ACCREDITATION COUNCIL FOR PHARMACY EDUCATION · 2019-03-02 · Accreditation Council for Pharmacy...

ACCREDITATION COUNCIL FOR PHARMACY EDUCATION

IDAHO STATE UNIVERSITY

COLLEGE OF PHARMACY

ANCHORAGE, ALASKA

MERIDIAN AND POCATELLO, IDAHO

THE EVALUATION TEAM REPORT

OF THE

PROFESSIONAL PROGRAM LEADING TO THE

DOCTOR OF PHARMACY DEGREE

NOVEMBER 7-11, 2016

IDAHO STATE UNIVERSITY COLLEGE OF PHARMACY

i

TABLE OF CONTENTS

I. INTRODUCTION

A. Purpose 1

B. Accreditation History 1

C. Evaluation Team 1

D. Evaluation Procedure 2 II. FINDINGS AND RECOMMENDATIONS

A. College or School Overview 4 B. Summary of the College or School’s Self-Study Process 7

C. Summary of the Evaluation of All ACPE Standards 10

Standards for Educational Outcomes 11 (# 1 – 4) Standards for Structure And Process To Promote 16 Achievement Of Educational Outcomes (# 5 – 23) Standards for Assessment of Standards and 49 Key Elements (# 24 – 25)

APPENDIX I: Evaluation Team Visit Schedule 53 APPENDIX II: Faculty Addendum 58 APPENDIX III: Faculty Resource Report 63 APPENDIX IV: Professional Practice Experience Resources 72 APPENDIX V: Required Data and Documentation 74


1

DOCTOR OF PHARMACY PROGRAM

THE EVALUATION TEAM REPORT

I. INTRODUCTION

A. Purpose The on-site evaluation is a component of the accreditation review that

results in the Evaluation Team Report to be used for purposes of considering the

continued accreditation of the Doctor of Pharmacy program. The evaluation process on

this comprehensive review gave particular attention to the progress made and the

changes that have occurred since the last comprehensive on-site evaluation in spring

2011. In addition to the College’s self-study, the evaluation team reviewed the

Accreditation Council for Pharmacy Education (ACPE) responses to the College’s interim

reports submitted since the last comprehensive visit (see accreditation history below).

B. Accreditation History

Date of Last Comprehensive Review: March 15-17, 2011.

Focused Visits since Last Review: May 9-11, 2016.

Interim Reports since Last Review: October 12, 2011, March 21,2012, March 27,

2014.

Special Conditions/Status: None.

Standards Requiring Monitoring (as of last Board action): None.

C. Evaluation Team The evaluation team members were:

F. Lamar Pritchard, PhD, RPh, Dean, University of Houston, College of

Pharmacy, Houston, Texas;

Linda Garavalia, PhD, Professor and Associate Dean of Assessment, Western

University of Health Sciences, College of Pharmacy, Pomona, California;

William Diers, BS, MS, Staff Pharmacist, United Hospital Pharmacy Department,

St. Paul, Minnesota;


2

J. Gregory Boyer, PhD, Assistant Executive Director and Director, Professional

Degree Program Accreditation, ACPE, Chicago, Illinois (Alaska portion only); and

Jeffrey W. Wadelin, PhD, Associate Executive Director, ACPE, Chicago, Illinois.

Observing the work of the evaluation team during a portion of the on-site evaluation was

Nicole Chopski, Board Member, Idaho State Board of Pharmacy, Pocatello, Idaho.

D. Evaluation Procedure The accreditation review was based upon the

Accreditation Standards and Guidelines for the Professional Program in Pharmacy

Leading to the Doctor of Pharmacy Degree, approved January 25, 2015, and

implemented July 1, 2016 (“Standards 2016”). As a component of this evaluation, the

College of Pharmacy provided a self-study of the College and the Doctor of Pharmacy

program, as well as other materials that describe the pharmacy program and how to

access public information about the program available on the Internet. The evaluation

team visited all three locations where the program is delivered: Anchorage, Alaska, on

the campus of the University of Alaska – Anchorage; Meridian (Boise), Idaho, on the Idaho

State University Meridian campus; and Pocatello, Idaho, on the Idaho State University

main campus. The schedule of the evaluation team visit is enclosed (Appendix I). It

should be duly noted that as is the case where a PharmD program of any college or

school of pharmacy is delivered to multiple campuses, the program is viewed as a single

program, thus, the accreditation action that will be considered by the ACPE Board of

Directors is a single action applying to the program as a whole. Any issues found on any

of the individual campuses have the potential to affect the accreditation of the entire

program. This will be clearly spelled out in the communication of the ACPE Board of

Directors Accreditation and Recommendations once taken.

The evaluation team validates the program’s self-study, providing the perspective of an

independent external peer review. A summary of the evaluation team’s findings and

recommendations was presented at the conclusion of the on-site evaluation to the Dean

of the College of Pharmacy and then to the President and the Vice President for Health

Sciences of the University.


3

The ETR is not an accreditation action but is an evaluative step in the accreditation

process. The dean of the program is given the opportunity (through an email to the dean)

to correct factual errors and to comment on the draft ETR prior to finalization and

distribution of the ETR to the Board. The chief executive officer of the institution and the

dean of the program may also provide supplemental materials related to the facts and

conclusions presented in the ETR prior to the time the ETR is reviewed by the Board for

action. Any such materials must be received by ACPE no later than 21 business days

prior to the start of the Board meeting at which action on the ETR will be taken. The

Evaluation Team Report, the College’s self-study, and any additional communications

and/or information received from the College will be considered by the ACPE Board of

Directors at its January 19-21, 2017, meeting. The Accreditation Action and

Recommendations of the Board will be transmitted to the institution as soon as is feasible

following this meeting.


4

II. FINDINGS AND RECOMMENDATIONS

A. College or School Overview

Section I: Educational Outcomes

Since the last accreditation visit, the College has adopted a new set of educational

outcomes and learning objectives based upon the 2013 CAPE Outcomes. They have

been incorporated into the assessment program of student performance and overall

curricular success. Specific accomplishments include implementation of a portfolio

system for student self-assessment and reflection, and an online tool for standardizing

course syllabi that helps facilitate measurement of the breadth and depth of curricular

content.

Section II: Structure and Process to promote Achievement of Educational

Outcomes

As part of continuous curricular improvement, numerous changes and enhancements

have occurred. Key elements include the following:

Modifying the basic science sequence to better integrate with the pharmacotherapy

curriculum;

Sequencing the pharmacy administration series to better emphasize communication,

patient counseling, and professionalism;

Restructuring the IPPE sequence to better assess progressive skill development, and

implement an interprofessional component; and

Restructuring the capstone course to address pre-APPE outcomes so that students

are better prepared for success in clinical practice and on the NAPLEX.

Significant administrative changes include the restructuring of several faculty positions to

create a Director for Interprofessional Education (IPE) and Assistant Deans at each

teaching site. The College has contracted with local payers to provide MTM services and

provide students with exposure to real-life situations and complex patient needs.

Additionally, the first tele-pharmacies in Idaho were successfully opened and creation of

Bengal Pharmacy has allowed the hire of two additional clinical instructors. Meanwhile,


5

relationships with partnering healthcare facilities have added three new co-funded faculty

positions. Finally, the College was instrumental in meeting the requirements for joint

(interprofessional) accreditation of continuing education programs for pharmacy,

medicine, and nursing.

Opening the Alaska site has led to more inclusive committee structures, administrative

assignments, and student organization leadership models. WWAMI medical school

professors at the University of Alaska Anchorage now provide all instruction for required

physiology courses.

Improvements made to facilities include the construction of research space in Meridian,

remodeling of the compounding lab and student lounge in Pocatello, and relocation of the

Drug Information Center from the ISU Library to the College. Facilities to house students

and faculty in Anchorage have been occupied and expansion is presently underway to

accommodate future classes.

The College has now fully implemented multiple mini interview scenarios in the

admissions process and is tracking and analyzing its effectiveness. While out of state

application numbers have declined, the in-state pool is adequate and enrollment is stable.

Students continue to do well scholastically and also in the delivery of healthcare to

underserved rural populations, as evidenced by repeated national and regional student

outreach APhA-ASP awards.

Further, the College has implemented an early identification process for those struggling

academically. Two academic coaches have been trained and a validated instrument is

being used to identify areas of weakness as well as a referral process to best utilize ISU

resources to maximize student success. Student Affairs implemented a new progressions

and remediation policy this past year that provides students with the opportunity to

remediate knowledge gaps and progress normally.


6

Section III: Assessment of Standards and Key Elements

The Office of Accreditation and Assessment (OAA) was reorganized and a 0.75 FTE

Assessment and Accreditation Coordinator was added. Recent accomplishments of the

OAA and Assessment Committee include:

Creating the annual assessment report annually for the past 5 years has provided

useful longitudinal data;

Implementing ExamSoft® to provide additional assessment data;

Revising nearly all student and teaching evaluation instruments;

Revising the Strategic Plan metrics; and

Implementing assessment metrics for Standards 3 and 4 affective domains across the

curriculum.


7

B. Summary of the College or School’s Self-Study Process

Please use the following form to evaluate the college or school’s self-study process and the organization, clarity and completeness of the report, and provide feedback to assist the college or school to improve the quality of future reports.

Commendable Meets Expectations Needs Improvement

Participation in the Self-Study Process

The self-study report was written and reviewed with broad-based input from students, faculty, preceptors, staff, administrators and a range of other stakeholders, such as, patients, practitioners, and employers.

Commend ☐

The self-study report was written and reviewed with broad-based input from students, faculty, preceptors, staff and administrators.

Meets ☒

The self-study report was written by a small number who did not seek broad input from students, faculty, preceptors, staff, and administrators.

Needs Improvement ☐

Knowledge of the Self-Study Report

Students, faculty, preceptors, and staff are conversant in the major themes of the report and how the program intends to address any deficiencies.

Commend ☐

Students, faculty, preceptors, and staff are aware of the report and its contents.

Meets ☒

Students, faculty, preceptors, and staff have little or no knowledge of the content of the self-study report or its impact on the program.


Completeness and Transparency of the Self-Study Report

All narratives and supporting documentation are thorough, clear and concise. The content appears thoughtful and honest. Interviews match the self-study findings.

Commend ☐

All narratives and supporting documentation are present. The content is organized and logical.

Meets ☒

Information is missing or written in a dismissive, uninformative or disorganized manner. Portions of the content appear biased or deceptive.


Relevance of Supporting Documentation

Supporting documentation of activities is informative and used judiciously.

Commend ☐

Supporting documentation is present when needed.

Meets ☒

Additional documentation is missing, irrelevant, redundant, or uninformative.


Evidence of Continuous-Quality Improvement

The program presents thoughtful, viable plans to not only address areas of deficiency, but also to further advance the quality of the program beyond the requirements

of the Standards.

Commend ☐

The program proactively presents plans to address areas where the program is in need of improvement.

Meets ☒

No plans are presented or plans do not appear adequate or viable given the issues and the context of the program.


Organization of the Self-Study Report

All sections of the report are complete and organized or hyper-linked to facilitate finding information, e.g., pages are numbered and sections have labeled or tabbed dividers.

Commend ☐

The reviewer is able to locate a response for each standard and the supporting documentation with minimal difficulty.

Meets ☒

Information appears to be missing or is difficult to find. Sections are not well labeled.



8

Additional Comments on the Self-Study

The self-study process began in 2014 shortly after the release of the draft Standards 2016

in February 2014. The self-study was managed with a project management team

consisting of the director and coordinator of assessment and accreditation. Together,

these two individuals created a plan and assembled a steering committee to manage the

self-study process.

In the 2014-2015 school year, a project timeline and assignments for self-study

subcommittees were sent out to all faculty. Members of the steering committee served as

chairs to each self-study subcommittee, which included faculty, staff, students, and

preceptors. The first task for subcommittees was to provide an in-depth analysis of

strengths and weaknesses of the existing program related to the new standards for their

area of expertise. To assist with the initial assessment, each subcommittee was given a

template for assessing the data needs for each standard that included, the data element,

new or existing data, description of new data or missing data and the person who was

going to be accountable for gathering the data. Action plans were shared at steering

committee meetings and subsequent progress was reported at future meetings.

Several major milestones were identified and accomplished as part of the self-study

process that have improved the quality of the program. First, the College developed a

new strategic plan with assistance from faculty, students, and stakeholders. Second, as

part of the strategic planning process, new educational outcomes were adopted and

assessment metrics were updated. Third, evaluation tools were updated and included

feedback from preceptors, peer schools, and faculty. These milestones have allowed

broad involvement and participation in meeting the demands of the new standards and

developing the self-study.

Initial drafts of each standard were due in April 2016. The accreditation team provided

detailed feedback on every standard. In several instances, content needed to be clarified

or expanded to fulfill what was outlined in the ACPE self-assessment instrument. Existing


9

staff, as well as external editors, were used for second and final drafts. The editing,

organization, and final revisions took approximately six months to complete.

Faculty retreats, which are two-day administrative and faculty development meetings held

each fall, were a great opportunity to report on the progress and workshop various

elements of the self-study. The fall 2015 faculty retreat highlighted affective domain

elements and the need for expanding assessment efforts. The fall 2016 retreat was

especially critical as faculty were split into small groups and asked to evaluate 2-3

standards using the ACPE rubric for purposes of determining a final evaluation (e.g.,

compliant, non-compliant, etc.) for each standard. Groups were also encouraged to

provide editing suggestions, review the data Uploads and appendices, as well as provide

feedback on directions for future quality improvements.

