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
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.
Clinical Pharmacy Services
Kamila Urbańczyk1,2, Przemysław Kardas3, W. Witkiewicz1, A. Hogg4, M. Scott4, A. Wiela-Hojeńska2
1) Department of General, Vascular and Oncological Surgery, Regional Specialist Hospital in Wroclaw
2) Department of Clinical Pharmacology, Wroclaw Medical University
3) Medication Adherence Research Center, Department of Family Medicine, Medical University of Lodz, Lodz, Poland
4) Medicines Optimisation Innovation Centre, Antrim, Northern Ireland
Clinical pharmacy services are poorly developed in Central and Eastern Europe [1]. One of the consequences of this fact is that medication adherence remains insufficiently addressed in these countries. This leads to poorer health outcomes, preventable hospitalisations, and significant costs. In Poland, legislative change is needed to introduce such services, but decisions require solid evidence. Therefore, a pilot clinical pharmacists’ service was launched to provide an objective assessment of its value.
A pilot randomised controlled trial was carried out at the Regional Specialist Hospital in Wroclaw. Patients admitted to vascular and general surgery wards were assigned to either standard care or an integrated medicines management (IMM) service. The IMM model comprised medicines reconciliation and review at admission, inpatient monitoring and counselling, and reconciliation with education at discharge, followed by post-discharge follow-up at 1, 3, and 6 months.
Sixty patients were randomised, and 58 completed follow-up. Clinical pharmacists identified drug-related problems, intervened, and collaborated with physicians to optimise pharmacotherapy. Outcomes included unplanned healthcare visits, length of stay, appropriateness of treatment, and economic impact.
Patients in the IMM group had significantly fewer additional healthcare visits (6 vs. 39; p<0.05) and shorter hospital stays (median 5 vs. 7 days; p=0.0372). Pharmacists identified 273 drug-related problems, and all interventions were accepted by physicians. Medication appropriateness improved markedly during hospitalisation. Economic analyses showed substantial savings through reduced hospitalisations, shorter stays, and optimised treatment, with a favourable cost–benefit ratio. Patients and healthcare professionals valued the service positively.
The pilot demonstrated clinical, economic, and organisational benefits of pharmacist-led services in Poland. These results confirmed their feasibility and relevance. The findings are currently being used by the Parliamentary Group for Improving Medication Adherence. There is an intention to incorporate the services of clinical pharmacists into the national strategy for the management of medication adherence currently being designed in Poland. Proposed legislative alterations are expected to create political and professional momentum to scale up the initiative nationally.
Patient Safety and Quality Assurance
S. Ambrosini, V. Orlando, C. Provezza Provezza, A. Zaltieri, N. Zanini, N. Faroni
Ensuring a multidisciplinary approach to the comprehensive care of hospitalized patients is a recognized indicator of healthcare quality. This strategy proved highly effective in the management of a patient with a multidrug-resistant Pseudomonas aeruginosa (PA) infection and a severe sacral pressure injury, requiring advanced antimicrobial therapy, targeted nutritional support, and specialized wound care to promote healing.
Multicompromised patients increasingly challenge hospital care due to infections from multidrug-resistant (MDR) bacteria, which limit therapeutic options and complicate management. Prolonged hospitalization also raises the risk of pressure injuries, worsening metabolic stress and delaying recovery. This initiative aim to apply an integrated therapeutic strategy—combining a reserve antibiotic, advanced wound care and tailored nutritional support—to promote healing, control infection and restore nutritional balance in a highly vulnerable patient.
The patient received Cefiderocol (2 g every 8 hours) and Fosfomycin (4 g every 6 hours) for six weeks to treat the PA infection. The pressure injury was managed with an oxygen-enriched oleic matrix dressing from organic olive oil, allowing controlled release of reactive oxygen species (ROS) to stimulate microcirculation, cell proliferation, and antimicrobial activity. Dressings were changed two to three times weekly based on progress. Nutritional needs were supported with a high-calorie, high-protein oral supplement (ONS) containing arginine, zinc, vitamin C, selenium, and carotenoids, given once or twice daily to enhance collagen synthesis and tissue repair.
This multidisciplinary strategy enabled the prompt definition and implementation of an optimal diagnostic–therapeutic pathway. The intervention and collaboration of multiple healthcare professionals ensured a faster and more effective patient response to treatment. The active involvement of the infectious disease specialist, clinical dietitian, wound care nurse, and hospital pharmacist guaranteed comprehensive, high-quality patient management —from drug and medical device supply to the successful resolution of infection and wound healing, while preventing malnutrition.
Establishing structured treatment pathways through multidisciplinary teams contributes to a more efficient and sustainable healthcare system. This experience represents an example of best practice, highlighting how collaboration among healthcare professionals—including pharmacists as medication safety officers—can be effectively translated to other hospital settings.
