EAHP represents over 30,000 hospital pharmacists across 37 member countries. EAHP represents and develops the hospital pharmacy profession within Europe in order to ensure the continuous improvement of care and outcomes for patients in the hospital setting. This is achieved through science, research, education, practice, as well as sharing best-practice and responsibility with other healthcare professional
The EAHP Board, elected for three-year terms, oversees the association’s activities. Comprising directors responsible for core functions, it meets regularly to implement strategic goals. Supported by EAHP staff, the Board controls finances, coordinates congress organization, and ensures compliance with statutes and codes of conduct.
The EAHP staff supports the Board in executing EAHP’s mission. The Staff assists in financial management, events organisations, policy activities and all EAHP projects. The EAHP staff works closely with EAHP’s members and ensures the effective communication all relevant stakeholders.
The first member countries were Belgium, Britain, Denmark, France, the Federal Republic, Germany, Italy and The Netherlands in 1972. EAHP has now 36 EAHP members and 2 Associate Members. EAHP is open to countries members of the Council of Europe and since 2022 to organisations representing the interests of hospital pharmacists from outside the Council of Europe (Associate Membership)
EAHP’s structure is also composed by different standing committes: EAHP Scientific Committee, EAHP Education Executive Committee and the EAHP CTF Steering Committee.
At EAHP, we are committed to transparency in our governance, ethical standards, and funding practices. This section provides open access to our foundational documents, including the EAHP Statutes, Code of Conduct, and Funding Sources. By sharing these resources, we aim to uphold accountability and foster trust with our members, partners, and the public.
Keep up with all EAHP’s events and webinars. Contact the team at info@eahp.eu should you have any questions about upcoming events or activities.
Here you can find all upcoming events organised by EAHP and by all its members and associate members. Do not hesitate to contact the events team at events@eahp.eu should you have any questions about the organisation of these events.
Hospital pharmacists conduct a critical role in the care of patients in hospitals. Learn more about what they do here and in all the pages under Hospital Pharmacy practice and Policy.
Self-Assessment
SILCC
Closed SIGs
EAHP brings together experts from many areas of hospital pharmacy practice providing and highlighting good local sustainable practices as that can be up-scaled and shared with other countries. The EAHP Working Group on Sustainability has the aim of reducing the environmental burden of the hospital pharmacy services.
The European Association of Hospital Pharmacists (EAHP), and its 36 member country platforms are creating a Common Training Framework for the hospital pharmacy education in Europe. The goal of this project is to allow the free movement of hospital pharmacists within the European Union.
The European Association of Hospital Pharmacists (EAHP) and the European Society of Clinical Pharmacy (ESCP) have collaboratively developed the Oath to Society. The Oath to Society is all encompassing and acts as a contract for excellence in providing compassionate patient care, working as part of the healthcare team and advancing the pharmacy profession, and showcasing how clinical and hospital pharmacists work every day
A day created to highlight the importance and to celebrate the work done by hospital pharmacies. This day celebrates all hospital pharmacy teams.
The Early Career Network aims to empower early-career pharmacists by sharing opportunities, insights, and success stories from across 25 member countries.
Together, we’re building a stronger, more connected hospital pharmacy community: one story, one country, one pharmacist at a time.
Catch up with EAHP’s press releases
Find all EAHP relevant publication like the EAHP Surveys, annual reports and the history books.
The European Journal of Hospital Pharmacy (EJHP) is the only official journal of the European Association of Hospital Pharmacists (EAHP) and is committed to advancing the science, practice and profession of hospital pharmacy. As the premier communication platform for hospital pharmacists worldwide, EJHP is a major source for continuing education as well as updates on advances in the practice and standard of pharmaceutical care for patients.
When EAHP and Hospital pharmacists appear in the news.
EAHP publishes a monthly EU monitor with updates about the latest EAHP initiatives and information relevant for the hospital pharmacy profession.
The Sponsor Channel is designed to maximise visibility and engagement, allowing sponsors to connect with the hospital pharmacy community and partners in a dynamic and interactive environment. From product demonstrations to networking sessions, the Sponsor Channel offers a range of opportunities for sponsors to showcase their offerings and generate leads in the new EAHP Website.
Patient Safety and Quality Assurance
Christina Theil Schnor and Saranya Loganathan.
