Visante launches interim pharmacy leadership and search services to consulting portfolio

One of the more challenging aspects of health system pharmacy leadership can be the recruitment and development of leadership team members. Whether this need arises from a newly approved position, a promotion, a resignation, retirement or other circumstance, the identification, recruitment and ongoing professional and personal growth of a pharmacy leader is critical to the success of any pharmacy program. In addition to our current leadership development and executive coaching services, Visante now offers interim pharmacy leadership support services as well as retained search services for permanent placement.    

Visante is pleased to announce the offering of interim pharmacy leadership support services for our clients. Many healthcare systems have successfully utilized interim leaders in key operational, clinical and administrative positions to keep the organization running effectively and moving forward in this rapid paced healthcare environment while the permanent placement recruitment process, which can take several months or longer, gets underway. Visante works with a network of well-qualified interim pharmacy leaders in numerous specialties and high-impact change agents with extensive pharmacy backgrounds. Utilizing an interim leader is an alternative that fits many current situations.

In addition, Visante is also pleased to announce the addition of permanent placement pharmacy leadership retained search services for our clients.  Debi Verrill, an experienced recruiter within healthcare and health system pharmacy, in particular, has joined Visante as our Coordinator for Professional Recruitment Services. Backed by the full support, expertise and professional networks of Visante’s leadership team members and our consultants, Debi works on an exclusive basis with client companies to fill operational, clinical and administrative pharmacy leadership roles.  

Visante has built our collective success largely on the trusted relationships, accomplishments and resulting value that we bring to you, our clients. Our retained search services continue to build upon these foundational elements. We serve as a trusted advisor to our clients, which begins with truly understanding the culture of the client company, the details of the business, and the tailored template for the open position(s). From that point, we provide a nationwide pool of candidates, based on need, which has been vetted thoroughly against the position’s detailed profile, work with the client through the interview process and the ultimate negotiation and offer to the successful candidate. 

Visante is pleased to provide interim and permanent healthcare leadership solutions focusing on the clinical and non-clinical executive. We are constantly researching to make sure we keep an up-to-date database of potential networked candidates, most of whom are not currently searching for a change. We use the connections we have within the industry to find these individuals, including networking with other recruiters and professionals, in order to help you find the best and right fit for your pharmacy leadership team members.

Visante also understands the importance of ongoing professional and personal development to achieve a high performing pharmacy program. We also know leadership varies based on the size and culture of an organization, among other factors. Visante Senior Consultants Ron Small and Ann Getz offer executive coaching and leadership development services for your pharmacy leaders.  Our experts will work alongside your executive team to deliver industry-leading coaching techniques and develop the top end of your organization into an elite leadership group. This investment has an impact on your entire structure from top to bottom and can produce lasting benefit to morale, performance and bottom line.

Professional coaching brings many bene­fits: fresh perspectives on personal challenges, enhanced decision-making, greater interpersonal skills and increased confidence. Those who undertake coaching also can expect appreciable improvement in productivity, satisfaction with life and work, and the attainment of relevant goals. We bring our expertise with leaders and teams to support leadership growth and foster potential across your organization

Questions You Should Ask to Determine If You Need Visante Interim Leadership Support Services and/or Executive Coaching

  1. Are there serious problems that may be better handled by a leader who will be exiting after the issues are fixed?
  2. Does the existing leadership staff need to develop their skills further?
  3. Do you need to produce a change in the unit’s organizational culture?

If the answer is yes to any of the above questions, then Visante could be a valuable resource for you.

In-house recruiting and leadership development are an option, of course. However, there are time and money benefits to utilizing Visante’s services as adding transformational leadership can be an arduous process. Leading pharmacy clinical programs and operational services in hospitals and health systems is an increasingly complex area of expertise. Interim Leadership during a systematic approach to a search for the best candidate may be beneficial to an organization. Leadership development may also be needed, and executive coaching may be necessary to further develop an area of expertise within the leadership team.

We look forward to being of service.  

 

Growing consulting firm adds pharmacotherapy and critical care specialist to team to help meet growing demand

 MINNEAPOLIS – April 22, 2019– Visante, Inc. announces Judi Jacobi, PharmD, FCCP, MCCM, BCCCP, joins the firm as a Senior Consultant. Jacobi will provide leadership and project management to Integrated Delivery Networks (IDNs), hospitals, and health systems as well as support for business to business work nationwide and helps Visante to meet a growing demand for consulting services in these markets.

Judi was most recently a critical care pharmacist with Indiana University Health where she provided advanced pharmacist services to cardiac surgery/ECMO critical care patients and direct pharmacy quality services with experience treating all types of critical care patients. Judi has held society leadership positions, including past-president positions at American College of Clinical Pharmacy (ACCP) and Society of Critical Care Medicine (SCCM).

Visante CEO James Jorgenson, RPh, FASHP, said, “We are absolutely delighted for Judi to join Visante at this exciting time in our business. Judi is known across the industry for her expertise and leadership in clinical pharmacy practice.” Jorgenson explained, “Our clients will greatly benefit from Judi’s knowledge of all aspects of pharmacy practice. Hospital leaders in 2019 continue to face increasing financial pressure while working to provide excellent patient care. Judi, along with our other consultants, brings real-world experience and a track record of success in complex health system pharmacy. We see extraordinary potential in the opportunity to advance the business of pharmacy.”

