Wilkes University
Nesbitt School of Pharmacy
Master Assessment Plan
Revised April 2015
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Table of Contents
Purpose .......................................................................................................................................................................................................................... 3
Mission Vision Values .................................................................................................................................................................................................... 3
Student Affairs Related Assessments ............................................................................................................................................................................ 5
Scholarship .................................................................................................................................................................................................................... 5
Curricular Related Assessments .................................................................................................................................................................................... 6
Assessment Notes ......................................................................................................................................................................................................... 7
School of Pharmacy Stakeholders ................................................................................................................................................................................. 8
Definitions ................................................................................................................................................................................................................... 10
Strategic Plan ............................................................................................................................................................................................................... 11
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The revision process for the Master Assessment Plan 2014 was in response to a number of internal and external factors, including evolving demands
from Accreditation Council on Pharmacy Education (ACPE), new Wilkes educational outcomes, updated Center for Advancement of Pharmacy Education
(CAPE) 2013 outcomes, and proposed accreditation standards 2016 (which were first made available in draft form in January 2014). This plan replaces
the School of Pharmacy Master Assessment Plan 2010 version 5.
This plan was generated by the Acting Assistant Dean for Academic Affairs and Assessment and thoroughly vetted through the Assessment Committee
with comments from the faculty of the School of Pharmacy and the Executive Committee.
Purpose
The purpose of the revised Master Assessment Plan is to serve as a guide for all assessment activities related to the operations of the School of
Pharmacy. This process helps ensure continuous quality improvement for the Doctor of Pharmacy program at Wilkes University.
Mission Vision Values
The Mission of the School of Pharmacy is to develop pharmacists who will provide high quality health care and to make meaningful contributions to the
science and practice of pharmacy.
The Vision of the School of Pharmacy is to be recognized as an exceptional pharmacy program through innovative education, contemporary practice,
and valuable scientific contributions.
Values
Teamwork
Professionalism
Lifelong Learning
Cultural Competency
Personalized Attention
Community Engagement
3
Dean Nesbitt School
of Pharmacy
School of Pharmacy Executive Committee
 Dean
 Assistant Dean for Academic Affairs and
Assessment
 Assistant Dean for Student Affairs
 Chair of Pharmacy Practice
 Chair of Pharmaceutical Sciences
 Director of Experiential Learning
 Assistant to the Dean (non-voting)
Assistant Dean for
Academic Affairs
and Assessment
Assistant Dean for
Student Affairs
Administrative
Assistant
Assistant to the
Dean
Chair of
Pharmaceutical
Sciiences
Chair of Pharmacy
Practice
Administrative
Assistant
Director of
Experiential
Administrative
Assistant
Director of
Residencies
Pharmacy Librarian Practice Faculty
Laboratory Director
Administrative
Assistant
Science Faculty
Experiential
Coordinator
Figure 1 Organizational Chart
4
Fiscal
Scholarship Student Affairs Related Assessments
Assessment
Standard Map
(2016)
1, 17
1
1
1
1, 16
1, 12
Cycle
Accountable
Review Process
Notification
Annual
Annual
Semester
Every semester
Annual
Annual P3
APPE grades (P/F/H)
Co-curricular evaluation and
Professional Development
2, 4, 13
4, 12
Every rotation
Annual
Student Affairs
Student Affairs
Student Affairs
Advisor
Student Affairs
Care Lab Coordinator
Student Affairs
Exp Director  ADSA
Advisors
ADSA
ADSA
ADSA
ADSA
ADSA
ADSA and
ADAA
ADSA
ADSA
Early Alert Notification
17
Ongoing
ADSA
ADSA
ADSA
ADSA
ADSA
Care Lab
Coordinator
Exp Director
Dean through
Student Senate,
Experiential
Faculty
ADSA, Advisors
ADSA
Scholarly productivity
19
Annually through SER
and evaluations for
faculty and staff
Chairs
Chairs
Dean
Budget Process
23
Annual
Dean, Chairs
Executive
Dean
Progression rates
Withdrawal rates
Academic Probation rates
GPA
Admissions info (PCAT, SAT, GPA)
OSCE
5
Curricular Related Assessments
Overall Assessments
Assessment
Standard
Map (2016)
Cycle
Accountable
Review Process
Notification
SoP Graduating Survey
IPE outcomes assessment
4, 11
11
Annual
Annual
Exec
Curriculum
ADAA
ADAA
IPPE/APPE Capacity Chart
Writing Across the Curriculum
Map of content to courses
(Appendices)
PCOA
NAPLEX pass rates
NAPLEX Areas
MPJE
AACP Graduate Survey (most recent
P4 class)
AACP Preceptor Survey
AACP Faculty Survey
AACP Alumni Survey (of last five
graduating classes)
Student Response Survey
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1
10
Annual
Every three years
One Map Every Year
Dean
Chair Pharm
Practice
Exp Director
ADAA
Curriculum
Experiential
Curriculum
Curriculum
ADAA
ADAA
ADAA
1, 10, 12
1
1, 10
1, 10
9, 10, 14,
Annual – P3s
Annual
Annual
Annual
Annual
ADSA/ADAA
ADAA
ADAA
ADAA
ADAA
Exec  Assessment
Exec
Exec Curriculum
Exec
Curriculum
ADAA
ADAA
ADAA
ADAA
ADAA
20
9, 10, 23
15
Every other year (even)
Annual
Every other year (odd)
ADAA
ADAA
ADAA
Experiential  Exec
Exec
Curriculum
ADAA
ADAA
ADAA
19, 20
Every course
Chairs  faculty
ADAA
APPE – PxDx Report
Noel Levitz Student Satisfaction
Inventory
13
14
Annual
Every other year (odd)
Experiential
Office of Information,
Analysis, & Planning
ADAA
ADAA
Current Strategic Plan Measures (i.e.
