Author(s)

Mireia Coll-Vinent Ollé, Alba Martin Val, Lidia Estrada, Adrián Vilariño Seijas, Ana Cia Hidalgo, Marlene Álvarez Martins, Clara Rodríguez González, Júlia Galí Fortuny, Raquel Gil Bardají.

Why was it done?

Care transitions are a major source of medication errors; therefore, therapeutic reconciliation plays an essential role in patient safety and treatment continuity. However, increasing workload and limited staff make it unfeasible to conduct thorough reconciliation for all patients systematically. The aim of this initiative was to develop a tool that enables prioritization of patients in therapeutic reconciliation and high-risk medication-related problems (MRPs) detection

What was done?

A digital tool was developed and implemented to prioritize patients for therapeutic reconciliation at hospital admission and discharge. This approach allows hospital pharmacists to focus on patients with the greatest need for reconciliation, optimizing available resources and improving care continuity. The tool integrates structured clinical data from multiple sources: hospital and primary care records, electronic prescriptions, laboratory results, and nursing documentation.

How was it done?

A multidisciplinary team composed of clinical pharmacists and data engineers was established to design and implement the tool. Intelligent algorithms were developed to detect predefined alerts related to pathological history, inappropiate medication, anticholinergic burden, MRPs, drug–diagnosis and drug–parameter interactions, and drugs increasing fall risk. The tool was first validated through a pilot project, after which the algorithms were redefined based on preliminary results. Obstacles such as data integration from different systems, synchronization, and resource constraints were addressed by close collaboration with IT teams, and practical application of the tool.

What has been achieved?

The tool successfully reduced the time required for reconciliation by automatically prioritizing high-risk patients. It facilitated early detection of MRPs, leading to timely interventions and preventing potential adverse drug events. It also strengthened communication between hospitals, primary care, community pharmacies, and social-health centers, and supported health-care continuity.

What next?

This initiative represents a scalable model of good practice. It can be expanded to other hospitals and care settings where provided clinical data are structured and IT integration is feasible. Its adoption in broader healthcare contexts could optimize therapeutic reconciliation processes, reduce errors, and enhance patient safety across systems.

Author(s)

Edurne Fernandez de Gamarra-Martinez; Begoña Tortajada-Goitia; Monike de Miguel-Cascon; María Alfonsín-Lara; Hilario Martínez-Barros; Carles Quiñones-Ribas; Covadonga Pérez Menéndez-Conde; Eva Negro-Vega

Why was it done?

A generation is defined as a group of people who, having been born around the same time and received similar education and cultural and social influences, adopt a similar attitude. According to the Spanish Society of Hospital Pharmacy (SEFH) membership database, four generations currently coexist in Spanish Hospital Pharmacy Departments (HPD): Baby Boomers (8%), Generation X (32%), Millennials (52%), and Generation Z (8%). This generational diversity can result in different professional approaches, shaped by varied worldviews and experiences.
To explore this topic, we first conducted a survey to assess intergenerational relationships among hospital pharmacists and their impact on learning and professional development. Within this context, the SEFH published a report and launched the SEFHFUTURE project to address generational coexistence in the workplace.
The project was presented during the 2024 SEFH National Congress. The first initiative was the ‘Intergenerational Dialogues’ conference: a pilot session designed to raise awareness among hospital pharmacists about the value of generational diversity in the professional environment.

What was done?

We organized a meeting titled Intergenerational Dialogues. Four groups of ten hospital pharmacists—each representing one of the current working generations—came together to share their perspectives in an open, respectful, and collaborative setting.

How was it done?

We applied the listening circle methodology, forming one circle per generation, and carried out a collective debrief to share the identified aspects. We structured the dialogue around four strategic themes: Knowledge Transfer, Professional Expectations, Workplace Well-being and People Management.

What has been achieved?

Despite generational differences, participants from all groups expressed shared concerns around both professional and personal matters, emphasizing well-being and workplace climate as key areas for development within HPD. Setting aside stereotypes, the experience provided by a generation can be complemented by the innovation contributed by others.
The session identified intergenerational differences that must be managed to prevent generational gaps and transform the challenge into opportunities.

