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Academic literature on the topic 'Hospital pharmacies Health services administration Pharmacy management'
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Journal articles on the topic "Hospital pharmacies Health services administration Pharmacy management"
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Raiche, Taylor, Robert Pammett, Shelita Dattani, Lisa Dolovich, Kevin Hamilton, Natalie Kennie-Kaulbach, Lisa McCarthy, and Derek Jorgenson. "Community pharmacists’ evolving role in Canadian primary health care: a vision of harmonization in a patchwork system." Pharmacy Practice 18, no. 4 (October 18, 2020): 2171. http://dx.doi.org/10.18549/pharmpract.2020.4.2171.
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Canada’s universal public health care system provides physician, diagnostic, and hospital services at no cost to all Canadians, accounting for approximately 70% of the 264 billion CAD spent in health expenditure yearly. Pharmacy-related services, including prescription drugs, however, are not universally publicly insured. Although this system underpins the Canadian identity, primary health care reform has long been desired by Canadians wanting better access to high quality, effective, patient-centred, and safe primary care services. A nationally coordinated approach to remodel the primary health care system was incited at the turn of the 21st century yet, twenty years later, evidence of widespread meaningful improvement remains underwhelming. As a provincial/territorial responsibility, the organization and provision of primary care remains discordant across the country. Canadian pharmacists are, now more than ever, poised and primed to provide care integrated with the rest of the primary health care system. However, the self-regulation of the profession of pharmacy is also a provincial/territorial mandate, making progress toward integration of pharmacists into the primary care system incongruent across jurisdictions. Among 11,000 pharmacies, Canada’s 28,000 community pharmacists possess varying authority to prescribe, administer, and monitor drug therapies as an extension to their traditional dispensing role. Expanded professional services offered at most community pharmacies include medication reviews, minor/common ailment management, pharmacist prescribing for existing prescriptions, smoking cessation counselling, and administration of injectable drugs and vaccinations. Barriers to widely offering these services include uncertainties around remuneration, perceived skepticism from other providers about pharmacists’ skills, and slow digital modernization including limited access by pharmacists to patient health records held by other professionals. Each province/territory enables pharmacists to offer these services under specific legislation, practice standards, and remuneration models unique to their jurisdiction. There is also a small, but growing, number of pharmacists across the country working within interdisciplinary primary care teams. To achieve meaningful, consistent, and seamless integration into the interdisciplinary model of Canadian primary health care reform, pharmacy advocacy groups across the country must coordinate and collaborate on a harmonized vision for innovation in primary care integration, and move toward implementing that vision with ongoing collaboration on primary health care initiatives, strategic plans, and policies. Canadians deserve to receive timely, equitable, and safe interdisciplinary care within a coordinated primary health care system, including from their pharmacy team.
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Miller, Sarah J., William J. Docktor, and Ginnie Lee T. North. "Strategies for Effective Hospital Pharmacy Staff Development." Journal of Pharmacy Practice 7, no. 5 (October 1994): 227–35. http://dx.doi.org/10.1177/089719009400700506.
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An active staff development program (SDP) for pharmacists has been associated with provision of higher levels of pharmaceutical care within health-care institutions. Adequate support from pharmacy management, institutional administration, the medical staff, and the pharmacy staff itself is necessary for a successful, ongoing SDP. A SDP run concurrently with implementation of clinical pharmacy services allows pharmacists to immediately apply new skills and knowledge. Such a SDP should emphasize not only information necessary for performance of the clinical service, but also should develop drug information retrieval, problem solving, and organizational skills. A SDP should use a variety of media and methods, with an emphasis on interactive and active learning formats. The staff pharmacists should occasionally make some of the presentations themselves. Continuing education credit should be provided through the SDP. Feedback regarding the success of the newly implemented clinical services should be supplied to the pharmacists as a motivator for continued learning; feedback to administration is necessary for continued justification of both the SDP and clinical services. The hospital pharmacy literature is replete with accounts of successful staff development programs. At Saint Patrick Hospital, a SDP initiated concomitantly with implementation of new clinical services has enjoyed both success and longevity.
