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44 CPD ACTIVITY FROM PAGE 43 One way to do this is to assess your team members’ skills to identify areas of focus. You can use a template similar to the below. Rostering Effective rostering will ensure the day- to-day running of the pharmacy is not compromised because a professional service program is running at the same time. The key to success in delivering a professional services offer is to ensure you have the right people in the right roles in the right place at the right time. As part of building and developing your offer, it’s essential to have clarity around the roles you have in the pharmacy and which of those roles will be involved in delivering the professional service. Prior planning and a solid roster in place help to ensure the smooth running of the program. By reviewing the roster, you will be able to assess the appropriateness of conducting health services on certain days. The level of resources required will differ dependent on the types of services you are planning on delivering. As part of your preparation it’s important to work out what staff and which mix of skills you think you will need to deliver the service. In the early phase of offering professional services you may find that you need more staff resources, and as you become more experienced you will generally find that you are more confident and productive and therefore require less staff. Different professional services will benefit from different skills. It can be valuable to engage all your staff in the professional services offer. As part of your planning it’s important to assign roles and responsibilities to every staff member involved in delivering the professional service. The next step is to incorporate this into the working roster. Rostering confident and engaging staff members is a valuable way of ensuring the success of your professional program. By utilising confident and engaging staff members, you can ensure that you fully engage with your patients now and in the future and help them to understand the full scope of the professional services offer available from your pharmacy. Periodically or on completion of the professional service program, review not only the success of the program itself but also the success of the rostering. Questions to ask include: did you have enough people to deliver the service, did you feel you had the right mix of people, and was there any patient feedback on the staff involved? Use the results of this review to ensure that your next professional program has adequate and appropriate rostering. Getting the staff balance, training, skill sets and focuses right is an essential part of delivering health services in a community pharmacy. As the 7CPA comes into play, health service delivery will become increasingly important. From July 1, community pharmacies received a program delivery funding increase of $100 million over five years, compared with expenditure under the 6CPA.2 References 1. https://www1.health.gov.au/internet/main/ publishing.nsf/ Content/214EBA91932A5572C A25844E001B779C/$File/ 20200611%207CPA%20 signed%20Agreement.pdf 2. https://www1.health.gov.au/ internet/main/publishing.nsf/Content/ 214EBA91932A5572CA25844E001B779C/$File/ 20200611%207CPA%20signed%20Agreement.pdf Accreditation Number: A2008RP4 (exp: 31/07/2020) This activity has been accredited for 0.5 hour of Group One CPD (or 0.5 CPD credits) suitable for inclusion in an individual pharmacist’s CPD plan which can be converted to 0.5 hour of Group Two CPD (or 1 CPD credit) upon successful completion of relevant assessment activities. 1. Key areas of the 7th Community Pharmacy Agreement include: A) Dose administration aids and staged supply. B) Home medicine reviews and residential medication management reviews and quality use of medicines in residential aged care facilities. C) MedsChecks and diabetes MedsChecks. D) All the above. 2. Generally, the five key pharmacy job descriptions to review when implementing a new program or service are: A) Owner/pharmacist in charge and pharmacist. B) Professional services pharmacist and dispensary assistant and professional services coordinator. C) Retail manager and retail staff. D) A, B above. E) B and C above. 3. When communicating your professional services vision, the elements you need all staff members to understand include: A) What extra shifts are needed to fulfil the service. B) New equipment required for purchase. C) What you are doing, why it must be done now and what it will look like once it’s implemented. D) The marketing plan supporting the service. 4. A template to review staff readiness could include the following: A) Current qualifications and training. B) Specific professional service skills. C) Complementary and communication skills. D) Specific areas of interest and reaction to change. E) All the above. 5. SMART goals are set targets that are: A) Specific and measurable. B) Achievable and relevant and timely. C) Focus on a reward, like a staff pizza night. D) Any target the staff think they can achieve. E) AandB. F) DandC. Right people, right roles for better service provision 1 CPD CREDIT STAFF REVIEW TEMPLATE TEAM MEMBER CURRENT/ NEW ROLE ASSESSMENT CHANGES REQUIRED? READINESS RATING 1-5 1 – Least ready 5 – Most ready KPIs or Targets Team Member 1 Consider: Current qualifications and training, specific professional services skills, complementary and communication skills, specific areas of interest and reaction to change Eg, skills, courses Team Member 2 RETAIL PHARMACY • AUG 2020