Are you considering a pharmacy CSC (consolidated services center) for your health system? This recorded webinar dives into what you need to know when considering a pharmacy CSC. Learn what services you should consider, challenges o watch out for, 340B complexities, licensure, and more!
This webinar is presented by Angela Whitney, RPh and Curtis McEntire, who have been integral in the planning and operations of multiple pharmacy CSC's around the country.
Click here to access the webinar.
One of the most frequently received questions relating to a Consolidated Services Center Pharmacy (CSC) is simply to know what the benefit is. Why go through all the labor in formulating, presenting, and executing a CSC plan? We totally understand that, on the surface, there can easily be some ROI doubts, but there are a few overarching ways that a CSC can add value: Cost Savings, Improved Patient Safety, and Process Improvement. This article will focus on the qualitative benefits that can come with implementing a Pharmacy CSC at your health system.
Due to many facilities sharing the cost of a CSC, the health system can more readily afford better facilities, better equipment, additional training, and be able to perform testing that could not easily or practically be conducted at most locations. For example, we were able to conduct stability studies and sterility testing of the products compounded by our CSC Pharmacy. This allowed us to be confident in the quality of our products that we were providing to our patients.
We also found it substantially easier to implement consistent processes, procedures, and to increase the expectations of staff. The CSC team is a small group of highly trained individuals residing in a single location as opposed to being spread across the health system. Our CSC team had daily huddles to share information quickly and easily to proactively identify and institute process improvements. Due to increased expectations and training, the team members are more often than not, Specialists, and further raise the bar by holding each other accountable. Amongst our team, there was a unified commitment to exceed expectations and avert anticipated problems.
A CSC Pharmacy can ensure a consistent supply of high-quality medications at the lowest possible cost, minimizing the impact of drug shortages and maximizing best practice. For example, our CSC had a three (3) month supply of propofol. This allowed us to avoid purchasing off contract and to continue business as usual, performing ambulatory surgeries and other procedures requiring sedation, when the propofol shortage was in full swing.
A CSC can also maintain an inventory of antidotes, disaster medications, and other high cost medications needed for patient care so that the health system is better prepared while reducing the inventory burden of each facility. We synchronized the antidote inventory levels of the CSC and each facility by considering things such as distance from the CSC, accessibility of couriers, and amount required to have on hand for the initial dose(s). These types of efforts also resulted in a reduction of expired medications and freed up valuable space at the inpatient pharmacies.
A CSC Pharmacy reduces the transactional work at the facilities, allowing clinical staff to focus on clinical service, patients, and site-specific activities, as they should! However, we immediately identified an unanticipated benefit of the CSC. Undeniably, there were far less interruptions in this controlled environment when compared to an inpatient pharmacy. At times, an inpatient pharmacy can be chaotic with new orders, missing dose requests, clinical questions, and other urgent situations (e.g., stroke calls, codes, rapidly declining condition of a patient, etc.). In contrast, the CSC is relatively calm from an operations perspective. Team members dedicated to compounding and packaging were able to focus on the task at hand, without competing priorities, which should result in a reduction in medication errors and an improvement in Patient Safety.
Albeit reducing medication errors and improving Patient Safety is a primary objective of pharmacy services and a significant value add, a CSCP also increases efficiency, decreases service interruption, and results in an overall improvement in the drug supply. These improvements bring about unrecognized Cost Savings for the health system. When a Consolidated Services Center is being considered, it is our job to bring this to the attention of our leaders and to shed light on ALL the benefits of a Pharmacy CSC!
Imagine walking through the doors of your hospital and the floors are covered with $100 bills and all you need to do is pick them up. Saving money in your hospital pharmacy spend is about that easy if you know what you’re doing, and you have the right tools to pick up the dollars.
