Explain what the "innovation" is about, e.g., is it the idea and/or the model you use to accomplish the idea, or your understanding of the target population, etc.?
The project is a public-private partnership that aims to promote national accessibility to the subject of 'Pharmaceutical Care' for professionals working within the pharmaceutical retail chain.
Through continuing education and distance learning, we developed a free platform for online training and evaluation that features technical and specialized content on pharmaceutical practices, and focuses on serving the population, especially in the moment of dispensing medicines. The modules are supplemented with assertive educational material, having practical cases that explains the dynamics of caring at pharmacy windows in Brazil.
Focusing on pharmacists, people working in pharmacy windows, pharmacy students and professionals in the pharmacy retail, PEC CFF seeks to promote systemic behavioral change in how the Brazilian population is received, treated and served in pharmacies. This occurs in the realm of dispensing medicines, answering recurring questions about health, and contributing to a better adherence to treatment (in response to the identification of the pathology after medical consultation).
Currently, this type of monitoring is scarce for doctors and not well structured for professionals working in community pharmacies.
Therefore, we believe that through proper pharmaceutical care, in the long-term, community pharmacies can relieve the public health system, especially as related to primary care (blood pressure measurement, diabetes, fever, etc.) and follow-up treatment for patients.
Describe how your innovation model is distinct from any other organization in your field?
In Brazil, there are isolated pharmaceutical laboratories that encourage continuing education in partnership with educational institutions. However, only the PEC CFF has content developed by USP (University of São Paulo, the primary reference in scientific matters in Brazil), certified by the MEC (Ministry of Education and Culture of Brazil ) and by the Federal Council of Pharmacy.
It is a training program for the short, medium and long term, aiming to develop professionals within the pharmaceutical retail chain in order to make the customer/patient care safer. They will have a trustworthy person tending to their treatments and health, being able to supply failures and gaps in the health system and access problems in remote areas, far from hospitals.
What type of operating environment and internal organizational factors make your innovation successful?
There are five pillars that support the implementation and success of the PEC CFF: content, technology, recognition, academic certification and funding. USP (University of São Paulo) acts as a provider of technical content - the primary pharmaceutical reference in Brazil with an emphasis on international studies and updated Pharmaceutical Care subjects. Kairos provides technology for the online system, because of their experience across the pharmaceutical chain, particularly in monitoring prices of medicines in Brazil. The Federal Board of Pharmacy, the highest body that regulates the pharmacy profession in the country, and the MEC (Ministry of Education and Culture), recognize the program, generating great credibility to the students. Finally, Boehringer Ingelheim believes in the program and finances all of the costs.
How do you make sure you constantly innovate in light of (potential) external challenges, or your growth plan?
Through partnerships with different sectors (education, health, industry, communications and retail): Surveys with pharmacists and clerks who are part of the program. Globally recognized content that's updated and relevant to the health professional, contributing to the development of their career and best practices in services at the pharmacy. Discussion groups with patients receiving this distinguished service, in order to obtain information for the benefit of the improvement of the project. Technological advances to meet the high growth of online students within the program (in three years, we reached about 30 thousand students online).