School of Pharmacy

The Wingate University School of Pharmacy aspires to:

Vision: Provide a transformative experience.
Mission: Educate leaders to advance the care of our community.
Values: Learner-Centered, Community, Influence, Adaptability, Diversity

Value Statements:

Learner-centered - We will empower all learners to develop the skills, behaviors, and attitudes necessary for life-long success. Our learners are partners in education, and we value their interests and needs first in the pursuit of excellence and goal attainment.

Community - We will promote a culture of community and collaboration among students, alumni, faculty, staff, patients, and the healthcare team built upon a foundation of respect, integrity, and compassion. We seek to be active partners in our community, serving the wellbeing of those around us.

Influence - We will lead the profession forward by promoting a culture of mentorship and advocacy among all stakeholders in an effort to amplify the provision of patient-centered healthcare.

Adaptability - We will ensure all students, faculty, and staff exercise adaptability to achieve success within the rapidly changing healthcare and higher education landscapes by promoting innovation, displaying creativity, and challenging the status quo.

Diversity - We will foster an environment that ensures and values inclusivity, belonging, and appreciation. We will provide opportunities that nurture diversity of thought through tailored student experiences.

Wingate University’s decision to begin a School of Pharmacy is an example of how the university has responded to the needs of the community throughout our history. When the School of Pharmacy began offering a Doctor of Pharmacy degree in 2003, it was the first step the university took into graduate healthcare education. The charter class graduated in 2007, the same year the School of Pharmacy received accreditation.

In 2010, the Levine College of Health Sciences building was constructed on the Wingate campus to house the pharmacy program as well as the physician assistant studies program. In 2011, the Hendersonville campus was established, answering the need for a graduate pharmacy program in western North Carolina.

The Hendersonville campus graduated its first class in 2015. That same year, Wingate University partnered with Pardee Hospital, the City of Hendersonville, Henderson County and Blue Ridge Community College to construct a health education center to serve the community.

Strategic Priority 1: Learner Enrollment and Success

1.1. Diversify and strengthen the pathways to admission in the Doctor of Pharmacy program
1.2. Enhance learner success, retention, and progression throughout the Doctor of Pharmacy program
1.3.  Maximize pharmacy graduate success in licensure and post-graduation placement       

Strategic Priority 2: Program

2.1. Complete implementation of the Blue Curriculum
2.2. Foster supportive, collaborative, professional relationships among learners, faculty, and staff
2.3. Promote learner wellbeing throughout the Doctor of Pharmacy program and beyond
2.4. Explore opportunities and partnerships to expand postgraduate opportunities
2.5.  Create a mechanism to demonstrate our programmatic impact on our region

Strategic Priority 3: Faculty, Staff and Administration

3.1. Advance the culture within the School of Pharmacy toward our mission and vision while living our values
3.2. Develop a mechanism to determine if WUSOP has sufficient resources to effectively deliver and evaluate the Doctor of Pharmacy program
3.3. Develop members of our school community as leaders
3.4. Expand research and scholarship opportunities            

Strategic Priority 4: Stakeholders

4.1. Enhance engagement/feedback opportunities with all stakeholders
4.2. Strategically grow WUSOP’s involvement in community outreach to positively impact the health of our communities
4.3. Strengthen WUSOP’s relationship with the alumni community
4.4. Partner with other health science programs to advance interprofessional education and practice
4.5. Initiate and expand partnerships with pharmaceutical and medical industries moving into geographic regions
4.6. Explore revenue generating pharmacy services in collaboration with internal and external partners
4.7. Explore employer needs for their workforce and develop educational solutions to meet their needs                  

Strategic Priority 5: Finances and Infrastructure

5.1. Enhance collaborations across the University
5.2. Reinforce the infrastructure of the School of Pharmacy
5.3. Contemporize physical facilities to reflect the future of healthcare and pharmacy
5.4. Strategically align resource utilization with current need and future growth