Hospital Pharmacy - April 2018 - 98

Hospital Pharmacy 53(2)

Table 1. HSPA Business Plan Sections.
Service description
Needs assessment

Operating plan
Marketing plan

Financial plan

Implementation plan

Develop mission and vision statement
Describe the impact of a HSPA residency
Evaluate current leadership development programs
Evaluate training of current pharmacy leaders and capability of precepting
Survey of local health-systems with leadership development programs
Outline goals of the program
Rotation schedules and feasibility
Development of marketing materials
Internal promotion of the benefits of a HSPA program
Reach out through local and national residency showcases
Develop a cost analysis for hospital administration
Affiliations with local colleges and schools of pharmacy
Search for grants and other expense offsetting opportunities
Build a timeline for implementation
Align implementation strategies with accreditation schedule

Note. HSPA = health-system pharmacy administration.

residency program, setting the framework to meet accreditation deadlines. A timeline was developed based on the needs
of Cone Health and the student pharmacists worked closely
with the leadership team throughout the entire semester and
beyond to ensure the successful implementation of the project. Table 1 outlines each section addressed in the final business plan and can serve as a toolkit for developing an
implementation plan.

Rotation and Preceptor Development
A schedule must be developed for both the PGY1 and
PGY2 years. Using the existing backbone of the institution's PGY1 residency is a common approach and is one
that Cone Health chose to follow. This is beneficial as it
allows programs to leverage their existing resources and
provides residents with a strong clinical background
needed to be an effective manager within the pharmacy
enterprise. There are many opportunities to enhance a first
year administration resident's experiences to meet their
professional goals. Rotations that can be offered in their
first year of residency, in addition to clinical acute care and
ambulatory care experiences, include medication safety,
formulary management, drug information, introductory
clinical or operational management experiences, and antimicrobial stewardship. All of these rotation opportunities
provide introductory administrative experiences to supplement the didactic master's education.
Residents will also complete classes longitudinally
throughout the first year of residency. Class selection will
vary depending on affiliations health-systems have established with respective universities. Cone Health was fortunate
to capitalize on a strong relationship with the UNC Eshelman
School of Pharmacy to partner and provide a master's education to their pharmacy administration residents. Classes
included in UNC's MS program cover topics including

evaluation research, health-system leadership, overview to
health-systems, advanced hospital operations, financial management, human resources, and data analytics. The master's
degree also includes a longitudinal master's thesis substitute,
where the resident completes a project providing demonstrable benefit to the health-system.
The second year of the MS/HSPA residency will involve
continued classroom education, rotation experiences, clinical and operational staffing, and a focus on the resident's
master's thesis substitute project. Cone Health's HSPA residency is largely focused on a true health-system immersion
providing administrative opportunities at all sites within the
health-system ambulatory clinics, and accountable care
organization.
It is important to maintain transparency and gather input
from the pharmacy leadership team across the health-system
early on in the development of the program. Cone Health
incorporates its PGY2 administration resident in the manager on-call schedule and provides the resident with direct
ownership of a health-system service line where he or she
serves as a manager to departmental full-time equivalents.
This provides real-world leadership experience under the
supervision and mentoring of a well-seasoned pharmacy
administrator.
Assessing and recruiting preceptors for the program is
imperative when justifying a HSPA program and should be
incorporated in the initial prescreening planning steps for the
development of a HSPA residency. Outside of the clinical
preceptors, an evaluation of the institution's pharmacy leaders and their capacity to provide rotation experiences to
HSPA residents is important when considering program
accreditation. While having a previously trained manager in
a HSPA program is beneficial, having a diverse leadership
team with different experiences and educational backgrounds
with the capacity to host an administrative resident is most
essential to meet the needs of residents.

Table of Contents for the Digital Edition of Hospital Pharmacy - April 2018