In 2018, hospitals in Region Zealand (RZ), Denmark, transitioned to the electronic health record (EHR) system, EPIC. Following this, hospital pharmacists faced repeated medication order challenges causing adverse events such as inappropriate medication orders, dispensing and administration errors, and insufficient workflow coordination. These issues resulted in complex, time-consuming workflows impacting quality and patient safety. Additionally, collaboration between corporate IT and clinical staff was challenged by a lack of understanding of practical issues. To address this, pharmacists of RZ established the Clinical Pharmaceutical Service IT Team (CPS IT Team) to build specialized knowledge of the EHR medication module, aiming to assure quality, optimize workflows, strengthen interdisciplinary coordination, and support safer and more efficient clinical use.
CPS IT Team standardized workflows, enhanced coordination of medication order tasks, and created a forum to effectively utilize professional knowledge and networks across areas.
To address diverse Clinical Pharmacy challenges, CPS IT Team became the bridge between internal organization (RZ Hospital Pharmacy and corporate IT) and external partners (EPIC and The Capital Region of Denmark (CRD)). For this reason, CPS IT Team was established with one team manager and two units: Internal and External unit. CPS IT Team continuously adapts to evolving Clinical Pharmacy needs.
The establishment of CPS IT Team has driven significant internal optimization and standardized workflows. Acting as a coordinating unit, it optimizes medication processes from ordering to dispensing and administration. Dialogue with IT has been strengthened, enabling more efficient, targeted communication across professional groups.
Collaboration with EPIC and CRD has enhanced quality assurance and optimized workflows. CPS IT Team efforts have helped prevent medication-related adverse events, improve workflows, and optimize medication processes. Interdisciplinary collaboration and professional consultation networks between regional clinics, hospital pharmacies, IT, and EPIC have been notably strengthened. These efforts have increased patient safety and fostered a safer, more coherent workflow in EPIC.
Fusion of RZ and CRD into Region Eastern Denmark will change CPS IT Team’s working conditions, opening new opportunities such as an expanded collegial network and broader range of tasks and needs. Systematic data use will support Hospital Pharmacy’s work, improving efficiency and quality in daily operations.
Clinical Pharmacy Services
Jian-Ying Wang; Shan-Yu Hsu; Ming-Chia Lee
We implemented pharmacist cognitive services with internal reimbursement and joined the National Health Insurance (NHI) pilot for a Pre-End Stage Renal Disease (Pre-ESRD) clinic and Intensive Care Unit (ICU) ward rounds. We launched a LINE official account to support patient queries, reminders, and follow-up, developed Podcast/YouTube education to enhance outreach, streamlined documentation using the Eliminate-Combine-Rearrange-Simplify (ECRS) approach with AI-assisted editing, and implemented an internal clinical communication platform.
The growing complexity of chronic disease and intensive care requires pharmacists to provide professional services such as dose adjustment, drug–drug interaction management and patient counselling. These tasks are crucial for safety and quality, yet in the past they were often not formally recognised or reimbursed. Our hospital developed this model to ensure that such professional activities are acknowledged with institutional and NHI reimbursement, while also supported by digital and streamlined tools. Linking professional services with clear payment and measurable outcomes underscores the value of pharmacists in patient safety and sustainable healthcare.
We established the service fee in New Taiwan dollars (NT$): NT$100 (~€3) per cognitive record (institutional), NT$200 (~€6) per Pre-ESRD case, and NT$250 (~€7) per Intensive Care Unit (ICU) patient-day under the NHI pilot. Clinical activities were coded by drug-related problem (DRP) categories, and acceptance of pharmacist recommendations was tracked. Using ECRS, we modularised SOAP forms, removed duplicate entry and automated collation; AI-assisted editing further improved clarity and consistency. LINE was integrated as a platform for patient queries and consultations, with push notifications directing patients to Podcast/YouTube educational resources produced by pharmacists.
For the cost-benefit analysis (CBA) we used a hospital perspective. Cost was defined as the pharmacist service fee. Benefit had two parts: (i) direct medication-cost savings from accepted interventions, and (ii) avoided medical expenses estimated by DRP severity, such as additional laboratory tests, emergency visits or ICU days.
In 2024, pharmacist cognitive services comprised 1,354 records, accounting for 0.18% of all prescriptions, with an acceptance rate of 99.85%. The most common DRP was subtherapeutic exposure (35.6%). At the same time, ICU rounds involved 1,315 cases, and the Pre-ESRD clinic delivered 242 visits. From a hospital perspective, CBA demonstrated that cognitive services achieved a ratio of 1:13.3, while ICU services reached 1:1.84, confirming that pharmacist remuneration is cost-effective.
