Lead your institution to proactively develop data systems that support the development of validated AI applications, providing the opportunity to redeploy human resources to other unmet patient care needs. degree (Figure 2, item 6). It’s easy for departments at every level to become confused as to what’s going on. Whether you’re creating a new strategic plan from scratch or you’re trying to breathe life into an old plan, I bet we can both agree that healthcare strategic planning is a tough process. Dr. Toftle, a physician now retired from practice whose main role is in the hospit… The Pharmacy Forecast is not intended to be a quantitatively or even qualitatively (directionally) accurate prediction of future events. Despite increasing policymaker awareness, the outlook for the supply of prescription drugs is unlikely to improve over the next several years. Lee C Vermeulen, B.S.Pharm., M.S., FCCP, FFIP, UK HealthCare, and Professor of Medicine and Pharmacy, University of Kentucky, Address correspondence to Mr. Vermeulen (. The size of the Forecast Panel in 2019 was deliberately increased in an effort to capture opinions from a wider range of pharmacy leaders than in past Forecasts, and the size of the Forecast Panel remained large this year. Within each section of this report, the results of each survey question are summarized in detail. Address correspondence to Dr. Fox (Erin.Fox@hsc.utah.edu). JCO Global Oncology Although some colleges and schools have established various dual degree programs that leverage existing curricular resources and provide substantial benefits to graduates, a joint Pharm.D./P.A. A large majority of Forecast Panelists (FPs) indicated that it is likely that pharmacy departments will establish the means to prove the value of the work they do (Figure 3, item 1). Sixty-five percent of FPs were optimistic about the vacancy rate for pharmacy positions that require specific expertise in sterile compounding and drug distribution (Figure 2, item 1). 139-143. As an example, meeting new quality standards focused on sterile production and the handling of hazardous drugs by healthcare workers4 have required extensive investment in infrastructure and added labor expense despite limited evidence that systemic shortcomings in patient or worker outcomes exist. Finally, as discussed previously, Bill Zellmer, Scott Knoer, and James Hoffman provide a discussion of the black swan concept, introducing a new component for improving strategic planning around potentially catastrophic future events. The challenges faced by health-system SPs will continue to include access to payer networks, access to limited-distribution drugs, and (with the exception of health systems with access to 340B pricing) profitability. Actively participate in discussions around increasing the transparency of medication and healthcare costs to the public, and contribute to the development of mechanisms of helping patients make more informed healthcare decisions. Acute care pharmacists should document discharge summaries for community and ambulatory care pharmacists, paralleling physician documentation in EHRs, to make this process efficient. ASCO Daily News Professional English and Academic Editing Support, 2318 Mill Road, Suite 800, Alexandria, VA 22314, © 2020 American Society of Clinical Oncology. Involving an institutional patient and family advisory council to guide this process can help mitigate this risk. ADDRESS FOR CORRESPONDENCE: Maryann Windey, Clinical Learning, Lee Health, 9800 S. Health Park Dr. Suite 210, Fort Myers, FL 33908 (e-mail: [email protected]). Given the complexity, uncertainty, and pace of change in healthcare today, strategic planning must be a continuous process. Most drug shortages are caused by quality and manufacturing problems at the factory, which presumably will continue to occur in production facilities employed by new supply chain entities. They don’t need long recitations of bromides. The term value is ubiquitous in discussions around healthcare expenditures but is rarely used to determine prices paid for drugs in the United States. The complexity of this new therapy also required immense effort to get organized for its use. Congressional hearings featuring parents of children who have died due to insulin rationing resulted in commitments to support the launch of an authorized generic for insulin, which may lead to more affordable care. In 2018, ASHP established the Technician Forum to provide a home for these essential practitioners and serve as the collective voice for pharmacy technicians by supporting their advancement and professionalization. Also similar to the 2019 survey, FPs reported that their primary organizations offered very diverse services, including home health or infusion care (54% of FPs), specialty pharmacy (61% of FPs), ambulatory care (82% of FPs), pediatric care (61% of FPs), and hospice care (41% of FPs). and physician assistant (P.A.) Dr. Conti is an unpaid special consultant to FDA’s Office of Generic Drugs.The authors have declared no other potential conflicts of interest. As public concern and public health risks grow with a resurgence of diseases previously eradicated by vaccines, this represents an opportunity for the profession. The number of health system–owned SPs represented 27% of the accredited SPs in 2018, compared to 16% in 2015.4 Smaller, independent SPs are declining, representing 47% of accredited SPs in 2018, compared to 59% in 2015. In a continuing discussion of the future of pharmacy education and pharmacy workforce issues, Diane Ginsburg and Katie Pritchett provide a section exploring a number of challenges that will face health-system pharmacy leaders in the coming years. Identify and participate in programs that may improve the supply of essential medications, such as joining not-for-profit drug manufacturing consortiums, but plan to continue to invest in shortage management resources. Two topics that are often included in the Pharmacy Forecast—the healthcare marketplace and healthcare reform—also appear in this year’s edition. A different type of black swan hit hospitals in 2017 with the arrival and rapid adoption of 2 CAR-T therapies for various leukemias and lymphomas in adults and children.b At a cost of up to $475,000 per patient, and with a lag in insurance coverage and an absence of alternative therapies, many hospitals had to initially absorb this expense.c In 2019, a gene therapy for spinal muscular atrophy in children less than 2 years oldd hit the market at a cost of $2 million for a single patient—an astonishing figure that few institutions and payers were prepared for. Overall, the results stimulate important reflections on the nature of strategic planning in health-system pharmacy. These new ventures seek to address shortages largely by outsourcing additional production to contract manufactures. We are again pleased to disseminate the Pharmacy Forecast through AJHP, providing readers with easy access to the report. Address correspondence to Dr. Nesbit (tnesbit@jhmi.edu). The combination of nontraditional residency training with graduate studies (e.g., executive M.B.A. degree programs) may also be attractive to pharmacists following a nontraditional career development path. Identify and implement strategies that minimize the inefficiencies brought to the healthcare system by fiscal and supply chain intermediaries (PBMs, GPOs, and wholesalers) when their services do not add real value to health-system pharmacy performance. Healthcare Executive, Ridgewood, NJ. Our focus is on larger-scale trends, and our goal is to look beyond ethereal whims of politics and practice in an attempt to address deeper patterns that will impact us over months and years. It furthers the University's objective of excellence in research, scholarship, and education by publishing worldwide, This PDF is available to Subscribers Only. Consideration must be given to patients’ time investment in answering these questions. Invite top institutional leaders to participate in the pharmacy department’s exploration of how to enhance responsiveness to seemingly improbable events that have massive consequences. : Erin R. Fox, Pharm.D., BCPS, FASHP, Senior Director, Drug Information and Support Services, University of Utah Health, and Adjunct Associate Professor, University of Utah College of Pharmacy, Salt Lake City, UT. Employers may offer financial incentives to employees who voluntarily choose preferred providers they have under direct contract, but based on experience with high-deductible insurance plans, financial incentives are not terribly effective in driving employees to more efficient care options. When signing local drug acquisition contracts, insist on disclosure of the source and site of manufacture, and ensure that contracts signed by group purchasing organizations on behalf of health systems also include disclosure. Identify and implement procedures that ensure that diversity is included as a component of the recruitment process for all pharmacy staff, including students, residents, technicians, pharmacists, and pharmacy leaders. Key questions for practice leaders related to black swan resiliency include: Are communications among pharmacy team members free flowing across lines of authority versus being confined to a rigid chain of command?

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