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Table 5 Factors supporting the NMP lead role

From: Non medical prescribing leads views on their role and the implementation of non medical prescribing from a multi-organisational perspective

Supportive Factors Areas of difficulty
• Good relationships with colleagues, pharmacists, members of executive teams and directors.
• Knowledge of NMP
• Experience as a NMP
• Knowledge and experience of trust wide issues e.g. clinical governance, management and legal issues
• Guidance from SHA
• Good relationships with external educational organizations
• Established policies and procedures for:
a) identifying the need for NMP development within the trust,
b) rigorous selection procedure
c) clinical governance procedures for NMP
• A lack of leadership at both a national and strategic health authority level
• Misunderstanding of the NMP role by clinicians, managers or trusts
• Lack of support for medicines management, auditing and monitoring information on prescribing data
• Lack of guidance over action to be taken over NMPs who are not prescribing, or prescribe infrequently
• Poor communication, lack of support and guidance from individual trusts
• Lack of clarity about the duties of the NMP lead role
• A lack of designated time for lead role, large variations in geographical coverage, range of NMP roles and problems integrating a range of systems
• Having little choice or control over the quality of education provision
• Achieving and maintaining attendance at trust wide NMP meetings.
• Finding professional support for the NMP lead role
  1. (NMP = non medical prescribing, SHA = Strategic Health Authority)
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