Spooner S H, Britton M E, Erskine L M, Verschoor B A, Williams P A
St. Luke's Regional Medical Center, Sioux City, IA.
J Pharm Technol. 1991 May-Jun;7(3):93-9. doi: 10.1177/875512259100700305.
The process used in preparing this administrative report provided the means of documenting departmental support of technician task expansion, cost benefits, increased availability of professional time, and the need for a dynamic department. Some of the benefits to St. Luke's Regional Medical Center and its Pharmacy Department were an increase in technician job satisfaction, improved quality of patient care attributable to the increased scope of pharmacy service, and up to 8554 hours per year of professional time available for more clinically oriented responsibilities. If technician turnover were decreased by half, technician pricing errors eliminated, and technicians assumed the identified technical tasks, potential monetary benefits could be as much as +116,900 per year. The departmental cost of implementing these recommendations would be an additional 4.16 technician FTEs, and the professional time for training, supervising, and coordinating technicians and functions. These recommendations were well received by pharmacy administration, and the committee was asked to develop a list of priorities and an implementation plan for administrative approval.
编写这份行政报告所采用的流程提供了一种手段，用于记录部门对技术人员任务扩展、成本效益、专业时间可用性增加以及动态部门需求的支持。对圣卢克地区医疗中心及其药房部门的一些好处包括技术人员工作满意度提高、由于药房服务范围扩大而改善了患者护理质量，以及每年有多达8554小时的专业时间可用于承担更多以临床为导向的职责。如果技术人员流动率降低一半，消除技术人员定价错误，并且技术人员承担已确定的技术任务，潜在的货币收益每年可能高达116,900美元。实施这些建议的部门成本将是额外增加4.16个技术人员全时当量，以及用于培训、监督和协调技术人员及职能的专业时间。这些建议受到了药房管理层的好评，委员会被要求制定一份优先事项清单和一份实施计划以供行政批准。
