This pharmacy is next to a GP surgery in a village.The pharmacy’s main activities are dispensing NHS prescriptions and sellingover-the-counter (OTC) medicines. The pharmacy was preparing for a change ofownership.
- 1.1 - The risks associated with providing pharmacy services are identified and managed
- 2.2 - Staff have the appropriate skills, qualifications and competence for their role and the tasks they carry out, or are working under the supervision of another person while they are in training
- 4.1 - The pharmacy services provided are accessible to patients and the public
- 4.2 - Pharmacy services are managed and delivered safely and effectively
Why this is notable practice
The pharmacy is due to change ownership. And the new owners are proactively preparing for the change to ensure continuity of care for people using the pharmacy. And they are supporting team members well during this transition.
How the pharmacy did this
The pharmacy was in the process of changing ownership. The new owners had placed several posters on the windows and in the retail area, to inform people of the change of ownership.
The pharmacy team had a divestment tracker to follow to help with the transfer of ownership. By following the tracker, the team ensured that it completed its key tasks in the weeks leading to the transfer. For example, team members worked ahead of time to ensure that people’s multi-compartment compliance packs were ready in advance of the changeover. This meant that apart from emergency prescriptions or last-minute changes, the team would not need to spend time preparing compliance packs at such a busy time. This allowed more time for any technical difficulties that may arise during the transition of ownership.
The new owners had regularly visited the pharmacy and met with the team ahead of the transfer. And the supervisor, who was to continue in their current role for the new owners, oversaw the processes to be completed as the transfer progressed. A regular locum pharmacist who was familiar with the pharmacy and the team had agreed to work most days leading up to the change of ownership to support with consistency.
The new owners had provided all the team members with access to their online standard operating procedures (SOPs). They had done this early in the change of ownership process. This allowed team members to become familiar with the content of the SOPs in advance. Team members had also visited one of the other pharmacies owned by the new company and received training on the company’s patient medication record system (PMR).
What difference this made to patients
The new pharmacy owners proactive and structured approach to the change of ownership means people’s healthcare needs continue to be met. And they receive support from a well-informed and motivated team.
We have identified the standards most likely and least likely to be met in inspections, and highlighted examples of notable practice for each of these standards; to help everyone learn from others and to support continuous improvement: