CVS Store 0981 & 5250 Area 12, Region 64, District 2

Alicia Ianuzelli, RPh May 4th, 2015

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Highlights

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Introduction

CVS 0981 at a glance

CVS 5250 at a glance

Metrics Review

Our Team

Emerging Leader Training

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Introduction

WHO AM I? CVS JOURNEY

•  7 Years

•  Pharmacy Intern

•  Pharmacy Manager

•  Preceptor

•  Pre-Emerging Leader

•  Paragon Winner

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In Jamaica-

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Store 0981

§  Pharmacy Manager upon licensure

§  Script Volume 2600-3100

§  Eckerd acquired Free Standing Building

§  Dual Drive-thru

§  Non 24 hour

§  46 % of Patients have Medicaid or Medicaid Related HMO

§  Two immediate Competitors (WAGS, Publix)

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Metrics: Stores Own Sales (2014 Year End)

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STORE 0981

RESULTS RATING DISTRICT RATING

REGION RATING

MCP* -3.3% 2 13 19

Rx MCE 87 5 1 10

KPM 99 5 2 6

TOTAL 3.6 4 28

1 of 3 stores impacted the most with the loss of EBA prescriptions. SERVICE, KPM, INVENTORY: all controllable factors AND our focus for all of 2014

Store 5250

§  New Challenge: Similar store, similar clientele, tenured technicians, high turnover of Pharmacy Manager and Staff RPh; consistently poor results and poor service scores

§  Pharmacy Manager effective as of February, 2015

§  Script Volume 2100 - 2500

§  Eckerd acquired Free Standing Building

§  Dual Drive-thru

§  Non 24 hour

§  53 % of Patients have Medicaid or Medicaid Related HMO

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MCE - 2015

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METRIC JAN FEB MAR April*

Rx in stock 100 86 88 94

Sat. Time Fill 50 92 80 94

Sat. Drive- 25 71 80 95

Rx Courteous/Professional

67 92 80 94

Addressed by Name 100 75 100 94

Acknowledged immediately

92 87 90 94

Rx SCORE 73 87 86 94

Began at the store Feb 1st, 2015. *Projected data updated 4/27

WeCARE – 2015

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METRIC JAN FEB MAR APRIL

Triage Time 97.5 98.7 99.3 99.8

RWP 85.4 85.2 86.4 87.2

Properly Set Waiters

82.4 88.2 91.4 92

WeCARE TOTAL 78 87 85 91

myStore Health – 2015

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STORE 5250 Jan Feb March

MCP -17 -8.4 7.8

Rx to budget -12 -6.11 3.2

KPM 68 77 95

TOTAL 1.7 2.7 3.9

Our Team: Delivering Results… thru people

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“Treat Employees like they make a difference and they will” –James Goodnight

Developing a Pipeline

*The staff has been present throut the turnover of managers. Results have remained < MEETS Expectations as well as MCE/Service has been subpar even resulting in somewhat of a reputation. Retaining the staff while Modifying their behavior is a large focus for me. ©2015 CVS Health and/or one of its affiliates: Confidential & Proprietary

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•  Serve as a Preceptor for both CVS and NSU

•  Previous partner elevated to pharmacy manager

•  Previous intern elevated to pharmacy manager

•  Lead Tech and myself to assist with the Navarro conversion

•  Serve as the training store for new pharmacists, interns, and technicians

•  Hired/Trained/Developed technician into Lead Technician role to assist the district

•  Working alongside District Trainer to create a Lead Technician curricula

Emerging Leader Training

HANDS ON PRACTICE

•  Participated/Conducted SOS Visits

•  Conducted numerous inventories

•  Joined with Loss Prevention and PS/DM to conduct night visits throughout district

•  Conducted District Wide Conference Calls

•  Acted as interim supervisor working alongside DM in the absence of the PS

•  Assisted with relocation and renovation of multiple pharmacies

PRE-EMERGING LEADER PROGRAM

•  Course has served as reinforcement and refresher to hands-on activities previously exposed to with PS

•  Assessed core competencies and received GAP analysis

•  Created ongoing Individual Business Plan based on opportunities

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Thank You

Questions?

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