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Status of pharmacy practice experience education programs.

Jennifer Danielson¹, Dayl Eccles¹, Abigail Kwasnik²

¹School of Pharmacy, University of Washington, Seattle, Washington.

American Journal of Pharmaceutical Education

|May 23, 2014

Summary

This summary is machine-generated.

Pharmacy schools expanded experiential education teams and improved cost efficiency to manage enrollment growth. These findings offer benchmarks for strategic planning in pharmacy education administration.

Keywords:

administration advanced pharmacy practice experiences budget experiential education experiential learning faculty development financial support introductory pharmacy practice experiences organizational structure pharmacy faculty salary

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Area of Science:

Pharmacy Education
Experiential Learning
Higher Education Administration

Background:

Pharmacy practice experiential education programs are crucial for training future pharmacists.
A 2001 survey provided baseline data on these programs.
Assessing current characteristics is vital for understanding program evolution.

Purpose of the Study:

To evaluate the financial, personnel, and curricular aspects of US pharmacy practice experiential education.
To compare current program characteristics with data from a 2001 survey.

Main Methods:

A 2011 blinded, Web-based survey was distributed to directors at 118 accredited US pharmacy colleges and schools.
Descriptive statistics were used for analysis.
Data were combined with American Association of Colleges of Pharmacy information for demographic assessment.

Main Results:

Advanced Pharmacy Practice Experience (APPE) sites increased significantly across college sizes (24%-55%).
Introductory Pharmacy Practice Experience (IPPE) sites were twice as numerous as APPEs.
Experiential education teams consist of dedicated administrative and faculty roles, with non-tenure track faculty being predominant.

Conclusions:

Pharmacy schools have adapted to enrollment increases by expanding experiential education teams and optimizing efficiency.
Reorganization of responsibilities and cost-saving measures have been implemented.
The study provides benchmarks to aid administrators in strategic planning for future program development.