The College solicited feedback regularly throughout the various stages of the self-study

process. Students were solicited for feedback actively during subcommittee participation,

town hall meetings, as well as asked to comment on the final draft of the standard. The

accreditation process was a topic at every faculty meeting for the past two years,

providing a forum for discussion and faculty feedback on various elements of the self-

study.


10

C. Summary of the Evaluation of All ACPE Standards1

Standards Compliant Compliant

with Monitoring

Partially Compliant

Non Compliant

SECTION I: EDUCATIONAL OUTCOMES

1. Foundational Knowledge ☒ ☐ ☐ ☐

2. Essentials for Practice and Care ☒ ☐ ☐ ☐

3. Approach to Practice and Care ☒ ☐ ☐ ☐

4. Personal and Professional Development ☒ ☐ ☐ ☐ SECTION II: STRUCTURE AND PROCESS TO PROMOTE ACHIEVEMENT OF EDUCATIONAL OUTCOMES

5. Eligibility and Reporting Requirements ☐ ☒ ☐ ☐

6. College or School Vision, Mission, and Goals ☒ ☐ ☐ ☐

7. Strategic Plan ☒ ☐ ☐ ☐

8. Organization and Governance ☐ ☒ ☐ ☐

9. Organizational Culture ☒ ☐ ☐ ☐

10. Curriculum Design, Delivery, and Oversight ☒ ☐ ☐ ☐

11. Interprofessional Education (IPE) ☐ ☒ ☐ ☐

12. Pre-Advanced Pharmacy Practice Experiences (Pre-APPE) Curriculum

☒ ☐ ☐ ☐

13. Advanced Pharmacy Practice Experiences (APPE) Curriculum ☒ ☐ ☐ ☐

14. Student Services ☒ ☐ ☐ ☐

15. Academic Environment ☒ ☐ ☐ ☐

16. Admissions ☒ ☐ ☐ ☐

17. Progression ☒ ☐ ☐ ☐

18. Faculty and Staff – Quantitative Factors ☐ ☒ ☐ ☐

19. Faculty and Staff – Qualitative Factors ☒ ☐ ☐ ☐

20. Preceptors ☒ ☐ ☐ ☐

21. Physical Facilities and Educational Resources ☒ ☐ ☐ ☐

22. Practice Facilities ☒ ☐ ☐ ☐

23. Financial Resources ☐ ☒ ☐ ☐

SECTION III: ASSESSMENT OF STANDARDS AND KEY ELEMENTS

24. Assessment Elements for Section I: Educational Outcomes ☐ ☒ ☐ ☐

25. Assessment Elements for Section II: Structure and Process ☐ ☒ ☐ ☐

1 Findings of the Evaluation Team serve as advisory to the ACPE Board of Directors and should not be viewed as an expression of the Board’s determination of compliance or non-compliance with any ACPE accreditation standard.


11

SECTION ONE: EDUCATIONAL OUTCOMES

Standard No. 1: Foundational Knowledge: The professional program leading to the Doctor of Pharmacy degree (hereinafter

“the program”) develops in the graduate the knowledge, skills, abilities, behaviors, and attitudes necessary to apply the foundational sciences to the provision of patient-centered care.

Documentation and Data:

All data and documentation required to assess compliance with this standard was provided by the college or school and reviewed by the evaluation team.

S N.I. U

1.1. Foundational knowledge – The graduate is able to develop, integrate, and apply knowledge from the

foundational sciences (i.e., biomedical, pharmaceutical, social/behavioral/administrative, and clinical sciences) to evaluate the scientific literature, explain drug action, solve therapeutic problems, and advance population health and patient-centered care.

☒ ☐ ☐

Comments on the Standard:

The evaluation team notes that the College has adopted the CAPE 2013

Educational Outcomes, and that this includes a commitment to the

expectations set forth in Standard No. 1, Foundational Knowledge. While no

graduates have yet emerged from the curriculum emanating from Standards

2016, assessment plans relative to the achievement of this outcome are in

place and will be implemented at the appropriate time. Monitoring with respect

to progress in this area will be suggested in Section III under the assessment

standards.

Compliant Compliant with Monitoring Partially Compliant Non Compliant

No factors exist that compromise current compliance; no factors exist that, if not addressed, may compromise future compliance.

• No factors exist that compromise current compliance; factors exist that, if not addressed, may compromise future compliance /or

• Factors exist that compromise current compliance; an appropriate plan exists to address the factors that compromise compliance; the plan has been fully implemented; sufficient evidence already exists that the plan is addressing the factors and will bring the program into full compliance.

Factors exist that compromise current compliance; an appropriate plan exists to address the factors that compromise compliance and it has been initiated; the plan has not been fully implemented and/or there is not yet sufficient evidence that the plan is addressing the factors and will bring the program into compliance.

• Factors exist that compromise current compliance; an appropriate plan to address the factors that compromise compliance does not exist or has not yet been initiated /or

• Adequate information was not provided to assess compliance

☒ Compliant ☐ Compliant with Monitoring ☐ Partially Compliant ☐ Non Compliant


12

Recommended Monitoring:

None recommended.

Standard No. 2: Essentials for Practice and Care: The program imparts to the graduate the knowledge, skills, abilities,

behaviors, and attitudes necessary to provide patient-centered care, manage medication use systems, promote health and wellness, and describe the influence of population-based care on patient-centered care.



S N.I. U

2.1. Patient-centered care – The graduate is able to provide patient-centered care as the medication expert

(collect and interpret evidence, prioritize, formulate assessments and recommendations, implement, monitor and adjust plans, and document activities).

☒ ☐ ☐

2.2. Medication use systems management – The graduate is able to manage patient healthcare needs using

human, financial, technological, and physical resources to optimize the safety and efficacy of medication use systems.

☒ ☐ ☐

2.3. Health and wellness – The graduate is able to design prevention, intervention, and educational strategies for

individuals and communities to manage chronic disease and improve health and wellness. ☒ ☐ ☐

2.4. Population-based care – The graduate is able to describe how population-based care influences patient-

centered care and the development of practice guidelines and evidence-based best practices. ☒ ☐ ☐




expectations set forth in Standard No. 2, Essentials for Practice and Care.

While no graduates have yet emerged from the curriculum emanating from

Standards 2016, assessment plans relative to the achievement of this outcome

are in place and will be implemented at the appropriate time. Monitoring with

respect to progress in this area will be suggested in Section III under the

assessment standards.


13










None recommended.

Standard No. 3: Approach to Practice and Care: The program imparts to the graduate the knowledge, skills, abilities,

behaviors, and attitudes necessary to solve problems; educate, advocate, and collaborate, working with a broad range of people; recognize social determinants of health; and effectively communicate verbally and nonverbally.



S N.I. U

3.1. Problem solving – The graduate is able to identify problems; explore and prioritize potential strategies; and

design, implement, and evaluate a viable solution. ☒ ☐ ☐

3.2. Education – The graduate is able to educate all audiences by determining the most effective and enduring ways

to impart information and assess learning. ☒ ☐ ☐

3.3. Patient advocacy – The graduate is able to represent the patient’s best interests. ☒ ☐ ☐

3.4. Interprofessional collaboration – The graduate is able to actively participate and engage as a healthcare

team member by demonstrating mutual respect, understanding, and values to meet patient care needs. ☒ ☐ ☐

3.5. Cultural sensitivity – The graduate is able to recognize social determinants of health to diminish disparities and

inequities in access to quality care. ☒ ☐ ☐

3.6. Communication – The graduate is able to effectively communicate verbally and nonverbally when interacting

with individuals, groups, and organizations. ☒ ☐ ☐


14




expectations set forth in Standard No. 3, Approach to Practice and Care. While

no graduates have yet emerged from the curriculum emanating from Standards

2016, assessment plans relative to the achievement of this outcome are in

place and will be implemented at the appropriate time. Monitoring with respect

to progress in this area will be suggested in Section III under the assessment

standards.










None recommended.

Standard No. 4: Personal and Professional Development: The program imparts to the graduate the knowledge, skills,

abilities, behaviors, and attitudes necessary to demonstrate self-awareness, leadership, innovation and entrepreneurship, and professionalism.




15

S N.I. U

4.1. Self-awareness – The graduate is able to examine and reflect on personal knowledge, skills, abilities, beliefs,

biases, motivation, and emotions that could enhance or limit personal and professional growth. ☒ ☐ ☐

4.2. Leadership – The graduate is able to demonstrate responsibility for creating and achieving shared goals,

regardless of position. ☒ ☐ ☐

4.3. Innovation and entrepreneurship – The graduate is able to engage in innovative activities by using creative

thinking to envision better ways of accomplishing professional goals. ☒ ☐ ☐

4.4. Professionalism – The graduate is able to exhibit behaviors and values that are consistent with the trust given

to the profession by patients, other healthcare providers, and society. ☒ ☐ ☐




expectations set forth in Standard No. 4, Personal and Professional

Development. While no graduates have yet emerged from the curriculum

emanating from Standards 2016, assessment plans relative to the achievement

of this outcome are in place and will be implemented at the appropriate time.

Monitoring with respect to progress in this area will be suggested in Section III

under the assessment standards.










None recommended.


16

SECTION TWO: STRUCTURE AND PROCESS TO PROMOTE ACHIEVEMENT OF

EDUCATIONAL OUTCOMES

Standard No. 5: Eligibility and Reporting Requirements: The program meets all stated degree-granting eligibility and

reporting requirements.



S N.I. U

5.1. Autonomy – The academic unit offering the Doctor of Pharmacy program is an autonomous unit organized as

a college or school of pharmacy (within a university or as an independent entity). This includes autonomy to manage the professional program within stated policies and procedures, as well as applicable state and federal regulations.

☐ ☒ ☐

5.2. Legal empowerment – The college or school is legally empowered to offer and award the Doctor of Pharmacy

degree. ☒ ☐ ☐

5.3. Dean’s leadership – The college or school is led by a dean, who serves as the chief administrative and academic

officer of the college or school and is responsible for ensuring that all accreditation requirements of ACPE are met. ☒ ☐ ☐

5.4. Regional/institutional accreditation – The institution housing the college or school, or the independent

college or school, has (or, in the case of new programs, is seeking) full accreditation by a regional/institutional accreditation agency recognized by the U.S. Department of Education.

☒ ☐ ☐

5.5. Regional/institutional accreditation actions – The college or school reports to ACPE within 30 days any

issue identified in regional/institutional accreditation actions that may have a negative impact on the quality of the professional degree program and compliance with ACPE standards.

☒ ☐ ☐

5.6. Substantive change – The dean promptly reports substantive changes in organizational structure and/or

processes (including financial factors) to ACPE for the purpose of evaluation of their impact on programmatic quality.

☒ ☐ ☐


The University's regional accreditor is the the Northwest Commission on

Colleges and Universities (NWCCU). The last comprehensive review by

NWCCU was during fall 2014, during which no deficiencies were reported that

negatively impacted the College of Pharmacy. The next NWCCU

comprehensive review is slated for AY2024-2025.

Changes as of August 2016 within ISU’s administrative ranks suggest the

emergence of a new era at ISU. Elevation of the current Provost to Executive

Vice-President and Provost, instillation of a newly created VP for Health

Sciences, and appointment of an Interim-VP for Finance, signal an important

shift within the University. Coupled with the recent announcement of the


17

establishment of a new for-profit medical school (the Idaho College of

Osteopathic Medicine) that will be affiliated with ISU Meridian Health Sciences,

a renewed institutional commitment to health sciences education bodes well

for the College.








☐ Compliant ☒ Compliant with Monitoring ☐ Partially Compliant ☐ Non Compliant


As the ultimate administrative reporting structure for the College to the new

University organization remains to be determined, the evaluation team

recommends monitoring of the finalization of ISU’s realignment and reporting

structures, including a new organizational chart, along with guiding principles

documents for replacing 8-10 faculty retirements that are expected over the next

three years.

Standard No. 6: College or School Vision, Mission, and Goals: The college or school publishes statements of its vision,

mission, and goals.



S N.I. U

6.1. College or school vision and mission – These statements are compatible with the vision and mission of the

university in which the college or school operates. ☒ ☐ ☐


18

6.2. Commitment to educational outcomes – The mission statement is consistent with a commitment to the

achievement of the Educational Outcomes (Standards 1–4). ☒ ☐ ☐

6.3. Education, scholarship, service, and practice – The statements address the college or school’s commitment

to professional education, research and scholarship, professional and community service, pharmacy practice, and continuing professional development.

☒ ☐ ☐

6.4. Consistency of initiatives – All program initiatives are consistent with the college or school’s vision, mission,

and goals. ☒ ☐ ☐

6.5. Subunit goals and objectives alignment – If the college or school organizes its faculty into subunits, the

subunit goals are aligned with those of the college or school. ☒ ☐ ☐


The evaluaton team concurs with the self-study findings that the College’s

mission and vision statements clearly articulate a direction and focus for

College programs, initiatives and activities. The mission enunciates its current

role and responsibilities to the profession and preparation of practitioners. The

vision calls attention to the College’s aspirations for continued progress and

improvement in fulfilling its mission.

