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OUTSTANDING PRACTICE EXAMPLES

HOW CAN YOU DELIVER BETTER SERVICES THROUGH BETTER TRAINING AND CPD

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COMMITMENT TO STAFF DEVELOPMENT

WHAT

All of the people who work at the pharmacy are asked to commit to finding and doing ongoing learning. It does this by using a continuous evaluation process. And by having more experienced team members help teach and guide less experienced team members.

HOW

Members of the pharmacy team have time set aside to learn. They also keep learning through an e-learning portal. The pharmacy has a set way to evaluate employees, and every six months. It also asked people on its team to fill out "How am I Doing?" forms on a regular basis. Team members could write down how they did in their roles, which helped them reflect on their work.

This meant that there are always chances to talk about learning, share good ideas, and set professional goals. A pharmacy technician, for example, used the form to write down their goals to becoming the lead for Asthma. Another team member can need to learn more about minor health problems so they could help people with these problems better. The process helps new team members get used to their jobs by pointing out what they were learning as they got used to them. Through an internal buddy system, team members with more experience helped others learn. This method helps newer team members finish their learning goals with the right help.

WHY

Members of the pharmacy team are fully committed to learning new things that are relevant to their jobs. This means that people who use the pharmacy get advice from team members who are up-to-date and relevant.

COMMITMENT TO Raising concerns

and learning from them (incident reporting)

WHAT

The pharmacy encourages its team members to give feedback and share their thoughts. Through a staff ownership model, the whole pharmacy team works to improve how the services are delivered.

HOW

There was a staff ownership model in place at the pharmacy, which gave staff a chance to be fully involved in how the pharmacy's services were delivered. All employees in the scheme had access to information from the top management team, such as financial reports.

Members of the pharmacy team thought that the management team, including the chief pharmacist, had a "open door" policy. This meant that any team member could talk to them about a problem or give feedback. After a staff survey showed that communication could be better, the pharmacy started having team meetings every week. During these meetings, people on the pharmacy team were encouraged to give feedback. All of the staff were given copies of the meeting minutes to help everyone learn together.

People who wanted to give feedback anonymously or in a roundabout way could do so in the pharmacy's suggestions book. This was checked to make sure that any feedback given in this way was heard and acted on.

WHY

People who go to the pharmacy can be sure that the people who work there really want to provide high-quality services and care for their patients.

COMMITMENT TO protecting the vulnerable

in our society

WHAT

The people who work at the pharmacy know how to spot safety issues and are good at it. They take steps to quickly deal with problems and make sure that people who use the pharmacy are always safe and healthy. The pharmacy works with other health and social care groups to help people who are vulnerable, and it makes changes so that these people can use its services.

HOW

Members of the pharmacy team had been safeguarding trained on how to keep people safe. There was information about keeping people safe in the staff handbook and on signs all over the pharmacy. First, all concerns about safety were brought directly to the attention of the pharmacist in charge. Before hiring them, the pharmacy did background checks on its staff including delivery drivers. All of the drivers got training on safety and were given cell phones. If a person missed two delivery attempts, the pharmacy would check on them to make sure they were safe and healthy. There were rules in the dispensary about how opioid medicines should be given out. When selling medicines with codeine, the pharmacy staff gave out cards. The card had a phone number that people could call if they thought they had an addiction problem.

There were TVs in the waiting areas of the pharmacy. These showed moving information about health and how to live. . In the waiting area for people who use drugs, there was a moving video with information about reducing harm and a demonstration of how to put someone in the recovery position. A person who was able to put a friend in the recovery position while waiting for an ambulance told the pharmacy that the information in the video was helpful. The same people worked at the service for people who used drugs. This meant that the pharmacy staff who provided the service knew the people who used it and could step in and do more checks if they had any worries.

The pharmacy did a great job of handling a serious safety concern. In this case, a person came to the pharmacy in a state of distress. The pharmacy team moved quickly to make sure the person got immediate emergency care, and they also moved quickly to keep the person's belongings from being stolen or damaged.

Standard Operating Procedures (SOPs) for safety guarding were in place, and all staff members had signed them. Local procedures and contact numbers were easy to find, and a chaperoning statement was in plain sight. If a patient didn't answer the door when a delivery was made, the delivery driver called the pharmacy, and a technician called the patient. A short time later, the call was made again, and if there was still no answer, the patient's GP, family, or caregivers were called.

The pharmacy worked with other health and social care groups to protect people who were at risk. Some members of the pharmacy team recently took part in a multi-disciplinary risk management meeting to make plans for how to help a vulnerable person get health care. The pharmacy had done a risk assessment of the services it would offer so that the person could get pharmacy services from home.

WHY

In all facets of providing its services, the pharmacy takes safeguarding into account. Waiting areas help people feel better by sharing information that could save their lives in creative ways. The pharmacy figures out who the most vulnerable people are and works with other groups to protect them. It also thinks about what safety measures it needs to take to protect its own staff.

The pharmacy team is very concerned with safeguarding vulnerable patients.

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