Supported by


AWARDS PHARMACY OF THE YEAR KENNEDY’S PHARMACY, RASHARKIN A


t the end of 2017, Kennedy’s Pharmacy still looked relatively modern – thanks to


a refit in 2001 – and, to the outside observer, seemed well set up to meet the pharmaceutical needs of the local community. Contractor Patrick Kennedy and his team realised, however, that the pharmacy had to modernise further to ensure the pharmacy was able to deliver the level of care they aspired to - both now and in the foreseeable future.


Over the last few years, it had become apparent that, despite the pharmacy appearing quite modern to the outside observer, it was essentially at capacity in terms of the services being offered to the patients. The team believed that it could further enhance and improve its services to the patients. In doing so, it also believed we would be able to attract patients and customers from further afield. The consequence of this would be that Kennedy’s Pharmacy would achieve further growth within the business.


The team identified that they wanted to: • Enhance the pharmacy layout to allow the pharmacy team to engage more effectively with patients and to maximise the opportunities for positive health interventions.


• Free up time within the pharmacy team to allow each member of staff to deliver additional pharmaceutical services and programmes, both within the confines of the pharmacy building and in the wider community.


• Enhance and expand the existing services provided by external practitioners and to welcome new services from other practitioners.


• Improve safety within working practices by minimising the risk of


errors and disturbances within the dispensing process.


The above objectives were identified as a result of patient/customer feedback, staff feedback, discussions with peers and other healthcare colleagues. Research was conducted by visiting other pharmacies and by attending the annual Pharmacy Show in birmingham to look at trends within community pharmacies and general to stimulate ideas.


The result of the team’s ‘brainstorming’ was an extensive refurbishment, which included the installation of robotic technology, which freed up the dispensary team’s time to engage more effectively with their patients.


A second treatment room was also installed, which resulted in the delivery of new services to patients. These services included: physiotherapy, audiology, ear wax removal services, biomechanical gait analysis and expansion of the existing podiatry clinic.


The second consultation room also enabled the pharmacy to expand its flu vaccination service to accommodate ‘walk-in’ patients, rather than limiting it to specific appointment times.


Within the pharmacy, with the new treatment room now being used by external practitioners, we have ensured the original consultation room is now available as needed for services delivered by our pharmacists and the pharmacy team.


With the efficiencies gained from our adoption of robotic technology and the change to our processes, we have been able to offer more services in the wider community. Examples of this have included:


The team from Kennedy's Pharmacy, Rasharkin photographed with Rupert Newman, UK Sales Director, Sangers AAH


‘The business has experienced a very positive level of growth, with new patients engaging with the pharmacy and availing of both the additional services and the day-to-day services that were already on offer’


• Dementia Awareness training for staff in conjunction with NACN


• A ‘Dangers of Smoking’ project delivered to six local primary schools


• Dental hygiene sessions delivered to two local primary schools


• Attendance at several community events such as 10k runs, cycling sportives, craft fairs etc, where the team offers services such as blood pressure testing and carbon monoxide monitoring


• Six-week health information programme delivered to the Wave Trauma group by pharmacist, Hannah Firth.


Local patient care has been enhanced by the increase in the number of services that are now on offer to patients and by the improved accessibility of these services to the public.


As the pharmacy team has been able to engage in a greater level of outreach activities within the wider community, this has further promoted the positive message about community pharmacy to a wider audience. As a result, the business has experienced a very positive level of growth, with new patients engaging with the pharmacy and availing of both the additional services and the day-to-day services that were already on offer.


Patrick and his staff have a very close bond as a team and have built up close relationships with their patient and customer base. It is very unusual for permanent staff to leave to seek employment elsewhere and Patrick believes this is affirmation of how happy they are within the pharmacy team.


PHARMACY IN FOCUS - 43


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