Pharmacy is a profession that requires those who practice to be very well educated within their specialty. However, it is equally important for pharmacists to conduct themselves as professionals in all that they do so they can retain the trust of the public and the professionals with whom they deal on a daily basis. In addition, pharmacists are frequently called on to serve in leadership roles in several forums – professional associations, civic clubs, health-related voluntary organizations and a wide variety of other community or religious organizations

Fink, Joseph L, III

Marr, David

Mattingly, T. Joseph

English

University of Kentucky

University of KentuckyUKnowledgePharmacy Practice and Science Faculty Publications Pharmacy Practice and Science9-2012Leadership Development of Students through anIntegrated Student Organization Structure in aCollege of PharmacyT. Joseph MattinglyAlixa Rx, L.L.C.David MarrUniversity of KentuckyJoseph L. Fink IIIUniversity of Kentucky, jfink@uky.eduRight click to open a feedback form in a new tab to let us know how this document benefits you.Follow this and additional works at: https://uknowledge.uky.edu/pps_facpubPart of the Pharmacy and Pharmaceutical Sciences CommonsThis Article is brought to you for free and open access by the Pharmacy Practice and Science at UKnowledge. It has been accepted for inclusion inPharmacy Practice and Science Faculty Publications by an authorized administrator of UKnowledge. For more information, please contactUKnowledge@lsv.uky.edu.Repository CitationMattingly, T. Joseph; Marr, David; and Fink, Joseph L. III, "Leadership Development of Students through an Integrated StudentOrganization Structure in a College of Pharmacy" (2012). Pharmacy Practice and Science Faculty Publications. 14.https://uknowledge.uky.edu/pps_facpub/14Leadership Development of Students through an Integrated Student Organization Structure in a College ofPharmacyNotes/Citation InformationPublished in The Kentucky Pharmacist, v. 7, no. 5, p. 22-25,35.The copyright holder has granted permission for posting the article here.This article is available at UKnowledge: https://uknowledge.uky.edu/pps_facpub/14September 2012   THE KENTUCKY PHARMACIST 22 Leadership Development of Students Leadership Development of Students through  an Integrated Student Organization Structure in a College of Pharmacy By: T. Joseph Mattingly II, Joseph L. Fink III and T. David Marr Pharmacy is a profession that requires those who practice to be very well educated within their special-ty. However, it is equally important for pharmacists to conduct themselves as professionals in all that they do so they can retain the trust of the public and the professionals with whom they deal on a daily basis. In addition, pharmacists are frequently called on to serve in leadership roles in several forums – professional associations, civic clubs, health-related voluntary or-ganizations and a wide variety of other community or religious organizations.   Student organizations can play an integral role in the development of leadership and professionalism within pharmacy. Various national pharmacy organizations have acknowledged the importance of this.[1-3] Indeed, the American Association of Colleges of Pharmacy has identified six tenets of student professionalism that relate to leadership:[4]  Altruism  Duty  Accountability  Honor and Integrity  Excellence  Respect for Others  Recognizing the importance of collaboration between the different pharmacy organizations and attempting to meet this challenge should be a top priority for pharmacy education programs.  Indeed, the Accredi-tation Council for Pharmacy Education affirmatively acknowledges this and embodies the expectations in its accreditation standards for Pharm.D. degree pro-grams. [Appendix A] An earlier report described the student organization structure in place at the University of Kentucky Col-lege of Pharmacy prior to 1999.[5] In that year, stu-dents at UKCOP developed an integrated student or-ganizational structure to serve as what can be viewed as a joint venture to advance the profession by further developing leadership skills in future practitioners. The impetus for this development was that a vibrant, effective set of organizations existed but coordination of initiatives and programming was a bit of a chal-lenge. The creation of an “umbrella” organization in 1999, called the Kentucky Alliance of Pharmacy Stu-dents (KAPS), has allowed students to work together on projects to advance different facets of pharmacy practice. Membership in KAPS entitles the student pharmacists to membership in the American Pharma-cists Association Academy of Student Pharmacists, the American Society of Health-System Pharmacists, the National Community Pharmacists Association and the state affiliates Kentucky Pharmacists Association and the Kentucky Society of Health-System Pharma-cists. Through this structure, students have the oppor-tunity to participate in a wide variety of patient care and professional outreach events in community and clinical settings providing them with valuable experi-ence that may enhance their career path or expose them to unexplored opportunities.   