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Implementing a performance evaluation system in a correctional managed care pharmacy.

Melanie B Roberts¹, Matthew R Keith

¹University of Texas Medical Branch/Managed Care, Department of Pharmacy, 264 FM 3478, Estelle Unit Pharmacy Building, Huntsville, TX 77320, USA. mroberts27@yahoo.com

American Journal of Health-System Pharmacy : AJHP : Official Journal of the American Society of Health-System Pharmacists

|June 18, 2002

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A new operational performance evaluation system (OPES) was developed for correctional managed care pharmacy services. This system measures quality, identifies weaknesses, and tracks performance to improve pharmaceutical care for offenders.

Area of Science:

Health Services Research
Pharmacy Administration
Correctional Healthcare

Background:

Correctional managed care pharmacy services provide healthcare to approximately 150,000 offenders in Texas.
Services are delivered through a partnership between the Texas Department of Criminal Justice and two university systems.
The University of Texas Medical Branch (UTMB) manages distributive pharmacy services for over 140 facilities, handling 9,000-15,000 medication orders daily.

Purpose of the Study:

To describe the development and implementation of a departmental performance evaluation system for a correctional managed care pharmacy.
To establish quality indicators and measurement systems for evaluating departmental performance within the UTMB Correctional Managed Care system.
To integrate the pharmacy department into the operational performance evaluation system (OPES) for pay-for-performance determination.

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Main Methods:

Development of seven weighted pharmaceutical care quality indicators reflecting quality and productivity.
Creation of a data collection, measurement, and reporting system for departmental performance.
Implementation of the operational performance evaluation system (OPES) within the pharmacy department.

Main Results:

The implemented system allows for the measurement of service quality and identification of areas for improvement.
Performance can be tracked over time, facilitating cost reduction and enhanced productivity.
The system promotes awareness and interdependence among pharmacy department personnel.

Conclusions:

Departmental performance evaluation systems are crucial for measuring and improving service quality in correctional pharmacy.
Setting concrete goals through such systems enhances operational efficiency and staff collaboration.
The developed system provides a framework for continuous quality improvement in pharmaceutical care delivery to offenders.