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A. C. P. E. ISSUES
STANDARDS FOR 24-MONTH COURSE COUNCIL REVISES REQUIREMENTS TO PROVIDE ACCREDITATION TO COLLEGES WHICH ACCELERA TE IN RESPONSE TO NEW STUDENT DEFERMENT POLICY ISSUED JULY 1
force for the duration of the war emergency or until notice of further change is given:
C
HANGES made by the War Manpower Commission and the Selective Service in the conditions governing the eligibility of pharmacy students for occupational deferment as stated in Activity and Occupational Bulletin, No. 33-6, issued March 1, 1943, and amended June 17, 1943, and July 1, 1943, make it necessary for colleges of pharmacy which admit students under this program to accelerate the course of instruction to a total of not more than 24 months. The first statement of policy of the American Council on Pharmaceutical Education with reference to acceleration of the program of instruction in pharmacy to meet the war emergency, was issued on March 27, 1942, and applied to the course as accelerated to the point where it could be completed in three calendar years. In this statement of policy, it was recognized that adjustments in the educational programs of all institutions of· higher education might have to be made as a result of the present war emergency, and the belief was expressed that such adjustments in the program of pharmaceutical education as might become necessary could be made without endangering the standards maintained at that time. These are still the views of the Council, although it is recognized that there will have to be some curtailment of the amount of work heretofore given and that the quality of instruction will be lowered somewhat since the time will be too short to permit covering the full curriculum with the usual degree of thoroughness.
CHANGES IN STANDARDS The following changes in the standards for accreditation will apply to those .colleges of pharmacy which accelerate their programs of instruction to 24 months and win remain in
Article V. Teaching Load and Size of Classes, 1. The teaching load shall not exceed twentyfour hours per week per teacher and the number in a class (exclusive of lectures) shall not exceed thirty. Not more than two clock hours of laboratory work shall be taken as the equivalent of one clock hour of didactic instruction. Article VI. Minimum Admission Requirements. 1. A college shall require for admission the satisfactory completion of a four-year course of not less than fifteen units in a secondary school approved by a recognized accrediting agency; or a qualifying certificate for college entrance issued by a state university, or state department of education, or other state department authorized to issue such certificates; and that the applicant be in the upper three-fifths of his high-school class or be recommended by his high-school principal as being capable of carrying on satisfactory college work. 2. Students who are candidates for degrees shall not be admitted to courses leading to such degree later than one week after the beginning of a session. Article VII. Admission to Advanced Standing· 3. . Not more than six months of credit in time shall be given any student applying for advanced standing from any institution other than a college of pharmacy unless such credit shall be for graduate work in applied subjects done in· a recognized graduate school or other accredited educational institution. Article VIII. Curriculum and Degrees. 1. (a) The pharmacy curriculum shall comprise not less than 3200 clockhours of instruction, of which at least 1300 hours shall consist of laboratory work. Such instruction shall be given within a period of not more than two calendar years of not less than 48 weeks each, exclusive of
246
PRACTICAL PIiARMACY EDITION
holidays and vacations and shall be scheduled over a minimum of five days per week. (b) Deleted 3. (a) The curriculum shall include all of the required subjects listed in the fourth edition of the Pharmaceutical Syllabus. !tis understood that the 24-month program of instruction is a minimum requirement for the Bachelor of Science degree in pharmacy and must be completed by a candidate in full before he is eligible to receive this degree. The accreditation of a college of pharmacy will be withdrawn if there is any perceptible lowering of educational standards (including the revised requirements for admission), either in the scope of the curriculum, the total number of hours required for graduation or the level of scholarship demanded.
MUST FILE INFORMATION In order that the Council may have in its files the infonnation which is deemed necessary for the proper control of the accelerated programs of instruction and which may be requested from time to time by the War Manpower Commission, the Selective Service System, and other govern-
247
mental agencies, the colleges will be sent ques~ tionnaires on which they will be expected to supply the following information: 1. Date when program accelerated to 24 months was, or will be, put into operation. 2. Outline of the accelerated two-year curriculum. 3. Schedule of classes. 4. Number of students enrolled by classes and date of expected graduation of each under (a) the regular four-year program. (b) the program accelerated to three years. (c) the program accelerated to two years.
5. Entrance qualifications of all students. 6. Scholastic record of students (a) Grades of all students at the end of each tenn (quarter, trimester or semester). (b) Classification of all students on the basis of scholarship records into those which are deferred and give promise of successfully completing the course and those whose work has been unsatisfactory. Disposition which has been made of the latter.
PROTECTING THE NET PROFIT by STEPHEN WILSON UNIVERSITY OF PITTSBURGH COLLEGE OF PHARMACY
THE PHARMACIST WITH A SMALL STORE MUST BE THE BUYER, ADVERTISING MAN, CONTROLLER, AND MANAGER. HE MUST PERFORM ALL SUCH FUNCTIONS EFFICIENTLY IF HE IS TO BE A SUCCESS
pROTECTING the net profit is the responsibility of every pharmacist. Simply stated, the job consists of keeping overhead expenses
within the gross margin so that a net profit is possible. Actually, however, the job is quite complex. The average small store owner or manager does not realize how complex his business is. H he were asked just what he did during his day's work he would probably say that he cleaned the store, waited on customers, and did a little buying. If the store could be placed under a microscope it would become evident that he perlormed hundreds of varied jobs. This same result, however, can be accomplished by looking at a large store where the different tasks are p8r-