A technical assistance program approach for pharmacist clinical services integration in primary care organizations.

BACKGROUND: Little is known about the use of technical assistance (TA) programs to facilitate the integration of pharmacist clinical services in primary care settings. OBJECTIVE: Design, implement, and evaluate a TA program to advance pharmacist integration and clinical services in primary care. PRACTICE DESCRIPTION: Structured TA program for developing new or enhancing current integrated pharmacist services was utilized in 4 primary care organizations (i.e., federally qualified health center, accountable care organization, and an academic and regional health system). PRACTICE INNOVATION: Holistic TA program with a logic model, organizational stages of pharmacist integration, project prioritization, and implementation plans. EVALUATION METHODS: A mixed-methods contextual inquiry approach for integration of pharmacist clinical services. Quantitative analysis was used for TA program activities, time spent, pilot project data, and a web-based survey for post-TA program assessment. Coincidence analysis was used to assess organizational commitment to TA services. Qualitative analysis was used for data collected through semi-structured key informant interviews and team meeting activity reports. RESULTS: TA program team spent 1872 hours over 11 months on program development, logistics, implementation, and project oversight. TA services included 88 onsite and virtual meetings, 11 onsite pharmacist coaching sessions, 6 workflow mapping sessions, and updating online learning resources. Primary care organizations that had already hired a pharmacist were more likely to uptake TA services. Most useful TA methods were webinar meetings (89%) and on-site pharmacist coaching (88%). TA project results were used for strategic planning (73%), pharmacist value/impact assessment (72%), pharmacist capacity modeling (68%), and workflow design (65%). A key learning from the TA program was the importance of a qualified pharmacist with clinical service experience in primary care settings and population health teams. CONCLUSION: TA program for the pharmacist clinical service integration has broad application to primary care organizations with diverse organizational structures, payer mixes, and practice settings.

A systematic review of primary care-focused, self-reported medication adherence tools.

BACKGROUND: Clinician recognition of nonadherence is generally low. Tools that clinicians have used to assess medication adherence are self-reported adherence instruments that ask patients questions about their medication use experience. There is a need for more structured reviews that help clinicians comprehensively distinguish which tool might be most useful and valuable for their clinical setting and patient populations. OBJECTIVES: This systematic review aimed to (1) identify validated, self-reported medication adherence tools that are applicable to the primary care setting and (2) summarize selected features of the tools as an assessment of clinical feasibility and applicability. METHODS: The investigators systematically reviewed MEDLINE via Ovid, Embase via Ovid, International Pharmaceutical Abstracts, and CINAHL from inception to December 1, 2020. Investigators independently screened 3394 citations, identifying 43 articles describing validation parameters for 25 unique adherence tools. After screening each tool, 17 tools met the inclusion criteria and were qualitatively summarized. RESULTS: Findings highlight 25 various tool characteristics (i.e., descriptions, parameters and diseases, measures and validity comparators, and other information), which clinicians might consider when selecting a self-reported adherence tool with strong measurement validity that is practical to administer to patients. There was much variability about the nature and extent of adherence measurement. Considerable variation was noted in the objective measures used to correlate to the self-reported tools' measurements. There were wide ranges of correlation between self-reported and objective measures. Several included tools had relatively low to moderate criterion validities. Many manuscripts did not describe whether tools were associated with costs, had copyrights, and were available in other languages; how much time was required for patients to complete self-report tools; and whether patient input informed tool development. CONCLUSION: There is a critical need to ensure that adherence tool developers establish a key list of tool characteristics to report to help clinicians and researchers make practical comparisons among tools.

Factors influencing primary care organization commitment to technical assistance for pharmacist clinical services integration.

BACKGROUND: While technical assistance (TA) has been utilized by primary care organizations (PCOs) for electronic health record installation and medical home recognition, little is known about PCOs' use of TA to optimize pharmacist clinical services and integration in team-based care or population health programs. In 2019, the Connecticut Office of Health Strategy's State Innovation Model Program funded a no-cost TA initiative for 9 PCOs to initiate and/or advance pharmacist clinical services. OBJECTIVE: To assess organizational, operational, and pharmacist factors that influenced PCO commitment to the TA program. METHODS: During the TA program, data were collected from multiple sources including PCO demographic data; discussions and meetings with PCO medical, pharmacy, and administrative leaders; on-site workflow observations; and pharmacist coaching sessions. Configurational comparative methods were applied using the data collected during the TA program. Candidate factors were identified and calibrated on the basis of the researchers' knowledge of the TA program, organizational readiness for change models, implementation science frameworks, and published literature. Each candidate factor was iteratively assessed until 13 factors were selected and calibrated by independently assigning each factor a dichotomous value across PCOs. Calibration differences between the researchers were discussed until consensus was reached. Solutions were modeled using the Coincidence Analysis (cna) package in R and RStudio (RStudio, PBC). RESULTS: Of the 9 PCOs, 4 committed to participating in the TA program. Only 1 factor, the presence of a hired pharmacist, consistently distinguished PCOs that committed from those that did not, with 100% coverage and 80% consistency. CONCLUSION: PCO commitment to participate in the TA program was best explained by the factor of already having hired a pharmacist. These results can inform future efforts to engage PCOs in TA, primary care policy initiatives, and future research to understand factors influencing PCO success with pharmacist clinical services integration.

