A learning culture

Pharmacy type

Community

Pharmacy context

A pharmacy located next to a health centre in a residential area. The pharmacy dispenses on average 6000 items per month. As well as core services the pharmacy offers Smoking cessation; Medicine Use Reviews, New Medicines Service, dressings for nurses and flu vaccinations (NHS and private); and methadone/buprenorphine on instalment prescriptions.

Relevant standards

• 2.4 - There is a culture of openness, honesty and learning
• 2.5 - Staff are empowered to provide feedback and raise concerns about meeting these standards and other aspects of pharmacy services
• 2.6 - Incentives or targets do not compromise the health, safety or wellbeing of patients and the public, or the professional judgement of staff

Why this is notable practice

Staff worked effectively together and were supportive of one another. There was a clear ability to raise concerns and suggestions. Pharmacy staff have the appropriate skills, qualifications and training to deliver services safely and effectively and would refer to the RP if unsure. There is an evident culture of openness, honesty and learning in the pharmacy.

How the pharmacy did this

Individual performance and training was appraised formally with annual reviews. The RP had a verbal one to one conversation with staff to suggest how they could improve, if there was a problem or if something was lacking or if there were a number of near misses. The performance review looked at areas such as: appearance, punctuality and work ethics.

Staff were required to complete e-learning modules including: health and safety, information governance and safeguarding, as well as modules to keep up to date and refresh their knowledge on topics such as blood pressure, diabetes, insulin therapy and seasonal issues. Regular material from manufacturers was supplied to staff. Staff also attended training sessions held by external companies, after work.

The pharmacy assistant asked appropriate questions before recommending treatment. She was aware of the maximum limits which could be sold for medication such as pseudoephedrine and was aware of the age ranges for other medication, such as chloramphenicol. Any requests for multiple sales were referred to the RP as well as requests from pregnant women.

The team held weekly and monthly meetings to discuss dispensing incidents, near misses, company updates and over the counter medicines updates. The pharmacy team received electronically patient safety news along with alerts from across the company. Bulletins were also received from head office which covered incidents which may have occurred around the company. Weekly conference calls looked at store performance, processes or services and new ones being introduced.

There was an open relationship in the team and staff felt that they were able to raise concerns with the pharmacist and manager. Staff described the environment as open and honest and felt they had been able to provide feedback about changes.

What difference this made to patients

The investment in continuing learning of staff has supported a culture of openness and personal responsibility which is then reflected in the services provided to patients.