Pharmacy Leaders Research Articles

Nosocomial Rabies Encephalitis: Lessons Learned From Exposures in a Large Healthcare System

Background: In October 2018 a patient presented to hospital A’s emergency department (ED) for a work injury, arm spasms, and inability to drink liquids. He developed rapid neurologic decline and was transferred to hospital B for neurocritical care. He developed a fever, was intubated, and had an unrevealing infectious diseases (ID) consultation. He became comatose, had refractory seizures, and was transferred to hospital C. A second ID consultation revealed that he had many bats in his home, and his symptoms were consistent with rabies encephalitis. Antemortem specimens of serum, CSF, skin biopsy, and saliva were all positive for rabies virus PCR, and/or rabies serologies. Objective: We describe the response of a multihospital system to the exposure of employees across 3 facilities to rabies-infected body fluids. Methods: Three hospitals in 1 system (222 caregivers) cared for the index patient (hospital A, n = 8; hospital B, n = 107; hospital C, n = 107; 19 students and residents), as did 2 additional facilities outside the system. These included physicians (n = 21), registered nurses (n = 57), respiratory therapists (n = 29), imaging technicians (n = 24), phlebotomists (n = 12), laboratorians (n = 8) and others (n = 71). Infection prevention, employee health, and pharmacy leadership created a centralized team to ensure that all exposed caregivers were screened, and if exposed, were vaccinated. An electronic screening tool developed and administered by the Utah Department of Health via Research Electronic Data Capture (Redcap), rapidly assessed caregiver body fluid exposure risks (saliva, tears, neurologic tissue), and use of personal protective equipment in patient care. After completion, caregivers received notification that he or she (1) had no exposure (no further action), (2) had exposure and should report to employee health for vaccination, or (3) had unclear exposure and should contact the employee health department. Results: Caregivers feared that the tool underestimated exposure risk. Many caregivers (n = 48), repeated the assessment more than once, changing answers. The most common reasons cited were incomplete forms (n = 21), caregiver did not recall using personal protective equipment with contact with saliva (n = 8) or did not understand rabies transmission (n = 3). All vaccinations were initiated by 11 of 26 care givers, 18 days after initial deployment of the tool. All exposed caregivers completed the course. No caregivers developed symptoms of rabies encephalitis. Conclusions: An online tool can safely assess large healthcare exposure such as rabies. A team comprising infection preventionists, employee health representatives, pharmacists, and public health department representatives made the assessment of many geographically dispersed caregivers rapid and effective. Caregivers should employ the basic tenets of standard precautions in the daily care of patients to avoid unknown exposures to common bodily fluids.Funding: NoneDisclosures: None

Hospitals adapt to pandemic's financial effects.

Although many hospitals have resumed services that were suspended at the start of the COVID-19 pandemic, revenue losses suffered in the initial months of the crisis remain a major concern. “The impact has equally affected critical access hospitals and large health systems as they grapple with business recovery, reinitiate non-COVID patient care, and plan for the growing COVID-positive populations in rural and urban areas of the United States,” said David Chen, ASHP’s assistant vice president for pharmacy leadership and planning. Megan Schlaebitz, pharmacy manager at 21-bed Pender Community Hospital in northeast Nebraska, said that compared with many other critical access hospitals, her facility was in good fiscal shape before the pandemic. The outlook has changed since March, she said. There will be no bonuses this year, salaries are frozen, and the hospital suspended retirement plan matching contributions. For next year’s budget, “we’re reevaluating everything we spend money on,” she said.

Positioning global pharmacy research partnerships to advance health equity.

Interest in global pharmacy research partnerships is growing, and many Schools and Colleges of Pharmacy are looking to expand their footprint in the global health arena. This will create opportunities for increased collaboration and synergy, but there will also be concerns for potential duplication and fragmentation. Such research partnerships also present unique opportunities for addressing unmet medication-related needs of populations around the word, especially for vulnerable populations living both in high income countries (HICs) and low- and middle-income countries (LMICs). Pharmacy leaders and researchers engaged in global health partnerships or planning to start one can draw important lessons from other global health partnerships but also by studying the historical context and evolution of global health initiatives. To be meaningful, global pharmacy research partnerships must be grounded in local contexts and be sensitive to the myriad influences and actors that may determine success of their research endeavors, including health interventions. A deliberate and thoughtful investment in mentorship and faculty development for LMIC collaborators are also essential ingredients for sustainability of global research partnerships.

Evaluation of medication safety resources in pediatric hospitals.

