Academic literature on the topic 'National Hospital Pharmaceutical Strategy'
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Journal articles on the topic "National Hospital Pharmaceutical Strategy"
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Tordoff, June M., Pauline T. Norris, Julia M. Kennedy, and David M. Reith. "Influence of the National Hospital Pharmaceutical Strategy on the Assessment of New Medicines in New Zealand Public Hospitals." Journal of Pharmacy Practice and Research 35, no. 4 (December 2005): 271–75. http://dx.doi.org/10.1002/j.2055-2335.2005.tb00361.x.
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Hsu, Edbert B., Julie A. Casani, Al Romanosky, Michael G. Millin, Christa M. Singleton, John Donohue, E. Robert Feroli, et al. "Critical Assessment of Statewide Hospital Pharmaceutical Surge Capabilities for Chemical, Biological, Radiological, Nuclear, and Explosive Incidents." Prehospital and Disaster Medicine 22, no. 3 (June 2007): 214–18. http://dx.doi.org/10.1017/s1049023x00004696.
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AbstractIntroduction:In recent years, government and hospital disaster planners have recognized the increasing importance of pharmaceutical preparedness for chemical, biological, radiological, nuclear, and explosive (CBRNE) events, as well as other public health emergencies. The development of pharmaceutical surge capacity for immediate use before support from the (US) Strategic National Stockpile (SNS) becomes available is integral to strengthening the preparedness of local healthcare networks.Methods:The Pharmaceutical Response Project served as an independent, multidisciplinary collaboration to assess statewide hospital pharmaceutical response capabilities. Surveys of hospital pharmacy directors were conducted to determine pharmaceutical response preparedness to CBRNE threats.Results:All 45 acute care hospitals in Maryland were surveyed, and responses were collected from 80% (36/45). Ninety-two percent (33/36) of hospitals had assessed pharmaceutical inventory with respect to biological agents, 92% (33/36) for chemical agents, and 67% (24/36) for radiological agents. However, only 64% (23/36) of hospitals reported an additional dedicated reserve supply for biological events, 67% (24/36) for chemical events, and 50% (18/36) for radiological events. More than 60% of the hospitals expected to receive assistance from the SNS within ≤48 hours.Conclusions:From a pharmaceutical perspective, hospitals generally remain under-prepared for CBRNE threats and many expect SNS support before it realistically would be available. Collectively, limited antibiotics and other supplies are available to offer prophylaxis or treatment, suggesting that hospitals may have insufficient pharmaceutical surge supplies for a large-scale event. Although most state hospitals are improving pharmaceutical surge capabilities, further efforts are needed.
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Alomi, Yousef Ahmed, Saeed Jamaan Alghamdi, and Radi Abdullah Alattyh. "National Survey of Drug Information Centers practice: Pharmacoeconomic System at Ministry of Health Hospitals in Saudi Arabia." Research in Pharmacy and Health Sciences in Volume 4, Issue 3: July 2018- September 2018 4, no. 3 (September 30, 2018): 503–7. http://dx.doi.org/10.32463/rphs.2018.v04i03.18.
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Objective: To explore the National Survey of Drug Information Centers practice in Saudi Arabia: PharmacoEconomic System at Ministry of Health Hospitals. Methods: It is a cross-sectional four months national survey of Drug Information Services at MOH. It contained ten domains with 181 questions designed by the authors. It was derived from Internal Pharmaceutical Federation (FIP), American Society of Health-System Pharmacists best practice guidelines. This survey was distributed to forty hospital pharmacies that run drug information services. In this study, the domain of Pharmacoeconomics System was explored and analyzed. It consisted of eight questions about the written policy and procedure and application methods for the PharmacoEconomic system in the drug information centers. All analysis was done through survey monkey system. Results: The survey was distributed to forty-five of hospitals, the response rate, was 40 (88.88%) hospitals. Of those; The Written policy and procedure of PharmacoEconomic did not exist in 26 (65%) hospitals. The definition types of PharmacoEconomic do not exist in 23 (57.5%) hospitals. Evaluation Processes of PharmacoEconomic Studies did not exist in 22 (55%) hospitals. The intensive analysis performed for all significant potential cost of the medications did not exist in 22(55%) hospitals. The evidence for using reported PharmacoEconomic data to improve medication use process and reduce cost rate, not found in 22 (55%) hospitals. Moreover, the Evidence of involvement of Drug Evaluation Processes not existed in 20 (50%) hospitals. Conclusion: the pharmacoeconomics system was week implementations of drug information centers practice. Revision of pharmacy strategic plan with pharmacoeconomics applications is required to improve the system at MOH hospital in the kingdom of Saudi Arabia.
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Howard, P. "A survey of national, regional and hospital chief pharmacists on consultant pharmacist appointment strategy and performance in the united kingdom." European Journal of Hospital Pharmacy 19, no. 2 (March 12, 2012): 253.1–253. http://dx.doi.org/10.1136/ejhpharm-2012-000074.441.
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Shaydullina, L. Y., and L. E. Ziganshina. "Rational use of medicines: contribution to development of healthcare systems." Kazan medical journal 93, no. 5 (October 15, 2012): 803–6. http://dx.doi.org/10.17816/kmj1715.
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Development of World Health Organization (WHO) Rational Use of Medicines concept internationally and its implementation in the Russian Federation is reviewed. The need to consolidate efforts for the introduction of the WHO-developed strategy for the use of medicines improvement is explained. The WHO strategy to improve the use of medicines is described. Abundance of medicines, medicinal products and various formulations of the same active substances, as well as of promotional materials, which often mislead healthcare community and consumers, requires establishment of a system promoting effective and safe use of medicines and ensuring access to essential medicines of all members of the society. The factors which contribute to irrational use of medicines, avoidable causes, and consequences of irrational use of medicines are presented. Current situation in the Russian Federation regarding the use of medicines: legal and regulatory framework, the results of the registration process, documents valid on a national level and in particular regions that determine pharmaceutical policy is described in detail. Methodology of assessing prescribing practices and medicine consumption recommended by the World Health Organization for implementation and use globally is revealed. The implementation of the WHO concept of the rational use of medicines in the Republic of Tatarstan is described as an example. An illustration of the authors’ findings on effects of clinical pharmacology services on containment of medicines’ costs at the level of internal diseases department of municipal hospital is presented. The leading thesis of WHO Rational Use of Medicines concept - the establishment of independent multidisciplinary regional structures responsible for the quality use of medicines - is substantiated.
