Available Until 3/24/2024

Crisis and Pandemic Management Certificate

Release Date: March 24, 2021
Expiration Date: March 24, 2024
Activity Type: Application-based
CE Credit Hour(s): 25.25 hours
Activity Fee:  $445.00/$545.00 member/non-member 


This self-guided, online program will provide 25.25 hours of ACPE continuing education for pharmacists, incorporating recorded presentations, worksheets, and practice activities. 

These 10 modules are designed for participants to increase the knowledge and skills necessary to provide patient-centric care and develop system-specific crisis and pandemic management capability. The curriculum addresses basic principles associated with the history of pandemics, skills required to evaluate literature, ethical discussion of resource scarcity, and necessary communication channels. The course further concentrates on acquiring knowledge and skill in the public health area of pharmacist responsibility and specific front-line activities where pharmacists have opportunities to impact direct patient care. Also considered are business and financial optimization, supply chain interruptions, and regulatory considerations. Throughout the course, the patient’s journey is considered as is the wellness and resilience of patients and caregivers. Upon completion of all the modules, participants should be proficient in assessing system and patient needs during crisis and pandemic conditions and recommending pharmacologic and non-pharmacologic interventions to maintain safe and effective workflows during adverse conditions. 

Professional Certificate Requirement 

Once a learner has successfully completed the educational curriculum, they will have the opportunity to complete a 100-question comprehensive exam. If the learner successfully completes the exam (minimum 80% passing rate; unlimited attempts permitted), they will be eligible to earn the professional certificate. 

The American Society of Health-System Pharmacists is accredited by the Accreditation Council for Pharmacy Education as a provider of continuing pharmacy education.

This continuing pharmacy education activity is intended for pharmacists seeking to expand their knowledge and skills in all aspects of crisis and pandemic management.

History and Ethical Considerations of Pandemics

  1. Describe general societal and economic impact of major pandemics throughout history.
  2. Compare and contrast human response to major pandemics throughout history.
  3. Evaluate human response across the globe for the current COVID-19 pandemic.
  4. Identify ethical dilemmas relevant to decision-making in a variety of settings
  5. Apply facts and values to formulate a potential response to an ethical dilemma

Pharmacy’s Place in Crisis Preparation and Response

  1. Summarize where pharmacists fit within the disaster health cycle.
  2. Identify relevant pandemic-specific pharmacy legislation requirements.
  3. Evaluate a previous pandemic case study
  4. Summarize the key focus areas of a proposed framework for Pharmacy Emergency Preparedness and Response (PEPR).
  5. Identify the abbreviations/acronyms related to emergency preparedness and response.
  6. Assess a personal level of commitment and readiness to implement a PEPR’s recommendations for action.
  7. Apply the continuing professional development (CPD) model to plan and pursue training in pharmacy emergency preparedness and response.
  8. Describe the hierarchy of drug literature.
  9. Compare limitations of primary, secondary, and tertiary literature.

Crisis and Pandemic Management Modeling Scenario: Preparing and Responding to ‘Summer Bay Disease’

  1. Apply your workplace pandemic plan to a hypothetical pandemic scenario.
  2. Summarize the challenges in response without proper preparedness.
  3. Develop an actionable list of lessons learned from a  pandemic scenario.

Communication and Caring: Leading the Pharmacy Staff

  1. Differentiate the resulting effects of good communication by leadership versus poor communication during a crisis.
  2. Assess the response of family caregivers to healthcare entities when leadership does not communicate or disclose events.
  3. Summarize evidenced-based strategies to promote employee health and wellness through the phases of psychological crises.
  4. Describe the characteristics of a pandemic which require an agile response from a health-system.
  5. Plan a strategy to collect thorough information efficiently.
  6. Design an effective communication plan for a health-system to adequately manage the challenges of a pandemic.
  7. Compare a pandemic response to disruptions in unrelated health care issues.
  8. Evaluate pharma industry’s resource response to the current pandemic.
  9. Compare and contrast the types of studies and compassionate use programs available for investigational products.
  10. Explain the role of the media during a pandemic/crisis.
  11. Summarize the impact of a pandemic/crisis on usual activities for the media, both personally and professionally.

