CASE STUDY
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recommended best practice. CPS supported the implementation of a conversion program
that replaces FDA-approved biologics with biosimilars expected to yield over $386,000
in savings annually. Through additional CPS supported operational and clinical initiatives
Holzer realized a net financial impact of over $10 million in their last fiscal year.
The health system continues to get positive feedback from both internal and external
stakeholders. In 2021, pharmacy staff scored 4.21 out of 5 in the Annual Nurse Survey.
CPS provides staff with continuing education and competency courses to help Holzer
pharmacists and technicians build on their knowledge. In 2021, the company delivered
more than 180 courses and continuing education credits.
The effectiveness of the partnership has also helped Holzer strengthen its position as a
resource in the local community and raise its visibility among other health systems in the
region, notes Fowler. “When staff from a large regional cancer center were onsite doing
an assessment of our cancer services as we work toward an affiliation, they were very
complimentary of our pharmacy — even calling our pharmacist a rock star," he says.
“That speaks volumes not only to what Holzer does but also the value CPS adds in helping
us deliver excellent patient care to a county of 30,000 people.”
Part of that has to do with CPS' approach that leverages its collaborative network of
pharmacy professionals. “We have a CPS pharmacy director who oversees all Holzer's
pharmacy services,” Fowler says. The pharmacy director visits each site weekly and
focuses on creating a supportive and cooperative atmosphere. “So even though we have
different types of operations, we're not siloed — we're one team.”
“I'm proud that the collaborative efforts between CPS and Holzer result in better care for
my community and neighbors which I believe is something we all can count as success,”
reflects, CPS Pharmacy Director, Neil Creasey.
HOLZER'S PATH TO SPECIALTY PHARMACY
The idea for establishing a specialty pharmacy came about like many of Holzer's
pharmacy decisions — following a conversation with CPS. “Several of our cancer center
patients need infusion therapies,” explains Fowler. “We had limited access to some
medications, and those we did have access to were cost prohibitive.” As a result, patients
often had to travel up to two hours away for therapies that might need to be administered
a few times a week. Fowler asked their onsite system director of pharmacy services
from CPS whether they would have better and more affordable access to these types of
medications if Holzer had a specialty pharmacy. The answer was yes. “I learned we'd be
able to get what we needed at a pay structure that fit into our budget,” he says. “I knew
then it was something I wanted to explore so we could continue expanding our ability to
provide care to our patients."
Fowler says he knew CPS could help make it happen. That's because theirs has evolved
into far more than a vendor-customer relationship. “We've come to consider CPS a strategic
partner — and I saw establishing a specialty pharmacy as a strategic step,” he explains.
“
If you want to maximize
opportunities in the
pharmacy — it's critical
to have a true strategic
partner on your side,
and CPS has proven
to me over and over
again that they are
that partner.”
Todd Fowler
Executive Vice President and
Chief Operating Officer
~ Holzer Health System
1 Cost savings are calculated by CPS analysts and pharmacy purchasing best practices that
compare CPS spend against benchmarks based on assumptions of what pharmacy spend would
be without the strategic partnership in place.
“
When I began to
think seriously
about establishing a
specialty pharmacy, I
knew CPS could help
us make it happen.”
Todd Fowler
Executive Vice President and
Chief Operating Officer
~ Holzer Health System