Patient communication and education were also strengthened. The LINE programme enrolled 1,897 members, with all queries resolved within 24 hours, while 17 Podcast/YouTube releases generated 59,760 video views and 30,926 podcast plays. Workflow efficiency improved markedly after the ECRS redesign in early 2024, with documentation steps reduced from 16 to 6 and average time per record shortened from 825 seconds to 98 seconds. The pharmacist Net Promoter Score (NPS) rose from 20 to 80, reflecting greater user satisfaction. These improvements were estimated to increase annual service capacity by 252 records and to reduce paper consumption, elevator use, and carbon emissions by 2,892 kg CO₂e.
The model has matured into a multi-faceted pharmaceutical care approach that enhances medication safety, enables real-time patient consultation, and extends reach through multimedia education. Although CBA has demonstrated the cost-effectiveness of pharmacist remuneration, outcomes will continue to be monitored and refinements pursued to ensure sustained improvement. With its comparability and reproducibility, the model provides a practical reference for other hospitals and healthcare systems.
Clinical Pharmacy Services
Fajfarić Petković Maja, Vilić Katarina, Kuruc Poje Darija
Antimicrobial resistance (AMR) is a global public health problem, associated with prolonged illness, increased transmission, extended hospitalization, higher treatment costs, and greater mortality. Although clinical pharmacists have been shown to play an important role in antimicrobial stewardship, data from southeastern Europe, including Croatia, are scarce.
The aim was to assess the role of clinical pharmacist in pharmacotherapy management of patients receiving antimicrobial therapy.
A retrospective observational study was conducted in the period from 1st January 2018 to 31st December 2024. Data included adult patients treated with reserve antibiotics evaluated by an antimicrobial stewardship team (A-team), composed of infectious disease specialist, a clinical microbiologist and a clinical pharmacist. Collected data were patient characteristics, hospital wards where antimicrobial therapy was prescribed, indications for reserve antibiotics and the pharmacists interventions, including clinically significant drug interactions (categories X and D, UpToDate®). Descriptive statistics were used to analyse the data.
Between 2018 and 2024, the number of hospitalized adults receiving reserve antibiotics increased – from 492 to 798, with mean age rising from 68 to 70 years. Most patients (71-92%) had associated comorbidities and reserve antibiotics were predominately prescribed in internal medicine departments, most often for bacterial pneumonia. Pharmacist interventions increased: dose adjustments for renal/hepatic impairment – from 10 in 2018 to 116 in 2024, consultations on preparation, stability, storage, and administration of parenteral antibiotics – from 2 in 2018 to 731 in 2024. Clinically significant drug interactions (categories X and D) decreased over time from 52 interactions in 2018 to 17 interactions in 2024. The most common drugs involved were promazine, furosemide, indapamide, ciprofloxacin, piperacillin+tazobactam, clozapine, metoclopramide and amikacin.
Findings suggest increased physician awareness of clinically significant drug interactions in patients with multiple comorbidities and underscore the recognized role of clinical pharmacist within a multidisciplinary team. Their integration into multidisciplinary antimicrobial stewardship teams improves patient safety, reduces adverse effects, and promotes rational antimicrobial use.
Selection, Procurement and Distribution
AI IDOATE GRIJALBA, P GARCÍA GONZÁLEZ, L CABIA FERNÁNDEZ
Environmental, social, and economic sustainability has become increasingly important in all sectors, including the healthcare sector and, more specifically, in hospital pharmacy.
Analyze and prioritize the sustainability strategies proposed by the pharmacy service at all stages of the pharmacotherapeutic process.
Within the framework of clinical decision-making and planning sustainable pharmacotherapeutic strategies within the 2030 Agenda of the Spanish Society of Hospital Pharmacy, it is essential to analyze and prioritize different proposals. Two key criteria were considered: resource availability and the relevance of pharmaceutical intervention. Both criteria were scored from 1 (low) to 3 (high) by the service pharmacists. To stratify the proposals, both criteria were multiplied, establishing priority 1 (7-9 points), priority 2 (5-6 points), and priority 3 (1-4 points).
Priority 1 strategies were: in the management area, prioritizing the purchase of drugs with a lower carbon footprint and exchanging drugs with a short expiration date with the referral hospital. In the validation area: actions promoted by the PROA team: deprescribing antibiotics in general and specifically those with a high environmental impact (macrolides and quinolones), de-escalation, sequential therapy, and limiting the duration of treatments. Automation and digitization of on-demand drug ordering processes and pharmacotechnical processes (registration of raw materials and packaging materials). Promoting telepharmacy, with the dispensing of outpatient drugs to pharmacies, especially relevant for patients living in scattered villages in the area, to improve treatment adherence and reduce transport. In the dispensing area, prioritizing the KANBAN system to reduce immobilized medication stocks in primary care and hospital wards and facilitate the transport of medication in care transitions. In the training area, teach patients how to use mobile apps to view outpatient dispensations.