Clinical Pharmacy Services
A Wagner, D Weixler, C Waidinger, M Josl
A pharmacist, integrated in the palliative care team, reviewed preselected patients with advanced disease to identify potentially inappropriate medications (PIMs). When appropriate, a team of physicians deprescribed PIMs in accordance to patient preferences, clinical status and rationale. The initiative aimed to identify PIMs, reduce pill burden and align pharmacotherapy with individual treatment goals.
Up to 96% of geriatric oncological palliative care patients experience polypharmacy (>5 medications) (1), with up to 70% receiving at least one PIM referring to Lindsay J et al. (2).
Deprescribing is considered appropriate in certain clinical situations, including for example:
– presence of polypharmacy
– patient’s wish
– shift in treatment strategy or goals
– limited life expectancy
– when potential harm outweighs benefits
– Weekly interdisciplinary meetings
– Eligible patients were identified by the palliative care physicians based on prognosis, symptom burden, medication profile (polypharmacy), and patient wishes
– Pharmacist reviewed medications using medical records, identified potential deprescribing opportunities and provided tailored deprescribing recommendations (what and how to deprescribe)
– Recommendations were collaboratively discussed and documented
– If deprescribing was implemented, follow-up was conducted at the next patient visit and was subsequently monitored during regular consultations
During observation period, three patients (all male, median age 80) received a structure deprescribing review. A total of 59 drugs were targeted, 20 PIMs have been identified.
Commonly deprescribed medication groups were gastroprotective drugs (A02B), urological agents (G04B, G04C) antihypertensives (C02A, C09A, C08C, C03C) and vascular or miscellaneous agents (C05B, N06DX, N07A). Typical reason for discontinuation included stable blood pressure, presence of indwelling urinary catheter, patient-driven deprescribing request, therapeutic futility.
Other drug classes such as psychotropics (N06A, N04B), cognitive enhancers (N06D) and bone-metabolism agents (M05B, A12A) were occasionally discontinued when adverse drug effects outweighed potential benefit or did not align with palliative goals (long-term preventive therapy). Main drivers for deprescribing were patient wishes to reduce pill burden, complex symptom management and avoidance of adverse effects.
The initiative demonstrated feasibility, safety, and transferability of pharmacist-supported deprescribing as part of a multidisciplinary team. Next steps could include the development of interprofessional training sessions and expansion to other clinical settings.
Education and Research
P. BROUARD
C. JUTARD
C. COUSIN
E. COGET
The Oncology Pharmacy Unit within the hospital pharmacy is experiencing a steady increase in activity. Medical teams are increasingly calling on pharmacy interns for technical and clinical questions.
To enhance the training of pharmacy interns and improve responsiveness to medical inquiries, an artificial intelligence (AI) driven pharmaceutical chatbot pre-configured using a dedicated prompt. It was developed to deliver accurate, context-specific answers on clinical pharmacy, pharmaceutical technology, and organizational aspects of the oncology unit. This study aims to assess the relevance and quality of its responses to evaluate its potential as a support tool in intern training.
A total of 123 anonymized documents, including procedures, educational materials, and internal resources from the oncology unit of the hospital pharmacy, were integrated into a dedicated chatbot developed with ChatGPT-5. Forty questions reflecting eight key thematic areas of residents’ activities—clinical and technological validation, outpatient dispensing, controlled atmosphere areas, medical staff inquiries, software use, routine practice, and on-call situations—were submitted to the AI. Four experts pharmacists independently assessed each response using a standardized evaluation form with four levels of agreement (“Agree,” “Somewhat agree,” “Somewhat disagree,” “Disagree”).
Among the 160 responses received, a strong inter-rater consistency was observed, with 90% of evaluations showing concordance among at least three assessors and full unanimity in 20% of cases. Overall, 79% of chatbot responses were rated favorably (41% “Agree,” 38% “Somewhat agree”). The highest satisfaction rates were found in clinical pharmacy (95%), controlled atmosphere areas (95%), and software (90%). In contrast, lower agreement occurred in pharmaceutical technology (65% favorable, 30% disagreement) and particularly in on-call situations, where 55% of responses were considered unsatisfactory.
These findings confirm the educational potential of this tool, with most answers deemed relevant. Nonetheless, discrepancies underline its limitations regarding specific technical data, including occasional hallucinatory, incorrect, or incomplete responses that lack adequate reference to institutional procedures. Given its potential, we are working to improve this chatbot by refining the prompt, updating the database, and testing other non-hallucinatory AI models.
Education and Research
Dr Fernando Perez
Connor Thompson-Poole
Dr Konnie Basu
Recent changes in UK pharmacy education standards by the General Pharmaceutical Council (GPhC) have emphasised the need for pharmacists to graduate with the confidence and competence to undertake independent prescribing roles. This requires proficiency in physical assessment and diagnostic skills, traditionally outside the scope of undergraduate pharmacy education. To address this gap, the University of Brighton has integrated a structured simulation-based physical assessment training package into the MPharm curriculum, preparing future pharmacists for enhanced clinical responsibility and interprofessional practice.
A series of simulated physical assessment sessions was introduced across all years of the MPharm programme. The training focuses on developing students’ competence and confidence in performing fundamental physical assessment techniques, including cardiovascular, respiratory, gastrointestinal, and neurological examinations, as well as accurate recording and interpretation of vital signs through a spiralled curriculum over the course of four years.
