Pharmacy and Therapeutics Committee Preparedness Plan for COVID-19

ABSTRACT As the Pharmacy and Therapeutics (P&T) committee acts as an advisory committee on therapeutic options, it is important during pandemics, such as the current Coronavirus disease 2019 pandemic, to quickly search the evidence, be able to select the most appropriate therapies despite the limited evidence, and make appropriate decisions related to which drugs to procure and stock. Potential therapies and recommendations to the P&T committee at a large healthcare institution as means of a preparedness plan are reviewed here.

A Cross-Sectional Survey of Medical Trainee Experiences During Medication Shortages

ABSTRACT Background Medication shortages prevent patients from receiving optimal care. Despite the frequency with which medical trainees care for inpatients, no assessment of their experiences in medication shortage management has been performed. Objective We evaluated trainees' experiences managing medication shortages. Methods We performed a cross-sectional survey of trainees postgraduate year 2 (PGY-2) and above in medicine, anesthesiology, and emergency medicine departments at 2 academic centers in 2018–2019. Categorical and ordinal assessments evaluated shortage awareness, substitution availability, pharmacy and therapeutics committee-based restrictions, communication, and education. Regressions were performed to determine effect of PGY, department, and institution on responses. Results A total of 168 of 273 subjects completed the survey (62% response rate). Most (95%, 159 of 168) reported managing medication shortages during training; 51% (86 of 168) described managing clinically relevant shortages daily or weekly. Seventy-seven percent (129 of 168) noted equivalent alternatives were unavailable at least one-quarter of the time, and 43% (72 of 168) reported clinically necessary medications were restricted at least weekly. Fifty-four percent (89 of 168) and 64% (106 of 167) of respondents discussed clinically relevant shortages with supervising physicians or patients “some of the time” or less, respectively. Most respondents (90%, 151 of 168) reported they would benefit from shortage management training, but few (13%, 21 of 168) reported prior training. Conclusions Although trainees reported frequent involvement in clinically impactful shortage management, medication shortage communication between trainees and supervising physicians or patients appears sporadic. Medication shortage management training is uncommon but perceived as beneficial.

MULTI-CRITERIA DECISION ANALYSIS AS A DECISION-SUPPORT TOOL FOR DRUG EVALUATION: A PILOT STUDY IN A PHARMACY AND THERAPEUTICS COMMITTEE SETTING

Objectives:The aim of this study was to develop and to assess a specific Multi-Criteria Decision Analysis (MCDA) framework to evaluate new drugs in an hospital pharmacy and therapeutics committee (P&TC) setting.Methods:A pilot criteria framework was developed based on the EVIDEM (Evidence and Value: Impact on DEcisionMaking) framework, together with other relevant criteria, and assessed by a group of P&TC's members. The weighting of included criteria was done using a 5-point weighting technique. Two drugs were chosen by evaluation: an orphan-drug for Gaucher disease, and a nonorphan drug for the treatment of inflammatory bowel disease. Evidence matrices were developed, and value contribution of each drug was evaluated by P&TC's members. An agreed final framework was obtained through a discussion between the P&TC's members.Results:After criteria assessment, the pilot framework included eight quantitative criteria: “disease severity,” “unmet needs,” “comparative efficacy/effectiveness,” “comparative safety/tolerability,” “comparative patient-reported outcomes,” “comparative cost consequences-cost of treatment,” “comparative cost consequences-other medical costs,” and “quality of evidence”; and one contextual criterion: “opportunity costs and affordability.” The most valued criteria were: “comparative safety/tolerability,” “disease severity,” and “comparative efficacy/effectiveness.” When assessing the drugs most valued characteristics of the MCDA were the possibility that all team may contribute to drug assessment by means of scoring the matrices and the discussion to reach a consensus in drug positioning and value decision making.Conclusions:The reflective MCDA would integrate quantitative and qualitative criteria relevant for a P&TC setting, allowing reflective discussions based on the criteria weighting score.

Program to Manage New and Expensive Drugs in Pediatrics: Profile of a New Drug Policy and a 12-Month Descriptive Study

<p><strong>ABSTRACT</strong></p><p><strong>Background:</strong> With growing financial pressure and the range of new and expensive drugs, hospital administrators, clinicians, and pharmacy directors are facing tough decisions on how to manage drug budgets. At a Canadian mother–child hospital, a policy for new and expensive drugs was developed, with the goal of managing their use and costs.</p><p><strong>Objectives:</strong> To describe the development and implementation of a policy for new and expensive drugs in a mother-child teaching hospital and to describe the profile of requests for these therapies over a 12-month period.</p><p><strong>Methods:</strong> A brainstorming session was conducted with members of the pharmacy and therapeutics committee to define the criteria for new and expensive drugs at the study hospital and a new process to evaluate requests for these drugs. Over the 12-month period following implementation of the policy, all requests for new and expensive drugs were evaluated through collection and analysis of relevant data.</p><p><strong>Results:</strong> The new drug policy was launched on October 1, 2014. Over the following 12-month period, a total of 58 requests for new and expensive drugs were discussed, but only 47 request forms were completed and signed by a physician and a clinical pharmacist.</p><p><strong>Conclusions:</strong> New and expensive drugs represent a challenge for clinicians and hospital stakeholders. This study illustrates the implementation of a new policy for these drugs in a mother–child teaching hospital over a 12-month period.</p><p><strong>RÉSUMÉ</strong></p><p><strong>Contexte :</strong> Les budgets de plus en plus serrés et la gamme de médicaments nouveaux ou coûteux placent les administrateurs, les cliniciens et les directeurs de pharmacie des hôpitaux devant des décisions difficiles en ce qui touche la gestion des dépenses en médicaments. On a mis au point, dans un hôpital canadien mère-enfant, une politique concernant les médicaments nouveaux ou coûteux avec pour objectif de gérer leur utilisation et leurs coûts.</p><p><strong>Objectifs :</strong> Décrire l’élaboration et la mise en place d’une politique sur les médicaments nouveaux ou coûteux dans un hôpital universitaire mère-enfant et décrire le profil des demandes pour ces pharmacothérapies sur une période de 12 mois.</p><p><strong>Méthodes :</strong> Les membres du comité de pharmacologie ont procédé à une séance de remue-méninges dans le but de définir les critères pour les médicaments nouveaux ou coûteux dans l’hôpital à l’étude et un nouveau processus servant à évaluer les demandes pour ces médicaments. Au cours des 12 mois suivant la mise en place de la politique, toutes les demandes pour des médicaments nouveaux ou coûteux ont été évaluées à l’aide d’une cueillette et d’une analyse de données pertinentes.</p><p><strong>Résultats :</strong> La nouvelle politique sur les médicaments a été lancée le 1er octobre 2014. Au cours des 12 mois suivants, un total de 58 demandes pour des médicaments nouveaux ou coûteux ont été analysées, mais seulement 47 formulaires de demande ont été remplis et signés par un médecin et un pharmacien clinicien.</p><p><strong>Conclusions :</strong> Les médicaments nouveaux ou coûteux représentent un défi pour les cliniciens et les parties prenantes des hôpitaux. La présente étude décrit la mise en place d’une nouvelle politique pour ces médicaments dans un hôpital universitaire mère-enfant sur une période de 12 mois.</p>