Development of an operational productivity tool within a cancer treatment center pharmacy

Achey, Thomas S.; Riffle, Allison R.; Rose, Robert M.; Earl, Marc

doi:10.2146/ajhp170367

Cited by 8 publications

(6 citation statements)

References 6 publications

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“…Earlier published models for measuring infusion pharmacy productivity have not included these technical types of tasks not directly tied to numbers of orders processed, likely because they are labor intensive to gather. Additionally, earlier models have assumed that tasks such as cleaning are nominal, and are not drivers of workload (Achey, 2018). As described above, however, due to the increased percentage of time spent performing such tasks, especially in a pharmacy whose primary business is sterile compounding of hazardous drugs, it may be important to develop metrics that include these tasks as well.…”

Section: Unique Staffing Considerations Of Outpatient Infusion Pharma...mentioning

confidence: 99%

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Establishing a Workload Productivity Target in an Outpatient Infusion Pharmacy

2023

AJM

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Health-system pharmacies are under increasing pressure to maximize resources and improve efficiency, as the cost of healthcare is rising and reimbursement for medications is becoming increasingly complex. One strategy for optimizing efficiency is to utilize workforce productivity metrics to ensure the optimal staffing. While there have been many published examples of productivity-tracking models for health-system pharmacies in general, there are gaps in the literature on outpatient infusion pharmacy productivity metrics, as these pharmacies have unique workflow patterns and considerations. This paper describes some of those special considerations for infusion pharmacies and proposes a potential method for tracking workload productivity in a way that addresses those special factors. Also discussed are the limitations of this method, as well as areas for future exploration in tracking productivity in an infusion pharmacy.

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Section: Unique Staffing Considerations Of Outpatient Infusion Pharma...mentioning

confidence: 99%

“…To ease the burden of gathering data to measure productivity, it is helpful to extract data from the electronic medical record whenever possible (Achey, 2018). Reports can be automated to run at predetermined intervals (such as monthly or yearly), or on an ad hoc basis.…”

Section: Measuring Variable Component Of Workloadmentioning

confidence: 99%

Establishing a Workload Productivity Target in an Outpatient Infusion Pharmacy

2023

AJM

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“…[17][18][19][20] There are a small number of single-center studies that have sought to develop productivity measurements within outpatient oncology sites. 21,22 There have been no publications to date that evaluated multicenter outpatient oncology infusion site metrics to describe the current pharmacy landscape. With limited literature regarding benchmarking data, it is challenging for pharmacy leaders to right size their teams to best care for these complex patients.…”

Section: Available Benchmarking Datamentioning

confidence: 99%

“…22,53 There are a small number of single-center studies that have sought to develop productivity measurements within outpatient oncology sites. 21,22 However, there are currently no established, nationally recognized standards for oncology infusion pharmacy productivity metrics. Standardized metrics is an area of future growth for oncology pharmacy leaders to define for benchmarking across sites.…”

Section: Pharmacy Metrics-productivitymentioning

confidence: 99%

Evaluation of oncology infusion pharmacy practices: A nationwide survey

Boyd

Sue

Khandoobhai

et al. 2023

J Oncol Pharm Pract

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Purpose Oncology care continues to evolve at a rapid pace including provision of infusion-based care. There is currently a lack of robust metrics around oncology infusion centers and pharmacy practice. The workgroup completed a nationwide survey to learn about oncology-based infusion pharmacy services offered. The objective was to highlight consistent, measureable oncology-based infusion pharmacy metrics that will provide a foundation to describe overall productivity including emphasis on high patient-safety standards. Methods A nationwide survey was developed via a workgroup within the Vizient Pharmacy Cancer Care Group beginning in April 2019 and conducted electronically via the Vizient Pharmacy Network from September to November 2020. The survey was designed to capture a number of key metrics related to oncology-based infusion pharmacy services. Results Forty-one sites responded to the survey. Responses highlighted hours of operation (median = 11.5), number of infusion chairs (median = 45). Staffing metrics included 7.1 pharmacist full-time equivalent (FTE) and 7.6 technician FTE per week. 80.5% of sites had cleanrooms and 95.1% reported both hazardous and nonhazardous compounding hoods. 68.3% of sites reported using intravenous (IV) technology, 50.0% measured turnaround time, and 31.4% prepared treatment medications in advance. Conclusion There was variability among oncology infusion pharmacy practices in regard to survey responses among sites. The survey results highlight the need for standardization of established productivity metrics across oncology infusion pharmacies in order to improve efficiency and contain costs in the changing oncology landscape. The survey provides insight into oncology infusion pharmacy practices nationwide and provides information for pharmacy leaders to help guide their practices.

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“…20,21 Another center recently reported on workload benchmarking for outpatient infusion productivity metrics and reported a similar tool specifically in a cancer treatment center pharmacy. 22,23 Identifying measurable clinical problems in oncology practice can include considerations regarding medication costs, performance on quality measures, organizational expenses, internal performance metrics such as turnaround or wait times, or alignment of work with the most cost-effective or appropriate team members.…”

Section: Case Example 2 Ambulatory Clinic Practicementioning

confidence: 99%

Expanding oncology pharmacist teams: Justifying the return on investment

Mahmoudjafari

Hough

2022

J Oncol Pharm Pract

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Oncology pharmacists are an integral member of the cancer care multi-disciplinary team. Despite the role being previously well defined, responsibilities continue to expand. Position justification for pharmacists is a challenge with prerequisites to optimize efficient processes, promote quality and reduce overall costs. Initiation and implementation of new oncology pharmacist services requires a clear description of value to the organization and a strong understanding of workflows. Position justifications must be data-driven and unique to the organization's need and should include physician or key stakeholder support, quality initiatives, cost-savings initiatives, and revenue-generating roles. The cases and examples described serve as a reference for individuals, teams, or organizations pursuing the value of a financial investment of an oncology pharmacist to expand or initiate new pharmacy services.

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Development of an operational productivity tool within a cancer treatment center pharmacy

Cited by 8 publications

References 6 publications

Establishing a Workload Productivity Target in an Outpatient Infusion Pharmacy

Establishing a Workload Productivity Target in an Outpatient Infusion Pharmacy

Evaluation of oncology infusion pharmacy practices: A nationwide survey

Expanding oncology pharmacist teams: Justifying the return on investment

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