医院药学管理者管理能力测评量表的编制及信效度检验

目的：编制医院药学管理者管理能力测评量表,并检验其信效度,为医院药学管理者管理能力评价提供测评工具。方法：应用德尔菲法对医院药学管理者应具备的管理能力进行三轮函询,并确定各指标权重值;编制医院药学管理者管理能力问卷,对318名医院药学管理者和药师进行调查以检验其信效度。结果：参与函询的专家积极性较高,专家的权威系数为0.85,三轮函询后专家意见协调系数为0.39~0.55,医院药学管理者应具备的管理能力包括管理知识、管理技能、领导力和职业态度4个一级指标（权重值分别为0.200 9,0.246 3,0.206 3,0.346 5）,12个二级指标,58个三级指标,管理能力问卷的内在一致性信度Cronbach’s α系数为0.989,内容效度和结构效度均可靠。结论：编制的医院药学管理者管理能力测评量表具有良好的信效度,可为医院药学管理者的选拔、培训及考核提供理论依据。     

基于德尔菲法和层次分析法构建医院药师工作满意度量表

目的： 构建医院药师工作满意度量表。方法： 采用文献分析及德尔菲（Delphi）专家函询法相结合,建立医院药师工作满意度指标体系,构建量表,并运用层次分析法确定各级指标的权重。结果： 专家权威系数为0.844,专家的权威程度较高,熟悉程度为0.783,判断系数为0.904,各级指标的肯德尔协调系数分别为0.194~0.300,卡方检验P值均小于0.01,均具有统计学意义,说明专家咨询的协调系数较好。经过四轮函询后,构建了医院药师工作满意度量表,包括7个一级指标,35个二级指标。结论： 采用德尔菲法和层次分析法构建的医院药师工作满意度量表具有较高的权威性和科学性,为调查医院药师工作满意度提供了科学有效的工具。     

基于德尔菲法和层次分析法构建医院药师人文关怀需求的指标体系

目的：构建医院药师人文关怀需求的指标体系,提升药师的幸福感,促使药师为全民健康做出更大的贡献。方法：基于Watson关怀理论,采用文献分析法和德尔菲法,构建医院药师人文关怀需求指标体系,利用层次分析法计算各指标权重,采用调查问卷法进行信度和效度分析。结果：本研究遴选药学专家25名,专家的平均年龄为（36.7±5.51）岁,专家的工作年限为（11.9±7.24）年。专家函询的熟悉程度为0.763,判断系数为0.926,权威系数为0.845。各级指标的肯德尔协调系数均在0.305~0.587之间,χ²检验P值均小于0.05,具有统计学意义,说明专家咨询的协调系数较好;经过两轮专家函询后,最终确定了医院药师人文关怀需求的指标体系,包括一级指标6个,二级指标31个,且具有良好的信效度。结论：所构建的医院药师人文关怀需求的指标体系具有较高的权威性和科学性,为医疗机构和社会群体进一步加强药师的人文关怀,完善药师发展路径,创造温馨关爱的执业环境提供参考依据。     

应用德尔菲法评估营养支持药学监护模式的指标体系

目的:应用德尔菲法评估营养支持疗法的药学监护模式指标。方法:通过查阅国内外文献,结合该专业临床药师工作实践,初步形成营养支持疗法药学监护模式。采用德尔菲法的专家函询方式进行研究,从而完善该模式的指标体系。结果:两轮专家函询积极系数分别为65%和100%;权威程度分别为0.731和0.789;肯德尔协调系数分别是0.279和0.198。最终形成5个一级指标,12个二级指标,38个三级指标的营养支持疗法药学监护模式。结论:评估后的营养支持疗法药学监护模式设计指标科学、合理,有效地为临床营养药师开展规范化实践工作提供了依据。     