The Structure Initially, an assessment of the current student organi-zations offered helped determine the best avenue for the development of an umbrella organization. In the University of Kentucky example, KAPS membership covers the three major national associations for phar-macists and two affiliated state organization member-ships. Students pay one fee to obtain a membership in KAPS and that fee is used to pay for dues to the respective associations within the metaphorical um-brella. This saves students the hassle of completing paperwork associated with joining the individual or-ganizations, thereby lowering potential barriers to membership, and also creates exposure to different aspects of pharmacy in which the student may have originally had no interest. Once the organizations were selected to be included in the new structure, the composition of an Executive Committee was established. Equal representation from the individual associations has worked well at the University of Kentucky. The President and Presi-September 2012   THE KENTUCKY PHARMACIST 23 Leadership Development of Students dent-elect of each organization serve as voting mem-bers of the KAPS Executive Committee. The KAPS organization also elects a Chair, Vice-Chair, Treasur-er, Recording Secretary, Corresponding Secretary and Director of Committees. Advisors to each organi-zation within KAPS serve as ex officio non-voting members of the Executive Committee.  The Constitution In order for a structure like this to work, it is important to develop an official constitution for the organization. There needs to be a document for students and advi-sors to consult and cite when issues arise. The KAPS constitution addresses membership issues like eligi-bility and voting status. It also includes officer defini-tions and duties, the election process and details of how to handle situations, such as when student offic-ers are not able to complete their term of office. While such an organization is in its infancy stage, it may be a good idea to start with a sim-ple constitution, but plans should be made for this to be a dynamic document, based on  reviewing and updating the document on a regular basis.  Once KAPS developed its constitution to create the broad framework for the or-ganization, attention became focused on the bylaws which are much more operational in orientation.  After those documents were in place and officers were elected, it was possible to pursue institutional recognition of KAPS as an official student organiza-tion at the University.[6] This creates opportunities to secure funding from the Student Government Associ-ation for various initiatives. Budget Operations and Guidelines A critical issue of concern when integrating different organizations into a new structure is the handling of fundraising and finances. The KAPS organization has one budget and the members of the Executive Com-mittee vote as a board to make decisions concerning the revenues and expenses in the KAPS budget. As a member of the umbrella organization, each represent-ed association forfeits the ability to have an independ-ent budget. This situation sacrifices flexibility in ex-change for the advantages of participating in a much larger budget. As individual association chapters de-cided to restructure within one integrated organiza-tion, it was important to determine the process for fi-nancial decision making. An Additional Advantage For well over 30 years, the College of Pharmacy at the University of Kentucky has designated one hour per week when no classes are scheduled so that a college-wide convocation can be held for all to attend. Student leaders have responsibility for identifying convocation topics, identify-ing and inviting speakers as well as hosting them when on campus. Subjects for con-sideration at this forum often complement and expand classroom material. Due to the integrated nature of the KAPS approach to coordina-tion of student organizations, no interest group or specialty is left out of such opportuni-ties to present programming related to their interests. KAPS takes the lead on this initiative and, as in all it does, strives to be inclusive and even-handed. Other synergisms can be identified as:  Community service projects can draw upon KAPS members from all constituent organizations;  Coalescing of financial resources;  Accumulation of “KAPS points” earned through community service projects can enhance participation in those undertakings and create additional reim-bursement for travel to professional meetings; and the existence of KAPS creates additional leadership de-velopment opportunities for student pharmacists. The Process