Strategic Plan (2025–2030)

Department of Pharmaceutical Sciences (DPS)

School of Health and Life Sciences (SHLS), North South University

1.    Mission Statement

The mission of the Department of Pharmaceutical Sciences (DPS) is to provide cutting-edge education and research opportunities that prepare the next generation of pharmacists, researchers, and healthcare leaders, while contributing to the advancement of pharmaceutical knowledge and health outcomes nationally, regionally, and globally.

2.    Vision Statement

The Department of Pharmaceutical Sciences (DPS) will be a center of excellence in pharmaceutical sciences, renowned for its high-quality education, innovative research, and contributions to public health.

3.     Core Values

• Excellence: Commitment to the highest standards in teaching, research, and professional practice.
• Innovation: Foster a culture of research and innovation in pharmaceutical sciences and clinical practice.
• Integrity: Promote ethical practices in all aspects of pharmacy education, research, and healthcare delivery.
• Diversity: Encourage diversity in students, faculty, and curriculum to reflect the needs of a globalized healthcare system.
• Community Engagement: Commitment to improving public health through active participation in community-based initiatives.
• Collaboration: Building partnerships with industry, healthcare providers, and academic institutions.

• Social Responsibility: Ensuring that research, education, and practice contribute positively to society, with a focus on ethical, sustainable, and equitable outcomes.

4.     Strategic Goals, Objectives, Initiatives & KPIs

4.1    Academic Excellence and Curriculum Development

Goal: Enhance the curriculum to reflect the latest advances in pharmaceutical sciences, clinical pharmacy, and patient care.

Strategies:

• Integrate emerging fields like advanced drug delivery systems (e.g., Nano drug delivery systems), precision medicine, pharmacogenomics, and computational data analytics into the curriculum.
• Expand interprofessional education (IPE) initiatives to foster collaboration between pharmaceutical industries, hospitals, and community pharmacies.
• Promote interdisciplinary education (workshop, seminar, etc.) by collaborating with other health science programs, such as medicine and public health
• Incorporate experiential learning through partnerships with local hospitals, pharmacies, and research labs.

4.1.1  Key Performance Indicators (KPIs)

• The existing four curricula will be revised at least once by 2030.
• One to two new curricula will be developed by 2026.

4.2    Research and Innovation

Goal: Strengthen the department’s research capacity and output.

Strategies:

• Secure funding for research by increasing grant applications to national agencies, pharmaceutical companies, and international organizations.
• Develop research clusters focused on key areas such as advanced drug delivery systems, computational drug design, pharmacology, phytochemistry, hospital pharmacy, and pharmaceutical analysis.
• Foster collaborative research with other departments, universities, and industry
• Invest in advanced research infrastructure (e.g., laboratories, equipment) to establish cutting-edge pharmaceutical research centers such as Nano and an advanced drug delivery institute, neuropharmacology, cardiac & vascular pharmacology, and a computational drug design and modeling lab.

4.2.1  Key Performance Indicators (KPIs)

• ≥25 publications on health science, sustainability, and social responsibility annually.
• Submission of patents/innovations in affordable medicine or drug delivery systems focusing on SDGs by 2030.
• Secure ≥10 NSU, national, and international funding annually.

4.3    Industry and Community Engagement

Goal: Build strategic partnerships with the pharmaceutical industry and local healthcare organizations.

Strategies:

• Collaborate with pharmaceutical companies for internships, funding opportunities, and research collaborations.
• Offer consultancy services to the pharmaceutical and healthcare industries on drug formulation development, ex vivo cell lines, and in vivo animal model studies.
• Engage with community health organizations to promote public health initiatives, such as vaccination campaigns and chronic disease management programs.
• Develop an advisory board composed of leaders from the pharmaceutical industry, healthcare, and academia to guide the department’s strategic direction.

4.3.1  Key Performance Indicators (KPIs)

• Establishment of ≥ 5 MOUs with national and international health organizations, pharma industries, NGOs, etc., for student internship, research collaboration, and scholarship by 2027.
• ≥ 2 Community outreach programs annually.
• Development of International Advisory Board (Pharmaceutical industry & Hospital) by 2026.

4.4    Global Engagement

Goal: Position the department as a global leader in pharmaceutical education and research.

Strategies:

• Establish international research collaborations with universities and pharmaceutical companies.
• Create exchange programs with foreign institutions for students and faculty to gain global experience.
• Participate in international conferences, workshops, and symposia to raise the department’s profile.
• Develop online courses and programs to reach a global audience.

4.4.1  Key Performance Indicators (KPIs)

• ≥ 5 MoUs with institutions of foreign universities and industries by 2027.
• Departmental accreditation by the International Accreditation Agency (USA) by 2028.
• ≥ 2 International conferences will be hosted by 2030.
• ≥ 2 Faculty student exchange programs with foreign institutes and universities annually.
• Submission of ≥ 5 joint research projects and funding aligned with UN SDGs by 2030.

