Exploring the implementation of a novel optimizing care model in the community pharmacy setting

Abstract

ObjectivesThe primary objective of this study was to identify and summarize the perspectives of managers, pharmacists, and pharmacy technicians regarding the implementation of the Optimizing Care Model and corresponding task delegation of final product verification to pharmacy technicians in the community pharmacy. A secondary objective was to better understand successes and concerns in implementing the model. DesignThis qualitative research study employed the use of semistructured interviews. The authors served as coders and analyzed the transcripts with the use of inductive and deductive thematic analysis. Setting and participantsKey informants included managers, pharmacists, and pharmacy technicians participating in the Optimizing Care Model in community pharmacies across both chain and independent pharmacy settings in Iowa, Tennessee, and Wisconsin. Interviews were conducted via telephone. ResultsThe research team interviewed 14 participants. Six themes were identified: The Optimizing Care Model catalyzes patient care service delivery expansion in the community pharmacy setting, effectiveness is driven by “freed-up” pharmacist time compared with the traditional model, the model positively affects roles and job satisfaction of pharmacy personnel, technician engagement and ownership have a strong impact on the success and ramifications of the model, significant changes to pharmacy operations are necessary for successful implementation, and there are several factors ensuring successful implementation and sustaining of the Optimizing Care Model. ConclusionVarious participants (pharmacists, managers, technicians) in a technician product verification program known as the Optimizing Care Model agreed that patient care delivery can be enhanced through the task delegation of final product verification to pharmacy technicians. Additional positive impacts on organizational and individual level outcomes were found, which included quality of work life, engagement, and commitment.