Max D. Ray

Unmet Needs in the Medication Use Process: Perceptions of Physicians, Pharmacists, and Patients

OBJECTIVES To explore the perception of unmet needs in the medication use process from the perspectives of three of the principal participants in the process--physicians, pharmacists, and patients--and to identify the individual(s) or strategy(ies) perceived to be the best or most likely candidate(s) to resolve the problems identified. PARTICIPANTS Physicians (primary care, cardiology, oncology, and obstetrics/gynecology specialties), pharmacists (community and health-system settings), and patients from four medium-sized U.S. cities. The survey instrument was modified for each group. MAIN OUTCOME MEASURES The medication use process was divided into nine steps, based on a previous study. A two-part question was framed for each step. In part A, respondents were asked to indicate their level of agreement (on a 5-point scale) about whether the step was being conducted appropriately. In part B, those who disagreed with a statement in part A were asked their opinions on the best possible candidate or strategy for improving that step. RESULTS Both physicians and pharmacists identified four areas of unmet needs: timing of physician visit, patient counseling, patient use of medications, and patient monitoring. Each group held itself primarily responsible for the resolution of most of these problems. Patients did not identify any unmet needs from the survey. In responses to open-ended questions, however, they cited medication cost, appropriateness, access, and convenience as problems. CONCLUSION Providers and patients reported substantially different perspectives on medication use problems and on improving the process. Addressing the unmet needs identified in this study will require better understanding, communication, and collaboration among physicians, pharmacists, and patients.

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ASHP Foundation Pharmacy Forecast 2018: Strategic Planning Advice for Pharmacy Departments in Hospitals and Health SystemsForewordIntroduction: Strategic planning in challenging timesTherapeutic innovation: Impact of precision medicineThe future of data, analytics, and information technologyThe future business of pharmacyComplex times: Leaders thinking and acting differentlyAdvanced pharmacy technician roles: Professionalizing pharmacy’s technical workforcePopulation health management: A community imperativePublic policy imperatives to improve medication useCoping with uncertainty and chaos: Leading in ambiguous times

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