Better Future Initiative in Pharmaceutical | Analysis

Running head: COMPARE CONTRAST ESSAY
BETTER FUTURE INITIATIVE IN PHARMACEUTICALS - PSA 2023 OR PGA 2025
Name of Student
Name of University
Author note

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Introduction
Pharmacological management involves the right prescription and the right
administration of the medications, appropriate to the clinical condition of the patients in the
health care scenario (Bush et al., 2018). The shortage of medications and misuse plus disuse
of medications play a huge role in the presentation of the adverse medication incidents which
is the center focus of the ‘Pharmacists in 2023’ and the ‘Community pharmacy 2025’. Safety
issues are always very risky and there is an increased prevalence of safety issues related to
medications, in the health care system dealing with a high paced clinical environment (Eassey
et al., 2016). The business programs ‘Pharmacists in 2023’ and ‘Community pharmacy 2025’
that is to discussed and contrasted play a huge role in empowering the rights of the
pharmacists with respect to counseling, medication reconciliation, disease state management
to phramacovigilance, antimicrobial stewardship and discharge management in the hospitals
as well (Clayton, Luxford & Stupans, 2017). Due to lack of specialty healthcare in the
community areas, the role and the scope of practice of the pharmacists has been extended as
well in order to play a part in health care delivery with respect to disease conditions such as
asthma, diabetes and hypertension management, osteoporosis screening, arthritis and
cardiovascular management, mental health problems and palliative care as well. In this essay,
the two plans that are to be compared and contrasted are ‘Pharmacists in 2023’ and the
‘Community pharmacy 2025’ that are based in the health care system of Australia. While the
services and structures of the two plans differs at various aspects, there are similarities too
that build up the compare and contrast discussion. The aspects identified are Actions for
change, Strategies for workforce development, Medication safety process, Health care service
delivery process, Digitization process. Both the programs will continue to play a huge part in
extension of the pharmacological scope of practice from clinical phramacovigilance to the

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important disciplinary part to be played in the clinical pathways and community based
services.
Statistical analysis
Workforce development and infrastructural development are critical aspects of the
delivery of the pharmaceutical care to community, health hubs and other rural areas. With the
right application of the strategies and the knowledge along with the resources – abilities and
capacities of the workforce can be enhanced. The use and application of the diverse roles of
the pharmacists across the different or rather a very wide range of settings has been
considered and empowered by both the above mentioned health management plans but the
ways and components of the workforce strategies are different in both the plans. Continuous
professional developed development, safe and quality patient centered service delivery, use
and application of the of health information technology, digitization and training the staffs in
communication and on the effective ways of the customer counseling are the major areas that
has been more or less covered by both the business plans (Chevalier et al., 2020). As both the
plans targets at delivering care to community areas, the workforce development has been
focused on developing partnerships with the community members and both the projects
undertakes an extensive market research to understand the exact need of exact communities
in order to empower the pharmacists and the other supporting staffs in the responded areas.
“Pharmacists in 2023” provides 11 actions for health change that are identified. The actions
pertains to the promotion of the medicine safety; improving the pharmacy oriented heath care
through the ease provided and extended by digital transformation; by collaborating with the
community pharmacy; by aiding the collaboration of pharmacists with the clinicians of care
teams; prescribing the right and appropriate medications (Jackson, 2019). Facilitating smooth
transitions of care stages and processes is another critical action. Working integrated with the
health hubs, staff development, funding, delivering service to the rural and remote followed

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by continuous research and evaluation of outcomes are the major actions as well. On the
other hand, the “Community Pharmacy 2025” provides 9 actions. These are recovery oriented
and quality health services; proper delivery of substantial and effective medication and other
health services to the community health hub. Digital enablement in regards to the knowledge
delivery and creating awareness about the right application of medications and incorporating
the important components of digitization in the business operations are the other critical
actions (Chevalier et al., 2018). The other components includes ‘in-home care’, collaboration
and partnerships of the pharmacists and the relevant staffs with other members of the
multidisciplinary team and with the community leaders, Automation of the processes,
leveraging the brand and undertaking a comprehensive review of the products are the other
important components of this health care business project.
In “Pharmacists in 2023” plan, for workforce development, there are 13 mentioned
strategies that involve the improvement of the academic capacity, enhancing the foundation
of the staff training, improving the parameters of quality assurance, aiding in the
development and advancement of the specialists, aiding in the competency development,
helping staffs and providing equal opportunity to everyone in leadership development,
service provision and workforce, enhancing the interpersonal communication and
collaboration in order to facilitate effective working with other members of the health care
service delivery team (Sims, 2019). The strategies also involve the development of the
continuous professional development strategies, ethical considerations balancing the diversity
and gender difference, evaluating the impact of the workforce, measuring the workforce
intelligence and formation of the right and accurate set of the workforce policies. In the
“Community Pharmacy 2025” health care project, there are twelve workforce development
strategies that focuses on 12 components such as the curriculum that is to be taught to the
pharmacists, training and development of the pharmacy staffs and interns as well as of the

