Joseph T. DiPiro

The causes of hearing loss are diverse and occur across the lifespan. In the US, hearing loss affects at least 17% of adults and more than 50% of those over 80 years of age.¹ In addition to poor communication with healthcare professionals (HCPs), hearing loss can also contribute to impaired walking, falls, social isolation, and cognitive decline.^2,3 In this issue, Weerapol and Leelakanok⁴ report the results of a comprehensive review and meta-analysis of communication between HCPs (pharmacists, physicians, and nurses) and individuals with varying degrees of hearing loss. Some strategies to improve communication were reported to be partially effective (eg, hearing aids, use of gestures, lip reading, writing), whereas others are effective but not feasible to implement on a large scale (eg, cochlear implants, use of sign language by HCPs or qualified interpreters). Four studies in the review found that use of a third-party sign language interpreter was the most effective mode of communication between HCPs and patients with hearing loss.⁴

ASHP and the ASHP Foundation (“the Foundation”) present this 12th annual edition of the Pharmacy Forecast and are pleased to disseminate it through AJHP, providing readers with easy access to the report. The Pharmacy Forecast has a long tradition of providing insightful perspectives on emerging issues and trends that influence health systems, patient care, the health of populations, and our profession.

ASHP and the ASHP Foundation (“the Foundation”) present this 11th edition of the annual Pharmacy Forecast and are pleased to disseminate it through AJHP, providing readers with easy access to the report. The Pharmacy Forecast has a long tradition of providing insightful perspective on internal and external factors that influence patient care, the health of populations, and our profession.

ASHP and the ASHP Foundation (“the Foundation”) present this 10th edition of the annual Pharmacy Forecast and are pleased to disseminate it through AJHP, providing readers with easy access to the report. The ASHP Foundation Pharmacy Forecast has a long tradition of providing insightful perspective on internal and external factors that influence patient care, the health of populations, and our profession.

The ASHP Foundation Pharmacy Forecast has been a valuable source of insight and guidance about our profession as it is influenced by or influences external factors in our environment. ASHP and the ASHP Research and Education Foundation (“the Foundation”) present this ninth edition of the annual Pharmacy Forecast and are pleased to disseminate the Pharmacy Forecast through AJHP, providing readers with easy access to the report. The staff of AJHP has provided substantial editorial support for this publication, and we appreciate their assistance.

Objective: The Outcomes and Assessment Committee at the Virginia Commonwealth University School of Pharmacy was tasked with refining the school’s key performance indicators (KPIs) to improve programmatic assessment by focusing on the most important measures. Methods: Initially, 56 KPIs were tracked, nine of which were university mandated, divided into 10 modules: admissions, community outreach, continuing education, diversity, faculty experience and success, fundraising, graduate program, research and scholarship, staff experience and success, and student experience and success. Using a three-round Delphi consensus technique, KPIs were reviewed by faculty and staff. Each participant responded whether they considered each KPI to be essential or not essential for school quality assessment and improvement. Consensus for the first, second, and third rounds was defined as ≥90%, ≥80%, and ≥75% agreement, respectively. Results: Of 109 faculty and staff invited, 49 participated in the first round, 51 in the second, and 42 in the third. At the end of the third round, accumulated consensus was achieved for 35 out of 88 (39.8%) KPIs that were considered essential and 3 out of 88 (3.4%) that were considered non-essential. Consensus percentage per module was: 15.4% (2/13) admissions, 28.6% (2/7) community outreach, 33.3% (3/9) continuing education, 27.3% (3/11) diversity, 62.5% (5/8) faculty experience and success, 55.6% (5/9) fundraising, 40% (4/10) graduate program, 33.3% (3/9) research and scholarship, 57.1% (4/7) staff experience and success, and 66.7% (4/6) student experience and success. Conclusions: Ultimately, 35 KPIs achieved consensus as essential to measure achievement of benchmarks for the school, which totals 44 KPIs, including nine university mandated KPIs. The process facilitated faculty and staff involvement in KPI selection and achieved improved focus for programmatic assessment.

To address the changes in health care and the needs of society related to medicines, we must redefine the profession of pharmacy. We have defined the next generation pharmacists (NGP) as "a health care provider and change agent on the interprofessional health care team, personalizing medication use, managing safe and effective medication systems, and creating healthier communities." Schools and colleges of pharmacy should thoroughly examine their curriculum to ensure it is preparing pharmacists for this future. By creating a vision for the NGP and implementing the best curriculum, we ensure that pharmacists of the future will be up to the challenge of our society's health care needs.