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Bamfi, Francesco, Federica Basso, Massimo Aglietta, Carmelo Bengala, Vito Lorusso, Paolo Pronzato, Maria Caterina Cavallo, Orietta Zaniolo, and Sergio Iannazzo. "Budget impact analysis of the use of lapatinib in the treatment of breast cancer in Italy." Farmeconomia. Health economics and therapeutic pathways 10, no. 1 (March 15, 2009): 33–46. http://dx.doi.org/10.7175/fe.v10i1.161.
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Objective: to estimate the impact of lapatinib utilization within the Italian National Health Service (NHS) resources consumption. Lapatinib is an oral inhibitor of kinase protein, approved as dual therapy with capecitabine for the treatment of metastatic breast cancer patients with HER2 overexpression who experience disease progression despite trastuzumab treatment. Methods: the analysis is based on a model, which structure can be summarized as follows: a) national cancer registries-based estimate of the yearly number of HER2+ breast cancer patients who develop metastatic disease in Italy; b) literature-based identification of the rate of patients eligible to receive lapatinib; c) identification of the current therapeutic strategy-mix; d) costing of the alternatives, and e) calculation of budget impact. Direct NHS costs (drug acquisition and administration, and monitoring for 8 cycles of 21 days) are estimated based on current Italian prices and tariffs. Results: the annual number of patients eligible for lapatinib-based therapy can vary from 1,676 to 2,172, according to the expected extent of the trastuzumab use as adjuvant therapy. The current strategy-mix beyond progression is based on drugs used in the clinical practice, with a portion of patients continuing trastuzumab. Pharmaceutical cost of lapatinib results higher than the average cost of the current pattern of treatments. This cost increase would be partially offset by the reduction of laboratory tests and hospital personnel work for the oral administration of lapatinib, as compared to intravenous strategies. Furthermore, a risk sharing agreement has been adopted by NHS and manufacturer, according to which the NHS pays only for responding patients. As a consequence, lapatinib-based therapy would increase yearly NHS expenditure by about 3.8-4.9 millions of euro. Conclusions: lapatinib is the only treatment option specifically indicated for the management of HER2+, metastatic breast cancer in patients who received prior treatments including trastuzumab and is estimated to induce a low budget impact for the Italian NHS.
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Grossman, Stuart A., Louis B. Nabors, Joy D. Fisher, Patrick Y. Wen, William C. Timmer, Frederick G. Barker, David M. Peereboom, et al. "The 1994 National Cancer Institute’s strategy to fund multi-institutional, multidisciplinary consortia to design and conduct early phase clinical trials in patients with high grade gliomas." Journal of Clinical Oncology 39, no. 15_suppl (May 20, 2021): 2003. http://dx.doi.org/10.1200/jco.2021.39.15_suppl.2003.
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2003 Background: : In the early 1990’s, the NCI suspended activities of the Brain Tumor Study Group seeking to shift clinical brain tumor research from phase III trials to innovative and correlative rich phase I/II studies. In 1994, NCI funded three early phase brain tumor consortia, later reduced to two consortia in 1999 and one in 2009. In 2020, the NCI announced it would discontinue funding the brain tumor consortium and emphasize pre-clinical glioblastoma drug development (RFA-CA-20-047). Methods: The activities of the New Approaches to Brain Tumor Therapy (NABTT: 1994-2009) and Adult Brain Tumor Consortium (ABTC: 2009-2021) were summarized using data from the Central Operations Office that served the consortia for 27 years. Results: From 1994-2020, 48 consortium meetings were held to discuss, develop, conduct, and evaluate early phase clinical trials. These involved multidisciplinary brain tumor experts (neuro-oncologists, neurosurgeons, radiation oncologists, neuropathologists, statisticians, pharmacologists, imaging experts, immunologists, etc) from 27 US academic centers and hospitals. 85 clinical trials were written, approved by NCI and the Brain Malignancy Steering Committee, and conducted. Most trials evaluated NCI-provided therapeutic agents. 34 trials were conducted in collaboration with 27 pharmaceutical companies eager to develop malignant brain tumor therapeutics; for 9 of these the consortia held the IND. 4870 patients were accrued: 3375 to therapeutic and 1495 to non-therapeutic studies. 49 grant proposals were submitted to fund consortium activities with a 46% approval rate. 91 peer reviewed manuscripts were published, with 174 presentations and abstracts. 18 pharmaceutical symposia were conducted to attract new agents toward early phase brain tumor research. Consortia sponsored 34 Guest Lectureships and multidisciplinary symposia to focus on relevant critical research areas. Additionally, the consortia provided unique opportunities for young faculty to lead multicenter NABTT/ABTC trials with appropriate support and mentorship. Conclusions: Therapeutic progress for high grade gliomas has been slow for many reasons (95% of systemically administered agents do not penetrate the blood-brain barrier, inherent treatment resistance, immunologically “cold” phenotype, etc). NABTT/ABTC focused multidisciplinary, multi-institutional experts on major challenges unique to brain tumor research. The consortia developed innovative early phase clinical studies rich in correlative endpoints, fostered research grants, hosted relevant topical symposia, and provided leadership roles for young investigators while bringing together the NCI, industry, and committed multidisciplinary academicians to explore novel therapeutic options for patients with primary brain tumors.
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Liatsos, C., A. Papaefthymiou, N. Kyriakos, M. Giakoumis, M. Tzouvala, M. Doulberis, C. Mavrogiannis, and J. Kountouras. "P704 The biennial direct pharmaceutical costs per treatment with biologics for the inflammatory bowel disease in Greece: A comparative calculation study." Journal of Crohn's and Colitis 14, Supplement_1 (January 2020): S569—S571. http://dx.doi.org/10.1093/ecco-jcc/jjz203.832.