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researchers in the field, qualitative use of the right medicines (Seubert & Pharm, 2019).
Continuing the research and securing the data, use of the right and appropriate form of
technology, providing remuneration to the staffs, automation of the health and information
services, providing financial support to clients, servicing and retailing the care process, aiding
the allied health integration process, providing extra support to aged care, disability and
mental health and maintaining an correct organizational design are the other important
workforce development strategies of this project (Bosnic‐Anticevich et al., 2019).
Process analysis
Medication safety process
In the “Pharmacists in 2023” plan, a central importance has been given to the
qualitative use of medications in order to promote the medication safety process in the
community and in the institutional scenario (Jackson, 2019). The term quality use of
medicines have been used in order to emphasize on the new concept that how the medicines
can be and should only be used qualitatively in combinations with other interventions, so as
to promote medication safety. The plan focuses on training the staffs to improve their
counseling techniques that would be used to teach the health care staffs and the clients of the
health care service, about the importance of ‘quality use of medications’. The collaboration of
the pharmacists with the allied health workers is critically been covered in the policy plan in
order to develop the medication safety processes.
“Community Pharmacy 2025” plan mentions the same concept and working towards
the same practice but in a more implicit manner. The plan focuses more on the empowerment
of the pharmacists to take part in the clinical pathways that would aid the nurses and doctors
to administer and prescribe the drug complying with the evidence based practice. The plan
unlike the first plan, focuses more on righting ways of using the right drug and following the

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electronic communication while administering the drugs to the patients – which is a major
strength of the plan (Wheeler et al., 2018).
Health care service delivery process
In the “Pharmacists in 2023” plan, there are two setups that have been mentioned as
the main location of the pharmacy mediated health service delivery. One is the community
health hub targeted to deliver the health care services to the members of the community at the
community center and the other one is very important, that is the in-home services – a
component that is missing in the other business plan (Seubert et al., 2017). There are various
mental health patients and neurological patients as well as terminally ill and aged patient who
cannot leave their homes to receive the care and this business actually target to address their
issues as well.
“Community Pharmacy 2025” plan on the other hand focuses to deliver the services at
health hubs and to the rural and remote settings. Although it comes the distant location of
service delivery but the home visits are included which is a weakness.
Digitization process
In the “Pharmacists in 2023” plan, the digital process is focused on a single task that
is the quality use of medicines and on the use of the health information technology to better
the clinical practice with pharmacological management. The role of pharmacists as an
important member of the care process and care team has been emphasized.
“Community Pharmacy 2025” plan has however, a more pronounced diversity of
digital services. There is one exclusive system that would deal with the medicine related
client queries and information for the clinical staffs and this process will be strongly mediated
by the pharmacists. The other digital system will be dedicated to the online shopping of the
health products and services.

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Conclusion
Hence it can be concluded saying that this compare and contrast discussion between
the two pharmacies mediated healthcare plan lead to revelation of the strengths and the
weakness of each other of the campaigns. There are various similarities around the chosen
aspects that were contrasted against the critical differences between the two. The pharmacists
have a very important role to play in the clinical pathway and clinical flow of processes that
include medications as because it is not just the clinicians and the allied health care staffs
who are involved with the patient servicing but the pharmacists are the ones who provides a
plethora of different services to the health system and to the patient care as well and both the
plans focus to empower and expand the roles of the pharmacists in their own ways.

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References
Bosnic‐Anticevich, S., Costa, E., Menditto, E., Lourenço, O., Novellino, E., Bialek, S., ... &
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Air POLLution on Asthma and Rhinitis) GARD Demonstration
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Bush, J., Langley, C. A., Jenkins, D., Johal, J., & Huckerby, C. (2018). Clinical pharmacists
in general practice: an initial evaluation of activity in one English primary care
organisation. International Journal of Pharmacy Practice, 26(6), 501-506.
https://doi.org/10.1111/ijpp.12426
Chevalier, B. A., Watson, B. M., Barras, M. A., & Cottrell, W. N. (2018). Hospital
pharmacists’ and patients’ views about what constitutes effective communication
between pharmacists and patients. International Journal of Pharmacy Practice, 26(5),
450-457. doi.org/10.1177/0261927X20908614
Chevalier, B., Cottrell, W. N., Hegerty, T., Morgan, A., & Freeman, C. (2020). Piloting the
Describing and Evaluating community Pharmacy practice to Improve patients' Care
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Eassey, D., Smith, L., Krass, I., McLAchlan, A., & Brien, J. A. (2016). Consumer
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Australia: a quantitative study. International Journal for Quality in Health
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Appendix
Aspects “Pharmacists in 2023” “Community Pharmacy
2025”
Actions for change 11 actions identified
(Medicine Safety, Digital
Transformation,
Community Pharmacy,
Care Teams, Prescribing,
Transitions of Care, Health
Hubs, Workforce, Funding,
Rural and Remote,
Research and Evaluation)
9 actions identified (Health
services, Community
health hub, Digital
enablement, Business
operations, In-home care,
Collaboration and
partnerships, Automation,
Leverage brand, Review
products)
Strategies for workforce
development
13 (academic capacity,
foundation training, quality
assurance, advanced and
specialist development,
competency development,
leadership development,
service provision and
workforce, working with
others, cpd strategies,
gender and diversity
balances, workforce
impact, workforce
12 (Curriculum, Training
and development,
Medicines, Research and
data, Technology,
Automation,
Remuneration, Finance,
Services and retail, allied
health integration, Aged
care, disability and mental
health, organizational
design )

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intelligence, workforce
policy formation )
Medication safety
process
Focuses explicitly on the
quality use of medication
along with other health
strategies.
Focuses implicitly on the
quality use of medication
along with other health
strategies.
Health care service
delivery process
In-home care
Community health hub
Health Hubs
Rural and Remote
Digitization process Only focused at qualitative
use of medications
Digital enablement–
medicines
Digital enablement–
products and services