Community Pharmacy Recruitment for Practice-Based Research: Challenges and Lessons Learned.

To support the successful integration of community pharmacies into value-based care models, research on the feasibility and effectiveness of novel pharmacist-provided patient care services is needed. The UNC Eshelman School of Pharmacy, supported by the National Association of Chain Drug Stores (NACDS) Foundation, designed the Community-based Valued-driven Care Initiative (CVCI) to (1) identify effective value-based patient care interventions that could be provided by community pharmacists, (2) implement and evaluate the feasibility of the selected patient care interventions, and (3) develop resources and create collaborative sustainability opportunities. The purpose of this manuscript is to describe recruitment strategies for CVCI and share lessons learned. The project team identified pharmacies for recruitment through a mixed data analysis followed by a "fit" evaluation. A total of 42 pharmacy organizations were identified for recruitment, 24 were successfully contacted, and 9 signed on to the project. During recruitment, pharmacies cited concerns regarding the financial sustainability of implementing and delivering the patient care services, challenges with staffing and infrastructure, and pharmacists' comfort level. To foster participation, it was vital to have leadership buy-in, clear benefits from implementation, and assured sustainability beyond the research period.

Telehealth medication management and health care spending in a Medicare Accountable Care Organization.

BACKGROUND: Value-based care is an opportunity for medication optimization services to improve medication management and reduce health care spending. The reach of these services may be extended through telehealth. However, as health care systems and payers grapple with the long-term financing of telehealth, real-world assessments are needed to evaluate the potential economic impact of pharmacy-driven telehealth services. OBJECTIVE: To evaluate the impact of a scalable pharmacist-driven telehealth intervention to improve medication management on health care spending for clinically complex patients who were enrolled in a Medicare Next Generation Accountable Care Organization. METHODS: Data for this pretest-posttest nonequivalent group design study came from Medicare claims from 2015 to 2020 and linked pharmacist care activity data derived from the electronic medical record. Patients in the intervention group were identified as those who received the telehealth medication management service. Patients in the control group were offered the service and refused or could not be contacted. The primary outcome was total medical spending over a 6-month period, and impact was assessed using a covariate-adjusted difference-in-difference model. RESULTS: There were 581 patients who received the intervention and 1,765 who served as controls. The telehealth intervention reduced total medical spending by $2,331.85 per patient over the first 6 months of the service ($388.50 per month; P = 0.0261). Across a range of estimates for the cost of service delivery, we find a return on investment of 3.6:1 to 5.2:1. CONCLUSIONS: The $388.50 monthly savings found in this study represent a substantial reduction in health care spending and emphasize the opportunity for telehealth delivery of medication management services to improve value as a part of alternative payment models. DISCLOSURES: This study was funded by the UNC Health Care Department of Pharmacy. Dr Urick has received personal fees from Pharmacy Quality Solutions and Cardinal Health. Drs Peters, Vest, Colmenares, Foushee, and DeFalco are employees of UNC Health Care Department of Pharmacy. Mr Easter received a Co-PI grant from NACDS Foundation to implement Community-based Value Care Initiative (CVCI) in a community pharmacy setting. He also received a grant to Eshelman School of Pharmacy. He has an individual consulting agreement with digital health company Truentity Health to provide go to market strategy for medication management services. He also has stock options from Truentity Health as a component of the consulting agreement. Dr Foushee has a leadership or fiduciary role at Member-At-Large and the Ambulatory Care Academy of the North Carolina Association of Pharmacists. At the time this work was conducted, Dr Urick, Dr Pathak, and Dr Blanchard were all employees of the UNC Eshelman School of Pharmacy.

The pharmacist as a public health resource: Expanding telepharmacy services to address social determinants of health during the COVID-19 pandemic.

Background: The advent of COVID-19 exacerbated the impact of social determinants of health (SDOH) on patients' ability to manage their health, especially those with chronic conditions. Clinical pharmacists are well positioned to expand the patient care services they already provide to address patients' basic social needs, which may otherwise impede medication access and adherence. Objectives: The purpose of this exploratory study was to evaluate the feasibility of expanding a comprehensive medication management (CMM) telepharmacy service to include SDOH support. This service was offered as part of four primary care clinics in rural and underserved North Carolina communities. More specifically, the study aimed to describe the expanded service, evaluate stakeholders' experience with the service, and assess short-term impact on patients with diabetes. Methods: Data collected over the first 4 months of implementation included administrative data used to describe the expanded service; a clinic survey and interviews to assess clinic team members' experience with the service; and patient surveys to evaluate patient satisfaction, as well as impact on SDOH self-efficacy and diabetes quality of life. Results: Through SDOH screening, the pharmacist identified 26 unresolved COVID-prompted SDOH concerns across 66 patients. These concerns were addressed by the pharmacist through three types of brief interventions, including information provision/education (71%), access to resources (21%), and additional care coordination (7%). Clinic team members perceived the expanded service as highly satisfactory and beneficial. Patients also reported high levels of satisfaction and significantly increased their SDOH self-efficacy and diabetes quality of life as a result of the service. Conclusion: These data provide preliminary insights into the expanded role that pharmacists can play to address current population health gaps that can directly impact patients' engagement with their medication regimen and overall health status.

