Leyla Hannbeck Chief Pharmacist Twitter: @LeylaHannbeck NMS - PowerPoint PPT Presentation

NMS – effective engagement and delivery Leyla Hannbeck Chief Pharmacist Twitter: @LeylaHannbeck

NMS statistics: 2014/15 and 2015/16 • In the year 2014/15:  775,998 – total number of NMS claimed  9,308 (80%) – number of pharmacies that provided service  83 – average number of NMS per pharmacy  2,366 – eligible pharmacies that did not delivery any NMS • Between April 2015 and January 2016 (10 months):  603,141 – total number of NMS claimed

NMS: introduction • NMS aims to provide early support to patients who are newly prescribed a medicine for a long term condition • Four conditions/therapy covered by NMS include:  Antiplatelet/anticoagulant therapy  Asthma and COPD  Hypertension  Type 2 diabetes • Involves 3 stages:  Patient engagement  Intervention  Follow-up

Barriers to delivering NMS • Time available: both patients time and pharmacist time . • Capability and availability of support staff • Lack of staff engagement • Value and outcomes of the NMS service • Consultation room uninviting for the patient to enter • Consultation room being utilised for other services • Poor consultation styles and skills • Representatives collecting prescription for housebound patients • Failure to attend NMS appointments • Low prescription volume coinciding with low NMS uptake

NMS: current service constraints • 3 staged process found to be cumbersome and even unnecessary – some patients receive all support by end of intervention stage • In most cases, payment only received once all three stages are complete - waste of pharmacists time if a patients do not attend at follow-up stage • NMS cannot be carried out to a carer, guardian or parent – this takes away useful opportunities to help improve medicines adherence amongst certain patient groups

NMS study • Independent evaluation of NMS conducted by University of Nottingham and UCL Schools of Pharmacy • Commissioned by DH in 2012 with final report published in 2014. ‘ Understanding and Appraising the New Medicines Service in the NHS in England ’ • Key finding: “ NMS was effective at improving patients’ adherence to their new medicines by around 10% ” • NMS increased number of patients taking their new medicines from 67 to 78 out of every 100 patients

NMS study: other important findings • No overall cost to the NHS of providing NMS – the intervention costs were absorbed by reduced subsequent NHS contract costs • NMS was more successful than other more expensive interventions • In terms of value, NMS reduced costs for the NHS overall while also improving patient outcomes • Each NMS saving the NHS on average £21.11

NMS – effective delivery

NMS KPI • Check34 NMS KPI allows you to:  Manage and monitor NHS services  Understand branch, company performance  Benchmark your pharmacy performance against branches within the same company, other local pharmacies and national averages  Identify root causes for failing to meet targets  Conduct regular training and quality checks to ensure staff are aware of the service  View up to 24 months history and trend analysis

NMS pack  New Medicine Service outline  Medicines covered by the NMS  Anticoagulant or antiplatelet therapy  Asthma and chronic obstructive pulmonary disease (COPD)  Hypertension  Type 2 diabetes  Healthy living advice  Recruiting and retaining patients  Patient consent  Communicating with patients  Interview schedule  The pharmacy team  Engaging with GPs  Record keeping  Payment  Access to the Summary Care Record – issues pharmacists should bear in the mind when accessing  Ready to provide the NMS – so you can decide whether or not to provide this service  Checklist for pharmacies – a checklist to help you ensure that the NMS is running as effectively as possible.

EPBP: overview Assess Plan Develop Promote Review SWOT and Gap Achievement plan Alternative private Social media Improving your analysis template services pharmacy business Drug Tariff guide Skills matrix PGD services Daily/weekly checklists Action plan template Automated KPIs with prioritisation dispensary systems matrix and pharmacy robots Job descriptions Benefits of renting out a consultation room Apprenticeships Leadership GPhC inspections CPAF

SWOT analysis example S – Strengths W – Weaknesses Characteristics of the business that give it an Characteristics of the business that put it at a advantage over competitors disadvantage compared to others – potential areas for improvement   What do you do better than your competition? What does your competition do better than you?  What additional service(s) does your pharmacy offer  What do they offer that you don’t? customers/patients compared to other local pharmacy  Do you have enough manpower to accommodate businesses? further growth of the business?  Does your pharmacy have any unique selling points? O – Opportunities T – Threats Opportunities to enhance offering/increase sales Factors that could cause/enhance issues in future   Do you know of any plans by local businesses to change What other services/products could you offer?  the services/products they offer which may put them in Are there any local pharmaceutical needs that are not competition with you? currently being met? This information can be found in the  Is there a new pharmacy opening in your local area? local Pharmaceutical Needs Assessment (PNA) document  Do you have much competition from nearby produced by local authority health and wellbeing boards pharmacies?   What do your customers want? Do you have a specific Do you know of any plans for the local surgery/surgeries interest or skills that could be relevant to your local to relocate or close?  Do you know of any planned future or ongoing local community? For example, provision of a vaccination road works or car park works which may make your service for Hajj pilgrims pharmacy less accessible?  What are your competitors’ vulnerabilities?  Are you aware of internet pharmacies being advertised locally or providing services in the local area?

Gap analysis template objectives – how Current Steps to achieve Timescales Responsibility of would you like your performance – how business objectives – (by end of) (name of pharmacy to is your pharmacy how to bridge the gap person(s) perform? performing responsible): currently?    For example: Pharmacist Use delivery drivers July Pharmacy Pharmacist to conducting X NMS to help promote the 2016 manager  carry out x NMS per month service Responsible  per financial year Distribute leaflets to Pharmacist recruit eligible patients  Use alert stickers to highlight prescriptions for collection belonging to patients who are eligible for the service  NMS leaflets

NMS: future suggestions • APPG meeting in 2015 - unanimous in supporting idea to offer NMS to patients with mental health conditions • Suggestions to extend service to include patient groups :  Using anti-psychotic medicines  Depression  Gout  Glaucoma