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Pedersen, Craig A., Philip J. Schneider, Michael C. Ganio, and Douglas J. Scheckelhoff. "ASHP national survey of pharmacy practice in hospital settings: Dispensing and administration—2020." American Journal of Health-System Pharmacy 78, no. 12 (March 23, 2021): 1074–93. http://dx.doi.org/10.1093/ajhp/zxab120.
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Abstract Purpose Results of the 2020 ASHP national survey of pharmacy practice in hospital settings are presented. Methods Pharmacy directors at 1,437 general and children’s medical/surgical hospitals in the United States were surveyed using a mixed-mode method of contact by email and mail. Survey completion was online. IQVIA supplied data on hospital characteristics; the survey sample was drawn from the IQVIA hospital database. Results The response rate was 18.7%. Almost all hospitals (92.5%) have a method for pharmacists to review medication orders on demand. Most hospitals (74.5%) use automated dispensing cabinets (ADCs) as their primary method for drug distribution. A third of hospitals use barcodes to verify doses during dispensing in the pharmacy and to verify ingredients when intravenous medications are compounded. More than 80% scan barcodes when restocking ADCs. Sterile workflow management technology is used in 21.3% of hospitals. Almost three-quarters of hospitals outsource some sterile preparations. Pharmacists can independently prescribe in 21.1% of hospitals. Pharmacist practice in ambulatory clinics in 46.2% of health systems and provide telepharmacy services in 28.4% of health systems. Conclusion Pharmacists continue their responsibility in their traditional role in preparation and dispensing of medications. They have successfully employed technology to improve safety and efficiency in performance of these duties and have employed emerging technologies to improve the safety, timeliness, and efficiency of the administration of drugs to patients. As pharmacists continue to expand their role to all aspects of medication use, new opportunities highlighted in ASHP’s Practice Advancement Initiative 2030 have been identified.
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Gastelurrutia, Miguel A., Maria J. Faus, and Fernando Martinez-Martinez. "Primary health care policy and vision for community pharmacy and pharmacists in Spain." Pharmacy Practice 18, no. 2 (June 1, 2020): 1999. http://dx.doi.org/10.18549/pharmpract.2020.2.1999.
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From a political and governance perspective Spain is a decentralized country with 17 states [comunidades autónomas] resulting in a governmental structure similar to a federal state. The various state regional health services organizational and management structures are focused on caring for acute illnesses and are dominated by hospitals and technology. In a review by the Interstate Council, a body for intercommunication and cooperation between the state health care services and national government, there is a move to improve health care through an integrative approach between specialized care and primary care at the state level. Community pharmacy does not appear to have a major role in this review. Primary health care is becoming more important and leading the change to improve the roles of the health care teams. Primary care pharmacists as the rest of public health professionals are employed by the respective states and are considered public servants. Total health care expenditure is 9.0% of its GDP with the public health sector accounting for the 71% and the private sector 29% of this expenditure. Community pharmacy contracts with each state health administration for the supply and dispensing of medicines and a very limited number of services. There are approximately 22,000 community pharmacies and 52,000 community pharmacists for a population of 47 million people. All community pharmacies are privately owned with only pharmacists owning a single pharmacy. Pharmacy chain stores are not legally permitted. Community pharmacy practice is based on dispensing of medications and dealing with consumer minor symptoms and requests for nonprescription medications although extensive philosophical deep debates on the conceptual and practical development of new clinical services have resulted in national consensually agreed classifications, definitions and protocolized services. There are a few remunerated services in Spain and these are funded at state, provincial or municipal level. There are no health services approved or funded at a national level. Although the profession promulgates a patient orientated community pharmacy it appears to be reluctant to advocate for a change in the remuneration model. The profession as a whole should reflect on the role of community pharmacy and advocate for a change to practice that is patient orientated alongside the maintenance of its stance on being a medication supplier. The future strategic position of community pharmacy in Spain as a primary health care partner with government would then be enhanced.
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Nelsen, Greg, Heidi Pigott, Caleb Hopkinson, and Christine M. Formea. "Considerations for development of pharmacy support models for COVID-19 alternate care sites." American Journal of Health-System Pharmacy 77, no. 19 (July 23, 2020): 1592–97. http://dx.doi.org/10.1093/ajhp/zxaa214.
