Home' Australian Pharmacist : Australian Pharmacist December 2014 Contents Australian Pharmacist December 2014 I ©Pharmaceutical Society of Australia Ltd.
The proportion of pharmacist and support
staff involved in the DMC process by Visit
5 was 77% (N=102) and 48% (N=184)
respectively. Figure 2 and 3 shows the
proportion of pharmacist and support
staff using the RDA’s tools (Accu-Chek
Meter Match, Quick Start Guide, 360 View
3 Day Profile and 360 View Software) as
part of the DMC service.
All participating pharmacies (100%,
N=25) were consistent with the 5CPA
DMC Service Guidelines. All pharmacies
and associated pharmacists were
registered as Medication Management
Review Programs Service Provider.
Consultation areas were set up in a
separate room or in a screened area
which ensure privacy. DMC were
conducted by pharmacists only and
they were not responsible for other
professional duties during a DMC
consultation. All pharmacists provided
a medicine list and action plan, as
part of the consumer report, to the
patient. The average length of a DMC
consultation is 40.6 minutes (Standard
deviation 10.0 minutes). Table 5 depicts
the average time spent per DMC
consultation by state.
Evaluation – Pharmacist’s
Semi-structured interviews were
conducted between November 2013
and March 2014 with 19 community
pharmacists (internal champion of DMC
service in their pharmacies). In all 25
individuals were invited to participate, 19
accepted and were interviewed. The same
interviewer was used for all interviews.
Three main themes emerged from the
data collection and content analysis; the
barriers to implementation of DMC, the
usefulness of the facilitation process and
support for implementation.
Barriers to implementation
Findings from the interviews and
focus group showed that motivation
and commitment to DMC services
were considered the main barriers to
implementation. Some pharmacists
reported their commitment towards
DMC was changed when they shifted
focus from delivering DMC to other
duties or services, such as Webster Packs,
sleep apnoea services or dispensing.
Lack of time and staff as well as
insufficient support from management/
owner were also identified as internal
barriers. However participating
pharmacists believed that changes
can be made, for example delegating
dispensing or Webster Pack duties to
non-pharmacist staff. Internal barriers
can be overcome if there is commitment
by the owner and internal champion.
‘ The only barrier is making it a priority
and that you are going to do that. If you
really want to do it, make the change.’
Usefulness of the facilitation process
All but two pharmacists reported the
facilitation process being useful in helping
them achieve their implementation goals.
The most commonly identified role of
facilitators was that they provided support
to the participants in terms of identifying
what needed to change and how change
could occur to implement the service. This
was predominantly achieved by problem
solving to overcome barriers (in particular
patient recruitment), sharing ideas and
experiences from other pharmacies,
answering questions, providing advice
and training to other staff when required.
Participating pharmacists also found
the facilitators a regular, goal-focused
contact that provided reminders and
encouragement to maintain enthusiasm.
‘The facilitator gave us support in
overcoming barriers. It is the problem
solving we spent most hours on.’
‘Reminder and encouragement is a big
one... it actually makes you try a little
bit harder.’ Pharmacist 6.
Two participating pharmacists were
unsure if the facilitation changed their
‘ When he (facilitator) is not around,
we just get back to our (old) habits.’
‘I am not sure the monthly visit was
necessary... I thought it was very
repetitive.’ Pharmacist 9.
Another participating pharmacist
commented that the facilitation will only
be useful if there was genuine interest
and commitment in changing work
practices to implement the service.
‘Facilitation is really good, but only if
you really want to do it for yourself that
you will do it. As good as the facilitation
will be, it will not help us... unless we
really want to do it.’ Pharmacist 12.
Table 3. Mean, standard deviation and p-value of number of DMC comparing banner group vs
non banner group
Banner 3.06 5.22
7.00 6 .43
m=mean, s.d=standard deviation, p-v=p -value
Table 4. Mean, standard deviation and p-value of number of dmc comparing owner operated vs
Owner 3.40 3.58
Manager 4.70 6.70
Table 5. Average time spent per DMC
consultation by state
NSW VIC QLD
39.6 39.2 43.6
10.1 6.7 11.6
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