A. KNOWLEDGE OF FORMULARY ISSUES
This occurs ideally as a result of prior experience on the committee for several years. P&T committee meetings are often associated with an individual hospital, group of hospitals, a staff model health maintenance organization, or an insurance-related pharmacy benefit management (PBM) process. A chairperson’s experience in each of these areas would be ideal.
It could be suggested that at least 10 years are required for a pharmacist, nurse, administrator, or physician to have a sense of the overall trends evolving within health care. Within a P&T committee, the chairperson would need this background to best respond to the biases that each member might bring to the deliberations. It is beneficial if the members have had mutual experience with the chairperson at a direct patient care level.
The chairperson is likely to be the most essential person for the overall success of a P&T committee. This is most directly related to the organization truism that it is nearly impossible to hold a committee responsible for anything except when a committee is acting as the ultimate authority for an organization. Thus, the value of a P&T committee is related to its ability to serve the common interests of the entire organization affected by its actions. If the costs of the P&T committee members’ time are considered, the committee’s activities are the result of a very expensive effort. To best utilize this expertise, a chairperson must be skilled at mobilizing these resources in a manner that bests supports the overall efforts of the organization to which it is attached. A previously demonstrated ability to create this role for a committee is the most valuable attribute for use in choosing a committee’s chairperson.
Given the busy schedules of the members, it is necessary to start and end on time. To open a meeting, it is best to lay out the agenda including any new additions and briefly discuss any items that will require a special discussion. Within 2 to 3 minutes, the chairperson and each member should have an understanding of the scope of the meeting ahead.
Often the health care process vacillates unpredictably between deductive and inductive reasoning processes. External observers are often baffled by this interplay. Related to this, it is suggested that a strict use of the Robert’s Rules of Order for a meeting agenda may not facilitate the spontaneity for a committee’s members that usually underlies their involvement in the character of health care. It is the responsibility of the chairperson to guide this process and seek out the opinions that the members have for a given issue. Also, if the ...