The overarching purpose of this workgroup is to explore strategies to accelerate delivery reform at the point of care which enable medication optimization. For the Practice & Care Delivery Transformation Workgroup, the guiding principle will be focused on engaging physicians, clinical pharmacists and other team members who share a complete commitment to medication optimization by providing tools, data, practice standards and implementation resources to advance their ability to optimize medication use in their own settings. Capitalizing on all aspects of advances in practice redesign that recognize and demonstrate medication optimization both in the U.S. private and public sectors, and informed by international best practices, this workgroup will give a clear picture and roadmap of the changes necessary (barriers and enablers) to optimize medication therapy. It will also prepare for the transition from population-based clinical guidelines to personalized/precision medication selection and use. In addition, they will work closely with the other workgroups to ensure advances in diagnostics, IT and analytics, and policy and reimbursement align with their delivery/practice changes. To truly optimize care, a systematic approach to medication use must be present. Enabling these changes requires payment, practice and policy models that leverage diagnostics and recognize the important role of team-based medication experts to provide a more personalized and targeted approach to medication use throughout the continuum of care.
- Goal 1: Design standard, persuasive and effective CMM marketing material geared toward each CMM stakeholder, including patients and caregivers, payers, physicians and other health care professionals, clinical pharmacists, and employers.
- Goal 2: Develop an operational and sustainable framework for CMM services provided by pharmacists within healthcare teams, accounting for best practices (e.g., precision medicine) and new care delivery models (e.g., telehealth or other virtual models).
- Goal 3: Create a library of sufficiently robust evidence to fully support CMM to each stakeholder as the top valued service for optimizing medications and improving patient outcomes.
- Goal 4: Construct a set of metrics that unambiguously measure the value and quality of a CMM service.
Workgroup Executive Leadership
Best Practices and Innovative Solutions Subgroup
Areas of Further Work:
- Develop evidence-based, medication optimization and CMM use cases, which describe patient-centered, team-based, CMM services; highlight the value-added role of CMM in optimizing medication use and improving care of patients.
- Develop a marketing strategy to disseminate these evidence-based use cases broadly to a variety of key stakeholders, including patients and care givers, payers, employers, and healthcare providers. Develop a design framework for best practices (e.g., precision medicine) and new care delivery models (e.g., telehealth or other virtual models) that incorporates CMM services provided by pharmacists as members of interprofessional teams.
- Disseminate a CMM implementation tool for clinical pharmacists to promote consistency and fidelity of CMM implementation into practice.
- Offer role delineation guidance to physicians and other members of the healthcare team to shape and inform integration of CMM into practice to ensure a consistent and standardized approach to the delivery of CMM.
- Offer tailored guidance to patients and care givers and employers (with their input and through their lens) regarding what they can expect from CMM delivery and integration into practice and the complementary and synergistic roles of all who care for the patient.
- Identify partners and a dissemination plan (practice leaders, professional organizations, consultants, and payers) to increase awareness, build demand for, and ensure adoption and use of successful strategies and standardized implementation processes for ensuring medication optimization.
- Define goals, responsibilities, and accountabilities of health system and care team leaders in the implementation, evaluation and expansion of CMM services.
Lead: Julie Groppi, Pharm.D., FASHP, National Program Manager, Clinical Pharmacy Practice, Policy and Standards, Clinical Pharmacy Practice Office (CPPO), Pharmacy Benefits Management (PBM) Service (10P4P), VA Central Office
Lead: Rita Shane, Pharm.D., FASHP, FCSHP, ASHP designee, Chief Pharmacy Officer and Professor, Department of Medicine, Cedars-Sinai Medical Center, Assistant Dean, Clinical Pharmacy, UCSF School of Pharmacy
Evidence-Based Resources Subgroup
Areas of Further Work:
- Develop a library of evidence-based resources to be used by a variety of stakeholders which allows team members & stakeholders to understand the value of CMM on the quadruple aim (improved patient experience, improved patient outcomes, reduce cost and improved clinician experience). These resources should be housed in the CMM implementation tool designed by the best practices subgroup and disseminated through that mechanism as well.
- Resource 1: Evidence for the clinician or practice either implementing CMM into practice or re-designing/strengthening their current CMM practice
- Resource 2: Foundational evidence needed for stakeholders (payors/healthcare leaders) to understand the value of CMM
- Based on evaluation, determine future needs/gaps for CMM research as well as needed tools based on evaluated library of evidence for each of the above aims and the role of GTMRx to close said gap.
- Evaluate the need for and feasibility of developing a summative review of currently available CMM literature focused on the quadruple aim of healthcare. If the need is present, establish a task force to author develop and write the review, working on behalf of the GTMRx Institute.
- Evaluate current evidence related to specific clinical metrics for medication optimization and team-based care that are centered around the quadruple aim and applicable to different stakeholder subgroups (e.g., patients and care givers, payers, health system leaders, providers and healthcare team members, patient advocacy and professional groups).
Lead: M. Shawn McFarland, Pharm.D., FCCP, BCACP, National Clinical Pharmacy Practice Program Manager, Clinical Practice Integration and Model Advancement, Clinical Pharmacy Practice Office, Pharmacy Benefits Management Services, Veterans Health Administration
Lead: Heather Ourth, Pharm.D., BCPS, BCGP, National Program Manager: Clinical Pharmacy Practice Program and Outcomes Assessment, Pharmacy Benefits Management Services 10P4P, Department of Veterans Affairs