Building a transformative partnership between health‐system and community‐based pharmacies

Abstract

Purpose Health‐system pharmacists and community‐based pharmacists have long held professional relationships. However, the success of each group is often not interdependent and aligned. In 2018, the American College of Clinical Pharmacy (ACCP), CPESN USA, and the National Community Pharmacists Association (NCPA) Innovation Center led a meeting to build patient‐centered pharmacist teams to achieve medication optimization across care settings. Seven community pharmacists and health‐system/clinic‐based pharmacist teams participated in this meeting and left with the intentional commitment to build sustainable partnerships. This report describes the establishment of this partnership, and the subsequent application of Guiding Statements for these collaborations. This report also describes both the successes realized and the lessons learned, and to serve as practical recommendations for institutions interested in pursuing similar partnerships. Results Initial learnings from these partnerships have provided a proof of concept that an intentional approach to the relationship between a health‐system/clinic‐based pharmacist and community‐based pharmacist can lead to improvements in patient care as well as a professional collaboration. We experienced improved communication and closed‐loop care, improved professional relationships across care settings, and enhanced clinical services. However, these partnerships were not without challenges. For instance, lack of interoperability and limited electronic health record access made certain outcomes difficult to track. Conclusion The purposeful establishment of partnerships between health‐system/clinic‐based pharmacists and community‐based pharmacists, built upon the needs of both entities, allowed institutions to develop an aligned commitment to care for shared patients. Over the initial years of these partnerships, many successes were realized and lessons were learned. Both the successes and the challenges can serve as beneficial resources for institutions interested in developing similar partnerships.

Collaboration between pharmacists in community pharmacy and ambulatory clinic settings: Current state and future directions

“…Table 1 summarizes evidence showing methods for improved collaboration that are sustainable and financially viable 12,15,30,31,38–45 . It is important to acknowledge that the growth and development of pharmacist‐to‐pharmacist collaborative practices in these early stages contribute to the heterogeneity of outcomes.…”

“…This statement provided a framework for pharmacist‐to‐pharmacist collaboration to optimize individual patient medication therapy 11 . A follow‐up article identified initial lessons learned, best practices, and proof of concept that an intentional, ongoing (i.e., not episodic) relationship between pharmacists in community pharmacies and pharmacists in ambulatory clinics could lead to improvements in patient care 12 . These articles provided the foundation for strategic directions to advance pharmacist‐to‐pharmacist collaborations within the ACCP 2020 Strategic Plan.…”

“…Communication is perhaps the most notable hurdle when establishing partnerships between pharmacists in community pharmacies and ambulatory clinic settings 12 . Effective communication is foundational to building professional relationships and trust to provide high‐quality patient care.…”

“…Efforts to ensure collaborators have equitable access to the EHR are a key factor in easing communication, enhancing the line of sight on clinical interventions, and augmenting relationship building. Leveraging technology and creating a framework for interaction to allow open dialogue between collaborating pharmacists can enhance trust and instill a sense of community or shared turf that is central to a prosperous collaborative relationship 12 …”

“…Establishing financial models and outcome metrics that benefit organizations broadly can ensure strategic initiatives are being met for all organizations involved. As an example of financial incentive alignment, improved patient outcomes resulting from pharmacist identification and reduction in medication‐related problems can reduce total cost of care for a health system/health plan while also improving adherence to medications and immunizations, resulting in revenue generation for the community pharmacy 12,69 . Identification and adoption of common goals that benefit organizations across the continuum of care will significantly affect future success.…”