Over the last decade I have worked with countless hospitals and health systems to help optimize their pharmacy purchasing. Pharmaceutical spend within a health system is usually the largest or second largest category of annual non-labor spend within a health system. It consists of thousands of medications, even more NDC’s, hundreds of contracts and manufacturers, and dozens of suppliers. It can be one of the most daunting categories to try to optimize and capture cost savings. But…if you know what to look for and have the right tools, finding and capturing the opportunities in this category will result in the most significant savings for your health system.
It all starts with one foundational element: really strong pharmacy spend analytics. I’m not talking about the basic, canned reports provided by your wholesaler or group purchasing organization (GPO). You have had those same reports for two decades. Sure, they’re helpful in giving you some high-level spend numbers or even the details of a specific invoice. But in most cases, despite those reports, the savings are right there at your feet…you just can’t see them.
I’ve been building analytics specifically for pharmacy purchasing for a long time. When I first started, my reports were basic. Show me total spend over time. Check. Show me total spend by therapeutic class. Check. Things like that. But as I learned more about pharmacy, the medications, and the data, I started to see the thousands of dollars on the floor that we were just walking over every day. All we had to do was pick it up.
That’s when pharmacy analytics began to change for me. I began stitching together data in such a way that the largest and easiest savings opportunities rose right to the top. Work became much easier to prioritize. “Potential Savings” quickly and easily became “Realized Savings!” And not just in the hundreds of thousands of dollars, but in the millions of dollars. In a single year, one of my health system clients saved over $30 million based upon simple and clear recommendations from my spend analytics!
I am not surprised as I meet with new clients that they do not have much in the realm of good pharmacy spend analytics. So, don’t get down on yourself if you don’t; that’s the case for the majority of hospitals and health systems around the country. But do not let it stay that way. The money is at your feet. Make changes now to start saving now. Implement powerful pharmacy spend analytics and start picking up the money.
Reach out to us at firstname.lastname@example.org to learn more about how we can help your hospital and health systems pharmacies start saving significant dollars today!
Curtis McEntire. CEO of Trulla. Curtis is a pharmacy supply chain expert and is dedicated to helping health systems optimize their pharmacy supply chain.
How much does the drug you’re dispensing actually cost and are you buying it at the best possible price? Did you know that for every medication that is generically available there is an average of 13 NDC’s that can be purchased? With drugs and drug prices constantly changing, knowing which NDC to order and utilize is complex for even the most experienced pharmacy buyers. Contractual agreements supported by rebates, administrative fees, or 3rd party programs can cloud what on the surface seems like an easy question – is this the NDC I should buy?
In pharmacy, it’s so complex to analyze and review the true pricing, not to mention trying to couple that analysis with current and historical utilization, tier thresholds, and other variables. It’s even harder when you consider that most of the “tools” we do have access to are in multiple, disparate, manual solutions. Add in the variables of the 340B Program requirements and other clinical-based programs and you soon realize how difficult, if not impossible, it is to guide purchasing within even the smallest inpatient pharmacies, let alone across an entire health system, a growing number of which include a central distribution operation. The tragedy is that we all understand that standardizing to the best NDCs and suppliers for your organization can bring significant benefits both clinically and financially.
Having a software solution which can ingest utilization and purchasing data from your suppliers and communicate with those suppliers can sharply improve the benefits for an organization. Imagine being able to identify and control the NDCs to order at a health system level by leveraging the preferred logic and the settings available in the Trulla Procurement Software. This ability will drive several benefits to the health system which includes:
By leveraging the analytics derived from current spending patterns and the software which can set default, preferred NDCs, Trulla is uniquely positioned to identify your best opportunities and deliver results by allowing leaders to easily implement decisions across your health system. The impact of Trulla is amplified as health systems become increasingly complex. Trulla’s software is specifically designed to enable the selection of preferred NDCs to meet the needs of corporate and/or local initiatives and to continuously guide users throughout the procurement process. Finally, the industry has a tool to not only direct you to savings within your pharmacy spend, but to implement decisions and track the benefits they deliver! Isn’t it time to maximize your pharmacy savings?