“As an experienced critical care specialist, I have a perspective on patient safety, efficient medication use, and formulary management,” said Jacobi. “As part of Visante’s team, I will lend expertise to research design, patient safety initiatives, and other aspects of pharmacy practice,” she added. Judi is a Board Certified Critical Care Pharmacist (BCCCP).           

About Visante

Visante is a multidisciplinary, clinician-composed consulting firm specializing in the business of pharmacy and healthcare compliance. By diagnosing and solving complex problems, we help hospitals, health systems, pharmaceutical companies, and managed care firms more effectively deliver compliant healthcare and pharmacy services. Our 60-plus consultants include experienced pharmacists, nurses, physicians, IT professionals and business experts. 

 

 

Hospitals & Health Networks recently published an article on reining in hospital inpatient drug costs. They spoke with a number of hospital pharmacy leaders who offered several tactics to reduce drug spend:

Seven ways to manage drug costs

  1. Explore “gray” indications. Check medications to see if there are gray areas or questions about whether an expensive drug is indicated or whether a less expensive alternative with the same efficacy and safety could be substituted.
  1. Identify drugs that have gone up in price. Develop a data analytics tool that alerts pharmacy staff to significant spikes in pricing so they can work with clinicians to rapidly identify lower-cost options. The tool could also calculate the financial impact to the hospital based on annual usage of the drug.
  1. Negotiate volume discounts. Using the process of therapeutic interchange — where a pharmacist and doctors identify a few drugs in each drug class that will be used exclusively by the hospital — you can seek discounts on your first-line drugs through a GPO that negotiates prices directly with a drug manufacturer.
  1. Manage drug inventories. Maintain tighter control over automated dispensing cabinets on nursing units. Weed out unused, duplicate and low-use drugs from storage areas.
  1. Try extended dating. Work in tandem with an analytical laboratory to test the stability of some medications and extend their expiration dates.
  1. Use consignment services. Identify certain high-cost, low-use drugs and partner with a consignment service to have these drugs delivered on an as-needed basis, rather than storing them in house.
  1. EHR transparency tools. Build an alert system into your EHR that can prompt physicians at the point of prescribing medications to explore other similar drug options. Similar drugs are rated by costs so physicians know exactly what the cost of the drug is that they are prescribing.

Foundational to these suggestions, however, is the ability to quickly determine what is driving cost increases. Is it price, volume or utilization? Generally, drug cost increases are a combination of these three elements but strategy and tactics to address these elements will differ and it is important for hospitals to be able to understand their cost drivers and adjust accordingly. Too often organizations do not invest in proper drug cost analytics capabilities. Having data analytics software that can quickly identify cost trends and point you to the source is a wise investment. Also, having data analysts that can focus on creating actionable information for decision-making on drug costs is a wise investment. Far too often the highest price pharmacy talent is working to mine and analyze data when this could be done much more effectively and economically by well trained analysts.

At Visante, we talk at length about how A+O=D2 TM. In this article, we will focus on every day practices that create Access and Opportunity for drug diversion to happen within the “four walls” of the pharmacy. The things we see and do every day blind us to bad practices that leave the door open for drug diversion we are trying to prevent.

First, let’s talk about “key security.” Where do you keep “the keys?” We are never surprised by the answer we get when posing this question… as the person being questioned reaches behind them to pull “the keys” off a hook on the wall, or from an unlocked drawer beside “the cabinet.” This is an example of the Culture of Trust and how we can’t believe one of our own would steal drugs. This type of access creates opportunity where there is no accountability or definitive way to identify who the diverter may have been.

Second, let’s talk about “camera security.” You may say, “If someone were to steal drugs, they would be on camera.” That’s when we identify that there is no camera or only one camera in the entire pharmacy… and it is pointed at the door to the pharmacy, not the controlled substance cabinet. In this day and age, we thought automated controlled substances cabinets were the norm… wrong! We are surprised to find out all too frequently there are automated dispensing cabinets on the patient care units, but the drugs in the pharmacy are still in a locked cabinet. So, there’s no way to track access through automated means and often there is no camera either. For those who do have cameras in the pharmacy, how many and where? Have you actually viewed them to make sure they capture the angles and activity to detect a diversion event? Often, the answer we get is “I don’t know.” This is one area we can almost universally say that most pharmacies are under resourced.

Third, let’s talk about “receiving and restocking security.” Do you have separation of duties? (Not the same person ordering and receiving.) This is still one of the most problematic areas we see in smaller hospitals. The feeling is that “we are a family” and “know each other very well” so there isn’t anything to be concerned about… wrong! Again, the Culture of Trust rears its ugly head. Another common finding is when the pharmacy stages their controlled substance restocking in the central hub of activity in the pharmacy thinking no one will steal when the drugs are in the middle of everything and everyone is watching. In actuality, in the middle of everything and everybody, no one is really watching. When something is everyone’s responsibility, no one is accountable. Take the time to segregate duties and create accountability within your processes and practices.

Drug Diversion: In Plain Sight” is a major source of organizational risk often overlooked by internal assessments. Having an external set of eyes review your policies and practices will help mitigate risk points not “seen” because they are In Plain Sight.