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Abstract Background Inflammatory bowel disease (IBD), as a chronic disease with relatively high prevalence worldwide, has undoubtedly resulted in a notable economic burden on health care systems globally. The IBD treatment with biologics (IBD-BT) seems quite complex with various strategies to induce and maintain remission and balance against long-term complications. IBD-BT costs have never been estimated in detail so far in Greece, especially during such a severe 10-years financial crisis experience. Methods Direct pharmaceutical costs for one and two years, both for induction and maintenance, adult treatment diagnosed with Crohn’s disease (CD-BT) or Ulcerative colitis (UC-BT) were estimated. For intravenous agents, the hospital drug prices and one day admission costs were calculated, whereas for subcutaneous biologics the retail ones. It was taken for granted that all patients were fully responders and after the approved induction scheme continued with the standard maintenance strategy. Prototype and biosimilar drug prices were also assessed where available. More specifically, when considering biosimilars, the most affordable one was included to our analysis. Each drug price was estimated based on the data collected from the 2019 Greek official electronic national publication on drug therapy of the Greek national organisation for medicines. Results Table shows the costs in euros of each IBD-BT scheme. The biosimilar adalimumab was proved as the most affordable choice both for CD- and UC-BT. The second most affordable choice for CD revealed to be the prototype Adalimumab and respectively for UC the recently introduced tofacitinib, in the maintenance dose of 5 mg bid after week 8 (with a slight burden when the more intensive scheme with Tofacitinib 10 mg bid for 16 weeks is necessary). The most expensive strategies include Ustekinumab 90 mg (per 8 weeks for body weight—BW > 55 to ≤85 kg and >85 kg) and the prototype Infliximab 5 mg/kg (per 8 weeks for BW>81 kg), whereas Vedolizumab remains expensive regardless BW. It is worthwhile to mention that the hospitalisation expenditures (563€) raise the costs of intravenous agents when compared with the subcutaneous ones. Conclusion The biennial direct pharmaceutical costs for the approved IBD-BT schemes both for induction and maintenance phases in fully responders were estimated thoroughly for the first time in Greece. These results should motivate Governments and European Union policymakers in order to promote cost-benefit and cost-utility studies to offer the best patients’ benefit by evaluating and deciding the most suitable regimen with respect to biologic prices, adverse effects, hospitalisation expenditures, IBD complications and recurrences.
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Westerlund, Tommy, and Bertil Marklund. "Community pharmacy and primary health care in Sweden - at a crossroads." Pharmacy Practice 18, no. 2 (May 2, 2020): 1927. http://dx.doi.org/10.18549/10.18549/pharmpract.2020.2.1927.
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The overall goal of Swedish health care is good health and equitable care for the whole population. The responsibility for health is shared by the central government, the regions, and the municipalities. Primary care accounts for approximately 20 percent of all expenditures on health care. About 16% of all physicians work in primary health. The regions have also employed a large number of clinical pharmacists, usually hospital-based, but many perform a variety of different primary care services, the most common of which is patient medication reviews. Swedish primary health care is at a crossroads facing extensive challenges, due to changes in demography and demanding financial conditions. These changes necessitate large transformations in health services and delivery. Current Government inquiries have primarily focused on two ways to meet the challenges; a shift towards more local care requiring a transfer of resources from hospital care, and a further development of structured digi-physical care, that is both digital (“online doctors”) and physical accessibility of care. While primary care at present is undergoing processes of change, community pharmacy has done so during the past decade since the re-regulation of the Swedish pharmacy market. A monopoly was replaced by a competitive system, where five pharmacy chains now share most of the market, a competition that has made community pharmacy very commercialized. A number of different, promising primary care services are being offered, but they are usually delivered on a small scale due to a lack of remuneration and philosophy of providers. Priority is given to sales and fast dispensing of prescriptions, often with a minimum of counseling. Reflecting primary health care, community pharmacy in Sweden is at a crossroads but currently has a golden opportunity to choose a route of collaboration with primary health care in its current transformation into more local and digi-physical care. A major challenge is that primary health care inquires, strategic plans, and national policy documents usually do not include community pharmacy as a partner. Hence, community pharmacy have to be proactive and seize this chance of changes in primary health policy and organization in order to become an important link in the chain of health care delivery, or there is a significant risk that it will predominantly remain a retail business.
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Westerlund, Tommy, and Bertil Marklund. "Community pharmacy and primary health care in Sweden - at a crossroads." Pharmacy Practice 18, no. 2 (May 2, 2020): 1927. http://dx.doi.org/10.18549/pharmpract.2020.2.1927.
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The overall goal of Swedish health care is good health and equitable care for the whole population. The responsibility for health is shared by the central government, the regions, and the municipalities. Primary care accounts for approximately 20 percent of all expenditures on health care. About 16% of all physicians work in primary health. The regions have also employed a large number of clinical pharmacists, usually hospital-based, but many perform a variety of different primary care services, the most common of which is patient medication reviews. Swedish primary health care is at a crossroads facing extensive challenges, due to changes in demography and demanding financial conditions. These changes necessitate large transformations in health services and delivery. Current Government inquiries have primarily focused on two ways to meet the challenges; a shift towards more local care requiring a transfer of resources from hospital care, and a further development of structured digi-physical care, that is both digital (“online doctors”) and physical accessibility of care. While primary care at present is undergoing processes of change, community pharmacy has done so during the past decade since the re-regulation of the Swedish pharmacy market. A monopoly was replaced by a competitive system, where five pharmacy chains now share most of the market, a competition that has made community pharmacy very commercialized. A number of different, promising primary care services are being offered, but they are usually delivered on a small scale due to a lack of remuneration and philosophy of providers. Priority is given to sales and fast dispensing of prescriptions, often with a minimum of counseling. Reflecting primary health care, community pharmacy in Sweden is at a crossroads but currently has a golden opportunity to choose a route of collaboration with primary health care in its current transformation into more local and digi-physical care. A major challenge is that primary health care inquires, strategic plans, and national policy documents usually do not include community pharmacy as a partner. Hence, community pharmacy have to be proactive and seize this chance of changes in primary health policy and organization in order to become an important link in the chain of health care delivery, or there is a significant risk that it will predominantly remain a retail business.
Dissertations / Theses on the topic "National Hospital Pharmaceutical Strategy"
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Tordoff, June Margaret, and n/a. "Evaluating the impact of a national hospital pharmaceutical strategy in New Zealand." University of Otago. School of Pharmacy, 2007. http://adt.otago.ac.nz./public/adt-NZDU20070712.151527.
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Background: In September 2001, in addition to their existing management of primary care pharmaceutical expenditure, PHARMAC, the New Zealand government�s Pharmaceutical Management Agency, was authorized to manage pharmaceutical expenditure in public hospitals.[1] In February 2002 PHARMAC launched a three-part Strategy, the National Hospital Pharmaceutical Strategy (NHPS), for this purpose.[2] The Strategy focused on Price Management (PM), the Assessment of New Medicines (ANM), and promoting Quality in the Use of Medicines (QUM). Major initiatives planned were: for PM, to negotiate new, national (as opposed to current, local) contracts for frequently used pharmaceuticals; for ANM, to provide economic assessments of new hospital medicines; and for QUM, to coordinate activities in hospitals.
Aims: To assess the impact of each of the three parts of the National Hospital Pharmaceutical Strategy, and assess any impact of the Strategy�s new contracts on the availability of those medicines.
