Pharmacist Workforce Research Articles

Hospital Pharmacist Workforce Analysis in Eleven-Year 2006-2016 at Healthcare Institutions in Saudi Arabia

<p style="text-align: justify;"><strong>Objectives:</strong> The workforce of hospital pharmacist is one the elements of pharmacy strategic plan in Saudi Arabia. The purpose of this study is to explore hospital pharmacist&rsquo;s workforce at all healthcare organization in eleven years (2006-2016) in Saudi Arabia. <strong>Methods:</strong> It is a retrospective analysis of hospital pharmacist&rsquo;s workforce at all healthcare organization in the past eleven years in the period of 2006-2016 in Saudi Arabia. The analysis was carried out at nine working sectors; Ministry of Health Hospital, University Hospitals, Armed Forces Hospitals, National Gaud Hospitals, Security Forces hospitals, King Faisal Specialist hospital and research center, Royal Commission for Jubail and Yanbu Hospitals, Aramco Hospitals, and Privates hospitals. The analysis included hospital&rsquo;s distribution numbers, the pharmacist distribution numbers, and gender with nationality distribution across Saudi Arabia. <strong>Result:</strong> The total numbers of hospital were 452 with governments sectors was 311 (69 %) while 141 (31%) of private Hospitals. The average numbers of hospitals were (423.45) with a range number of (384-467), and the total number was (467). The average numbers of hospital pharmacists were (4,405.27) with a range number of (3,315-6,559), and the total number was (6,559). The total gender distribution of all hospital pharmacists included male 2,630.6 (59.72%) and female 1,774.6 (40.28%). The total nationality distribution of all hospital pharmacists was Saudi 2,449 (55.59%) and non-Saudi 1,956.2 (44.41 %(. Of Saudi hospital pharmacists, 1,509.4 (61.64%) was male, and 939.5 (38.36%) was female. <strong>Conclusion:</strong> The number hospitals are tremendously increased over past years with an emphasis on MOH sector while the number of pharmacists not increased accordingly. The numbers of Saudi pharmacists at MOH hospital were more than other sectors while equal gender distributions. Targeting of Saudisitaion at all health sectors with non-MOH institutions is required. <p style="text-align: justify;"><strong>Key words:</strong> Hospital Pharmacist, Workforce, Manpower, Ministry of Health, Saudi Arabia.

Forecasting the Demand of Clinical Pharmacist Workforce in Future Fifteen Years (2016-2030) at all Healthcare institutions in Saudi Arabia

<p style="text-align: justify;"><strong>Objectives:</strong> The workforce of clinical pharmacist is one the elements of pharmacy strategic plan in Saudi Arabia. The purpose of this study is to explore the demand for clinical pharmacist&rsquo;s workforce in fifteen years (2016-2030) at Ministry of Health hospitals and primary care centers, and all Non-Ministry of Health hospitals in Saudi Arabia. <strong>Methods:</strong> It is a prospective analysis of fifteen years (2016-2030) of health care provider hospital and MOH primary care centers projecting demand of clinical pharmacists in the future. All data were derived from Ministry of health statistical Year Books. It included current and future demand for clinical pharmacist workforces at hospitals in Kingdom of Saudi Arabia. The type of hospital included having bed capacity of 50-1500 beds with Adults public hospitals, pediatrics and maternity hospitals, Psychiatric hospitals, Diabetic centers, Cardiology centers, Oncology Centers, Renal Dialysis Centers, and Medical cities. All calculations were based on MOH clinical pharmacist workforce standards of hospitals. The calculations were per each region for a total of twenty-one regions for MOH hospital and primary care centers, the expected number of clinical pharmacist requirement in the coming years 2016-2030 were estimated per each sector across Saudi Arabia. <strong>Result:</strong> The total numbers of hospitals were 466 in the kingdom of Saudi Arabia, 274 (58.8%) Ministry of Health hospitals, 152 (32.6%) private hospitals, and 40 (8.6%) non-MOH governmental hospitals. Over the eleven years, the average number of hospitals were (423.45) with a range number of (384-467), and the total number was (467).The total average demand of clinical pharmacists at MOH hospitals by the year 2030 will be (6,018.96) with range (5,020.20-7,132.26) while the average total demand of clinical pharmacists at MOH primary care centers by the year 2030 will be (2787.55) with range (2,325.00-3,303.16). The total requirement of a clinical pharmacist in all sectors by the year 2030 will be (12,077.88) with range (8,501.28- 12,077.88). <strong>Conclusion:</strong> The MOH hospitals and primary care centers sectors will be with the highest demand for clinical pharmacists in the future. Targeting for more graduated clinical pharmacist from the college of pharmacies, opening new clinical pharmacist jobs, and implementation of new vision of pharmacy practice by 2030 is required in Saudi Arabia. <p style="text-align: justify;"><strong> Key word:</strong> Clinical pharmacist, Workforces, Ministry of health, Saudi arabia.

The Demand of Hospital Pharmacist Workforce in Past Eleven Years (2006-2016) and Forecasting Future Fifteen Years (2016-2030) at all Healthcare Institutions in Saudi Arabia

<strong>Objective:</strong> To explore hospital pharmacist&rsquo;s workforce demand in past eleven years (2006-2016) and forecasting future fifteen years (2016-2030) at all hospitals of healthcare institutions in Saudi Arabia. <strong>Methods:</strong> It is a retrospective analysis of eleven years (2006-2016) of MOH hospital pharmacist workforce. All data were derived from Ministry of Health Statistical Year Books. It included pharmacist or clinical pharmacist&rsquo;s workforces at hospitals in Kingdom of Saudi Arabia. The type of hospital included having bed capacity 50-1500 beds with Adults public hospitals, pediatrics and maternity hospitals, Psychiatric hospitals, Diabetic centers, Cardiology centers, Oncology Centers, Renal Dialysis Centers, and Medical cities. All calculations based on MOH workforce standards of hospitals population increases annually. The calculations done per each region for a total of twenty-one regions, the hospital beds distribution numbers, the ratio of pharmacist per bed, total number of demand pharmacist per each sector, the expected number of pharmacist requirement in the coming years 2016-2030 per each sectors across Saudi Arabia. <strong>Result:</strong> The total number of hospitals were 466 in the kingdom of Saudi Arabia, 274 (58.8%) Ministry of Health hospitals, 152 (32.6%) private hospitals, and 40 (8.6%) non-MOH governmental hospitals. Over the eleven years, the average numbers of hospitals were (423.45) with a range number of (384-467), and the total number was (467). The average numbers of hospital beds were (60,779.55) with a range number of (54,719-70,844), and the total number was (70,844). The average numbers of pharmacists per hospital were (10.31) with a range number of (8.63-14.04). The total average demand hospitals were (7,750.64) with range (7,628.80-7,609.80) with total number demand was (7,609.80) hospital pharmacists. The total demand hospital pharmacists at all sectors by the year 2030 will be (36,645.87) with range (25,794- 36,645.87). <strong>Conclusion:</strong> The highest demand for hospital pharmacists will be at MOH hospital sectors because of the large numbers of hospitals and many serving the population. Revision of hospital pharmacists&rsquo; jobs is mandatory and sharing with private hospitals is the requirement. <strong>Key words:</strong> Hospital pharmacist, Workforces, Manpower, Ministry of health, Saudi Arabia.

Hospital Pharmacist Workforce in Eleven-Year 2006-2016 at Ministry of Health in Saudi Arabia

Objective: The workforce of hospital pharmacist is one the elements of pharmacy strategic plan in Saudi Arabia. The purpose of this study is to explore hospital pharmacist’s workforce in eleven years (2006-2016) at Ministry of Health in Saudi Arabia. Methods: It is a retrospective analysis of eleven years (2006-2016) of MOH hospital pharmacist workforce. All data were derived from Ministry of Health statistical yearbooks. It included pharmacist or clinical pharmacist’s workforces at MOH hospitals. The type of hospital included having bed capacity of 50-1500 beds with Adults public hospitals, pediatrics and maternity hospitals, Psychiatric hospitals, Diabetic centers, Cardiology centers, Oncology Centers, Renal Dialysis Centers, and Medical cities. All calculations were based on MOH workforce standards of hospitals. The calculations were per each region for a total of twenty-one regions; the hospital’s distribution numbers, the pharmacist distribution numbers, the ratio of pharmacist per hospital, the gender distribution of Pharmacist per region, the gender distribution of Saudi pharmacist per each region across Saudi Arabia. Result: The total numbers of hospitals were 276 hospitals, 2,325 primary care centers, and 20 administration regions. The total numbers of pharmacists were 3,520, distributed at hospital 2,760 (78.41 %), at primary care centers 430 (12.2 %) while administration regions 330 (9.37 %). The average numbers of hospitals were (251.36) with a range number of (220-274), and the total number was (274). The average numbers of hospital pharmacists were (1,617.55) with a range number of (636-2760), and the total number was (2760). The total gender distribution of all hospital pharmacists was male 1,077.4 (61.30%) and female 680.1 (38.70%). The total nationality distribution of all hospital pharmacists was Saudi 1342.03 (81.57%) and non-Saudi 303.26 (18.43 %(. Of Saudi primary care center pharmacist 861.05 (64.16%) was male and 480.98 (35.84%) was female. Conclusion: Number hospitals are increased over the past years. Despite the incremental number of hospital but the pharmacists over past years are same. Most of the hospital pharmacists were Saudi with more of half of staff were males. Targeting of the increasing number of Saudi hospital pharmacists through complete Saudisation standard is required. Key words: Hospital pharmacist, Workforce, Manpower, Ministry of health, Saudi arabia.

