Tanner D J
Am J Hosp Pharm. 1977 May;34(5):486-90.
The economics of a comprehensive pharmaceutical service in a small hospital was evaluated. The pharmacy program includes total unit dose drug distribution, centralized compounding of intravenous admixtures, and clinical involvement. Data were collected for two fiscal years prior to the development of formal pharmaceutical services (FY 72-73 and FY 73-74), the fiscal year during the implementation phase (FY 74-75) and the fiscal year following full development (FY 75-76). The total cost of the pharmaceutical services for FY 75-76 was $5.66 per patient day, a 106% increase over the previous year. The revenue per patient day in FY 75-76 was $7.77, a 72% increase over FY 74-75. Inventory costs decreased during and after implementation of comprehensive pharmaceutical services. The evaluation emphasizes the need for assessing pharmacy programs as an integrated system representative of the service of pharmacy. The need for an equitable method of third party payment for pharmaceutical services is discussed.
对一家小型医院综合药学服务的经济性进行了评估。药学项目包括全单位剂量药品分发、静脉输液集中配制以及临床参与。收集了正式药学服务开展前两个财政年度（1972 - 1973财年和1973 - 1974财年）、实施阶段财政年度（1974 - 1975财年）以及全面发展后的财政年度（1975 - 1976财年）的数据。1975 - 1976财年药学服务的总成本为每位患者每天5.66美元，比上一年增长了106%。1975 - 1976财年每位患者每天的收入为7.77美元，比1974 - 1975财年增长了72%。在综合药学服务实施期间及之后，库存成本有所下降。该评估强调需要将药学项目作为代表药学服务的综合系统进行评估。讨论了对药学服务进行公平的第三方支付方法的必要性。