基于德尔菲法构建中药注射剂上市后再评价指标体系

目的： 拟建立中药注射剂上市后再评价指标体系,完善中药注射剂上市后再评价的基本框架,为推动中药上市后再评价工作提供参考依据。方法： 应用德尔菲法,选择与中药注射剂上市后再评价研究相关的来自政府机构、医院、企业、学校及科研机构等行业的专家共40名,进行2轮调查,对上市后再评价指标进行筛选。结果： 经两轮调查后专家权威系数平均值为0.87;回收率分别为87.5%、84.3%,表明专家的积极程度较高;一级指标专家协调系数为0.615（P<0.01）,二级指标专家协调系数为0.293（P<0.01）,表明专家意见对总体指标评价的协调性较好;最终建立8项一级指标,35项二级指标的评价指标体系。结论： 所选专家代表性强、权威性高,对指标体系的意见一致性较好,故综合应用德尔菲法是构建中药注射剂上市后再评价指标体系的有效方法,可靠性高,具有一定的推广应用价值。     

基于德尔菲法构建我国临床药师知识体系标准

目的：建立临床药师知识体系标准，为临床药师的培养和评估提供依据。方法：通过文献查阅，梳理出若干一级指标和二级指标；依据按Likert5级评分法设计咨询问卷；运用德尔菲法对35名专家进行两轮问卷咨询。结果：建立了包含5个一级指标，33个二级指标的临床药师知识体系标准。两轮咨询中，专家咨询积极系数分别为100%和92.9%，专家权威系数分别为0.904 3和0.907 7，专家协调系数分别为0.268和0.565。结论：专业核心知识是临床药师最应具备的知识，是临床药师培养的重中之重；临床药师的知识结构要由"以化学知识为主"转变为"以医学知识为主"；临床药师自身需要注重知识的再生，并树立终身学习的理念。本研究专家积极性和权威程度高，意见协调程度好，建立的知识体系标准能够对临床药师的培养与评估提供依据。     

基于德尔菲法构建中药饮片处方点评内容

目的： 基于德尔菲法构建中药饮片处方点评内容,促进点评工作开展。方法： 在文献检索的基础上形成调查问卷,采用德尔菲法对22名专家共进行二轮问卷调查,然后对调查结果分析,计算积极系数、权威系数、均值、等级和、满分比、变异系数和协调系数等指标,评价专家评分的一致性,并结合均值和满分比对点评内容的重要性进行排序。结果： 专家的积极系数为100%,权威系数均在0.7以上。最终形成21条点评内容,变异系数在0.060~0.401之间,协调系数为0.321（P<0.01）,评分具有一致性,重要性排序有效可信。结论： 利用德尔菲法构建中药饮片处方点评内容,进行重要性排序,有利于点评工作开展。     

儿童退热药布洛芬制剂临床综合评价指标体系的构建

目的：构建儿童退热药临床综合评价指标体系,推动儿童退热药临床综合评价科学、规范、系统化进行。方法：参照《药品临床综合评价管理指南（2021年版 试行）》,采用文献研究法、头脑风暴法、专家访谈法、德尔菲法,构建儿童退热药布洛芬制剂多维度、多准则的综合评价指标体系。结果：在课题组制定的基本评价指标体系框架基础上,经过两轮专家咨询后,最终确定儿童退热药布洛芬制剂综合评价指标体系,包含5个一级指标,11个二级指标,以及24个三级指标。专家函询的熟悉程度为4.375,判断系数为1.657,权威系数为0.8504;专家意见的变异系数为0.14±0.06。结论：本研究构建的儿童退热药布洛芬制剂综合评价指标体系具有较高的权威性和科学性,可为医疗机构药品遴选及合理用药提供可信依据。     

基于德尔菲法和层次分析法构建中药临床药师学员客观结构化临床考试考评指标体系

目的: 构建中药临床药师学员客观结构化临床考试(OSCE)的考评指标体系。方法: 通过文献调研法和德尔菲法确定考评指标体系内容,对28位中药临床药学专家进行两轮函询,运用层次分析(AHP)法构建判断矩阵并计算考站和指标的权重。结果: 两轮函询回收率分别为100.00%、96.43%,专家的权威系数为0.83,专家意见的协同系数分别为0.32(P＜0.01),0.50(P＜0.01)。建立的考评指标体系共包含6个考站:中药治疗性方案合理性评价站(11.48%)、中药饮片鉴别站(5.65%)、用药指导与咨询站(19.58%)、药物信息获取与应用站(14.33%)、药物治疗管理站1(药物重整与治疗评估,19.58%)、药物治疗管理站2(药学监护与药品不良反应上报,29.38%),45个考评指标(组合权重占比集中在0.34%~6.48%,其中占比最高的是"6.4制定药学监护计划"),考站及指标权重均通过一致性检验。结论: 此次研究的专家权威系数较高,意见一致性较强,构建的考评指标体系可为学员考核提供科学、客观的标准,有助于提升中药临床药师学员岗位胜任力和基地培训教学水平。     

