Home' Australian Pharmacist : May 2011 Contents Vol. 30 -- May #05
Continuing Professional Development
Submit your answers online at www.psa.org.au and receive automatic feedback
in your business plan. Areas to
• customer satisfaction
• health outcomes from recording
data collected from customers who
utilise the service;
• sales figures of the service;
• impact on the pharmacy's overall
financial performance (this will
take time before you see
• related product sales; and
• quality assurance, e.g. number
As professional services begin
to play a more important role in
pharmacy practice, it is essential that
these services are integrated into
the pharmacy's business planning
process. Taking a 'whole of business'
approach, pharmacies can ensure the
viability and sustainability of these
services in the future. Consider the
areas listed above when implementing
and managing professional services.
Key learning points
• Providing professional health
focussed services is one of the
key roles in current and future
• Effective implementation and
sustainability of professional
services requires dedicated time
and investment, and can often
• Professional services can provide
business benefits through increased
customer loyalty, additional
income streams and business
strategies which focus on the
core competencies of pharmacists
• A 'whole of business' approach
must be taken when implementing
professional services. Areas to
consider when business planning
include business assessment,
finances, service structure, space
allocation and resources, policies
and procedures, staff management
and training, promotion and
evaluation of the service.
Practical tools to support
PSA provides a range of training
opportunities, resources and
in-pharmacy support to assist you with
the implementation and management
of professional services and the
development of health-focused
models of practice. These include:
• continuing education;
• building blocks for the delivery of
• Self Care program;
• Pharmacy Support Program
-- Practice Support officers
provide you with assistance
in all of the areas mentioned
above, with advice tailored to
the needs of your pharmacy.
For more information visit
• Professional Practice Standards.
For business planning
1. Pharmaceutical care. European developments
in concepts, implementation, and research: a
review [online].. Sep 1997 [accessed 4 Mar 2011].
2. Roberts AS, Benrimoj SI, Chen TF, et al.
Implementation of Home Medicines Review
(HMR) in community pharmacy. Aust Pharm. 2005;
3. The way of the future -- solution oriented service.
Aust Pharm, Aug 2009;28(8) [online]. [Accessed 4
Mar 2011], At: www.psa.org.au/site.php?id=4500
4. Roberts AS, Benrimoj SI, Dunphy D, et al.
Community pharmacy: Strategic change
management. Sydney: McGraw-Hill; 2007.
5. Feletto E, Wilson L, et al. Building organisational
flexibility to promote the implementation of primary
care services in community pharmacy. University of
6. Feletto E, Wilson L, et al. Flexibility in community
pharmacy: a qualitative study of business models
and cognitive services. Pharmacy World and
Science. 2009; 32:130--8. DOI 10.1007/s11096-009-
7. Harrison DL, Ortmeier BG. Strategic Planning in
the Community Pharmacy. Journal of the American
Pharmaceutical Association. 1996; NS36(9), 583--8.
1. The business advantages of
professional services are:
a) meeting consumer demand.
b) increased average sales from
c) opportunity to maintain viability by
reducing dependence on the PBS.
d) All of the above.
e) a) and c) only are correct.
2. One example of a professional
a) ear piercing.
b) home medicine review.
c) photo development.
d) customer service.
3. Strategic business planning:
a) has a positive effect on pharmacy
b) has a negative effect on pharmacy
c) has no effect on pharmacy
d) None of the above.
4. The following should be
considered when integrating
professional services into a
a) Staff management only.
b) Promotion only.
c) Financial planning only.
d) A 'whole of business approach'
encompassing all aspects from
business strategy to evaluation of
A score of 4 out of 5 attracts 1 CPD credit.
5. Facilitators of change in
community pharmacy include:
a) engaging the pharmacists only.
b) engaging the pharmacy assistants
c) attracting and training staff.
d) breaking relationships with GPs
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