of Making it Work Having success in an umbrella organization is chal-lenging in that each association has its own agenda September 2012   THE KENTUCKY PHARMACIST 24 Leadership Development of Students and priorities. First, it is important for each member of the Executive Committee to recognize and value the differences between the individual groups and make an effort to become more knowledgeable about all the associations represented on the coordinating Execu-tive Committee. In order to facilitate this process, the KAPS Executive Committee meets bi-weekly to dis-cuss agenda items and receive reports from each con-stituent association. A recent development has been to invite the co-chairs of one programming committee to provide an update at each meeting of the Executive Committee. This has facilitated communications as well as accountability.  It is also important to have strong leadership from the Chair of the Executive Committee. The KAPS Chair at the University of Kentucky is a crucial position for suc-cess of the collaboration puzzle. This position requires a leader who can constructively deal with the priorities and egos of the different Chapter Presidents and con-tinuously encourage a group approach to issues and challenges. One challenge noted with the position of KAPS Chair is that the importance and significance of this position has limited recognition outside of UKCOP. Chapter Presidents of the different associations, like the American Pharmacists Association and the Ameri-can Society of Health-System Pharmacists, have more contact and networking opportunities with regional and national leaders in the associations. This may be something to be considered when determining the se-lection process of the Chair of the organization. Contributions to the College Existence of this integrated organizational structure to facilitate and enhance student leadership development is consistent with and supportive of several elements of the current strategic plan of the College of Pharma-cy. Those specific provisions are:  Train and empower individuals to become change agents with skill sets to influence patient outcomes and advance the practice of pharmacy.  Produce leaders across all areas of the pharmacy profession. These leaders will practice at the high-est level of pharmacy and have the capability of functioning as change agents. Additionally, the KAPS Chair serves as a member of  the Student Advisory Council of the College. This group provides a forum of student leaders “that acts as a voice for its student constituency.”[7] Selected Evidence of Outcomes Over the years since this integrated, coordinated structure has been in place, there have been a num-ber of developments in the form of national recogni-tions and awards for the affiliated organizations and UK student pharmacists in leadership roles. Recent examples include:  2006 – UK student receives ASHP Student Lead-ership Award  2008 – UK students served as APhA-ASP Speaker of the House, Regional Delegate and Member-at-Large as well as an ASHP Student leadership Award  2009 – UK student receives ASHP Student Lead-ership Award  2011 – UK student received ASHP Student Lead-ership Award  2012 – UK student receives APhA National Lead-ership Award  2012 – UK student receives ASHP National Lead-ership Award These student accomplishments reflect great credit not only on the individuals selected but on the College, the University and the Commonwealth.  Conclusion Nearly all faculty will readily acknowledge that a great deal of learning occurs outside the classroom, the teaching laboratory and the experiential rotation site. To continue expanding the role of the pharmacist on the health care team and promoting the full contribu-tion of pharmacists to the well-being of patients, the profession of pharmacy needs to foster leadership de-velopment among students and new practitioners with an emphasis on promoting collaboration. Integration of the individual student organizations provides many opportunities for different student leaders to work closely together, creating a team environment. This collaboration also promotes leadership development, as the leaders of the different organizations can learn from each other as they advance the profession.    September 2012   THE KENTUCKY PHARMACIST 25 Leadership Development of Students References: 1. Anon. White Paper on Pharmacy Student Professional-ism. JAPhA 2000 (Jan-Feb);40:98-102. 2. Pharmacy Professionalism Toolkit for Students and Faculty Provided by the APhA-ASP/AACP Committee on Student Professionalism. (2008) Available at http://www. pharmacist .com/ AM/Template.cfm?Section =Professionalism_ Toolkit_ for_Students_ and_Faculty&Template =/CM/HTMLDisplay.cfm&ContentID=5415. 