A Financial Model for Team-Based Opioid Use Disorder Treatment.

INTRODUCTION: Opioid use disorder (OUD) affects 2 million Americans, yet many patients do not receive treatment. Lack of team-based care is a common barrier for office-based opioid treatment (OBOT). In 2015, we started OBOT in a family medicine practice. Based on our experiences, we developed a financial model for hiring a team member to provide nonbillable OBOT services through revenue from increased patient volume. METHODS: We completed a retrospective chart review from July 2015 to December 2016 to determine the average difference in medical visits per patient per month pre-OBOT versus post-OBOT. Secondary outcomes were the percentage of visits coded as a Level 3, Level 4, and Level 5, and the percentage of patients with Medicaid, private insurance, or self pay. With this information, we extrapolated to build a financial model to hire a team member to support OBOT. RESULTS: Twenty-three patients received OBOT during the study period. There was a net increase of 1.93 visits per patient per month (P < .001). Fourteen patients were insured by Medicaid, 7 had private insurance, and 2 were self pay. Twenty-three percent of OBOT visits were Level 3, 69% were Level 4, and 8% were Level 5. Assuming all visits were reimbursed by Medicaid and accounting for 20% cost of business, treating 1 existing patient for 1 year would generate $1,439. Treating 1 new patient would generate $1,677. CONCLUSIONS: In a fee-for-service model, the revenue generated from increased medical visits can offset the cost of hiring a team member to support nonbillable OBOT services.

Reflections and interdisciplinary perceptions of pharmacy learners on an international medical brigade.

BACKGROUND AND PURPOSE: The Mountain Area Health Education Center, Inc. and Shoulder to Shoulder have partnered on medical brigades in rural Honduras since 2005, with pharmacy learner participation beginning in 2007. This study assesses the value of this experience to pharmacy learners and their contribution to a brigade's success. EDUCATIONAL ACTIVITY AND SETTING: Pharmacy learners and faculty, family medicine residents and faculty physicians, student volunteers, and other health care professionals participate in two-week medical brigades each February and August. Since 2011, brigades have been based out of Camasca, a small town in rural, southwest Honduras. February brigade teams conduct home visits, while August brigades consist primarily of mobile clinics. In both situations, the pharmacy team prepares, dispenses, and counsels on medications. Participants from three trips were surveyed. FINDINGS: All pharmacy learners agreed the brigade contributed to improvements in their skills and competence as pharmacists. Brigade members agreed that pharmacy learners made valuable contributions, particularly in counseling patients, maintaining an organized workflow, and assisting in activities outside of pharmacy services. All respondents agreed that pharmacy learners were necessary to a trip's success. SUMMARY: These international medical brigades were impactful educational experiences for pharmacy learners. Brigade participants viewed pharmacy learners as essential team members.

Evolution of Interdisciplinary Transition of Care Services in a Primary Care Organization.

Transitions of care create complex management challenges for providers and leave patients vulnerable to medication errors and hospital readmissions. This article examines the evolution of an interdisciplinary team of pharmacists and nurse care managers and their impact on safe and effective transitions from the acute care settings back into primary care. This article explores successes and challenges of this primary-care-based clinic in managing patients safely through often-complex situations, and explores future directions for improving care processes and outcomes.