信息化促进医院药学服务转型与学科发展

目的：响应国家卫生健康委号召,利用信息化建设促进医院药学服务转型及医院药学学科发展。方法：介绍分析近年来我院医院药学信息化建设与实践过程,总结经验,为今后的工作提供借鉴参考。结果：我院建立了涵盖药品保障与药事管理、临床药学服务、科研与教学、科务管理以及科室文化建设各方面的医院药学信息体系HPIS,信息化促进药学服务转型及学科发展作用凸显。结论：应继续探索创新医院药学信息化建设,在促进临床合理用药、临床大数据研究以及临床药学专科医联体建设方面,充分发挥我院"国家队"作用。     

基于德尔菲法构建《医疗机构药品遴选指南》研究问题及药品遴选指标体系

目的:基于德尔菲法构建《医疗机构药品遴选指南》研究问题及药品遴选指标体系,为该指南的制定提供基础依据。方法:根据指南制定和德尔菲法相关要求遴选29名专家,通过三轮问卷调查对指南研究问题及药品遴选指标进行评价,并对问卷结果进行统计分析。结果:三轮问卷的专家积极系数分别为100%,93.10%,82.76%;专家权威系数分别为:0.75,0.77,0.78;Kendall和谐系数分别为0.214,0.308,0.228(P<0.05)。经过三轮正式咨询,最终筛选出指南研究问题8个,药品遴选一级指标10个,二级指标30个。结论:采用德尔菲法所构建的《医疗机构药品遴选指南》研究问题及药品遴选指标体系具有较高的权威性、可靠性和可行性,为该指南的制定奠定了基础。     

Administrative approach to disaster preparedness in the pharmacy

Disaster planning for a hospital pharmacy department is discussed. During a crisis, the type of behavior exhibited by hospital personnel and the community can be used to predict the situation's severity and to prepare a response. During disasters, it is important to focus on accomplishing tasks by defining employees' roles, establishing chains of communication, delegating authority to competent persons, limiting decision-making by persons other than those in command and defining the boundaries of pharmacy's involvement in the disaster. A case study of pharmacy operations during a crisis is presented, with guidelines for assessing the situation, establishing priorities, identifying resources and executing a response. Hospital pharmacy administrators must display a high degree of creativeness and responsibility during disasters, but training in the principles of disaster management can be helpful.     

Strategic planning for clinical services: the University of Texas M.D. Anderson Hospital and Tumor Institute

A formal, hospitalwide strategic-planning process provides structure for the pharmacy's plans for implementing clinical services. The state-supported clinical cancer and research center began a formal strategic-planning process in 1981. The institution's planning report, prepared every two years and covering three two-year periods, drives the institution's budget through the state's biennial budget process. The report focuses on each department's responsibilities, areas of service, and relationship to the mission of the institution. Through the long-range planning process, upper-level administrators learned that pharmacy was eager not only to provide high-volume drug distribution services but also to assume direct patient-care and research responsibilities. This prompted an organizational change for pharmacy from a hospital department to a clinical division. The division of pharmacy now consists of three professional departments (patient care, pharmacy research, and pharmacy academic programs) and an administrative support service area. Services offered by each of the three departments are discussed, along with specific initiatives planned for the years 1987-1993. Within the next few years, all managers will come from the ranks of clinical practitioners; nonpharmacists will oversee financial and human resource functions. The division encourages existing pharmacy staff members to enhance their clinical skills through staff development programs. Strategic planning serves the dual purposes of structuring plans for implementing clinical pharmacy services and communicating pharmacy's goals within the institution.     

