340B Compliance
Case 1

During a drug cost reduction assessment for a 340B eligible covered entity, the PCI team identified potential vulnerabilities. A 340B program gap analysis was conducted that revealed opportunities to improve internal processes to ensure compliance with HRSA guidelines, a greater level of infrastructure and support and opportunities to recover missed 340B program benefit opportunities of over $500K per year.

Controlled Substance
Case 1

PCI support was requested for a client where a controlled substance diversion had been identified and was being investigated by regulatory authorities. PCI quantified the extent of the diversion, worked with the client on developing responses to regulatory authorities; guided the development and implementation of a corrective action and monitoring plan.

The client subsequently requested that PCI complete an organizational compliance gap analysis where additional vulnerabilities were identified and recommendations for corrective action were provided.

Case 2

A large multi-hospital system requested the support of PCI to evaluate planned controlled substance policies, process controls and drug diversion monitoring systems.

The PCI team conducted interviews with representatives from pharmacy, nursing, compliance and administration and completed site visits to all facilities to establish a baseline understanding of processes, technology and workflow. Recommendations for changes in the process were made and implemented by the organization.

Drug Utilization
Case 1

The client was a ten-hospital system with annual drug purchases of over $70M. Over the previous two years, the client had implemented over $1.0M in drug cost savings initiatives.

Using  and PCI’s comprehensive assessment approach, an additional $4.0M in achievable savings was identified

Integration Services Project
Case 1

A four-hospital network, with facilities in two states was interested in developing a hub-spoke model to improve operational efficiency and inventory management.

PCI worked with the client on technology selection, communications with state boards of pharmacy, and workflow process mapping to support the implementation of the new distribution model. The client successfully implemented the hub-spoke model resulting in a more efficient drug distribution and inventory management process.

Case 2

A multi-hospital system had previously implemented a hub-spoke drug distribution model that was not generating the expected results. The PCI team conducted an assessment of the hub, including an evaluation of the services, physical facility and technology. PCI also performed on site reviews for potential customers of the hub to identify their service expectations.

Updated business and service planning was completed and recommendations for changes in the services and technology were provided.

Operational Efficiency & Assessment Project
Case 1

A large integrated delivery network with hospitals, outpatient pharmacies, physician practices and an insurance plan requested the support of PCI to evaluate their outpatient pharmacies that were operating at a financial loss

PCI conducted an in-depth data analysis of the financial statements for each of the pharmacies. On-site interviews were conducted at representative outpatient pharmacy sites.

Recommendations regarding organizational structure, operational efficiency, cost reductions and reimbursement optimization were developed that provided the framework for improving the profitability of the program. Recommendations were implemented and the ambulatory pharmacy pharmacies are operating with a positive financial margin.

Price Parity
Case 1

The client was a two-hospital system with over 700 total acute care beds. During a consulting assessment, we identified differences in the unit price paid for identical items. A comparison of exactly matching NDC’s was completed.

The analysis included 2912 unique products. There were 201 items where Hospital A was paying a higher unit cost and 103 items where Hospital B was paying a higher cost. The average per unit price difference was $17.76. The total difference that was credited to the client was $557,634.

Case 2

The client was a ten-hospital system with annual drug purchases of over $100M. The organization included facilities and accounts within several purchasing classes of trade.

The   analysis included a comparison of monthly purchases within each class of trade and identified an annual savings opportunity of over $1.0 M