Formulary management. There are few words found within the pharmaceutical lexicon that elicit as much joy and exuberance as “formulary management”. If you think that’s even remotely true, you must be new to formulary management. With the (thankfully) increasing opinion that a health system should operate more like an actual system, the dire need for proper and auditable formulary management is becoming increasingly evident. We can’t run a diverse health system with a one-size fits all approach and we also can’t efficiently serve our patients if we persist in the historical “every facility an island” approach. Across the industry, we just don’t see good auditing tools to ensure that we’re purchasing the correct, optimized pharmaceuticals. We’ve spoken previously about the unsung hero, the pharmacy buyer, and we can really give them and their clinic counterparts a leg up by handing them a tool that ensures proper formulary management and compliance.
There are lots of reasons why system-wide formulary management is complicated: hospital vs. clinic, patient populations, the 340B Drug Pricing Program, different regional needs, supplier access, and so on. The list of why there hasn’t been a good solution to this is much shorter: no one that truly understands the industry has built a comprehensive tool for the industry, until now. Trulla enables users to operate from the broadest sense (all active medications for an entire health system) to the absolute most narrow sense (the 15 medications that a seasonal shack on the backside of a mountain might need access to).
The way that Trulla approaches formulary management is novel in a few ways, not the least of which is that we recognize and respect that there are medications that a health system may need that they don’t want everyone purchasing at will and that the pharmacy buyer can never be replaced; they need the freedom to be able to purchase beyond machine-driven logic. Trulla operates as a funnel to present a buyer with the optimized product, specific to their department and health system, but we don’t lock them into that product. At the widest point of the funnel, we have access to all active medications with the FDA so that those managing the formulary don’t have to build each medication profile from scratch. The next step in the narrowing funnel includes on formulary and off formulary medications, restricted medications, and so on. As we narrow the funnel even more, Trulla allows for the restriction of a visible sub-formulary as it pertains to each buyer and their location.
Let’s say there’s a system-level decision made by the P&T Committee, or the 340B team has new information about where to purchase X medication from to realize the best compliant price, Trulla allows for the operationalizing of that information. A 340B clean site will see only those medications that they should have rights to purchase. A non-340B clinic may see a broader sub-formulary but still doesn’t have access to everything an inpatient pharmacy would have access to, and so on. Proper formulary management, coupled with a tool to operationalize it, creates an environment where even the administrative assistant at a clinic who’s thrown into a one time only purchasing situation can see the same results as the most experienced hospital buyer.
Your goal is to save time and money while keeping patient safety at the forefront of every decision. Formulary management may not be the first thing that comes to mind when thinking about saving time and money, but let Trulla show you a new angle that’s afforded by our software. With the Trulla software you’ll have access to a ready-to-go, customizable medication list to begin building a broad formulary that serves as a source for any number of sub-formularies for those who purchase pharmaceuticals. With our tools, you’ll have a united front all the way across your facility or health system, working together towards the same goals.
Many healthcare systems are creating Consolidated Service Centers (CSC) to help standardize the pharmaceutical experience throughout their system. There are many cost savings and quality improvement benefits to consolidating pharmaceutical practices. Unfortunately, when it comes to centralizing sterile compounding there is a great deal of misunderstanding when it comes to registering with the FDA; specifically, whether to be a state regulated 503A or an FDA regulated 503B. The most common notion is that registering as a 503B is the right approach. Even though that approach might appear to be the safest option, registering with the FDA as a 503B outsourcing manufacturer is not the same thing as operating an inpatient pharmacy following the standard USP 797 regulations. It is better to think of 503B as becoming an actual manufacturer with its own set of rules. To be effective, selecting the 503B path would require a different business model to cost justify such an operation. Fortunately, working within the confines of the 503A classification can still produce a quality product for patients and help keep the high costs associated with Current Good Manufacturing Practice (CGMP) from disrupting certain aspects of a consolidated services approach.