Methods: Price Management was assessed in 2003, 2004 and 2005 using data from eleven selected hospitals to estimate savings for all 29 major hospitals, and by tracking hospital pharmaceutical expenditure from 2000 to 2006. For other aspects, cross-sectional surveys were administered to chief pharmacists at all hospitals employing a pharmacist; 30 hospitals in 2002, 29 in 2004. Surveys were undertaken in 2002 and 2004 to examine ANM and QUM activity in hospitals before and after the Strategy. Surveys were undertaken in 2004 and 2005 to examine any changes in the availability of medicines on new contracts, in hospitals. In 2005 a survey was undertaken of opinions on PHARMAC�s specially-developed pharmacoeconomic (PE) assessments.
Results: PM results indicated that, by 2006, savings of $7.84-13.45m per annum (6-8%) had been made on hospital pharmaceutical expenditure, and growth in inpatient pharmaceutical expenditure appeared to slow for all types of hospitals in 2003/4. ANM surveys indicated that, by 2004, hospital new medicine assessment processes, predominantly formal, became more complex, more focused on cost-effectiveness, and the use of pharmacoeconomic information increased. The PE survey indicated that PHARMAC�s economic assessments of new medicines were mainly viewed favourably but were not sufficiently timely to be widely used in hospital formulary decisions. Availability surveys indicated that new contracts occasionally caused availability problems e.g. products that were "out of stock", or products considered inferior by respondents. Problems were usually resolved within weeks, but some took over a year. QUM activities showed little change between surveys, but during the period an independent organisation was formed by the District Health Boards of New Zealand, with representation from PHARMAC, to coordinate the Safe and Quality Use of Medicines in New Zealand.
Conclusion: The National Hospital Pharmaceutical Strategy has been moderately successful in New Zealand. Savings of NZ$7.84-13.45m per annum were made, and growth in inpatient pharmaceutical expenditure appeared to slow in the year following the Strategy�s launch. The study has indicated some important short-term effects from the Strategy, but further research is needed to ensure that favourable effects are sustained and unfavourable effects kept to a minimum. Similar, centralized, multifaceted, approaches to managing pharmaceutical expenditure may be worth considering in other countries.
1. New Zealand Parliament. New Zealand Public Health and Disability Act. In: The Statutes of New Zealand 2000. No 91.Wellington: New Zealand Parliament; 2000
2. Pharmaceutical Management Agency. National Hospital Pharmaceutical Strategy Final Version. Wellington: PHARMAC; 2002
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Lu, Jyh-Cherng 1959. "The national survey of hospital pharmaceutical services in the Republic of China." Thesis, The University of Arizona, 1990. http://hdl.handle.net/10150/277927.
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A study of hospital pharmacy practice in the Republic of China was conducted in the Summer of 1987. The status of selected innovative pharmaceutical services and the attitudes of pharmacy directors toward developing and implementing those services were assessed. The innovative services were unit dose drug distribution, pharmacy-prepared i.v. admixtures, pharmacy computerization, drug information and clinical pharmacy services. A questionnaire was used to obtain data and information from a random sample of hospitals in Taiwan, R.O.C.. Most of selected services were performed in about 25% of the surveyed hospitals. The i.v. admixture program was performed by the lowest percent of general hospitals as compared to the other services in this study. Pharmacy directors indicated that their attitudes toward selected innovative pharmaceutical services in terms of seven possible effects or outcomes were positive, but the scores relating to the other professionals and operating expenses were neutral or negative.
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Ritchie, Elizabeth. "Re-engineering the pharmaceutical supply chain in hospital pharmacy : : an assessment of practice in the National Health Service." Thesis, University of Manchester, 2002. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488272.
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Breen, Liz, and Y. Xie. "Waste not, want not. What are the drivers of sustainable medicines recycling in National Health Service hospital pharmacies (UK)?" 2015. http://hdl.handle.net/10454/7198.
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YesMedicines management is only one part of NHS (UK) procurement and management, but essentially a very expensive part. In December 2012 the Department of Health issued an action plan to improve the use of medicines and reduce waste. There is an onus therefore on the NHS to ensure that they are as efficient in the medicines management as possible in all aspects of the supply chain in order to ensure sustainability (economically and operationally). To do this consideration must be given to medicines optimization, from procurement, through to storage, dispensing, compliance and finally waste prevention and reduction and waste retrieval. As part of the larger National Health Service (UK), hospital pharmacy places strong emphasis on contributing to the efficiency targets through reductions in waste and drug spending, and best practice. The purpose of this study is to examine medicines reverse logistics practice within the NHS hospital pharmacies, and the operational strategy which drives such practices. The overarching aim is to explore through qualitative analysis the variance and commonality in strategy and practice in what is a standard logistical activity. The outputs offer transparency of medicines RL as practiced by NHS professionals and contribute to ongoing discussions within the Department of Health (NHS UK) on best practice governing waste medicines recycling processes. A qualitative approach was adopted in undertaking this research study, utilizing a purposive study sample. The survey examined practice in 45 hospitals as individual cases across all stages in the medicines reverse logistics system. The findings indicated there is some commonality in the strategy employed in conducting medicines recycling, and all 3 drivers are prevalent in undertaking recycling and encouraging a more sustainable approach, i.e., economic, corporate citizenship, and legislation. However, the means by which the same objective was achieved differed, such as resource utilisation, training etc.
The full-text of this article was released for public view at the end of the publisher embargo on 3 Nov 2015.
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Lu, Jyh-Cherng. "The national survey of hospital pharmaceutical services in the Republic of China /." 1990. http://www.gbv.de/dms/bs/toc/128296917.pdf.
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Yeh, Feng-Ming, and 葉逢明. "Research on the Impact of National Health Insurance Information to Hospital Management Strategy." Thesis, 2005. http://ndltd.ncl.edu.tw/handle/84286004722388629104.