The Forecasting Demand of Hospital Pharmacist Workforce in Eleven- Year (2006-2016) and future Fifteen-Years (2016-2030) at Ministry of Health in Saudi Arabia

Objective: The workforce of hospital pharmacist is one the elements of pharmacy strategic plan in Saudi Arabia. The purpose of this study is to explore the demand for hospital pharmacist’s workforce in past eleven years (2006-2016) and future fifteen years (2016-2030) at Ministry of Health in Saudi Arabia. Methods: It is a retrospective analysis of eleven years (2006-2016) and projection for fifteen years in the future (2016-2030) of MOH hospital pharmacist workforce. All data derived from Ministry of Health statistical year books. It included demand pharmacist or clinical pharmacist’s workforces at MOH hospitals. The type of hospital included having bed capacity 50-1500 beds with Adults public hospitals, pediatrics and maternity hospitals, Psychiatric hospitals, Diabetic centers, Cardiology centers, Oncology Centers, Renal Dialysis Centers, and Medical cities. All calculations were based on MOH workforce standards of hospitals. All calculations were done using Microsoft Excel version ten. The calculations were per each region for a total of twenty-one regions, the hospital beds distribution numbers, the ratio of pharmacist per bed, total number of demand pharmacist per each sector, the expected number of pharmacist requirement in the coming years 2016- 2030 per each region across Saudi Arabia. Result: The total numbers of hospitals were 276 hospitals, 2,325 primary care centers, and 20 administration regions. The total numbers of pharmacists were 3,520, distributed at hospital 2,760 (78.41 %), at primary care centers 430 (12.2 %) while administration regions 330 (9.37 %). The average numbers of hospital beds were (35,940) with a range number of (31,877-41,835), and the total number was (41,835). The average numbers of pharmacists per hospital were (6.28) with a range number of (2.89-10.07). The average numbers of beds were (35,940) with a range number of (31,877- 41,835), and the total number was (41,835). The average numbers of pharmacist per bed (0.071) with a range number of (0.020-0.062). The total average demand hospitals were (5,662.98) with range (5739.40- 5607.00) with total number demand was (5607.00) hospital pharmacist. The total demand pharmacists for primary care centers by year 2030 will be (11,887.11) with range (8,367.00- 11,887.11). Conclusion: The total number of hospital pharmacists is indigent at MOH hospitals and not meet excepted recruitment standard. Targeting of the increasing number of hospital pharmacists through opening new jobs at MOH hospitals with complete pharmacist Saudisation is required. Key words: Hospital Pharmacist, Workforce, Manpower, Ministry of Health, Saudi Arabia.

Primary Care Centers Pharmacist Workforce Demand in Eleven Years (2006-2016), and Forecasting in Fifteen Years (2016-2030) at Ministry of Health in Saudi Arabia

<p style="text-align: justify;"><strong>Objective:</strong> The aim of this study is to explore primary care centers pharmacist workforce demand in eleven years (2006-2016) and projection of primary care center pharmacists demand for coming fifteen years (2016-2030) at Ministry of Health in Saudi Arabia. <strong>Methods:</strong> It is a retrospective analysis of eleven years (2006-2016) of MOH primary healthcare center (PCC) pharmacist&rsquo;s workforce demand and projection of primary care center pharmacist&rsquo;s demand for coming fifteen years (2016-2030) at Ministry of Health in Saudi Arabia. All data were derived from Ministry of Health Statistical Year Books over the past eleven years and Ministry of Health (MOH) standard. It included demand pharmacists or clinical pharmacists&rsquo; workforces at MOH primary healthcare centers. All calculations were based on Ministry of Health workforce standards of primary healthcare center. The calculations were per each region for a total of twenty-one regions, the primary health care center distribution numbers, the ratio of pharmacist per PCC, total number of demand pharmacist per each PCC, the expected number of pharmacist requirement in the coming years 2016-2030, primary healthcare center Pharmacist per each region across Saudi Arabia. <strong>Results:</strong> The total numbers of hospitals were 276 hospitals, 2,325 primary care centers, and 20 administration regions. The total numbers of pharmacists were 3,520 distributed at hospital 2,760 (78.41 %), at primary care centers 430 (12.2 %) while administration regions 330 (9.37 %). The average number of pharmacist per each primary care center pharmacist was (0.077) with a range number of (0.035-0.195). The total average demand primary care center pharmacists were (10,617.18) with range (9,586-11,401) with total number demand was (11,401) primary care center pharmacist. The total demand pharmacists for primary care centers by the year 2030 will be (16,515.79) with range (11,625.00- 16,515.79). <strong>Conclusion:</strong> Over past several years, there was very high demand of primary care pharmacist in Saudi Arabia. There is a high number of pharmacist jobs in the future. Targeting of implementation of Saudi Vision 2030 including pharmacy new vision are highly recommended in Kingdom of Saudi Arabia. <p style="text-align: justify;"><strong>Key words:</strong> Parenteral nutrition, Pharmaceutical care, Ministry of health, Saudi arabia.

