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Author(s)

BEATRIZ MONTERO LLORENTE, ELENA GEMENO LÓPEZ, CARMEN PALOMAR FERNÁNDEZ, ANA MARÍA ÁLVAREZ DÍAZ

Why was it done?

To avoid stock breaks of medication due to unforeseeable fluctuations in their regular consumption. To reduce claims to the Pharmacy Service (PS) for medication shortages in automated dispensing systems (ADS) and other dispensing circuits. To achieve economic savings by avoiding unnecessary loans. To manage these loans in the morning when needs are detected in advance, with the consequent reduction in the time it takes for the pharmacist to manage it during on-call hours (approximately 2 hours per loan).

What was done?

We designed and implemented a tool to control in advance the stock of medication dispensed to hospitalisation and outpatient units and thus be able to forecast needs based on current prescriptions and associated habitual consumption.

How was it done?

1. An Excel file was developed in which the information on automated storage systems (ASS), ADS and prescriptions were integrated. It included maximum, minimum and current amount, and estimated coverage (in days) according to the consumption forecast associated with current prescriptions. We established the minimum amount based on a coverage threshold of 7 days.
2. Basic drug needs were studied (adjustment of maximum and minimum in the ASS and ADS, a dynamic process periodically reassessed according to demand).
3. The order information was added: order status, request date, last receipt date, order number and laboratory. These items allowed us to quickly locate old orders so we could address the reason for the delay in procurement.
4. We included medications stored externally to the ASS to control their stock electronically.

What has been achieved?

Loans requested annually from other hospitals were quantified as an indicator of improvement in acquiring medicines stored in the ASSs.
We obtained an annual reduction in the number of loans of 34.4% between 2019 and 2020 (125 loans vs 82) and 56.1% between 2020 and 2021 (82 loans vs 36). This result represented an average decrease in the time to manage loans of approximately 7 hours/month between 2019 and 2021.

What next?

The tool can be applied to all PS with ADS and ASS, intending to have the necessary medication available at the necessary time and thus avoid possible clinical damage to patients’ health derived from the delay in their treatment.

Pdf

Author(s)

Lone Møller Deleuran, Bitten Abildtrup, Sofie Pedersen, Ulrik Wøldike, Nina Winther Müller

Why was it done?

Amgros is committed to make its mark on the sustainability agenda regarding medicine – both nationally and internationally. Thereby improving access to medicines for patients in a more sustainable way – this project serves as a first step in this direction.

What was done?

In 2021, the Danish procurement organisation Amgros I/S issued the first national pilot tender for hospital medicines in which environment was an important award criterion along with price. Amgros procures 99% of the pharmaceuticals used at public hospitals. The pilot project was conducted to gain knowledge and experience about planning and executing future tenders with environmental criteria. The pilot tender was limited to the hormonal therapeutic area.

How was it done?

The chosen environmental criteria were environmental management, packaging (plastics and paper/cardboard), transportation and social responsibility.
It was a long process, including external help from consultants (The Technical University of Denmark), legal consultation, market dialogue with feedback, developing and adjusting the criteria to comply with national procurement legislation. Hence assuring the evaluation of the offers could be conducted in a meaningful, simple, and structured manner during the subsequent evaluation phase.
As a part of the final tender, a questionnaire was attached consisting of multiple choice questions concerning the environmental criteria. In the evaluation, the price weighed 80%, whereas the environmental criteria weighed 20%.

What has been achieved?

Amgros received 85 offers from 19 suppliers of which 76 offers contained the questionnaire about environment. Sixteen (84%) of the bidding suppliers completed the questionnaire. Three suppliers won the tender solely due to their environmental capability.
The tender with environmental criteria did not seem to discourage suppliers from bidding nor resulted in increasing price levels.
The pilot tender has created a great deal of awareness among the suppliers about the importance of environment and sustainability in production, distribution, and sales of medicine.

What next?

The experience obtained from this pilot tender is paving the way for the future broader implementation of more sustainable medicines in all tenders. Furthermore, the results will be shared nationally and internationally. Hopefully, the results will encourage other countries to incorporate environmental criteria in future medicinal tendering processes.

Pdf

Author(s)

Marinos Petrongonas, Maria Fragiadaki, Eleni Rinaki, Leonidas Tzimis

Why was it done?

HPs were facing challenges related to:
• Stuff shortages in a high risk environment with increasing uncertainty
• Implementation of Directive 2001/83/EC on Falsified Medicines; deadline for Greece is 2025
• Medicines’ shortages for which optimal inventory management procedures are needed • Patient safety and quality of pharmaceutical services: quality assurance processes, medicines’ traceability, monitoring expiration dates and respond-time to ward’s requests

What was done?