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碩士國立臺灣大學
資訊管理學研究所
93
Since the implementation of National Health Insurance from 1995, the hospital industry has been through significant changes for the past ten years till now. To improve NHI financial situation, the Bureau of National Health Insurance introduced a few policies such as Global Budget, Self Management that significantly impacted the hospital industry. The hospitals management and strategy must have some breakthrough to reduce operating costs and enhance operating efficiencies. But when hospitals drafted their operating strategy, the business information from "Industry competitiveness analysis" (including competitor information) is very weak. Beside, the Bureau of National Health Insurance collected 80% of hospitals operating information and, it’s a pity that such information at present has not been shared with the hospital industry. Based on literature review and data collection, this research created a model (Index) for information and operation management. Combined with an input of healthcare data multi-dimensional analysis system can construct to understand the operation better. Through individual face-to-face investigation at hospital management level, data can be inputted into the analysis system to study the impact of strategy employed in the National Health Insurance. The research of "The impact of National Health Insurance information to the hospital management strategy" has been proven to be useful and reliable. The "Hospital management multi-dimensional analysis system" has also been proven helpful for hospital decision-makers in crafting management strategy. The data about how the “Hospital Infrastructure" is shaped plays an important part in helping hospital decision-makers learn to adjust the resource allocation. For example, how the hospital beds and doctor shift time should be arranged. The information of “Medical Uses” in National Health Insurance practically has a significant influence on hospital operating efficiency. It is more obvious in the strategy of making use of scale of economy. The information of “Medical Quality” could hospital help adjust doctor manpower, operating amount and business strategy. In developing the strategy for hospital management (namely industrial information), the "National Health Insurance Payment System" in addition to the industrial data has also made a significant impact to hospital strategy.
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Huang, Shier-Chieg, and 黃世傑. "Organizational Transformation and Strategy-Focused Organization Establishment: National Taiwan University Hospital Yun-Lin Branch Case Study." Thesis, 2006. http://ndltd.ncl.edu.tw/handle/74030373416195438457.
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碩士國立臺灣大學
高階公共管理組
94
Organizational transformation is a challenging and difficult job. Effective leadership and good management tool are required for direction, team build-up and goal achievement. Under this highly competitively and variably environment, in order for an organization to survive and to achieve its mission, the leader not only must master the management but also must provide common language, vision and value to motivate people. Although healthcare industry is protected by government and less influenced by globalization, but its expense far exceed the Gross Domestic Product (GDP) due to aging of population, progress of technology, increasing expectation of people, continuous supply of medical professionals and opening of new hospitals. Our National Health Insurance (NHI) started 11 years ago, but faced financial difficulties in recent years. Under the Hospital Global Budget system, NHI shifted its tension to the hospital by critical audit and floating value of payment to control the budget disregarding how many services provided by hospital. All hospitals suffered the dilemma without good solution. The medical supply in Yun-Lin County has been less under adequacy. The general health of the people is also ranked the last in whole Island. National Taiwan University was asked to set-up branch in both school and hospital. After National Taiwan University Hospital merged and acquired the Yun-Lin Hospital, the Department of Health, at April, 2004 to become its Yun-Lin branch, the people increased the expectation to this hospital greatly. But due to inadequate manpower, facility, and problems in cultural conglomeration, system and rule setup, the hospital required clear direction, vast investment and synchronized devotion from all staffs. Balanced scorecard (BSC) and strategy map initiated by Kaplan and Norton since 1990 not only emphasized the idea of balance among finance, customer, process and growth and development perspectives, but also became a good tool for strategy management and communication. It met our situation and requirement. After learning the experiences from McKay Memorial Hospital in promoting the BSC and strategy map, and also lessons from executive MBA classes, we started to establish the strategy-focused organization in our hospital step by step, first by book reading of all staffs leaded and motivated by Superintendent. Following the vision establishment and analysis of the external and internal environments, the strategy and strategic goals were decided. The strategy map of whole hospital was then built. After we decided the measurement indicators, their value and goals, initiatives and responsible departments, BSC of the whole hospital was also built. Each department was asked to build their strategy map and BSC in association with hospital’s one and executed their initiatives hardly. Besides promoting the action in every meetings and publications, we held two main strategic management meetings each year. First one in March focused on evaluation of the results of previous year, while second one in September focused on planning for the coming two years. Strategy map and BSC were modified if necessary. In less then two years period, the above actions are accomplished smoothly. We also achieve fairly good results and are approaching our vision. The features of our project are following: leading by Superintendent, gradual action thru same organizational structure, no linkage with performance evaluation initially and hence less resistance. After initial success, much still have to be done for the change be well-established and culture been embedded in every member of hospital. The key successful factors and obstacles to be avoided can also provide good reference for those who plan to execute the similar project. The experience gained from this study can also provide good reference for government which is promoting organizational change in public hospitals and other organization which is undergoing transformation.
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Jing-WeiLee and 李經維. "A Study on the Strategy of District Hospital in Response to National Health Insurance in Taiwan." Thesis, 2014. http://ndltd.ncl.edu.tw/handle/5dya7n.
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碩士國立成功大學
高階管理碩士在職專班(EMBA)
102
Over the past two decades, health care organization scholars have observed a dramatic change in the landscape of hospital sector in Taiwan, which is characterized by a rapid expansion of medical centers and regional hospitals, together with a progressive decline of the district hospitals. In this study, we elect to apply the Structure - Conduct - Performance (S-C-P) framework to analyze the problems confronting the district hospitals, their reactive behavior and the subsequent outcome, so as to deduce certain adaptive strategies that might be instrumental to the sustenance and thriving for the district hospitals. Those options are enlisted as follows: (1) transformation into specialized hospital ( psychiatric ward, hemodialysis unit, etc ); (2) expansion in size by itself; or (3) merge with a large institute; (4) consolidation with other facilities to form a large allied group.(5) cut down the cost to maintain financial balance.
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Dollman, William B. "Using the conceptual framework for Australia's national strategy for quality use of medicines to achieve sustained health behaviour change in a regional setting." 2007. http://arrow.unisa.edu.au:8081/1959.8/44422.
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This research involved a rigorous implementation of the conceptual framework of Australia's National Strategy for Quality Use of Medicines through a planned sequence of studies across a large defined geographical region to test the hypothesis that: The National Strategy for Quality Use of Medicines can be used to design, implement and evaluate a research program to achieve sustained improvement in health care in a regional setting.
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Liao, Yi-Cheng, and 廖益誠. "The Impact of National Health Insurance Policies on the Business Strategy and Model of Pharmaceutical Industry-A Case Study of A Company." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/j86m98.