Making the economic value proposition for pharmacist comprehensive medication management (CMM) in primary care: A conceptual framework.

INTRODUCTION: Comprehensive medication management (CMM) is a patient care process provided by clinical pharmacists in primary care settings that ensures optimal use of medications with timely follow-up. Despite widespread evidence that shows CMM improves clinical and medication-related outcomes, pharmacist-delivered CMM services often fail to be adopted into U.S. primary care settings. OBJECTIVE: This study presents a conceptual framework linking outcomes of pharmacist-delivered CMM services in primary care settings to financial benefits for health plans providing coverage of CMM services and primary care practices investing and implementing CMM. METHODS: A critical review of the literature was performed in PubMed and the gray literature to identify financing opportunities that justify the coverage of CMM by third-party health plan administrators or the implementation of CMM by primary care practices. Financing elements that could be impacted by pharmacist-led CMM outcomes, namely higher achievement of medication-related quality measures and reduction of total costs of care, were recorded and utilized to develop the conceptual framework. RESULTS: The framework suggests that CMM provides economic benefits to both health plans and primary care practices by increasing market competitiveness, direct revenue, and quality bonuses. Health plans may benefit from higher plan quality ratings, lower premiums and plan bids, increased shared savings, and quality bonus payments. Primary care practices may achieve increased negotiating power through accreditation recognition and patient satisfaction, increased revenue through shared savings and fee-for-service reimbursement, and achievement of quality bonus payments. CONCLUSIONS: The alignment of economic benefits from CMM advances a strong value proposition for greater adoption of CMM coverage by health plans and implementation in the U.S. primary care system. Through broader CMM implementation, pharmacists can work alongside physicians in advanced care models and play a vital role in shaping the primary care practice transition to value-based care.

Unifying a profession and a health care system: Building the case for a "one pharmacy" global community.

The rational use of medicines to achieve better patient outcomes is a global concern. This need has pressured the practice of pharmacy to move away from focusing only on dispensing of the drug product towards the patient's appropriate utilization of the medicine. PharmAlliance, a unique partnership among three leading schools of pharmacy at the University of North Carolina at Chapel Hill (United States), Monash University (Australia), and University College London (United Kingdom), convened a Global Summit of Pharmacy Practice Innovation in November 2017 to bring together the leaders of the professional associations of the three countries to dialogue about how to lead the identified changes. A framework of "One Pharmacy Community" resulted from the discussions and was conceptualized from the overarching theme of the Summit. Recognizing and articulating these similarities into a One Pharmacy Community framework enables the development of a consistent global nomenclature of pharmacy services. The four pillars that resulted from the conversation are education, research, practice, and collaboration. Each of these are essential and dependent on the other in order to enable pharmacy practice to meet the global requirements of patient-focused health care design and delivery. This article describes the framework and each of the pillars.

Optimizing medication use through a synergistic technology testing process integrating implementation science to drive effectiveness and facilitate scale.

OBJECTIVES: 1) To describe a synergistic technology testing process (STTP) that integrates traditional technology assessment with implementation science principles to drive uptake, enhance outcomes, and facilitate scaling of medication optimization health information technology solutions; and 2) to illustrate the application of the STTP using an example that involves designing and testing a medication therapy problem (MTP) platform for use by pharmacists in primary care. SUMMARY: Optimizing medication services requires supportive technologies that have been fully tested before release. Current testing approaches are not sufficient to produce the information needed to accelerate uptake and drive impact. Implementation science principles can supplement the traditional testing process by broadening its focus to include designing a truly usable technology, attending to contextual influences, studying the implementation process, and assessing the technology for its scalability. The STTP is an early attempt at outlining the integration of traditional technology testing with implementation science for pharmacy practice. CONCLUSION: The potential impact of technology-supported medication optimization solutions to improve patient outcomes, enhance quality of care, and reduce costs could be substantial. Accelerating uptake, driving impact, and facilitating scaling will require innovative testing paradigms that result in evidence-based technologies that can feasibly be implemented in real-world settings.

The Multi-Billion Dollar Drug-Sensitive Spending Opportunity.

Chronic diseases increase utilization and avoidable drug-sensitive spending, but little is done to optimize medication use and drive value. Value-based approaches to health care financing should shift focus to drug-sensitive spending to balance patient access and quality improvement with cost containment.

The Medication Optimization Value Proposition: Aligning Teams and Education to Improve Care.

United States health care lags behind other countries in quality and cost. The present health care system is unsustainable, and there is now a quick movement toward value-based care. This article lays out essential care delivery elements, and makes the case for medication optimization to enable new value-based models. Success factors include enhancing team-based care and interdisciplinary education to achieve patient-centered care.

The North Carolina Experiment: Active Research in the Development and Assessment of New Practice Models.

Improving the quality of health care requires innovative approaches to addressing the misuse, overuse, and underuse of medication in the United States. Strategies must be patient-centered, collaborative, and aligned with the move toward value-based care. We highlight research in North Carolina aimed at achieving these goals.