Adherence to Oral Anticancer Medications: Evolving Interprofessional Roles and Pharmacist Workforce Considerations.

Interprofessional care is exhibited in outpatient oncology practices where practitioners from a myriad of specialties (e.g., oncology, nursing, pharmacy, health informatics and others) work collectively with patients to enhance therapeutic outcomes and minimize adverse effects. Historically, most ambulatory-based anticancer medication therapies have been administrated in infusion clinics or physician offices. Oral anticancer medications (OAMs) have become increasingly prevalent and preferred by patients for use in residential or other non-clinic settings. Self-administration of OAMs represents a significant shift in the management of cancer care and role responsibilities for patients and clinicians. While patients have a greater sense of empowerment and convenience when taking OAMs, adherence is a greater challenge than with intravenous therapies. This paper proposes use of a qualitative systems evaluation, based on theoretical frameworks for interdisciplinary team collaboration and systems science, to examine the social interactionism involved with the use of intravenous anticancer treatments and OAMs (as treatment technologies) by describing patient, organizational, and social systems considerations in communication, care, control, and context (i.e., Kaplan’s 4Cs). This conceptualization can help the healthcare system prepare for substantial workforce changes in cancer management, including increased utilization of oncology pharmacists.

Pharmacists’ perceptions of career opportunities in Australia

AbstractBackgroundAnecdotal reports of an oversupply of pharmacy graduates are a growing concern for Australian pharmacists. However, limited data exists regarding pharmacists’ employment experiences and perceptions of current career opportunities in Australia.AimTo understand Australian pharmacists’ and pharmacy interns’ employment experiences by exploring their satisfaction and perspectives on current employment opportunities.MethodAn electronic survey was distributed to pharmacists and pharmacy interns across Australia between March and June 2016. National professional organisations for pharmacists assisted with the distribution of the survey. Follow‐up interviews were conducted to further explore survey findings.ResultsA total of 306 individuals completed the survey (83% pharmacists; 17% interns). The majority of pharmacists and interns reported high satisfaction with current employment and professional practice opportunities; however, there is a misalignment between their rated satisfaction and their perspectives on future employment prospects. Key themes that emerged included personal networks for employment, salary and location, and concerns for the future of the profession. The results suggested a confused workforce that are glad to have jobs, but not confident that they could move to other positions if required, or further, that there will be even fewer jobs available in the future.ConclusionThis study provided valuable insight to the Australian Pharmacist workforce, by improving our understanding of pharmacists’ employment experiences and perspectives. Further exploration of themes identified in this study is required to better inform the future of pharmacy professional practice and employment.

An analysis of the global pharmacy workforce capacity trends from 2006 to 2012

BackgroundHuman resources for health are at a critical low. The World Health Organization estimates that the current shortage of health workers, including pharmacists, is in excess of 7.2 million worldwide and that, by 2035, the shortage will reach 12.9 million. Pharmacists, in particular, are lacking in the workforce in many countries. The International Pharmaceutical Federation (FIP) and academic partners have conducted periodic global pharmacy workforce surveys in 2006, 2009 and 2012 which have monitored and reported on the status of the pharmacy workforce at the country and territory levels. This current analysis is a synthesis of workforce capacity data from these date points to provide an overview of the global trends and changes to pharmacy workforce capacity over this time period.MethodsThe methodology proceeded with accessing workforce capacity data collated in 2006, 2009 and 2012 held on file at the FIP Collaborating Centre. This data had previously been validated and made available to WHO Human Resources for Health. The data focused (due to limitations from 2006 databank) on pharmacist workforce capacity. Countries and territories were identified that had data available across at least two of the three time points (2006, 2009 and 2012). Missing time-point data for some countries (data gaps) were subject, where possible, to literature and online data searching to capture possible missing data. Country-level capacity data were plotted against time to identify trends coupled with comparative analysis of the trends.ResultsThe countries and territories identified as having valid data for each of the time points 2006, 2009 and 2012 were present in all WHO regions, with Europe having the most countries with data available and South East Asia the fewest.All WHO regions have experienced an increase in the density of pharmacists (measured as number of pharmacists per 10 000 population) over the period 2006–2012. However, some countries show a reduction in the density of pharmacists. African countries show large relative increases in acceleration of capacity building but remain significantly behind in terms of absolute capacity per capita. South East Asian and Middle Eastern countries also show large proportional changes in pharmacist workforce.ConclusionThe global trend is an increase in workforce across all nations and regions, and this is a move in the right direction towards improved access to, and availability of, pharmaceutical expertise. However, there is still much to be done, with some regions and low-income countries still displaying a disproportionately low number of pharmacists on small overall capacity for delivering pharmacy services.