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Abstract Purpose Guidance on alternate care site planning based on the experience of a health-system pharmacy department in preparing for an expected surge in coronavirus disease 2019 (COVID-19) cases is provided. Summary In disaster response situations such as the COVID-19 pandemic, healthcare institutions may be compelled to transition to a contingency care model in which staffing and supply levels are no longer consistent with daily practice norms and, while usual patient care practices are maintained, establishment of alternate care sites (eg, a convention center) may be necessitated by high patient volumes. Available resources to assist hospitals and health systems in alternate care site planning include online guidance posted within the COVID-19 resources section of the US Army Corps of Engineers website, which provides recommended medication and supply lists; and the Federal Healthcare Resilience Task Force’s alternate care site toolkit, a comprehensive resource for all aspects of alternate care site planning, including pharmacy services. Important pharmacy planning issues include security and storage of drugs, state board of pharmacy and Drug Enforcement Administration licensing considerations, and staff credentialing, education, and training. Key medication management issues to be addressed in alternate site care planning include logistical challenges of supply chain maintenance, optimal workflow for compounded sterile preparations (eg, on-site preparation vs off-site preparation and delivery from a nearby hospital), and infusion pump availability and suitability to patient acuity levels. Conclusion Planning for and operation of alternate care sites in disaster response situations should include involvement of pharmacists in key decision-making processes at the earliest planning stages.
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Lilipaly, Angela Geraldine. "AN ANALYSIS THE INFLUENCE OF SUBPROCESS IN PATIENT DISCHARGE TO A TIMELY MANNER DISCHARGE PROCESS IN XYZ HOSPITAL." Emerging Markets : Business and Management Studies Journal 5, no. 2 (February 2, 2019): 23–34. http://dx.doi.org/10.33555/ijembm.v5i2.93.
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Health care services everywhere have many process in their system. Discharge process is a last process during the patient stay in the hospital. In this process there are many division involve which would impact the time needed for each patient discharge to be completed. And this would also impact the waiting time of admiting other patient. Waiting time issues for accessing and providing healthcare services is also an issue in many hospital and is also identify by the leaders of one of the hospital in South Tangerang area (XYZ Hospital). At the time a patient is plan to be discharge, they expect a timely and quality discharge from their care provider. Hospital might have limitation on human resources, or be lack of standardization, preparation, communication, which create a bottleneck in the system. There are several process that patient have to go through when doctor concluded that the patient could be discharge: Nursing Discharge (X1): the time from patient has been prepare for discharge by physician to the time of nursing dicharge. Pharmacy Discharge (X)2: the time from excepting discharge prescribtion untill pharmacy discharge. Financial Discharge (X3): the process of patient administration and payment. Discharge Education (X4) : time of education prior discharge given by the nurse and clinical pharmacist. While the Dependent variable is Time for patient discharge process (Y). The primary objective of this research is to explore and analyze those processes, where the hospital could identify which process is significant to improve, so the management of the hospital would focus the effort and support on those process/s; which then would make patient discharge moresufficient and will then also resulting the improvement of patient admission waiting time.The Statistic Model use for this research is Multiple Regression to examine the linear relationship between 1 dependent (Y) and 4 independent variable (X1, X2, X3, X4 ). Sample of inpatient patients which are discharge from the hospital. The sample of this research is by collecting secundary data; from December data which would be 248 patient discharge a month. By having this kind of measurement and analysis, it is expected that the hospital could identify which process is significant to improve, and the managment of the hospital would focus the effort and support on those process/s; which then would make patient discharge more sufficient and will then also resulting the improvement of patient admission waiting time. This research resulted that 3 out of 4 subprocesses influence patient discharge. The 3 subprocesses which impact significantly to patient discharge are: nursing, financial and education discharge processes.
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Brearly, Timothy W., Courtney S. Goodman, Calandra Haynes, Katherine McDermott, and Jared A. Rowland. "Improvement of postinpatient psychiatric follow-up for veterans using telehealth." American Journal of Health-System Pharmacy 77, no. 4 (February 7, 2020): 288–94. http://dx.doi.org/10.1093/ajhp/zxz314.
