and hire three highly qualified Academic Teaching Staff Faculty Renewal | complete Searches complete, 3 ATS hired 2024 | Faculty Renewal | Execute inclusive searches and hire three highly qualified Academic Teaching Staff | "1.2 Being recognized provincially, nationally, and internationally for quality and innovative graduate and post-professional learning opportunities.", "3… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Execute inclusive searches and hire two highly qualified Academic Faculty in Drug Discovery and Translational Pharmacotherapy Faculty Renewal | complete | Faculty Renewal | Execute inclusive searches and hire two highly qualified Academic Faculty in Drug Discovery and Translational Pharmacotherapy | "1.2 Being recognized provincially, nationally, and internationally for quality and innovative graduate and pos… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Explore opportunities for building on international partnerships/offering programming (e.g., WMU). Growth of International Partnerships | in progress | The summer 2026 Wenzhou Medical University exchange advanced discussions in health education, pharmacy research and a collaborative pharmaceutical-sciences program. | Update the international-partnership row with the concrete Wenzhou activity and keep active pending decisions on specific collaborative offerings. | Update existing row |
| Develop a business plan including (market and demand analysis) on CPE. Continuing professional education | in progress | | | | | | | | | | | | | | People and Culture | PC2 Baseline established and supports in place for well-being, psychological safety, and anti-racism within the student body. | 0 | | | | Continuing professional education | Develop a business plan including (m… | Retain the current monitoring record and confirm current status/ownership with the strategic lead after September reporting. | Retain / confirm |
| Develop and submit a Targeted Enrolment Expansion Proposal for the PharmD Program Strategic Revenue Generation | in progress The Faculty has collaboartively developed a TEE proposal to address structural budget deficits that is approved by the univiersity to move forward to government for consideration | The Faculty developed a Targeted Enrolment Expansion proposal and carried financial/operational modelling through DEC; the proposal was approved internally to move forward for government consideration. | Update the row to the current proposal/consideration stage and retain implementation planning as contingent on external decisions. | Update existing row |
| Establishing marketing and strategic partnerships to support scalable continuing education and certificate programing Strategic Revenue Generation | not started Continuing education and certificate programming in 1-2 areas has been established | A temporary Strategic Initiatives role was created and filled to focus on partnerships and revenue generation, activating an opportunity pipeline that already includes education, international and service concepts. | Update the existing revenue-generation row to reflect dedicated implementation capacity and active opportunity development; do not add a separate Strategic Initiatives project. | Update existing row |
| Identify international short-course or technique-training opportunities, including preliminary pricing and marketing approaches. Strategic Revenue Generation | not started on or two revenue generating international short-course or technique-training opportunities identified for implementation | The summer 2026 Wenzhou Medical University exchange advanced discussions in health education, pharmacy research and a collaborative pharmaceutical-sciences program. | Update the international-partnership row with the concrete Wenzhou activity and keep active pending decisions on specific collaborative offerings. | Update existing row |
| Consultation to identify revenue generation opportunites like opportunites for equipment rental or international programming Strategic Revenue Generation | in progress The FoPPS community has been consulted for additional opportunities for revenue generation and the top set of opportunities have been identified for further development | The summer 2026 Wenzhou Medical University exchange advanced discussions in health education, pharmacy research and a collaborative pharmaceutical-sciences program. | Update the international-partnership row with the concrete Wenzhou activity and keep active pending decisions on specific collaborative offerings. | Update existing row |
| Implement small group Faculty and Staff engagement sessions Enhance Faculty Engagement | in progress Building on our regular faculty and staff retreats and annual faculty and staff survey that create opportunities to share and collaborate on issues of wellbeing and culture, we are adding smaller solution-focused engagement sessions that allow for cross staffing group discussion as well as within staffig group discussions on timely issues affecting belonging and communication. The sessions are meant to ensure feedback is acted on and that the full community has an opportunity to participate in solution finding. | Faculty/staff engagement sessions were completed in spring 2026 and follow-up actions were gathered from leadership for communication back to the community. | Record the engagement cycle as completed and note the transition from idea generation to portfolio-level follow-up/action. | Update existing row |
No separate new project row currently meets the strict evidence threshold. Download the working reconciliation dataset →
Evidence completeness and reporting boundary
This revision was reconstructed from the explicit 387-file source inventory and six-portfolio evidence ledger rather than from the previous brief prose. The formal reporting boundary is August 31, 2026. September material is used only where it reports an outcome from the completed reporting period, corroborates work already underway, or describes next-cycle direction. Examples from newsletters illustrate the work but are not treated as additional strategic projects.