During the last 2 years, hospital pharmacists (HPs) actively participated in the supply, installation and functional integration of the first Automated (Robotic) Dispensing System (ADS) in Greece, in Chania General Hospital (CGH). It is a centralised distribution system installed in the pharmacy department which receives, stores and distributes packages of medicines.
It has a storage capacity of approximately 20,000 packages, including one robotic arm, three distribution exits, two loading ways (semi- and fully-automated), with software comprised. Speeds range from 200 to 900 for loading and 350 to 760 packages/hour for unloading. Under HPs’ direction, medicine management procedures were modified to ensure ADS’ functionality.

How was it done?

Since Pharmacy department of CGH was the first to install an ADS, a new route had to be inaugurated, concerning how HPs:
• Developed the proposal
• Documented and justified such a supply to be prioritised in funding
• Performed market research in Europe, as no such national market existed
• Drafted technical specifications, to assure the best system supplied
• Participated in an international tendering procedure (budget 130,000 euros)
• Planned and supervised installation and functional integration of the system
• Managed interoperability between ADS’ software and the pharmacy’s Information System
• Faced issues related to different barcodes on medicines’ packages

What has been achieved?

After 3 months of use:
• 50% of medicines’ codes and 35% of total packages are dispensed with ADS monthly
• 1.4 full-time pharmacy assistants equivalent is saved
• Response time to requests decreased
• Traceability and quality are better assured
• Falsified medicines’ check can run automatically
• Storage space is saved

What next?

HPs are ready to share nationally and internationally their experience in developing and installing an ADS with colleagues interested in adopting similar solutions. Hospitals from the same region have already shown their interest.

Pdf

Author(s)

Rachel Huey, Catherine Goudy, Michael Scott

Why was it done?

The assessment process was developed in partnership with the Business Services Organisation Procurement and Logistics Service (BSOPaLS) and regional Infection Prevention and Control (IPC) colleagues in response to the outbreak of COVID-19 and escalating demand for PPE. In March 2020, early World Health Organization (WHO) guidance formed the basis of COVID-19 PPE ensemble recommendations. Prior to the COVID-19 pandemic, BSOPaLS procured such items from reputable market leaders. However, during this time of unprecedented demand on supply chains, there were many new manufacturers and suppliers with no previous experience of appropriate supply to healthcare. There were also many counterfeit goods being placed on the healthcare market.

What was done?

During the COVID-19 pandemic, the Medicines Optimisation Innovation Centre (MOIC) utilised pharmacist skills to undertake technical assessment of all Personal Protective Equipment (PPE) items procured for use across Health and Social Care Northern Ireland (HSCNI).

How was it done?

MOIC reviewed and validated all technical documentation associated with each PPE product to ensure that items procured were genuine, fit for purpose and met the relevant standards and regulations. Benchtop assessments were carried out by IPC colleagues and BSOPaLS carried out all procurement due diligence checks on potential suppliers. Early data from 1 April 2020 to 15 May 2020 showed that only 98 (16.5%) PPE offers reviewed met the required standard for approval, while 264 (44.6%) were rejected and a further 230 (38.9%) remained open. Some reasons for rejection included documentation deficiencies and misleading labelling.

What has been achieved?

This process resulted in procurement of only safe and effective products, putting safety of HSCNI staff and patients at the forefront. In addition, BSOPaLS worked closely with local manufacturers with no previous PPE experience, to establish more resilient supply chains for the future. Products manufactured locally were also assessed via this process, to ensure suitability for use within healthcare.

What next?

This efficient assessment process has now been implemented into the PPE procurement pathway for all future HSCNI purchases, enabling the application of due diligence in a transparent, robust and evidence-based manner. Provided there is opportunity to develop an appropriate knowledge base of the relevant regulations and standards, this process is transferable across many healthcare organisations.

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.

Why was it done?

The aim of the study is to assess the crisis impact on the consumption of pharmaceutical products in the intensive care unit in order to estimate, rationalize the need and prevent supply problems.

What was done?

Due to Covid-19 pandemic and its major economic impact, we carried out a comparative study of the consumption of pharmaceutical products in the intensive care unit before and during the crisis.

How was it done?

A list of pharmaceutical products to be evaluated has been established beforehand. The choice was made for the products most used in intensive care units in accordance with the recommendations of COVID management. The list includes drugs and medical devices.
In order to compare the consumption of these products in terms of quantity and cost, data collection was carried out over two periods, each of 6 months, before and during the crisis in Tunisia. The first from January 1st, 2019 to June 30th, 2019, the second from January 1st, 2021 to June 30th, 2021.

What has been achieved?