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Abstract Purpose To describe the implementation and initial outcomes of a pilot interdisciplinary telehealth clinic, Allied Transitional Telehealth Encounters post-iNpatient Discharge (ATTEND), providing clinical pharmacy specialist follow-up for veterans transitioning from inpatient to outpatient mental healthcare in a Department of Veterans Affairs (DVA) hospital. Summary The ATTEND clinic’s primary intervention was providing medication management appointments through clinical video telehealth (CVT) to patient discharge locations through a DVA-provided tablet. An interdisciplinary team supported care through on-unit inpatient training, secure messaging, and self-help applications. Clinical outcomes were measured through readmission rates, wait times, self-report measures, and follow-up interview at the completion of ATTEND services. Twenty patients completed on-unit training, and 16 unique patients were seen for at least 1 outpatient appointment. Inpatient readmission rates were lower for ATTEND patients than with standard care (5% versus 19%, respectively). Wait times until first postdischarge mental health appointment were reduced by a mean of 18.6 (S.D., 8.8) days. The pharmacist made medication interventions, including dosing changes, education on incorrect administration, and medication discontinuation. Self-reported psychological symptoms decreased during ATTEND participation. Post-ATTEND interviews indicated high levels of acceptance and interest in continued tablet-based care. Primary challenges included unique technological limitations and effective care coordination. Conclusion The ATTEND telehealth clinic provided postinpatient mental health follow-up that was more prompt and convenient than conventional on-site appointments. Psychiatric self-report improved during ATTEND-facilitated transition to outpatient care, and the recidivism rate for ATTEND patients was lower than the general inpatient rate during the same time period.
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Larasanty, Luh Putu Febryana, Kadek Nadia Marta Dewi, and Made Ary Sarasmita. "PHARMACIST PROFESSION STUDENT PERCEPTION ABOUT PHARMACIST ROLE IN PHARMACY, COMMUNITY HEALTH CENTER AND HOSPITAL." Journal of Pharmaceutical Science and Application 2, no. 2 (December 1, 2020): 85. http://dx.doi.org/10.24843/jpsa.2020.v02.i02.p06.
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Background: Pharmacists play a role as a part of health services both at pharmacies, hospitals and community health centers. Pharmaceutical care was regulated in the Regulation of the Minister of Health of the Republic of Indonesia. In the internship, students of the Pharmacists program Faculty of Mathematics and Natural Sciences, Udayana University can see clearly how the implementation of the role of Pharmacists in the Pharmacy, Hospital and Community Health Center. Objective: This study aims to assess the perceptions (responses) of Pharmacist students on the role of Pharmacists in various pharmacy services. Methods: This study used a one-group posttest only design methods. The population of the study used all of the Pharmacist students who were internship at the Pharmacy, Community Health Center and Hospital. The research instrument used a closed-ended questionnaire about the perceptions of Pharmacist students on the role of Pharmacists in internship locations. Results: The results showed that the role of pharmacists in pharmacies and community health centers was greater in the field of clinical pharmacy services. While in hospitals, pharmacists have a greater role in the field of drug management. Conclusion: Students have a positive perception of the role of pharmacists. There were no significant differences in perceptions of Pharmacist students on the role of Pharmacists in the field of drug management and clinical pharmacy services (p> 0.05).
Keywords: pharmacist, pharmaceutical care, perception, role, students
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Christiansen, Nanna, Tayyaba Javid, Jasper Thomson, Heather Calvert, and Olapeju Bolarinwa. "P29 Impact of a medicines facilitation pharmacist on a paediatric ward." Archives of Disease in Childhood 103, no. 2 (January 19, 2018): e2.32-e2. http://dx.doi.org/10.1136/archdischild-2017-314585.38.
