Farmacia hospitalaria : organo oficial de expresion cientifica de la Sociedad Espanola de Farmacia Hospitalaria · 2026
[Translated article] Listening to transform: Impact of patient experience on the improvement of an outpatient pharmacy unit.
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Vázquez-Gómez Silvia, Castro-Luaces Susana, Herrero-Poch Leticia, Gayoso-Rey Mónica, Rodríguez-Lorenzo David, Freire-González Mercedes, Martínez-López de Castro Noemí
Аннотация
OBJECTIVE: Patient experience is currently recognised as one of the pillars of healthcare quality and a key tool for guiding organisational improvement. This study aimed to evaluate how the systematic collection of patient experience through surveys, integrated into a Quality Management System (QMS), can drive improvement interventions in pharmaceutical care for outpatients attending a Hospital Pharmacy Service (HPS).
METHODS: An observational, descriptive and retrospective study based on repeated annual cross-sectional patient experience surveys was conducted between 2023 and 2025 among outpatients treated at the HPS of a tertiary hospital. The questionnaire assessed patient experience across four thematic domains: facilities, organisation, pharmaceutical consultation and overall satisfaction. Items were rated using a five-point Likert scale, and open-ended fields were included to collect qualitative comments. The surveys were distributed electronically via the Galician Health Service platform. The results were integrated into the PIC/EM continuous improvement cycle (Plan, Implement, Control/Evaluate and Improve) within a QMS certified according to ISO 9001:2015.
RESULTS: A total of 15,056 surveys were distributed, and 3,175 responses were obtained, yielding a response rate of 21.1%. Overall satisfaction with the HPS remained high and stable throughout the study period, with mean scores of 4.30 for in-person care and 4.38 for remote care, both exceeding the overall hospital rating. Interaction with the pharmacist, including professional treatment, clarity of information and time devoted to the consultation, was the most highly rated aspect. Survey analysis identified areas for improvement related to telephone communication, appointment management and certain organisational aspects. These findings were used as a strategic input for the QMS to implement interventions aimed at improving accessibility, communication and the humanisation of care.
CONCLUSIONS: The integration of PREMs into an ISO 9001:2015-certified QMS strengthened patient-centred care by transforming the users' voice, through the PIC/EM cycle, into specific improvement actions, including FarmaLink. The HPS achieved a high satisfaction score, 4.32, which was higher than the hospital average. This co-design model may help optimise strategic resources; future research should assess its actual impact on adherence, clinical outcomes and continuity of care.
METHODS: An observational, descriptive and retrospective study based on repeated annual cross-sectional patient experience surveys was conducted between 2023 and 2025 among outpatients treated at the HPS of a tertiary hospital. The questionnaire assessed patient experience across four thematic domains: facilities, organisation, pharmaceutical consultation and overall satisfaction. Items were rated using a five-point Likert scale, and open-ended fields were included to collect qualitative comments. The surveys were distributed electronically via the Galician Health Service platform. The results were integrated into the PIC/EM continuous improvement cycle (Plan, Implement, Control/Evaluate and Improve) within a QMS certified according to ISO 9001:2015.
RESULTS: A total of 15,056 surveys were distributed, and 3,175 responses were obtained, yielding a response rate of 21.1%. Overall satisfaction with the HPS remained high and stable throughout the study period, with mean scores of 4.30 for in-person care and 4.38 for remote care, both exceeding the overall hospital rating. Interaction with the pharmacist, including professional treatment, clarity of information and time devoted to the consultation, was the most highly rated aspect. Survey analysis identified areas for improvement related to telephone communication, appointment management and certain organisational aspects. These findings were used as a strategic input for the QMS to implement interventions aimed at improving accessibility, communication and the humanisation of care.
CONCLUSIONS: The integration of PREMs into an ISO 9001:2015-certified QMS strengthened patient-centred care by transforming the users' voice, through the PIC/EM cycle, into specific improvement actions, including FarmaLink. The HPS achieved a high satisfaction score, 4.32, which was higher than the hospital average. This co-design model may help optimise strategic resources; future research should assess its actual impact on adherence, clinical outcomes and continuity of care.