The simulation package was designed collaboratively by clinical academic staff and prescribing pharmacists, supported by colleagues from medicine and nursing to ensure cross-disciplinary alignment. Each session was structured around case-based clinical scenarios, encouraging students to follow a patient’s journey through different healthcare settings.
Sessions were delivered in the university’s clinical simulation suites using simulated patients, high-fidelity manikins, and digital monitoring tools. Each workshop included a short demonstration, guided practice, peer feedback, and reflection activities. Students benefit from this approach as they can individually work through real clinical scenarios, which better prepares them for future independent clinical practice.
Student learning was assessed through Objective Structured Clinical Examinations (OSCEs) and reflective portfolios. Staff feedback and student evaluations were collected to guide ongoing improvement.
Over two academic years, over 400 pharmacy students have participated in the programme. Student feedback indicates a marked increase in self-reported confidence in patient examination, clinical communication, and integration of physical findings into clinical reasoning. Staff observed improved engagement and enhanced preparedness for prescribing training. The initiative has also fostered stronger collaboration across disciplines.
Future plans include developing interprofessional simulation days with medical and nursing students, and exploring digital tools for remote clinical assessment practice. The model demonstrates a scalable and sustainable approach to embedding clinical examination competence within undergraduate pharmacy education.
Clinical Pharmacy Services
Adina Elihu, Claudia Wunder
In Austria, there is growing recognition of the vital role clinical pharmacists play in healthcare teams. However, the current structure of the Austrian healthcare system does not adequately support the establishment of sufficient clinical pharmacist positions. Consequently, it is imperative to strategically integrate the limited available resources into patient-centered medication processes and fully harness their potential to enhance drug therapy safety.
The initial project was conducted in 2018/2019, and the present retrospective study was completed in 2022.
This study explores the efficient integration of clinical pharmaceutical services across various medical disciplines, including both surgical and conservative fields. It specifically addresses how the integration of clinical pharmacy in surgical settings differs from that in conservative settings, and what success factors and obstacles need to be considered.
Through a retrospective analysis of outcomes from a comprehensive polypharmacy project, coupled with surveys of participating pharmacists and physicians, we delineate the procedures and methodologies essential for effective implementation.
It was demonstrated that a “one size fits all” approach, or a single process for all departments, is not practical. The study highlights specialty-specific considerations, such as the necessity for written communication on surgical wards and the inappropriateness and appropriateness of accompanying ward rounds in some cases.
Groundbreaking considerations for the approach were developed, including preparation, differences in approaches between surgical and conservative specialties, information sharing, communication pathways, necessities in the implementation phase and prerequisites for de-escalation.
The initiative paved the way for the introduction of electronic consultation systems to improve information transfer and documentation.
By identifying pitfalls and essential success factors, this initiative stands as a model for establishing clinical pharmacy services across various medical specialties, particularly in the context of limited personnel resources. It provides valuable guidance for colleagues involved in establishing these services.
Clinical Pharmacy Services
Arnela Boskovic
Gitte Stampe Hansen
To ensure rational use of medicines during the acute phase of illness, an interdisciplinary group consisting of physicians, nurses, pharmacists, and the Hospital Pharmacy was initiated to determine if some medicines could be paused during shorter hospital admissions at The Medical Acute Care Unit, Bispebjerg Hospital.
Patients in acute phase of illness may experience fatigue, nausea, swallowing difficulties, and cognitive challenges when faced with large amounts of oral medicine. Therefore, prioritizing life-critical medicines during hospitalization is essential, while non-critical medicines could temporarily be paused. Additionally, there is often medicine waste, where drugs are assumed to be administered but remain untouched on the bedside table. In acute care units with complex patients, optimizing nursing time, shelf space in the medicine room and managing costs is crucial for appropriate medication.
Information about the new practice was given via newsletters, oral presentations, and signs at the doctor offices and in the medicine room. The group identified statins, multivitamins and calcium supplements as non-critical, and these were hereafter removed from the shelves in the medicine room. The interdisciplinary division of roles were as follows; Physicians: Prescribe critical medicine and temporarily pause non-critical medicine; Nurses: Do not administer statins, multivitamins, or calcium supplements. If the prescription has not been paused, request the physician to do so; Pharmacists: Assist in pausing non-critical medicines; Hospital Pharmacy: Ensure availability of the correct medicine in the medicine room.
Temporarily pausing statins, multivitamins, and calcium supplements during short hospitalization led to minimizing medicine waste and freed up time for the nurses to do other nurse-specific tasks. Medicine administrations by nurses were reduced by 87-96%. It also resulted in optimized space in the medicine room, making space for more critical medicine such as medicines to treat epilepsy and Parkinson’s disease.
Expanding the list of non-critical medicine during short hospitalizations is in the pipeline. This will be done by interdisciplinary collaboration and will free up time for the nurses and doctors to focus on the acute care of the patient.