Caring for Our Patients: Workflow and Supply Chain Disruptions-Pivoting Gracefully

  1. Identify regulatory expectations for medication-related emergency management
  2. Summarize accreditation organization expectations for medication-related emergency management
  3. Assess availability of expected resources for medication supplies that are likely to be interrupted during a crisis
  4. Develop a template for compounding needs during a crisis or pandemic.
  5. Compare advantages and disadvantages of various statewide drug distribution systems.
  6. Summarize how drug shortages can lead to medication safety issues.
  7. Analyze a given drug shortage strategy to identify potential safety issues.
  8. Create a drug shortage strategy that minimizes the risk for medication errors and adverse events.
  9. Describe key pharmacy financial variables that can be modified in response to crisis and pandemic management.
  10. Compare and contrast key pharmacy operational components to protect the pharmacy department’s financial bottom line in response to crisis and pandemic situations.
  11. After reviewing the case study, apply key tactics to adjust pharmacy operations.
  12. After reviewing the case study, evaluate new opportunities to protect the pharmacy department’s financial bottom line in response to crisis and pandemic situations.

Caring for Our Patients Through Science

  1. Identify values and dilemmas relevant to policy-making in pandemics and other public health crises.
  2. Discuss ways these values can conflict with patient-centered care.
  3. Evaluate a drug study for specific limitations.
  4. Critique an example study for scientific validity.

Caring for our Patients: Telehealth Considerations

  1. Compare use of outpatient telehealth before and after Covid-19.
  2. Describe an innovative approach to leverage palliative care telehealth during a crisis or pandemic.
  3. Justify the role of the pharmacist as part of a multi-disciplinary palliative care telehealth program across an integrated healthcare system.
  4. Develop strategies to support weekend coverage by integrated palliative care teams to serve patients and families.

Pharmacists Flex to Fill the Changing Need

  1. Prioritize workflow changes to streamline clinical staff functions during a crisis or pandemic.
  2. Identify process adjustments to overcome pandemic-related drug-delivery challenges in an ICU.
  3. Compare medication safety leadership strategies before and after the COVID19 pandemic.
  4. Identify three activities the medication safety leader should consider to improve safety during crisis and pandemic management.
  5. Identify non-traditional roles that pharmacists can fill to support a health-care system’s pandemic response.
  6. Justify use of trained pharmacists as care extenders in a crisis and pandemic staffing plan.
  7. Summarize the personal and professional benefits of working in a care-extender role.

Reflections from the Field in a Crisis or Pandemic

  1. Identify networks that can be leveraged during a crisis.
  2. Predict potential failure points in your practice environment that could add to the challenge of managing an ongoing crisis. 
  3. Summarize the challenges faced by pharmacy leaders during a pandemic/crisis. 
  4. Summarize healthcare disparity as it relates to pharmacy practice.
  5. Discuss COVID-19’s spotlight on disparities in the United States. 

Assessing Opportunities and Rebuilding the Enterprise

  1. Identify commonly overlooked health-related issues during a pandemic.
  2. Summarize enablers for pharmacists in disasters.
  3. Summarize barriers for pharmacists in disasters.
  4. Identify the 3 core functions of public health.
  5. Summarize the 10 essential services of public health.
  6. Identify the Healthy People 2030 national health goals related to emergency preparedness and response.
  7. Apply the Health Belief Model (HBM) to self-assess readiness for emergency preparedness and response.
  8. Use a public health approach to prepare and plan for pharmacy emergency preparedness and response.
  9. Evaluate the potential strategies that leaders must consider when planning for a crisis/pandemic.
  10. Select strategies which can maintain wellbeing and resilience.


Learning Activity

ACPE Number

Contact Hours

History and Ethical Considerations of Pandemics



Pharmacy’s Place in Crisis Preparation and Response



Crisis and Pandemic Management Modeling Scenario: Preparing and Responding to ‘Summer Bay Disease’



Communication and Caring: Leading the Pharmacy Staff



Caring for Our Patients: Workflow and Supply Chain Disruptions-Pivoting Gracefully



Caring for Our Patients Through Science



Caring for our Patients: Telehealth Considerations



Pharmacists Flex to Fill the Changing Need



Reflections from the Field in a Crisis or Pandemic



Assessing Opportunities and Rebuilding the Enterprise



  →  Final Assessment (80% passing score required)

Ashish Advani, Pharm.D.
InpharmD, Atlanta, GA

P. Brandon Bookstaver, Pharm.D., BCPS, FCCP, FIDSA
Associate Professor and Director of Residency & Fellowship Training
University of South Carolina College of Pharmacy

