孤儿基金会2024-2027战略计划。

IF 1.3 Q4 PHARMACOLOGY & PHARMACY
Mónica Climente Martí , María Dolores Edo Solsona , María Reyes Abad Sazatornil , María Pilar Bachiller Cacho , Sergio Fernández Espinola , Paula Guijarro Martínez , Elena Gras Colomer , Alicia Herrero Ambrosio , Silvia Manrique Rodríguez , Isabel Martín Herranz , José Manuel Martínez Sesmero , José Luis Poveda Andrés
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引用次数: 0

摘要

为了促进医院药房在罕见病领域的转型,制定了《2024-2027年孤儿- sefh战略计划》。来自OrPhar-SEFH小组的12名医院药剂师参与了该项目,该项目分为三个阶段:通过文献综述、对医院药剂师和患者的访谈(FundAME和Fedhemo)和SWOT分析,分析罕见病的现状、趋势和当前挑战及其对医院药剂师角色的影响;将行动线划分为五个战略轴AEIOU(联盟、证据、研究/创新、优化和联合);根据影响和可行性确定行动方针的优先次序。为了实现这一目标,我们确定了罕见病和医院药房领域的现有趋势和障碍,并围绕4个变革杠杆进行了分类:护理过程的转变、患者体验、孤儿药的评估和获取,以及真实世界的证据。SWOT分析确定了关键的成功因素,与患者的访谈确定了他们在四个支柱方面的需求:医院药剂师的角色、患者体验、患者教育和获得治疗。总共达成了23条行动路线:联盟(6)、证据(3)、研究/创新(4)、优化(7)和联合(3)。根据其影响和可行性,以下是优先事项:促进医院药剂师在孤儿药评价和定位决策结构中的协作,加强医院药剂师在罕见病科学证据批判性分析中的作用,并将其转化为跨学科临床团队,鼓励在孤儿药中使用多标准决策分析方法,促进医院药剂师融入管理罕见病患者的跨学科团队;建立一个罕见疾病专科医院药剂师服务网络。最终,《孤儿- sefh战略计划2024-2027》确定了路线图,以加强医院药剂师在应对罕见疾病、改善孤儿药物的获取和评估、优化护理流程方面的作用,从而改善健康结果、生活质量和患者体验。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Plan Estratégico OrPhar-SEFH 2024–2027
To promote the transformation of hospital pharmacy in the field of rare diseases, the OrPhar-SEFH Strategic Plan 2024–2027 was developed. Twelve hospital pharmacists from the OrPhar-SEFH group participated in the project which was developed in 3 phases: Situation analysis, trends, and current challenges in rare diseases and their impact on the role of hospital pharmacist through literature review, interviews with hospital pharmacists and patients (FundAME and Fedhemo), and SWOT analysis; Definition of lines of action grouped into five strategic axes AEIOU (Alliances, Evidence, Research/Innovation, Optimization, and Union); and Prioritization of lines of action based on impact and feasibility. In order to achieve this, the existing trends and barriers in the field of rare diseases and hospital pharmacy were identified and classified around 4 levers for change: transformation of the care process, patient experience, evaluation and access to orphan drugs, and real-world evidence. The SWOT analysis identified key success factors, and interviews with patients identified their needs in four pillars: role of the hospital pharmacist, patient experience, patient education, and access to treatment. A total of 23 lines of action were agreed upon: Alliances (6), Evidence (3), Research/Innovation (4), Optimization (7), and Union (3). Based on their impact and feasibility, the following were prioritized: promoting hospital pharmacist collaboration in decision-making structures regarding the evaluation and positioning of orphan drugs, enhancing the role of hospital pharmacist in the critical analysis of scientific evidence in rare diseases and its translation to interdisciplinary clinical teams, encouraging the use of Multi-Criteria Decision Analysis methodology in orphan drugs, promoting the integration of hospital pharmacist into interdisciplinary teams managing patients with rare diseases, and creating a network of specialized hospital pharmacist services in rare diseases. Ultimately, the OrPhar-SEFH Strategic Plan 2024–2027 defines the roadmap to enhance the role of hospital pharmacist in addressing rare diseases, improving access and evaluation of orphan drugs, and optimizing the care process to improve health outcomes, quality of life, and patient experience.
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来源期刊
FARMACIA HOSPITALARIA
FARMACIA HOSPITALARIA PHARMACOLOGY & PHARMACY-
CiteScore
1.90
自引率
21.40%
发文量
46
审稿时长
37 days
期刊介绍: Una gran revista para acceder a los mejores artículos originales y revisiones de la farmacoterapia actual. Además, es Órgano de expresión científica de la Sociedad Española de Farmacia Hospitalaria, y está indexada en Index Medicus/Medline, EMBASE/Excerpta Médica, Alert, Internacional Pharmaceutical Abstracts y SCOPUS.
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