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GRP-008 A Socio Economic Approach to Management (SEAM): An Attractive Tool For Monitoring Change in a Clinical Pharmacy Environment
  1. M Frachette1,
  2. AG Caffin2,
  3. R Haddad2,
  4. A Hay2,
  5. M Slama3,
  6. A Rieutord3
  1. 1Iseor, IAE de Lyon Université Jean Moulin, Lyon, France
  2. 2Hôpital Antoine Béclère, Service Pharmacie, Clamart, France
  3. 3Hôpital Antoine Béclère, Service Cardiologie, Clamart, France

Abstract

Background Organization has become more complex in hospitals. In the context of change, management is particularly critical.

Purpose The aim of our project was to develop and improve clinical pharmacy services between the Pharmacy and the cardiology departments using SEAM.

Materials and Methods Socio Economic Diagnosis (SED) was conducted through semi-directed interviews (SIDs) to identify dysfunctions (Ds) in 2009 (n = 30 SIDs i.e 62 collaborators) prior to the start of the project and in 2012 (n = 23 SIDs i.e 48 collaborators) when the action plan was completed. Ds were classified according to the ISEOR grid*. The action plan was undertaken from 2009 till 2012 as major Ds were identified. Feedback meetings with staff were undertaken after each SED.

Results SED generated 352 verbatim comments in 2009 and 508 in 2012, summarised in 55 and 73 ‘key ideas’. From the SED run in 2009, the action plan included three major projects: ‘Improving the ward drug cabinet supply chain’ to ‘Lower emergency drug requests’, ‘Establishing a skills grid of Pharmacy collaborators’ to ‘Maintaining Pharmaceutical Care standards’, and ‘Optimizing clinical pathway of patients receiving chemo’. SED 2012 showed an improvement in all “Centre for research and expertise in socio-economic management” (ISEOR) items particularly within Work organisation, communication-coordination and strategy development domains. The so called ‘Mirror effect’ meetings to feedback to all professionals (whether they were managers or not) were very fruitful and gave consideration and recognition to the entire staff.

Conclusions SEAM enables hidden costs associated with dysfunction to be re-allocated to activities with much higher professional added value. It is an attractive approach to monitor the time needed to transform our low-quality clinical pharmacy services into a competitive environment of modern and reactive Pharmaceutical Care services.

No conflict of interest.

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