Priority 2 or 3 strategies whose score is conditioned by a lack of resources will be evaluated by the service together with hospital management, and those with a high impact will be given priority.
Priority 1 strategies will be fully implemented in the short term (6 months) and will be reviewed periodically, priority 2 strategies (1 year) and priority 3 strategies (5 years).
Clinical Pharmacy Services
Cliona Hayden
David Lumsden
Aidan Morris
Darren Walsh
Clinical pharmacy services are vital for medication safety and patient-centred care. However, in Ireland, the absence of a national strategy has led to inconsistent service delivery across hospitals. This initiative was undertaken to evaluate and improve the clinical pharmacy service in a Model 4 hospital, addressing structural, process, behavioural, and cultural challenges. The goal was to enhance service integration, reduce variability, and align with international standards such as the European Statements of Hospital Pharmacy.
A quality improvement project was launched using patient journey mapping (PJM) to visualise medication-related touchpoints across the inpatient care pathway. The initiative aimed to identify service gaps and opportunities for improvement. Key interventions included stakeholder engagement, SWOT analysis, and the development of tools to support prioritisation, documentation, and training.
The PJM approach followed a six-step methodology, including problem definition, stakeholder consultation, and data analysis. Engagement activities involved structured interviews with pharmacy staff, consultations with nursing and medical teams, and completion of the HSE Workpositive survey. These inputs were synthesised to assess organisational health and identify barriers to effective service delivery. The analysis focused on the interaction between structure, processes, behaviours, and culture.
The initiative identified critical gaps in medication reconciliation, discharge planning, and interprofessional communication. Outcomes to date include the realignment of the clinical prioritisation tool, clearer MPAR endorsement guidance, and a tailored training framework to address role ambiguity and knowledge gaps. Positive behaviours such as pharmacist autonomy and peer support were reinforced, while structural and process inefficiencies were targeted for improvement.
Next steps include embedding standardised processes, implementing electronic prescribing, and evaluating the impact of these changes on patient outcomes. Further work will explore the role of advanced specialisation in clinical pharmacy and strengthen interprofessional collaboration. Leadership will focus on aligning structure and culture to support sustainable, patient-centred service improvement.
Patient Safety and Quality Assurance
S. Hehenberger, I. Lagoja,
Metabolic complications as well as altered or reduced drug effects are common in patients with a stoma and require close interprofessional collaboration, particularly after an ileostomy. However, pharmacists are rarely involved in the care of stoma patients, and coordination or communication between the various disciplines is often suboptimal.
An interprofessional working group was established to identify the most common metabolic complications associated with ileostomy based on current literature and clinical experience. Preventive measures were formulated and integrated into a structured scheme.
Of particular relevance from a clinical-pharmaceutical perspective:
* Ensuring optimal drug efficacy: A medication analysis framework was developed that addresses the specific challenges of drug therapy in ileostomy patients, followed by routine medication reviews for all inpatients with ileostomies.
* Development of a drug therapy algorithm for high-output stoma (HOS).
A recommendation for action was developed, which is now established and implemented as a standard operating procedure (SOP) throughout the hospital. An interdisciplinary STOMA outpatient clinic has been established to optimize medication, adverse drug reaction management, and the care of stoma patients, thereby improving their quality of life.
Through a clinical pharmacy approach involving an interdisciplinary advisory board, readmissions due to adverse drug reactions can be significantly reduced, leading to cost savings for the social system while simultaneously enhancing patients’ quality of life. In 70 reviews almost 400 drug problems (DRPs) were identified, of which more than 60% were stoma-related drug problems. All DRPs and pharmaceutical interventions were categorized and documented. Acceptance of the interventions was also recorded.
The diverse aspects of ileostomy patient care require interprofessional collaboration. The clinical pharmacist plays a central role in the team and contributes significantly to patient and medication safety and also to the quality of life of ileostomy patients. Measurement of drug levels in plasma further improve the data on drug absorption.