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碩士國立臺灣大學
商學組
99
The mission of Taiwan’s compulsory National Health Insurance (NHI) is to provide universal coverage. There is over 99% of the population was enrolled in the program currently. The NHI system offers a comprehensive and uniform benefits package to all those covered by the program which covers most forms of treatment. The Bureau of National Health Insurance (BNHI) has become the single-payer of pharmaceutical industry in Taiwan. The policies transforming of NHI has been impacting on the management and development of total pharmaceutical industry. The financial burden is major focus of society. NHI program was launched in March 1995. The first financial gap happened in 1999. The following year in April 2000, BNHI implemented the first universal drug prices adjustment. The drug reimbursement fee was under control at that time; however, it is the peak year of growth for overall pharmaceutical market that may resulting from negative feedback in 2000. In order to balance billing for expenditure, BNHI has been implementing lots of policies, such as global budget payment system, drug prices adjustment, hospital self-management payment system, DRG and etc. The second-generation reform will be launched in 2012. All the above is in order to support the program to be sustainable. Based on pharmaceutical industry point of view, the saving program of NHI is the reduction of the market. For example, the reduction of drug prices adjustment is NT$ 49.479 billion which is 39.3% of pharmaceutical market in 2010. The thesis is based on literature and secondary data analysis to analyze the impact of NHI policies on pharmaceutical industry in Taiwan. The case study is to understand the strategy of A company facing the environment challenge. The study result represents product life cycle in value is shortened by NHI policies and then impact on performance. Through concept of blue ocean strategy by reconstructing market boundaries penetrate the self-paid market. Value Innovation — the simultaneous pursuit of differentiation and low cost. Focus on core competence market. The business model transform sustain the continue growing and waive from reimbursement red oceans.
Books on the topic "National Hospital Pharmaceutical Strategy"
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Office, General Accounting. VA health care: VA's management of drugs on its national formulary : report to the Ranking Minority Member, Committee on Veterans' Affairs, U.S. Senate. Washington, D.C. (P.O. Box 37050, Washington, D.C. 20013): The Office, 1999.
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Office, General Accounting. VA health care: Improvements needed in hepatitus C disease management practices : report to the Chairman, Subcommittee on National Security, Veterans Affairs, and International Relations, Committee on Government Reform, House of Representatives. Washington, D.C: United States General Accounting Office, 2003.
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Office, General Accounting. VA health care: Further efforts needed to improve hepatitis C testing for at-risk veterans : report to the Chairman, Subcommittee on National Security, Emerging Threats, and International Relations, Committee on Government Reform, House of Representatives. Washington, D.C: United States General Accounting Office, 2003.
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C, Lilley Roy, ed. Disease management. Chichester: Wiley, 1998.
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Shadlen, Kenneth C. Not If but How. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780199593903.003.0004.
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This chapter explains early and extreme over-compliance in Mexico. In the 1980s, even while transforming much of the country’s economic strategy, the Executive remained cautious with regard to pharmaceutical patenting. Yet by the end of the decade, external pressures and the promise of a bilateral trade agreement with the United States transformed the Executive’s preferences. The analysis reveals how economic liberalization in the late 1980s and the process of negotiating the North American Free Trade Agreement weakened the national pharmaceutical sector both economically and politically, and how Mexico’s export profile and the opportunities presented by a new trade agreement with the United States helped the transnational sector widen the coalition for over-compliance. Examination of the legislative process by which Mexico adopted pharmaceutical patents in 1991 illustrates these stark coalitional asymmetries; we observe a defensive coalition stripped of the will to fight and an expansive and energized coalition for over-compliance.
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Dewhurst, Alexander Timothy, and Brigitta Brandner. Intensive care management after vascular surgery. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780199600830.003.0370.
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Vascular patients require admission to an intensive care unit at a number of stages during their hospital stay. They often have multiple co-morbidities and are at risk of major complications. Their management strategy requires a multidisciplinary approach with locally agreed pathways taking national frameworks into account. Vascular emergencies require immediate resuscitation and transfer to a tertiary cardiovascular centre. Vascular disease occurs throughout the arterial vascular tree, affecting both large and small vessels. The major cause is atherosclerosis. The management of vascular conditions is complex, and includes both medical and surgical interventions. Disease can be classified as non-occlusive where there is restricted blood flow or occlusive where the vessels are completely obstructed. Aneurysmal disease occurs when vessels walls weaken. The surgical treatment of these lesions is to either replace the diseased segment of artery with a vascular graft or to exclude it with an endovascular stent. Occlusive vascular disease can occur because of atherosclerotic emboli or thrombosis, and can be treated by embolectomy, bypass, or endovascular procedures. Medical therapy with β-blockade, lipid-lowering agents, anti-hypertensives agents, and control of diabetes reduces cardiovascular risk. Recent advances in medical technology have shifted treatment options from open surgical to endovascular procedures. The long-term outcome and cost benefit of endovascular procedures is yet to be established.
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Grisoli, Dominique, and Didier Raoult. Prevention and treatment of endocarditis. Oxford University Press, 2016. http://dx.doi.org/10.1093/med/9780199600830.003.0161.
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Initially always lethal, the prognosis of infective endocarditis (IE) has been revolutionized by antibacterial therapy and valve surgery. Nevertheless, it remains one of the deadliest infectious diseases, with ≥30% of patients dying within a year of diagnosis. Its incidence has also remained stable at 25–50 cases per million per year, and results predominantly from a combination of bacteraemia and a predisposing cardiac condition, including endocardial lesions and/or intracardiac foreign material. While antibiotic prophylaxis is recommended by various learned societies to cover healthcare procedures with the potential of causing bacteraemia in at-risk patients, there is no evidence to support this strategy. Even though the benefits are hypothetical, national guidelines should still be followed to avoid medico-legal issues. General preventive measures, such as education of clinicians and at-risk patients appear to be more crucial. Invasive procedures, especially intravenous catheterization, should be kept to the minimum possible. The severity of IE mandates a multidisciplinary and standardized approach to treatment, with involvement of dedicated surgeons within specialist centres. Standardized antibiotic protocols have produced dramatic reductions in hospital and 1-year mortality in reference centres. Most deaths now result from complications that constitute definite surgical indications, so optimization of surgical management and avoidance of delay will clearly improve prognosis. This disease has now entered an ‘early surgery’ era, with a more aggressive surgical approach showing promising results. Conditions such as septic shock, sudden death, and vancomycin-resistant staphylococcal endocarditis still constitute therapeutic and research challenges, and justify an important role for specialist centres.
Book chapters on the topic "National Hospital Pharmaceutical Strategy"
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Abashidze, Aslan Kh, Vladislav S. Malichenko, and Natalia V. Putilo. "The Role of Pharmaceutical Industry Development in the Implementation of the National Security Strategy of the Russian Federation." In Lecture Notes in Networks and Systems, 726–32. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-80485-5_83.
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"Digital Healthcare Strategy." In The Strategies of Informing Technology in the 21st Century, 238–82. IGI Global, 2022. http://dx.doi.org/10.4018/978-1-7998-8036-3.ch013.
