Executive Insight BYRETIRED MICHAEL JACKSON, RPH PHARMACY ASSOCIATION MICHAEL JACKSON, BPHARM, EVP & CEO, FLORIDA
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Dealing with Pressure Through Compassion
fter all these years of conversing with the members of the Florida Pharmacy Association, why are you seeing this after I have retired as FPA CEO? After all, one would think that after 300-plus articles and many hundreds of newsletters that I would run out of commentary. Well, it just so happens that our profession is so broad, diverse and with so many moving parts that there is always something interesting to talk about. It becomes fascinating when historical issues either continue to skim the surface of our profession or when some things have yet to be resolved. During the closing weeks of 2021, we learned of the continuing frustration of our frontline caregiver pharmacists and the immense pressure on our practices to take on an ever-increasing care model. In addition to the expansion of immunization services, we are now seeing the management of patients with chronic and non-chronic conditions by collaborative practice and protocol models added to the menu of pharmacist services. We are also still fighting our way through a nasty prolonged pandemic, helping patients get their COVID shots, testing for COVID and caring for those who are disabled from this disease. Add that to the continuing frustration that pharmacy providers are having with health plans that have complicated and cumbersome step therapy protocols and restricted coverage and we find a consumer that has become easily agitated when things don’t go as they wish. Let us also not forget that with our profession, it simply is not an option to work remotely. We find ourselves on
the front line providing care and doing as best we can with securing enough personal protective equipment and supplies to keep ourselves and our staff safe. Our pharmacies are already woefully understaffed, driven by belowcost reimbursement and efforts to con-
During the closing weeks of 2021, we learned of the continuing frustration of our frontline caregiver pharmacists and the immense pressure on our practices to take on an ever-increasing care model. tain costs by reducing payroll expenses. These events triggered considerable chatter on social media late last year by some of our colleagues wanting to take drastic measures to bring attention to the issue. No doubt, what is going on in pharmacy practice has created immense pressure on our front-line providers. They are overwhelmed with the things on their plate and the impression is that no one is listening.
Michael Jackson, B.Pharm
To my fellow members, be comforted in knowing that this is not a lightweight issue that is flowing in one ear and out the other of our professional organizations. I have sat around the Board table of the FPA and heard repeatedly that there needs to be a resolution to this problem. Be reminded that your advocates have appeared before the Board of Pharmacy and raised this as a major concern. The Board of Pharmacy is very limited on any action that can be taken on employment practices. APhA has undertaken a major study entitled “Pharmacy Workforce and Well-Being Reporting” (PWWR). Policy is driven by data, which can be a powerful tool. Data is not easily mined from social media (unless you are evaluating views and “click counts” to sell advertising). This is a real project to collect information, both good and not so good, from
Executive Insight, continued on page 6 JANUARY 2022
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