Clinical Pharmacy Services
P.Chu, W.Short, L.Bailey, S.Williams, D.Moss and LA Bissell
This improvement initiative addressed national recommendations following the United Kingdom Parliamentary Inquiry in 2023 into homecare services calling for improved processes and systems. Homecare represents over half of the medicines spend for Leeds Teaching Hospitals (LTH). Rheumatology serves the largest clinical cohort with over 3,500 patients receiving homecare medicines. This project aimed to address service gaps in safety, communication and efficiency to ensure delivery of high-quality, patient-centred care.
Using the Kaizen-based Leeds Improvement Methodology (LIM) modelled through an intensive, week-long event, this project aimed to optimise the homecare process within Rheumatology. Objectives included improving workflow efficiency for prescription batching, query tracking and enhancing the patient-staff communication model, thereby increasing overall patient and staff satisfaction. Multiple process changes were implemented to improve overall efficiencies.
Triumvirate team buy in was crucial for the success and facilitation of this event because it required one week of multidisciplinary team (MDT) engagement from representatives in all stages of the process flow. Iterative Plan-Do-Study-Act (PDSA) cycles were used to test improvements. Value Stream Mapping supported the visualisation of workflow and identified non-value-adding activities. Quantitative data and emotional touchpoint surveys informed changes throughout this event and acted as ongoing metrics to monitor impact.
• A single, co-located MDT homecare hub was established, facilitating a streamlined, one-piece flow and minimised delays.
• An electronic text messaging system alerted patients to required blood tests to facilitate safe prescribing, this replaced postal notifications and supported the sustainability agenda.
• Prescription lead time decreased by 71% from 24 days to 7 days.
• Volume of work in progress reduced by 30%.
• Staff satisfaction relating to process efficiency rose from 24% to 65%.
• Staff satisfaction relating to morale rose from 0% to 60%.
• Incident reports and formal patient complaints were 0 by day 90.
The LIM framework and MDT approach resulted in significant enhancements in operational efficiency, communication and improved patient experience. The measured outcomes aligned with national recommendations for increased transparency and accountability. The project established a scalable and sustainable model by empowering staff to effect change. The next step is to review practice in other therapy areas to translate these improvements Trust wide.
Clinical Pharmacy Services
Noe Garin Escriva, Borja Zarate Tamames, Unax Lertxundi Etxebarria, Jose Javier Martínez Simon, Rocio Tamayo Bermejo, Eguzkiñe Ibarra Garcia, Olaia Serna Romero, Anna Pelegri Pedret, Yolanda Torremorell Alos
The GREEN BREATH Project aimed to reduce the environmental impact of inhaler use in Spain. It consisted of three components: (1) a sustainable inhaler prescription framework with a database on the environmental impact of inhalers, scenario projections to estimate benefits of alternative inhaler use and a decision-support algorithm for greener prescribing in Spain; (2) a nationwide patient education project across 40 hospitals focusing on proper inhaler disposal, assessing pharmacists interventions; and (3) a hospital pilot project for optimizing the disposal of used inhalers, reducing hydrofluorocarbon emissions.
Inhalers contribute to global CO2 emissions, with over 15 million pMDIs used annually in Spain, generating 400,000 tonnes of CO2 equivalent. Prescription practices often ignore sustainability, and improper disposal exacerbates this problem. The project aimed to integrate environmental criteria into prescribing practices and raise awareness to improve disposal methods, without compromising patient care.
We contacted pharmaceutical companies to develop the carbon footprint database. The prescribing algorithm was designed by a multidisciplinary team. We used data from the Ministry of Health to calculate national projections. We also conducted a study across 40 hospitals focusing on asthma patients, using a questionnaire with a 3-month follow-up. Finally, we piloted an in-hospital inhaler waste management program in a single hospital.
The project demonstrated significant impact. We provided the first environmental database on inhalers in Spain. We estimate that shifting 10% of pMDI prescriptions could reduce CO2 emissions by 40,000 tonnes annually. Preliminary results show that over 50% of patients were unaware of inhaler disposal’s environmental impact, and that pharmacists interventions doubled proper inhaler waste disposal. Additionally, the hospital pilot project prevented up to 341 tonnes of CO2 emissions annually by optimizing inhaler waste management.
Educational resources have recently expanded to four languages used in Spain (Spanish, Catalan, Basque, Galician). We continue disseminating and collaborating with institutions to implement these and other activities. Additionally, sustainable prescribing should be integrated into electronic medical records to drive broader healthcare sustainability and reduce inhaler-related emissions. The project offers a replicable model for other healthcare systems.