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AimRecruiting sufficient numbers of nurses can provide a challenge for hospitals. Pharmacists have been identified as being able to support nurses by taking on medicines management tasks alongside traditional nursing responsibilities such as medicines administration and discharge planning.1 At Barts Health NHS Trust there was increased pressure on nursing staff particularly on one of the complex medical wards during the winter pressure months. Paediatric pharmacists were identified as being able to support nurse:Safe nursing time by taking on some of nursing responsibilitiesActive discharge planning and coordinationReduce discharge prescription waiting timesImprove education and training for nurses, doctors and patients in relation to medicines management.MethodA pilot project on one paediatric medical ward was started in February 2016. The pharmacist is supernumerary to standard ward pharmacy service, reporting to the ward manager and lead pharmacist. Working hours are 9 am–5 pm Monday to Friday.Intensive training was provided over 2.5 weeks with subsequent sign off for administration of oral medication, 2nd checking for intravenous (IV) medication and IV giving.Drug listing for discharge prescription (TTA) was introduced, which involves a discussion with the doctor for medicines on discharge, transcribing these onto the TTA and using ward based dispensing where possible. Results were collected pre and post implementation.ResultsMedication administration activity:Nurse time – 60 hours/month (medication administration and 2nd checking) saved.Discharge information:Proportion of TTAs dispensed at ward level increased from 19% to 78% post implementation, avoiding delays in dispensary.Average time writing TTA to being ready for discharge reduced from 280 min to 91 min.Drug listing reduced discharge time further to 52 min.Missed and delayed doses:Random sample of 5 patients audited over 48 hour period, shown to reduce missed doses from 14% to 0%.Comments from staff:‘Because of skill mix and use of agency staff, assisting in preparing and giving IVABs has been a major help as on many days only 1 IV giver.’‘Junior staff value and support WFP and have felt has been useful to them.’‘Junior and agency staff feels better supported in understanding medicines usage’.‘Lot of complex patients with many drugs, the pharmacist has helped reducing delay in administration times’.‘TTAs for patients identified as going home have been validated sooner’.‘She helped us to reduce the number of incidents with expiry dates of medicines’.ConclusionThe role of the medicines facilitation pharmacist has been very well received by the nursing staff and the pharmacist is now an integral part of the ward team. The pharmacist was able to save a significant amount of nursing time and reduced risks of delayed and missed doses significantly and is able to provide continuous input into all aspects of medicines management. The average discharge time has reduced to substantially due to improved discharge planning, drug listing and ward based dispensing.ReferenceRobinson S. Hospital hires pharmacists for wards amid nurse shortage. Pharmaceutical Journal 23/30 May 2015;294(7863/4). [online] doi:10.1211/PJ.2015.20068544
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PAZOUR, JENNIFER A., SARAH E. ROOT, RUSSELL D. MELLER, LISA M. THOMAS, and SCOTT J. MASON. "SELECTING AND ALLOCATING REPACKAGING TECHNOLOGY FOR UNIT-DOSE MEDICATIONS IN HOSPITAL PHARMACIES." International Journal of Innovation and Technology Management 10, no. 03 (June 2013): 1340011. http://dx.doi.org/10.1142/s0219877013400117.
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To increase patient safety and support bedside-point-of-care medication administration, millions of unit-dose medications are dispensed in hospitals and health systems daily. Because not all medications are available in unit-dose form directly from the manufacturer, hospitals must repackage medications in unit-dose form themselves. We develop a mathematical model that simultaneously determines which level of technology is warranted and how each medication that is not delivered to the pharmacy in unit-dose form should be repackaged subject to multiple constraints. This model has been integrated into a free Excel-based tool available to pharmacy directors. We test our model with data based on small, medium, and large hospitals and conduct sensitivity analyses to gain further insight. We illustrate how the results from our model can aid in incorporating qualitative aspects into technology selection. Our results show that a semi-automated repackaging system is the most economical technology alternative for most hospital pharmacy in-house repackaging operations. This result, however, is sensitive to the number of unit-dose medications to repackage and the available labor.
Dissertations / Theses on the topic "Hospital pharmacies Health services administration Pharmacy management"
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Yao, Wei-yen Rosa. "An evaluation of the reform and quality of pharmacy service in Hospital Authority : a case study at Princess Margaret Hospital /." Hong Kong : University of Hong Kong, 1995. http://sunzi.lib.hku.hk/hkuto/record.jsp?B14035534.
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Yao, Wei-yen Rosa, and 姚惠穎. "An evaluation of the reform and quality of pharmacy service in Hospital Authority: a case study at PrincessMargaret Hospital." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1995. http://hub.hku.hk/bib/B31964874.
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Frachette, Marc. "Le pilotage médico-pharmaceutique : vers une plus grande légitimité de la pharmacie hospitalière par la coopération avec les services cliniques : cas de recherches-interventions en hôpital public." Thesis, Lyon 3, 2014. http://www.theses.fr/2014LYO30035/document.