formative assessment of
mission/vision/objectives)
Comprehensive programmatic review
7, 24
Annual Objectives
Every three years –
initiatives
Semi-annual retreat (4
retreats = 1
comprehensive cycle
Chairs/Institution
al Assessment
Exp Director
Director
Institutional
Assessment
ADAA
Assessment 
Strategic Planning
ADAA
ADAA with Exec
Assessment
ADAA
1-25
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Assessment Notes
The student affairs related assessments focus on enrollment and progression measures for students. The office of the Assistant Dean for Student
Affairs maintains most of the records. The use of OSCEs in the P3 care lab will serve as one of the pre-APPE assessments. While it relates directly to
student progression (student affairs), it also relates to curricular effectiveness leading up to APPEs (academic affairs). Co-curricular evaluation involves
analysis of student involvement, leadership, and professional attitudes and behavior. The Dean will solicit some of this information primary through
student senate. The use of the electronic portfolio, E-Value, will capture reflections and identify development in students and will be overseen by
advisors.
The scholarship assessment is done primarily through the annual review of faculty members. The department chairs will solicit and evaluate the
scholarly productivity.
The curricular related assessments focus on curricular content and quality issues. The office of the Assistant Dean for Academic Affairs and Assessment
maintains these assessments. The curriculum committee will be charged each year to review a specific Accreditation Appendix, with the
comprehensive review being completed every three years. The semi-annual programmatic review is designed to complete a full evaluation of all
aspects of the PharmD program every two years. Since educational outcomes are continuously monitored, a larger focus of the review will be on the
structure and process to promote achievement of educational outcomes.
Assessment Notification Policy
The purpose of the policy is to determine a clear course of action for identifying and referring abnormal assessment results to responsible parties so
that meaningful change can be implemented, if applicable. The policy specifies that any person (or committee) in a position to review results of an
assessment measure shall internally determine a threshold for considering the result abnormal or inadequate. It is understood that this threshold may
change with committee turnover. When an abnormal or inadequate assessment result has been identified, the person shall notify the appropriate
Assistant Dean’s office (Academic Affairs [ADAA] for curricular assessments or Student Affairs [ADSA] for student-related assessments). As the central
hub for collecting assessment results, the ADAA or ADSA office will consider the abnormal or inadequate result along with all other assessment
measures and forward, when applicable, a recommendation to a person or committee for consideration and action to address the concern. This
“closes the loop,” as future assessment measures will identify change based on the action of the responsible person or committee. It is expected that
this process will operate seamlessly as at least one of the Assistant Deans serves on all standing committees in the School of Pharmacy.
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School of Pharmacy Stakeholders
Who
Dean
Meets
NA
Reports To
Provost and SoP
Assistant Dean for Student Affairs
NA
Dean
Assistant Dean for Academic Affairs
NA
Dean
Academic Departments
Pharmacy Practice
Pharmaceutical Sciences
Monthly
Executive
Committee and
SoP Faculty
Executive Committee
Monthly
SoP Faculty and
University
Standing Committees
Monthly
Executive
committee and
SoP Faculty
Curriculum
Student Affairs
Responsibility
Annual and projected budget, staffing, and facility
management.
All aspects of admission, progression, and graduation.
Maintains data sets relevant to student success.