Education and Research
J. MORISOT(1), C. CHASTANG-CHUNG(1), C. GELLIS(1), R. LARNAUDIE(1)
(1) Pharmacie à Usage Intérieur, Centre Hospitalier Dubois, 1 boulevard du Dr Verlhac, 19100 Brive-la-Gaillarde, France.
Serious Advert Events (SAE) related to medication account for 32,9 % of SAEs associated with healthcare in France, 51,2 % of which are considered preventable. Nurses are the last line of defence before treatments are administered to patients. Therefore, Educational Training Programs (ETPs) for healthcare workers are vital to improve patient safety and global quality of care.
The main objective was to create and implement training workshops for nurses led by a hospital pharmacist. The secondary objectives were to measure short-term impact on knowledge and global satisfaction.
The creation of the PTDs took place in three stages. First, we conducted a survey of nurses to select 3 subjects which would become the main themes for our ETP. Then we imagined and constructed the workshops (one for each theme), in the form of pedagogical games. Finally, we organized and led the training sessions. We also created pre- and post-training questionnaires to measure short-term knowledge evolution and global satisfaction.
Three workshops have been built up according to the survey’s results : one on high-risk medicines (HRM), one on blood-derived medicines (BDM) and one on medical gases (MG). We developped the HRM workshop based on the “PUIzzle” tool, an educational question-answer game designed by l’Hôpital d’Instruction des Armées de Bégin. The BDM workshop was a crossword puzzle with “clue cards” to guess each word of interest. The MG workshop was an interactive presentation with WOOCLAP quizzes and demonstrations. Those last two ones were homemade. In the end, twenty identical PTDs were held in 2024, training 200 nurses from all wards (out of 600). All sessions were led by the same pharmacist. Short-term knowledge significantly improved (gaining an average 2,9 points out of 20 from pre- to post-training) and global satisfaction was high.
Following this success, the PDTs returned in 2025, training 115 additional nurses. We wish to renew the PTDs in 2026 by adding new themes. To do so whilst optimizing time and resources, we are currently discussing with other neighbouring hospitals to share ETPs. And why not creating a local “mobile ETP team” that could train nurses all across the area ?
Introductory Statements and Governance
Nonia Ferreras López, Irene de la Fuente Villaverde, Blanca de la Nogal Fernández, Virginia Martínez Fernández, Eva Martínez Álvarez, Zulema Rodríguez Fernández, Henar García Lagunar, Raúl Martínez, Miriam Rodríguez María.
A Multidisciplinary Biological Therapy Committee for Airway Diseases (BTCAD) was established in a secondary-level hospital. The committee integrated pulmonologists, ENT specialists, allergists, pathologists, and hospital pharmacists (HPs) to optimize the use of biological therapies (BTs). Its main functions included patient evaluation, development of consensus-based protocols, and structured monitoring of treatment outcomes.
The initiative was introduced in 2022 to address the absence of standardized decision-making processes for BTs in severe uncontrolled asthma and chronic rhinosinusitis with nasal polyps. Prior to implementation, therapeutic selection was fragmented and lacked uniform criteria. The primary aim was to improve appropriateness of BT use, reduce variability in clinical practice, and ensure optimal patient outcomes through a coordinated multidisciplinary approach.
The BTCAD defined clinical and laboratory criteria for patient selection, developed a consensus document for BT positioning, and designed workflows for dispensing and follow-up. Monthly meetings were held to evaluate cases, supported by a shared calendar and a structured database. Educational sessions were organized to update staff knowledge. Obstacles included the requirement for strong managerial support and the impact of staff turnover on continuity. These were mitigated by formalizing procedures and ensuring standardized documentation and training.
From March 2022 to March 2025, 54 patients were assessed: 49 with severe asthma and 5 with chronic rhinosinusitis with nasal polyps. Treatment was discontinued in two cases due to lack of efficacy, and seven patients were switched to alternative BTs. At follow-up, 52 patients remained on therapy (17 benralizumab, 20 mepolizumab, 7 omalizumab, 6 dupilumab, 2 tezepelumab). The HP contributed to patient evaluation, drafting of reports, pharmacovigilance, and adherence monitoring. A survey revealed that all members reported increased knowledge, 87,5% considered the pharmacist’s role essential, and overall satisfaction reached 4,38/5.
The BTCAD improved coordination, standardization, and professional development within the hospital. Its model is transferable to other healthcare settings, providing a framework for safe and efficient BT implementation. The high satisfaction and demonstrated value of multidisciplinary collaboration, particularly the HP’s role, support its consideration as an example of good practice.