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Le droit à la santé est un droit universel des peuples, reconnu internationalement par l’Organisation mondiale de la santé et en France par le code de la santé publique. Mais l’évolution de la démographie et de l’épidémiologie expliquent les volontés de rationalisation des politiques publiques et de maîtrise des coûts des systèmes de santé. L’hôpital, institution multiséculaire, a toujours tenté d’adapter son organisation pour répondre aux besoins sanitaires des populations ; il occupe une place centrale du dispositif de santé et sa pharmacie un rôle clé dans la bonne gestion du médicament, en partenariat avec les services cliniques utilisateurs.La littérature en sciences de gestion présente de précieuses grilles de lecture pour éclairer le fonctionnement de l’hôpital. La théorie socio-économique propose un traitement des dysfonctionnements organisationnels et une approche managériale intégrée. Les théories de la coopération et de la légitimité organisationnelle complètent les concepts académiques mobilisés au service de la reconnaissance et de l’efficience de la pharmacie à usage intérieur de l’hôpital.La recherche des terrains d’observation a été guidée par la posture épistémologique et le choix méthodologique ; la recherche-intervention a favorisé une approche globale du terrain, facilité l’intégration d’autres outils de management et participé à renforcer le processus médico-pharmaceutique à travers diverses actions menées avec les acteurs du service pharmacie, à destination des utilisateurs du médicament. Ce travail a permis la mise en évidence de couples de « coopération-légitimité » permettant de mieux identifier les zones de coopération et de légitimité traditionnelle, fonctionnelle, relationnelle et décisionnelle de la pharmacie hospitalière avec les parties prenantesThe right to health is a universal right of peoples, internationally acknowledged by the World Health Organization and , in France, by the Code of Public Health. But, the evolution of demography and epidemiology explains the will to rationalize public policies and to master the costs of health systems. Hospitals, centuries old institutions, have always tried to adapt their organizations to meet the health needs of populations ; they occupy central places in health systems and their pharmacies play key roles in the good management of medicines, in partnership with clinical services.The literature of management sciences provides precious reading grids to shed light on the running of hospitals. The socio-economic theory provides a way of dealing with organization misgovernments and an integrated management approach. The theories of cooperation and legitimacy in organizations supplement the academic concepts summoned up in favour of the recognition and the efficiency of pharmacies inside hospitals.The research of fields of observation was guided by an epistemiological posture and a methodogical choice; intervention-research favoured a global approach of those fields, made the integration of other management tools easier and took part in the strengthening of the medico-pharmarceutic process via various actions taken with pharmacy service actors aimed at medicine users.This work provided help to bring to the fore “cooperation-legitimacy” couples and to make possible a better identification of zones of cooperation and legitimacy at the same time traditional, functional, relational and involving decisions as well , in hospital pharmacies with the interested parties
Books on the topic "Hospital pharmacies Health services administration Pharmacy management"
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Wilson, Andrew L. Financial management for health-system pharmacists. Bethesda, Md: American Society of Health-System Pharmacists, 2008.
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Office, General Accounting. VA health care: Expanded eligibility has increased outpatient pharmacy use and expenditures : report to the chairman, Committee on Veterans' Affairs, House of Representatives. Washington, D.C. (P.O. Box 37050, Washington 20013): U.S. General Accounting Office, 2002.
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Financial Management Basics for Health-Systems Pharmacists. American Society of Health-System Pharmacists, 2008.
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JCAHO. Understanding Medication Management in Your Health Care Organization. Joint Commission Resources, 2006.
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JCAHO. Understanding Medication Management in Your Health Care Organization. Joint Commission Resources, 2006.
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Desselle, Shane P., and David P. Zgarrick. Pharmacy Management. 2nd ed. McGraw-Hill Medical, 2008.
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P, Desselle Shane, Zgarrick David P, and Desselle Shane P, eds. Pharmacy management: Essentials for all practice settings. 2nd ed. New York: McGraw-Hill Medical, 2009.
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P, Desselle Shane, Zgarrick David P, and Desselle Shane P, eds. Pharmacy management: Essentials for all practice settings. 2nd ed. New York: McGraw-Hill Medical, 2009.
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Pharmacy Management: Essentials for All Practice Settings, Fifth Editioin. McGraw-Hill Education, 2019.
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Pharmacy Management: Essentials for All Practice Settings, Fourth Edition. McGraw-Hill Education / Medical, 2016.
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