Practical implementation insights from 2 population health pharmacist project approaches to improve blood pressure control.

BACKGROUND: Population health pharmacists (PHPs) can optimize medication regimens for blood pressure (BP) control using various approaches based on the timing of medication recommendations sent to providers. OBJECTIVE: To identify the contextual factors and implementation insights from 2 PHP approaches to consider when implementing PHP initiatives. PRACTICE DESCRIPTION: A federally qualified health center with 14 sites throughout Connecticut. PRACTICE INNOVATION: A centralized PHP performed medication reviews and sent recommendations to providers. The providers reviewed the recommendations for implementation into patients' care plans. The 2 PHP approaches used were: JUST-IN-TIME (JIT) APPROACH: A part-time, contracted PHP used weekly reports to identify 204 patients with uncontrolled hypertension (BP ≥140/90 mm Hg) and same-week provider appointments. ANYTIME (ANY) APPROACH: A full-time staff PHP used a registry report to identify 41 patients with uncontrolled hypertension (systolic BP: 140-150 mm Hg) and diabetes (glycosylated hemoglobin: 9%-10%) regardless of the next appointment date. EVALUATION METHODS: Four of the 5 Reach, Effectiveness, Adoption, Implementation, and Maintenance framework dimensions were used to assess the JIT and ANY approaches. Quantitative data were analyzed using descriptive statistics and chi-square or Fisher exact tests. RESULTS: The contextual factors that affected the reach, effectiveness, adoption, and implementation of the 2 projects included the timing of PHP recommendations, PHP employment status, and PHP's prior work experience. The PHP insights to consider when implementing these projects include the need to (1) build trusted relationships with providers/other team members; (2) demonstrate sensitivity and respect for providers' workload/workflow; (3) send concise, actionable, and timely recommendations; and (4) measure value/impact of PHP interventions with defined metrics. The organizational implementation insights to consider include clearly defining the role of the PHP, providing clinical/administrative buy-in and support, fostering a strong organizational culture for team-based care, and collaboration with the data analytics team to identify patients classified as high impact. CONCLUSION: The contextual factors and implementation insights identified can be used pragmatically by primary care clinical leaders to integrate a limited PHP resource on an existing population health team.

Primary Care Pharmacist Practice Models Shape the Comprehensive Medication Management Process.

Pharmacists are well positioned to collaborate with primary care providers (PCPs) to conduct comprehensive medication management (CMM). However, depending on organizational needs and pharmacist staffing resources, different pharmacist practice models have been implemented. In this commentary, we (1) describe 2 common pharmacist practice models in primary care settings, (2) explain variations in the CMM process based on 2 practice models, and (3) outline outcomes and implications of this expanded CMM process. By tailoring the CMM process to their practice model, pharmacists can follow consistent delivery of CMM services to create a common understanding among patients, PCPs, and other care team members.

Pharmacist eConsult service for primary care medication optimization and safety.