What next?

This initiative lays the groundwork for developing targeted strategies to address current and future challenges of generational diversity within HPD. Moving forward, we aim to design and implement actions that promote synergy among professionals, support both personal and career development, and enhance collaboration, coexistence, and performance across all generations of hospital pharmacists.

Author(s)

Pablo Ciudad Gutiérrez, Marta Mejías Trueba, Héctor Luis Acosta García, Maria Victoria Gil Navarro, Sandra Flores Moreno

Why was it done?

To establish a protocol for the reception, storage and dispensing of SARS-COV-2 vaccines.

What was done?

A standardised work protocol was prepared detailing the role of hospital pharmacists in the reception, storage and dispensing of vaccines, which was approved by the Head of the Pharmacy Service. A certificate of receipt was also prepared with a view to keeping a record of the number of vials received, expiry date, batch, thawing date and temperature, as well as details of each person involved in the circuit.

How was it done?

Phase 1: Preparation, approval and diffusion of the protocol in the Pharmacy Service, anticipating the imminent arrival of SARS-COV-2 vaccines.

Phase 2: Implementation of the protocol, which consists of the following protocol:

1. The vaccine distributor will contact the Pharmacy Service within 30 minutes before the delivery.

2. Upon arrival of the delivery person, the pharmacist will receive the vaccines and both parties will sign a certificate of receipt including: their full name and ID card number, the date and time of receipt, the batch number and expiry date of vials, the date of thawing, as well as the vial temperature upon delivery. This certificate will be kept by the administration staff along with the delivery note.

3. The pharmacist responsible for the reception will store the vials received in the fridge and monitor their temperature.

4. The vaccines will be handed over to the Preventive Medicine Service, the service responsible for administering them, after filling out a certificate of receipt including: date, full name and ID card number of the persons delivering and receiving the vials, number of vials delivered and expiry date. This certificate, duly completed and signed, will be filed by the Pharmacy Service administration staff.

What has been achieved?

An efficient and scheduled protocol was implemented, registering all the certificates of reception, delivery notes, as well as the temperature of the fridges containing the vials.This allowed to identify and correct errors, achieving proper use and traceability of all the vials received, resulting in increased safety for patients.

What next?

This protocol is applicable to Hospital Pharmacy Services responsible for the reception, storage and dispensing of SARS-COV-2 vaccines.

Pdf

Author(s)

S. Sernache, H. Goncalves, A. Gouveia

Why was it done?

Improved processes were required due to new CPU facilities, PIC & acute requirements and workplace safety legislation. The training program started in 2013. Our aim was to change from an informal training to a program where minimal qualification standards were achieved despite heavy workload and budget constraints.

What was done?

Implementation of a training program for the Cytotoxics Preparation Unit (CPU) focusing on product and staff safety. Key steps were hand washing with fluorescent gel, media fill and simulated preparations with fluorescent dye. Wipe sampling of cytotoxic contamination and microbiological control were performed.

How was it done?

Absence of national experience required literature review and support from other hospital in Europe. Lack of commercial products and budget constraints led to adoption of more affordable solutions like in-place compounding of fluorescein vials, and use of standard sodium chloride IV bags for media fill. Other resources were procured externally and adapted.

We enhanced motivation with involvement of staff in the goals and open discussion of results.

What has been achieved?

All relevant staff went through the training and reached the qualification thresholds. All technicians successfully performed media fill test (no microbial growth), and fluorescein test (no dye spots counted). Hand wash results had median of 5 spots of inadequate washing. Results were discussed with staff and new session implemented afterwards. Only 9% of staff (n=33) did not improve, median of results was 1 spot . Regular microbiological monitoring results meet GMP criteria for the laminar flow cabinets, and cytotoxic contamination (8 drugs tested in 5 locations) is in line with reference values except for 5-FU storage shelf.

What next?

Training program is to be repeated yearly, as well as the monitoring processes. Despite budgetary and staff constraints, a sustainable training program can be implemented with adaptation of published sources, resulting in adhesion to good practice.

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