As health systems continue to expand pharmacy and clinical services, the ability to evaluate potential medication safety risks and mitigate errors remains a high priority. Workload and productivity monitoring tools for the assessment of operational and clinical pharmacy services exist. However, such tools are not currently available to justify medication safety pharmacy services. The purpose of this study is to determine methods used to assess, allocate, and justify medication safety resources in pediatric hospitals. A 32-question survey was designed and distributed utilizing the Research Electronic Data Capture (REDCap) tool. The survey was disseminated to 46 pediatric hospitals affiliated with the Children's Hospital Association (CHA). The survey was distributed in October 2018, and the respondents were given 3 weeks to submit responses. Data analysis includes the use of descriptive statistics. Categorical variables were summarized by frequencies and percentages to distinguish the differences between pediatric health systems. Of 26 respondents, 15.4% utilized metrics to justify medication safety resources. Metrics utilized were based on medication dispenses, projects, and error coding. Twenty-three percent of respondents were dissatisfied with current pharmacy-based medication safety resources within the organization. There was variability of medication safety resources within pediatric hospitals, including the number of dedicated full-time equivalents, time spent on tasks, and task prioritization. Assessing medication safety resources at various pediatric hospitals highlights several potential barriers and opportunities. This information will serve as the foundation for the creation of a standardized workload assessment tool to assist pharmacy leaders with additional resource justification.

2020 ASHP Virtual Conference for Pharmacy Leaders, October 19—20, 2020

2020 ASHP Virtual Conference for Pharmacy Leaders, October 19—20, 2020

Refection on our leadership during COVID‐19: challenging our resilience

Refection on our leadership during COVID‐19: challenging our resilience

Leveraging telecommuting pharmacists in the post–COVID-19 world

In response to the coronavirus disease 2019 (COVID-19) pandemic, many industries, including pharmacy, rapidly expanded the use of telecommuting workers to assure business continuity and address social distancing needs. Advances in electronic health records and telepharmacy over the past 2 decades enabled pharmacy leaders to easily adapt their practice models to allow for telecommuting alternatives during the pandemic. While these changes were generally intended to be part of the short-term response, the sustained expansion of telecommuting within the pharmacy profession merits further exploration. Documented experience with telepharmacy and telehealth indicate a wide array of clinical and operational pharmacist activities that could be conducted by telecommuters. In addition, experience with telecommuters in other industries suggests potential benefits ranging from improving pharmacists' work-life balance to mitigating postpandemic financial burden. Health care organizations should consider integrating part-time telecommuter pharmacists into contemporary practice models to address other frontline issues and facilitate ongoing expansion of clinical pharmacy services to meet emerging patient needs.

Dynamic pharmacy leadership during the COVID-19 crisis: Optimizing patient care through formulary and drug shortage management

DisclaimerIn an effort to expedite the publication of articles related to the COVID-19 pandemic, AJHP is posting these manuscripts online as soon as possible after acceptance. Accepted manuscripts have been peer-reviewed and copyedited, but are posted online before technical formatting and author proofing. These manuscripts are not the final version of record and will be replaced with the final article (formatted per AJHP style and proofed by the authors) at a later time.PurposeThe coronavirus disease 2019 (COVID-19) pandemic has created unprecedented challenges for health systems around the world. We describe our approach to adapting the pharmacy leadership structure to address critical medication shortages through innovative data analysis, procurement strategies, and rapid implementation of medication policy.SummaryYale New Haven Health deployed a system incident management command structure to effectively respond to the COVID-19 crisis. System pharmacy services adopted a similar framework to enable efficient communication and quick decision-making in key domains, including drug procurement and policy. By refining a model to project health-system medication needs, we were able to anticipate challenges and devise alternative treatment algorithms. By leveraging big data and creating a system knowledge base, we were able to consolidate reporting and coordinate efforts to ensure system success. Various procurement strategies were employed to ensure adequate supply, including frequent communication with our wholesaler, sourcing direct from suppliers, outsourcing of sterile products compounding to registered 503B outsourcing facilities, and acquisition of active pharmaceutical ingredients for compounding of essential medications. Strategic positioning of pharmacists within the health system’s incident command response teams and rapid adaption of drug use policy governance fueled accelerated response and nimble implementation. Communication was streamlined and executed via multiple outlets to reach a broad audience across the health system.ConclusionWith medication shortages posing a threat to patient care, dynamic pharmacy leadership proved essential to providing patient care at the height of the COVID-19 pandemic. System alignment and the rapid adaption of the existing framework for drug shortage management and medication use policy were crucial to success in crisis response.