Key to the success of the College moving forward is the provision of adequate

support to stabilize and sustain the progress that has been made toward the

achievement of the mission and vision, and continued investment to support

the achievement of the goals and objectives that have been set forth. The

College and the University should work together to ensure that this happens.










19


None recommended.

Standard No. 7: Strategic Plan: The college or school develops, utilizes, assesses, and revises on an ongoing basis a

strategic plan that includes tactics to advance its vision, mission, and goals.



S N.I. U

7.1. Inclusive process – The strategic plan is developed through an inclusive process, including faculty, staff,

students, preceptors, practitioners, and other relevant constituents, and is disseminated in summary form to key stakeholders.

☒ ☐ ☐

7.2. Appropriate resources – Elements within the strategic plan are appropriately resourced and have the support

of the university administration as needed for implementation. ☒ ☐ ☐

7.3. Substantive change planning – Substantive programmatic changes contemplated by the college or school

are linked to its ongoing strategic planning process. ☒ ☐ ☐


The College’s strategic plan was developed and modified to help guide

substantive changes and opportunities, as well as to help manage resources

for their implementation. During 2014-15, numerous stakeholders assisted with

a scheduled revision using the previous strategic plan as a foundation. This

has enabled the College to examine its strengths and weaknesses, capitalizing

on new opportunities while confronting challenges and adapting to a rapidly

changing environment.

The University is committed to the success of the College and its commitment

to implementing the elements of the strategic plan. Several pieces of key and

tangible evidence exist in the form of resources and general philosophical

support that have been provided by the University to support the goals and

objectives set forth in the strategic plan. The evaluation team urges continued

support in similar fashion as the tracking process and subsequent evolution of

the strategic plan continues.


20










None recommended.

Standard No. 8: Organization and Governance: The college or school is organized and staffed to advance its vision and

facilitate the accomplishment of its mission and goals. Documentation and Data:


S N.I. N.I.

8.1. Leadership collaboration – University leadership and the college or school dean collaborate to advance the

program’s vision and mission and to meet ACPE accreditation standards. The dean has direct access to the university administrator(s) with ultimate responsibility for the program.

☐ ☒ ☐

8.2. Qualified dean – The dean is qualified to provide leadership in pharmacy professional education and practice,

research and scholarship, and professional and community service. ☒ ☐ ☐

8.3. Qualified administrative team – The dean and other college or school administrative leaders have credentials

and experience that have prepared them for their respective roles and collectively have the needed backgrounds to effectively manage the educational program.

☐ ☒ ☐

8.4. Dean’s other substantial administrative responsibilities – If the dean is assigned other substantial

administrative responsibilities, the university ensures adequate resources to support the effective administration of the affairs of the college or school.

☒ ☐ ☐

8.5. Authority, collegiality, and resources – The college or school administration has defined lines of authority

and responsibility, fosters organizational unit collegiality and effectiveness, and allocates resources appropriately. ☐ ☒ ☐

8.6. College or school participation in university governance – College or school administrators and faculty are

effectively represented in the governance of the university, in accordance with its policies and procedures. ☒ ☐ ☐


21


The College’s Administrative Council, comprised of key College leaders, meets

weekly to provide input to the Dean regarding policy and decision making, and

to serve as a communictions conduit for the faculty. The evaluation team notes

the effectiveness of the Council in both regards.

A key organizational need for the College is to fill the vacant chair position in

the Department of Biomedical and Pharmaceutical Sciences. Leadership is

needed for this department, and success in this regard is viewed to be key to

subsequent success in faculty recruitment and hiring for current vacant

positions (cf. comments regarding faculty under Standard No. 18 below).

The College’s organizational model is structured to work across multiple

campuses. In this regard, a plan to reorganize to provide more optimal support

to the campuses and to central College functions and activities has been

drafted. The evaluation team views the proposed model positively, as it attends

to needs associated with: Standards 2016; the College’s updated mission,

vision, and strategic plan; the maturation of the three campuses; increasing

efficiencies in assessment; and, the needs of experiential education. The

proposed model focuses on devoting adequate resources to programmatic as

well as overall College of Pharmacy support, while at the same time eliminating

the incongruence of conflicting roles in some current administrative positions

(e.g., responsibilities for both student advocacy and academic discipline

centered in the current Associate Dean positiion). Accordingly, the evaluation

team urges the College to develop a strategic and tactical plan for implementing

the proposed structure, including resource requirements and timelines, for

presentation to and approval by the University.

8.7. Faculty participation in college or school governance – The college or school uses updated, published

documents, such as bylaws, policies, and procedures, to ensure faculty participation in the governance of the college or school.

☒ ☐ ☐

8.8. Systems failures – The college or school has comprehensive policies and procedures that address potential

systems failures, including technical, administrative, and curricular failures. ☒ ☐ ☐

8.9. Alternate pathway equitability* – The college or school ensures that any alternative pathways to the Doctor

of Pharmacy degree are equitably resourced and integrated into the college or school’s regular administrative structures, policies, and procedures, including planning, oversight, and evaluation.

☒ ☐ ☐


22

The faculty and administration are clearly on the same page with respect to the

College’s mission, vision, and strategic plan. In the view of the evaluation team,

the College is coming out of the aforementioned leadership and faculty

transition with a new sense of optimism, with overall morale on the upswing.

This momentum should continue to be supported.










The evaluation team recommends monitoring of progress toward the

implementation of the new organizational structure, and the filling of the

resulting new positions and the current chair vacancy. Monitoring should

include the strategic and tactical plan for implementation, as well as progress

toward attaining the strategic imperatives.

Standard No. 9: Organizational Culture: The college or school provides an environment and culture that promotes self-directed

lifelong learning, professional behavior, leadership, collegial relationships, and collaboration within and across academic units, disciplines, and professions.




23

S N.I. U

9.1. Leadership and professionalism – The college or school demonstrates a commitment to developing

professionalism and to fostering leadership in administrators, faculty, preceptors, staff, and students. Faculty and preceptors serve as mentors and positive role models for students.

☒ ☐ ☐

9.2. Behaviors – The college or school has policies that define expected behaviors for administrators, faculty,

preceptors, staff, and students, along with consequences for deviation from those behaviors. ☒ ☐ ☐

9.3. Culture of collaboration – The college or school develops and fosters a culture of collaboration within

subunits of the college or school, as well as within and outside the university, to advance its vision, mission, and goals, and to support the profession.

☒ ☐ ☐


As noted earlier, the culture and morale throughout the College are improved

since the last evaluation and reporting. A very strong commitment to the

College, the region, and the state are evident throughout the faculty and the

students. College faculty and staff strive to promote the profession through

advancements in lifelong learning, interprofessional collaborations in teaching

and research, and clinical practice. Individual accountability and positive role-

modeling are chief means of cultivating dynamic, evolving relationships and

methods, within the College and beyond. The culture within the College fosters

professionalism and distinguishes itself as a contemporary and innovative

program, providing positive outcomes for healthcare providers and patients

alike.

A unified and harmonious atmosphere exists throughout the College that

fosters collaboration, mutual respect, and integrity among faculty, staff, and

students. This atmosphere extends beyond the College itself to other elements

of the University, particularly the health sciences, where it supports the further

development of interprofessional education, practice, and research

opportunities.


24










None recommended.

Standard No. 10: Curriculum Design, Delivery, and Oversight: The curriculum is designed, delivered, and monitored by

faculty to ensure breadth and depth of requisite knowledge and skills, the maturation of professional attitudes and behaviors, and the opportunity to explore professional areas of interest. The curriculum also emphasizes active learning pedagogy, content integration, knowledge acquisition, skill development, and the application of knowledge and skills to therapeutic decision-making.



S N.I. U

10.1. Program duration – The professional curriculum is a minimum of four academic years of full-time study or the

equivalent. ☒ ☐ ☐

10.2. Curricular oversight – Curricular oversight involves collaboration between faculty and administration. The

body/bodies charged with curricular oversight: (1) are representative of the faculty at large, (2) include student representation, (3) effectively communicate and coordinate efforts with body/bodies responsible for curricular assessment, and (4) are adequately resourced to ensure and continually advance curricular quality.

☒ ☐ ☐

10.3. Knowledge application – Curricular expectations build on a pre-professional foundation of scientific and

liberal studies. The professional curriculum is organized to allow for the logical building of a sound scientific and clinical knowledge base that culminates in the demonstrated ability of learners to apply knowledge to practice.

☒ ☐ ☐

10.4. Skill development – The curriculum is rigorous, contemporary, and intentionally sequenced to promote

integration and reinforcement of content and the demonstration of competency in skills required to achieve the Educational Outcomes articulated in Section I.

☒ ☐ ☐


25

10.5. Professional attitudes and behaviors development – The curriculum inculcates professional attitudes and

behaviors leading to personal and professional maturity consistent with the Oath of the Pharmacist. ☒ ☐ ☐

10.6. Faculty and preceptor credentials/expertise – All courses in the curriculum are taught by individuals with

academic credentials and expertise that are explicitly linked to their teaching responsibilities. ☒ ☐ ☐

10.7. Content breadth and depth – Programs document, through mapping or other comparable methods, the

breadth and depth of exposure to curricular content areas deemed essential to pharmacy education at the doctoral level (Appendices 1 and 2).

☒ ☐ ☐

10.8. Pharmacists’ Patient Care Process – The curriculum prepares students to provide patient-centered collaborative care as described in the Pharmacists’ Patient Care Process model endorsed by the Joint Commission of Pharmacy Practitioners.

☐ ☒ ☐

10.9. Electives – Time is reserved within the core curriculum for elective didactic and experiential education

courses that permit exploration of and/or advanced study in areas of professional interest. ☒ ☐ ☐

10.10. Feedback – The curriculum allows for timely, formative performance feedback to students in both didactic

and experiential education courses. Students are also provided the opportunity to give formative and/or summative feedback to faculty, including preceptors, on their perceptions of teaching/learning effectiveness.

☒ ☐ ☐

10.11. Curriculum review and quality assurance – Curriculum design, delivery, and sequencing are regularly

reviewed and, when appropriate, revised by program faculty to ensure optimal achievement of educational outcomes with reasonable student workload expectations.

☒ ☐ ☐

10.12. Teaching and learning methods – The didactic curriculum is delivered via teaching/learning methods that:

(1) facilitate achievement of learning outcomes, (2) actively engage learners, (3) promote student responsibility for self-directed learning, (4) foster collaborative learning, and (5) are appropriate for the student population (i.e., campus-based vs. distance-based).

☒ ☐ ☐

10.13. Diverse learners – The didactic curriculum incorporates teaching techniques and strategies that address the

diverse learning needs of students. ☒ ☐ ☐

10.14. Course syllabi – Syllabi for didactic and experiential education courses, developed and updated through a

faculty-approved process, contain information that supports curricular quality assurance assessment. ☒ ☐ ☐

10.15. Experiential quality assurance – A quality assurance procedure for all pharmacy practice experiences is

established and implemented to: (1) facilitate achievement of stated course expectations, (2) standardize key components of experiences across all sites offering the same experiential course, and (3) promote consistent assessment of student performance.

☒ ☐ ☐

10.16. Remuneration/employment – Students do not receive payment for participating in curricular pharmacy

practice experiences, nor are they placed in the specific practice area within a pharmacy practice site where they are currently employed.2

☒ ☐ ☐

10.17. Academic integrity* – To ensure the credibility of the degree awarded, the validity of individual student

assessments, and the integrity of student work, the college or school ensures that assignments and examinations take place under circumstances that minimize opportunities for academic misconduct. The college or school ensures the correct identity of all students (including distance students) completing proctored assessments.

☒ ☐ ☐


The Curriculum Committee approaches its role in curricular oversight and

management in a dynamic way, maintaining an ongoing program of

assessment, evaluation, and improvement. Present attention is focused on

making sure the new elements presented in Standards 2016 are given

adequate curricular attention, and that the approaches taken are effective.


26

The College views the curriculum as a tool to develop professionals who

assume responsibility for their own learning and who are committed to the

advancement of pharmacy practice. Primary curricular goals are the

development of a strong foundational knowledge in the biomedical and

pharmaceutical sciences, inculcation of the JCPP drug-related problem-solving

process, and fostering an evidenced-based approach to optimizing

pharmacotherapy and patient health outcomes. To promote standardization

among graduates and ultimately throughout the profession, the College should

clarify the JCPP process as the Pharmacists’ Patient Care Process by name

so that students and ultimately graduates are able to articulate it as such.

In addition to the traditional pathway, the College also has a nontraditional

pathway for pharmacists with a Bachelor of Science degree. This pathway is

being phased out and is no longer taking applications. Other degree options

are the joint Doctor of Pharmacy/Master of Business Administration and Doctor

of Pharmacy/Doctor of Philosophy in Pharmaceutical Sciences. Adequate

support for the joint/combined programs is provided both from within the

College as well as from other University academic units.










None recommended.


27

Standard No. 11: Interprofessional Education (IPE): The curriculum prepares all students to provide entry-level, patient-

centered care in a variety of practice settings as a contributing member of an interprofessional team. In the aggregate, team exposure includes prescribers as well as other healthcare professionals.



