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The Agency of Change VISION Lead the Industry in Healthcare Standards and Solutions for the Common Good

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The Agency of Change VISION Lead the Industry in Healthcare Standards and Solutions for the Common Good the agency of change VISION Lead the industry in healthcare standards and solutions for the common good. PURPOSE To standardize the exchange of healthcare information to improve outcomes. CORE VALUES Collaboration Inclusiveness Integrity & Ethical Behavior Leadership Innovation Table of Contents Letter from the President & CEO ............................................................................................. 4 Letter from the Board of Trustees Chair .................................................................................. 5 NCPDP’s Three-Year Strategic Plan .......................................................................................... 6 Education & Certification ...................................................................................................... 12 Collaboration & Consensus Building ..................................................................................... 18 NCPDP Products & Services ................................................................................................... 32 Most Valuable Participant Awards ........................................................................................ 34 Recognizing Members for Leadership, Service ...................................................................... 35 2020-2021 Board of Trustees and Committee Chairs ............................................................ 36 2020-2021 Work Group Co-Chairs ......................................................................................... 38 Member Loyalty .................................................................................................................... 40 NCPDP Staff ........................................................................................................................... 44 NCPDP Foundation ................................................................................................................ 45 3 Letter from the President & CEO How we respond to change, whether imposed upon us or a consequence of our choice, defines our character and shapes our future. The devastation triggered by the COVID-19 pandemic, including the impacts of polarizing political and social response, suffering and death, left an indelible mark in 2020. Ironically, while the year provided great clarity, or ‘20/20 vision,’ it came at great expense. We witnessed the impact of the vulnerabilities the pandemic exposed in our healthcare system, such as the underutilization of pharmacists’ professional services for COVID-19 testing, vaccinations, and other patient care services, as well as the impact of interoperability challenges. We directed our efforts towards those things we can change, and in May we issued guidance for pharmacists on administering COVID-19 tests and other services. NCPDP’s Emergency Preparedness Task Group convened a series of urgent calls and worked diligently around the clock to develop guidance to support the expansion of pharmacist- provided patient care services with COVID-19 testing. In December, we released additional guidance on vaccine administration. These are two great examples of how we mobilize to provide timely and essential industry guidance. In addition, for the first time ever, we conducted our quarterly Joint Technical Work Group Meetings virtually in August, and each quarter thereafter. The shift to virtual Work Group Meetings was critical to keep our work – and the industry – moving forward. We are the agency of change. As an organization, our capacity for responding to and leading change is rooted in our culture. Our values and the behaviors that express them support our ability to effect change. It is a herculean effort led by member volunteers and supported by NCPDP staff. Our Board of Trustees does its part, charting the course of NCPDP’s continued growth to ensure we stay true to our Vision and Purpose. In May 2020, our Board of Trustees approved NCPDP’s new Three-Year Strategic Plan. Two overarching objectives in the plan center on Standards Development and Organizational Excellence: Standards Development: Ensure NCPDP develops standards that are relevant to industry needs to advance patient care. The NCPDP standards development process inherently focuses our work on those challenges brought to us by the industry. This goal aims to ensure that the highest priority of industry needs will be actively and urgently supported by our work convening industry stakeholders to engage in learning and problem solving, and in developing or enhancing standards and solutions. Organizational Excellence: Ensure NCPDP garners the people and resources, as well as defines the processes needed, to advance our Vision and Purpose. Internal alignment and engagement in support of the plan is essential to ensuring its success. NCPDP’s Executive Management Team, its internal processes and controls, and the active involvement of our high-impact Board of Trustees will provide the foundation needed to achieve our Vision and Purpose. Everything we do is guided by these two high-level goals. I am pleased to report that, in the relatively short amount of time since its release, we have made tremendous progress on our plan, which you can read about in this Annual Report. It is our honor and privilege to be the agency of change. Get involved and bring your colleagues - together we will continue to have a profoundly positive impact on the future of healthcare for patients and all stakeholders. Sincerely, Lee Ann Stember President & CEO | NCPDP 4 Letter From the Board of Trustees Chair In the 2019 Annual Report, I began and ended my letter commenting on what I believed was to be my last year as Chair… and here I am yet again reporting as Chair for 2020! It was honestly just as much a surprise to me as I am sure it was to many of our members, that I was asked to serve again. This has been a pivotal year for NCPDP. As you are aware, the NCPDP’s Board of Trustees had already completed its plan to right-size its Board from 12 to 9 members. In May 2020, the Board approved its Three-Year Strategic Plan, a first of its kind for the organization, and began to work with the Strategic Planning Committee on developing the activities and metrics to implement the strategic initiatives. With so many important transitions taking place, all of which I took part in, the Board asked if I would stay on as Chair for one more year. It is truly an honor for me to serve as Chair again and as you will see in this report, NCPDP is on solid ground, remains strong and has made great progress in its new, strategic plan. One of our Five Core Values is Innovation. How appropriate it is to value and embody Innovation, particularly during this unprecedented year. Everyone across the world has been affected in some way by the COVID-19 pandemic. We have had to change so much in our personal lives, while also adjusting and pivoting to operate in our professional lives. With that in mind, I want to concentrate on how successful NCPDP has been transitioning itself to a new normal this past year. For over 40 years, NCPDP has enjoyed success as an in-person, office-based operation with a few exceptions for remote employees. Why change an operation if it has been successful? It works well, plus, I know how much Lee Ann values the face-to-face interaction with the Staff. However, as with all of us and our organizations, the pandemic forced changes in NCPDP’s operations overnight. Their ability to innovate and quickly and efficiently transition all staff and operations to remote work is a testament to living NCPDP’s core values. NCPDP had to design, purchase necessary equipment, train, and implement all employees working from home. Another great achievement was transitioning from in-person to virtual Work Group Meetings. We completed our third Virtual Joint Technical Work Group Meetings, and with each program, the process and use of technology improved. On a personal note, I really miss the in-person networking! NCPDP’s Board has been focused on Innovation and how the healthcare industry is changing. We know we cannot rest on what has been successful in the past; we need to prioritize a consistent focus on innovation to ensure we continue to lead the industry in healthcare standards and solutions for the common good. To that end, early in the year – prior to the pandemic - the Board had approved a new role, Senior Vice President of Innovation. The individual in this position will have direct responsibility for identifying new growth opportunities for NCPDP that are aligned with the Three-Year Strategic Plan. As we look towards new channels of success with innovation and what our new normal will be, I am proud of how this organization has remained strong, dedicated to its Vision and Purpose, financially secure, and how each NCPDP staff member contributed to an overwhelming successful year. Morale has remained high, and the staff and Board appreciate Lee Ann’s candid and uplifting, bi-weekly communications to staff. I believe as we move forward, all of us will continue to support NCPDP’ Vision and Purpose while encouraging each other through difficult paths. Thank you, Lee Ann, the Executive Team, and the entire NCPDP staff for your contributions to a successful year. You deserve a round of applause. It has been a pleasure working with you. Perry Lewis Chair | NCPDP Board of Trustees 5 NCPDP’s Three-Year Strategic Plan NCPDP’s Board of Trustees approved its new, Three-Year Strategic Plan in May 2020. The plan is a culmination of a year-long assessment of trends, future
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