Leadership Approaches to Staff Health and Wellness During COVID-19 Pandemic.

Background: COVID-19 disease as caused by a coronavirus called SARS-CoV-2 has taken the world by storm with upwards of 8 million confirmed infections in more than 190 countries. At the writing of this article, over 2 million Americans are confirmed infected and 117,000 have died. Rapid changes to manage COVID-19 care creates significant physical and emotional stress for healthcare employees, including pharmacy staff. Objective: This article provides pharmacy leaders with advice in leading through COVID-19 to promote staff resiliency. Methods: The specific leadership strategies include: (1) identifying and addressing fundamental needs; (2) communicating updated and reliable information; and (3) providing psychological and mental health support. Conclusion: Using various techniques described will help to preserve workforce resilience in providing patient-centered pharmacy services. After reading this article, pharmacy directors will have strategies and resources to maintain employee resiliency during this difficult time.

Pharmacy Leadership during the COVID-19 Pandemic

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Pharmacy leadership during emergency preparedness: Insights from the Middle East and South Asia.

Disclaimer: In an effort to expedite the publication of articles related to the COVID-19 pandemic, AJHP is posting these manuscripts online as soon as possible after acceptance. Accepted manuscripts have been peer-reviewed and copyedited, but are posted online before technical formatting and author proofing. These manuscripts are not the final version of record and will be replaced with the final article (formatted per AJHP style and proofed by the authors) at a later time.

A cross‐sectional survey of U.S. hospital pharmacy leaders on departmental initiatives to address burnout

AbstractIntroductionBurnout syndrome prevalence among hospital experience is increasingly described; however, no data explain how United States (U.S.) hospital pharmacy departments are addressing it.ObjectivesThis survey study sought to detect what strategies have been taken to prevent or address burnout.MethodsA customized, 19‐question descriptive survey was open for two, 1‐month periods in 2019. The survey addressed questions toward U.S. hospital pharmacy department leaders regarding leadership demographics, perception of burnout as a problem, and steps taken to address burnout. The first survey period was open to Directors of Pharmacy in the Vizient purchasing network and the second to members of three American Society of Health‐System Pharmacist's Connect Communities. Descriptive statistics are presented and Spearman rank‐order correlation was used for comparisons.ResultsA total of 216 surveys were completed. Half of the participants were pharmacy directors, having worked less than 5 years in their position (n = 110, 50.9%). Eighty‐two percent believed their departments were negatively affected by burnout; however, only 53.7% formally assessed their employees. Twenty‐eight percent (n = 59) reported interventions to combat burnout have been instituted, whereas 26.2% had plans to initiate measures. The most frequent interventions implemented in each category were: communication (department meetings [98.3%], informal surveys [62.7%], management style changes [57.6%]), workflow (scheduling process changes [78%], technologies [72.9%], verification process changes [64.4%]), and quality improvement (stress reduction presentations [49.1%] and mealtime protections [40.7%]). Funding for interventions was from the annual budget (40.7%) or absent (42.4%). Directors of Pharmacy, management with longer job tenure, and those that had already implemented mitigation strategies were less likely to perceive that work performance is negatively impacted by employee burnout compared with others.ConclusionMost participants acknowledge burnout may negatively impact their departments. Communication, workflow, and quality improvement strategies have been identified, albeit infrequently. Further study is warranted to continue investigating effective methods.

Guidelines for Leading a Safe Medication Error Reporting Culture.

Background: A safe medication error reporting culture is one that promotes, fosters, and rewards the reporting of errors and events across the spectrum of harm (none to significant harm). For this culture to develop, leaders must key department cultural norms. These cultural norms include making employees feel psychologically safe to report errors, and to establish a culture of error review and follow-up that complies with best practices. Objective: This article reviews how pharmacy leaders can establish this environment by describing (1) setting an appropriate vision for safety as a priority; (2) establishing and actively supporting the concept of psychological safety; and (3) implementing medication error review that support an effective safety culture. Finally, the article discusses a case where the relationships between psychological safety, safety culture, and reporting culture are described. Methods: This article reviews the literature and authors' experiences in designing a safety culture for a pharmacy department. Concluson: A safe reporting culture requires leaders to be humble, engage their staff in dialogue, objectively measure culture, consistently provide feedback, and empower its people. Employing these leadership traits with best practices can improve overall medication safety and the quality of patient-centered pharmacy services.

