In a time of tumultuous change, pharmacists are repeatedly advised by industry experts to adapt the change into their businesses in order to stay afloat. Pharmacy Business reports a similar message that was delivered at the CAMRx Convention 2009 as it eased the growing concerns and reminded individuals to watch out for the 'ice-berg'...
In times when the profession is moving forward with more and more responsibilities handed over to a pharmacist – with customers more inclined to showing up at pharmacies rather than GP surgeries – industry experts are worried at a lack of planning on the individuals' part.
According to Rajni Hindocha, managing director of CAMRx, goals that pharmacists set themselves are not clear enough; Progress, by the looks of it, is not measured or specific; The fun element of work is missing. And as attendees at the CAMRx Convention 2009, held in Southampton last month, found out that knowing what to do was not enough and it was important to do what is known by remembering that a small effort can end up in giant results.
Apart from Hindocha, speakers at the convention included Jonathan Mason, national clinical director for Primary Care and Community Pharmacy DoH; Rob Darracott, chief executive of Company Chemists' Association; Mike Holden, chief officer of Isle of Wight Pharmaceutical Committee; Stuart Ward, clinical director of NHS Hampshire; Fin McCaul, chairman of Independent Pharmacy Federation; Arthur Daines, associate director CAMRx.
With the conference adapting a Titanic theme, Daines aptly launched the event by reminding delegates, and the greater pharmacy profession in general, that it is easy to sit back and laud the strengths while forgetting weaknesses and the 'invisible' factors that are hurting businesses.
'While pharmacists are easily accessible – at the heart of the community – and offer fast and efficient service, they are affected by internal problems such as poor delegation of work and reluctance to change that, ultimately, affects the business in general,' Daines said. 'We also offer instant and friendly service, without the customer having to book an appointment, poor marketing and time management as well as lack of training and development within the business may bring all the good work down quite easily.'
Echoing the message, McCaul spoke about how pharmacists need to realise the objective and harness the opportunity. Passing on his pointers for survival, he stressed that pharmacists need to accept that change was inevitable and rather than opposing it, they must adapt it and share paths.
'The other thing to remember is the current economic situation,'McCaul said. 'The financial roller-coaster is here to stay and we need to prepare and maintain an adaptable business plan that takes into account how the financial world is shaping up.
'While keeping one eye on the market situation, we also need to ensure that we introduce budgeting and forecasts into the business plan and prepare something that impresses the funding banks and wholesalers. In the end, you must ensure that you measure what you do, measure the progress you've made and list the drawbacks in order to be successful.'
Citing the iceberg example, McCaul reminded pharmacists that it was only known issues that were visible on the surface and easy to tackle. The 'hidden part of the iceberg, one that causes most damage' is generally invisible to the naked eye and cause the most damage if not countered.
'Personalities, emotions, hidden issues from the past, interests, needs and desires are all issues that can damage the business if not tackled. There is also the hidden expectation, self perception and self esteem that needs to be looked at for the business to be successful,' he added.
Highlighting the strength and popularity of community pharmacy in the recent years, Darracott said that the number of prescriptions dispensed in community pharmacy has increased by 53 per cent in the last nine years. The value of the prescriptions dispensed has increased considerably as well; 91.7 per cent rise in the last ten years to just over £8,000m.
Alluding to the strengths of community pharmacies, Darracott highlighted its position to reach healthy and well people as well as adding value to existing patient interaction that involves medication something pharmacists need to utilise effectively.
'With that in mind, we need to work together with practitioners, our partners in delivery,' Darracott said. 'Working together on shared goals and shared vision will only help the profession move forward. Pharmacy bodies' work on the White Paper is an example but others need to be engaged. It's a welcome first step in the right direction.'
The idea of collaborative working was explained further by Ward, a GP himself who started with the reminder that primary care is not restricted to GPs alone as it covers a number of trusted professions, namely dentists, optometrists and pharmacists since these professions have the first contact with the population.
'The number of patients is increasing and they are becoming more demanding,' Ward said. 'In order to manage this, healthcare messages need to be aligned. Working as a team will reduce workload, stress and improve your life as well as the patients'.
'The simplest way of improving standards is to utilise the MURs and use them imaginatively, minimise waste, maximise efficiency of repeat prescribing and ensure safe prescribing.' Ward added.
By following the basic guidelines and working together, according to him, the profession can provide better healthcare, develop new services, reduce hassle and annoyance and make life easier for all parties concerned.
As the word 'fun' echoed around the business session, used repeatedly by Hindocha to emphasise its need in a pharmacy, it was deemed important show delegates a glimpse of that. And as the business session terminated with the message of enjoying work, ensuring it does not become a burden, a Titanic-themed gala dinner followed with attendees urged to spark a moment of change in their respective pharmacies the next time they enter them.
Adapting to the change
Since we are surrounded by a huge amount of change, it is essential to provide this kind of support otherwise people are set in their habits. We do this by ensuring that they adopt to the new direction of travel. The major shift from supply to service function means that you need to change your behaviour as well as how you are going to work with the whole team, the interaction, especially, has to change.
We have been getting feedback from our members with regards to our conventions and roadshows and they have been excellent. We are glad to be of help to our members by providing this interaction that helps them to understand that it is just not their problem, it exists across the boards. Since these pharmacists work in silence, they think it's their problem only. Interaction and an event such as this helps break the ice teaches them how to work smartly. They talk to to each other, they talk to us, and they get a full message of interdependency between multiples, independents and the professionals.
Although we compete with each other, we have to learn to work in partnership and while we compete, we should be able to create our own USPs. That's also the overall message — to work in partnership because we have a backdrop of monopoly purchase of services. If we can't be united then we will end up as the biggest losers. We only have one purchaser, if we're united then we will be seen to be one provider and therefore the profession needs to unite.
CAMRx itself is in a very strong position. We are not about numbers but about quality and support. There exists passion in the centre, a quality service that we provide and how best we can support our members' businesses.
R Hindocha
Managing director, CAMRx
© Faras Ghani 2009
Published in Pharmacy Business July 2009
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