S N.I. U

11.1. Interprofessional team dynamics – All students demonstrate competence in interprofessional team

dynamics, including articulating the values and ethics that underpin interprofessional practice, engaging in effective interprofessional communication, including conflict resolution and documentation skills, and honoring interprofessional roles and responsibilities. Interprofessional team dynamics are introduced, reinforced, and practiced in the didactic and Introductory Pharmacy Practice Experience (IPPE) components of the curriculum, and competency is demonstrated in Advanced Pharmacy Practice Experience (APPE) practice settings.

☐ ☒ ☐

11.2. Interprofessional team education – To advance collaboration and quality of patient care, the didactic and

experiential curricula include opportunities for students to learn about, from, and with other members of the interprofessional healthcare team. Through interprofessional education activities, students gain an understanding of the abilities, competencies, and scope of practice of team members. Some, but not all, of these educational activities may be simulations.

☐ ☒ ☐

11.3. Interprofessional team practice – All students competently participate as a healthcare team member in

providing direct patient care and engaging in shared therapeutic decision-making. They participate in experiential educational activities with prescribers/student prescribers and other student/professional healthcare team members, including face-to-face interactions that are designed to advance interprofessional team effectiveness.

☐ ☒ ☐


The College has developed a multifaceted plan for Interprofessional Educaion

(IPE) that is integrated throughout the curriculum. The plan involves the

cooperation of other health programs at the University within the Kasiska

Division of Health Sciences (KDHS - physician assistant, physical therapy,

occupational therapy, nursing). The plan and its implementation across all

programs have the strong support of the new VP for Health Sciences.

Resource needs for IPE within KDHS should be further identified and

addressed. The evaluation team urges the reinforcement of IPE as a

University/KDHS priority with appropriate support.

The College is urged to take further advantage of involving medical students

and physicians in IPE via participation in the WWAMI consortium (Washington,

Wyoming, Alaska, Montana, Idaho), which provides a base for medical

education for instutions that do not have a medical school on campus. WWAMI


28

resources already in place should be available for access as the University is

a member of the consortium.

Students do receive good IPE experiences during APPE, with medical students

and physicians as well as other prescribers and non-prescribing health

professionals. Emphasis should continue to focus on the development of IPE

in pre-APPE curriculum across all three campuses.

With the addition of the Alaska site, interprofessional opportunities are available

to collaborate with Alaska Native Health Consortium, which is strongly founded

in principles of IPE. UAA also offers an interprofessional health science

simulation center and the Institute for Healthcare Improvement Open School

for Health Professions. Collaboration with the Alaska WWAMI will provide IPE

activities with medical students on the UAA campus. Available distance

education delivery systems should make this access to medical students

available to students in Pocatello and Meridian as well.










Monitoring should follow the continued development of IPE throughout the

curriculum (both pre-APPE and APPE). This should include updates regarding

IPE plans and how they will be resourced and implemented across all three


29

campuses. Also, as noted by the College, and based on Kirkpatrick’s four-level

educational outcomes, students are at reaction stage one showing

interprofessional learning opportunities are well received. As the goal is for IPE

to transition beyond satisfaction to cognition and then behavioral demonstration

and performance assessment, the College should provide updates regarding

progress towards these goals.

Standard No. 12: Pre-Advanced Pharmacy Practice Experience (Pre-APPE) Curriculum: The Pre-APPE curriculum

provides a rigorous foundation in the biomedical, pharmaceutical, social/administrative/behavioral, and clinical sciences, incorporates Introductory Pharmacy Practice Experience (IPPE), and inculcates habits of self-directed lifelong learning to prepare students for Advanced Pharmacy Practice Experience (APPE).



S N.I. U

12.1. Didactic curriculum – The didactic portion of the Pre-APPE curriculum includes rigorous instruction in all

sciences that define the profession (see Appendix 1). Appropriate breadth and depth of instruction in these sciences is documented regardless of curricular model employed (e.g., blocked, integrated, traditional ‘stand-alone’ course structure, etc.).

☒ ☐ ☐

12.2. Development and maturation – The Pre-APPE curriculum allows for the development and maturation of the

knowledge, skills, abilities, attitudes, and behaviors that underpin the Educational Outcomes articulated in Standards 1–4 and within Appendices 1 and 2.

☒ ☐ ☐

12.3. Affective domain elements – Curricular and, if needed, co-curricular activities and experiences are

purposely developed and implemented to ensure an array of opportunities for students to document competency in the affective domain-related expectations of Standards 3 and 4. Co-curricular activities complement and advance the learning that occurs within the formal didactic and experiential curriculum.

☒ ☐ ☐

12.4. Care across the lifespan – The Pre-APPE curriculum provides foundational knowledge and skills that allow

for care across the patient’s lifespan. ☒ ☐ ☐

12.5. IPPE expectations – IPPEs expose students to common contemporary U.S. practice models, including

interprofessional practice involving shared patient care decision-making, professional ethics and expected behaviors, and direct patient care activities. IPPEs are structured and sequenced to intentionally develop in students a clear understanding of what constitutes exemplary pharmacy practice in the U.S. prior to beginning APPE.

☒ ☐ ☐

12.6. IPPE duration – IPPE totals no less than 300 clock hours of experience and is purposely integrated into the

didactic curriculum. A minimum of 150 hours of IPPE are balanced between community and institutional health-system settings.

☒ ☐ ☐

12.7. Simulation for IPPE – Simulated practice experiences (a maximum of 60 clock hours of the total 300 hours)

may be used to mimic actual or realistic pharmacist-delivered patient care situations. However, simulation hours do not substitute for the 150 clock hours of required IPPE time in community and institutional health-system settings. Didactic instruction associated with the implementation of simulated practice experiences is not counted toward any portion of the 300 clock hour IPPE requirement.

☒ ☐ ☐


30


The Pre-APPE curriculum provides a strong foundational knowledge base in

the biomedical, pharmaceutical, and clinical sciences. This includes a drug-

related problem-based learning (PBL) course sequence that fosters an

evidenced-based approach for providing appropriate pharmacotherapy and

ensuring optimal patient health outcomes. Pre-pharmacy coursework prepares

students to receive further instruction in the pharmaceutical sciences

(pharmaceutics, pharmacokinetics, clinical sciences, etc.) that is carefully

coordinated and sequenced to build upon prior knowledge and skills. The

pharmacy pre-APPE curriculum is delivered using an amalgam of formats

including sequenced courses, integrated modules, small group case-based

recitations, practice labs, reflection exercises, and stand-alone courses.

The College utilizes a three-part IPPE in the pre-APPE curriculum. Presently,

there is no use of simulation in IPPE. The College should continue to evaluate

and optimize IPPE (e.g., where placed in the curriculum) as a part of its ongoing

curricular improvement efforts.










None recommended.


31

Standard No. 13: Advanced Pharmacy Practice Experience (APPE) Curriculum: A continuum of required and elective

APPEs is of the scope, intensity, and duration required to support the achievement of the Educational Outcomes articulated in Standards 1–4 and within Appendix 2 to prepare practice-ready graduates. APPEs integrate, apply, reinforce, and advance the knowledge, skills, attitudes, abilities, and behaviors developed in the Pre-APPE curriculum and in co-curricular activities.



S N.I. U

13.1. Patient care emphasis – Collectively, APPEs emphasize continuity of care and incorporate acute, chronic,

and wellness-promoting patient-care services in outpatient (community/ambulatory care) and inpatient (hospital/health system) settings.

☒ ☐ ☐

13.2. Diverse populations – In the aggregate, APPEs expose students to diverse patient populations as related to

age, gender, race/ethnicity, socioeconomic factors (e.g., rural/urban, poverty/affluence), and disease states) ☒ ☐ ☐

13.3. Interprofessional experiences – In the aggregate, students gain in-depth experience in delivering direct

patient care as part of an interprofessional team. ☐ ☒ ☐

13.4. APPE duration – The curriculum includes no less than 36 weeks (1440 hours) of APPE. All students are

exposed to a minimum of 160 hours in each required APPE area. The majority of APPE is focused on direct patient care.

☒ ☐ ☐

13.5. Timing – APPEs follow successful completion of all IPPE and required didactic curricular content. Required

capstone courses or activities that provide opportunity for additional professional growth and insight are allowed during or after completion of APPEs. These activities do not compromise the quality of the APPEs, nor count toward the required 1440 hours of APPE.

☒ ☐ ☐

13.6. Required APPE – Required APPEs occur in four practice settings: (1) community pharmacy; (2) ambulatory

patient care; (3) hospital/health system pharmacy; and (4) inpatient general medicine patient care. ☒ ☐ ☐

13.7. Elective APPE – Elective APPEs are structured to give students the opportunity to: (1) mature professionally,

(2) secure the breadth and depth of experiences needed to achieve the Educational Outcomes articulated in Standards 1–4, and (3) explore various sectors of practice.

☒ ☐ ☐

13.8. Geographic restrictions – Required APPEs are completed in the United States or its territories or

possessions. All quality assurance expectations for U.S.-based experiential education courses apply to elective APPEs offered outside of the U.S.

☒ ☐ ☐


The College clearly meets the expectations of this standard in terms of the

required core APPE as augmented by elective APPE opportunities. Of

particular note are electives that directly address some of the key elements of

the College’s mission, such as rural healthcare and pharmacy practice.

Continued efforts to develop IPE within the APPE are encouraged. Particular

attention in this regard will need to be focused at the Alaska campus as the first

students at this branch move toward their APPE. Adequate resources will also

be necessary as the Alaska campus continues the ongoing process of APPE

preceptor site recruitment, evaluation, and training.


32










None recommended.

Standard No. 14: Student Services: The college or school has an appropriately staffed and resourced organizational element

dedicated to providing a comprehensive range of services that promote student success and well-being.



S N.I. U

14.1. FERPA – The college or school has an ordered, accurate, and secure system of student records in

compliance with the Family Educational Rights and Privacy Act (FERPA). Student services personnel and faculty are knowledgeable regarding FERPA law and its practices.

☒ ☐ ☐

14.2. Financial aid – The college or school provides students with financial aid information and guidance by

appropriately trained personnel. ☒ ☐ ☐

14.3. Healthcare – The college or school offers students access to adequate health and counseling services.

Appropriate immunization standards are established, along with the means to ensure that such standards are satisfied.

☒ ☐ ☐

14.4. Advising – The college or school provides academic advising, curricular and career-pathway counseling, and

information on post-graduate education and training opportunities adequate to meet the needs of its students. ☒ ☐ ☐

14.5. Nondiscrimination – The college or school establishes and implements student service policies that ensure

nondiscrimination as defined by state and federal laws and regulations. ☒ ☐ ☐

14.6. Disability accommodation – The college or school provides accommodations to students with documented

disabilities that are determined by the university Disability Office (or equivalent) to be reasonable, and provides support to faculty in accommodating disabled students.

☒ ☐ ☐


33

14.7. Student services access* – The college or school offering multiple professional degree programs (e.g.,

PharmD/MPH) or pathways (campus and distance pathways) ensures that all students have equitable access to a comparable system of individualized student services (e.g., tutorial support, faculty advising, counseling, etc.).

☒ ☐ ☐


Strong and competent support for student service needs is provided at both the

College and University levels. College and University student services

personnel communicate well and cooperate effectively.

Adequate support for student service needs is provided effectively at all three

campuses, again through a combination of on-site and centrally supported

services. Attention will need to be focused on ensuring that this continues to

be the case at the Alaska campus as a full complement of students is enrolled

over the coming years.










None recommended.


34

Standard No. 15: Academic Environment: The college or school develops, implements, and assesses its policies and

procedures that promote student success and well-being.



S N.I. U

15.1. Student information – The college or school produces and makes available to enrolled and prospective

students updated information of importance, such as governance documents, policies and procedures, handbooks, and catalogs.

☒ ☐ ☐

15.2. Complaints policy – The college or school develops, implements, and makes available to students a

complaints policy that includes procedures for how students may file complaints within the college or school and also directly to ACPE regarding their college or school’s adherence to ACPE standards. The college or school maintains a chronological record of such student complaints, including how each complaint was resolved.

☒ ☐ ☐

15.3. Student misconduct – The college or school develops and implements policies regarding academic and non-

academic misconduct of students that clearly outline the rights and responsibilities of, and ensures due process for, all parties involved.

☒ ☐ ☐

15.4. Student representation – The college or school considers student perspectives and includes student

representation, where appropriate, on committees, in policy-development bodies, and in assessment and evaluation activities.

☒ ☐ ☐

15.5. Distance learning policies* – For colleges and schools offering distance learning opportunities, admissions

information clearly explains the conditions and requirements related to distance learning, including full disclosure of any requirements that cannot be completed at a distance.

☒ ☐ ☐


The required policy and complaints retention file are in place, fully meeting the

expectations of this standard.

The on-site evaluation team reviewed all complaints (one) received by ACPE

against the program since the program’s last comprehensive review.

The evaluation team notes the College’s plans to grow capacity regarding ADA

accommodations (largely supported by ISU and UAA). This should include

addressing the need to look toward standardizing the process for identifying

accommodation needs, as it was noted that institutions sometimes differ in their

procedures (e.g., ISU vs. UAA).


35










None recommended.

Standard No. 16: Admissions: The college or school develops, implements, and assesses its admission criteria, policies, and

procedures to ensure the selection of a qualified and diverse student body into the professional degree program.