Gender balance in pharmacy leadership: Are we making progress?

In recent years there has been an increasing focus on gender balance and equity in leadership positions. In most fields of work, including female dominated professions such as pharmacy, there is an underrepresentation of women in leadership positions. This is despite significant benefits being observed in organisations when diversity in leadership is increased. To date, there has been no research investigating gender balance in pharmacy leadership and decision-making positions in Australia. To explore gender balance in pharmacy leadership in Australia and how it has changed over the last 20 years. This study was conducted in Australia. Eight key Australian pharmacy organisations were identified. Data were extracted from their websites or through direct contact with the organisation for the gender breakdown of their boards/committees/councils from the years 1998-2018. In total, data were obtained for 368 separate professional committees, from seven organisations (including 22 state/territory branches), covering the years of 1998-2018. Some organisations provided information for each of the 21 years, while others were only able to provide a few data points. Overall, gender balance in pharmacy organisations has increased over the 21-year period however, there remains a lack of women in leadership positions, particularly in the most senior positions where women held only 24% of president/chair positions over the time period. In 2018 women held 34% of these positions, despite representing 62% of pharmacists in Australia. Gender inequity in leadership is prevalent in the Australian pharmacy profession, although it has lessened over time. Based on the trend from 1998 to 2018 it is predicted that women will achieve an average of 50% representation in Australian pharmacy professional committees no sooner than 2029.

Factors influencing acceptance of robotics in hospital pharmacy: a longitudinal study using the Extended Technology Acceptance Model.

To explore factors influencing hospital pharmacy staff acceptance of a pharmacy robotic dispensing system during implementation and over time. A single centred, prospective, longitudinal cohort quantitative study was conducted in an Australian tertiary public hospital using the Extended Technology Acceptance Model (ETAM). Staff were surveyed during the implementation of a pharmacy dispensing robot (May 2016) and again after working with the system for fifteen months (August 2017). Fishers exact test and correlation analysis of paired responses were used to identify significant factors influencing use of the system between the two time points. Sixty four respondents completed surveys during implementation (n=64) and 34-paired surveys were collected fifteen months later. Respondents were predominantly young, female with a tertiary qualification. Initial perceptions did not change over time, with the exception of reliability. Departmental leaders had greatest influence on technology acceptance during implementation and over time. Other key factors correlating with acceptance included: how useful the robot was perceived to be; ease of use and how relevant the robot was for an individual role. Higher levels of education had a negative association with usage during implementation and age was not a factor. This study identified critical insights influencing staff acceptance of pharmacy robots that will help inform future implementation. The influence of pharmacy leaders emerged as key influence on technology acceptance. Leveraging on this influence a communication strategy prior to implementation should include information on useful functions and known benefits of the system customised for individual roles.

Strategies to optimize implementation of novel preceptorship models: Peer-assisted learning and near-peer teaching

IntroductionHospital experiential placements have traditionally used a 1:1 (student to preceptor) ratio. Two models, peer-assisted learning (PAL) and near-peer teaching (NPT), have been described in the literature for education of health professions. This research explored the use of PAL and NPT, as well as advantages, challenges, and strategies to address challenges for implementation. MethodsThis study used an anonymous survey to solicit feedback from staff pharmacists and pharmacy leaders about their use of PAL and NPT models in hospital settings in Alberta, Canada. Using closed and open-ended questions, experience with each model and implementation considerations were explored. ResultsThe survey was completed by 115 hospital pharmacists (11% response rate). PAL and NPT were utilized by 25% and 8% of respondents, respectively, and 10% had experience with both models. Advantages of these models include promoting teamwork and clinical independence, learners supporting each other, and fostering active learning. The highest ranked challenges were space/technology/computer access limitations and additional time to complete learner assessments. Many strategies were provided to address challenges, and facilitate implementation and utilization. ConclusionIn the hospital setting, pharmacists used PAL more commonly than NPT. Feedback from pharmacists and leaders affirmed the advantages and challenges associated with use of these precepting models. Strategies to facilitate and optimize use were provided, which will guide faculty, pharmacy leaders, and preceptors in efforts to support implementation to increase capacity and expand the practice of precepting.