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This goal of this chapter is to introduce digital strategies for healthcare. The chapter begins with an analysis of key indicators of public health and the healthcare sector. Next, the chapter presents key principles for healthcare, focusing on the constitution of the national health system. A case study focusing on Poland is then presented. After this, the chapter puts forth a digital strategy for the national health system. This is followed by an analysis of several health systems: the patient information system, the clinic information system, the pharmacy information, and the hospital information system. Next, the use of big data for healthcare is considered. The chapter concludes by putting forth a model for the national health information system and by discussing important trends in the development of digital health.
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Berler, Alexander, and Ioannis Apostolakis. "Normalizing Cross-Border Healthcare in Europe via New E-Prescription Paradigms." In Pharmaceutical Sciences, 31–72. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-1762-7.ch003.
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The 21st century started with some significant efforts globally in the e-health sector. This was mainly pushed as a generic strategy from many nations and international organizations in order to cope with issues such as ageing population, demographic shift, social security limitations, and financial instability. A second reason was the introduction of new technologies such as cloud computing, Web interoperability standards, mobile health, and social media that are steadily changing the way healthcare has been seen in the last decades. In addition to that, globalization, commuting, immigration, and increased mobility raised the issue of cross-border healthcare and the right to access normalized healthcare services anywhere, anytime. In that context, the authors analyze the technological offerings and result of the epSOS (European Patient Smart Open Services) framework and how it has affected strategic decisions in electronic prescription in Greece, thus creating a new useful e-health national application. They prove that by rethinking healthcare, reusing established standards such as HL7 CDA (Health Level Seven Clinical Document Architecture) and IHE (Integrating the Healthcare Enterprise) profiles, it is possible to propose a new innovative system that is in fact based upon new technological propositions such as REST (Representational State Transfer) architecture and cloud computing.
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Roy, Joyashree, Duke Ghosh, Kuheli Mukhopadhyay, and Anupa Ghosh. "Exacerbating Health Risks in India due to Climate Change." In Advances in Environmental Engineering and Green Technologies, 1–25. IGI Global, 2016. http://dx.doi.org/10.4018/978-1-4666-8814-8.ch001.
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While climate change is expected to exacerbate human health risks, it also provides an excellent opportunity for defining and implementing preventive actions. Developing nations like India, with low infrastructure facilities, limited resources, varied development priorities and, often with large population, are particularly vulnerable to health impacts - more so under the climate change regime. The greatest challenge facing the current Indian health service provisioning system is that it has to cater to the health service needs of its large population within a short time and with sustainable impact. Limited health ‘cure infrastructure' (low per capita availability of doctor, hospital beds, etc.), lack of qualified health practitioners, absence of a strong monitoring system in disease surveillance and rising cost of ‘cure infrastructure' are some of the major drawbacks of the existing system in India. There is therefore, a need for mainstreaming more preventive measures which will enhance human health resilience and make the population less exposed and more resilient to the predicted impacts of climate change. To provide preventive care to the Indian population, a paradigm shift in strategy is required. The new regime needs to emphasize on an integration of ‘traditional preventive health care systems' with modern cure targeted pharmaceuticals and non-health sector interventions. Such a system is expected to reduce the long term demand for cure infrastructure and will provide a more holistic inclusive solution to the Indian problems.
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Roy, Joyashree, Duke Ghosh, Kuheli Mukhopadhyay, and Anupa Ghosh. "Exacerbating Health Risks in India due to Climate Change." In Natural Resources Management, 1325–50. IGI Global, 2017. http://dx.doi.org/10.4018/978-1-5225-0803-8.ch063.
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While climate change is expected to exacerbate human health risks, it also provides an excellent opportunity for defining and implementing preventive actions. Developing nations like India, with low infrastructure facilities, limited resources, varied development priorities and, often with large population, are particularly vulnerable to health impacts - more so under the climate change regime. The greatest challenge facing the current Indian health service provisioning system is that it has to cater to the health service needs of its large population within a short time and with sustainable impact. Limited health ‘cure infrastructure' (low per capita availability of doctor, hospital beds, etc.), lack of qualified health practitioners, absence of a strong monitoring system in disease surveillance and rising cost of ‘cure infrastructure' are some of the major drawbacks of the existing system in India. There is therefore, a need for mainstreaming more preventive measures which will enhance human health resilience and make the population less exposed and more resilient to the predicted impacts of climate change. To provide preventive care to the Indian population, a paradigm shift in strategy is required. The new regime needs to emphasize on an integration of ‘traditional preventive health care systems' with modern cure targeted pharmaceuticals and non-health sector interventions. Such a system is expected to reduce the long term demand for cure infrastructure and will provide a more holistic inclusive solution to the Indian problems.
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Gasmelseid, Tagelsir Mohamed. "A Multi Agent Pharmacoinformatics Reference Model for the Improvement of Hospital Management." In Pharmacoinformatics and Drug Discovery Technologies, 187–201. IGI Global, 2012. http://dx.doi.org/10.4018/978-1-4666-0309-7.ch011.
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The question of drug and the improvement of pharmaceutical care services is moving to the front line agenda of policy makers in the healthcare system. The expansion of drug-related problems and medical errors motivated healthcare organizations to focus on the adoption of information systems and technologies in pursuit of improving communications, signaling, analyzing, and reporting of adverse drug reactions and facilitating scenario-based interventions. This chapter focuses on the development of a reference pharmacoinformatics model that can be used to improve the quality of pharmaceutical care provided and the management of hospitals. The material used in this chapter was synthesized to document and analyze the main variables that derive the context of pharmaceutical care in local settings. It also benefited from international data managed by international organizations such as WHO and the information systems used to mine data related to adverse drug events at the level of national Pharmacovigilance Centers. The proposed intelligent multi-agent Pharmacoinformatics decision support model included a process model, a multi-agent architecture, and an integrated data processing model with clear description of agent functionalities. The model reflects three main modules: a data capture and update module, diagnosis module, and a pharmaceutical care and drug monitoring module. The chapter also reflects on the practical and managerial environment of the model and the basic considerations to be taken into account.
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Hatton, Karen A. "Developing Coaching Skills to Support OD Skills for Leaders." In Advances in Business Strategy and Competitive Advantage, 405–13. IGI Global, 2019. http://dx.doi.org/10.4018/978-1-5225-6155-2.ch021.
