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Workforce and Service Delivery Analysis across New Zealand Hospital Pharmacy Departments
Author(s) -
Plant Elizabeth A,
Norris Pauline T,
Tordoff June M
Publication year - 2006
Publication title -
journal of pharmacy practice and research
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.222
H-Index - 22
eISSN - 2055-2335
pISSN - 1445-937X
DOI - 10.1002/j.2055-2335.2006.tb00628.x
Subject(s) - staffing , workforce , medicine , pharmacist , pharmacy , service delivery framework , nursing , family medicine , service (business) , medical emergency , business , marketing , economics , economic growth
Background There is a lack of baseline data about the workforce, and services provided by hospital pharmacists in New Zealand. Aim To determine the composition of the hospital pharmacy workforce in New Zealand and the level of service provided Method A questionnaire was sent to chief pharmacists at all 30 public hospitals employing a pharmacist in November 2001, and repeated in November 2003. Data were requested on staff numbers, vacancies, staff experience, training, validation, and pharmacy services provided. Results were analysed for all hospitals, and within groups. Results 25 hospitals (83%) responded in both years. Hospitals varied widely in their funded and actual staffing levels and in the services delivered. Services (drug distribution, ward pharmacy, patient counselling, drug information, formulary and treatment guideline development) were provided to a greater extent and with more favourable staffing levels in the large hospitals. The median number of beds per full‐time equivalent pharmacist was 50 but the variation across the hospitals was considerable with a range of 30 to 394 beds/full‐time equivalent pharmacist in 2003. Overall, pharmacist vacancy rate of 24% in 2001 had decreased to 15% by 2003. Conclusion This study demonstrated a wide variation in workforce and service delivery within and across hospitals, with the differences not necessarily relating to hospital size or type. Staff vacancies appeared high and recruitment and retention were considered key workforce issues.