BUSINESS CONTINUITY PLANNING

The Pharmacy Service Line has continued to expand and enhance their Business Continuity plan over the past two years. There have been many medication processes and steps to consider if the computer system was lost for any reason. Some of the activities have included updating the printing process of the in-patient medication profles; creating a medication folder system for each patient’s profle, new orders, and dispense history; updating purchasing options and trialing them to verify accuracy as well as security; compilation of sterile product formulations to a back-up system that would be accessible via alternative means if a computer failure or security attack were to occur. The Department is looking to begin staff education followed by some tabletop drills during 2023 to optimize staff awareness, trial the newer processes, and obtain feedback to adjust as necessary with the goal to be as prepared as possible in case one of these events occurs.

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Strategic Plan

Over this past year, the Pharmacy Service Line created a new 3-year Strategic Plan. An integral part of this planning process was a half-day retreat held in June that included staff from across Pharmacy Services and external staff as well. We reviewed and recognized accomplishments over the past 3 years and chartered a path for the next 3 years by identifying goals, objectives and initiatives designed to expand our services as well as our ability to achieve success for the department and organization. The Lifespan Strategic Plan 2025, the Vizient High Value Pharmacy Enterprise (HVPE) report, and a Pharmacy wide survey were a few tools used in the decision-making process to determine where to prioritize efforts, align stakeholders and employees, and ensure the goals are supported by data and sound reasoning.

Number of pharmaceutical manufacturers enacting restrictions on availability of 340B pricing for contract pharmacies.

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The pharmacy 340B team was extremely nimble and resilient in dealing with these catastrophic cuts to the program. Through their diligence, we were able to maintain a large portion of program dollars to continue to support our vulnerable and underserved patients.”

Goal 1: Enhance Patient Care and Access

Goal 2: Provide Disease Prevention, Management, and Wellness Programs and Services

Goal 3: Ensure System Integration

Goal 4: Enhance Financial Strength

Goal 5: Enhance Staff Recruitment, Retention, Development, and Engagement

Goal 6: Improve the Effectiveness of the Service Line Through Expanded Impact Measurement

Goal 7: Advance the National Reputation of the Department and Knowledge Sharing