| Description |
Author Affiliation: Shugart K ( Katherine Shugart, Pharm.D., is pharmacist, Hawthorne Pharmacy, Columbia, SC. Jason Bryant, M.B.A., is Independent Consultant, Wilmington, NC. Dean Kress, M.B.A., is Associate Director, Faber Entrepreneurship Center, Darla Moore School of Business, University of South Carolina, Columbia. Bryan Ziegl); Bryant J ( Katherine Shugart, Pharm.D., is pharmacist, Hawthorne Pharmacy, Columbia, SC. Jason Bryant, M.B.A., is Independent Consultant, Wilmington, NC. Dean Kress, M.B.A., is Associate Director, Faber Entrepreneurship Center, Darla Moore School of Business, University of South Carolina, Columbia. Bryan Ziegl); Kress D ( Katherine Shugart, Pharm.D., is pharmacist, Hawthorne Pharmacy, Columbia, SC. Jason Bryant, M.B.A., is Independent Consultant, Wilmington, NC. Dean Kress, M.B.A., is Associate Director, Faber Entrepreneurship Center, Darla Moore School of Business, University of South Carolina, Columbia. Bryan Ziegl); Ziegler B ( Katherine Shugart, Pharm.D., is pharmacist, Hawthorne Pharmacy, Columbia, SC. Jason Bryant, M.B.A., is Independent Consultant, Wilmington, NC. Dean Kress, M.B.A., is Associate Director, Faber Entrepreneurship Center, Darla Moore School of Business, University of South Carolina, Columbia. Bryan Ziegl); Connelly L ( Katherine Shugart, Pharm.D., is pharmacist, Hawthorne Pharmacy, Columbia, SC. Jason Bryant, M.B.A., is Independent Consultant, Wilmington, NC. Dean Kress, M.B.A., is Associate Director, Faber Entrepreneurship Center, Darla Moore School of Business, University of South Carolina, Columbia. Bryan Ziegl); Brittain K ( Katherine Shugart, Pharm.D., is pharmacist, Hawthorne Pharmacy, Columbia, SC. Jason Bryant, M.B.A., is Independent Consultant, Wilmington, NC. Dean Kress, M.B.A., is Associate Director, Faber Entrepreneurship Center, Darla Moore School of Business, University of South Carolina, Columbia. Bryan Ziegl) |
| Abstract |
PURPOSE: The value of a first-year community pharmacy residency program (CPRP) at an independent pharmacy was estimated based on time allocation for resident responsibilities. METHODS: Predefined time allocation categories for the pharmacy resident were used to consistently classify and document time completing residency activities. Benefit-to-cost ratio was determined by tabulating total costs and total benefits of the residency program. A retrospective-prospective comparison of overall change in revenue, operating expense, and prescription volume was performed between the preresident time period (July 2012 to June 2013) and the postresident time period (July 2013 to June 2014). This comparison accounted for resident activities that did not directly generate revenue. RESULTS: Time allocations for the resident out of 2,221 total hours logged were dispensing (40%), clinical setup (16%), research (8%), professional meetings (7%), clinical activities (5%), resident education (5%), site precepting (4%), residency meetings (4%), didactic teaching (3%), miscellaneous (3%), marketing (2%), training (2%), and public health promotion (1%). Total costs were \$77,422, and total benefits were \$118,410. The benefit-to-cost ratio was 1.53. The postresident time interval had \$172,451 more revenue and \$6,622 more in operating expenses than the preresident time interval, and prescription volume decreased by 2,000 prescriptions compared to the previous year. CONCLUSION: The benefit-to-cost analysis indicated a \$1.53 return for every \$1.00 invested into a CPRP. An increase in revenue and operating expenses for the pharmacy was observed after implementation of the CPRP compared to the previous year. |