The draft guidance for Hospital and Health System Compounding Under the Federal Food, Drug, and Cosmetic Act: Guidance for Industry dated April 2016 states, “…FDA does not intend to take action if a hospital pharmacy distributes compounded drug products without first receiving a patient-specific prescription or order provided that: (1) The drug products are distributed only to healthcare facilities that are owned and controlled by the same entity that owns and controls the hospital pharmacy and that are located with a 1 mile radius of the compounding pharmacy;” Forcing CSCs to register as 503B because they move compounded product more than 1 mile from the facility that compounded the product is frequently misinterpreted and does not align with the regulations which clearly allow for anticipatory compounding and interstate distribution of products when certain conditions are met.
It is important to focus on the applicable statutes and regulations as found in Section 503A of the Federal Food, Drug, and Cosmetic Act. The guidance documents have limited ability to be enforced when they make statements and claims outside of the applicable statutes and regulations. To reinforce this, many of the Guidance for Industry documents contain in their introductions: “You can use an alternative approach if it satisfies the requirements of the applicable statutes and regulations.” The headers on many of the pages within the documents also state: “Contains Nonbinding Recommendations.”
The key requirements for maintaining 503A compliance for most CSCs are as simple as:
CSCs are in a unique position to receive valid prescription orders for identified individual patients. With the advancements in electronic health records, CSCs can operate as a member of their health system with full access to required documentation and the ability to generate auditable reports to support their practice.
Section 503A and the FDA guidance documents have left opportunities for healthcare systems to take a defensible position on identifying their CSC(s) as 503A. Consolidating sterile compounding can increase safety and decrease costs for patients without taking on the unnecessary burdens of registering with the FDA as a 503B outsourcing manufacturer.
Pharmacy Buyers hold one of the most important financial and supply chain roles within a health system. They are responsible for one of the largest budgets in the hospital and ensuring medications, used for routine and life-saving care, are always in stock. This seemingly simple task, at first glance, is NOT so simple.
Pharmacy Buyers deal with the daily onslaught of new and ongoing drug shortages. They are expected to be the ears on the street for information regarding potential drug shortages and ahead of situations, to reduce the potential risk to their hospital and ultimately the patients. Buyers have thousands of unique line items they monitor and are required to keep in stock. Nevertheless, they also must avoid having too much stock because that is money sitting on the shelf, at risk of expiring. New medications and NDC’s are being added and removed from their formularies and purchasing catalogs every day. Contracts and pricing are in constant flux. Often, they have over a hundred different NDC’s to choose from when ordering a single medication. They place orders to numerous suppliers using a variety of mechanisms. Buyers order by using a vendor’s online catalog, calling customer service, and yes, some suppliers still require the order to be faxed. I know, it’s CRAZY.
On top of that, there’s generally no formal training for a Pharmacy Buyer. They are hired, placed into the buyer position, and told to keep everything stocked…but not overstocked. Buyers are under pressure to make certain they have the medications needed for patient care, and simultaneously stay within budget. They are the first to take the fall when medications are not in stock, and the one to blame when items expire.
Being a Pharmacy Buyer is an impossible task…even for the most amazing and tenured buyers. That’s why we built Trulla (www.trullarx.com). Procurement Software built for the Pharmacy Buyer. Trulla provides Buyers with the tools to make their impossible job possible!
I’ve met many remarkable Pharmacy Buyers from all around the country. I tip my hat to all Pharmacy Buyers and ask that everyone else do the same. Let them know you appreciate them and their work.
This is to you, Pharmacy Buyer…the Unknown Superhero of your hospital.
Centralized Services Centers (CSC) provide a variety of services which could include filling patient-specific prescriptions and non-patient specific order fulfillment. Often CSCs provide service to both 340B covered entities and sites that are not qualified to purchase drugs at 340B prices.
