Centralized Pharmacy Services: Insights from Health System Leaders
At a glance:
As healthcare evolves at an unprecedented pace, health systems must find innovative ways to streamline operations, improve patient outcomes, and optimize resources. Amid these changes, one pressing challenge is ensuring patients gain timely access to their medications – a process often hindered by administrative complexities and fragmented workflows.
In a recent discussion, Justin Cooper, Senior Director of Pharmacy Practice Solutions at Cencora, hosted Neil Gilchrist, Chief Operating Officer for Beth Israel Lahey Health Pharmacy, and Hank Aftewicz, Director of Pharmacy Services for Geisinger, to explore how centralized pharmacy services can create healthier futures and propel health systems forward.
Why health systems are centralizing pharmacy operations
Centralized pharmacy services provide a unique opportunity for health systems to consolidate and optimize processes like prescription fulfillment, medication renewals, prior authorizations (PAs) and beyond. “Having ownership of these processes under one umbrella allows health systems to adapt quickly to changes like legislative updates or 340B program modifications,” Cooper explained. He emphasized that centralization is not merely about operational efficiency but about positioning pharmacy teams as strategic enablers of health system priorities.
Aftewicz went on to describe Geisinger’s centralized structure, which includes 47 centralized clinical pharmacists, 40 medication access coordinators and 100 pharmacy technicians. This team handles over 110,000 annual prior authorizations and 110,000 monthly medication renewals. “Our goal is to decant medication related opportunities into a pharmacy-run program, leveraging our expertise to streamline workflows and reduce burdens across the health system,” Aftewicz shared.
Similarly, Gilchrist highlighted Beth Israel Lahey Health’s centralized pharmacy hub, which supports specialty and primary care clinics with medication access and renewal services. “This model allows us to improve patient care while also delivering operational and financial value back to the organization,” he explained.
Scaling prior authorizations and medication renewals without adding staff
As navigating healthcare becomes more complex for both patients and providers, one guiding principle was echoed throughout the discussion – the need to continuously optimize operations. Both leaders shared how they’ve achieved scalable solutions while maintaining high standards of quality and accountability.
Aftewicz described Geisinger’s use of informaticians and automation hubs to streamline workflows. “We’ve integrated bots to handle mundane tasks like routing orders, as well as advanced bots that flag abnormal lab results for same-day pharmacist attention,” he said. These innovations not only improve operational and clinical efficiency but also free up pharmacists to focus on higher-value, patient-facing tasks.
Gilchrist shared a complementary approach at Beth Israel Lahey Health, emphasizing the importance of eliminating silos and creating cohesive programs. “We focus on building seamless workflows for providers and patients,” he explained. By integrating data analytics and customer relationship management (CRM) tools, the health system ensures that teams work collaboratively to provide consistent, patient-centered care.
Measuring pharmacy centralization ROI: Clinical, operational, and financial outcomes
To gain buy-in from stakeholders, health systems must clearly demonstrate the value of centralized pharmacy services. Gilchrist highlighted Beth Israel Lahey Health’s ability to reduce administrative burdens, optimize patient outcomes, and drive financial results. “We track metrics like speed to therapy and medication adherence to show the impact of our programs,” he explained. For example, centralized workflows can help patients access critical medications faster, improving adherence and long-term health outcomes.
Aftewicz underscored the financial benefits of Geisinger’s centralized programs, noting that they’ve significantly increased prescription capture year over year. “We operate above system goals by 20%, driving prescription pull-through and protecting against margin erosion,” he shared. These outcomes not only enhance patient care but also create new revenue streams for the health system.
Overcoming barriers to pharmacy consolidation
Implementing centralized pharmacy services is not without challenges. Trust and awareness emerged as critical factors in overcoming resistance and gaining buy-in from providers, patients, and stakeholders.
Gilchrist stressed the importance of trust-building. “We start with awareness, using pitch decks and digital signage to educate providers and patients about the benefits of our pharmacy programs,” he said. By demonstrating value and delivering consistent results, Beth Israel Lahey Health has successfully expanded its centralized services.
Aftewicz emphasized the importance of phased implementation and stakeholder engagement. “Making clinic staff and providers partners in the process ensures they feel ownership rather than burdened by the decanted work,” he explained. He also highlighted the need for executive support, noting that securing leadership support can make operational conversations smoother and more productive.
How to start centralizing pharmacy services
For health system leaders considering centralization, both speakers offered practical insights. Aftewicz advised leaders to start small and scale thoughtfully. “Don’t try to eat the elephant in one bite,” he said. “Identify the biggest needs and opportunities, define the operational, financial, and clinical value, and implement step-by-step.” He also stressed the importance of partnerships, noting that involving affected teams early in the process can build trust and ensure smoother transitions.
Gilchrist echoed this sentiment, emphasizing the need to align programs with organizational goals. “You may need to start with revenue-generating programs to fund mission-critical areas,” he suggested. He also advised leaders to avoid creating silos, focusing instead on cohesive, scalable solutions that benefit both providers and patients.
Conclusion
Centralized pharmacy services are a powerful way for health systems to address today’s challenges while preparing for tomorrow’s opportunities. By leveraging strategies like automation, data analytics, and stakeholder collaboration, health systems can optimize operations, optimize patient outcomes, and create scalable solutions that drive long-term success.
At Cencora, Accelerate Pharmacy Solutions embodies this approach, combining industry-leading technology with deep pharmacy expertise to help health systems move forward. Together, we’re solving for what’s next – innovating to create healthier futures and positioning pharmacy as a driving force for progress in healthcare.
This article is based on a panel discussion at Cencora's Health Systems National Summit. Giesinger and Beth Israel Lahey Health are both Accelerate Pharmacy Solutions customers navigating the centralization of pharmacy services. Accelerate Pharmacy Solutions works with health system pharmacy leaders across specialty drug management, revenue cycle optimization, and patient access programs. For more information, visit Accelerate Pharmacy Solutions.