As a result of this assessment, it was possible to quantify the increase in several drugs and medical devices. It led us to:
-modulate our supply of these products
-take rationalization measures in cooperation with doctors
-develop management protocols according to the recommendations and available products
– close monitoring of prescriptions and compliance with protocols in order to optimize consumption, avoid any abuse and limit breaks as much as possible.

Tab. Variation of consumption and cost

Product Consumption2019 Consumption2021 Variation factor of the consumption Variation factor of the cost
Hypnotic curares 25 170 6.8 8.1
Antithrombotics 647 2286 3.5 8.1
Antibiotics 932 4060 4.4 11.2
Fluconazole 240 378 1.6 1.9
Dexamethasone 845 1268 1.5 2.0
Isolation gown 740 6925 9.4 7.8
Masks 6100 13300 2.2 2.2
hydroalcoholic products 123 217 1.8 1.8

What next?

A generalization of the drafting and updating of the protocols concerning the management and the dispensing is programmed for all the other departments which will be validated by the therapeutic committee and the antibiotics committee.

Author(s)

Morgane HOUIX, Valérie VIAUD, Cécilia HURLUPE, Yannick POIRIER

Why was it done?

The pooling of stock for the 5 rooms required a referent for stock management. In order to free up caregivers from the administrative and logistical tasks related to pharmaceutical products, pharmacy has been directly integrated into the project of ITP.

What was done?

In May 2021, interventional cardiology, rhythmology and coronary angiography have been gathered in an interventional technical platform (ITP) of 5 operating rooms. A full-time hospital pharmacy preparer (HPP) position has been set up within the ITP.

How was it done?

For the success of the project, the 2 chosen PPH had to easily becoming part of ITP’s teams and must learn specifics of medical devices of each speciality. For this purpose an immersion in each sector was carried out during the installation of the ITP and continues today by participating in interventions. They shared in the process of installing the PTI’s arsenal of pharmaceuticals with careteams by grouping the initials allocations of products of each speciality. The products common to each endowment were gathered and harmonized after discussion with caregivers. Each sector has kept a stock of specific devices, called “out-of-stock”.

What has been achieved?

The installation took about 632 hours of HPP time. The allocations for each sector were respectively 68, 69 and 83 references, not including out-of-stock. The HPP’s work allowed reducing the common endowment from 220 to 134 products references. A satisfaction survey of PTI teams (doctors, nurses,…) after 4 months of practice showed a level of 78% of satisfaction. 1.3% of the responses concerned activities related the management of devices affected by production delay or stoppage and information on product changes to be unsatisfactory or moderately satisfactory. Every ITP teams now considers their presence essential, believes that it has improved relations with the pharmacy and management of stocks. A saving in nursing time was also noted.

What next?

The creation of this HPP position seems to satisfy all the ITP teams. A quantitative analysis of the benefits measuring the impact on care time, the amount of over-storage and the compliance indicators of the implantable medical device circuit will be carried out during 1 year, in order to assess the impact of the creation of HPP positions within the PTI.

Author(s)

PATRICIA ORTIZ FERNANDEZ, Alba Maria Martinez Soto, PILAR FERNANDEZ-VILLACAÑAS FERNANDEZ

Why was it done?

1.Reduce the stocks of drugs in the medicine cabinets of the hospitalization units (HU). 2. Adapt scheduled drugs dispensing to those of preparation and administration at the HU. 3. Reduce the number of returns of dispensed drugs, as the main indicator of improved efficiency.

What was done?

Optimize the drug distribution circuits within the hospital, adapting them to the changes produced in the organization to increase the quality and efficiency of the drug use process.

How was it done?

1. Constitute an improvement group (pharmacy service (PS), supervisors oh HU and nursing address.
2. Define and propose stock agreements by the PS
3. Call meetings to review the agreement and circuit of drug dispensing
4. Incorporation of agreements in the corporate program and implementation of the agreed circuit changes.
5. Publish the updated drug distribution circuit
6. Restructuring of medicine cabinets
7. Evaluation of indicators: a) Decrease types and amounts of drugs in HU. b) Decrease in drug returns of drugs to PS

What has been achieved?

A total of 6 meetings have been held, reaching the following agreements:
1. Mantain a reduced stock of drugs in the HU
2. Establishment of the medicine cabinets agreements for the 14 HU.
3. Limitation of request for medication by stock. Ant other request will be made individually for each patient.
4. Circuit changes:
a. Partial modification of the medication dispensing schedule in the unit dose dispensing system
b. Streamlining the comunication system between the pharmacy service and hospitalization units.
c. Dispatch of medication dispensed in patient transfers
d. Establishment of criteria for urgent requests
5. Written dissemination of the changes to all pharmacy and nursing staff

What next?

Quality indicators will be avaluated 6 months after implementation.
We hope to avoid ineficiencias derived from the existencce of double circuits and to optimaze the control and preservation of drugs in the HU
The establishes drugs is not static, modifications are posible.