Exploring pharmacy residency program director preference of pharmacy student organization membership and leadership involvement on residency candidate interview selection

IntroductionPharmacy student professional organization involvement and leadership are important qualifications of a pharmacy residency candidate. It is unknown if membership in specific student pharmacy organizations or types of leadership roles within these organizations are preferred by residency program directors (RPDs). The purpose of the study was to determine preference and importance of specific pharmacy student professional organization membership and leadership involvement when selecting residency candidates for an interview by RPDs. MethodsA descriptive study was conducted using an online survey. Pharmacy RPDs with involvement in reviewing applicants for interviews were included. RPDs ranked the importance and preference of specific student professional organization membership, breadth versus depth of involvement, and leadership position held on selecting candidates for an interview. ResultsThe survey was sent to 2084 RPDs. A total of 232 respondents met inclusion criteria and completed the survey. The majority (95.5%) of RPDs reported student membership as important, while 28.6% had preference for a specific organization. A total of 56.3% of RPDs reported student leadership as “very important” and 76.1% preferred depth over breadth of involvement. A total of 55.6% of RPDs preferred applicants with a high-level leadership position. ConclusionsPharmacy student professional organization membership is important to RPDs when selecting residency candidates for an interview. The majority of RPDs have no preference for a specific organization, while 28.6% report a preference that affects interview selection. RPDs report leadership as important and place higher importance on depth versus breadth of involvement, with greater preference for a high-level leadership position.

Community pharmacy delivered PrEP to STOP HIV transmission: An opportunity NOT to miss!

In the United States, 1.1 million persons are living with human immunodeficiency virus (HIV), and approximately 37,800 new infections occur annually. Ending the HIV epidemic requires reducing HIV transmissions by 90% within the next 10 years and requires expanded HIV testing, antivirals for persons infected with HIV, and scale-up of pre-exposure prophylaxis (PrEP) and postexposure prophylaxis (PEP) to prevent new infections. Community pharmacies are widely accessible and employ highly trained health care professionals on-site who can initiate PrEP and PEP. Recommendations are offered to implement a community pharmacy PrEP program. Pharmacy, government, and HIV prevention leaders must be prepared to support and promote transformative changes, including (1) modification or expansion of existing state-specific scope of practice to initiate PrEP and PEP, (2) encouraging pharmacist education about PrEP and PEP, (3) identification and screening of candidates for PrEP eligibility, (4) incorporating pharmacy laboratory ordering and monitoring logistics, (5) adjusting workflow and ensuring confidential spaces for sensitive discussions, and (6) addressing reimbursement to maintain pharmacist-delivered PrEP and PEP programs. HIV disproportionately affects minority communities and younger individuals who may not be engaged in the health care system. Community pharmacies are accessible and can help increase PrEP use. Expansion of community pharmacy PrEP programs are needed to help end the HIV epidemic. Implementation of PrEP requires adaptation of the pharmacy profession to support incorporation of PrEP in a community pharmacy. Endorsement and support of community pharmacists are needed to implement PrEP to increase HIV prevention efforts and expand pharmacists’ scope of practice.

Burnout Among Health System Pharmacists: Presentation, Consequences, and Recommendations.

Burnout remains an emerging challenge in healthcare. Burnout in these settings has been associated with compromised personal wellbeing, decreased work productivity, higher healthcare costs, decreased patient satisfaction, and deteriorating quality of patient care. As pharmacist roles on healthcare teams expand, health-system pharmacy leaders should be cognizant of burnout, including risk factors and identification. Coordinated efforts should foster pharmacist wellbeing and resilience, individualized work-related responsibilities to ensure professional ambitions are met, promotion of upper leadership expectation transparency, and cultivation of relationships within the pharmacy department.

Second victim syndrome and the pharmacy learner

This commentary describes the concept of second victim syndrome and its application to pharmacy learners and preceptors. Although there is published literature regarding implementation of second victim syndrome programs at an institutional level, there is limited guidance regarding the second victim syndrome in the context of a pharmacy training environment; however, there are known risk factors such as medication safety events, failure to rescue events, or overall lack of experience of a clinician. With a growing awareness of the mental health concerns of health care providers, this is a potential area for growth and skill development for pharmacists of all levels. As pharmacy leaders and role models, we have a fundamental ethical responsibility to take care of our learners, particularly when it comes to emotionally challenging patient care scenarios. By giving a name to what our learners may be experiencing, the second victim syndrome, we can progress toward improving the well-being of these learners and increase their ability to be effective pharmacists. Involvement with medication safety events or patients with negative outcomes has been shown to have adverse professional outcomes, and this article describes steps that can be taken by preceptors and peers to help facilitate professional growth and recovery. Second victim is an underappreciated phenomenon that can have a profound impact on pharmacists’ well-being. Strategies for proactive recognition and intervention are vital.