A theoretical framework for the interpretation of pharmacist workforce studies throughout the world: The labor supply curve.

Despite geographic, financial, and cultural diversity, publications dealing with the pharmacist workforce throughout the world share common concerns and focus on similar topics. Their findings are presented in the literature in a seemingly unrelated way even though they are connected to one another as parts of a comprehensive theoretical structure. The purpose of this paper is to develop a theoretical model that relates some of the most salient topics addressed in the international literature on pharmacist workforce. The model is developed along two fundamental ideas. The first identifies the shape and location of the pharmacist's labor supply curve as the driving force behind all workforce decisions undertaken by pharmacists; the second argues that gender and age differences are two of the most important factors determining the shape and location of this supply curve. The paper then discusses movements along the curve attributed to changes in the wage rate, as well as displacements of the curve attributed to disparities in personal characteristics, investments in human capital, job-related preferences, opinions and perceptions, and institutional rigidities. The focus is on the individual pharmacist, not on groups of pharmacists or the profession as a whole. Works in multiple countries that address each topic are identified. Understanding these considerations is critical as employers' failure to accommodate pharmacists' preferences for work and leisure are associated with negative consequences not only for them but also for the healthcare system as a whole. Possible consequences include excessive job turnover, absenteeism, decreased institutional commitment, and lower quality of work.

Pharmacy Workload and Workforce Requirements at MOH Hospitals during Ten years Mass Gathering Hajj (2006-2015) in Makkah Region, Saudi Arabia

Purpose: To explore the pharmaceutical care services workload analysis and human resources requirements at Ministry of Health Hospitals during mass gathering Hajj ten years (2006-2015), Saudi Arabia. Methods: It is a retrospective of ten years (2006-2015) of hospital pharmacies workload during mass gathering Hajj period. The duration of workload collection was 15 days. The pharmacists provide pharmaceutical to all patients either Pilgrim or not Pilgrim at Makkah region. It included Mona holy places hospitals; Arafa holy places hospitals, and Makkah city. The workforce requirements calculated based on MOH workforce standards per bed and the workload drives as central pharmacy services, patient specific pharmacy activities, and general administration specific pharmacy activities. Results: The total number of Pilgrims (1,952,817- 3,161,573) with average of (2,445,208). The total number of prescriptions (99,886-257,545) with average (180,120), it represented (5.11-12.07%) with average (7.86%) of all pilgrims. The average number of pharmacist needed (9.49 FTE) for inpatient services per hospital, (48.85 FTE) for Emergency services per hospital, and (21.85 FTE) for Ambulatory care services per hospital. The average number of pharmacist based on Ministry of Health standards calculation per hospital was (37.1 FTE), while the mean number pharmacist needed to base on workload for all services was (80.19 FTE) per hospital. It is (2.16 fold) more incremental than MOH pharmacist workforce standards per bed. There were not any central pharmacy activities, and clinical pharmacy services or administrative pharmacy activities. Conclusion: The Workload analysis of pharmaceutical care services as a part of TQM indicators during mass gathering Hajj. Clinical pharmacy activities missed with emphasis on patient-specific clinical pharmacy. There is a high demand for pharmacists’ workforce during mass gathering Hajj period in Makkah Region, Saudi Arabia. Key word: Pharmacy, Workload, Workforces, Mass Gathering, Hajj, Makkah, Ministry of Health, Saudi Arabia.

Pharmaceutical Care Workload and Human Resources Requirements at MOH Primary Health Care Center Over Nine years Mass Gathering Hajj (2006-2014) in Al-Medina Region, Saudi Arabia

Purpose: To explore the pharmacy services workload analysis and workforce requirements at Ministry of Health Primary care center during mass gathering Hajj nine years (2006-2014) in Al-Medina Region, Saudi Arabia. Methods: It is a retrospective analysis of nine years (2006-2014) of primary care center pharmacies workload during mass gathering Hajj period. The duration of workload collection was 15-30 days. The pharmacist and pharmacy technicians provide pharmaceutical to all patients either Pilgrim or not Pilgrim at Al-Medina region. The workforce requirements calculated based on MOH workforce standards per primary care centers (PCC), the workload drives as central pharmacy services, patient specific pharmacy activities, and general administration specific pharmacy activities. Results: The total number of Pilgrims (1,952,817-3,161,573) with average (2,445,208) and with an average of (210,765.91) pilgrims visited each primary care center. The average number of pharmacist needed based on MOH standard was (66.67 FTE), while the mean number pharmacist required based on workload was (1,183.99 FTE). It is (17.76 fold) more incremental than MOH pharmacist workforce standards. Conclusion: The pharmacy workload analysis reflects the real demand of pharmacist during mass gathering Hajj period in Al-Medina Region. Targeting to update the MOH standards of primary care center pharmacy workforces during mass gathering Hajj time is required in Al-Madina region in Saudi Arabia. Key word: Pharmaceutical Care, Workload, Workforces, Primary Care Center, Mass Gathering, Hajj, Al-Medina, Ministry Of Health, Saudi Arabia.