S N.I. U

16.1. Enrollment management – Student enrollment is managed by college or school administration. Enrollments

are in alignment with available physical, educational, financial, faculty, staff, practice site, preceptor, and administrative resources.

☒ ☐ ☐

16.2. Admission procedures – A duly constituted committee of the college or school has the responsibility and

authority for the selection of students to be offered admission. Admission criteria, policies, and procedures are not compromised regardless of the size or quality of the applicant pool.

☒ ☐ ☐

16.3. Program description and quality indicators – The college or school produces and makes available to the

public, including prospective students: (1) a complete and accurate description of the professional degree program; (2) the program’s current accreditation status; and (3) ACPE-required program performance information including on-time graduation rates and most recent NAPLEX first-attempt pass rates.

☒ ☐ ☐

16.4. Admission criteria – The college or school sets performance expectations for admission tests, evaluations,

and interviews used in selecting students who have the potential for success in the professional degree program and the profession. Applicant performance on admission criteria is documented; and the related records are maintained by the college or school as per program/university requirements.

☒ ☐ ☐

16.5. Admission materials – The college or school produces and makes available to prospective students the

criteria, policies, and procedures for admission to the professional degree program. Admission materials clearly state academic expectations, required communication skills, types of personal history disclosures that may be required, and professional and technical standards for graduation.

☒ ☐ ☐


36

16.6. Written and oral communication assessment – Written and oral communication skills are assessed in a

standardized manner as part of the admission process. ☒ ☐ ☐

16.7. Candidate interviews – Standardized interviews (in-person, telephonic, and/or computer-facilitated) of

applicants are conducted as a part of the admission process to assess affective domain characteristics (i.e., the Personal and Professional Development domain articulated in Standard 4).

☒ ☐ ☐

16.8. Transfer and waiver policies – A college or school offering multiple professional degree programs, or

accepting transfer students from other schools or colleges of pharmacy, establishes and implements policies and procedures for students who request to transfer credits between programs. Such policies and procedures are based on defensible assessments of course equivalency. A college or school offering multiple pathways to a single degree has policies and procedures for students who wish to change from one pathway to another.

☒ ☐ ☐


The evaluation team notes the strength of the applicant pool for all three

loctions. While only seven students were enrolled in the first class in Alaska,

particular interest exists going forward such that Anchorage will likely achieve

its enrollment goal of 15 students per class.

The College has reinstituted the PCAT as an admission criterion for fall 2017.

This is to provide an additional discriminator to the overall application process

(NOTE: The College does not participate in PharmCAS).

The College accepts transfer students. Details regarding the transfer policy

and procedures are readily available in the ISU Student Handbook to those

seeking admission to the program.

A review of program materials, the College's website, and conversations with

students during the comprehensive on-site evaluation revealed that the College

is in compliance with the expectations of this standard.


37










None recommended.

Standard No. 17: Progression: The college or school develops, implements, and assesses its policies and procedures

related to student progression through the PharmD program. Documentation and Data:


S N.I. U

17.1. Progression policies – The college or school creates, makes available to students and prospective students,

and abides by criteria, policies, and procedures related to:

1. Academic progression ☒ ☐ ☐

2. Remediation ☒ ☐ ☐

3. Missed course work or credit ☒ ☐ ☐

4. Academic probation ☒ ☐ ☐

5. Academic dismissal ☒ ☐ ☐

6. Dismissal for reasons of misconduct ☒ ☐ ☐

7. Readmission ☒ ☐ ☐

8. Leaves of absence ☒ ☐ ☐

9. Rights to due process ☒ ☐ ☐

10. Appeal mechanisms (including grade appeals) ☒ ☐ ☐


38

17.2. Early intervention – The college or school’s system of monitoring student performance provides for early

detection of academic and behavioral issues. The college or school develops and implements appropriate interventions that have the potential for successful resolution of the identified issues.

☒ ☐ ☐


The College reported in the self-study that one episodic progression issue

occurred with the fall 2014 class in the P1 physiology course. This issue was

contained and dealt with and has not recurred. Otherwise, progression of

students through the program at expected levels has occurred.

As noted earlier, an early warning system has been instituted to identify

students who may be at academic risk in any given course. This system

includes a remediation policy and procedure that supports the ability of the

College to help keep students on track in terms of their progression through the

program.

Compliant Compliant with Monitoring Partially Compliaint Non Compliant









None recommended.


39

Standard No. 18: Faculty and Staff—Quantitative Factors: The college or school has a cohort of faculty and staff with the

qualifications and experience needed to effectively deliver and evaluate the professional degree program.



S N.I. U

18.1. Sufficient faculty – The college or school has a sufficient number of faculty members to effectively address

the following programmatic needs:

11. Teaching (didactic, simulation, and experiential) ☐ ☒ ☐

12. Professional development ☐ ☒ ☐

13. Research and other scholarly activities ☐ ☒ ☐

14. Assessment activities ☐ ☒ ☐

15. College/school and/or university service ☒ ☐ ☐

16. Intraprofessional and interprofessional collaboration ☐ ☒ ☐

17. Student advising and career counseling ☒ ☐ ☐

18. Faculty mentoring ☐ ☒ ☐

19. Professional service ☒ ☐ ☐

20. Community service ☒ ☐ ☐

21. Pharmacy practice ☒ ☐ ☐

22. Responsibilities in other academic programs (if applicable) ☒ ☐ ☐

23. Support of distance students and campus(es) (if applicable)* ☒ ☐ ☐

18.2. Sufficient staff – The college or school has a sufficient number of staff to effectively address the following

programmatic needs:

Student and academic affairs-related services, including recruitment and admission ☒ ☐ ☐

Experiential education ☒ ☐ ☐

Assessment activities ☒ ☐ ☐

Research administration ☒ ☐ ☐

Laboratory maintenance ☒ ☐ ☐

Information technology infrastructure ☒ ☐ ☐

Pedagogical and educational technology support ☒ ☐ ☐

Teaching assistance ☐ ☒ ☐

General faculty and administration clerical support ☒ ☐ ☐

Support of distance students and campus(es) (if applicable)* ☒ ☐ ☐


40


The evaluation team notes that a number of faculty vacancies exist, particularly

including the Chair of the Department of Biomedical and Pharmaceutical

Sciences. Recruitment of a new chair and faculty to fill existing vacancies is

underway and will hopefully yield positive results in the near future.

Attention and support should be devoted to recruiting senior faculty in the

pharmaceutical sciences, where possible, to support mentoring needs for

existing junior faculty.

The evaluation team notes the College’s plans to expand the number of faculty

in Anchorage. This is viewed to be a positive goal, particularly as a full

complement of students on the Alaska branch campus is enrolled.

The evaluaton team acknowledges the recruitment challenges faced by the

College including, in particular, its location (especially Pocatello) and the

available research infrastructure (although improving with further potential).

Accordingly, the College’s efforts to be successful in faculty recruitment and

hiring should be appropriately supported.

The College should assess need for additional faculty and/or staff (particularly

to support student services and experiential education) as full enrollment is

realized and as its goals for further development are pursued.










41


The evaluation team recommends monitoring of the status of faculty hiring,

including the Chair of the Department of Biomedical and Pharmaceutical

Sciences, and the College’s assessment of the need for additional faculty and

support staff. This assessment of need should also reflect new and existing

faculty teaching obligations outside of the College of Pharmacy as well.

Standard No. 19: Faculty and Staff—Qualitative Factors: Faculty and staff have academic and professional credentials and

expertise commensurate with their responsibilities to the professional program and their academic rank.



S N.I. U

19.1. Educational effectiveness – Faculty members have the capability and demonstrate a continuous

commitment to be effective educators and are able to effectively use contemporary educational techniques to promote student learning in all offered pathways.

☒ ☐ ☐

19.2. Scholarly productivity – The college or school creates an environment that both requires and promotes

scholarship and also develops mechanisms to assess both the quantity and quality of faculty scholarly productivity. ☐ ☒ ☐

19.3. Service commitment – In the aggregate, faculty engage in professional, institutional, and community service

that advances the program and the profession of pharmacy. ☒ ☐ ☐

19.4. Practice understanding – Faculty members, regardless of their discipline, have a conceptual understanding

of and commitment to advancing current and proposed future pharmacy practice. ☒ ☐ ☐

19.5. Faculty/staff development – The college or school provides opportunities for career and professional

development of its faculty and staff, individually and collectively, to enhance their role-related skills, scholarly productivity, and leadership.

☒ ☐ ☐

19.6. Policy application – The college or school ensures that policies and procedures for faculty and staff

recruitment, performance review, promotion, tenure (if applicable), and retention are applied in a consistent manner. ☒ ☐ ☐


Faculty development, in general, receives good support from the College and

the University. As noted above relative to the need for more senior faculty,

more attention needs to be focused on mentoring for new and junior faculty to

improve their professional development and the ability to be successful in

promotion and tenure.


42










None recommended.

Standard No. 20: Preceptors: The college or school has a sufficient number of preceptors (practice faculty or external

practitioners) to effectively deliver and evaluate students in the experiential component of the curriculum. Preceptors have professional credentials and expertise commensurate with their responsibilities to the professional program.



S N.I. U

20.1. Preceptor criteria – The college or school makes available and applies quality criteria for preceptor

recruitment, orientation, performance, and evaluation. The majority of preceptors for any given student are U.S. licensed pharmacists.

☒ ☐ ☐

20.2. Student-to-preceptor ratio – Student to precepting pharmacist ratios allow for the individualized mentoring

and targeted professional development of learners. ☒ ☐ ☐

20.3. Preceptor education and development – Preceptors are oriented to the program’s mission, the specific

learning expectations for the experience outlined in the syllabus, and effective performance evaluation techniques before accepting students. The college or school fosters the professional development of its preceptors commensurate with their educational responsibilities to the program.

☒ ☐ ☐

20.4. Preceptor engagement – The college or school solicits the active involvement of preceptors in the

continuous quality improvement of the educational program, especially the experiential component. ☒ ☐ ☐

20.5. Experiential education administration – The experiential education component of the curriculum is led by a

pharmacy professional with knowledge and experience in experiential learning. The experiential education program is supported by an appropriate number of qualified faculty and staff.

☒ ☐ ☐


43


The College enjoys strong support from a broad array of volunteer practitioner

preceptors who participate in the experiential education portions of the

curriculum. Preceptors report mutual strong support from the College in terms

of their training and development, as well as good communications and

sensitivity to their needs. The College’s new process for Preceptor Site Visit

Quality Assurance should further enhance this ongoing support.

The evaluation team notes the additional attention that the College has placed

on preceptor development for IPPE in Alaska, as these preceptors have had

limited exposure to the early experiences. Support for this important training

and development should be continued.










None recommended.

Standard No. 21: Physical Facilities and Educational Resources: The college or school has adequate and appropriately

equipped physical and educational facilities to achieve its mission and goals.




44

S N.I. U

21.1. Physical facilities – The college or school’s physical facilities (or the access to other facilities) meet legal and

safety standards, utilize current educational technology, and are clean and well maintained. ☒ ☐ ☐

21.2. Physical facilities’ attributes – The college or school’s physical facilities also include adequate: ☒ ☐ ☐

Faculty office space with sufficient privacy to permit accomplishment of responsibilities ☒ ☐ ☐

Space that facilitates interaction of administrators, faculty, students, and interprofessional collaborators ☒ ☐ ☐

Classrooms that comfortably accommodate the student body and that are equipped to allow for the use of required technology

☒ ☐ ☐

Laboratories suitable for skills practice, demonstration, and competency evaluation ☒ ☐ ☐

Access to educational simulation capabilities ☒ ☐ ☐

Faculty research laboratories with well-maintained equipment including research support services within the college or school and the university

☐ ☒ ☐

Animal facilities that meet care regulations (if applicable) ☐ ☒ ☐

Individual and group student study space and student meeting facilities ☒ ☐ ☐

21.3. Educational resource access – The college or school makes available technological access to current

scientific literature and other academic and educational resources by students, faculty, and preceptors. ☒ ☐ ☐

21.4 Librarian expertise access – The college or school has access to librarian resources with the expertise

needed to work with students, faculty, and preceptors on effective literature and database search and retrieval strategies.

☒ ☐ ☐


The evaluation team notes the strength of the physical facilities provided to the

College in all three locations in terms of teaching, research, office, and student

space.

The evaluation team acknowledges that the College presently has access to a

shared campus vivarium facility, and that consideration is being given to closing

this valuable research resource. Accordingly, the evaluation team strongly

urges the University to maintain an adequate vivarium facility due to its impact

on faculty research capabilities. This also extends to the ability to recruit and

retain faculty in the pharmaceutical sciences who will be critical to the delivery

of the PharmD program and the achievement of the research element of the

College’s mission.


45










None recommended.

Standard No. 22: Practice Facilities: The college or school has the appropriate number and mix of facilities in which required

and elective practice experiences are conducted to accommodate all students. Practice sites are appropriately licensed and selected based on quality criteria to ensure the effective and timely delivery of the experiential component of the curriculum.



S N.I. U

22.1. Quality criteria – The college or school employs quality criteria for practice facility recruitment and selection,

as well as setting forth expectations and evaluation based on student opportunity to achieve the required Educational Outcomes as articulated in Standards 1–4.