When setting up a CSC, careful consideration should be paid to whether the CSC needs to be registered with Health Resources and Services Administration (HRSA) and the requirements that it must abide by to maintain compliance. For example, if the CSC is not owned by or part of a covered entity (CE) and is using its own National Provider Identifier (NPI) to fill prescriptions, it should consider registering as a contract pharmacy for each CE receiving service. If the CSC is using the dispensing pharmacy NPI, this is considered an in-house or CE dispensation which then would be subject to the GPO Prohibition for certain CE types. Furthermore, in this scenario the CSC must comply with the carve-in-/carve-out status of the CE, should be registered as a ship-to site, and non-eligible prescriptions must be filled using WAC.
When conducting order fulfillment for non-patient specific stock, best practice would be to add the address of the CSC as a ship-to address for each CE. If your CE has questions or concerns related to CSCs and compliance, feel free to email them to email@example.com.
Centralized Services Centers have been implemented or are being considered by numerous health systems to improve efficiency, reduce medication errors, and for the potential cost savings that can be captured. However, inventory management is extremely challenging when the Centralized Services Center (CSC) provides medications to both non-covered and covered entities (CEs). Ensure that the inventory management model selected does not expose the CEs to a GPO prohibition violation if they are required to comply with this requirement.
For example, some health systems have centralized the sterile compounding of products such as TPN and various antibiotics. If any of these products are administered to covered outpatients and purchased on GPO by the CSC, the CE could be at risk for a GPO prohibition violation unless a strategy is in place to prevent this from happening. The 2013 HRSA 340B Drug Pricing Program Notice Release No. 2013-1, Statutory Prohibition on Group Purchasing Organization Participation states, “Organizations that are not part of the 340B covered entity are not subject to the GPO prohibition; however, the 340B covered entity is still prohibited from having organizations purchase covered outpatient drugs through a GPO on its behalf or otherwise receive covered outpatient drugs purchased through a GPO.”
One of several strategies to consider is to place these compounded products on a non-covered outpatient drug list. With this approach, they can be excluded from the 340B program and will not be subject to the GPO prohibition. The downside to this approach is that the individual ingredients cannot be purchased on 340B which could result in lost savings. If your health systems needs help determining a compliant approach, you can find a team of experts at Trulla (www.trullarx.com) or reach out to them directly by emailing firstname.lastname@example.org.
There are various reasons to centralize targeted inpatient pharmacy services. Some of the reasons include process standardization, increased efficiency, medication safety, and the ability to capture cost savings for the company. Sterile, non-sterile, and hazardous compounding services typically top the list of services that are often consolidated. Other services that are centralized include packaging, low unit of measure distribution, cart fill, kit processing, medication order entry, contracting, buying, shortage management, and general pharmacy services for clinics within the system.
How do you know what services make sense for your hospital or health system to centralize?
It can be extremely difficult to fully understand the opportunities associated with a centralized service as well as the obstacles that will need to be faced in order to effectively take advantage of the prospect. We have assembled a team of experts, with this need in mind, that have first-hand experience centralizing a variety of pharmacy services. This diverse team can conduct an in-depth analysis of your hospital or health system to identify both improvement and cost savings opportunities. In addition, they can provide guidance on the best implementation strategy. Some hospitals or health systems will best be served by a consolidated service center while it may be most advantageous to use a hub and spoke model at others. With a well-designed business model which leverages the health systems’ investment in automation and highly trained personnel, consolidation will result in quality products and pharmacy services for the patients that are served while saving the company money. If you would like to learn more about what Trulla has to offer, please reach out by sending an email to email@example.com.
Disclaimer: The information provided in this article does not constitute legal advice and should not be construed as such. Readers of this document are encouraged to contact their attorney to obtain advice with respect to any particular legal matter. The views expressed in this document are those of the author and not those of the Trulla LLC. All liability with respect to actions taken or not taken based on the contents of this document are hereby expressly disclaimed. The content in this document is provided “as is;” no representations are made that the content is error-free.