The use of portfolio to support competency-based professional development of pharmacists in a Singapore tertiary hospital.

This article was migrated. The article was marked as recommended. Competency frameworks is implemented to support continuing professional development in an academic medical centre, with the aims of establishing and retaining a competent pharmacist workforce; and is described using Kotter's change management framework. The desire to provide a clear developmental route with defined criteria to identify and bridge competency gaps through systematic training of our pharmacists and meeting JCI requirements for documented continued competence gave impetus to the establishment of the General and Advanced Level Frameworks. To aid implementation, a series of roadshows were organized to communicate the vision to pharmacists and experts from the UK were invited to share experience and to "train-the-trainers". Clinical groups were set up to provide learning platforms for the advanced pharmacist practitioners to coach the pharmacists. Competency assessment was conducted biyearly using workplace based assessment tools. Formative feedback was provided post-assessment and learning objectives and training plan for the next assessment cycle would be discussed. The implementation of competency frameworks provides an opportunity for pharmacists to identify competency gaps and plan their training and development to achieve higher standards of practice. The portfolio and competency-based developmental frameworks enable systematic approach to evaluate and facilitate performance management.

Integrating Clinical Advisory Pharmacists in the Health Care Home

Introduction: Internationally governments have promoted general practices and community pharmacy working together more closely. Despite examples of co-location, this has not been particularly successful for a number of reasons, including issues of territoriality. There is growing interest in clinical pharmacists working in, and for, general practices.Practice change: This is a change in the model of service delivery with the clinical pharmacist working within the multidisciplinary team of a health care home, and independent of a community pharmacy. This paper explores the changes occurring in the UK and Australia, and presents information of the roles and activities of the fledging clinical advisory pharmacist workforce in New Zealand. It includes the roles of prescribing pharmacists in primary care, using a collaborative prescribing model.A survey of these pharmacists provides information on their roles and contributions to patient care, and creates opportunities for other health care homes to incorporate this resource into their practice.Aim and theory of change: The aim of this change is to allow clinical advisory pharmacists, who by definition have postgraduate qualifications, to work to top-of-scope though working in the health care home, helping to reduce drug-related morbidity and mortality and therefore helping optimise medicines-related health outcomes.The theory of change incorporates the concepts of the power / process and medical dominance models. This requires exposure to the new service, but additionally it has required recognition that the independent clinical advisory pharmacists have a different set of knowledge and skills.Targeted populations and stakeholders: Most of the clinical advisory pharmacists in New Zealand are working in practices with vulnerable populations to improve access to optimal pharmacotherapy. This has been expanding, particularly over the last three years.Highlights: The highlight of this service is the expansion and growing workforce with acceptance of the role of clinical advisory pharmacists within a health care home team and utilising their skills to improve person and whanau care. Evaluations of the different services has shown beneficial outcomes.Sustainability, transferability: With the changing workforce and increasing multidisciplinary teams in health care homes, this model of clinical pharmacist service delivery is very transferable, although requires a transfer of funding and investment for five years to establish it fully and achieve a critical mass.Conclusions: Independent clinical advisory and prescribing pharmacists are a viable way of integrating services into the health care home. We can learn from international evidence, but also the growing evidence in New Zealand.Lessons learnt:The clinical advisory and prescribing pharmacists bring a different skill set and focus into the health care home, but exposure is required to help understand the benefits achieved.

RETRACTED: Beyond the PGY-1 community pharmacy residency: Characterizing career pathways of residency graduates

To characterize positions obtained upon graduation from Community Pharmacy Residency Programs (CPRPs). Descriptive nonexperimental study; online cross-sectional survey. United States, February to April2016. One hundred thirty-three community pharmacy residency program alumni. CPRP alumni identified by past program directors were surveyed using 3 contact attempts. Descriptive measures of demographics and information regarding post-CPRP employment including sex, region, degree status, number of positions offered, and further specialization were determined. Skills developed during CPRPs, such as research, teaching, management, advocacy, and clinical service provision during employment, were reported. E-mails were sent to 216 potential participants, and 133 useable survey responses were gathered from CPRP alumni. When asked how many positions were offered upon residency graduation, 57% were offered 2 positions and 26% were offered 3 positions. Of those employed, 50% of respondents indicated employment at the practice site at which they completed their CPRP. The amount of time spent on traditional dispensing decreased from the initial post-residency position to the current position. The time CPRP graduates spent in roles involving research, management, and advocacy activities in their current position was increased. Graduates of CPRPs spend approximately 34% of their time dispensing, which is less than the national average reported by the National Pharmacist Workforce Survey. A contributing factor to the expansion of CPRPs largely depends on the ability of employment opportunities that embrace the value this unique skill set brings. CPRPs foster clinical innovation and leadership in the community setting, thus creating additional opportunities for pharmacists to demonstrate their value to the health care system.