BACKGROUND: There is a critical need in primary care to proactively prevent, identify, and resolve poor medication-related outcomes. However, more than 80% of primary care practices do not have clinical pharmacists as members of expanded care teams. The emergence of eConsult services in primary care settings presents an opportunity for primary care providers (PCPs) to consult with clinical pharmacists as "on-demand" pharmacotherapy specialists. OBJECTIVES: The objectives were to (1) determine the use of a clinical pharmacist in an existing eConsult network, (2) characterize the use and type of clinical pharmacist eConsults sent by PCPs, and (3) measure the implementation percentage of pharmacist recommendations by PCPs. METHODS: The study was conducted in a federally qualified health center using an existing eConsult platform. A clinical pharmacist was contracted to receive eConsults and was expected to respond within 2 business days. PCPs were introduced to the pharmacist eConsult service through presentations that reviewed the clinical pharmacist's education/training, suitable pharmacist eConsult topics, and workflow for sending a pharmacist eConsult. RESULTS: A total of 57 eConsults containing 123 individual questions were answered. Advanced practice nurses (APRNs) sent 3 times the number of eConsults and individual questions per eConsult compared with physicians (P < 0.0001). Most eConsult questions from APRNs related to adverse drug events/drug interactions (44%), drug or dosage changes to reach therapeutic goals (18%), and renal/hepatic dosage adjustments (13%). However, physician eConsult questions were primarily targeted on patient-specific drug or dosage adjustments (62%) and comprehensive medication regimen reviews (17%). A total of 74% of the pharmacist eConsult responses had at least 50% of the recommendations implemented by PCPs. CONCLUSION: This study revealed the use of a pharmacist eConsult service for medication-related questions in an existing eConsult network for PCPs. As more practices enroll in value-based plans, pharmacist eConsults can improve the quality and safety of prescribing and chronic medication management.

PCImpact: A modeling tool for forecasting impact of primary care pharmacist services.

BACKGROUND: The role of the pharmacist in primary care (PC) has expanded to focus on medication optimization and management for chronic conditions. However, identifying the optimal pharmacist practice model to maximize pharmacist workload capacity, patient care quality, and PC provider satisfaction remains a challenge. PC clinical and administrative leaders could benefit from pharmacist impact forecasts to justify initiating new or optimizing/expanding current pharmacist services. OBJECTIVES: (1) To describe the development of a PC pharmacist services modeling tool, PCImpact (2) To discuss the use of PCImpact by PC leaders to initiate, optimize, or expand integrated pharmacist services. METHODS: PCImpact was developed and internally tested with 6 clinical/administrative leaders within a federally qualified health center and health system-affiliated primary care organization by: (1) identifying pharmacist practice models, (2) obtaining data input values for PCImpact, and (3) calculating PCImpact output values. Two types of pharmacist practice models are defined: population health (PH) and direct patient care (DPC). In the PH models, a centralized pharmacist performs one-time, comprehensive or targeted medication reviews with no direct patient interaction. PC providers review and implement pharmacist recommendations. In DPC models, an embedded pharmacist in a PC practice performs patient visits with or without collaborative practice agreements with PC providers. Default values for all PCImpact data inputs were obtained/tested through literature reviews and discussions with pharmacy and physician leaders, including pharmacist and PC provider time required, and implementation percentage of pharmacist recommendations. PCImpact calculates: (1) pharmacist workload capacity, (2) PC provider time impact, and (3) patient care impact. CONCLUSIONS: PCImpact presents a novel method to objectively forecast the impact of PH and DPC pharmacist services in 2 PC settings. PCImpact outputs showed that a DPC pharmacist practice model can save PC provider time and impact a greater number of patients compared to a PH pharmacist practice model.

PharmValCalc: A calculator tool to forecast population health pharmacist impact.

OBJECTIVE: (1) Describe the development of a population health pharmacist (PHP) value calculator to forecast pharmacist staffing, care quality impact, and ROI; (2) exemplify PHP value through ACO stakeholder perspectives; and (3) discuss the use of the pharmacist value calculator to engage pharmacy, clinical, administrative, and financial leaders in discussions to initiate or expand pharmacist integration within population health (PH) initiatives. TOOL DESCRIPTION: The role of the pharmacist in population health (PH) is evolving as healthcare payment moves towards population-based, value-driven care. However, a challenge remains to identify the optimal use of the pharmacist in PH initiatives to maximize quality and cost performance. PharmValCalc was developed to demonstrate the value proposition for PHP interventions. PharmValCalc can be used to forecast PHP impact to: (1) reduce preventable, medication-related 30-day all cause hospital readmissions and emergency department (ED) visits for elderly patients, and (2) improve medication-related quality performance for uncontrolled patients with diabetes and hypertension. PharmValCalc forecasts the required PHP full-time equivalents (FTE), care quality performance goal improvement, and return on investment (ROI). PRACTICE INNOVATION: While other pharmacist impact calculators have been developed, PharmValCalc is uniquely designed for the 4 common PHP interventions listed above. In addition, provider executives verified that the estimated calculator outputs for each outcome (i.e., PHP FTE, care quality goal performance, and ROI) are within acceptable ranges to justify new or expanded PHP interventions in different ACO settings. CONCLUSION: PharmValCalc is a pragmatic tool for pharmacists and pharmacy leaders in value-based organizations to use when planning the initiation or expansion of PHP interventions with executive-level medical or administrative decision-makers.