Achieving excellence

The concept of achieving excellence in pharmacy through development of effective leadership is discussed. The majority of hospital pharmacy directors have had very little education and training in management and effective leadership. Yet, excellent leadership skills will be needed to transform pharmacy more completely into a health profession. The management style most likely to be effective in this era of change is one that encompasses a high regard for both people and production through shared responsibility, high participation, involvement, and commitment. The following recommendations are offered to help achieve excellence through effective leadership: the ethic of self-development must be instilled in aspiring managers; courses in human behavior, leadership, and management should be added to undergraduate pharmacy curricula; pharmacy technicians should be educated in college-based programs that focus on drug distribution; Master of Science programs in hospital pharmacy should be deleted or restructured to focus on leadership and management; regional "centers for excellence" in leadership education should be developed; general residency training should be incorporated in undergraduate education so that more advanced residencies can be offered to graduates; high-level, self-study programs in management and leadership need to be developed, and substantial research funds need to be dedicated to the study of hospital pharmacy management.     

儿科门急诊药房用药指导岗位胜任力研究

目的:构建儿科门急诊药房用药指导岗位胜任力标准。方法:运用问卷调研法收集各大儿科医院中患儿照护人需要的用药指导信息,运用文献分析法查阅国内外规范中要求药师提供的用药指导信息,据此设计专家函询问卷。选取全国三甲儿科医院或医院儿科的20名专家,采用Delphi法进行两轮专家函询。结果:问卷回收率为100%,两轮函询后,专家权威系数为0.83。各级指标变异系数均<0.25,专家意见肯德尔和谐系数为0.416~0.836,均满足P<0.05。建立的儿科门急诊药房用药指导岗位胜任力共分为4个层次的指标,其中一级指标3项、二级指标14项、三级指标20项,3项为儿科特色指标、四级指标7项,均为儿科特色指标。结论:本研究构建的儿科门急诊药房用药指导岗位胜任力标准具有权威性和科学性,"分剂量药品储存""儿童用药方法""喂药的技巧与对策"等指标体现了明确的儿科特色,为儿科门急诊药师的用药指导能力培养提供了方向和依据。     

Unresolved issues in the future of pharmacy

The effect of the major forces shaping pharmacy's future--technology, economics, and social values--is discussed. Pharmacy can best respond to these forces by expanding the informational component of pharmacy practice and by returning to its fundamental relationship with society--that is, by accepting responsibility for drug-use control. To accomplish this, pharmacy must go through a process of occupational reconstruction and self-renewal. Technological forces shaping pharmacy practice include computers and robotics, communications, and therapeutics. Regarding economic changes, medical-care decisions are shifting away from individuals toward "third parties." This factor, combined with output-based payment systems, may lead to a consolidation of service providers. Marketing pharmaceutical services and organizing pharmacy's internal structure will become important. Some of the social forces affecting pharmacy's future include the aging population, the weakening of professional authority, and pharmacy's public image. Just as society goes through the "information revolution," pharmacy will need to undergo a "reprofessionalization." Pharmacy's societal function should involve "pharmaceutical care," a concept that includes both drug-product control and clinical pharmacy services. Pharmacy should return to its preindustrial origins in valued, complex, specific, and committed public service if it wishes a happy postindustrial future.     

医疗卫生体制改革背景下我国药师队伍发展现状的调查分析

目的：在现阶段我国医疗卫生体制改革背景下,通过抽样调查研究全国各地区医院药学服务的发展现状,分析我国药师队伍建设情况、发展趋势及医院药事管理机制改革现状,为进一步深化医疗卫生体制改革提出相关建议。方法：在政策及文献分析的基础上,采用实地调查法与集体访谈法相结合的调研方式对全国7地市医疗机构执行药师制度改革后的发展现状进行抽样调研。结果：在医疗卫生体制改革不断深化的背景下,我国医院药学事业发展取得了长足进步,新的药学服务模式探索日益活跃,但仍存在以患者为中心的药学服务人员配备不足,医院药师队伍建设仍不完善;基础药学服务内容未能完全实现规范和标准化,医疗机构药学服务价值没有得到科学体现,绩效考核分配体系尚不完备;医院药学部门信息系统建设仍不完善,临床专科建设方向仍需调整等方面的问题,医院药学事业的发展仍需进一步的规范和引导,不断完善医院药事管理体系建设。结论：建议完善药事管理体制建设,明确药学部门职能定位;探索规范药学服务模式,加强药学服务能力建设;建立医疗保险激励机制,加强药事管理信息化建设。