Clinical Pharmacy Forum
Tuesday, October 15, 2024
08:30 AM–10:00 AM
Abstract
Service or Program:
St. Luke’s health system, with two hospitals (257 and 25 beds) and over 40 clinics, serves northeastern Minnesota, northwestern Wisconsin, and the Upper Peninsula of Michigan. In spring 2024, St. Luke’s merged with Aspirus Health, expanding to 19 hospitals, 130 outpatient locations, and nearly 14,000 team members.
At St. Luke’s, a team of three clinical pharmacists developed and implemented three interprofessional primary care practice sites where they deliver comprehensive medication management (CMM) services. The foundation for these services began with the development of a family medicine practice by a clinical faculty member, which grew to include an additional faculty member and host pharmacy students and residents. In 2018, the team launched a PGY-2 residency program, with the graduate becoming St. Luke’s first full-time ambulatory care clinical pharmacist and CMM supervisor.
The team worked to become credentialed, acquire practice privileges in both the hospital and clinics, and implement billing with Chronic Care Management and Medication Therapy Management CPT codes. CMM services are provided to patients who have commercial, Medicare, or Medicaid insurance, including those undergoing transitions of care and identified by various contracts (i.e., value-based care and commercial contracts).
Justification/Documentation:
Primary care practice sites were strategically chosen to address national provider shortages and high burnout rates. Pharmacist-led CMM visits significantly enhanced patient care accessibility, clinical outcomes, interprofessional collaboration, and patient satisfaction. During the COVID-19 pandemic, services expanded to telehealth, improving access for rural and recently discharged patients.
Adaptability:
This pharmacist-led CMM model can serve as a framework for primary care and rural settings nationwide, benefitting patients, providers, learners, and health systems alike.
Significance:
Replication of this model strategically addresses provider shortages, burnout, and enhances patient satisfaction, clinical outcomes, and healthcare access. As a team, the advancement of progressive pharmacy practice, while also providing robust education to the future generation of pharmacists, can be achieved.
Presenting Author
Sarah Schweiss PharmD, BCACPUniversity of Minnesota College of Pharmacy
Authors
Courtney Murphy-Bakken PharmD, BCACP
Aspirus St. Luke's
Jared Van Hooser PharmD
University of Minnesota College of Pharmacy