All aspects of programmatic assessment and accreditation
processes. Provides assistance with data analysis and tool
development and maintains relevant data sets.
Each department formulates own mission statement which
is in support of the role, mission, and goals of the SoP.
Assessment is focused on mission, meeting department
needs, faculty development and the development and
delivery of the professional curriculum.
In collaboration with Dean, provides fundamental
responsibility and oversight for program success. Develops
annual charges for standing committees based on end-ofyear reports from committees and departments. Reviews
and responds to issues and situations as needed.
Committees address annual charges form Executive
Committee
Continually appraises and evaluates the professional and
pre-professional pharmacy education curriculum, outcome
statements, curricular maps, and develops
recommendations for curricular revisions to assure optimal
student learning and outcomes. Reviews and approves
course changes and forwards recommendations to
University curriculum committee.
Develops policy and makes recommendations pertaining to
standards for professional and pharmacy student
recruitment and admission to the existing program. Also
develops policy for academic standards related to curricular
progression and completion. Establishes recommendations
8
Strategic Planning
Assessment
Student Senate
Monthly
Dean, Student
Body
Ad Hoc Taskforces
As needed
Varies
Semiannual Program Review
At the end of
SoP Faculty,
each semester staff, and
students
for awarding professional scholarships, awards, prizes, and
oversees the awards process.
Develops, monitors, refines, and reports on the SoP Strategic
Plan. Works with Assessment Committee on determining
measures of success.
Oversees assessment measures for all aspects of the
program. Works with Strategic Planning committee by
offering assessment measures for annual strategic
objectives.
Made up of six elected representatives from each class, club
presidents, and class officers. Elects student representatives
to SoP standing committees, tracks some co-curricular
activities of the student body, oversees Nesbitt Cup
volunteer competition, and determines financial support for
student clubs.
Supports the work of committees and individuals as needed.
Particularly useful when expertise across committees and/or
departments is required.
Reviews ¼ of the entire program each semester. Generally
evaluates: Student Affairs related assessments (Standards
14-18, 2016), Facilities and Infrastructure (Standards 5-9, 2123), Faculty and Staff factors (Standards 18-20), and other
Global Curricular Issues (Standards 1-4, 10-13, 24-25)
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Definitions
Assessment: measurement with intent to improve.
Direct Assessment Evidence: data reflecting the outcome itself; the knowledge, skill, or attitude is tested observed or measured directly (e.g. exam
scores, writing assignments, portfolios of student work, faculty publications, grant awards).
Evaluation: the broad process of utilizing many pieces of assessment data to form judgments about the quality and effectiveness of the Doctor of
Pharmacy program at Wilkes University.
Formative Assessment: the process of gathering information about work in progress of the purpose of making informed changes to the work.
Impact Measures: data collection methods used to measure the long-term effects of a project, course, or program.
Implementation Measures: data collection methods used to measure performance the execution of a project, course, or program.
Individual Assessment: assessment to ensure individuals (students and faculty) are meeting desired outcomes.
Institutional Assessment: assessment of the institution (Wilkes University) as a whole to ensure the achievement of the School of Pharmacy’s mission
and goals (e.g. accreditation self-study report, program review, student retention and progression).
Mapping: using a visual format for showing how various entities or variables relate. For example, linking content in courses to the intended learning
outcomes. The purpose of mapping is to quickly identify strengths or gaps in the relationship being considered.
Master Assessment Plan: the document that outlines the plan for the collection, evaluation, and use of assessment data for the School of Pharmacy to
ensure the mission and goals are accomplished.
Peer Comparison: The process of using data from groups designated as peers for the purpose of comparison.
Program Assessment: assessment of an academic degree program (PharmD) using aggregate data collected at various phases in the program from
students, alumni, faculty, employees, and others to ensure that graduating students are ready for careers as entry-level pharmacists.
Programmatic Outcomes: measures of programmatic success. Goals that describe how a program will be different because of selected initiatives.
Summative Assessment: assessment that occurs at the end of a course, project, or program in order to measure outcomes.
Trend Analysis: analysis of data sets over time in order to determine patterns of skill, thought, or behavior.
SER (Self Evaluation Report): An annual report generated by faculty as part of the annual evaluation process. The SER is given to department chairs.
Student Learning Outcomes: measures of student success. Goals that describe how students will be different because of a learning experience.
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Strategic Plan
STRATEGIC INITIATIVES: 2013-2016
1.
2.
3.
4.
5.
6.
Evolve to remain innovators in education capable of attracting high quality students.
Create a culture of research and scholarship within the School of Pharmacy
Assess viability of university based practice programs.