☒ ☐ ☐

22.2. Affiliation agreements – The college or school secures and maintains signed affiliation agreements with the

practice facilities it utilizes for the experiential component of the curriculum. At a minimum, each affiliation agreement ensures that all experiences are conducted in accordance with state and federal laws.

☒ ☐ ☐

22.3. Evaluation – Practice sites are regularly evaluated. Quality enhancement initiatives and processes are

established, as needed, to improve student learning outcomes. ☒ ☐ ☐


The College has formal affiliations with a broad array of pharmacy practice sites

that are both quantitatively and qualitatively adequate to support the IPPE and


46

APPE portions of the curriculum. The preceptors at these sites are strongly

committed to supporting the College and its students.

Support for preceptor development and training from the College is good, as

are communications with the College’s experiential education management

staff. The evaluation team notes in particular a variety of procedural changes

regarding experiential education that have resulted in improvements. The

College’s new process for Preceptor Site Visit Quality Assurance should be

adequately resourced.










None recommended.

Standard No. 23: Financial Resources: The college or school has current and anticipated financial resources to support the

stability of the educational program and accomplish its mission, goals, and strategic plan.




47

S N.I. U

23.1. Enrollment support – The college or school ensures that student enrollment is commensurate with

resources. ☒ ☐ ☐

23.2. Budgetary input – The college or school provides input into the development and operation of a budget that

is planned, executed, and managed in accordance with sound and accepted business practices. ☒ ☐ ☐

23.3. Revenue allocation – Tuition and fees for pharmacy students are not increased to support other educational

programs if it compromises the quality of the professional program. ☒ ☐ ☐

23.4. Equitable allocation – The college or school ensures that funds are sufficient to maintain equitable facilities

(commensurate with services and activities) across all program pathways. ☒ ☐ ☐


To date, the College has received strong financial support from the University,

and is viewed to be a good steward of its financial resources. The evaluation

team notes concern about potential budget cuts facing the University (perhaps

as much as 20%) and the potential corresponding impact on the PharmD

program. Accordingly, the College is urged to make appropriate contingency

plans as further details regarding budget cuts are made available.










The evaluation team recommends that the status and impact of Univesity

finances and potential budget cuts on the College and the PharmD program be

monitored. This will be especially important as the College moves forward to


48

fill the new and existing administrative, faculty, and staff positions necessary to

appropriately support the College’s day-to-day operations and overall mission.


49

SECTION THREE: ASSESSMENT OF STANDARDS AND KEY ELEMENTS

Standard No. 24: Assessment Elements for Section I: Educational Outcomes: The college or school develops, resources,

and implements a plan to assess attainment of educational outcomes to ensure that graduates are prepared to enter practice.



S N.I. U

24.1. Formative and summative assessment – The assessment plan incorporates systematic, valid, and reliable

knowledge-based and performance-based formative and summative assessments. ☒ ☐ ☐

24.2. Standardized and comparative assessments – The assessment plan includes standardized assessments

as required by ACPE (see Appendix 3) that allow for national comparisons and college- or school-determined peer comparisons.

☒ ☐ ☒

24.3. Student achievement and readiness – The assessment plan measures student achievement at defined

levels of the professional competencies that support attainment of the Educational Outcomes in aggregate and at the individual student level. In addition to college/school desired assessments, the plan includes an assessment of student readiness to:

☐ ☒ ☐

Enter advanced pharmacy practice experiences ☒ ☐ ☐

Provide direct patient care in a variety of healthcare settings ☒ ☐ ☐

Contribute as a member of an interprofessional collaborative patient care team ☒ ☐ ☐

24.4. Continuous improvement – The college or school uses the analysis of assessment measures to improve

student learning and the level of achievement of the Educational Outcomes. ☒ ☐ ☐


The College is moving to using ExamSoft as an improved tool for student

evaluation and assessment. This will also provide better support for focused

remediation.

The College is embarking on assessments pertaining to Standard Nos. 1-4 as

students progress through program and experience the curricular changes that

have been implemented.

The evaluation team notes the College’s annual Assessment Report as a good

and useful compilation of assessment data gathered over the year along with

suggested action steps resulting therefrom. In this regard, support for engaging

the various action steps suggested should be provided.


50

The evaluation team notes the use of curricular innovation (PBL), as well as

the various formative and summative assessments utilized throughout the

program including OSCE-like activities (especially in case studies) that

contribute to a culture of programmatic assessment and provide data to be

utilized for programmatic improvement.










Programmatic outcomes pursuant to changes made in accord with Standards

2016 should be monitored as students progress through the modified

curriculum.

Standard No. 25: Assessment Elements for Section II: Structure and Process: The college or school develops, resources,

and implements a plan to assess attainment of the Key Elements within Standards 5–23.



S N.I. U

25.1. Assessment of organizational effectiveness – The college or school’s assessment plan is designed to

provide insight into the effectiveness of the organizational structure in engaging and uniting constituents and positioning the college or school for success through purposeful planning.

☒ ☐ ☐

25.2. Program evaluation by stakeholders – The assessment plan includes the use of data from AACP

standardized surveys of graduating students, faculty, preceptors, and alumni. ☒ ☐ ☐


51

25.3. Curriculum assessment and improvement – The college or school systematically assesses its curricular

structure, content, organization, and outcomes. The college or school documents the use of assessment data for continuous improvement of the curriculum and its delivery.

☒ ☐ ☐

25.4. Faculty productivity assessment – The college or school systematically assesses the productivity of its

faculty in scholarship, teaching effectiveness, and professional and community service. ☒ ☐ ☐

25.5. Pathway comparability* – The assessment plan includes a variety of assessments that will allow comparison

and establishment of educational parity of alternative program pathways to degree completion, including geographically dispersed campuses and online or distance learning-based programs.

☒ ☐ ☐

25.6. Interprofessional preparedness – The college or school assesses the preparedness of all students to

function effectively and professionally on an interprofessional healthcare team. ☒ ☐ ☐

25.7. Clinical reasoning skills – Evidence-based clinical reasoning skills, the ability to apply these skills across the

patient’s lifespan, and the retention of knowledge that underpins these skills, are regularly assessed throughout the curriculum.

☒ ☐ ☐

25.8. APPE preparedness – The Pre-APPE curriculum leads to a defined level of competence in professional

knowledge, knowledge application, patient and population-based care, medication therapy management skills, and the attitudes important to success in the advanced experiential program. Competence in these areas is assessed prior to the first APPE.

☐ ☒ ☐

25.9. Admission criteria – The college or school regularly assesses the criteria, policies, and procedures to ensure

the selection of a qualified and diverse student body, members of which have the potential for academic success and the ability to practice in team-centered and culturally diverse environments.

☒ ☐ ☐


The College’s annual Assessment Report documents a variety of assessments

of structural and process elements related to the PharmD program as well as

other College activities.










52


The College’s annual Assessment Report should be monitored as

documentation of the impact and success of changes made, particularly

pertaining to organizational structure and effectiveness and the achievement

of strategic goals and objectives set forth.


53

APPENDIX I: EVALUATION TEAM VISIT SCHEDULE


54


55


56


57


58

APPENDIX II: FACULTY ADDENDUM

KEY UNIVERSITY ADMINISTRATION

President/Chancellor: Arthur C. Vailas, PhD, President Provost/Academic Affairs Officer: Laura Woodworth-Ney,PhD, Provost and Vice

President for Academic Affairs Vice President for Health Sciences: Rex Force, PharmD

KEY COLLEGE/SCHOOL OFFICERS

Pocatello, Idaho Dean: Paul S. Cady, PhD, RPh, Dean & Professor Associate Dean(s): Catherine Cashmore, Pharm D, Associate Professor & Associate

Dean Rex Force, Pharm D, Professor & Associate Dean for Clinical

Research

Assistant Dean(s): Tracy Pettinger, PharmD, Clinical Associate Professor & Assistant

Dean for Experiential Education-Pocatello Anchorage, Alaska Assistant Dean(s): Tom Wadsworth, PharmD, Clinical Assistant Professor & Assistant

Dean for Alaska Programs Meridian, Idaho Associate Dean(s): Robin Dodson, PhD, Professor & Associate Dean for Program

Development Assistant Dean(s): Kevin Cleveland, PharmD, Associate Professor & Assistant Dean

for Experiential Education-Meridian


59

FACULTY

Biomedical and Pharmaceutical Sciences Chair: Vacant

Pocatello, Idaho Full-Time: Jim Lai, Professor, Biomedical & Pharmaceutical Sciences, PhD

Rob Myers, Assistant Professor, Biomedical & Pharmaceutical Sciences, PhD

Meridian, Idaho Full-Time: Jaime Bastian, Assistant Professor, Biomedical & Pharmaceutical Sciences, PharmD

Robin Dodson, Professor & Associate Dean for Program Development, Biomedical &

Pharmaceutical Sciences, PhD

Chris Downing, Assistant Professor, Biomedical & Pharmaceutical Sciences, PhD

Kirk Hevener, Assistant Professor & Graduate Program Coordinator, Biomedical &

Pharmaceutical Sciences, PharmD, PhD

Todd Talley, Assistant Professor, Biomedical & Pharmaceutical Sciences, PhD

Dong Xu, Assistant Professor, Biomedical & Pharmaceutical Sciences, PhD

Pharmacy Practice and Administrative Sciences

Chair:Christopher Owens

Pocatello, Idaho Full-Time: Brooke Bautista, Clinical Associate Professor, Pharmacy Practice & Administrative

Sciences, PharmD


60

Anushka Burde, Assistant Lecturer, Pharmacy Practice & Administrative Sciences,

PharmD

Paul Cady, Professor & Dean, Pharmacy Practice & Administrative Sciences, PhD, RPh

Cathy Cashmore, Associate Professor & Associate Dean, Pharmacy Practice &

Administrative Sciences, PharmD

Kerry Casperson, Clinical Assistant Professor, Pharmacy Practice & Administrative

Sciences, PhD

John Erramouspe, Professor, Pharmacy Practice & Administrative Sciences, PharmD

Rex Force, Professor & Associate Dean for Clinical Research, Pharmacy Practice &

Administrative Sciences, PharmD

Teddie Gould, Associate Professor & Dir Ambulatory Care, Pharmacy Practice &

Administrative Sciences, PharmD, MS, BCPS

Rebecca Hoover, Clinical Assistant Professor, Pharmacy Practice & Administrative

Sciences, PharmD

Michelle Ivie, Clinical Assistant Professor, Pharmacy Practice & Administrative

Sciences, PharmD, CDE

Bret Jacobson, Assistant Lecturer, Pharmacy Practice & Administrative Sciences,

PharmD

Jolie Jantz, Clinical Assistant Professor, Pharmacy Practice & Administrative Sciences,

PharmD

Cara Liday, Associate Professor, Pharmacy Practice & Administrative Sciences,

PharmD, CDE, BCPS

Chris Owens, Associate Professor & Chair, Pharmacy Practice & Administrative

Sciences, PharmD, MPH

Tracy Pettinger, Clinical Associate Professor & Assistant Dean for Experiential

Education-Pocatello, Pharmacy Practice & Administrative Sciences, PharmD


61

Brecon Powell, Clinical Assistant Professor, Pharmacy Practice & Administrative

Sciences, PharmD

Rick Rhodes, Professor, Pharmacy Practice & Administrative Sciences, PharmD

Meridian, Idaho Full-Time: Mike Biddle, Clinical Assistant Professor, Pharmacy Practice & Administrative Sciences,

PharmD, BCPS

Glenda Carr, Clinical Assistant Professor, Pharmacy Practice & Administrative

Sciences, PharmD

Kevin Cleveland, Associate Professor & Assistant Dean Experiential Education-

Meridian, PharmD

Vaughn Culbertson, Professor & Director of Assessment, Accreditation & Non

Traditional Programs, Pharmacy Practice & Administrative Sciences, PharmD

Kathy Eroschenko, Clinical Assistant Professor, Pharmacy Practice & Administrative

Sciences, PharmD

Roger Hefflinger, Clinical Associate Professor, Pharmacy Practice & Administrative

Sciences, PharmD

Rex Lott, Professor, Pharmacy Practice & Administrative Sciences, PharmD, BCPD

Karl Madaras-Kelly, Professor, Pharmacy Practice & Administrative Sciences, PharmD,

MPH

Barbara Mason, Professor & Director of InterProfessional Education, Pharmacy Practice

& Administrative Sciences, PharmD

Cathy Oliphant, Associate Professor & Associate Department Chair, Pharmacy Practice

& Administrative Sciences, PharmD

Mike Stander, Clinical Assistant Professor, Pharmacy Practice & Administrative

Sciences, PharmD


62

Anchorage, Alaska Full-Time: Tom Wadsworth, Clinical Assistant Professor & Assistant Dean for Alaska Programs,

Pharmacy Practice & Administrative Sciences, PharmD, BCPS


63

APPENDIX III: FACULTY RESOURCE REPORT

POCATELLOAPPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

Pharmaceutical Sciences:

Opening figure (July 1) 6 4 2 6 3 3 6 2 4

Additional (new) positions

APPROVED during the year0 0 0

Positions lost (DISCONTINUED)

during the year0 0 0

Number of persons hired (new

positions and replacements)0 0 0

Number of persons who resigned


Number of persons who retired


Number of persons who were lost

for other reasons during the year0 1 0

Closing figure (June 30) 6 3 3 6 2 4 6 2 4

Pharmacy Practice:

Opening figure (July 1) 10.5 10 0.5 10.5 9.3 1.2 11 9.8 1.2


APPROVED during the year0 0.5 0




positions and replacements)0 0.5 0.5


during the year0 0


during the year0.7 0 0



Closing figure (June 30) 10.5 9.3 1.2 11 9.8 1.2 11 10.3 0.7

Other Department (specify):















Section A - FTE TotalsInstructions:

ACPE Faculty Resource Report

Idaho State University - Pocatello campus

PAST ACADEMIC YEAR CURRENT ACADEMIC YEAR NEXT ACADEMIC YEAR


64
















APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

Administration:

Opening figure (July 1) 5.8 5.8 0 5.8 5.8 0 5.8 5.8 0













Closing figure (June 30) 5.8 5.8 0 5.8 5.8 0 5.8 5.8 0

Summary (total of above boxes):

Opening figure (July 1) 22.3 19.8 2.5 22.3 18.1 4.2 22.8 17.6 5.2


APPROVED during the year0 0.5 0




positions and replacements)0 0.5 0.5




during the year0.7 0 0



Closing figure (June 30) 22.3 18.1 4.2 22.8 17.6 5.2 22.8 18.1 4.7

PRECEPTORS

Percentage of Advanced Pharmacy

Practice Experiences (APPEs)

precepted by Full-Time Faculty



precepted by contract/volunteer

preceptors

Section A - FTE Totals (continued)


67% 54% 46%

Section B - Experiential Program

PAST ACADEMIC YEAR 05-06 CURRENT ACADEMIC YEAR NEXT ACADEMIC YEAR

33% 46% 54%


65

TOTAL STUDENT FTE

(professional years only) P1 P1 P1

P2 P2 P2

P3 P3 P3

P4 P4 P4

Non-Trad Non-Trad Non-Trad

Total Total Total

32

186

45

39

31

39

49

204

42

39

83

246

46

31

39

43

Section C - Students Enrolled


39

39


66

Version: July 2008

MERIDIAN APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)
















Pharmacy Practice:






























Section A - FTE Totals


Idaho State Univeristy -Meridian Health Sciences Campus



67
















APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

Administration:






























PRECEPTORS







preceptors



61% 64% 67%



39% 36% 33%


68

TOTAL STUDENT FTE


P2 P2 P2

P3 P3 P3

P4 P4 P4


Total Total Total 138

45

35

29

29

125

41

29

131

36

29

31

30



31

29


69

Version: July 2008

ANCHORAGEAPPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)








positions and replacements)0 0








Pharmacy Practice:






























PAST ACADEMIC YEAR (14-15) CURRENT ACADEMIC YEAR (15-16) NEXT ACADEMIC YEAR (16-17)

This document is requested for completion for both site visits and interim reports.

If you have questions about this form, please contact the ACPE staff.

Section A - FTE Totals


Idaho State University - Anchorage campus


70
















APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

APPROVED

positions

(total FTE)

FILLED

positions

(total FTE)

VACANT

positions

(total FTE)

Administration:






























PRECEPTORS







preceptors



% % %

4% 1




71

TOTAL STUDENT FTE


P2 P2 P2

P3 P3 P3

P4 P4 P4


Total Total Total



00 7

7


72

APPENDIX IV: PROFESSIONAL PRACTICE EXPERIENCE RESOURCES

Version Date: February 2008

Affiliation

Agreements:

Comments

Academic Year Professional

Year

Actual or

projected number

of students (A)

Practice Setting or

Activity (Notes

1 & 2)

Hours for Each

Student in

Setting or

Activity (B)

Total Required

Hours in Setting

or Activity

(A x B)

IPPE Capacity Secured

(stated in terms of total

student hours)

Excess /

(Deficit)

Percent of Secured

Sites Without Signed

Affiliation Agreement

(Note 4)

100 IPPE Community 40 4000 4800 800

IPPE Institutional 40 4000 4400 400 5%

IPPE Other 40 4000 3800 (200)

120

97 IPPE Community 40 3880 4000 120

IPPE Institutional 40 3880 3600 (280) 10%

IPPE Other 40 3880 4200 320

120

98 IPPE Community 20 1960 2000 40

IPPE Institutional 20 1960 2400 440

IPPE Other 20 1960 1800 (160) 15%

60

300

72 IPPE Community 80 5760 8040 2280 10%

IPPE Institutional 80 5760 6750 990 4%

IPPE Drug

Information/Instituti

onal/Community

40 2880 4160 1280

IPPE Other

200

60 IPPE Clinical 20 1200 2240 1040

IPPE Service 20 1200 1800 600

IPPE Other 10 600 900 300

IPPE Other

50

68 IPPE Clinical 20 1360 2240 880

IPPE Service 20 1360 2040 680

IPPE IPE 10 680 1020 340

IPPE Other

50

300

P1 90 IPPE Community 80 7200 7680 480 6%

IPPE Institutional 80 7200 7200

IPPE Drug

Information/Instituti

onal/Community

40 3600 4160 560

IPPE Other

200

P2 72 IPPE Clinical 20 1440 2000 560

IPPE Service 20 1440 2160 720

IPPE IPE 10 720 1050 330

IPPE Other

50

P3 60 IPPE Clinical 20 1200 2000 800

IPPE Service 20 1200 1800 600

IPPE IPE 10 600 900 300

IPPE Other

50

300

Notes:

All shaded cells contain a formula;

1.

2.

3.

4.

P1

P2

P3

P1

P2

Total IPPE for the Program (P1 + P2 + P3)

P3

Total IPPE Hours for the P1 Year

For "IPPE Other " replace this wording with description of setting or activity. Service learning activities that meet the criteria of Standards 2007 may be included here. Insert additional lines if necessery. (If inserting lines, check formulae in inserted

cells.) You may use the Comment Box for additional details.

NE

XT

AC

AD

EM

IC Y

EA

R






ACPE Pharmacy Practice Experience Capacity Chart

Introductory Pharmacy Practice Experiences (IPPEs)



IPPEs Hours Needed: Current IPPE Capacity: (Note 3)

Leave blank if none (0%), i.e., all sites have agreements in place.

EX

AM

PL

E

all other cells require data entry

CU

RR

EN

T A

CA

DE

MIC

YE

AR



These figures must only include sites and preceptors already meeting quality criteria or those under active development in preparation to take students. A site that can accommodate three students is reflected as 3, not 1. Capacity is the aggregate

total for all sites of (number of students per site x experiential hours for the IPPE)

The two practice settings specifically listed here reflect the required IPPEs in Standards 2007.



73

Version Date: February 2008

Affiliation Agreements:

Class Of/ Academic

Year (Note 1)

Actual or projected

number of final

professional year (P4)

students (A)

Practice Setting

(Note 2)

Number of

APPEs per

student for

this setting

(B)

Total APPEs

in Setting

(A x B)

Number of APPEs

Precepted by Paid

Full-Time Faculty

Number of APPEs

Precepted by

Adjunct Faculty

Total

Capacity

Numerical

Excess/

(Deficit)

Percent (of Total

Capacity) Without

Signed Affiliation

Agreement (Note 4)

100Community

Pharmacy1 100 20 100 120 20 5%

Hospital or Health-

System Pharmacy1 100 30 30 60 (40) 10%

Ambulatory Care1 100 10 100 110 10

Inpatient/Acute Care

General Medicine1 100 40 90 130 30

Other Required

APPEs2 200 20 240 260 60 8%

Elective APPEs3 300 325 325 25 15%

Total 9

71Advanced

Community 1 71 462 462 391

Advanced Hospital

or Health-System 1 71 148 148 77




Pharmacy Care

APPE2 142 62 252 314 172

Elective APPEs1 71 22 197 219 148

Total 7

61Advanced

Community 1 61 460 460 399

Advanced Hospital





Pharmacy Care

APPE2 122 62 250 312 190

Elective APPEs1 61 30 200 230 169

Total 7

72Advanced

Community 1 72 460 460 388

Advanced Hospital





Pharmacy Care

APPE2 144 62 250 312 168

Elective APPEs1 72 30 200 230 158

Total 7

90Advanced

Community 1 90 460 460 370

Advanced Hospital





Pharmacy Care

APPE2 180 62 250 312 132

Elective APPEs1 90 30 200 230 140

Total 7

Notes:

ACPE Pharmacy Practice Experience Capacity Chart

EX

AM

PL

EC

UR

RE

NT

AC

AD

EM

IC Y

EA

R

+ 1

AC

AD

EM

IC

YE

AR

4. Leave blank if none (0%), i.e., all sites have affiliation agreements in place.

Advanced Pharmacy Practice Experiences (APPEs)

All shaded cells contain a formula; all other cells require data entry.

APPEs Needed: Current APPE Capacity:

(Note 3)

3. These figures must only include sites and preceptors already meeting quality criteria, i.e., ready to accept students. Sites and preceptors that have been

identified as potential sites/preceptors, but which are not yet ready to accept students, should be excluded.

1. For four-calendar-year professional programs, all four sections (years) should be completed; for accelerated programs, it is anticipated that only three sections

will be completed .

2. The four practice settings specifically listed here reflect the terms used in "Standards 2007." You may use the terminology used in your program/curriculum for

required and elective experiences.

+ 2

AC

AD

EM

IC

YE

AR

S

+ 3

AC

AD

EM

IC

YE

AR

S


74

APPENDIX V: REQUIRED DATA AND DOCUMENTATION

Document Impacts Multiple Standards

Documentation or Data (summarized detail)

Standard Self-Study Report Required On-Site Required Optional

Outcome assessment data summarizing overall student achievement of learning objectives for didactic coursework.

2 X

Outcome assessment data summarizing overall student achievement of learning objectives for introductory pharmacy practice experiences (IPPE).

2 X

Outcome assessment data summarizing overall student achievement of learning objectives for advance pharmacy practice experiences (APPE).

2 X

Examples of student participation in IPE activities (e.g. didactic, simulation, experiential)

3 X

2, 3 & 4 Outcome assessment data of student achievement of learning objectives for didactic course work

3 X

2, 3 & 4 Outcome assessment data of student achievement of learning objectives for introductory pharmacy practice experiences

3 X

2, 3 & 4 Outcome assessment data of student achievement of learning objectives for advanced pharmacy practice experiences

3 X

Outcome assessment data of overall student participation in IPE activities

3 X

2, 3 & 4 Examples of curricular and co-curricular experiences available to students to document developing competence in affective domain-related expectations of Standard 3

3 X

2, 3 & 4 Outcome assessment data of student achievement of problem-solving and critical thinking

3 X

2, 3 & 4 Outcome assessment data of student ability to communicate professionally

3 X

Outcome assessment data of student ability to advocate for patients 3 X

3 & 12 Outcome assessment data of student ability to educate others 3 X


75

Outcome assessment data of student demonstration of cultural awareness and sensitivity

3 X

Outcome assessment data summarizing students’ overall achievement of professionalism

4 X

Outcome assessment data summarizing students’ overall achievement of leadership

4 X

Outcome assessment data summarizing students’ overall achievement of self-awareness

4 X

Outcome assessment data summarizing students’ overall achievement of creative thinking

4 X

Examples of curricular and co-curricular experiences available to students to document developing competence in affective domain-related expectations of Standard 4

4 X

Description of tools utilized to capture students’ reflections on personal/professional growth and development

4 X

Description of processes by which students are guided to develop a commitment to continuous professional development and to self-directed lifelong learning

4 X

Outcome assessment data of student achievement of learning objectives for didactic course work

4 X

4 & 12 Outcome assessment data of student achievement of learning objectives for introductory pharmacy practice experiences

4 X

Outcome assessment data of student achievement of learning objectives for advanced pharmacy practice experiences

4 X

University organizational chart depicting the reporting relationship(s) for the Dean of the college or school.

5 X

2, 3 & 4 Document(s) verifying institutional accreditation. 5 X

2, 3 & 4 Documents verifying legal authority to offer/award the Doctor of Pharmacy degree

5 X

2, 3 & 4 Accreditation reports identifying deficiencies (if applicable) 5 X


76

Description of level of autonomy of the college or school 5 X

Relevant extract(s) from accreditation report that identifies any deficiencies from institutional accreditation that impact or potentially impact the college, school or program.