Author(s)

Elena Bazzoni, Roberto Pane, Claudia Montanari, Giulia Rocca, Camilla Ercoli, Maurice Oriente De Ponzio, Thérèse Gregori, Simonetta Radici

Why was it done?

Piacenza is one of the most hardly hit cities in Italy during the first wave of COVID-19. Due to the severe impact that this pandemic had in the area, hospitals were saturated with patients with respiratory failure. We thus needed to rapidly set strategies that allowed a fast dismissal of patients from the hospital without interrupting their oxygen therapies or avoid their hospitalization in case of mild respiratory failure.

What was done?

Starting from COVID-19 pandemic, our pharmaceutical unit cooperated with medical doctors of the area to allow home-delivery of oxygen therapies and grant continuity between hospital and territory. We thus developed a structured system that allowed fast activation, efficient tracking, prompt variations, and dismissal of patients from oxygen therapies at their house.

How was it done?

Since February 2020, all the oxygen therapy prescriptions from the hospital and the territory converged to the pharmaceutical service. In collaboration with the pneumology unit, we set up a database collecting patient generalities who needed oxygen therapy to grant the proper follow-up during the pandemic. In April 2020 the database was shared also with medical doctors belonging to the newly formed Special Unit for Assistential Continuity (USCA). This team was in charge of visiting patients at their houses. In collaboration with USCA and the IT service, we developed a web-based system that allowed real-time communication between Pharmacy, USCA teams, and some hospital units granting the continuity between hospital and territory.

What has been achieved?

From the beginning of the pandemic, the pharmaceutical unit has handled more than 960 requests of oxygen therapies regarding more than 900 patients. Our database is updated with all of the patients granting the tracking of each one of them as well as the therapies assigned. Our system also allowed USCA to follow patients on the territory reducing the pressure on hospitals. In 2020, indeed, more than 75% of oxygen prescriptions were requested by hospital units while in 2021, 81% of them came from USCA and territorial units.

What next?

Our currents efforts aim to reduce procedural complexity to grant access to pharmacological therapies. This new web-based system represents, indeed, an versatile and key tool to reach our goal. We are currently extending its use to the whole hospital for oxygen therapies independently of the underlying pathologies. This will allow an easy and complete transfer of these therapies on the territory. Moreover, we are implementing the possibility to prescribe drug-based pharmacological therapies in an in-home context.

Why was it done?

Immunoglobulins are currently used both for the indications included in the SmPC and for other indications with different degrees of evidence and priority. Nonspecific immunoglobulins are blood products obtained by fractionation of plasma. During the Covid 19 pandemic there has been a decrease in donations and therefore a decrease in reserves in blood banks, which has generated a general shortage of immunoglobulins.

What was done?

Creation of a multidisciplinary advisory commission for the evaluation and optimization of the use of immunoglobulins in the current situation of shortage.

How was it done?

A multidisciplinary commission was created made up of a pharmacist, a hematologist, and other specialists involved in the immunoglobulin prescription circuit. Chronic treatments with nonspecific immunoglobulins active between April and June 2021 were evaluated, an immunoglobulin use guide was developed prioritizing those indications with grade of evidence Ia, Ib and IIa and urgency of type A or B(solid evidence and absence of alternatives with equal efficacy)for both chronic and acute treatments. In addition, an emergency stock was established for acute pathology

What has been achieved?

After the intervention, the following were included in the guide for the use of immunoglobulins as priority indications: primary immunodeficiencies, Kawasaki disease (Ia, A), Guillain Barré (Ib, B), Multifocal Motor Neuropathy(Ib, A), Chronic Inflammatory Demyelinating Polyneuropathy (CIDP) )(Ia, A), Idiopathic Thrombocytopenic Purpura(ITP)(Ia, A),Secondary immunodeficiencies(Ib, A)with severe or recurrent infections, ineffective antimicrobial treatment, proven failure of specific antibodies and / or serum IgG level <4 gr / l. During the quarter prior to the creation of the commission, 31 patients were treated with immunoglobulins, 77.42% of whom were chronic; the most common indication was secondary immunodeficiency, 41.93%. Total immunoglobulin expenditure in this quarter (from April to June 2021) was 3,075g(mean: 99.2g / patient), with a cost of €15,925.98. While in the following trimester (post intervention)11 patients were treated, 72.73% being chronic, the most common indication was secondary immunodeficiency 36.36%. Total immunoglobulin expenditure in this quarter(from July to September 2021)was 660g (mean: 60g/patient), at a cost of €42,664.05

What next?

Carry out periodic control of active chronic treatments and assessment of the initiation of treatment according to the guidelines established by the Commission