A process is described in which staff scheduling was adjusted to maintain pharmaceutical services while achieving a 7% cutback in personnel costs. The pharmacy department in a 1000-bed university hospital was unable to achieve the necessary cost savings through reductions in sick leave and overtime hours. The pharmacy administration developed a plan that required pharmacists to work four 10-hour shifts per week and resulted in reduced hours of service. The pharmacists objected and proposed an alternative plan in which clinical service was maintained for 16 hours on weekdays and 12 hours on weekends. Pharmacist teams worked one flexible shift per week. Pharmacists developed an innovative staffing plan that allowed them to maintain a high level of practice and acceptable working hours.