The needs, possibilities and resources of the Hospital were identified. Material resources were adapted: supply and stock management. A logistical solution was sought and a review of thermolabile drug stabilities was made. Human resources were restructured: definition of a new team, functions and responsibilities.
A new circuit was implemented with remote access. When the patient contacts, he´s attended by a pharmacist who performs the screening and interview (initiation/follow-up), who after reviewing the clinical records, validates the treatment and selects the dispensing process of the patient according to individualized. The preparation of shipments is organized through the use of a web resource, by a pharmacy technician and at a specific time, based on a list of shipments per day, dispensing sheets and personalized labels. Once the dispensations have been prepared, a double check is made by another pharmacy technician on a different shift.
Three phone lines and an email weren´t enough to attend to all concurrents demands in a period of less than 24 hours. To mitigate this situation, a multichannel information strategy was implemented to notify all patients.
Other limitations: incidents by the logistic operator, errors in addresses and incorrect dose shipments.