3. Final Report, Task Force on Preparation of Pharmacy Faculty and Students to be Citizen Leaders and Phar-macy Advocates. American Association of Colleges of Pharmacy (2010). Available at http://www.aacp.org/governance/councilfaculties/Documents/Task%20 Force%20Advocacy%20and%20Leadership.pdf. 4. Hammer DP, Berger BA, Beardsley RS, Easton MR. Student professionalism. Am J Pharm Educ. 2003;67(3) Article 96.  5. Fink III JL, Giltner CL, Littrell RA. Leadership training for pharmacy students: The Kentucky story. Ky Pharm.1988(Apr);51:96-98. 6. University of Kentucky Administrative Regulations – A.R. 4:1 Registration of Student Organizations. Availa-ble at http://www.uky.edu/regs/Administrative/ar4.1.htm. 7. University of Kentucky College of Pharmacy Student Handbook (2011-2012), p. 38. Available at http://pharmacy.mc.uky.edu/programs/pharmd/files/handbook.pdf. T. Joseph Mattingly, Pharm.D., M.B.A., is General Manager of the Indianapolis Hub for Alixa Rx, L.L.C. T. David Marr, a native of Greensburg, KY, is a third professional year PharmD student at the College of Pharmacy at the Univer-sity of Kentucky and is also dually enrolled in the M.B.A. Program at the UK Gatton College of Business and Eco-nomics. He currently serves as Chair of KAPS. Joseph L. Fink III, B.S.Pharm., J.D., is the Kentucky Pharmacists As-sociation Professor of Leadership and Professor of Phar-macy Law and Policy in the UK College of Pharmacy. He also serves as Faculty Advisor for KAPS, the organization described here. Appendix A: Accreditation standards related to student leadership development Accreditation Standards and Guidelines for the Professional Program in Pharmacy Leading to the Doctor of Pharmacy Degree (Version 2.0), Adopt-ed January 23, 2011, Effective February 14, 2011, Accreditation Council on Pharmacy Education (emphasis added) STANDARDS FOR STUDENTS The purpose of the standards in this section is to en-sure that the college or school has adequate re-sources, fair and equitable policies and procedures, and capabilities to support student admission, pro-gression, personal and professional development, and input into programmatic quality improvement. Standard No. 22: Student Representation and Per-spectives Standard No. 22: Student Representation and Per-spectives The college or school must consider student perspec-tives and include student representation, where ap-propriate, on committees, in policy-development bod-ies, and in assessment and evaluation activities. Guideline 22.1 The college or school should have a student govern-ment as well as suitable committees, such as a stu-dent/faculty relations committee, to develop student leadership and professionalism, to ensure a forum for student dialogue, and to ensure adequate communi-cation of student opinions and perspectives. Standard No. 23: Professional Behavior and Harmoni-ous Relationships The college or school must provide an environment and culture that promotes professional behavior and harmonious relationships among students, faculty, administrators, preceptors, and staff. Faculty, admin-istrators, preceptors, and staff must be committed to developing professionalism and fostering leadership in students and to serving as mentors and positive role models for students. Guideline 23.2 The college or school should foster and support op-portunities for students to participate in student self-government. Continued on Page 35 September 2012   THE KENTUCKY PHARMACIST 35 Medicare Surety Bond from Pharmacists Mutual Guideline 23.3 The college or school should support students, facul-ty, administrators, preceptors, and staff participation in, as appropriate, local, state, and national pharma-cy, scientific, and other professional organizations. Standard No. 26: Faculty and Staff Continuing Pro-fessional Development and Performance Review The college or school must have an effective continu-ing professional development program for full-time, part-time, and voluntary faculty and staff consistent with their responsibilities. The college or school must review the performance of faculty and staff on a regu-lar basis. Criteria for performance review must be commensurate with the responsibilities of the faculty and staff in the professional degree program.  Guideline 26.1 The college or school must have or provide support for programs and activities for faculty and preceptor continuing professional development as educators, researchers, scholars, and practitioners commensu-rate with their responsibilities in the program. In general, the programs and activities for full-time and part-time faculty, as well as for volunteer faculty where appropriate, should: provide strategies to develop consistent socialization, leadership, and professionalism in students through-out the curriculum ACPE Standards Appendix B - Additional Guid-ance on the Science Foundation for the Curricu-lum Practice Management development of leadership skills Continued from Page 25 

Leadership Development of Students through an Integrated Student Organization Structure in a College of Pharmacy

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