Exploring pharmacists' perceived job alternatives: Results from the 2014 National Pharmacist Workforce Survey

ObjectiveTo examine the association between pharmacists' demographics, practice variables, worklife attitudes (e.g., work environment stress, control in the work environment, professional commitment, work-home conflict, and organizational commitment), and their perceived job alternatives. DesignCross-sectional descriptive study. SettingA representative nationwide sample of licensed pharmacists in the United States, 2014. ParticipantsA total of 1574 practicing pharmacists. Main outcome measuresA previously validated Likert-type scale was used to measure perceived job alternatives. Pharmacists reported their perception on how easy it would be to find a better job with the use of 17 common organizational characteristics. The higher the score, the easier they perceived it would be to find a new job. ResultsThe perceived job alternatives scale manifested 4 constructs: environmental conditions, professional opportunities, compensation, and coworkers. Multivariate regression analysis showed that organizational commitment was the most influential worklife attitude and was negatively associated with all constructs except better compensation. The higher professional commitment and environmental stress, the easier pharmacists perceive it would be to find a new job with better environmental conditions, such as better professional treatment by management. Younger pharmacists indicated higher perceived levels of ease in finding a job with better environmental conditions and professional opportunities. Male pharmacists also reported a higher perceived level of ease in finding an alternate job with better professional opportunities. White pharmacists perceived it would be easier to find a new job with better environmental aspects and compensation. No statistical significance was observed in perceived job alternatives among pharmacists practicing in different primary work settings after adjusting for other variables. ConclusionDemographics and worklife attitudes were found to affect perceived availability of job alternatives. Organizational commitment was the most important factor inversely associated with pharmacists' perceptions of better job alternatives. Employers may retain pharmacists by constantly maintaining pharmacists' sense of belonging to their organizations.

PHP145 - Pharmacists Manpower Analysis In Years 2006-2014 At Minstery Of Health In Saudi Arabia

The workforce of the pharmacist is one the elements of pharmacy strategic plan in Saudi Arabia. The aim of the study to explore pharmacist manpower in nine years (2006-2014) at all Ministry of Health sectors in Saudi Arabia It is a retrospective analysis of pharmacist workforce in the past nine years in the period of 2006-2014. The analysis was including public hospitals, pediatrics and maternity hospitals, Psychiatric hospitals, Medical cities. In addition; all primary care centers, and all Ministry of Health Administrations at twenty regions. The analysis included the number of pharmacist per center, the number of pharmacist per hospital, number of the pharmacist of the population, and gender with nationality distribution. The total number of hospitals was 270 hospitals, 2,281 primary care centers, and 20 administration regions. The total number of pharmacist 2,914 distributed at hospital 2,206 (75.7 %), at primary care centers 326 (11.18 %) while administration regions 382 (13.1 %). The gender distribution of all MOH sectors 1894 (65 %) was male and female 1020 (35 %). The total number of pharmacist per 10,000 populations was (1.21). The total number of pharmacist per hospital was (8.17), and a total number of pharmacists per each primary care center was (0.143). The high demand of hospital pharmacist was in Hail city (4.42 pharmacist per hospital), followed by Haferalbatin city (4.57 pharmacist per hospital) and Aljouf city (4.75 pharmacists per hospital). The high demand of primary care center was in Aljouf city and Alqurayat city (0.027 pharmacists per center) followed by Hail city (0.047 pharmacists per center) There are very high demand and a shortage of hospital and primary care center pharmacist at Ministry of Health in Saudi Arabia. Pharmacy human resources plan should implement, and necessary updating of pharmacist recruitment standards for hospital and primary care centers