Marie Chisholm-Burns, Pharm.D., M.P.H., M.B.A., FCCP, FASHP, FAST
Dean and UTHSC Distinguished Professor
University of Tennessee Health Science Center College of Pharmacy
Executive Director, Medication Access Program

Seena L. Haines, Pharm.D., BCACP, CHWC, FNAP, FAPhA, FASHP, FCCP
Professor and Department Chair for Pharmacy Practice
University of Mississippi School of Pharmacy

Julie Ann Justo, Pharm.D., M.S., FIDSA, BCPS-AQ ID
Clinical Associate Professor, University of South Carolina College of Pharmacy
Infectious Diseases Clinical Pharmacy Specialist
Prisma Health Richland, Columbia, SC

Patricia C. Kienle, M.P.A., R.Ph., BCSCP, FASHP
Director, Accreditation and Medication Safety
Cardinal Health

Seth A. Krevat, M.D. FACP
Senior Medical Director and Assistant Vice President
MedStar Health National Center for Human Factors in Healthcare

Elizabeth McCourt ,Ph.D., B.Pharmacy,.GradCertIntPubHlth
Disaster Pharmacy Solutions
Queensland, AUSTRALIA

Paul E. Milligan, Pharm.D.
BJC System Medication Safety Pharmacist
Center for Clinical Excellence
St. Louis, MO

Natasha Nicol, Pharm.D., FASHP
Director of Global Patient Safety Affairs
Cardinal Health

Nancy Palamara, Pharm. D.
Vice President of Diagnostics and Therapeutics, Holy Name Medical Center
Teaneck, NJ

Nupur Patel, Pharm.D.
Director, Public Affairs & Corporate Operations
Incyte, Wilmington, DE

Lynne Peeples, M.S., M.A.
Freelance Science Journalist
Seattle, WA

Kenneth A. Richman, Ph.D.
Professor of Philosophy and Health Care Ethics
Massachusetts College of Pharmacy and Health Sciences University

Dustin D. Spencer, Pharm.D., M.B.A., BCPS, BCCP
Clinical Director, Cardiopulmonary Diseases
Cardinal Health

Sarah Stephens, Pharm.D.,CPPS
System Medication Safety Officer Honor Health
Scottsdale, AZ

Mark Sullivan Pharm.D., M.B.A., BCPS, FASHP
Associate Chief Pharmacy Officer, Vanderbilt University Hospital & Clinics
Nashville, TN

Hoai-An Truong, PharmD, M.P.H., FAPhA, FNAP
Professor of Pharmacy Practice and Administration; Director of Public Health
School of Pharmacy and Health Professions, University of Maryland Eastern Shore Princess Anne, MD

Kathryn A. Walker, Pharm.D., BCPS, CPE
Assistant Vice President, Palliative Care; Associate Professor MedStar Health (Columbia, MD); U of MD School of Pharmacy

Kaitlyn E. Watson, Ph.D., B. Pharmacy (Hons), GradCertAppPharmPrac, FHEA
Founder and CEO, Disaster Pharmacy Solutions
Queensland, AUSTRALIA

In accordance with ACCME and ACPE Standards for Commercial Support, ASHP requires that all individuals in a position to control the content of this activity disclose financial relationships with ACCME-defined commercial entities. An individual has a relevant financial relationship if he or she (or spouse/domestic partner) has a financial relationship, in any amount, occurring in the past 12 months with a commercial entity whose products or services will discussed in the activity.

In this activity, only the individual(s) below has/ have a relevant financial relationship.

  • Nupur Patel, Pharm.D.
    • Employee, Incyte

All other ASHP staff, planners, faculty, presenters, and reviewers report no financial relationships relevant to this activity.

This online activity consists of a combined total of 10 learning modules. Pharmacists are eligible to receive a total of 25.25 hours of continuing education credit by completing all 10 modules within this certificate program.

Participants must participate in the entire activity, and complete the evaluation and all required components to claim continuing pharmacy education credit online at ASHP Learning Center Follow the prompts to claim credit and view your statement of credit within 60 days after completing the activity.

Important Note – ACPE 60-Day Deadline:

Per ACPE requirements, CPE credit must be claimed within 60 days of being earned – no exceptions!   

To verify that you have completed the required steps and to ensure your credits have been reported to CPE Monitor, we encourage you to check your NABP eProfile account to validate your credits were transferred successfully before the ACPE 60-day deadline. After the 60 day deadline, ASHP will no longer be able to award credit for this activity.