Monitoring of pharmacy staffing, workload, and productivity in community hospitals

Gupta, Shiraz R.; Wojtynek, Jeffrey E.; Walton, Surrey M.; Botticelli, Joseph T.; Shields, Karen L.; Quad, Juliana E.; Schumock, Glen T.

doi:10.2146/ajhp060012

Cited by 29 publications

(37 citation statements)

References 6 publications

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“…10 As CPOE programs develop and effi ciency gains increase, the practice of monitoring pharmacy services by way of full-time equivalent per doses dispensed or adjusted patient days, which are common workload measures within health system pharmacy, will fail to capture increases in clinical activity.…”

Section: Discussionmentioning

confidence: 99%

“…These were outlined previously and alluded to in a previous study. 10 The PharmNet system provided data on the number of order actions and order entry/verifi cations performed by the entire pharmacy for each hour of observation to gauge the relative productivity between the CPOE and non-CPOE pharmacies. An order action was defi ned as any action conducted in PharmNet pertaining to pharmacy orders, including order entry/verifi cation, modify, discontinue, delete, hold, renew, or reschedule.…”

Section: Study Design and Data Collectionmentioning

confidence: 99%

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Impact of Computerized Provider Order Entry on Pharmacist Productivity

et al. 2014

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Purpose To examine the impact of computerized provider order entry (CPOE) implementation on average time spent on medication order entry and the number of order actions processed. Methods An observational time and motion study was conducted from March 1 to March 17, 2011. Two similar community hospital pharmacies were compared: one without CPOE implementation and the other with CPOE implementation. Pharmacists in the central pharmacy department of both hospitals were observed in blocks of 1 hour, with 24 hours of observation in each facility. Time spent by pharmacists on distributive, administrative, clinical, and miscellaneous activities associated with order entry were recorded using time and motion instrument documentation. Information on medication order actions and order entry/verifications was obtained using the pharmacy network system. Results The mean ± SD time spent by pharmacists per hour in the CPOE pharmacy was significantly less than the non-CPOE pharmacy for distributive activities (43.37 ± 7.75 vs 48.07 ± 8.61) and significantly greater than the non-CPOE pharmacy for administrative (8.58 ± 5.59 vs 5.72 ± 6.99) and clinical (7.38 ± 4.27 vs 4.22 ± 3.26) activities. The CPOE pharmacy was associated with a significantly higher number of order actions per hour (191.00 ± 82.52 vs 111.63 ± 25.66) and significantly less time spent (in minutes per hour) on order entry and order verification combined (28.30 ± 9.25 vs 36.56 ± 9.14) than the non-CPOE pharmacy. Conclusion The implementation of CPOE facilitated pharmacists to allocate more time to clinical and administrative functions and increased the number of order actions processed per hour, thus enhancing workflow efficiency and productivity of the pharmacy department.

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Section: Discussionmentioning

confidence: 99%

Section: Study Design and Data Collectionmentioning

confidence: 99%

Impact of Computerized Provider Order Entry on Pharmacist Productivity

et al. 2014

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“…[20] The list used by Hatfield et al was refined from categories outlined in a study published by Gupta et al in 2006 after consultation with pharmacy management and clinical pharmacists. [20][21][22] The distributive category was broken down into three sub-categories: order entry, order verification, and other distributive task. The task list used by the Hatfield's study was modified for the present study to capture additional tasks which were observed during the pilot phase of the data collection tool.…”

Section: Methodsmentioning

confidence: 99%

Impact of Computerized Provider Order Entry Systems on hospital staff pharmacist workflow productivity: A three site comparative analysis based on level of CPOE implementation

Lewing

Hatfield

Sansgiry

2017

JHA

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Objective: Computerized Provider Order Entry (CPOE) is a system that enables physicians to send medication orders electronically rather than physically writing out the order. CPOE can reduce handwriting and transcription related medication errors and has been a major implementation goal for health systems. The objective of this study was to quantify and examine differences seen in the workflow of pharmacists at hospitals, with different levels of CPOE implementation. Methods: An observational, prospective time and motion study was conducted among three hospitals within the same health system: one classified as a non-CPOE system, one as short-term CPOE, and one as long-term CPOE. Pharmacists were observed in one-hour blocks, in which a data instrument was used to record 38 different tasks, which were grouped into four activities: clinical, distributive, administrative, and miscellaneous. The distributive category was further divided into three sub-categories. The average time associated with performing activities across the three hospitals was compared by descriptive and comparative analyses using ANOVAs and the post-hoc Tukey's range test. Results: A total of 252 hours were collected and 235 met the inclusion criteria. The significant differences in time spent on task categories among hospitals were as follows: Non-CPOE vs. short-term CPOE vs. long-term CPOE (mean ± SD in min/h) clinical tasks: (6.55 ± 6.40) vs. Conclusions: The presence of a CPOE system could affect pharmacists' workflow and time allotment on different types of pharmacy activities. Further, the time spent on certain activities was associated with the amount of time the CPOE system was implemented.

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“…4,5) Nevertheless, pharmacy departments of leading hospitals in the clinical trialŝ eld should recognize the CTP's work as one of the important areas in hospital pharmacy. IDS's are very individualized tasks according to each study, 6) and managing ID's and preparing ID prescriptions in compliance with their protocols needs more time and eŠort than just dispensing of the general medications. 7) Accordingly, proper sta‹ng is one of the key factors for conducting clinical trials successfully, and the pharmacy manager should consider a systematic support through proper sta‹ng.…”

Section: Work Distributionmentioning

confidence: 99%

Current Status and Future Directions for Clinical Trials Pharmacy

Choi

Lee

et al. 2011

YAKUGAKU ZASSHI

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This survey was conducted to investigate the current status and suggest future directions for clinical trials pharmacy in Korea. A 32-item survey was distributed to 96 hospital pharmacies conducting clinical trials. The questionnaire was designed to elicit information on the following: (1) general clinical trial status of each hospital, (2) Investigational Drug Service (IDS) performance status. The response rate was 59.4％ and 61.8％ of the respondents carried out all the regulatory IDSs. Independent of the IDS's performance, the respondent started to feel the need for reinforcement in human resources when the number of active studies crossed 35. Analyzing the workload based on the subjective need for reinforcement in CTP, the overall CTP work execution rate was signiˆcantly higher in the`needs reinforcement' group (p＜ 0.05), even though this group had a 2.3 times higher workload than that in the`current number of CTPs is adequate' group. The`needs reinforcement' group performed more e‹ciently with a better understanding of IDSs, even though the group was having di‹culties due to the shortage of CTPs. The lower execution rate in the`current number of CTPs is adequate' group can be assumed to be due to the lack of understanding of the scope of IDSs. The work of CTPs should evolve into one of the specialized hospital pharmacists' roles, and a trial institution should designate at least one CTP per 40 protocols. Furthermore, the education for CTPs should be diversiˆed into basic course and advanced course based on the IDS's performance of each hospital.

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Monitoring of pharmacy staffing, workload, and productivity in community hospitals

Abstract: A survey of community hospitals indicated that although most engaged in productivity monitoring, systems for such measurement often failed to capture all relevant clinical workload data.

Cited by 29 publications

References 6 publications

Impact of Computerized Provider Order Entry on Pharmacist Productivity

Impact of Computerized Provider Order Entry on Pharmacist Productivity

Impact of Computerized Provider Order Entry Systems on hospital staff pharmacist workflow productivity: A three site comparative analysis based on level of CPOE implementation

Current Status and Future Directions for Clinical Trials Pharmacy

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