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The article focuses on guidelines for the implementation of an effective staff recognition program in the hospital pharmacy setting. It states that recognition that reflects a personal evaluation from the manager strengthens the bond between the manager and employees. It relates that it is important in large departments for the supervisor closest to the employees to select their recognitions. It adds that nonmonetary awards should be considered in recognition programs.

The article offers information on the Accountable Care Organization (ACO), an intiative under the Patient Protection and Affordable Care Act which aims to reduce the cost of health care in the U.S. It discusses the role of pharmacy directors, pharmacists, and pharmacies in the country in making such initiative successful. Moreover, it cites care coordination as the key to the success of ACO.

The article focuses on the significance of the 340B Drug Pricing Program, which expands the pharmacy practice models to indigent and underserved population in the U.S. It highlights the role of the Health Resources and Services Administration (HRSA) Office of Pharmacy Affairs (OPA) in managing the program, wherein assistance to hospitals on drug pricing is secured. It adds that understanding its intricacies can maximize the benefits for the patients and health care provider.

The article focuses on various pharmacy practice models. It mentions that the operational challenges from a lack of pediatric-specific automation and lack of suitable forms should be effectively manage by the pediatric pharmacy practice model to deploy pharmacists to direct patient care. It states that pharmacy resources should have contact with patients when creating a model. It says that processes and people should be assured by pharmacy directors to be in place to reduce medication errors.

The article discusses the pharmacy practice models (PPM), which can be implemented, developed, and evaluated. It defines that a PPM is a manner in which a pharmacy department's human resources are distributed to ensure optimal outcomes in patients and improvements in the medication-use process. Moreover, the practice model initiative launched by the American Society of Health-System Pharmacists (ASHP) believes that PPM can be better in responding healthcare reform.

The article discusses the need for pharmacy directors to develop patient-centered pharmacy practices and services in the U.S. It explores the important role of pharmacy directors to ensure the success of their practice model particularly in providing the foundation for creating patient-centered approach for the safe and effective use of medications. Furthermore, it outlines the different kinds of pharmacy practice models for directors to consider and apply in their settings.

The Director's Forum series has been written and edited by Robert Weber and Michael Sanborn and is designed to guide pharmacy leaders in establishing patient-centered services in hospitals and health systems. Effective this issue, Scott M. Mark, PharmD, MS, MEd, FASHP, FACHE, FABC, will assume the responsibilities of editing the column along with Robert Weber, PharmD, MS, BCPS, FASHP. Michael Sanborn, MS, FASHP, will step down as coeditor of this column with this issue. We would like to acknowledge the excellent work done by Mr. Sanborn in originating and editing this column for the last 4 years. His contributions significantly influenced the leadership direction of hospital and health-system pharmacists. Dr. Mark is currently the Director of Pharmacy at the University of Pittsburgh Medical Center and Associate Professor and Vice Chair of Pharmacy at the University of Pittsburgh School of Pharmacy. His practice and teaching are in the area of pharmacy leadership and practice management. We welcome Dr. Mark as a co-editor of the Director's Forum. This month's article focuses on assessing the ability of the pharmacy director in managing the pharmacy's financial operations--a key skill set necessary in developing patient-centered pharmacy services. [ABSTRACT FROM AUTHOR]

Purpose: In a comprehensive medication-education program at the University of Pittsburgh Medical Center, pharmacists provide medication education for hospitalized patients at high risk for nonadherence. This study assessed whether patients' ability to recall medication information after hospital discharge was influenced by the timing of education. Methods: Patients who received medication education from pharmacists during a 10-week period were included. Patients were called 2 to 3 days after discharge and were asked to recall the indication, name, dose, frequency, and side effects for 2 medications that were reviewed by the pharmacist. After grouping patients by number of days between education and discharge, recall accuracy was compared between the groups. Results: Of 270 patients who received education, 100 patients met inclusion criteria and were available for telephone follow-up. The highest recall responses were for frequency of administration (88%), medication name (78%), indication (78%), and dose (75%). In contrast, side effects were accurately recalled by only 34% of the patients. No significant differences were seen between the percentage of patients accurately recalling medication information and the time that education occurred; however, patients educated on the day of discharge tended to recall medication information less accurately. Conclusion: Patients educated on the day of discharge did not recall medication information better than those educated prior to the day of discharge. It may be advantageous for medication education to occur 2 to 3 days prior to hospital discharge. Side-effect information was poorly retained; different strategies must be employed to improve patient recall of side effects. [ABSTRACT FROM AUTHOR]

Purpose. An educational program for pharmacists in a multifacility health care setting is described. Summary. The expansion of pharmacy services at a university medical center from a centralized to a decentralized, unit-based model created the need for enhanced education of staff pharmacists. A steering committee with pharmacy department and school of pharmacy representation surveyed educational and professional needs related to the expanded services. Pharmacists indicated that they needed an educational program that was comprehensive, interactive, and accessible to all shifts. Pharmacy school clinical faculty members provided most of the initial educational sessions, which combined didactic presentations and case-based discussion. The needs survey was used in selecting topics that were most relevant to the pharmacists' expanded practice. Each major topic was covered in a series of one-hour sessions held at two-week intervals and scheduled at a time convenient for afternoon-shift pharmacists. Incentives were offered to encourage participation. The live presentations were recorded with video-streaming technology and made available via the Internet to pharmacists on all shifts in all facilities of the health system as well as to faculty members. Since program implementation in 2005, attendance at the live sessions has averaged 25. In postimplementation surveys, pharmacists indicated that the program was meeting their needs and improving patient care. Since 2008, pharmacists have been able to earn continuing-education (CE) credit for the sessions. Conclusion. A collaborative educational series with online access, clinical content, and CE credit has been effective in meeting pharmacists' needs in a multifacility health care setting. [ABSTRACT FROM AUTHOR]