Council of Deans Volunteer Opportunities

The charges of the 2025-2026 Mentoring Committee are to:

• Monitor and evaluate the 2025-2026 COD Mentoring Program.
• Implement the 2026-2027 COD Mentoring Program.
• Explore a partnership with the COF Department Chair Community related to mentoring of department chairs interested in becoming a dean.
• Recommend process and any additional changes to the COD Mentoring Program for the 2026-2027 academic year.  

Deliverables:

• Select the mentors and mentees for the 2026-2027 COD Mentoring Program.
• Provide a summary report on the 2025-2026 COD Mentoring Program.
• Provide recommendations about a future partnership with the COF Department Chair Community.
• Provide recommendations for the 2026-2027 COD Mentoring Program.
  
   

The charges of the 2025-2026 Nominating Committee are to:

• Recruit and review candidates for COD Chair-elect (which must be a CEO Dean) for the Fall 2026 election.
• Recruit and review candidates for the COD Secretary of Knowledge Management (a 2-year commitment/appointment) for the Fall 2026 election.

Deliverables:

• Refer a minimum of 2 candidates for the COD Chair-elect position to the AACP Nominating Committee for review and potential slating.
• Determine the slate for the COD Secretary of Knowledge Management position
  

The charges of the 2025-2026 Programming Committee are to:

• Develop topics and speakers for the CEO Deans and Assistant/Associate Deans Networking Sessions at the 2026 AACP Interim Meeting.
• Develop topics and speakers for the COD Networking Sessions at the 2026 AACP Annual Meeting.
• Provide suggestions to the COD Administrative Board for the informal COD and CEO Deans Informal Networking Sessions held during the 2025-2026 academic year.

Deliverables:

• In collaboration with AACP staff, select the topic(s) and speaker(s) for the CEO Deans and the Assistant/Associate Deans Networking Sessions held at the 2026 AACP Interim Meeting.
• In collaboration with AACP staff, select the topic(s) and speaker(s) for the COD Networking Sessions held at the 2026 Annual Meeting.

The charges of the 2025-2026 Resolutions Committee are to:

• Solicit and recommend potential resolutions pertinent for current COD and pharmacy academia issues.
• Review the current Council of Deans (COD) Standing Rules of Procedure and determine any updates that are needed.

Deliverables:

• Potential resolutions to be discussed and voted on by the COD.
• Potential revision(s) to the COD Standing Rules of Procedures.

AACP Strategic Plan Priority

• Strategic Priority 1: Outreach and Engagement
  • GOAL 3: To champion positive change, enhance our advocacy and strategic engagement efforts to raise awareness and drive pharmacy policy initiatives.
• Strategic Priority 3: Practice
  • GOAL 1: Advance the ongoing transformation of community-based pharmacy practice.
  • GOAL 2: Prepare pharmacists for scope of pharmacy practice expansion.

Taskforce Rationale 

A taskforce focused on Standard of Care (SOC) regulation in pharmacy practice is essential for advancing the profession and improving patient care. The SOC regulatory model allows practitioners to practice within their clinical ability, ensuring flexibility in responding to dynamic practice scenarios while safeguarding patient safety. This model contrasts with more rigid regulatory frameworks, such as bright-line rules, which may restrict pharmacists from fully utilizing their training and expertise. The taskforce's role in developing educational programming will help equip deans and faculty with the tools to advocate for SOC regulatory models, demonstrating how such frameworks can enhance practice transformation, expand scope of practice, and align with other healthcare professions like medicine and nursing. Importantly, the taskforce will support advocacy efforts for adopting SOC regulation at the state level, empowering pharmacists to provide broader, more responsive care, especially in times of public health emergencies, as evidenced during the COVID-19 pandemic.

Additionally, the taskforce's charge to establish a national advocacy agenda will facilitate consistent, nationwide efforts toward state-based legislative reform, promoting a regulatory environment that encourages innovation and expands access to care. By fostering these changes, the taskforce will contribute to the work of the ACT Pharmacy Collaborative, furthering the integration of SOC-based practices across the United States. Furthermore, the taskforce will provide valuable resources for local, state, and regional meetings, ensuring that educators, regulators, and practitioners at all levels can collaborate on advancing pharmacy practice through SOC models. The ability to implement SOC regulation broadly will not only enhance pharmacists' role in patient care but also help address gaps in healthcare access, particularly in underserved and rural areas.

Taskforce Charges & Deliverables 

The task force is responsible to:

1. Develop educational programming on how standard of care regulatory models can support practice transformation and advanced scope of practice as well as advocacy guidance to pursue a standard of care regulatory model in a state.
2. Develop standard of care-related programming resources for local, state, or regional meetings hosted by colleges and schools of pharmacy.
3. Contribute to the national advocacy agenda for standard of care regulatory models for the Academia-Community Transformation (ACT) Pharmacy Collaborative.
    

AACP Strategic Plan Priority

• Strategic Priority 2 Education
  • GOAL 2: Enhance the holistic well-being of faculty, staff, preceptors and students to ensure a healthy pharmacy workforce.
     

Taskforce Rationale 

The Council of Deans (COD), Council of Faculties (COF), and the AACP Institutional Research and Assessment Committee (IRAC) Taskforce will work together to develop recommendations for a national wellbeing assessment tool for faculty and staff at colleges and schools of pharmacy.

With the impact of the pandemic and the subsequent great resignation, faculty and staff have been left with lingering effects on workload, wellbeing, morale, and job satisfaction. The 2023-2024 COD/COF Addressing Burnout Taskforce was charged to explore systemic influential factors contributing to faculty wellbeing and professional satisfaction as well as make recommendations for creating community that foster belonging and connection to meaningful work. They developed programming for the Academy and two narrative reviews on 1) social support and work experience, and 2) work design and work conditions. Additionally, ACPE Standards 2025 has renewed focus on wellbeing of faculty and staff (Standard 5.2.h) and APhA has renewed focus on wellbeing programming and continues to collect data for the Well-Being Index for Pharmacy Personnel, a research-validated online tool that measures fatigue, depression, burnout, anxiety, and stress. The time has come to explore development of a national wellbeing assessment tool for faculty and staff that colleges and schools of pharmacy may administer as part of the AACP survey program.

Taskforce Charges & Deliverables 

In collaboration with members of COF, IRAC, and AACP staff, the task force is responsible for:

1. Analysis of the 2023-2024 COD/COF Addressing Burnout Taskforce work and the existing tools that assess wellbeing and burnout to determine the domains of a wellbeing assessment tool for faculty and staff.
2. Request colleges and schools share what was submitted to ACPE as part of their readiness report for Standards 2025 to inform a possible national assessment tool for faculty and staff.
3. Exploration of components of existing wellness and wellbeing assessments for inclusion in a possible national assessment tool for faculty and staff.
4. A recommendation on the feasibility (including resources and a proposed timeline) of a national assessment tool to be administered by IRAC as part of the AACP survey program.