Erratum

Previous article FreeErratumOriginal articleA Most Egalitarian Profession: Pharmacy and the Evolution of a Family-Friendly OccupationPDFPDF PLUSFull Text Add to favoritesDownload CitationTrack CitationsPermissionsReprints Share onFacebookTwitterLinked InRedditEmailQR Code SectionsMoreThe axes labels for panels A and B of figure 4 on page 723 of the July 2016 (vol. 34, no. 3) paper by Claudia Goldin and Lawrence F. Katz, “A Most Egalitarian Profession: Pharmacy and the Evolution of a Family-Friendly Occupation,” were inadvertently reversed.A correct version of figure 4 appears below (on the next page). The only changes made are reversing the labels “Age” (from the vertical to the horizontal axis) and “Hours of work in all jobs” (from the horizontal to the vertical axis) in panels A and B. No change is needed in panel C, which is correct.Fig. 4. Hours of work and part-time employment for male and female pharmacists. Source: Pharmacist Workforce Surveys. See appendix A. Note: Figure A and the “all” lines for figure B are for all years (2000, 2004, and 2009). Figure B, “females with children,” and figure C are only for the years 2000 and 2004 because of the different reporting of children in 2009. All figures refer to currently employed individuals with active pharmacy licenses and positions as pharmacists. Total hours include those on the primary pharmacy job, overtime on the primary job, and hours in secondary and other pharmacy positions. Part-time is defined as working fewer than 35 hours in all employments.View Large ImageDownload PowerPoint Previous article DetailsFiguresReferencesCited by Journal of Labor Economics Volume 34, Number 4October 2016 Published for the Society of Labor Economists, Economics Research Center/ NORC Article DOIhttps://doi.org/10.1086/688621 © 2016 by The University of Chicago. All rights reserved.PDF download Crossref reports no articles citing this article.Related articlesA Most Egalitarian Profession: Pharmacy and the Evolution of a Family-Friendly Occupation11 Apr 2016Journal of Labor Economics

Identification of major factors in Australian primary care pharmacists' practice environment that have a bearing on the implementation of professional models of practice.

Objective The aim of the present study was to describe an environmental framework for pharmacists in primary care in Australia and determine the major factors within that environment that have the greatest bearing on their capacity to implement patient-focused models of professional practice. Methods A draft framework for pharmacists' practice was developed by allocating structures, systems and related factors known to the researchers or identified from the literature as existing within pharmacists' internal, operational and external environments to one of five domains: Social, Technological, Economic, Environmental or Political [STEEP]. Focus groups of pharmacists used an adapted nominal group technique to assess the draft and add factors where necessary. Where applicable, factors were consolidated into groups to establish a revised framework. The three major factors or groups in each domain were identified. The results were compared with the enabling factors described in the profession's vision statement. Results Seventy-eight individual factors were ultimately identified, with 86% able to be grouped. The three dominant groups in each of the five domains that had a bearing on the implementation of professional models of practice were as follows: (1) Social: the education of pharmacists, their beliefs and the capacity of the pharmacist workforce; (2) Technological: current and future practice models, technology and workplace structures; (3) Economic: funding of services, the viability of practice and operation of the Pharmaceutical Benefits Scheme; (4) Environmental: attitudes and expectations of stakeholders, including consumers, health system reform and external competition; and (5) Political: regulation of practice, representation of the profession and policies affecting practice. Conclusions The three dominant groups of factors in each of the five STEEP environmental domains, which have a bearing on pharmacists' capacity to implement patient-focused models of practice, correlate well with the enabling factors identified in the profession's vision statement, with the addition of three factors in the Environmental domain of stakeholder attitudes, health system reform and external competition. What is known about the topic? The extensive range of patient-focused professional programs developed for application by pharmacists in primary care in Australia has yet to be widely implemented. What does this paper add? Factors both within and beyond the pharmacists' immediate practice environment that have a bearing on the uptake of professional programs have been identified and prioritised using a structured thematic approach. What are the implications for practitioners? The results demonstrate the need for a multifactorial approach to the implementation of professional models of practice in this setting.

Trends in pharmacist participation in the workforce, 2009 to 2014

ObjectivesTo examine changes from 2009 to 2014 in variables related to whether, how much, and where licensed pharmacists worked as pharmacists. Comparisons were made separately for men and women pharmacists. DesignData were obtained from 2 cross-sectional, descriptive surveys of licensed pharmacists and represented 1394 pharmacists in 2009 and 2446 pharmacists in 2014. The useable response rates to the surveys were 52.3% and 48.2%, respectively. SettingUnited States. Main outcome measuresWe examined the work status, the work setting, work position, and age distribution of actively practicing pharmacists. We studied the proportion of pharmacists working part-time overall and by age group and determined full-time equivalents (FTEs) by age group. ResultsFrom 2009 to 2014, the proportion of licensed pharmacists that reported actively practicing pharmacy decreased for both men and women pharmacists. A significantly larger proportion of men pharmacists reported being retired in 2014 compared with 2009. In 2014, women represented a majority of actively practicing pharmacists and pharmacists in management positions. The proportion of actively practicing women pharmacists that worked part-time decreased from 2009 to 2014, and the FTE contribution of women pharmacists was approximately equal to men pharmacists in 2014. The proportion of pharmacists working in community practice settings decreased from 2009 to 2014. ConclusionThe period 2009 to 2014 appears to have been a time of great change in the pharmacist workforce and for work participation by pharmacists, reinforcing the need to continue to monitor changes that affect work participation by pharmacists.