5 X

Complete institutional accreditation report (only if applicable, as above)

5 X X

Vision, mission and goal statements (college/school, parent institution, and department/division, if applicable)

6 X

Outcome assessment data summarizing the extent to which the college or school is achieving its vision, mission, and goals

6 X

College or school’s strategic planning documents 7 X

Description of the development process of the strategic plan. 7 X

Outcome assessment data summarizing the implementation of the strategic plan

7 X

The strategic plan of the parent institution (if applicable) 7 X

College or school organizational chart 8 X

Job descriptions and responsibilities for college or school Dean and other administrative leadership team members

8 X

List of committees with their members and designated charges 8 X

College, school, or university policies and procedures that address systems failures, data security and backup, and contingency planning

8 X

8 & 18 Curriculum Vitae of the Dean and other administrative leadership team members

8 X

Evidence of faculty participation in university governance 8 X


77

Written bylaws and policies and procedures of college or school 8 X

Faculty Handbook 8 X

College, school, or university policies describing expectations of faculty, administrators, students and staff behaviors

9 X

Examples of intra/interprofessional and intra/interdisciplinary collaboration

9 X

Examples of affiliation agreements for practice or service relationships (other than experiential education agreements)

9 X

8 & 19 Examples of affiliation agreements for the purposes of research collaboration (if applicable)

9 X

Examples of affiliation agreements for academic or teaching collaboration (if applicable)

9 X

Description of curricular and degree requirements, including elective didactic and experiential expectations

10 X

A map/cross-walk of the curriculum (didactic and experiential) to the professional competencies and outcome expectations of the program

10 X

A map/cross-walk of the curriculum to Appendix 1 of the ACPE Standards

10 X

Curriculum vitae of faculty teaching within the curriculum 10 X

10 & 12 Tabular display of courses, faculty members assigned to each course and their role, and credentials supporting the teaching assignments

10 X

10 & 12 List of the professional competencies and outcome expectations for the professional program in pharmacy

10 X

10 & 12 A list of the members of the Curriculum Committee (or equivalent) with details of their position/affiliation to the college or school

10 X

A list of the charges, assignments and major accomplishments of the Curriculum Committee in the last 1-3 years

10 X

10 & 12 Examples of instructional tools, such as portfolios, used by students to document self-assessment of, and reflection on, learning needs, plans and achievements, and professional growth and development

10 X


78

Sample documents used by faculty, preceptors and students to evaluate learning experiences and provide formative and/or summative feedback

10 X

Policies related to academic integrity 10 X

Policies related to experiential learning that ensures compliance with Key Element 10.5 (professional attitudes and behaviors development)

10 X

Examples of instructional methods employed by faculty and the extent of their employment to actively engage learners

10 X

Examples of instructional methods employed by faculty and the extent of their employment to integrate and reinforce content across the curriculum

10 X

Examples of instructional methods employed by faculty and the extent of their employment to provide opportunity for mastery of skills

10 X

Examples of instructional methods employed by faculty and the extent of their employment to instruct within the experiential learning program

10 X

Examples of instructional methods employed by faculty and the extent of their employment to stimulate higher-order thinking, problem solving, and clinical-reasoning skills

10 X

Examples of instructional methods employed by faculty and the extent of their employment to foster self-directed lifelong learning skills and attitudes

10 X

Examples of instructional methods employed by faculty and the extent of their employment to address/accommodate diverse learning styles

10 X

Examples of instructional methods employed by faculty and the extent of their employment to incorporate meaningful interprofessional learning opportunities

10 X

All course syllabi (didactic and experiential) 10 X

Vision, mission, and goal statements related to interprofessional education

11 X

Statements addressing interprofessional education and practice contained within student handbooks and/or catalogs

11 X

Relevant syllabi for required and elective didactic and experiential education course that incorporate elements of interprofessional education to document that concepts are reinforced throughout the

11 X


79

curriculum and that interprofessional education related skills are practiced at appropriate times during pre-APPE

10, 12 & 13 Student IPPE and APPE evaluation data documenting the extent of exposure ton interprofessional, team-based patient care

11 X

Outcome assessment data summarizing students’ overall achievement of expected interprofessional education outcomes in the pre-APPE and APPE curriculum

11 X

Description of curricular and degree requirements, including elective didactic and experiential expectations

12 X

A tabular display of courses, faculty members assigned to each course and their role, and credentials supporting the teaching assignments

12 X

Curriculum maps documenting breadth and depth of coverage of Appendix 1 content and learning expectations in the professional (and, if appropriate, preprofessional) curriculum

12 X

Examples of curricular and co-curricular experiences made available to students to document developing competence in affective domain-related expectations of Standards 3 and 4

12 X

10 & 12 Outcome assessment data of student preparedness to progress to advanced pharmacy practice experiences (e.g., comprehensive assessments of knowledge, skills, and competencies)

12 X

10 & 12 Description of the introductory pharmacy practice experiences learning program and its goals, objectives, and time requirements

12 X

10 & 12 List of simulation activities and hours counted within the introductory pharmacy practice experiences 300 hour requirement

12 X

3, 4 & 12 Introductory pharmacy practice experiences course syllabi including general and rotation-specific learning objectives and extent of IPE exposure

12 X

Introductory pharmacy practice experiences student and preceptor manuals

12 X

Introductory pharmacy practice experiences student and preceptor assessment tools

12 X


80

Introductory pharmacy practice experiences preceptor recruitment and training manuals and/or programs

12 X

Outcome assessment data summarizing overall student achievement of Pre-APPE educational outcomes

12 X

List of current preceptors with details of credentials (including licensure) and practice site

12 X

The objectives for each introductory and advanced pharmacy practice experience with the responsibilities of the student, preceptor, and site, as applicable

13 X

A map/crosswalk of all advanced pharmacy practice experiences against the activities listed in Appendix 2 of the Standards. (Note: Each practice experience should be mapped to the activities listed and the map should demonstrate that students’ experiences will cover all the activities. The list of activities mapped, however, can include activities not specifically listed in Appendix 2.)

13 X

Overview of APPE curriculum (duration, types of required and elective rotations, etc.)

13 X

Advanced pharmacy practice experience course syllabi including general and experience-specific learning objectives

13 X

Advanced pharmacy practice experience student and preceptor manuals

13 X

Advanced pharmacy practice experience student and preceptor assessment tools

13 X

Preceptor recruitment and training manuals and/or programs 13 X

10 & 13 Student advanced pharmacy practice experience evaluation data documenting extent of exposure to diverse patient populations and interprofessional, team-based patient care

13 X

Outcome assessment data summarizing students’ overall achievement of advanced pharmacy practice experience educational outcomes

13 X


81

List of current preceptors with details of credentials (including licensure) and practice site

13 X

Synopsis of the Curriculum Vitae of the student affairs administrative officer

14 X

An organizational chart depicting student services and the corresponding responsible person(s)

14 X

Student Handbook and/or Catalog (college, school or university), and copies of additional information distributed to students regarding student service elements (financial aid, health insurance, etc.)

14 X X

Copies of policies that ensure nondiscrimination and access to allowed disability accommodations

14 X

Student feedback on the college/school’s self-study 14 X

URL or link to program information on the college or school’s website 15 X

14, 15, 16 & 17 Copy of student complaint policy related to college or school adherence to ACPE standards

15 X

Number and nature of student complaints related to college or school adherence to ACPE standards (inspection of the file by evaluation teams during site visits)

15 X

List of committees involving students with names and professional years of current student members

15 X

College or school’s code of conduct (or equivalent) addressing professional behavior

15 X

College or school’s Catalog 15 X

Recruitment brochures 15 X

Student Handbook 15 X

The Student Complaints File 15 X

The list of preprofessional requirements for admission into the professional degree program

16 X


82

Copies of Early Assurance Program agreement(s) between the college or school and the associated institution(s) or student (if applicable)

16 X

14, 15, 16 & 17 Enrollment data for the past three years by year and enrollment projections for the next year (if applicable, broken down by branch/campus and by pathway). Template available for download

16 X

Organizational chart depicting Admissions unit and responsible administrator(s)

16 X

Pharmacy College Aptitude Test (PCAT) scores (mean, maximum, and minimum), if required, for the past three admitted classes (required for nonparticipating PharmCAS institutions only)

16 X

GPA scores (mean, maximum, and minimum) for preprofessional coursework for the past three admitted classes (required for nonparticipating PharmCAS institutions only)

16 X

GPA scores (mean, maximum, and minimum) for preprofessional science courses for the past three admitted classes (required for nonparticipating PharmCAS institutions only)

16 X

Comparisons of PCAT scores (if applicable) and preprofessional GPAs with peer schools for last admitted three admitted classes (nonparticipating PharmCAS institutions will not have access to peer data)

16 X

List of admission committee members with name and affiliation 16 X

Policies and procedures regarding the admissions process including selection of admitted students, transfer of credit, and course waiver policies

16 X

Professional and technical standards for school, college, and/or university (if applicable)

16 X

Copies of instruments used during the admissions process including interview evaluation forms and assessment of written and oral communication

16 X

Section of Student Handbook and/or Catalog (college, school, or university) regarding admissions

16 X


83

Link to websites (or documentation of other mechanisms) that provide to the public information on required indicators of quality

16 X

Mean PCAT Scores for Admitted Class for Past 3 Years Compared to Peer Schools (for participating PharmCAS institutions only)

16 X

Mean GPA for Admitted Class for Past 3 Years Compared to Peer Schools (for participating PharmCAS institutions only)

16 X

14, 15, 16 & 17 Mean Science GPA for Admitted Class for Past 3 Years Compared to Peer Schools (for participating PharmCAS institutions only)

16 X

Policies and procedures regarding student progression, early intervention, academic probation, remediation, missed course work or credit, leaves of absence, dismissal, readmission, due process, and appeals

17 X

Section of Student Handbook and/or Catalog (college, school, or university) regarding student progression

17 X

Correlation analysis of admission variables and academic performance

17 X

Organizational chart depicting all full-time faculty by department/division

18 X

ACPE Faculty Resource Report related to number of full-time and part-time faculty. Template available for download.

18 X

14, 15, 16 & 17 List of faculty turnover for the last 5 years, by department/division, with reasons for departure

18 X

Description of coursework mapped to full-time and part-time faculty teaching in each course

18 X

8 & 18 List of voluntary faculty, with academic title/status and practice site; specify IPPE and/or APPE

18 X

List of active research areas of faculty and an aggregate summary of faculty publications/presentations over the past three years.

19 X

Procedures employed to promote a conceptual understanding of contemporary practice, particularly among non-pharmacist faculty

19 X


84

Policies and procedures related to faculty recruitment, performance review, promotion, tenure (if applicable), and retention

19 X

Copy of the Faculty Handbook 19 X

CVs of administrators, faculty and staff 19 X

If utilized, examples of faculty portfolios, documenting teaching, research and service activities

19 X

List of active preceptors with credentials and practice site 20 X

8 & 19 Number and percentage of required APPE precepted by non-pharmacists categorized by type of experience.

20 X

Description of practice sites (location, type of practice, student/preceptor ratios)

20 X

Policies and procedures related to preceptor recruitment, orientation, development, performance review, promotion, and retention

20 X

Examples of instruments used by preceptors to assess student performance

20 X

Curriculum vitae of administrator(s) responsible for overseeing the experiential education component of the curriculum

20 X

20 & 22 Description of the structure, organization and administrative support of the Experiential Education office (or equivalent)

20 X

Floor plans for college or school’s facilities and descriptions of the use(s) of available space

21 X

Description of shared space and how such space promotes interprofessional interaction

21 X

Analysis of the quantity and quality of space available to the program and plans to address identified inadequacies.

21 X

Documentation of Association for Assessment and Accreditation of Laboratory Animal Care (AAALAC) or other nationally recognized accreditation of animal care facilities, if applicable

21 X


85

Description of educational resources available to faculty, preceptors, and students (library, internet access, etc.)

21 X

CV of the librarian(s) who act as primary contacts for the pharmacy program

21 X

Plans/architectural drawings of the physical facilities (if not feasible to provide as part of Self-Study Report)

21 X

Examples of affiliation agreements between college/school and practice sites (all agreements will be reviewed during site visits)

22 X

Description of practice sites (location, type of practice, student:preceptor ratios) and involvement in IPPE, APPE, or both

22 X

Policies and procedures related to site selection, recruitment, and assessment

22 X

Examples of quality improvements made to improve student learning outcomes as a result of site/facility assessment

22 X

ACPE IPPE Capacity Chart. Template available to download. 22 X

20 & 22 ACPE APPE Capacity Chart. Template available to download. 22 X

A list of practices sites (classified by type of practices), specifying IPPE and/or APPE, with number of students served, interaction with other health professional students and practitioners, the number of pharmacy or other preceptors serving the facility, and their licensure status. (Sites used in the past academic year should be identified.)

22 X

Detailed budget plan or proforma (previous, current, and subsequent years)

23 X

Description of college or school’s budgetary processes 23 X

In-state and out-of-state tuition compared to peer schools 23 X

In-state tuition for past five years, with peer school comparisons 23 X


86

Out-of-state tuition for past five years, with peer school comparisons 23 X

Total grant funding for past five years, with peer school comparisons 23 X

NIH funding for past five years, with peer school comparisons 23 X

Faculty salaries by academic rank expressed as a percentile against a selected peer group of colleges and schools. (Note: This report is available from AACP on request.). Request form available for download.

23 X

College or school’s curriculum assessment plan(s) 24 X

Description of formative and summative assessments of student learning and professional development used by college or school

24 X

Description of standardized and comparative assessments of student learning and professional development used by college or school

24 X

Description of how the college or school uses information generated within the curriculum assessment plan(s) to advance quality within its Doctor of Pharmacy program

24 X

24 & 25 The college or school’s assessment plan (or equivalent) 25 X

List of the individual(s) and/or committee(s) involved in developing and overseeing the evaluation plan

25 X

Examples of instruments used in assessment and evaluation (for all mission-related areas)

25 X

ACCREDITATION COUNCIL FOR PHARMACY EDUCATION · 2019-03-02 · Accreditation Council for Pharmacy...

Documents

Transcript of ACCREDITATION COUNCIL FOR PHARMACY EDUCATION · 2019-03-02 · Accreditation Council for Pharmacy...