Shane P. Desselle, PhD, RPh, FAPhA

Technicians can also greatly assist managers with design considerations and with monitoring the success in appointment-based model med sync programs.

It is important that our national and even state and local professional pharmacy organizations are coming together as a voice for the profession.

Larger corporations might consider holding some sort of financial literacy training for pharmacy employees.

Proper accounting systems and mechanisms assist not only in daily decision-making but in operations control and risk management.

Collaboration can manifest as referrals, joint community outreach, and networking.

Study results revealed a significant correlation between perceived quality of pharmacy structure, pharmacy engagement, and customer devotion.

Investing in adequate education and training of new employees up front can save a considerable amount of time and money on the back end.

Patient-related factors and external support are influential in vulnerable patients' medication adherence.

If pharmacists increasingly take up the prescribing mantle, then they must see to their competence to exercise that authority.

Deciding what goods to sell and how to arrange them will dictate the patient’s interactivity and experience.

Dispensing naloxone provides an example of how small changes can make a significant difference.

With a simple intervention, pharmacists came off as compassionate and caring while their efficacy in treating patients improved.

Appointment-based models are typically most effective when all pharmacy team members participate.

Effective use of clinical reasoning might indeed be one of the major driving forces behind practice change toward more patient-centric care.

Simple steps to minimize risk are easily overlooked when pharmacies get busy.

Pharmacy managers should have recommendations for how staff pharmacists and even technicians will improve the education and mentoring of future pharmacists.

High-level ethical decision making considers various ethical components and all stakeholders.

Effective pharmacy managers help everyone to see the proverbial forest through the trees.

It is important to step back and see value creation for services from a broader and more fundamental perspective than the individual, daily tasks in the pharmacy.

Quality refers to a set of systems that minimizes errors, maximizes performance and efficiency, and which provides the user with an optimal experience to receive the greatest health benefits.

Each technology should be evaluated on its own merit and, importantly, in appropriate context for your organization given other resources.

Areas of focus include drug discrepancies during transitions of care, polypharmacy, and promotion of self-management.

By maintaining relationships, pharmacists can create a successful practice and pharmaceutical care services will expand.

Managers can mitigate transition-related stress in new pharmacists by encouraging mentoring from senior staff.

Evidence suggests that there are many barriers to the proper implementation of MTM services, including time constraints and lack of staff support.

All patients present opportunities, but patients who might be considered more challenging due to their condition are often the cases where pharmacists might make the greatest difference

Pharmacy technicians can help provide value-added services that save time and even promote patient safety.

Process helps prevent errors for individuals with chronic disorders who often have a higher risk of drug-drug interactions.

Medication synchronization may be beneficial, but understanding how to integrate the service into operations is just as important as offering the service itself.

Pharmacists are taking advantage of new opportunities, but there remain many other opportunities yet to be seized.