PSHP 2026 Residency Conference

Purpose: 
To improve visibility, coordination, accountability, and sustainability of pharmacy initiatives by developing a program to centralize oversight of pharmacy quality efforts across inpatient, ambulatory, and retail settings
 
Methods: 
A quality needs assessment was conducted at the Hospital of the University of Pennsylvania, a 1,067-bed academic quaternary referral center with over 600 pharmacy staff. This assessment was carried out using an anonymous electronic survey distributed to pharmacists, technicians, and interns across all main practice areas, including inpatient, ambulatory, and retail settings. The survey assessed baseline perceptions of departmental quality priorities, preferred communication styles, awareness of and current involvement in quality initiatives, and perceived value of establishing a formal quality program. Quantitative Likert-scale responses and qualitative free-text answers were reviewed to identify major themes and opportunities for improvement for a structured governance model. Survey findings were used to refine and guide the program’s design and structure.
 
Results: 
A total of 150 responses were collected. Over half of respondents could not name a current pharmacy quality initiative, highlighting the limited awareness of ongoing work in the department. The most common barriers to participating in initiatives included lack of protected time or visibility of opportunities. Most respondents agreed or strongly agreed that time spent on quality work is a worthwhile investment. This suggests that while staff may feel disconnected from the process, they still recognize the value of quality improvement work. Staff strongly supported formal committee creation: 74% agreed or strongly agreed that a designated quality committee could improve visibility, coordination, and outcomes of pharmacy quality work.
 
Conclusion: 
Survey findings demonstrated strong departmental support and need for a centralized Pharmacy Quality Initiatives Program. Establishing a designated committee may reduce fragmented efforts, strengthen accountability, and create a sustainable framework for quality improvement. In the long term, a committee may enhance patient safety and operational efficiency while also highlighting pharmacy’s value across the health system. 
 
No IRB approval necessary.