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This reflective case history explores how an acute National Health Service (NHS) Hospital Trust sought to develop its people through the introduction of a specific OD tool. Developed over three phases, key learning and evidence was continuously reviewed to inform subsequent phases and ensure positive impact both for individuals and the wider organization. Phase 1 brought together data from a literature review and a small in-work trial, which influenced the planning of Phase 2. Evidence collection, formal and informal, helped to identify the unexpected positive outcomes that went on to shape Phase 3. Scale and spread of the intervention was both planned and emergent, being shaped by reflection on the tool itself, personal experiences, and acknowledged impact. Around one thousand staff members have accessed the intervention in some form, which represents nearly one-fifth of the organization. Outcomes have included a noticeable increase in own/team engagement, raised self-awareness, and improved working relationships. Lessons learned continue to shape the program, which remains an integral part of the OD plan and and ensures the organizational development of quality people.
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Sur, Debasish, Sumit Kumar Maji, and Deep Banerjee. "Working Capital Management in Select Indian Pharmaceutical Companies." In Handbook of Research on Strategic Business Infrastructure Development and Contemporary Issues in Finance, 1–11. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-5154-8.ch001.
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The Indian pharmaceutical industry is the fifth largest pharmaceutical industry in the world in terms of volume and the fourteenth largest in value terms. There have been sevaral notable changes in the scenario of Indian pharmaceutical industry after the signing of GATT (now WTO). The mergers, acquisitions, and takeovers at both national and international levels have become a common phenomenon in this industry. In today's challenging and competitive environment, efficient management of working capital is an integral component of the overall strategy to create shareholders' wealth. So, the task of designing appropriate strategies for managing working capital in accomplishing the objective of maximizing shareholders' wealth of companies in the Indian pharmaceutical industry is of prime importance. In this backdrop, the chapter seeks to analyze the working capital management of ten selected companies in the Indian pharmaceutical industry during the period 1996-97 to 2010-11. While satisfying the objective of the study, relevant statistical tools and techniques have been applied at appropriate places.
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Tunçel, Özlem Kuman, and Hayriye Elbi. "Turkey." In Dementia Care: International Perspectives, 279–82. Oxford University Press, 2019. http://dx.doi.org/10.1093/med/9780198796046.003.0037.
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Turkey has a rapidly ageing population, the issues of which are new to the country. To date, there is no National Dementia Strategy. The strong tradition of family caregiving in Turkey has perhaps influenced the demand for access to formal care services. Informal care provided by families, which includes living together with the elders and providing the most comfort, is one of the strongest aspects of dementia care in Turkey. Another positive aspect is new legal regulation of the social security system for the elderly. Moreover, there is an increasing awareness of dementia and dementia care, which will hopefully give new impetus to further advancements in dementia care. The future of dementia care in Turkey should ideally include: (1) the development of a National Dementia Strategy, (2) improvement of informal care, including support for caregivers, and (3) an increase in the number, as well as improved quality, of in-hospital geriatric services.
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Hai-Jew, Shalin. "ICT4D and its Potential Role in the Detection, Surveillance, and Prevention of Novel Zoonotic Disease Outbreaks for Global, National, and Local Pandemic Prevention." In Advances in Public Policy and Administration, 94–143. IGI Global, 2014. http://dx.doi.org/10.4018/978-1-4666-6248-3.ch007.
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Information and Communication Technology for Development (ICT4D) and Information Technology for Development (IT4D) has been a strategy applied since the mid-1950s to support the work of advancing developing societies. There has been a range of technologies used for information collection, knowledge management, intercommunications, and information sharing. In recent years, ICT4D has evolved to include the uses of social media platforms and various analytical tools used for extracting information from such platforms to support disease prevention efforts. It involves the use of Geographical Information Systems (GIS) to help in epidemiology. Parsimonious simulations have been brought to bear to inform the policies to support pandemic prevention in countries where pharmaceutical-based interventions may be too expensive to deploy broadly. Work done in this area suggests that appropriate non-pharmaceutical interventions exist if government leaders and the broad public can be sufficiently aware of an occurring emergence of a novel pathogen (or re-emergence of a pandemic-potential pathogen) before this pathogen becomes endemic. This chapter asks, What is the relationship between Information and Communication Technology for Development (ICT4D) and global, national, and local prevention of zoonotic diseases with pandemic potential? This work provides some early thoughts on ways ICT4D and IT4D may be deployed to this end, and it offers some insights about open-source (and some commercial) technologies that may be used for the work of pandemic prevention and protection of human health.
Conference papers on the topic "National Hospital Pharmaceutical Strategy"
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Blejan, Emilian Ionuţ, Gabriela Ciupitu, and Andreea Arsene. "Connecting the Customer Experience Concept with Pharmaceutical Care for Improving the Healthcare Status of Patients." In International Conference Innovative Business Management & Global Entrepreneurship. LUMEN Publishing, 2020. http://dx.doi.org/10.18662/lumproc/ibmage2020/19.
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Healthcare costs are rising worldwide, due to a series of factors related to increased spending on medication, aging, medication errors, adverse drug events and hospital admissions. Aging phenomenon is closely followed by an increasing burden of chronic diseases. New therapies used to treat chronic diseases have intensified the economic pressure on healthcare organizations. Pharmacists play an important role in lowering costs by reviewing the pharmacotherapy of patients. Pharmacists are also the link between the physician and the patient, providing free medical advice without the need for an appointment. Lowering the number of inappropriately prescribed drugs reduces the risk of adverse drug events that frequently contribute to prolonged and expensive hospital admissions. In the near future, a new approach is needed for long term results. Pharmacists will have to reshape the old concept of patient care, moving out of the negative feelings area derived from sickness and start to protect health instead of managing disease. It will result a shift from sick care to proactive healthcare experiences. Pharmacists will anticipate and solve patient’s problems before they can produce a displeasure. For maintaining a well-being state of patients is now necessarily to adopt or implement a patient centred strategy based on customer experience pillars. In Romania integrity matters most in customer experience, closely followed by personalization. In the new Era of pharmaceutical care, pharmacists will have to focus on patient experience and patient journey.
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Carron, J., C. McGorrian, K. Haverin, M. Gallagher, M. Fitzgibbon, J. O’ Brien, J. Galvin, and A. Fabre. "23 The sads heart of the matter: a review of the sudden arrhythmic death syndrome (SADS) biobank in the mater misericordiae university hospital; the cornerstone of a national strategy." In Irish Cardiac Society Annual Scientific Meeting & AGM, Thursday October 17th – Saturday October 19th 2019, Galway, Ireland. BMJ Publishing Group Ltd and British Cardiovascular Society, 2019. http://dx.doi.org/10.1136/heartjnl-2019-ics.23.
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