4.5    Faculty and Staff Development

Goal: Attract, develop, and retain high-quality faculty and staff.

Strategies:

• Implement a robust faculty and staff development program that supports professional growth, teaching excellence, and research productivity.
• Recruit and retain diverse faculty members with expertise in cutting-edge pharmacy fields
• Create mentorship programs for junior faculty and researchers.
• Foster a supportive and inclusive work environment that encourages collaboration and innovation.

4.5.1 Key Performance Indicators (KPIs)

• ≥ 10 Faculty members will be trained in professional development and mentorship annually in collaboration with the Institutional Quality Assurance Cell (IQAC).
• ≥ 10 Staff will receive annual training in professional development in collaboration with IQAC.

4.6    Student Success and Experience

Goal: Enhance the student experience and ensure academic and professional success.

Strategies:

• Expand scholarships and financial support for students.
• Strengthen academic advising, mentorship, and career counseling services.
• Provide leadership and research opportunities for students, such as student-run research projects and participation in academic conferences, seminars, and workshops.
• Implement wellness programs to support student mental health and well-being.

4.6.1  Key Performance Indicators (KPIs)

• Most of the students will be employed in the pharmaceutical industries, academia, and related institutions annually.
• Organizing ≥ 2 seminars and workshops for job interviews, career development, student health, and mental well-being.
•  ≥ 100 Student research projects will be completed annually.

4.7     Infrastructure & Resources

Goal: Develop advanced and digital classroom and laboratory facilities.

Strategies:

• Invest in state-of-the-art laboratory and computational simulation facilities to support education and research.
• Expand digital infrastructure (AI, data analytics) to support online learning, telehealth, and data-driven research.
• Develop a financial plan that ensures long-term sustainability through diversified funding streams, including tuition, grants, donations, and industry collaborations.

4.7.1  Key Performance Indicators (KPIs)

• Establishment of a research center for advanced pharmaceutical research by 2026.
• Development of AI-based digital infrastructure for research by 2027
• ≥ 4 Classroom will be digitalized by 2026.

5.      Alignment with School & University Priorities

• Goal 1 (Curriculum) → Supports SHLS’s mission for global-standard health education.
• Goal 2 (Research) → Advances the University's priority of applied science and innovation.
• Goal 3 (Industry & Community) → Aligns with NSU’s goal of national service & industry engagement.
• Goal 4 (Globalization) → Matches the University’s push for internationalization.
• Goal 5 (Faculty Development) → Strengthens institutional capacity & academic excellence.
• Goal 6 (Student Success) → Contributes to NSU’s employability and leadership focus.
• Goal 7 (Infrastructure) → Links with the University’s strategic investment in world-class research facilities.

6.     Timeline and Implementation

Short-Term (1-2 Years):

• Begin curriculum revisions and initiate industry partnerships.
• Secure initial funding for priority research areas.
• Establish an International Industrial and Alumni Advisory Board.

Medium-Term (3-5 Years):

• Implement new curriculum components and launch continuing education programs.
• Expand faculty development initiatives.
• Deepen industry and global partnerships.

Long-Term (5+ Years):

• Achieve global recognition for research and education excellence.
• Sustain a high level of student success and community impact.

7.      Monitoring and Evaluation

Evaluation will be performed based on the key performance indicators (KPIs), which are -

• Student Outcomes: Graduation rates, job placement rates, student satisfaction.
• Research Output: Number of publications, patents, and external funding secured.
• Industry Engagement: Number of industry partnerships, internships, and collaborative projects.
• Global Impact: Participation in international research collaborations, student exchange programs.
• Faculty Development: Number of professional development programs, faculty research awards, and teaching excellence recognition.

8.      Situational Analysis (SWOT)

• Strengths: Qualified faculty, state-of-the-art laboratory, research facilities, existing collaborations, and growing student interest.
• Weaknesses: Limited high-end research and digital classroom infrastructure.
• Opportunities: Expanding pharmaceutical industry in Bangladesh, international collaboration opportunities, and government focus on healthcare.
• Threats: Competition from regional universities, global funding uncertainties, and rapid changes in pharmaceutical technology.

9.     Conclusion

The Strategic Plan (2025–2030) of the Department of Pharmaceutical Sciences (DPS), North South University, provides a clear roadmap to become a center of excellence in pharmaceutical education, research, and community service. By aligning with the University’s priorities, the plan emphasizes academic innovation, research excellence, industry collaboration, and global engagement for sustainable growth.

Through the implementation of its strategic goals—curriculum enhancement, research and innovation, partnerships, faculty and student development, and infrastructure expansion—DPS aims to strengthen institutional capacity while contributing significantly to healthcare, the pharmaceutical industry, and society. With collective commitment and continuous evaluation, the department is confident of achieving its vision of global leadership in pharmaceutical sciences by 2030.