Develop strategic collaborations with universities, health care systems, insurance providers, pharmacies, pharmaceutical industry, etc.
Embrace and enhance inter-professional education
Enhance culture of integrative assessment.
STRATEGIC OBJECTIVES: Academic Year 2013-2014
1. Develop a plan to evaluate the content, format, and sequence of the curriculum. (SI 1,5,6)
o Accountable -Curriculum and Assessment
o Timeline
-Complete plan by end of academic year
2. Craft a business plan to implement a center for information mastery. (SI 1,3,4)
o Accountable
-Jon Ference and team
o Timeline
-End of academic year
3. Craft a business plan to implement a center for medication therapy management. (SI 1,3,4)
o Accountable
-Eric Wright and team
o Timeline
-End of academic year
4. Identify and engage external sources of funding. (SI 1,2,4)
o Accountable
-Dean, Exec, Individual faculty
o Timeline
-Ongoing
5. Develop marketing plan to attract high quality students. . (SI 1)
o Accountable
-SOP point person with Melanie Mickleson, Jack Chielli, &/or Admissions
o Timeline
-End of academic year
6. Determine factors affecting student marketability post-graduation. . (SI 1)
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o
o
Accountable
Timeline
-Exec
To coincide with career fair (employer surveys)
7. Create a report which documents current Interprofessional elements in the curriculum and identify if areas of enhancement are needed. (SI 1,
5)
o Accountable
-Curriculum
o Timeline
-End of academic year
8. Pilot Spanish Specialty Track. . (SI 1)
o Accountable
-Curriculum
o Timeline
-End of fall semester
9. Develop formalized FAQ sheet for Advisors. . (SI 1)
o Accountable
-Assistant Dean (Student Affairs)
o Timeline
End of academic year
10. Consider non-rolling admissions for PPGS and utilization of PharmCAS for transfers. (SI 1)
o Accountable
-Student Affairs
o Timeline
-End of academic year
11. Assess need to revise programmatic objectives (outcomes). . (SI 1,6)
o Accountable
-Assessment / Curriculum
o Timeline
End of fall semester
12. Assess processes of assessment by capturing timelines and monitoring change in response to assessment activities. (SI 1,6)
o Accountable
-Assessment
o Timeline
-Ongoing
13. Implement faculty development programs for teaching and research. (SI 1,2)
o Accountable
-Assistant Dean for Academic Affairs and Assessment
o Timeline
-Ongoing
14. Foster faculty collaborations in scholarship. (SI 2)
o Accountable
-Chairs, Executive Committee, Individual Faculty
12
o
Timeline
-Ongoing
15. Increase student participation in scholarly activities. (SI 2)
o Accountable
-Dean, Chairs, Individual Faculty
o Timeline
-Ongoing
16. Sustain and seek opportunities to promote the cultural competency of faculty, staff, and students. (SI 1)
o Accountable
-Dean, Individual Faculty
o Timeline
-Ongoing
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STRATEGIC OBJECTIVES: Academic Year 2014--‐2015
1. Evaluate the curriculum for “critical items” and create a tool of speicfi measures that define success for these items (SI1)
a. Accountable: Assessment Committee
2. Create a formal assessment plan formal assessment plan for evaluating and addressing emerging concerns (student employment challenges,
direct competition, facilities, etc) (SI1)
a. Accountable: Strategic Planning Committee
3. Evaluate and propose an alternate sequence to the School of Pharmacy curriculum. (SI1)
a. Accountable: Curriculum Committee
4. Support and explore curricular tracks/concentrations (Spanish, Leadership, etc). (SI1)
a. Accountable: Curriculum Committee
5. Evaluate the atmosphere and potential for a satellite school in a secondary location. (SI1)
a. Accountable: Executive Committee
6. Develop a plan to increase the resources for faculty and students to conduct, present, and be exposed to meaningful research. (SI2)
a. Accountable: Dean and Department Chairs
7. Create a list of possible collaborations or partnerships for which the School may pursue in the next 3-5 years. (SI3)
a. Accountable: Executive Committee
8. Create a subcommittee in charge of coordinating and assessing interprofessional activities at all levels of Pharmacy education (SI5).
a. Accountable: Chair, Department of Pharmacy Practice
9. Develop a plan for implementing and evaluating pre-APPE assessments (OSCE, PCOA, etc) (SI6)
a. Accountable: Assessment Committee
10. Decide if the School will adopt examination software and create a draft plan for implementation and assessment. (SI6).
o Accountable: Executive Committee
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Reserved for STRATEGIC OBJECTIVES: Academic Year 2015-2016
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